Coaniago, Gerrardo Garrison (2026) Perancangan Strategi dan Sistem Pengukuran Kinerja Terintegrasi pada Organisasi Nonprofit Sosial (Studi Kasus: Yayasan Sayap Ibu Cabang Jakarta). Other thesis, Institut Teknologi Sepuluh Nopember.
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Abstract
Permasalahan sosial dan kesejahteraan kelompok rentan menjadi isu strategis dalam pembangunan sosial di Indonesia sehingga diperlukan peran berbagai pihak. Yayasan Sayap Ibu (YSI) Cabang Jakarta merupakan lembaga kesejahteraan sosial yang memberikan layanan terhadap anak terlantar dan penyandang disabilitas. Saat ini yayasan menghadapi tantangan pada ketidakstabilan kondisi keuangan, serta keterbatasan sumber daya manusia dari sisi kuantitas dan kualitas. Praktik good governance menjadi salah satu tuntutan pemangku kepentingan, dimana praktik manajemen strategi dan pengukuran kinerja memainkan peran penting. Namun, kondisi existing yayasan menunjukkan bahwa praktik tersebut masih belum terintegrasi karena perencanaan. pengawasan, dan evaluasi terbatas pada aspek finansial saja. Oleh karena itu, penelitian ini bertujuan untuk merancang strategi secara terstruktur yang terintegrasi dengan sistem pengukuran kinerja. Pengembangan strategi dilakukan berdasarkan analisis internal dan eksternal dan berbasis kerangka kerja strategy change cycle yang dikhususkan untuk sektor non profit. Hasil perancangan strategi menggunakan Strategy Formulation Analytical menunjukkan bahwa posisi strategis YSI Cabang Jakarta berada pada kuadran V, yaitu Hold and Maintain, dengan 11 resultant strategy yang diarahkan pada strategi generik “Transformasi Enabler”. Sistem pengukuran kinerja dirancang menggunakan model Balanced Scorecard berorientasi misi sosial yang menghasilkan 4 perspektif, 9 strategi objektif, dan 16 KPI tingkat organisasi. Perspektif stakeholder menjadi fokus utama yang berkontribusi secara langsung terhadap capaian misi sosial yayasan. KPI tingkat organisasi dicascade menghasilkan total 73 KPI bidang yang didistribusikan terhadap 10 bidang. Setiap bidang juga memiliki strategi inisiatif dan KPI teknis sebagai arahan kerja. Kemudian, scorecard system dirancang dari tingkat strategis hingga operasional, dan hasil uji coba menunjukkan seluruh scorecard telah terintegrasi dalam mengukur capaian kinerja secara agregat. Dalam jangka panjang, rancangan ini diharapkan dapat membantu proses tata kelola dan pelayanan menjadi lebih terarah sehingga meningkatkan legitimasi dan keberlanjutan organisasi.
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Social issues and the welfare of vulnerable groups have become strategic concerns in Indonesia’s social development, requiring the involvement of multiple stakeholders. Yayasan Sayap Ibu (YSI) Jakarta Branch is a social welfare institution that provides services for neglected children and children with disabilities. Currently, the organization faces challenges related to financial instability and limited human resources in terms of both quantity and quality. Good governance practice has become a key stakeholder expectation, in which strategic management and performance measurement systems play a crucial role. However, the existing condition shows that both practices remain unintegrated, as planning, supervision, and evaluation are still limited to financial aspects. Therefore, this study aims to design a structured strategy integrated with a performance measurement system. Strategy development was conducted through internal and external analysis using the Strategy Change Cycle framework, which is relevant for the nonprofit sector. The results of the strategy design using Strategy Formulation Analytical indicate that the strategic position of YSI Jakarta Branch is in quadrant V, namely Hold and Maintain, with 11 resultant strategies directed toward the generic strategy of “Enabler Transformation”. The performance measurement system was designed using a mission-oriented Balanced Scorecard model, producing 4 perspectives, 9 strategic objectives, and 16 organizational-level KPIs. The stakeholder perspective serves as the primary focus because it directly contributes to achieving the organization’s social mission. The organizational-level KPIs were cascaded into 73 departmental KPIs across 10 departments. Each department also has strategic initiatives and technical KPIs as operational work directions. Furthermore, the scorecard system was designed from strategic to operational level, and the trial results showed that all scorecards were successfully integrated to measure aggregate performance. In the long term, this design is expected to support more structured governance and service process, thereby improving the organization’s legitimacy and sustainability.
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