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"PT. KA (Persero) as a BUMN (Badan Usaha Milik Negara/State Owned Company) running business in the field of transportation in its performance measurement satisfactorily takes as its reference KEP. MEN BUMN No. 100 dated June 4, 2002, i.e. performance 'measurement based on 3 aspects, those are financial aspect with 50 score in weight, operational aspect with 35 score in weight, and administrational aspect with 15 score in weight. Based on the said performance measurements, PT. KA (Persero) for 4 years (2001-2004) achieves the average score of 66.84 or A as "Healthy" criteria. What must be observed the said score is slightly different 1.84 point from the "Not Healthly Enough" that is 65. The said result is a tendency of achieving decresed score in financial aspect, especialy ROE (Return On Equity), ROl (Return On Investment), and TATO (Total Assets Turnover).Performance evaluation thus far still giving great attention/weight on financial aspect has its weakness. The basis of financial aspect evaluation on financial report has its limitation that is only on financial activity report in certain period/duration and incapable to maximally explain the relation or link between those periods. Business cycle in carrying out the strategic vision and mission of the company experiences three stages that is growth, sustain, and harvest, which are of course different in the pattern of income, pattern of operational costs, or investment policies, thus resulting in performance measurement limited on financial aspect is not too effective as the basis of decision making.Performance measurement with Balanced Scorecard approach gives other alternatives of the measured aspect in the said performance measurement including 4 aspects that is financial aspect, internal business process aspect, and expenditure & development aspects. Financial aspect in Balanced Scorecard approach is still considered strategic for financial performance is the result from other performances.The frame of mind is as follow: Financial performance represented by ROCE (Return On Capital Employed) is Scorecard measurement in financial perspective. This measurement is the result of product/service sales continuously repeated and developing of the consumers reflecting the height level of loyalty among the customers. Loyalty occurs by the existence of customer satisfaction or level of service quality. Increasing service quality is achieved through internal business process through training, improving the skill level of the employees, and work satisfaction of the employees.The result of performance measurement of PT. KA (Persero) with Balanced Scorecard achieves the total score of 66 of the total maximal score of 95 with "Good" criteria. The range of total score for good criteria is between total score of 64.63 to 79.83. This result provides the picture to management that achievement of performance score based on the dominant State Miinisterial Decree of BUMN with financial aspect must be observed and to be made as the consideration in measuring performance."

"Rumah Sakit Ketergantungan Obat ( RSKO ) Jakarta merupakan organisasi pemerintah yang mengemban tugas sebagai pusat rujukan nasional dalam penanganan masalah gangguan NAPZA. Pengukuran kinerja dan pertanggungjawaban yang dilakukan, sebagaimana organisasi pemerintah Iainnya menggunakan metode Akuntabilitas Kinerja Instansi Pemerintah (AKIP).Penelitian ini mencoba mengukur kinerja organisasi RSKO Jakarta dengan menggunakan pendekatan Balanced Scorecard. Pengukuran kinerja dengan Balanced Scorecard menggunakan empat perspektif, yaitu perspektif finansial, perspektif customer, perspektif proses bisnis internal dan perspektif pembelajaran dan pertumbuhan.Penelitian ini bersifat deskriptif. Populasi penelitian meliputi seluruh karyawan RSKO Jakarta untuk perspektif proses bisnis internal serta perspektif pembelajaran dan pertumbuhan. Sampel penelitian sejumlah 44 orang karyawan yang diambil dengan metode simple random sampling. Populasi untuk perspektif customer adalah penerima Iayananlcustomer RSKO Jakarta. Sampel diambil dengan metode porpos:ve sampling sebanyak 88 orang. Hasil penelitian menunjukkan kinerja perspektif pembelajaran dan pertumbuhan mencapai hasil cukup baik. indikator kinerja yang digunakan adalah peningkatan ketrampilan karyawan yang mencapai hasil cukup. Sementara itu indikator kedua adalah kepuasan karyawan yang mencapai hasil kurang baik. Perspektif proses bisnis internal menggunakan indikator peremajaan peralatan yang digunakan organisasi. Kinerja yang dicapai kurang baik.Perspektif customer menggunakan kepuasan customer akan pelayanan organisasi yang mencakup empat aspek pengukuran yaitu aspek tangibility, reliability, responsiveness, assurance dan empathy. Aspek tangibility, responsiveness, assurance dan empathy mencapai hasil yang cukup baik. Sementara aspek reliability mencapai hasil yang kurang baik. Secara keseluruhan perspektif customer mencapai hasil yang cukup baik.Perspektif finansial mencapai hasil yang kurang baik. Indikator yang digunakan adalah peningkatan penerimaan operasional organisasi yang akan meningkatkan ratio cost recovery biaya operasional organisasi. Secara keseluruhan kinerja organisasi RSKO Jakarta mencapai hasil yang kurang baik.RSKO Jakarta harus melakukan banyak perbaikan untuk meningkatkan kinerjanya. Memperbaiki manajemen merupakan hal sangat mendesak untuk dilakukan. Demikian pula inovasi peralatan yang digunakan untuk melaksanakan proses pelayanan. Perbaikan - perbaikan tersebut ditujukan untuk meningkatkan kualitas pelayanan yang pada akhirnya akan meningkatkan kepuasan pelanggan.

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RSKO Jakarta is a government organization that has vision as national reference to deal with drug abuse. Its performance measurement and accountability, as other government organization, use Akuntabilitas Kinerja Instansi Pemerintah (AKIP ).

This research tries to measure organization's performance of RSKO Jakarta with Balanced Scorecard approach. The Balanced Scorecard approach contains four perspectives, i.e: financial perspective, customer perspective, business process perspective and learning and growth perspective.

This research is a descriptive research. The population for learning and growth perspective and business process perspective is RSKO Jakarta's entire employee. Simple random sampling methode used to determine sample amount. Sample amount for that perspective is 44 employees. The population for customer perspective is all drug abuse patient of RSKO Jakarta. Sample amount is 100 patients which determined with purposive sampling methode.

The result of the research shows that performance of learning and growth perspective gets mediocre score. Performance indicators for this perspective are employee skill improvement and employee satisfaction. Employee skill improvement gets mediocre score and employee satisfaction get poor score. Performance of business process perspective, that uses equipment innovation as performance indicator, gets poor score too.

Customer perspective use customer satisfaction as performance indicator. This indicator contain of five dimensions, i.e: tangibility, reliability, responsiveness, assurance and empathy. Performance of this perspective gets mediocre score. The last perspective, financial perspective gets very poor score. Ratio cost recoveries of operational cost, which use as performance indicator, not fulfill the target.

Comprehensively, performance of RSKO Jakarta gets poor score. Improvement has to be done to increase performance of RSKO Jakarta. First, management improvement is very urgent to be done. Second, equipment innovation to present service. Those improvements will increase service quality and at the end will increase customer satisfaction."