REPORT2015 ANNUAL. Lembaga Administrasi Negara

2015

ANNUAL REPORT

Lembaga Administrasi Negara

Ringkasan

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2

Kajian Kebijakan Diklat Inovasi PKP2A STIA LAN Pengembangan Kapasitas

LAN RI Laporan Tahunan 2015

Summary

Policy Research Education Training Innovation Local Office STIA LAN Capacity Development

Pembaca Yang Terhormat,

Dear Readers,

Implementasi Undang-Undang Nomor 5 tahun 2014 tentang Aparatur Sipil Negara (ASN) telah membawa perubahan terhadap modernisasi sistem manajemen kepegawaian nasional. Namun, masih ada beberapa catatan penting yang mesti dijawab dalam upaya perbaikan tata kelola birokrasi Indonesia. Sinergitas antara pelaksanaan UU ASN dan citacita Reformasi Birokrasi tentu harus diyakini secara universal sebagai syarat utama menjamin pelaksanaan pembangunan nasional berjalan dengan efektif. Lembaga Administrasi Negara (LAN), sebagai lembaga pemerintah non-kementerian yang diserahi amanat oleh UU untuk mengelola manajemen aparatur sipil negara, bertekad menyukseskan pelaksanaan reformasi birokrasi demi tercapainya visi pemerintahan berkelas dunia (world class government) tahun 2025.

Implementation of Law No. 5 of 2014 on the Civil State Apparatus (ASN) has transformed modernization of national civil service management system in Indonesia. However, several important issues must be addressed in order to improve governance of the Indonesian bureaucracy. Synergy between the implementation of the ASN Law and bureaucratic reform’s objectives should be recognized as a key condition to ensure effectiveness of the national development. National Institute of Public Administration (NIPA), as a non-ministerial government institution is entrusted by law with a mandate for managing Civil State Apparatus, determines to contribute for the bureaucratic reform success to achieve the vision of a world class government in 2025.

Dalam menguatkan kontribusinya, LAN pun terus mengakselerasi diri melakukan terobosan-terobosan dalam pelaksanaan tugasnya. Pada bidang kajian kebijakan, kajiankajian yang dilakukan diarahkan untuk mendukung program Nawacita dan pencapaian RPJMN 2015-2019 melalui rekomendasi kebijakan bidang administrasi negara. Salah satu kajian utama yang dilakukan oleh LAN adalah Grand Design Pengembangan Kompetensi ASN, kajian terkait persiapan ASN di Pemerintah Daerah dalam menghadapi MEA, kajian kebijakan Tol Laut, dan pengembangan kapasitas aparatur pemerintah desa dalam rangka implementasi UU Desa.

To enhance the contribution, NIPA continues to accelerate in making breakthroughs in exercising organization’s duties. In the field of policy researches, studies were carried out aimed at supporting Nawacita program and achievement of RPJMN 2015-2019 through providing policy recommendations in the field of public administration. One major study conducted by LAN is ASN Competence Development Grand Design, studies related to ASN preparation in Local Government in the face of Asean Economic CommunityA, Sea Toll policy studies, and capacity building for the village government for the implementation of the Village Law.

Dalam bidang inovasi administrasi negara, LAN tidak hentihentinya mendorong pemerintah daerah untuk melakukan inovasi di sektor publik. Melalui program “Laboratorium Inovasi Administrasi Negara”, beberapa daerah telah ditetapkan sebagai Laboratorium Inovasi sebagai model percontohan bagi daerah-daerah lain untuk melakukan inovasi di sektor publik. Begitu pula dalam bidang pendidikan dan pelatihan. Disamping meneruskan pelaksanaan diklat pola baru yang berhasil membentuk pemimpin-pemimpin perubahan, LAN selama satu tahun terakhir ini telah melaksanakan diklat-diklat yang ditujukan untuk perubahan mental aparatur seperti Reform Leaders Academy (RLA), Diklat Revolusi Mental, Diklat Bina Damai ASN. LAN juga berusaha merevitalisasi STIA LAN untuk meningkatkan perannya dalam pengembangan kapasitas ASN. Seluruh usaha pembaharuan yang dilakukan oleh LAN ini tidak terlepas dari kerja keras seluruh pihak. Melalui sambutan ini, saya ingin menyampaikan pesan kepada seluruh pihak di Lembaga Administrasi Negara, untuk terus melakukan pendekatan secara terpadu (whole LAN approach) guna meningkatkan kinerja LAN dengan mengedepankan integrasi program, konsolidasi antar Kedeputian, Sekretariat, STIA, dan PKP2A. Tanamkan selalu nilai-nilai LAN dalam setiap kegiatan dan komitmen masing-masing pegawai; serta terus menumbuhkembangkan inovasi. Akhirnya, saya ingin mengucapkan terima kasih yang sebesar-besarnya kepada seluruh jajaran pimpinan tinggi dan seluruh pegawai LAN. Semoga apa yang kita lakukan saat ini dapat menciptakan kemanfaatan demi kemajuan bangsa dan negara Indonesia.

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In the field of public administration innovation, LAN continues to encourage local governments to innovate in the public sector. Through “Innovation Laboratory of the State Administration” program, some regions have been designated for Innovation Laboratory as a pilot model for other regions to implement public sector innovation. In the field of education and training, LAN continues the implementation of reformed leadership training to nurture reform leaders. Besides, over the past year LAN has been carrying out training devoted to apparatus’ mental changes, for instance through Reform Leaders Academy (RLA), Revolution Mental Training, Peace Management for ASN training. To improve organization role in ASN capacity development, LAN has initiated several measures to revitalize STIA LAN. The entire reform undertaken by NIPA is inseparable from the efforts of all staffs. Through these remarks, I would like to convey a message to all persons in NIPA, to continue to perform in an integrated approach (whole LAN approach) in order to improve NIPA’s performance by promoting the integration of programs, consolidation across Deputy, Secretariat, STIA, and PKP2A. I would also like to emphasize that NIPA’s core values and employee commitment must be cultivated in each activity and we need to continuously foster innovation. Finally, I would like to appreciate the works of all leaders and employees of NIPA. I am confident that what we have acccomplished will be beneficial for the progress of Indonesia.

Annual Report 2015 LAN RI

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Ringkasan

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Contents

1

Ringkasan

Summary

2

Kata Sambutan

8

Milestone

Chairman’s Message Milestone

10 Nilai-Nilai LAN LAN’s Values

12 Struktur Organisasi Organization Chart

14 Kilas Balik 2015

2015 in Retrospect

18 Kajian Kebijakan Policy Research

20 Pusat Kajian Reformasi Administrasi

Center for Administrative Reform Studies

24 Pusat Kajian Sistem dan Hukum Administrasi Negara

Center for Public Administration System and Law

28 Pusat Kajian Desantralisasi dan Otonomi Daerah

Center for Decentralization and Local Autonomy

32 Pusat Pembinaan Analis Kebijakan Center for Policy Analys Development

36 Diklat

Education Training

38 Pusat Pengembangan Program dan Pembinaan Diklat

Center For Training Program Development And Fostering

42 Pusat Pembinaan Widyaiswara

Center For Government Trainer (Widyaiswara) Fostering

46 Pusdiklat Kepemimpinan Aparatur Nasional

Center For National Apparatus Leadership Education And Training

50 Pusdiklat Teknis dan Fungsional

Center for Technical and Functional Training

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Summary


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54 Inovasi Innovation

56 Pusat Inovasi Tata Pemerintahan Center for Governance Innovation

58 Pusat Inovasi Pelayanan Publik Center Public Service Innovation

60 Pusat Inovasi Kelembagaan dan Sumber Daya Aparatur

Center for Institution and State Apparatus Innovation

62 Pusat Promosi Inovasi dan Pengembangan Kapasitas

Center for Innovation Promotion and Capacity Development

66 PKP2A

Local Offices

68 PKP2A I LAN Jatinangor

Center For Research And Education And Training For Government Apparatus I LAN Jatinangor

72 PKP2A II LAN Makassar

Center For Research And Education And Training For Government Apparatus II LAN Makassar

74 PKP2A III LAN Samarinda

Center For Research And Education And Training For Government Apparatus III LAN Samarinda

80 STIA LAN

LAN School of Public Administration

82 STIA LAN Jakarta

LAN School of Public Administration Jakarta

86 STIA LAN Bandung

LAN School of Public Administration Bandung

90 STIA LAN Makassar

LAN School of Public Administration Makassar

78 PKP2A IV LAN Aceh

Center For Research And Education And Training For Government Apparatus IV LAN Aceh

92 Pengembangan Kapasitas Capacity Development

94 Pengembangan Teknologi Informasi dan Komunikasi LAN Development of Information And Communication Technology

98 Forum Internasional Bidang Administrasi Negara International Knowledge Sharing on Public Admininistration

100 Perkembangan Reformasi Birokrasi LAN Bureaucratic Reform Progress

104 Networking dan Kerjasama Networking and Cooperation

108 Proyek Perubahan Project Changes

112 Statistik Statistics


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Ringkasan

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PENDAHULUAN KATA SAMBUTAN MILESTONE NILAI-NILAI LAN STRUKTUR ORGANISASI KILAS BALIK 2015

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1

Summary



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7

Ringkasan

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Milestone

1957

MileStone

Lembaga Administrasi Negara (LAN) RI didirikan dengan Peraturan Pemerintah No. 30 Tahun 1957 tertanggal 6 Agustus 1957. Pendirian LAN didasari oleh kebutuhan Pemerintah yang sangat mendesak akan pegawai negeri khususnya untuk posisi jabatan pimpinan yang memiliki kecakapan dan ketrampilan khusus di bidang administrasi dan manajemen yang akan mendukung kemampuannya dalam melaksanakan tugasnya. National Institute of Public Administration of Republic of Indonesia was established based on Government Regulation Number 30 Year 1957 dated August 6, 1957. The establishment of LAN was especially driven by the very urgent need for government employees, particularly those occupying leadership positions in the state apparatus, who require competence and skills in the field of administration and management to support them in performing their duties.

1963

1960 Kantor Perwakilan LAN Jawa Barat. LAN’s Office Representative in West Java.

Keputusan Menteri Pertama RI NO.578/MP/1960 tanggal 24 Desember 1960 Pendirian Perguruan Tinggi Dinas Ilmu Administrasi Negara [PT DIAN]. First Ministry Decree of Republic of Indonesia Number 578/MP/1960 dated December 24, 1960 concerning the establishment of State College of Public Administration (PT DIAN). SK Direktur LAN Nomor 01/012/1965 tanggal 19 pebruari 1965. Pendirian Akademi Ilmu Administrasi [AIA] kampus Bandung.

1964

1965

7 Juli 1964. Keputusan Presidium Kabinet RI No Aa/c/77/1964. Pendirian Akademi Ilmu Administrasi [AIA] Kampus Jakarta.

Surat Direktur LAN no 58/12/067 tanggal 18 Maret 1967. Pembentukan cabang LAN Sulawesi Selatan. Director of LAN Letter Number 58/12/067 dated March 18, 1967 concerning. The establishment of NIPA’s branch in South Sulawesi.

July 7, 1964. Cabinet Presidium Decree of Republic of Indonesia Number, Aa/c/77/1964 concerning the establishment of Public Administration Academy (AIA) located in Jakarta.

Surat direktur LAN no 59/12/067 tanggal 18 maret 1967. Pembentukan PT. DIAN Filial Ujung Pandang. Director of LAN Letter Number 59/12/067 dated March 18, 1967 concerning. The establishment of PT DIAN in Filial Ujung Pandang.

1967 8


Director of LAN Decree Number 01/012/1965 dated February 19, 1965 concefning the establishment of Public Administration Academy (AIA) located in Bandung.

Summary


Permenpan dan RB Nomor 45 tahun 2013. Penetapan Jabatan Fungsional Analis Kebijakan dan mengamanatkan LAN sebagai instansi Pembinanya.

