materi dari teguh kurniawan - universitas...
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Materi dariTeguh Kurniawan
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REFORMASI RE (kembali)
FORM (bentuk)
Upaya2/ tindakan2 yang dilakukan secara sengaja untuk melakukan perubahan bentuk dengan tujuan perbaikan dan penyesuaian diri (adaptasi) dengan lingkungan baru dan tuntutan masyarakat.
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Apakah Reformasi Administrasi Administrative reform has traditionally been understood as
a formal, planned, and deliberate change in various dimensions (e.g., structure, process, behavior, norms) of the administrative system to improve its efficiency, quality, coordination, motivation, responsiveness, accountability, and so on (Caiden, 1969 and World Bank, 1993 in Haque, 2005)
More recently, instead of administrative reform, many scholars and experts use the term governance reform, which has much broader connotation, encompassing changes in the civil service, policy process, civil society, and statemarket relations (MDGD, UN 2001 in Haque, 2005)
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Ruang Lingkup administrative reform covers all major levels of
government (federal, state, local) and public sectors (agriculture, industry, commerce, finance, transport, education, health) Pereira, 1997 dan Konig, 1982 dalam Haque, 2005
Internally, it includes various structural, functional, procedural, normative, and attitudinal changes in the administrative system (Haque, 2005)
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Tipe Reformasi 1/4 Budgetary and Financial Reform
Structural reforms
Structural reorganization at the center
Decentralization and deconcentration
Privatization and off-loading
Rightsizing
Technical Reforms
Simplification and flexibility
Pay Flexibility and Pay for Performance
Relational reforms
Ingraham, 1996
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Tipe Reformasi 2/4 Privatization and Coproduction
Debureaucratization
Reorganization
More Effective Public Management
Value for Money
Caiden, 2001
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Tipe Reformasi 3/4 Institutional reform to restructure the public sector based on
promarket assumptions the streamlining or downsizing of the public sector in line with the current global trend
Functional reform defines the function of public administration as that of a catalyst or facilitator rather than main actor or leaderthe purpose is to restructure the role or function of the administrative system in such a manner that it can enable (rather than control) the role played by the business sector emphasis on the satisfaction of public sector customers, which represents a shift from the earlier focus on the entitlement of citizens to basic services provided by the state
Haque, 2005
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Tipe Reformasi 4/4 Policy reform more promarket policies such as
privatization, deregulation, outsourcing, and liberalization the deregulation and liberalization of trade, investment, and foreign ownership
Structural reform reforming the administrative systems based on greater managerial and financial autonomy and flexibility
Normative-attitudinal reform to inculcate administrative norms and attitudes based on neutrality, equity, representation, and accountability
Haque, 2005
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Debirokratisasi 1/4 Improving public policy making and government decisions
Streamlining the machinery of government
Deconcentrating power and authority
Increasing public-sector productivity
Devising measures of performance and insisting on better performance
Tackling bureaupathologies, such as fraud, waste, and corruption
Adopting up-to-date information and administrative technology
Caiden, 2001
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Debirokratisasi 2/4 Simplifying and rationalizing administrative
processes
Reducing unnecessary red tape, featherbedding, and paperwork
Devising organizational innovations
Diversifying public service delivery systems
Providing and ensuring greater responsibility
Allocating scarce resources more rationally
Caiden, 2001
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Debirokratisasi 3/4 Providing incentives for cost consciousness and public savings
Reducing public debts
Improving forecasting and simulation
Deregulating marketable services
Consolidating fragmented units
Emphasizing effective consultation and coordination
Enforcing financial management controls
Attracting and retaining better qualified public employees
Transferring and retraining surplus employees
Educating public managers to manage
Caiden, 2001
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Debirokratisasi 4/4 Retuning public employee skills
Improving public-sector working conditions
Demanding higher professional standards and stricter discipline
Speeding up operations
Stressing public ethics and norms
Restoring public confidence in public institutions
Investigating and ameliorating public complaints
Allowing greater direct public participation in public administration
Educating public officials and public on how to behave with one another
Caiden, 2001
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Dampak Reformasi 1/3 In terms of positive outcomes: the current
promarket administrative reform represents a serious challenge to the traditional, centralized, monopolistic, and elitist state bureaucracy This reform is likely to make the public sector more competitive, cost conscious, and performance-oriented and contribute to a greater degree of transparency, decentralization, service quality, and responsiveness to its clients or customers
Haque, 2005
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Dampak Reformasi 2/3 In terms of negative outcomes: reform based on neoliberal
assumptions and marketdriven principles and policies has been largely imposed on developing nations, and it represents a form of ideological hegemony.
the privatization and restructuring may have diminished state sovereignty and increased foreign ownership.
