<![CDATA[ABSTRAK Peningkatan mutu dan kinerja rumah sakit perlu dilakukan untuk memberikan pelayanan yang berkualitas kepada masyarakat. Balanced Scorecard merupakan metode yang koheren dan kompherensif sebagai alat evaluasi manajemen karena dapat mengukur dari empat perspektif, yaitu keuangan, pelanggan, proses pelayanan dan pertumbuhan pembelajaran. Pengumpulan data dilakukan secara retrospektif dan cross sectional berupa data primer dan data sekunder. Hasil penelitian memperlihatkan bahwa: 1) kinerja perspektif keuangan tahun 2012 hingga tahun 2014 diperoleh rata-rata rasio ekonomi sebesar 95,84%; rasio efisiensi sebesar 893,71%; dan rasio efektivitas sebesar 91,94%. 2) kinerja perspektif pelayanan tahun 2012 hingga tahun 2014 diperoleh rata-rata nilai ALOS 3,67 hari; BOR 88,47%; TOI 0,52 hari; BTO 81,12 kali; GDR 17,17‰; NDR 7,64‰; tingkat ketersediaan obat 88%; dispensing time : waktu maksimal racikan 68 menit dan non racikan 48 menit; tingkat antrian pasien 68,05%; komponen yang tertera pada etiket meliputi nama RS, alamat RS, tanggal pembuatan resep, nama pasien aturan pakai dan peringatan khusus; dan informasi obat yang diberikan meliputi cara pakai obat 68,99%, cara simpan obat 28,80% dan jangka waktu pengobatan 31,96%. Diperoleh kesimpulan kinerja perspektif keuangan termasuk kriteria cukup baik dengan deskriptif persentase sebesar 61,54%; kinerja pelayanan rawat inap termasuk kriteria cukup baik dengan deskriptif persentase sebesar 77,78%; dan kinerja perspektif pelayanan rawat jalan termasuk kriteria kurang dengan deskriptif persentase sebesar 60%.Kata kunci: evaluasi, kinerja, Balanced Scorecard, perspektif keuangan, perspektif pelayanan, Instalasi Farmasi BLUD RS Kota BanjarbaruABSTRACTThe increase of hospital quality and performance needs to be done to give a qualified service to society. Balanced Scorecard is a coherent and comprehensive method as a management evaluation tool because it can measure from four perspectives, such as finance, customer, process of service and learning growth. Data collecting was conducted retrospectively and in a cross sectional way in form of primary and secondary data. The study result showed that: 1) the average economical ratio of financial perspective performance in 2012 until 2014 was 95.84%; efficiency ratio was 893.71%; and affectivity ratio was 91.94%. 2) from service perspective performance in 2012 until 2014 it was obtained the average values of ALOS (3.67 days); BOR (88.47%); TOI (0.52 day); BTO (81.12 times); GDR (17.17‰); NDR (7.64‰); medicine availability level (88%); dispensing time: maximum time of mixing was 68 minutes and non mixing was 48 minutes; patient queue level (68.05%); components printed on etiquette included a hospital’s name, hospital’s address, prescription making date, patient’s name, using rule and special warning; medical information given included the way to use medicine (68.99%), the way to keep medicine (28.80%), and the interval of medicinal treatment (31.96%). The conclusions were the performance of financial perspective included in fairly good criteria with percentage description of 61.54%; the performance of inpatient service included in fairly good criteria with percentage description of 77.78%; and the performance of outpatient service included in not good (poor) criteria with percentage description of 60%.Keywords: evaluation, performance, Balanced Scorecard, financial perspective, service perspective, Pharmacy installation of Local Public Service Agency in Hospital Banjarbaru]]>