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Minister of Administrative Reform Regulation Number 45 Year 2013 concerning Stipulation of Functional Position of Policy Analyst and authorization of LAN as the foster institution. Peraturan Presiden Nomor 57 Tahun 2013. Restrukturisasi Organisasi LAN, Perampingan dari 5 menjadi 3 deputi dan penambahan fungsi. Presidential Regulation Number 57 Year 2013 concerning restructuring of Organization of NIPA concerning downsizing from 5 deputies into 3 deputies and addition of LAN’s functions.

2013

2009

Peraturan Kepala LAN Nomor 2 tahun 2009. Pembentukan PKP2A IV LAN Banda Aceh. Struktur organisasi LAN terdiri dari 5 deputi. Structure of Organization of NIPA. It consists of 5 deputies.

Chairman of LAN Regulation Number 2 Year 2009 concerning the establishment of PKP2A IV Banda Aceh.

2004

1999 Pembentukan Pusat Pembinaan Widyaiswara.

Surat Menpan no.B/1021/M. PAN//2004 dan Keputusan Kepala LAN No. 10 tahun 2004. Pembentukan PKP2A III LAN Samarinda.

The establishment of Center for Fostering Functional Position of Widyaiswara.

1985

1989

Minister of Administrative Reform Letter Number. B/1021/M.PAN/2004 and Chairman of LAN Decree Number 10 Year 2004 concerning the establishment of PKP2A III LAN Samarinda.

LAN sebagai Pembina Jabatan Fungsional Widyaiswara. LAN as foster institution of Functional Position of Widyaiswara (STIA LAN).

1971

Keputusan Presiden Nomor 5 tahun 1971. Pengintegrasian PT.DIAN dan AIA menjadi Sekolah Tinggi Ilmu Admniistrasi [STIA] LAN. President Decree Number 5 Year 1971 concerning Integration of PT DIAN and AIA into Graduate School of Public Administration (STIA LAN).


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Ringkasan

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NIPA’s Values Nilai integritas, profesional, inovatif, dan peduli merupakan nilai-nilai dasar yang melandasi setiap ASN di lingkungan Lembaga Administrasi Negara Republik Indonesia (LAN RI) dalam bekerja. Kesadaran terhadap nilai-nilai LAN di kalangan insan pegawai LAN dan seluruh stakeholder LAN menjadi sebuah gagasan konstruktif yang perlu dikembangkan untuk menunjukkan kinerja insan pegawai LAN secara positif. Oleh sebab itu, proses internalisasi nilai-nilai LAN ini perlu dilakukan secara terus menerus melalui berbagai media LAN. Salah satu upaya untuk memperkuat proses internalisasi nilai-nilai LAN adalah dengan membangun brand awareness nilai-nilai LAN. Desain ikon nilai-nilai LAN merupakan salah satu gagasan kreatif untuk membangun brand awareness nilai-nilai LAN.

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INTEGRITAS

PROFESIONAL

INOVATIF

PEDULI

Nilai integritas disimbolkan dengan ikon tangan saling berjabatan dengan latar berwarna merah. Tangan yang bersalaman melambangkan rasa tanggung jawab dan dedikasi yang tinggi. Warna merah melambangkan keberanian, optimisme dan dinamis. Adapun makna yang terkandung dalam nilai integritas yaitu: Berkarya dan berbakti untuk organisasi dengan penuh tanggung jawab dan dedikasi; Menjunjung tinggi nilainilai etika publik dan norma sosial; Kesesuaian antara perkataan dan perbuatan; Mengedepankan kepentingan publik dan organisasi di atas kepentingan pribadi ataupun golongan; Menjunjung tinggi amanah.

Nilai profesional disimbolkan dengan otak manusia dengan latar berwarna biru. Otak manusia melambangkan keahlian dan kompetensi yang selalu ditingkatkan. Warna biru melambangkan kepercayaan, kecerdasan, dan tanggung jawab. Adapun makna yang terkandung dalam nilai profesional yaitu: Bekerja sesuai dengan keahlian dan kompetensinya; Berorentasi pada kualitas hasil; Menjunjung tinggi kode etik profesi; Selalu melakukan pengembangan potensi diri; Bekerja secara total dan bertanggungjawab; Mampu mengambil keputusan secara mandiri maupun dalam tim.

Nilai inovatif disimbolkan dengan bola lampu pijar menyala dengan latar berwarna oranye. Lampu pijar menyala melambangkan inovasi dan ide yang tak pernah padam. Warna oranye melambangkan rasa percaya diri, kreativitas, dan antusiasme. Adapun makna yang terkandung dalam nilai inovatif yaitu: Berfikir dan bertindak di luar kebiasaan (Out of the Box); Membangun kreativitas untuk menciptakan nilai tambah; Melakukan pembenahan secara terus menerus (Continuous Improvement) terhadap proses dan metode kerja; Mampu beradaptasi dengan perkembangan iptek; Berani mengambil risiko untuk sebuah keputusan.

Nilai peduli disimbolkan dengan dua telapak tangan melindungi hati dengan latar berwarna hijau. Dua telapak tangan melindungi hati melambangkan perhatian, saling mendukung dan menguatkan. Warna hijau melambangkan kedamaian, harmoni, dan persahabatan. Adapun makna yang terkandung dalam nilai peduli yaitu: Menjunjung tinggi sikap kebersamaan dan gotong royong; Bersikap adil; Merasakan apa yang dirasakan orang lain/ memahami orang lain; Saling menguatkan antar sesama warga LAN; Bersikap ramah, mengembangkan senyum, salam, sapa, serta cepat tanggap terhadap persoalan orang lain; Mau mendengar pendapat dan kritik orang lain.


Summary


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Integrity, professional, innovative, and care are the basic values that are encouraged for every Civil Service Apparatus in the National Institute of Public Administration of the Republic of Indonesia ( RI LAN ) in performing the work. Awareness of these values among employees and all stakeholders becomes a constructive idea, should be developed to motivate all employees for better performance. Therefore, the internalization of these values should be conducted continuously through various media. One effort to strengthen the process of internalizing the values is through building brand awareness of NIPA’s values. The following iconic design is one of creative ideas to create brand awareness of NIPA’s values.

INTEGRITY

PROFESSIONAL

INNOVATIVE

CARE

Integrity is symbolized by shaking hands icon with a red background. Shaking hands symbolizes a high sense of responsibility and dedication. The red color symbolizes courage, optimism and dynamism. The value of integrity refers to the following meaning:

Professional value is symbolized by the human brain with blue background. The human brain symbolizes the skills and competencies that are always improved. The blue color symbolizes confidence, intelligence, and responsibility. Following is the meaning for professional value.

Innovative value is symbolized by the radiant light bulb lit up with an orange background. Radiant lamp symbolizes innovation and ideas that never go off. The orange color symbolizes self-confidence, creativity, and enthusiasm. The meaning of innovative can be elaborated as follows:

Value of Care is symbolized by two hands protecting the heart with green background. Two palms protect the liver symbolize attention, support and strengthen each other. The green color symbolizes peace, harmony and friendship. Care refers to the following meaning:

To work in accordance with the skills and competencies Quality of results oriented To uphold the professional code of ethics To enhance potential development continuously To work in every respect with responsibility To be able to make decisions independently

To think and act out of the box To be creative to generate added value To make continuous improvement on the working processes and methods To be adaptive to science and technology development Dare to take a risk for a decision

To uphold team spirit and mutual assistance To be fair To have sense of empathy / understand others To support each other To be friendly, to smile and greet and to be responsive to problems of others Willingness to hear opinions and constructive feedback from other

To perform and dedicate to the organization with greatest responsibility To uphold ethical values and social norms To be consistent in words and deeds To promote public interest and interests of the organization above personal or group interest To uphold mandate


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Ringkasan

01


Organization Chart

Kepala LAN

Chairman of NIPA

Dr. Adi Suryanto, M.Si Sekretaris Utama Prime Secretary

Dr. Adi Suryanto, M.Si Inspektorat Inspectorate

Biro Perencanaan, Hukum, Humas dan Protokol Planning, Legal, Public Relation, and Protocol Affairs Bureau

Dra. Etty Kurniasih, M.Si

Dra. Elly Fatimah, M.Si

Deputi Bidang Kajian Kebijakan

Deputi Bidang Diklat Aparatur Deputy for Government Apparatus Education & Training

Deputy for Policy Studies

Sri Hadiati WK, SH, MBA

Dr. Muhammad Idris, M.Si

Pusat Kajian Reformasi Administrasi

Pusat Pengembangan Program dan Pembinaan Diklat

Center for Administrative Reform Studies

Center for Training Program Development & Fostering

Dra. Reni Suzana, MPPM

Muhammad Taufiq, Dr, DEA

Pusat Pembinaan Widyaiswara

Pusat Kajian Sistem dan Hukum Administrasi Negara Center for Public Administration System & Public Administration Law Studies

Center for Government Trainers Fostering

Dra. Army Winarti, M.Si

Tri Saksono, SH, M.Pd

Pusat Diklat Teknis dan Fungsional

Pusat Kajian Desentralisasi dan Otonomi Daerah Center for Decentralization & Local Autonomy Studies

Centre for Technical & Functional Education and Training

Dr. Ridwan Rajab, M.Si

Dr. Andi Taufik, M.Si

Pusat Pembinaan Analis Kebijakan

Pusat Diklat Kepemimpinan Aparatur Nasional

Center for Policy Analist Development

Center for National Apparatus Leadership Education and Training

Erna Erawati, S.Sos, M.Pol.Adm

Dra. Purwastuti, MBA

Dr. Joni Dawud, DEA.

STIA LAN Jakarta

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Language Center

PKP2A II Makassar

PKP2A I Bandung

Center for Research and Education and Training for Government Apparatus I

*per Desember 2015

Balai Bahasa

Center for Research and Education and Training for Government Apparatus II

Dr. Muhammad Firdaus, MBA.

STIA LAN Bandung



Dr. Makhdum Priyatno, MA.

Prof. Dr. Deddy Mulyadi, M.Si.

Summary


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Biro Umum General Affairs Bureau

Sudardi, SE, MM

Deputi Bidang Inovasi Administrasi Negara Deputy for Public Administration Innovation

Triwidodo Wahyu Utomo, SH, MA

Pusat Inovasi Tata Pemerintahan Center for Governance Inovation

Dr. Basseng, M.Ed Pusat Inovasi Pelayanan Publik

Center for Public Service Innovation

Erfi Muthmainah, SS, MM Pusat Inovasi Kelembagaan dan Sumber Daya Aparatur Center for Institution & State Apparatus Innovations

Drs. Haris Faozan, M.Si Pusat Promosi Inovasi dan Pengembangan Kapasitas

Centre for Innovation Promotion and Capacity Development

Dr. Pangihutan Marpaung, M.Sc

PKP2A III Samarinda

Center for Research and Education and Training for Government Apparatus III

Mariman Darto, SE.,M.Si.

PKP2A IV Aceh

Center for Research and Education and Training for Government Apparatus IV

Ir. Faizal Adriansyah, M.Si

STIA LAN Makassar


Prof. Amir Imbaruddin, MDA.Ph.D


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Ringkasan

01


2015 In Retrospect

Februari February 25

Kuliah Umum STIA LAN Jakarta, oleh Prof Dr Pratikno, M.Soc.Sc (Menteri Sekretaris Negara RI) LAN STIA Jakarta organized Public Lecture in 25 February 2015 presented by Prof Dr Pratikno, M.Soc.Sc (Minister of State Secretary of RI)

April April 23 Peresmian Gedung Baru PKP2A IV LAN Aceh bertepatan dengan Rapat Kerja LAN di Aceh Inauguration of PKP2A IV LAN Aceh New Building in coincide with LAN Working Meeting in Aceh

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Maret March 9

Lembaga Administrasi Negara, Kementerian Dalam Negeri dan Lembaga Pertahanan Nasional, menandatangani Memorandum of Understanding (Nota Kesepahaman) Kediklatan antara LAN, Kemendagri dan Lemhanas.

