KINERJA BALAI KESEHATAN MATA MASYARAKAT MAKASSAR DENGAN PERSPEKTIF BALANCED SCORECARD

Abstract

Background: The Community Eye Medical Clinic (CEMC) as a
specialized eye hospital has been using the service performance
indicators for outpatient visits and financial indicators.
However, non-financial performance indicators were not yet
assessed.
Objectives: To analyze performance of CEMC with the Balanced
Scorecard (BSC) perspectives (customer’s perspective,
internal process perspective, learning and growth perspective
and financial perspective), and its interrelation among
each perspective, to identify the potentials and the development
plans of CEMC in Makassar
Methods: This was an explanatory research employing a
qualitative approach. Samples were selected using a purposive
sampling tehnique to include 100 respondents for the
customer performance and 43 respondents for employee performance.
The data were analysed descriptively.
Results: Applying BSC, performance of CEMC is 51.00% and
this belongs to the category of less healthy. The interrelation
of each pespective starts with training to improve staff capacity.
Along with use of information technology and financial
perspective, this will improve staff productivity in the learning
and growth perspectives. Staff satisfaction will improve the
technical quality related to the internal standard. This will lead
to increased number of visits and number of surgeries. Staff
commitment and capacity, increased of service velocity and
development of customer capital are potential to be improved.
The development plan includes making the performance based
on the reward system, the value creation process for customers
and the development of the customer capital. The development
plans focuses on increased staff commitment and capacity
(learning and growth perspective), improvement process
through reengineering and development of customer capital
through service attributes, relationship and image building.
Conclusion: Using BSC, we found a mismatch between high
customer satisfaction with low internal satisfaction. The management
should improve the reward based on remuneration
system, transparency on training opportunities to staff, and
develop integrated planning.
Keywords: balanced scorecard, performance achievement,
the community eye medical clinics