indikator performance lembaga non...
TRANSCRIPT
Tujuan Pembelajaran
• Memahami prinsip indikator performance darilembaga non-profit
• Mampu menyusun indikator performance lembaga
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Pokok Bahasan
• Pengertian
• Konsep Dasar
• Kerangka Kerja Logis dan implementasinyadalam pengembangan indikator & target
• Pemanfaatan Lain dari Indikator
• Lampiran
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Pengertian
• Kinerja adalah capaian keluaran/hasil/dampakdari kegiatan/program/sasaran sehubungandengan penggunaan sumber daya pembangunan
• Indikator Kinerja adalah tanda yang berfungsisebagai alat ukur pencapaian kinerja suatukegiatan, program atau sasaran dan tujuan dalambentuk keluaran (output), hasil (outcome), dampak (impact).
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Tipe dan Jenis Indikator
• Kualitatif: (skala; misal: buruk; sedang; baik)
• Kuantitatif absolut: (angka absolut; misal: jumlahkematian ibu)
• Persentase
• Rasio
• Rata-rata
• Indeks: angka patokan dari beberapa variable kejadian berdasarkan suatu RUMUS tertentu (eg: IHSG; IPM)
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Karakteristik Indikator: SMART
• S: Specific; – No: Immunize 10,000 children.
– Yes: Immunize 100 percent of children ages 0-24 months
• M: Measurable; – No: 65 percent of adults report practicing healthy
lifestyles.
– Yes: 65 percent of adults ages 18-54 report doing 30 minutes of physical exercise at least three times per week
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lanjutan
• A: Achievable;– No: Eradicate stillbirths. – Yes: Reduce the infant mortality rate to less than 1
percent
• Relevant? – No: Decrease promiscuity in society. – Yes: Reduce the incidence of sexually-transmitted
diseases by 20 percent
• T: Time Bound– Poor: Spread awareness of HIV/AIDS. – Good: Establish HIV/AIDS education kiosks in 25 percent
of secondary schools by 2015.
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Indikator Kinerja Utama (IKU)
• Apa itu IKU atau Key Performance Indicator?
• Apa bedanya dengan Indikator Kinerja?
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lanjutan
• IKU: are measures that a sector or organization uses to define success and track progress in meeting its strategic goals.
• This focus on strategic or long-term goals is what distinguishes KPIs from the wider array of “performance indicators” (PIs)
• IKU: menjadi perhatian pengambil kebijakan danpublic
• Indikator Kinerja: perhatian manajer kesehatan
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Konsep dasar
• Logic Model
• Causal Theory
• Impact Theory
• Effect Theory
• ..dan keterkaitannya
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Penjabaran Teoritis: Kebijakan Kegiatan (Proses)
21Sumber: diolah dari USAID (2013; p. 8 & 12)
dengan Effect Theory
Effect Theory
Dasarnya:
• Hubungan sebab-akibat Causal Theory & Impact Theory
• Hubungan Intervensi untuk mengatasiPenyebab Intervention Theory
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RequiredAntecedent
factors Mediatingmechanisms
HealthImpact
Main causal factors of the
problem(determinants)
+/-Moderating
factors
Generic Model of Causal Theory
Source: Issel (2009); pp. 181
Causal Theory
HealthProblem
Impact Theory
RequiredAntecedent
factors Mediatingmechanisms
HealthImpact
Main causal factors of the
problem(determinants)
+/-Moderating
factors
Generic Model of Effect Theory
Source: Issel (2009); pp. 181
Causal Theory
INTERVENTIONS
Intervention Theory
HealthProblem
Impact Theory