April April 21

LAN menyelenggarakan Rapat Kerja sebagai konsolidasi awal kegiatan-kegiatan Tahun 2015 bertempat di PKP2A IV LAN Aceh

NIPA held coordination meeting as an early consolidation in PKP2A IV National Institute of Public Administration, Aceh. Ministry of Home Affairs and National Defences Institute, signed a Memorandum of Understanding (MoU) on Training collaboration among the agencies.

Mei May 7

Launching dan Bedah Buku Kepala LAN RI, Prof. Dr. Agus Dwiyanto berjudul “Reformasi Birokrasi Kontekstual: Kembali ke Jalur yang Benar”. LAN organized book launching and review on “Contextual Bureaucratic Reform: Return toward the Right Path”, written by Chairman of NIPA, Prof. Dr. Agus Dwiyanto

20

Workshop “Business Process Mapping & SOP Development for Government Organization” yang merupakan kerjasama antara LAN RI dengan Australian Aid di Hotel Alila. “Business Process Mapping & SOP Development for Government Organization” Workshop organized by NIPA and Australian Aid

Summary


Juni June 4

Materi diklat “Penguatan Kapasitas Widyaiswara Tentang Bahan Ajar Kasus Berbasis Kesetaraan Gender” oleh Menteri Pemberdayaan Perempuan Dan Anak (PPA), Yohana Susana Yembise.

10

Penandatanganan nota kesepahaman atau Memorandum of Understanding (MoU) LAN dengan Kabupaten Pakpak Bharat.

Memorandum of Understanding (MoU) signing between NIPA and Pakpak Minister of Women and Children (PPA), Bharat Regency. Joanna Susana Yembise, presented lecture on “Gender Equality Based Case for Government Trainer Capacity Strengthening” during training for government trainers.

Juli July 27

LAN bekerjasama dengan CSC Singapura mengadakan Diklat Kepemimpinan Reformasi Birokrasi Angkatan II Tahun 2015. NIPA in collaboration with CSC Singapore organized a Bureaucratic Reform Leadership Training for the 2nd batch of 2015.

Agustus August 4

Lembaga Administrasi Negara mengadakan Seminar “Strategi Membangun ASN Yang Profesional Melalui Revolusi Mental Dalam Mewujudkan World Class Government”.

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7-13

Kemenlu, LAN dan KPK Menyelenggarakan Internasional Workshop bersama bertajuk “Democracy and Innovation in Good Governance” Ministry of Foreign Affairs, NIPA and Corruption Eradication Bureau organized International Workshop on “Democracy and Innovation in Good Governance”

10

Mantan Kepala LAN berkumpul menghadiri peringatan acara Ulang Tahun LAN ke 58. Former Chairmen of NIPA attended celebration of 58th NIPA anniversary.

NIPA held a Seminar on “Strategies for Building Professionals ASN through Mental Revolution to Achieve World Class Government”


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Ringkasan

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27 Pameran Inovasi Pimpinan Tinggi ASN (Proyek Perubahan Diklatpim Tk I Angkatan XXX Tahun 2015) di Graha Makarti Bhakti Nagari. Exhibition of Senior Officials Innovation(Changes Project accomplished by Senior Leadership Training Participants Level I Class of XXX, 2015) at Graha Bhakti Makarti Nagari Building

Oktober October 28

LAN mengadakan acara Temu Inovasi Administrasi Negara (Inagara) 2015 sekaligus deklarasi dan penandatanganan Tri Satya INAGARA NIPA organized the Public Administration Innovation Meeting (Inagara) in 2015 involving declaration and signing of Three Commitments of Public Administration Innovation

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September September 7-8

23

29

29

The Indonesia Japan Local DR. Adi Suryanto, M.Si resmi dilantik Administration Seminar (Kerjasama oleh Menteri Pendayagunaan Aparatur Negara dan Reformasi Birokrasi Prof. Lan Dengan MIC Japan) Dr. H. Yuddy Chrisnandi, ME sebagai The Indonesia Japan Local Kepala Lembaga Administrasi Negara Administration Seminar (in cooperation Republik Indonesia with Ministry Of Internal Affairs And DR . Adi Suryanto , M.Si officially Communication (MIC), Japan) inaugurated by the Minister of State Apparatus and Bureaucracy Reform Prof. Dr. H. Yuddy Chrisnandi, ME as the Chairman of the Institute of Public Administration of the Republic of Indonesia

LAN mengadakan Rapat Pameran Inovasi Administrasi Koordinasi Nasional Diklat Negara (INAGARA). Aparatur dan Pameran Inovasi Public Administration Innovation Administrasi Negara (INAGARA) Exhibition NIPA organized National Coordination Meeting of Apparatus Training and Public Administration Innovation Exhibition

Summary


November November 10

Pencanangan Gerakan Pegawai ASN Pelopor Bina Damai di Indonesia di Gedung Makarti Bhakti Nagari

13

Diskusi terbatas mengenai peluang pembentukan pendidikan kader pimpinan nasional melalui Sekolah Kader ASN.

The launching of the ASN Peace A roundtable discussion on Pioneer Movement in Makarti Bhakti opportunities to establish leadership candidate education through Nagari Building Apparatus Talent Institute

Desember December 3

STIA LAN Jakarta mengadakan Bedah Buku Revolusi Pancasila karya Yudi Latief STIA LAN Jakarta organized Book Review on Pancasila Revolution by Yudi Latief

Agustus August 14

Prof. Dr. Didik J. Rachbini, Faisal Basri, SE, MA, Prof. Dr. Agus Dwiyanto, MPA, Dr. Edwin Lau dan Prof. Dr. J.B. Kristiadi dalam “Policy and Governance Dialogue Economic Governance Reform and Leadership Challenges” Prof. Dr. Didik J. Rachbini, Faisal Basri, SE, MA, Prof. Dr. Agus Dwiyanto, MPA, Dr. Edwin Lau nd Prof. Dr. J.B. Kristiadi during “Policy and Governance Dialogue Economic Governance Reform and Leadership Challenges”

01

25

Diskusi Panel “Pengembangan Model Penentuan Formasi Kebutuhan dan Prosedur Seleksi Pegawai Pemerintah Perjanjian Kerja (P3K)” Panel Discussion on “Developing Model for Formation Detemination and Selection of Contractual Government employees”

16

Prof. Dr. Wahyudi Kumorotomo, Dr. Muhammad Taufiq, DEA, Dr. Tri Widodo WU, SH, MA, Drs. Teuku Taufiqulhadi, M.Si dan Latief Siregar dalam Diskusi Publik “Penguatan Etika Pejabat Publik” Prof. Dr. Wahyudi Kumorotomo, Dr. Muhammad Taufiq, DEA, Dr. Tri Widodo WU, SH, MA, Drs. Teuku Taufiqulhadi, M.Si and Latief Siregar during Public Discussion on “Public Official Ethics Strengthening”


17

Ringkasan

01


KAJIAN KEBIJAKAN PUSAT KAJIAN REFORMASI ADMINISTRASI PUSAT KAJIAN SISTEM DAN HUKUM ADMINISTRASI NEGARA

PUSAT KAJIAN DESANTRALISASI DAN OTONOMI DAERAH PUSAT PEMBINAAN ANALIS KEBIJAKAN

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2

Summary


01

Kiri ke kanan Drs. Muhammad Taufiq, DEA (Kepala Pusat Kajian Reformasi Administrasi), Erna Irawati, S.Sos. M.Pol.Adm (Kepala Pusat Pembinaan Analis Kebijakan), Dr. Adi Suryanto, M.Si (Kepala LAN RI), Sri Hadiati WK. SH, MBA (Deputi Bidang Kajian Kebijakan), Dr. Ridwan Rajab, M.Si (Kepala Pusat Kajian Desentralisasi dan Otonomi Daerah), Saksono, SH, LAN M.Pd RI (Kepala AnnualTri Report 2015 19 Pusat Kajian Sistem Hukum dan Administrasi Negara)

Ringkasan

Kajian Kebijakan

02

Diklat Inovasi PKP2A STIA LAN Pengembangan Kapasitas

Center for Administrative Reform Studies Kajian Grand Design Pengembangan Kompetensi Aparatur Sipil Negara Developing National Government Apparatus (ASN) Competence Development Grand Design

Untuk menjamin pengembangan kompetensi ASN yang mampu mendukung terwujudnya reformasi birokrasi dan pembangunan nasional pada umumnya, Pusat Kajian Reformasi Administrasi (PKRA)-Lembaga Administrasi Negara pada tahun 2015 melakukan kajian “Grand Design Pengembangan Kompetensi ASN”. Kajian ini menghasilkan Pemetaan kebutuhan pengembangan kompetensi JPT ASN. Prioritas kebutuhan pengembangan kompetensi tersebut harus dipadukan dengan kompetensi dalam merespon isu strategis sektor atau daerah, karena dinamika isu strategis sektor dan daerah yang sangat beragam. Setiap daerah atau sektor juga memiliki beberapa perbedaan isu strategis yang harus dihadapi. Kajian ini juga merekomendasikan sebuah konsep Kerangka Nasional Pengembangan Kompetensi ASN. Dalam kerangka tersebut, pengembangan sistem pengembangan kompetensi ASN yang terdiri dari tingkat nasional, instansional dan operasional. In order to ensure government apparatus competence advancement to support bureaucratic reform and national development in general, in 2015 Center for Administrative Reform (PKRA) conducted a study for developing “National Government Apparatus (ASN) Competence Development Grand Design”. This study identified Government Apparatus senior leadership position competence requirement priority. In addition, this study recommended National Framework of ASN Competence Development. In this framework Pemetaan Kebutuhan Pengembangan Kompetensi JPT ASN Government Apparatus Senior Leadership Position Competences Requirement Priority

Kerangka Nasional Pengembangan ASN / National Framework of ASN Competence Development

Prioritas kebutuhan pengembangan kompetensi JPT ASN Kompetensi Sosial Kultural/Social Cultural Competences 1 Membangun network sosial/Building social network 2 Manajemen konflik/Conflict management 3 Mengelola keragaman lingkungan budaya/ Cultural environment diversity management 4 Empati social/ Social Emphaty 5 Kepekaan gender dan difabilitas / Gender and Diffability Thoughtfulness Kompetensi Manajerial /Managerial Competences 1 2 3 4 5 6 7 8 9

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Strategic Thinking Inovasi / Innovation Manajemen perubahan /Change management Integritas / Integrity Team Building Membangun potensi bawahan /Staff Capability Building Mengeksekusi tugas/Mission execution Komunikasi efektif /Effective communication Pengambilan keputusan/Decision making


Summary

Policy Research

Education Training Innovation Local Office STIA LAN Capacity Development

02

Model Pengembangan Kompetensi Level Nasional / ASN Competence Development Model for National Level Tingkat nasional bertanggung jawab dalam mensinergikan perencanaan pengembangan ASN, kebijakan pengembangan karir, perencanaan dan penganggaran pembangunan. LAN sesuai UU no 5/2014 dalam menjalankan tugas mengkoordinir perencanaan pengembangan kompetensi dibantu oleh forum pembinaan pengembangan kompetensi nasional yang terdiri dari Bappenas, Kementerian Keuangan, Kemendagri, MENPAN dan BKN. Setiap tahun pemerintah mengalokasikan pos pengembangan kompetensi ASN secara nasional. National level plays responsibility to integrate ASN development planning, career development policy, development planning and budgeting. In accordance with Law No. 5/2014, NIPA is responsible to coordinate competencies development planning assisted by national competence development forum consisting of Bappenas (National Planning Agency), Ministry of Finance, Ministry of Home Affairs, Ministry of State Apparatus and Bureaucratic Reform, and National Civil Service Agency. Every year government should allocate budget for national ASN competence development. Model Pengembangan Kompetensi ASN Level National ASN Competence Development Model for National Level

Model Pengembangan Kompetensi Level Instansional ASN Competence Development Model for Oganizational Level

Tingkat instansional bertanggung jawab dalam memadukan pola karir, perencanaan strategis dan perencanaan penganggaran pada masing masing kementerian, lembaga non kementerian dan daerah. Model pengembangan kompetensi ASN pada level instansional ini membawa beberapa implikasi kebijakan yang mempengaruhi praktik pengembangan kompetensi yang ada selama ini dan harus segera dibangun beberapa infrastruktur pendukung seperti sistem manajemen kinerja yang terintegrasi antara kinerja individu dan kinerja organisasi, sistem talent manajemen, perencanaan suksesi kepemimpinan, perencanaan pengembangan pegawai lima tahunan dan tahunan, pembentukan Dewan Pengembangan Kompetensi ASN Instansional yang bersifat adhoc dan melekat pada fungsi Baperjakat. Organizational level is responsible for integrating the career pattern, strategic planning and budgeting planning in their respective Ministries, Non-Ministerial agencies and regions. ASN competency development Model at this level has some policy implications that affect the practice of existing competence development. Therefore, several supporting infrastructure should be established such as performance management system that integrate individual performance and organizational performance, talent management system, leadership succession planning, annual or five year term ASN competence planning, establishment of an ad hoc council of ASN institutional competency development that attached to Baperjakat (Employee Position and Levelling Advisory Board).


