ANALISIS KINERJA DALAM RANGKA PENYUSUNAN PETA STRATEGI INSTALASI FARMASI RSUD DR. AGOESDJAM KETAPANG DENGAN PENDEKATAN BALANCED SCORECARD

Kharisma Anggraini., S.farm, Prof. Dr. Achmad Fudholi. DEA., Apt

2011 | Tesis | S2 Mag.Manaj.Farmasi

Permasalahan kekosongan obat yang terjadi di IFRSUD Dr. Agoesdjam Ketapang membuat pihak IFRS tidak dapat memberikan pelayanan secara maksimal. Hal tersebut berdampak pada pendapatan IFRS dan juga RS karena banyak pasien yang menebus obatnya di luar. Selain itu, di IFRSUD Dr. Agoesdjam Ketapang belum pernah dilakukan evaluasi kinerja secara menyeluruh akibatnya pencapaian kinerja yang telah dilakukan tidak dapat diketahui. Penelitian bertujuan untuk mengevaluasi kinerja IFRSUD Dr. Agoesdjam Ketapang dengan pendekatan Balanced Scorecard (BSC) dan menentukan peta strategi yang paling tepat berdasarkan hasil evaluasi kinerja tersebut. Jenis penelitian adalah studi kasus non eksperimental dengan rancangan deskriptif. Pengumpulan data menggunakan metode retrospektif dan prospektif. Data yang dikumpulkan berupa data kuantitatif (observasi, survei/kuisioner, dan laporan keuangan IFRS dan RS) dan kualitatif (hasil wawancara dengan Apoteker/Kepala IFRS). Hasil penelitian menunjukkan bahwa: 1. Kinerja perspektif pembelajaran-pertumbuhan: rata-rata petugas menggunakan 78,58% waktunya untuk kegiatan produktif, pengetahuan dan keterampilan karyawan perlu ditingkatkan, terbatasnya fasilitas computer dan belum adanya SIM, kurangnya semangat berinovasi untuk menciptakan keunggulan organisasi, belum disosialisasikannya visi misi IFRS, 2. Kinerja perspektif proses bisnis internal: rata-rata waktu penyediaan obat racikan 30 menit dan non racikan 7,53 menit, tingkat ketersediaan obat 84,36 %, seluruh kompenen etiket ditulis secara lengkap, kecuali nomor resep, seluruh pasien mendapatkan informasi obat dengan rata-rata waktu 21,09 detik/pasien, 3. Kinerja perspektif pelanggan: kepuasan pasien masih rendah, tingkat keterjaringan pasien bulan September 2009, yaitu pasien ASKES 92,01%, Jamkesmas 86,44%, dan Umum 26,39%, customer growth bulan Januari-Oktober 2009 secara umum mengalami peningkatan dan penurunan tiap bulannya, 4. Kinerja perspektif keuangan: tingkat penjualan obat dan alkes bulan Januari-Oktober 2009 meningkat, pendapatan IFRS dari tahun 2006-2007 menurun dan dari tahun 2007-2008 meningkat, ITOR pada tahun 2007 sebesar 3,62 kali dan tahun 2008 sebesar 2,78 kali. Peta strategi pada perspektif pembelajaran-pertumbuhan dilakukan strategi-strategi penambahan tenaga administrasi, penambahan fasilitas computer dan pengadaan SIM di IFRS, pembenahan insentif, diklat untuk karyawan, serta mensosialisasikan visi misi IFRS. Perspektif proses bisnis internal dilakukan strategi-strategi peningkatan ketersediaan obat, penurunan dispensing time, pelabelan yang tepat, peningkatan PIO dan pelayanan farmasi klinis, pembuatan Standard Operating Procedure dan Formularium RS. Perspektif pelanggan dirumuskan ke dalam tiga sasaran strategi, yaitu peningkatan kepuasan pasien, keterjaringan pasien, dan customer growth. Perspektif keuangan dirumuskan ke dalam suatu sasaran strategi, yaitu peningkatan pendapatan IFRS melalui peningkatan penjualan, pengoptimalan ITOR, dan pelayanan farmasi satu pintu. Kinerja IFRSUD Dr. Agoesdjam Ketapang pada empat perspektif BSC perlu ditingkatkan dengan melakukan strategi-strategi yang terdapat dalam peta strategi BSC tersebut.

The problem of the unavailability of medicines that is happening in IFRSUD Dr. Agoesdjam Ketapang causes the IFRS is unable to provide maximum service. It will certainly have an impact on the earning of IFRS and also hospitals because patients will purchase the medicine out of the hospital. In addition, in IFRSUD of Dr. Agoesdjam Ketapang have never done a comprehensive performance evaluation, and as the result the current performance achievement cannot be known. The objective of the study is to evaluate the work performance of IFRSUD Dr. Agoesdjam Ketapang by using Balanced Scorecard (BSC) approach and to determine the best strategy map based on the result of the work performance evaluation. This type of study is non-experimental case study with a descriptive design. Data is collected by using retrospective and prospective methods. Data collected in the form of quantitative (observations, surveys/ questionnaires, and financial reports of IFRS and hospital) and qualitative data (interviews with pharmacists/ head of IFRS). The results of the study showed: 1. The performance of the learning-growth perspective: medical officers averagely are using 78,58% of their time for productive activities, knowledge and skill are needed to be improved, the limitation of computer facilities and unavailability of SIM, the lack of innovation spirit have organization achievement, the vision and mission of IFRS have not socialized yet, 2. The performance of internal business process perspective: averagely, time that is needed to deliver compound drugs is 30 minutes and non-compound drugs is 7,35 minutes, the level of drug availability is 84,36%, all etiquette component are written with clear explanation, except for the prescription numbers, all patients get drug information with average time of 21,09 seconds/ patient, 3. The performance of the customer perspective: patient satisfaction is still low, the level of patients that are purchasing drugs from IFRS during September 2009, ie 92.01% of ASKES patients. Jamkesmas is 86.44%, and 26.39% general patients, the rate of customer growth from January to October 2009, generally is increased and decreased in each month, 4. The performance of the financial perspective: the sales level of drugs and medical equipment from January to October 2009 are increased, the revenue of IFRS from 2006-2007 is decreased and in 2007-2008 is increased, ITOR in 2007 is 3,62 times and 2,78 times in 2008. The map strategy of the learning- growth perspective is conducted strategies to add the number of administration employee, to add computer facilities and procurement of SIM in IFRS, incentive managing, training for employee, and socializing the vision and mission of the IFRS. Internal business process perspective conducts strategies to increase the availability of drugs, decrease the dispensing time, proper labelling, increase the PIO and clinical pharmacy service, as well as the making of Standard Operating Procedure and the hospital formula. Customer perspective formulated into three strategic objectives, namely to increase patient satisfaction, obtained patients, and customer growth. Financial perspective formulated into one strategy goal; it is increasing the revenue of the IFRS by increasing the sales, optimization of ITOR, and one way pharmacy service The work performances of IFRSUD Dr. Agoesdjam Ketapang in the four BSC perspectives are needed to be improved through strategies that are contained in the BSC strategy map

Kata Kunci : Evaluasi kinerja, Peta strategi, Balanced Scorecard, Instalasi Farmasi RSUD Dr. Agoesdjam Ketapang.