RequiredAntecedent
factors Mediatingmechanisms
HealthImpact
Main causal factors of the
problem(determinants)
+/-Moderating
factors
Generic Model of Effect Theory Penjabaran ke Program dan Kegiatan
Source: Issel (2009); pp. 181
Causal Theory
INTERVENTIONS
Intervention Theory
HealthProblem
Impact Theory
1
2 3
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Ket:1,2,3: Kegiatan4 = Program
RequiredAntecedent
factors Mediatingmechanisms
HealthImpact
Main causal factors of the
problem(determinants)
+/-Moderating
factors
Generic Model of Effect Theory Penjabaran keProgram dan Kegiatan Logical Framework
Source: Issel (2009); pp. 181
Causal Theory
INTERVENTIONS
Intervention Theory
HealthProblem
Impact Theory
1
2 3
4
Ket:1,2,3, 4 Dasar Logical Framework
Pengertian
• A useful tool to help conceptualize the production process (the product of strategic thinking, analysis, and negotiation around policy problems and responses)
• In strategic planning: to describe the logical linkages between problems and their solutions
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RequiredAntecedent
factors Mediatingmechanisms
HealthImpact
Main causal factors of the
problem(determinants)
+/-Moderating
factors
Generic Model of Effect Theory Penjabaran keProgram dan Kegiatan Logical Framework
Source: Issel (2009); pp. 181
Causal Theory
INTERVENTIONS
Intervention Theory
HealthProblem
Impact Theory
1
2 3
4
PROSES
OUTPUT OUTCOME
NOTE:Tinggal memetakan INPUT
INPUT PROSES OUTPUT OUTCOME IMPACT
OUTPUT
OUTPUT
OUTPUT
OUTPUT
OUTPUT
OUTPUT
OUTCOME
OUTCOME
MAKIN KE KANAN,
MAKIN BANYAK
FAKTOR YANG
BERPENGARUH
•Batasan Kontribusi•Batasan Waktu
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KomponenProgram
Indikator Data Eksisting Target
2013 2014 2015 2019
Dampak
Outcome (Sasaran)
Outcome (langsung)
Output
Proses/Kegiatan
Input
Penetapan Target
Indikator “Minor” dalam IndikatorSektor Kesehatan
Prinsip:
• “mainstream” Logical Framework yang mengarah: AKI; AKB: UHH; …
• “not mainstream” (“minor”): Outputnyamenjadi INPUT “mainstream”
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lanjutan
• Rencana Kerja: Rencana yang hanya berfokusmengenai penggunaan input, pemilihankegiatan (proses), dan output yang akandibuat
• Rencana Kinerja: membuat rencana mengenaioutcome yang akan dihasilkan oleh organisasi Input; Proses; Output, dan Outcome
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INPUT PROSES OUTPUT OUTCOME IMPACT
SPMAKIAKBIUFD
Jumlah Kesakitan akibat: PerdarahanEklampsi/preeklampsiInfeksi
? ?
Human Capital Information Capital Organization Capital
Peduli Masyarakat& Lingkungan
Proses Inovasi
ManajemenCustomer
Manajemen Operasi
Imej (Citra)KemitraanAtribut Produk/
Jasa
PertumbuhanProduktivitas
Long-Term Shareholder Value
PETA STRATEGI GENERIK
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Financial Systems
Capacity for service provision
Staff Perspectives
Service Provision
Patient & CommunityPerspectives
Overall Vision
Perspektif Keuangan
PerspektifPembelajaran &Pertumbuhan
Perspektif Proses Bisnis Intern
PerspektifPelanggan
BSC FOR HEALTH SERVICE
IN AFGHANISTAN
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PERSPEKTIFKEUANGAN
PERSPEKTIF PROSESBISNIS INTERN
PERSPEKTIF CUSTOMER
WorkforceScorecard
HRScorecard
HUMANCAPITAL
InformationCapital
OrganizationCapital
PerspektifPembelajaran &Pertumbuhan
THE BALANCEDSCORECARD
FRAMEWORK
Managing Human CapitalTo Execute Strategy
With what will we compete?
52Dikembangkan dari Kaplan & Norton (1996); Becker et al (2001); Huselid et al, (2005)