21

Ringkasan

Kajian Kebijakan

02


Model Pengembangan Kompetensi Level Operasional / ASN Competence Development Model for Operational Level Tingkat operasional pengembangan kompetensi bagi JPT dan Jabatan Administrasi dibagi menjadi 4 (empat) tahap yaitu readiness, nurture, exposure dan grows. Tahap grows JPT atau Jabatan Administrasi yang bersangkutan wajib melakukan updating kompetensi dengan pembelajaran klasikal maupun non klasikal serta mengembangkan kompetensi ASN bawahan atau rekan kerja (inspiring). Tentunya strategi pengembangan tersebut membutuhkan trainer yang berkualitas dan kompeten. Untuk mendukung kualitas trainer perlu dilakukan trainer pool untuk mempersiapkan trainer terbaik. Secara bertahap pemerintah perlu mendelegasikan program pengembangan kepada lembaga diklat swasta atau perguruan tinggi dibawah pengawasan dan lisensi LAN (JPT dan Jabatan administrasi) atau Kementerian Teknis (untuk pengembangan kompetensi teknis) Competence development for senior leadership (JPT) and administrative positions at operational level are divided into 4 (four) stages: readiness, nurture,exposure and grows. At ‘grows’ stage, senior leadership (JPT) and administrative positions should advance their competence through classical or non-classical learning in accordance with their position. In addition to that, they are required to develop subordinates or coworkers’ competence (inspiring). The development strategy certainly requires qualified and competent trainers. Therefore, to support trainer’s quality, trainer pool needs to be formed to prepare the best trainer. Gradually, competence development program should be delegated to private education and training institutions or colleges under the supervision and licensing by NIPA (for senior leadership and administrative positions) or Technical Ministry (for technical competence development). Pengembangan Kompetensi Teknis /Technical Competence Development Dalam rangka perencanaan pengembangan kompetensi ASN, yang pertama dilakukan adalah mengidentifikasi gap/kesenjangan kompetensi dan kinerja suatu jabatan. Dari kesenjangan kompetensi tersebut, dilakukan program pengembangan kompetensi yang melalui beberapa jenis pengembangan, yaitu diklat klasikal, non klasikal, e-learning, seminar, study visit, magang, mengajar/memberikan seminar, dan lain-lain sesuai dengan Undang-Undang ASN. Gaps between competence and performance of particular functions should be identified to begin the process of ASN competency development planning. Based on the competence gap, competency development program will be conducted through a variety of competence development model in accordance with ASN Law, such as classical or non-classical training, e -learning, seminars, study visits, internships, teaching / seminars and so forth. Survei Market Calon Pelamar Profesi Pegawai Negeri Sipil Market Survey of Prospective Civil Servants Applicants

Pemerintah sangat membutuhkan pegawai yang berkualitas untuk mewujudkan tujuan pembangunan nasional dan memberikan pelayanan publik yang baik. Namun demikian, terdapat asumsi bahwa sektor pemerintah mendapatkan second class candidates dari pasar tenaga kerja, sedangkan first class candidates lebih memilih bekerja di sektor lain terutama sektor swasta. Kajian ini mencoba mendapatkan data-data yang komprehensif untuk mengetahui profil serta minat calon pelamar terhadap profesi PNS yang kemudian bisa menjadi dasar pembuatan kebijakan rekrutmen yang mampu menjaring first class candidates. Kajian dilakukan menggunakan mixed method (perpaduan antara metode kualitatif dan kuantitatif) menggunakan teknik pengumpulan data melalui FGD, survei dengan total sampel 1260 responden, serta In-depth interview.

22


Summary

Policy Research


02

The government is in need of qualified personnel to achieve national development goals and provide good public services. However, there is an assumption that public sector currently get a second class candidates from the labor market, while first class candidates prefer to work in other sectors, particularly in private sector. This study presented comprehensive data to identify the profile and interest of potential applicants to the profession of civil servants which could then form the basis of making recruitment policy to attract first class candidates. The study was conducted using a mixed method (a blend of qualitative and quantitative methods) using the technique of collecting data through focus group discussions, surveys with a total sample of 1260 respondents , as well as in-depth interview. Peta profil calon pelamar kerja untuk profesi PNS / Profile of Prospective Civil Servants Applicants

01 02 03 04 01 02 03 04

Peminat Instansi Pemerintah masih tergolong besar. Namun demikian kompetisi antara instansi pemerintah dan swasta dalam merekrut best candidate berlangsung sangat ketat. Penawaran gaji, pola karir yang baik, kesempatan pengembangan kompetensi yang lebih besar menjadi daya Tarik bagi calon pelamar kerja lebih memilih instansi swasta. Instansi pusat (K/L) menjadi instansi yang paling banyak diminati oleh calon pelamar yang memilih untuk berkarir di instansi Pemerintah Masih banyak responden yang memiliki persepsi buruk terhadap citra instansi pemerintah. Citra buruk instansi pemerintah sebagai tempat kerja yang saat ini melekat dalam persepsi calon pencari kerja adalah penuh KKN, gaji rendah, tidak membuka ruang berkreasi, citra PNS yang malas dan lain-lain. Number of prospective applicants for government agencies remains considerable. Nevertheless, government agencies have strong competition with private sectors in recruiting best candidates. Attractive salary, good career patterns and chance for competence development are considered as some factors that attract prospective job applicants to opt for private institutions. Potential applicants who opt for a career in government agencies tend to go for central government agencies than other type of government agencies. There are many respondents who perceived bad image of the government agencies. Working at government agencies remain considered prone to corruption, having low wages, limited space to innovate, as well as mediocre environment. Strategi Pemerintah Dalam Menjaring Kandidat Terbaik Pasar Tenaga Kerja / Government Strategies to Attract First Class Candidates

01

Diperlukan promosi melalui Media Sosial, bursa kerja atau road show ke perguruan tinggi. Promosi tersebut sangatlah strategis guna membangun image positif para calon pelamar kerja terhadap instansi pemerintah yang pada saat ini sedang dalam euphoria reformasi birokrasi. Selain itu, media tersebut juga bisa digunakan untuk memberikan informasi yang lebih jelas terkait sistem rekrutmen PNS saat ini sehingga memperbesar minat para best candidate untuk dapat berkarir di Instansi Pemerintah. Sistem rekrutmen perlu dikaitkan dengan pola karir serta talent pool. Hal tersebut diharapkan akan lebih memotivasi best candidate dari perguruan tinggi terbaik di Indonesia untuk berkarir di Instansi pemerintah. Perlu adanya Decent Working Environment dan kesempatan karir terbuka untuk merubah persepsi public, khususnya para pencari kerja. Pemerintah harus secara konsisten melakukan reformasi birokrasi dengan menciptakan lingkungan kerja yang layak yaitu bebas dari KKN, gaji yang layak, kesempatan karir yang lebih terbuka dan lain-lain. Government should conduct promotion through social media, the labor market or university road show. These events are necessary in order to build a positive image of government agencies in the euphoria of bureaucratic reform. In addition, media can be used to provide more detailed information related to the current system of civil servants recruitment, thus increasing the interest of the best candidate to opt for a career in government. Recruitment system should be linked with career patterns as well as talent pool system. It is expected to further motivate the best candidate from the best universities in Indonesia to work in government agencies. Offering decent working environment and open career opportunities to change public perception, especially job seekers. Government should consistently reforming the bureaucracy by creating decent working environment that is free from corruption, providing decent salary, open career opportunities and so forth.

02 03 01 02 03


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Ringkasan

Kajian Kebijakan

02


Center for Public Administration System and Public Administration Law Studies Kajian Sinergitas Kewenangan dan Hubungan Kerja antara K/L dan Pemda (konteks Implementasi Kebijakan Pembangunan Tol Laut) Study on Authority Synergy and Working Relations between Ministries/Institution and Local Government (Within Context of Implementation of Sea Toll Development Policy)

Prioritas kebijakan pembangunan Tol Laut yang dicetuskan oleh Presiden Jokowi pada masa awal era pemerintahannya, yang dituangkan dalam Nawacita dan RPJMN 2015-2019, hingga saat ini masih menghadapi berbagai permasalahan dari sisi aspek manajemen dan sumberdaya. Dari berbagai alternatif penyelesaian masalah dalam implementasi kebijakan tol laut, maka Pusat Kajian Sistem dan Hukum Administrasi Negara merekomendasikan penyusunan Peraturan Presiden yang memuat aspek manajemen dan sumber daya dalam rangka “gotong royong” pengimplementasian kebijakan pembangunan tol laut sebagai berikut:

01 02

Aspek Manajemen mengatur tentang perencanaan, pengorganisasian, operasionalisasi, dan pengendalian implementasi kebijakan pembangunan tol laut. Aspek Sumber Daya mengatur tentang metode pelaksanaan, penganggaran, sumber daya manusia aparatur, dan kebijakan operasional yang harus dipersiapkan di tingkat K/L, Pemda, dan BUMN.

Kajian ini melibatkan Stakeholders dari Kementerian Koordinator Bidang Maritim dan Sumber Daya, Badan Perencanaan Pembangunan Nasional, Kementerian Perhubungan, Pelindo I, II, III dan IV, Pemda Provinsi dan Kabupaten/Kota. Sea Toll development policy priority initiated by President Jokowi in the beginning of hid administration, as outlined in Nawacita (9 priorities of government agenda) and RPJMN (National Mid Term Plan) 2015-2019, was challenged by various problems in terms of management and resources aspects. Of the various solution alternatives in the implementation of sea toll policy, the Center for Public Administration System and Public Administration Law Studies recommended the formulation of Presidential Decree involving the following aspects of management and resources for coherent collaboration in Sea Toll Development implementation as follows:

01 02

Management Aspects involve regulation of planning, organizing, operationalization and controlling sea toll development policy implementation.

Aspects of Resources involve regulation of the method of implementation, budgeting, human resources, and operational policies that must be prepared at the level of Ministry/Institution, local government, as well as State-owned enterprise. This study involved stakeholders from the Coordinating Ministry of Maritime and Resources, National Development Planning Agency, Ministry of Transportation, Pelindo (Indonesia Port Corporations) I, II, III and IV, Provincial and city/regency government.

24


Summary

Policy Research


02

Kajian Isu-Isu Strategis di bidang Sistem dan Hukum Administrasi Negara Strategic Issues on Public Administration Law Studies

Isu I: Critical Review Implementasi Undang-Undang No. 30 Tahun 2014 Tentang Administrasi Pemerintahan Rekomendasi Pusat Kajian Sistem dan Hukum Administrasi Negara atas penyelesaian masalah dalam implementasi Undang-undang 30 Tahun 2014 tentang Administrasi Pemerintahan (UU AP), berupa prioritas kebijakan dan tindakan yang perlu segera dilakukan yaitu:

01

Presiden menginstruksikan kepada Kejaksaan, Kepolisian & BPKP - institusi di ranah eksekutif-, untuk melakukan audit terhadap kasus-kasus tindak pidana sedang ditangani di tahap penyelidikan maupun penyidikan (pidana umum maupun korupsi), yang menjerat pejabat atau mantan pejabat yang sekarang apakah perkara-perkara tersebut masuk ranah Administrasi Pemerintahan, pidana umum atau Tipikor.

