| Summary: | 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
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