PROPOSED SOLUTION FOR PERFORMANCE IMPROVEMENT OF DEPUTY FOR LAW ENFORCEMENT OF INDONESIAN FOOD AND DRUG AUTHORITY USING THE INTEGRATION OF BALANCED SCORECARD (BSC) AND ANALYTIC HIERARCHY PROCESS (AHP) FRAMEWORK

• Main Author: Octaviani, Linda
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/63520
• Institution: Institut Teknologi Bandung

Deputy for Law Enforcement (Deputy IV) is a strategy for strengthening the Indonesian FDA (BPOM) in responding to future law enforcement challenges, supported by components of the function of deterrence, intelligence, cyber and investigation. By performing this responsibility, it is possible to comprehensively eliminate crime in the Drug and Food sectors through enforcement and investigation activities accompanied by intelligence activities, cyber monitoring, and decisive deterrent actions. They required a well-planned strategic plan to carry out their tasks and responsibilities, including a performance management system based on the Balanced Scorecard (BSC) approach. Deputy IV is expected to achieve its goals and objectives by utilizing the BSC approach as the tool for performance management, as the BSC may give a performance framework and key performance indicators to achieve. Measuring organizational performance is a complex issue, as performance is a complicated phenomenon composed of component aspects with varying managerial priorities. This research aims to evaluate the effectiveness of Balanced Scorecard (BSC) implementation at Deputy IV and analyze the integration of two methodologies, Balanced Scorecard (BSC) – a multiple perspective framework for performance assessment – and Analytical Hierarchy Process (AHP) – a decision-making tool to prioritize multiple performance perspective and indicators and to generate a unified metric for the ranking of alternatives. In this research, AHP is used as an approach to prioritize and determine weights for perspectives and indicators included in the BSC for Deputy for Law Enforcement. The qualitative descriptive methodology was used in this research, analyzing primary data sources obtained through interviews with internal stakeholders, and also questionnaire. Secondary data collected from internal data of Deputy IV, journals and books. The result for effectiveness BSC implementation shows that there are essential factors on each system performance evaluation category such as core values, commitment, responsibility, strategy map, key performance indicator (KPI), valid and balanced measurement, realistic target, individual and objective alignment, cascading, human resources, budgeting process, strategic planning process, data collection, and reporting. The findings of the AHP calculation in order to improve the performance of Deputy IV indicate that the Internal Process Perspective has a more important impact than other perspectives on the BSC framework. In addition, the most important indicator is Indicator A, and the investigation is the important activities to support the performance of Deputy IV. Therefore, Deputy IV must continue to monitor and improve these results, so that Deputy IV's performance can be achieved and sustainable.This research confirms that the combination of BSC and AHP provides a valid methodology to obtain the criteria and weights of perspectives, indicators and activities needed to increase the performance of Deputy IV, in order to achieve sustainable performance results. Knowing the importance of perspective rankings and KPIs can be very useful for strategic planning and setting priorities. Deputy IV must also maintain the important factors that have been implemented properly and improve the implementation of other factors that have not been implemented from the BSC in order to achieve sustainable performance results.. This research is intended to assist public officials as policymakers in strategic planning and performance management evaluation.