02

Perlu segera diaktifkannya kembali Forum Mahkumjakpol plus BPK dan KPK untuk mencari kesekapatan mekanisme penanganan kasus-kasus yang diduga terkait kerugian negara, apakah menggunakan ranah hukum pidana (KUHP atau UU Tipikor) atau hukum administrasi negara (UU AP). Issue I: Critical Review on Implementation of Law No. 30 Year 2014 concerning Government Administration In order to address problems in implementation of Law No. 30 Year 2014 concerning Government Administration, the Center for Public Administration System and Public Administration Law Studies proposed the following policy priorities and imperative measures:

01

The President to instruct related institutions such as Prosecutor, Police and Finance and Development Supervisory Agency (BPKP) to conduct an audit of criminal offenses being processes at the stage of initial and further investigation (for common criminals and corruptions), that ensnare officials or former officials to determine the charge is within domain of government administration, general criminal or corruption.

02

Immediate reactivation of Mahkumjakpol (Supreme Court, Ministry of Law and Human Rights, Attorney General’s Office, Police Force) Forum. This forum together with Supreme Audit Institution (BPK) and Corruption Eradication Commission (KPK), should determine appropriate mechanism to handle case suspected for creating state loss, should it be handle through implementation of criminal law (Criminal Code or the Anti-Corruption Act), or administrative law (UU AP).


25

Ringkasan

Kajian Kebijakan

02


Isu II: Pilkada Serentak dan Pemerintahan Daerah Di Masa Transisi Rekomendasi Pusat Kajian Sistem dan Hukum Administrasi Negara atas penyelesaian masalah dalam implementasi kebijakan pemilukada serentak, berupa prioritas kebijakan dan tindakan yang perlu segera dilakukan yaitu:

01

Perlu pengaturan tindak lanjut PP No. 49 Tahun 2008 tentang Pemberhentian, dan Pengangkatan Penjabat Kepala Daerah mengingat lamanya masa jabatan larangan plt atau pj kepala daerah, à percepatan penerbitan pp pengganti pp 49/2008 dalam rangka penjabaran UU 23 Tahun 2014 tentang Pemerintahan Daerah, yang memuat definisi, ruang lingkup dan hal-hal penting lain terkait pengaturan organisasi, SDM dan anggaran mengingat nanti terdapat plt atau pj lebih dari 2 tahun.

02

Perlu penegasan aspek kompetensi calon plt atau pj kepala daerah agar yang bersangkutan dapat melaksanakan tugas dan tanggung jawabnya dengan baik. Issues II: Simultaneous Elections and Local Government Administration during Interim Period In order to address problems concerning implementation of Simultaneous Elections, Center for Public Administration System and Public Administration Law Studies proposed the following policy priorities and imperative measures:

01

Government should acceletare revision of Government Regulation Number 49 Year 2008 within context of implementation of Law Number 23 Year 2014 concerning Local Government Administration. The revision should address concerns regarding Acting head of local government tenure that could be more than 2 years as the impact of simultaneous election policy. The regulation should provide clear definition and Acting Head scope of rensponsibilities and should address important substances related to organization arrangement, human resources and budgeting, and so forth.

02

Competence of Local Government Acting Heads should be clearly determined to ensure their ability to perform duties and responsibilities effectively.

26


Summary

Policy Research


02

Isu III: Strategi Pengembangan Kompetensi Aparat Pengawasan Internal Pemerintah (APIP) dalam rangka Implementasi UU No. 30 Tahun 2014 Tentang Administrasi Pemerintahan Rekomendasi Pusat Kajian Sistem dan Hukum Administrasi Negara atas penyelesaian masalah dalam Strategi Pengembangan Kompetensi APIP dalam rangka implementasi UU AP, berupa prioritas kebijakan dan tindakan yang perlu segera dilakukan yaitu:

01 02 03

Mengikutsertakan SDM APIP dalam diklat teknis terkait Rekrutmen SDM yang secara khusus menangani auditor internal Memposisikan lembaga Inspektorat sebagai perpanjangan tangan APIP pusat.

Issue III: Government Internal Supervisory Apparatus (APIP) Competence Development Strategy within framework of implementation of Law No. 30 2014 concerning Government Administration Center for Public Administration System and Public Administration Law Studies recommended the following measures to address problems pertain to Government Internal Supervisory Apparatus (APIP) competence development:

01

Providing technical competence training for Government Internal Supervisory Apparatus (APIP), particularly on the subject related to Government Internal Supervisory

02 03

Specific recruitment of government apparatus responsible for conducting internal auditor Extending the role of Inspectorate agencies to support Government Internal Supervisory Apparatus at the Central level.


27

Ringkasan

Kajian Kebijakan

02


Center for Decentralization and Local Autonomy Studies

Kajian Isu Strategis Problematika Pilkada Serentak Dan Seminar Pilkada Serentak, Demokrasi Lokal, Dan Efektivitas Pemerintahan Daerah Strategic Issues Study on Problems of Simultaneous Election and Seminar on Simultaneous Election, Local Democracy, and Local Government Effectiveness

Penyelenggaraan Pilkada Serentak pada 9 Desember 2015 menjadi momentum bersejarah bagi keberlangsungan Demokrasi Lokal dan Otonomi Daerah di Indonesia. Perhelatan demokrasi di aras lokal ini sedianya dilaksanakan di 269 daerah Provinsi dan Kabupaten/Kota, akan tetapi dari jumlah tersebut, 5 daerah diantaranya pelaksanaannya ditunda hingga 20 Desember 2015. Terdapat beragam kekhawatiran terhadap akan besarnya potensi permasalahan yang muncul dari penyelenggaraan pilkada serentak ini. Kesiapan dari Pemerintah, tiap-tiap daerah dan pihak penyelenggara jelas menjadi kunci utama. Potensi pidana pemilu pun tak bisa dielakkan, demikian pula problem sengketa hasil yang harus direspon oleh Mahkamah Konstitusi. Di samping itu, Pilkada Serentak juga berpotensi menimbulkan kekhawatiran akan tidak efektifnya penyelenggaraan pemerintahan akibat adanya kekosongan wewenang pengambilan kebijakan akibat majunya calon petahana, baik kepala daerah ataupun wakilnya dalam pilkada. Kajian isu strategis ini ditujukan untuk mengidentifikasi potensi permasalahan yang muncul dari penyelenggaraan Pilkada Serentak. Sebagai bagian dari kajian ini, PKDOD menyelenggarakan Seminar bertajuk “Pilkada Serentak, Demokrasi Lokal, dan Efektivitas Pemerintahan Daerah” dalam rangka mencari sekaligus menawarkan solusi dari hasil penjaringan pemikiran terhadap para stakeholders yang memiliki pandangan dan kepentingan terhadap isu tersebut yang diselenggarakan pada tanggal 16 November 2015. Beberapa rekomendasi kebijakan coba diusulkan dari pelaksanaan kajian mengenai Problematika Pilkada Serentak ini, diantaranya, pertama, perlu dilakukan penyempurnaan terhadap Undang-Undang Pilkada dan aturan turunannya yang masih menimbulkan potensi permasalahan akibat ambiguitas dan ketidakjelasan pengaturannya, seperti : sanksi pelanggaran yang tidak jelas; wewenang Bawaslu yang kurang besar terhadap pelanggaran pemilu, kekosongan pemerintahan akibat majunya calon petahana. Kedua, Dalam konteks untuk mencapai efisiensi anggaran, efisiensi akan tercipta jika Pilkada dilaksanakan secara serentak dalam satu provinsi, yaitu memilih Gubernur, Bupati dan Walikota sekaligus. Ketiga, dalam rangka menyelesaikan sengketa hasil pilkada, pemerintah perlu segera membentuk badan peradilan khusus yang menangani sengketa hasil Pilkada sesuai dengan amanat undang-undang. Lebih lanjut, Badan Peradilan ini tidak hanya menyelesaikan sengketa hasil, namun juga permasalahan dalam hal pidana pemilu, seperti money politics. Simultaneous elections that was scheduled on 9 December 2015 has marked and historic moment for local democracy and regional autonomy sustainability in Indonesia. Democracy event at local level was initially scheduled in 269 provincial and district / city, nevertheless local elections in five regions were postponed until 20 December 2015. Several concerns about potential problems arising from the implementation of this simultaneous local elections. Central and local government readiness, as well as the election organizers clearly determined the success of this event. Potential unlawful practices was inevitable, together with disputes over the election results must be addressed by the Constitutional Court. In addition, simultaneous elections brought potential concern on governance ineffectiveness as a result of interim period due to rapid contesting of incumbent candidates in the elections. This study was intended to identify potential problems arising from the implementation of simultaneous local elections. As part of the study, on 16 November 2015, Center for Decentralization and Local Autonomy Studies organized a seminar entitled “Simultaneous Election, Local Democracy, and Local Government Effectiveness” in order to find solutions from the discussion involving stakeholders with diverse views and interests on the issues. This study proposed the following policy recommendations: First,amendment the Law on the elections and implementing rules that are problematic due to ambiguity and vagueness of the law, such as unclear sanctions for violations, limited authority of Elections Supervisory Board over election violation, interim period due to incumbent elections contesting. Secondly, in term of achieving efficiency budget, efficiency will be attained if the election was held simultaneously in one province, i.e choosing governors, regents and mayors at the same time. Thirdly, in order to resolve the dispute over election results, Government needs to establish a special judicial body to handles election outcome disputes in accordance with the law. In addition to resolving the disputes, the Court should resolve unlawful practices that may occur in the election, such as money politics.

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Summary

Policy Research


Kepala Pusat Kajian Desentralisasi & Otonomi Daerah (PKDOD) Memberikan Sambutan dalam Seminar “Pilkada Serentak, Demokrasi Lokal dan Efektivitas Pemerintahan Daerah” Head of the Center for Decentralization and Local Autonomy Studies delivered opening remarks during Seminar on Simultaneous Election, Local Democracy, and Local Government Effectiveness

02

Seminar “Pilkada Serentak, Demokrasi Lokal dan Efektivitas Pemerintahan Daerah” 16 November 2015 di LAN. Seminar on Simultaneous Election, Local Democracy, and Local Government Effectiveness, 16 November 2015

Kajian Isu Strategis Pengembangan Kapasitas Pemerintahan Desa Dalam Rangka Implementasi Undang-Undang Nomor 6 Tahun 2014 Tentang Desa Study on Village Government Capacity Developmet in the implementation of Law Number 6 Year 2014 concerning Village

Terbitnya Undang-Undang No. 6 tahun 2014 tentang Desa menjadi momentum kebangkitan penyelenggaraan pemerintahan desa. Undang-Undang ini merupakan kebijakan penting dan strategis dalam tata kelola pemerintahan desa. Wewenang, hak dan kewajiban penyelenggaraan pemerintahan yang lebih besar diberikan kepada desa. Satu sisi hal ini memunculkan banyak harapan, akan tetapi di sisi lain hal ini juga menimbulkan tantangan sekaligus kekhawatiran terutama terkait dengan kapasitas pemerintah desa (kepala dan perangkat desa). Tujuan kajian kemudian adalah menggali dan mengidentifikasi berbagai problematika yang dihadapi pemerintahan desa dari implementasi UU ini, merumuskan konsep pengembangan kapasitas pemerintahan desa dalam rangka implementasi undang-undang desa; serta, merumuskan konsep dan konsep kebijakan terkait dengan kedudukan desa adat di Indonesia. Kajian ini menawarkan beberapa rekomendasi. Pertama, penguatan kapasitas perangkat desa melalui bimbingan teknis, terutama dalam bidang keuangan desa, perencanaan pembangunan, pengelolaan BUMDes, dan demokrasi desa. Kedua, memperkuat pemahaman masyarakat terhadap peran mereka dalam pembangunan desa setelah UU ini diimplementasikan. Ketiga, pentingnya membangun dimensi emosional antara masyarakat dengan desanya. Selama ini dimensi ini luput dari perhatian masyarakat desa. Para kaum urban (perantau) yang telah lama meninggalkan desanya langsung menghadapi persoalan putusnya hubungan dengan desa asalnya, padahal peran mereka ikut dalam pembangunan di desa sangatlah besar.