deregulation, divestment, welfare cut, and customer focus may not equally benefit all social sections or income groups these reform measures are likely to benefit the business and political elites, overlook the concerns of ordinary citizens, and expand the gap between public officials and common citizens Haque, 2005
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Dampak Reformasi 3/3 the increasing similarities between public
administration and business management may pose a challenge to the public nature of public service, perpetuate its identity crisis, and adversely affect the pride and morale of public employees
the expansion of operational and financial autonomy of public managers and their growing interaction and partnership with business executives may generate new avenues for administrative corruption and thus compromise public service integrity
Haque, 2005
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Korea Selatan Melakukan berbagai upaya dalam mereposisi dan merevitalisasi
birokrasi sejak tahun 1980an
Upaya yang dilakukan: Civil Servant Ethics Act, 1981
Civil Servant Property Registration
Civil Servant Gifts Control
Civil Servant Consciousness Reform movement
Social Purification movement
Deregulation and simplification of procedure
Restructuring the Central Government
Strengthening the Commission of Administrative Reform
Hasilnya administrasi publik yang efisien, profesional, bersih dan baik
Hwang, 2004 in Prasojo, Kurniawan and Holidin, 2007
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Strategi Utama Reformasi yang dilakukan(1) merevitalisasi kedudukan, peran dan fungsi
kelembagaan yang menjadi motor penggerak reformasi administrasi, dan
(2) menata kembali sistem administrasi negara baik dalam hal struktur, proses, sumber daya manusia (PNS) serta relasi antara negara dan masyarakat
Prasojo, Kurniawan and Holidin, 2007
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Upaya-Upaya reformasi Birokrasi 1/2
Pada level kebijakan, harus diciptakan berbagai kebijakan yang mendorong Birokrasi yang berorientasi pada pemenuhan hak-hak sipil warga (kepastian hukum, batas waktu, prosedur, partisipasi, pengaduan, gugatan)
Pada level organisational, dilakukan melalui perbaikan proses rekrutmen berbasis kompetensi, pendidikan dan latihan yang sensitif terhadap kepentingan masyarakat, penciptaan Standar Kinerja Individu, Standar Kinerja Tim dan Standar Kinerja Instansi Pemerintah
Prasojo, 2008
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Upaya-Upaya reformasi Birokrasi 2/2 Pada level operasional, dilakukan perbaikan melalui
peningkatan service quality meliputi dimensi tangibles, reliability, responsiveness, assurance dan emphaty.
Instansi Pemerintah secara periodik melakukan pengukuran kepuasan pelanggan dan melakukan perbaikan
Prasojo, 2008
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Issu dan Agenda yang berkembang (1) Modernisasi Manajemen Kepegawaian, (2) Restrukturisasi, downsizing dan rightsizing,
perubahan manajemen dan organisasi (3) Rekayasa Proses Administrasi Pemerintahan; (4) Anggaran berbasis kinerja dan proses perencanaan
yang partisipatif, (5) serta hubungan-hubungan baru antara pemerintah
dan masyarakat dalam pembangunan dan pemerintahan
Prasojo, 2006
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Sepuluh Langkah Antisipasi Birokrasi Pemangkasan Struktur Birokrasi (streaming and downsizing)
Penyederhanaan proses pelayanan dan pemerintahan (simplifying process)
Perbaikan kebijakan publik (improving public policy)
Menerapkan manajemen inovasi (innovative public management)
Konsolidasi dan koordinasi unit (consolidating fragmented unit)
Memperkuat kontrol manajemen keuangan (financial management control)
Menyeleksi program dan aktivitas pemerintahan (selecting government activities)
Meningkatkan public enterpreneur dalam birokrasi
Membangun sistem merit dalam birokrasi (bureaucratic merit system)
Penguatan pengawasan norma dan etika (public ethics and norms)Prasojo, 2009
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Tujuh Pilihan Kebijakan 1/2 (1) membangun kesepakatan nasional untuk menegakkan merit sistem
dalam rekrutmen dan seleksi, termasuk menegakkan netralitas pegawai dan penataan kelembagaan;
(2) membangun manajemen kepegawaian yang terintegrasi secara nasional, yakni dengan memberikan porsi peran dan kewenangan yang lebih besar kepada pemerintah untuk menata dan mengelola kepegawaian dalam hal rekrutmen, penempatan, tour of duty dan keputusan mengangkat pejabat struktural tertinggi di daerah, sementara daerah hanya berwenang untuk memanfaatkan dan mengembangkan karir pegawai di lingkup pemerintahannya masing-masing;
(3) menghentikan kebijakan yang dapat menimbulkan dampak pembunuhan karakter bagi para pegawai secara individual ataupun kelompok dengan memberikan kepastian hukum dan jaminan hak pegawai secara professional melalui sistem reward dan punishmenttermasuk kesempatan berkarir;
Depdagri, 2009
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Tujuh Pilihan Kebijakan2/2 (4) meningkatkan kesejahteraan pegawai dan memberikan kehidupan
yang layak dengan memperbaiki sistem penggajian dan pemberian imbalan lain secara memadai serta adil dalam rangka meningkatkan kinerja dan loyalitas pegawai serta dalam menghindarkan praktek-praktek penyimpangan keuangan sehingga pegawai dapat memfokuskan perhatiannya pada pelayanan masyarakat dan tugas-tugas lain yang menjadi tanggungjawabnya;
(5) menata manajemen pemerintahan yang lebih profesional, efisien dan berdayaguna;
(6) menata struktur kelembagaan untuk menghindari tumpang tindih diantara berbagai instansi atau unit kerja; serta
(7) mendorong pendirian Komisi Kepegawaian Negara
Depdagri, 2009
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Hal yang Harus diperhatikan Jangan sampai terjadi kerancuan ideologis antara
kondisi sistem administrasi publik kita dengan bangunan teoritis yang digunakan dan menjadi dasar dalam reformasi birokrasi
Reformasi birokrasi merupakan bagian tak terpisahkan dari reformasi lainnya: hukum, politik, ekonomi dan sosial
Hadna, 2009
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Kunci Reformasi Birokrasi
Strong Political Leadership
De-kooptasi/Netralisasi Birokrasi oleh Politik
RUU Administrasi Pemerintahan
Rekrutmen yang independen dan profesional
Sistem Penggajian yang layak
Sistem Pengukuran Kinerja
Promosi berbasi Kinerja
Pengawasan yang independenPrasojo, 2008
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Langkah Kedepan Tentukan tujuan dari reformasi birokrasi
Petakan kondisi yang ada dari birokrasi yang ada dari berbagai aspek
Sesuaikan tujuan dan kondisi tersebut dengan metode yang tersedia
Penguatan komitmen dari berbagai pemangku kepentingan untuk melakukan reformasi