Materi dari Teguh Kurniawan
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.
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 state–market relations (MDGD, UN 2001 in Haque, 2005)
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)
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
Tipe Reformasi 2/4 Privatization and Coproduction Debureaucratization Reorganization
More Effective Public Management Value for Money
Caiden, 2001
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 leader—the 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
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
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
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
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
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
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 performanceoriented and contribute to a greater degree of transparency, decentralization, service quality, and responsiveness to its clients or customers Haque, 2005
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
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 Haque, 2005 administrative corruption and thus compromise public service integrity
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
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
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
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
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
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
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 masingmasing; (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 punishment termasuk kesempatan berkarir;
Depdagri, 2009
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 praktekpraktek penyimpangan keuangan sehingga pegawai dapat memfokuskan perhatiannya pada pelayanan masyarakat dan tugastugas 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
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
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 independen Prasojo, 2008
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