Diskusi dengan Pemerintah Provinsi Sumatera Barat terkait dengan Pengembangan Kapasitas Pemerintah Desa dalam rangka Implementasi Undang-Undang Nomor 6 tahun 2014 tentang Desa Discussions with West Sumatera Government on Village administration capacity building in light with implementation of Law Number 6 Year 2014 concerning Village


29

Ringkasan

Kajian Kebijakan

02


The enactment of Law Number 6 Year 2014 concerning Village became a momentum for village governance revitalization. This law is an important and strategic policy concerning village governance. Greater authorities, rights and obligations are granted to villages. While raising a lot of expectations, this policy poses challenges and concerns mainly related to the capacity of village administration (heads of village and village apparatus). This study was aimed to explore and identify various problems faced by village administration in implementation of this LAw, to formulate the notion of village governance capacity building designed for implementation of law concerning village. Besides, this study was conducted to formulate the notion and policy concept related to the position of indigenous villages in Indonesia. This study proposed the following recommendations. First, village capacity strengthening providing through technical guidance, especially in the areas of rural finance, development planning, management Village-Owned Enterprises and village democracy. Secondly, strengthening public understanding of their role in rural development following implementation of the law concerning village. Third, the importance of building an emotional dimension between community and their respective village. Currently, this dimension was neglected escaped by the villagers. The urban people who have left the village tended to be disconnected from their origin, despite having significat role in village development. Kajian Penyusunan Standar Kompetensi ASN Di Pemerintah Daerah Dalam Menghadap Masyarakat Ekonomi Asean 2015 Formulation of Competency Standards for Local Government Civil Apparatus in Facing the Asean Economic Community in 2015

Era perdagangan bebas negara-negara Asia Tenggara atau dikenal dengan Masyarakat Ekonomi ASEAN pelaksanaannya sudah berada di depan mata. Akhir Desember 2015 atau awal tahun 2016 menjadi deadline bagi segala persiapan yang harus dilakukan oleh seluruh negara ASEAN untuk menghadapi era integrasi perdagangan ini. Secara garis besar, Indonesia memiliki modal dan peluang besar untuk memenangkan kompetisi MEA ini. Akan tetapi, selama ini masih ada problem institusional yang belum sepenuhnya tuntas, salah satunya adalah persoalan birokrasi. Data Global Competitiveness Report empat tahun terakhir (2010-2013) menunjukkan bahwa masalah paling krusial yang dihadapi di Indonesia dalam menjaga daya saingnya adalah permasalahan di sektor publik baik berupa inefisiensi birokrasi maupun korupsi. Kondisi ini tentunya dapat mengganggu iklim untuk berbisnis akibat potensi ekonomi berbiaya tinggi (high cost economy). Berpijak pada kerangka Competitive and Representative Government, kajian ini ingin berargumen bahwa negara justru semakin penting dalam konteks regionalisme ekonomi di kawasan. Keberadaan negara berfungsi untuk meregulasi kebijakan-kebijakan domestik, mengefektifkan pelayanan publik, dan memfasilitasi pemerataan ekonomi agar tidak muncul ketimpangan. Dalam konteks MEA, peran-peran tersebut membutuhkan aparatur-aparatur sipil negara yang siap untuk menghadapi era persaingan ekonomi regional ini.

30


Diskusi Dengan ASEAN Studies Center (ASC), Universitas Gadjah Mada terkait dengan Kerjasama Kajian Mengenai Persiapan Aparatur Sipil Negara menghadapi Masyarakat Ekonomi ASEAN 2015 Discussions with ASEAN Studies Center ( ASC ), Gadjah Mada University in light with Study Collaboration in the issue of Civil Apparatus readiness to meet the challenges of ASEAN Economic Community in 2015

Forum Group Discussion dengan Pemerintah Provinsi Sulawesi Utara terkait Persiapan Aparatur Sipil Negara dalam Menghadapi Masyarakat Ekonomi ASEAN 2015 Focus Group Discussions with North Sulawesi Government concerning the issue of Civil Apparatus readiness to meet the challenges of ASEAN Economic Community in 2015

Summary

Policy Research


02

Dari latar belakang diatas, kajian ini bertujuan untuk mengidentifikasi kompetensi-kompetensi teknis apa saja yang dibutuhkan oleh ASN Jabatan Pimpinan Tinggi (JPT) Pemerintah Daerah dalam menghadapi MEA 2015 dengan mempertimbangkan permasalahan, kebutuhan, mandat kebijakan, dan tantangan dalam menghadapi MEA serta menyusun standar kompetensi ASN JPT Pemda dalam menghadapi MEA. Kajian ini menawarkan beberapa rekomendasi diantaranya, pertama, penguatan terhadap kompetensi Market Intellegence oleh para JPT di Pemda mengingat pentingnya pemahaman terhadap pangsa pasar di dalam dan luar negeri yang bisa diambil oleh pengusaha Indonesia. Kedua, membangun sinergi dan aksi kolaboratif antara pemerintah, pemerintah daerah, perguruan tinggi, dunia usaha dalam menghadapi MEA, ketiga, sosialisasi mengenai penyelenggaraan MEA kepada ASN untuk membangun kepedulian dan kesiapan menghadapi era persaingan dagang tersebut. Implementation of free trade era among Southeast Asia countries in light with Asean Economic Community was around the corner. The end of December 2015 or early 2016 marked as starting point for all ASEAN countries to embark on this era of trade integration. Broadly speaking, Indonesia has the capital and great chance to prevail in the competition. Nevertheless, institutional problems have not been fully addressed, weakening Indonesia’s competitivenes, for instance pertain to bureaucratic problems. Global Competitiveness Report data for last four years (2010-2013) indicated that the most crucial problem in Indonesia that hurt competitiveness is problem in the public sector in the type of bureaucratic inefficiency or corruption. Obviously, this condition disrupted the climate for doing business due to high-cost economy potential. Based on the Competitive and Representative Government framework, this study argued that role of the state is even more important in the context of economic regionalism in the region. The state has to be able to perform several functions in regulating domestic policies, to deliver effective public services, as well as preventing inequality. In the context of AEC, these roles require state officials readiness to meet the challenge of regional economic competition era. From the above background, this study aimed to identify technical competencies required by the Senior Leadership Position of Local Government in the face of AEC 2015 by considering the problems, needs, policy mandates, and the challenges brought by AEC as well as to develop competency standards Local Government Senior Officials in the face of AEC. This study proposed recommendations as followed: first, strengthening the competence on Market Intelligence in light with the importance of market share understanding for Indonesian businessmen. Secondly, it is important to build synergies and collaborative action between governments, local governments, universities, and businesses actors to meet the challenges of AEC. Third, to build awareness and readiness to meet the challenges of trade competition era, socializations of AEC implementation to the Government Apparatus are needed.


31

Ringkasan

Kajian Kebijakan

02


Center for Policy Analys Development Pusat Pembinaan Analis Kebijakan (PUSAKA), di bawah Kedeputian Bidang Kajian Kebijakan, LAN RI mempunyai tugas melaksanakan perumusan dan pelaksanaan kebijakan di bidang pembinaan Jabatan Fungsional Analis Kebijakan, penyusunan dan pengembangan sistem informasi analis kebijakan, serta pemberian bantuan teknis dan administratif kepada pusat dan kelompok jabatan fungsional di lingkungannya. Center for Policy Analyst Development (PUSAKA), under the Deputy for Policy Studies, NIPA Republic of Indonesia is responsible for formulation and implementation of policies concerning Policy Analyst development, development of policy analyst information systems, as well as providing technical and administrative assistance to the centers and functional groups pertain to policy analyst matters.

Penyelenggaraan Seleksi JFAK Prospective Policy Analyst Selection

Tujuan dari kegiatan ini adalah untuk menghasilkan analis kebijakan yang berkompetensi dalam melakukan kajian dan analisis kebijakan. Penyelenggaraan Seleksi Calon Analis Kebijakan terdiri dari seleksi administrasi dan uji kompetensi. Seleksi administrasi dilakukan untuk mengecek validitas dan kesesuaian persyaratan administrasi dari calon analis kebijakan. Sedangkan uji kompetensi dilakukan untuk mengetahui tingkat kemampuan analisis dan politis calon analis kebijakan. Pelaksanaan uji kompetensi untuk jalur inpassing dilakukan dalam bentuk penilaian terhadap karya tulis dan wawancara. Sedangkan pelaksanaan seleksi JFAK melalui jalur pengangkatan pertama diharuskan mengikuti pelatihan CAK dan uji kompetensi berupa wawancara. The purpose of this activity is to select prospective policy analysts capable of conducting research and policy analysis. Selection process consists of administrative and the competency test. Administrative selection was conducted to verify the validity and appropriateness of the administrative requirements of the prospective policy analysis. Competency test was conducted to determine the level of analytical skills and policy analysts of political candidates. Competency test for selection through position adjustment mechanism was conducted in the form of papers assessment and interviews. While selection of first appointment policy analyst candidates involved training and competency test in the form of interviews that must be followed by the applicants.

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Pilot Project Pengangkatan Pertama Calon Analis Kebijakan

Seleksi JFAK melalui Inpassing 2015 Tahap Pertama

Seleksi JFAK melalui Inpassing 2015 Tahap Kedua

Pilot Project of the first Appointment of Prospective Policy Analyst

Selection of Prospective Policy Analyst by Position Adjustment (Phase I)

Selection of Prospective Policy Analyst by Position Adjustment (Phase II)


Summary

Policy Research


Pelatihan CAK Angkatan I diselenggarakan oleh Pusdiklat Teknis dan Fungsional, LAN pada tanggal 25 Mei – 13 Juni 2015 dengan jumlah peserta yang lulus administrasi sebanyak 28 orang. Uji Kompetensi diselenggarakan oleh PUSAKA pada tanggal 15 Juni 2015. Peserta yang direkomendasikan untuk diangkat sebagai analis kebijakan ahli pertama berjumlah 28 orang.

Dilaksanakan pada tanggal 29 April 2015 dengan jumlah peserta yang lulus administrasi sebanyak 50 orang. Peserta yang direkomendasikan untuk diangkat sebagai analis kebijakan ahli madya berjumlah 19 orang sedangkan yang tidak direkomendasikan berjumlah 31 orang.

Dilaksanakan pada tanggal 07 Oktober 2015 dengan jumlah peserta yang lulus administrasi sebanyak 85 orang. Peserta yang direkomendasikan untuk diangkat sebagai analis kebijakan ahli madya berjumlah 40 orang sedangkan yang tidak direkomendasikan berjumlah 45 orang.

was organized by NIPA- Center for Technical and Functional Training on May 25 - June 13, 2015. As many as 28 participants passed the administration. Competency Test was conducted by PUSAKA on June 15, 2015. Participants who are recommended to be appointed as the first level policy analysts reached 28 participants

Selection was held on 29 April 2015 involving 50 applicants who passed the administrative selection. Participants who were recommended to be appointed as associate policy analysts amounted to 19. Thirty one (32) applicants were not recommended for this position.

Selection was held on 7 October 2015 involving 85 applicants who passed the administrative selection. Forty (40) applicants were recommended to be appointed for the position of associate policy analysts, while 45 applicants were not recommended for this position.

02

Penyusunan Modul Pelatihan Analis Kebijakan Policy Analyst Candidate Training Module Drafting

Kegiatan penyusunan modul ini merupakan hasil kerja sama PUSAKA dengan Knowledge Sector Initiative (KSI), AusAid. Tujuan dari modul pelatihan Calon Analis Kebijakan (CAK) adalah memfasilitasi pemahaman pengetahuan dan keterampilan peserta pelatihan CAK mengenai dasar-dasar studi kebijakan publik yang harus dikuasai seorang Analis Kebijakan. Modul ini terdiri dari 7 (tujuh) materi yaitu: Konsep dan Studi Kebijakan Publik; Metodologi Riset Kebijakan; Stakeholders Mapping; Analisis Kebijakan Publik; Dokumentasi Saran Kebijakan; Konsultasi Publik; dan, Advokasi Kebijakan. Dalam modul ini juga terdapat lampiran studi kasus yang dapat digunakan sebagai stimulus pengayaan dan penggunaan berbagai kasus di dalam Pelatihan Analis Kebijakan. Diharapkan melalui modul ini dapat meningkatkan kompetensi dan profesionalisme Analis Kebijakan. Module Drafting was conducted in collaboration with Knowledge Sector Initiative(KSI),AusAID. Module for Policy Analyst Candidate Training aims to facilitate understanding of the knowledge and skills of the trainees on the basics of public policy studies that must be mastered by Policy Analyst. This module consists of 7 (seven) materials: Concepts and Public Policy Studies, Policy Research Methodology, Stakeholders Mapping, Public Policy Analysis, Policy Recommendation Documentation, Public Consultation, and Policy Advocacy. This module presents case studies that can be utilized as enrichment and practice of various cases in training for policy analyst candidate. This module is expected to enhance policy analyst’s competence and professionalism.


33

Ringkasan

Kajian Kebijakan

02


Penyusunan Kebijakan Teknis JFAK Formulation of Technical Policy concerning Policy Analyst Position

01

Perkalan No. 27 Tahun 2015 Tentang Pedoman Pelaksanaan dan Penilaian Kualitas Hasil Kerja AK Tujuan penyusunan pedoman ini adalah memberikan suatu standar bagi pejabat yang berwenang dalam membina dan menentukan karir AK, dan menetapkan standard dan cara penilaian angka kredit hasil kerja AK.

02

Perkalan No. 33 Tahun 2015 tentang Pedoman Penyelenggaraan Pelatihan JFAK Perkalan tentang pedoman penyelenggaraan pelatihan ini digunakan sebagai pedoman penyelenggaraan pelatihan analis kebijakan. Pelatihan ini bertujuan untuk membentuk dan meningkatkan kompetensi dan profesionalisme analis kebijakan dalam melaksanakan kajian dan analisis kebijakan

01

NIPA Chairman Decree Number 27 Year 2015 concerning Guideline for Implementation and Policy Analyst Product Asssessment The purpose of this document is to provide a standard for the authorities responsible for fostering and endorsing policy analyst career, as well as to set the standards and method for policy analyst credit assessment.

02

NIPA Chairman Decree Number 33 Year 2015 on Guidelines for Implementation of Training for prospective Policy analyst This decree serves as implementation guidelines in conducting training for prospective policy analysts . The training aims to develop and enhance policy analysts’ competence and professionalism in carrying out research and policy analysis Penyelenggaraan Pilot Project TOT Pelatihan Analis Kebijakan ToT for Policy Analyst Training

TOT Pelatihan Analis Kebijakan diselenggarakan pada tanggal 19 – 23 Oktober 2015 melalui kerja sama dengan Knowledge Sector Initiative (KSI), AusAid. Tujuan dari Pelatihan ini adalah untuk membentuk dan meningkatkan kompetensi Pengajar agar mampu melaksanakan tugas dan fungsinya dalam Pelatihan Calon Analis Kebijakan, Pelatihan Khusus, dan Pelatihan Lanjutan, sehingga terbentuk pengajar yang terampil dan memiliki kompetensi untuk mengajarkan mata ajar sesuai kurikulum pelatihan JFAK. ToT for Policy Analyst Training was held on 19 to 23 October 2015 in cooperation with the Knowledge Sector Initiative (KSI), AusAID. The purpose of this training is to develop as well as to improve the competence of trainiers to be able to perform in the Training for Prospective Policy Analyst, Special Training and Advanced Training pertain to policy analyst position. This training is expected develop trainers skilled and competent to teach modules in accordance with policy analyst training curriculum.

34


Summary

Policy Research


02

Kegiatan Sosialisasi dan Peningkatan Kualitas Analis Kebijakan Socialization and Policy Analyst Quality Improvement Public Lecture Upaya Meningkatkan Kualitas Kebijakan Publik di Indonesia Public lecture as a platform to enhance quality of policy analyst in Indonesia Advokasi dan Konsultasi JFAK di K/L/Pemda Advocacy and Consultation in various institution concerning policy analist position Workshop Advokasi JFAK Advocacy Workshop forpolicy analyst

Partisipasi PUSAKA LAN dalam Expo Jabatan Fungsional Tertentu yang diselenggarakan oleh Kemendagri Participation in Functional Position Expo organized by Ministry of Home Afffairs

Pengembangan e-production PUSAKA Socialization and Policy Analyst Quality Improvement

Sistem Informasi JFAK

Website PUSAKA Leaflet PUSAKA

Pengembangan sistem ujian komprehensif berbasih TIK


35

Ringkasan

01


DIKLAT PUSAT PENGEMBANGAN PROGRAM DAN PEMBINAAN DIKLAT PUSAT PEMBINAAN WIDYAISWARA PUSDIKLAT KEPEMIMPINAN APARATUR NASIONAL

PUSDIKLAT TEKNIS DAN FUNGSIONAL LAN

36


3

Summary


01

Kiri ke kanan Dr. Andi Taufik, M.Si (Kepala Pusdiklat Teknis dan Fungsional), Dra. Army Winarti, M.Si (Kepala Pusat Pembinaan Widyaiswara), Dr. Adi Suryanto, M.Si (Kepala LAN RI), Dra. Purwastuti, MBA (Kepala Pusdiklat Kepimimpinan Aaparatur Nasional), Dra. Reni Suzana, MPPM (Kepala Pusat Pengembangan Program dan Pembinaan Pendidikan Pelatihan), Annual Report 2015dan LAN RI 37 Dr. Muhammad Idris, M.Si (Deputi Bidang Diklat Aparatur)

Ringkasan Kajian Kebijakan

03

Diklat

Inovasi PKP2A STIA LAN Pengembangan Kapasitas

Center For Training Program Development And Fostering Workshop Coaching dan Penguji Coaching and Evaluators Workshop Reformasi sistem Diklat Kepemimpinan dan Prajabatan telah efektif dilaksanakan sejak tahun 2014 setelah kebijakan baru yang mengatur Pedoman Penyelenggaraan Diklat Prajabatan dan Kepemimpinan (Pola Baru) dikukuhkan dalam Peraturan Kepala LAN. Workshop Coaching dan Penguji merupakan salah satu kegiatan yang dilakukan untuk mendukung penerapan reformasi Diklat tersebut khususnya terkait proses penyusunan dan penjaminan kualitas produk pembelajaran berupa Proyek Perubahan (Diklatpim) dan Aktualisasi Nilai-nilai Dasar (Diklat Prajabatan). Workshop Coaching dan Penguji ditujukan untuk meningkatkan kompetensi tenaga kediklatan terkait penguasaan metoda coaching dan pengujian produk pembelajaran. Pada saat penyiapan tenaga pengajar workshop, P3D dengan difasilitasi GIZ melakukan pelatihan level dasar dan lanjutan dengan menghadirkan Certified Coach dari Jerman. Workshop Coaching dan Penguji yang dilakukan masih sebatas 2 angkatan di tahun 2015 (bulan Oktober, November, dan Desember). Kegiatan ini merupakan upaya penting yang berikutnya harus dilanjutkan oleh lembaga diklat lainnya. Leadership training system and Pre-service training reforms have been effectively implemented since 2014 following a new policy governing the Guidelines for Pre-service and Leadership Training Implementation as stipulated in NIPA Chairman Regulations. Coaching Workshop and Evaluators is one of the activities undertaken to support the implementation of training reforms specifically related to preparation and quality assurance process of learning products in the form of Project Change (for Leadership Training) and Actualization of Core Values (for Pre-service Training). Coaching and Evaluators Workshop was intended to improve the competence of training personnel related to mastery of coaching method and evaluating learning product. For preparation of workshop trainer, the center was facilitated by GIZ to conduct basic and advanced level training by presenting a certified coach from Germany. Coaching and Evaluators Workshop was conducted in 2 batched in 2015 (October, November, and December). This initiative is a good start that should be followed by other training institutions.

38


Summary Policy Research

Education Training

Innovation Local Office STIA LAN Capacity Development

03


39

Akreditasi Online Online accreditation Sebagai instansi Pembina Diklat, LAN berkewajiban melakukan penjaminan kualitas penyelenggaraan diklat di seluruh Indonesia melalui kegiatan akreditasi lembaga diklat pemerintah. Untuk meningkatkan kualitas dan akuntabilitas kegiatan akreditasi lembaga diklat, LAN telah melakukan upaya penyempurnaan sistem akreditasi secara komprehensif. Pembaharuan sistem akreditasi tersebut secara keseluruhan diatur dalam Peraturan Kepala LAN Nomor 25 tahun 2015 tentang Akreditasi Lembaga Diklat Pemerintah yang harus diacu oleh semua pihak yang terkait dengan proses akreditasi lembaga diklat pemerintah. Pengajuan proses akreditasi baru dan reakreditasi yang mencapai lebih dari 40 lembaga diklat sepanjang tahun 2015 telah dapat diproses dengan baik dengan tetap mengacu pada ketentuan baru tersebut. Penggunaan aplikasi akreditasi berbasis elektronik semakin memudahkan para lembaga diklat, para assessor maupun sekretariat dalam merencanakan dan melaksanakan proses akreditasi sehingga penyelesaian proses akreditasi untuk setiap lembaga diklat dapat memenuhi target penyelesaian maksimal 2 bulan. As the training fostering agency, NIPA has responsibility to guarantee the quality of education and training throughout Indonesia by conducting accreditation of government training institution. To improve the quality and accountability of training institutions accreditation, LAN has made efforts to improve the accreditation system in a comprehensive manner. Renewal of the accreditation system as is set within NIPA Chairman Regulation No. 25 of 2015 on Accreditation of Government Training Institutions. This regulation guide the process of government training institutions accreditation. In 2015, more than 40 training institutions have submitted application for new accreditation and reaccreditation that have been managed in line with the new regulations. The use of electronic-based accreditation application facilitate the training institutions, the assessors and the secretariat in planning and carrying out the accreditation process so that the completion of the accreditation process. Through online accrediatation system, as targetted, accreditation process can be accomplished maximum in two months.


03

Diklat


Penyerahan sertifikat akreditasi oleh Wakil Presiden Jusuf Kalla di Istana Wakil Presiden aaaaaaaaaaaaaaa

Monitoring dan Evaluasi Monitoring and Evaluation Pedoman Penyelenggaraan Diklat yang telah ditetapkan oleh LAN menjadi basis bagi lembaga diklat pemerintah dalam melakukan operasional penyelenggaraan diklat di lapangan. Meskipun lembaga diklat terakreditasi telah dinyatakan layak menyelenggarakan diklat namun peran LAN untuk memastikan pemenuhan standar-standar penyelenggaraan di lapangan tetap dijalankan sebagai bentuk dari fungsi pembinaan kediklatan. Kegiatan monitoring dan evaluasi dilaksanakan dengan menggunakan instrument yang dikembangkan berdasarkan standar-standar yang telah ditetapkan dalam pedoman penyelenggaraan yang meliputi unsur organisasi maupun pengelolaan programnya. Untuk mendapatkan data yang komprehensif dan valid maka monev dilakukan melalui observasi langsung, wawancara serta survey kepada pihak terkait. Sebagai bentuk akuntabilitas dan proses pembinaan lebih lanjut kepada lembaga diklat maka hasil monev akan diberikan berupa feedback kepada setiap lembaga diklat yang telah dilakukan monev. Disamping itu, hasil tersebut juga akan digunakan sebagai input bagi proses reakreditasi selanjutnya. Training Implementation Guidelines set by NIPA becomes the reference for government training institution in conducting training. Although an accredited training institution is capable to organize training, NIPA has to to ensure its compliance with the standards. Monitoring and evaluation is carried out by using an instrument that was developed based on the standards set out in the implementation guidelines, which include organization and programs management aspects. To obtain comprehensive and valid data, monev employed several methods including direct observation, interviews and surveys to related parties. As a form of accountability and for further improvement of the training institution, the results of monitoring and evaluation will be

40


Contoh kegiatan monev dengan locus Balai Diklat Pemprov Bangka Belitung


Education Training


Positif Positive

01 02 03 01 02 03

Semua Lembaga Diklat telah menerapkan kurikulum Diklat Pola Baru

Pengakuan kemanfaatan diklat: dari alumni, instansi pengirim (testimoni sekjen/sesmen/ sestama, gubernur/walikota/bupati) Mayoritas peserta cukup puas dengan pola penyelenggaraan, materi dan kualitas fasilitator All training institutions being monitored have implemented reformed leadership training curriculum Testimonies from alumni, local governments, and other agencies indicate positive advantages from the trainings Majority of participants satisfied with the method of training, training substance, and quality of facilitators

03

Positif Positive

01

Pemahaman penyelenggaraan Diklat terhadap proses penyelenggaraan (penyiapan dan pelaksanaan 5 tahap penyelenggaraan dalam Diklatpim dan 3 tahap dalam Diklat Prajab) sudah cukup baik

02 03 01 02 03

Tenaga fasilitator sudah cukup memahami arah perubahan materi diklat

Peserta temotivasi dengan tantangan baru “unjuk kinerja” lahirkan inovasi & perbaikan kinerja unit/organisasi Training organizers have satisfactory level of understanding in term of training process Training organizers have satisfactory level of understanding in term of training process Facilitators satisfactory level of understanding on the new training curiculum

Hasil MonEv MonEv Result

01 02 03 01 02 03

Vasiasi praktek penyelenggaraan team teaching, pembiayaan, evaluasi pasca diklat, monitoring saat off campus Variasi pemaham widyaiswara tentang materi Kreativitas fasilitator untuk pengkayaan dan pendalaman materi masih rendah

Reducing variation of training implementation particularly in team teaching, fund, post training evaluation, off campus monitoring Reducing variation of widyaiswara (trainers) understanding of the substance More creativity for enrichment in substance delivery

01 02 03 04 01 02 03 04

Proses coaching belum efektif, peran mentor & coach belum optimal Penyelenggara belum pahami perbedaan aktivitas visitasi & benchmarking Standar Penilaian Penguji belum seragam

Lembaga Diklat terlalu asyik menyelenggarakan, mengabaikan perlunya evaluasi pasca diklat Lack of effectiveness in Coaching process, improvement on the role of mentors and coaches Lack of training organizer understanding on the difference between visitation and benchmarking Standardization of evaluator assesment Training organizer should conduct Post training evaluation

Catatan Perbaikan Feedback

Catatan Perbaikan Feedback


41


03

Diklat


Center For Government Trainer (Widyaiswara) Fostering Pusat Pembina Widyaiswara merupakan unit di lembaga Administrasi Negara yang mempunyai tugas merumuskan kebijakan dan melaksanakan pembinaan jabatan fungsional Widyaiswara; penyusunan dan pengembangan system informasi kewidyaiswaraan; serta pemberian batuan teknis dan Administratif kepada Pusat dan kelompok jabatan Fungsional di Lingkungannya. Sepanjang tahun 2015, Pusat Pembinaan Widyaiswara telah merevisi dan menyusun 3 Peratuaran Mengenai Pembinaan Widyaiswara, yaitu: Revisi Peraturan Kepala LAN No. 4 tahun 2006 Tentang Pedoman Penyelenggaran Diklat Kewidyaiswaraan Substansi Diklat Kepemimpinan Tk. III dan Pearturan Kepala LAN no. 5 tahun 2006 tentang Pedoman Penyelenggaran Diklat Kepemimpinan Tk. IV Revisi Peraturan Kepala LAN no 5 tahun 2010 tentang Pedoman Penyelnggaran Pendidikan dan Pelatihan dan Seleksi Calon Widyaiswara Penyusunan Pedoman Penyelenggaraan Pelatihan Kewidyaiswaraan Substansi Pelatihan Prajabatan Golongan I dan II dan Pedoman Penyelenggaran Diklat Kewidyaiswaraan Substansi Diklat Parjabatan Golongan II Selain melaksanakan kegiatan diatas, Pusat Pembinaan Widyaiswara juga melaksanaan Kegiatan fasilitasi Diklat Calon Widya Sebanyak 4 angkatan dan Seleksi calon Widyaiswara jalur JPT dengan Rincian Sebagai Berikut.

Center for Widyaiswara (Government Trainer) Fostering is responsible for formulating policies and fostering Widyaiswara positions, developing information systems; as well as providing technical and administrative assistance to the Center for group of functionals. In 2015, 3 regulation concerning Widyaiswara fostering policy have been formulated.

01

01

02 03

02

Revision of NIPA Chairman Regulation number 4 year 2006 Concerning Widyaiswara Training Implementation Guidance for Leadership Training Level III and NIPA Chairman Regulation number 5 year 2006 Concerning Leadership Training Level IV Implementation Guidance Revision of NIPA Chairman Regulation number 5 year 2010 Concerning Implementation Guidance of Training and Selection for Prospective Widyaiswara Formulation of Widyaiswara Training Implementation Guidance for Pre Service Training Level 1 and 2 Widyaiswara Training Implementation Guidance for Pre Service Training Level II In addition to carrying out the above activities, this center carries out 4 batches of training facilitation for Widyaiswara (Government Trainer) candidates and selection of widyaiswara.

03

Grafik Jumlah Peserta Diklat calon Widyaiswara Number of Widyaiswara (Government Trainer) Candidates Training Participants

Sedangakan jumlah Peserta dari seleksi Widyaiswara Jalur JPT sebanyak 87 peserta yang berasal dari berbagi instansi. Eighty Seven (87) participants of Widyaiswara selection came from leadership position from various institutions.

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Education Training


Pusat Pembinaan Widyaiswara juga melaksanakan Kegiatan Pengembangan Widyaiswara melalui fasilitasi diklat berjenjang sebanyak 19 angkatan, dengan rincian jumlah alumni diklat berjenjang sebagai berikut:

03

Number of Widyaiswara Training Alumni, All grades, 2015

In 2015 Center for Widyaiswara Fostering conducted 19 batches training facilitation for various levels. The number of Widyaiswara training alumni for all grades is summarized in the following chart. Pusat Pembinaan Widyaiswara juga melakukan Fungsi Evaluasi dan Pemantauan yang melaksanakan kegiatan Penilaian dan Penetapan Angka Kerdit Widyaiswara. Dalam melakuakan penilaian dan menetapkan angka kredit, Pusat Pembinaan Widyaiswara TPP melaksanakan sidang sebanyak 4 kali dalam 1 tahun yaitu Januari, April, Juli, dan Oktober. Jumlah Daftar Usulan Penilaian Angka Kredit (DUPAK) yang masuk per periode sidang tahun 2015 dirinci sebagai berikut: Center for Widyaiswara Fostering conducted Monitoring and Evaluation through Widyaiswara Credit Point Assessments. In 2015, this center as Central Assessment Team, carried out 4 assessment meetings: in January, April, July and October. The Number of Proposed Credit Point Assessment (DUPAK) submitted and verified (recommended for promotion) per period of assessment can be seen in the following chart: Dalam fungsi Pemantauan Widyaiswara, Pusat Pembinaan Widyaiswara melaksanakan Penyusunan Database Widyaiswara Berdasarkan Nomor Induk Widyaiswara (NIWN). Adapun jumlah Widyaiswara yang pada tahun 2015 telah mendapatkan Nomor Induk Widyasiwara adalah sebagai berikut: In exercising monitoring function, Center for Widyaiswara Fostering developed Widyaiswara Database based of Widyaiswara Identification Number (NIWN). The following chart recorded the number of Widyasiwara who have received Identification Number in 2015.


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03

Diklat


Jumlah Widyaiswara yang Telah Memiliki Nomor Induk Widyaiswara / Number of Widyasiwara Receiving Identification Number (2015)

Di tahun 2015, Rakor Kediklatan menjadi salah satu kegiatan Pusat Pembina Widyaiswara. Rakor dengan tema “Permasalahan Dan Tantangan Pengembangan Kompetensi ASN Dalam Rangka Meningkatkan Daya Saing Nasional” membahas beberapa hal antara lain:

01

01

02

02

03

Dinamika Kebijakan Pembinaan Diklat ASN, dengan narasumber Kapus Diklat KAN, Kapus Diklat TF, Badan Diklat Provinsi Jawa Tengah.

03

MenPAN dan RB Yuddy Chrisnandi pada Rakor tersebut dalam Keynote speech-nya mengatakan bahwa Instansi penyelenggara diklat harus dapat memahami bahwa saat ini ASN diarahkan untuk bertansformasi dari Role Base Birokrasi menjadi Performance Base Birokrasi dan pada waktunya nanti trasformasi ASN menjadi dynamic governance pada tahun 2025. MenPAN dan RB memberikan pesan penting kepada setiap instansi pemerintah untuk melakukan hal hal sebagai berikut:

Minister of State Apparatus and Bureaucratic ReformYuddy Chrisnandi, during his keynote speech mentioned that it is essential for training institutions to understand that at present ASN is directed to transform from Role Base to Performance Base Bureaucracy, and finally toward dynamic governance in 2025. He further conveyed an important message to all government agencies:

Permasalahan dan tantangan pengembangan kompetensi ASN dalam rangka meningkatkan daya saing nasional dengan narasumber dari Kemenpan RB, LAN dan BKN. Tantangan perencanaan dan penganggaran pengembangan kompetensi ASN, dengan nara sumber dari Komisi II DPR RI, Dirjen Anggaran, dan Direktur Aparatur Bappenas.

44

In 2015, Center for Widyaiswara Fostering organized training coordination meeting. This meeting encapsulated theme “National Civil Service Apparatus (ASN) Competence Development Issues and Challenges: Towards National Competitiveness Improvement” discussed several issues, among others:


Problems and challenges in ASN competence development in order to improve national competitiveness, presented by speaker from Ministry of State Apparatus and Bureaucratic Reform, NIPA and National Civil Service Agency. The challenge in planning and budgeting for ASN competence development, presented by speaker from the House of Representatives-Commission II, Directorate General of Budgetting, and Director of Apparatus-National Planning Board. Dynamics of ASN Training Development Policy, presented by the Head of Center For National Apparatus Leadership Training, Center For Technical and Functional Training, Central Java Province Training Agency.


Education Training


03


45

a. Setiap instasi wajib menyusun standar kompetensi jabatan yang ada dilingkunganya khususnya jabatan jabatan teknis sebagai pelaksanaan tugas pokok organisasinya; b. Setiap instansi wajib melakkanan analsisis kesenjangan kompetensi , antara kompetensi jabatan dan kompetensi pegawai sehingga profil kompetensi pegawai tersusun dengan baik; c. Setiap instansi wajib melakukan analisis kesenjangan antara standar kinerja dengan kinerja pegawai sehingga kenerja masing masing pegawai yang ada dilingkungannya dapat diketahui; d. Dengan dikoordinasikan oleh lembaga administrasi negara setiap instansi wajib merencanakan kebutuhan pengembangan kompetensi di instansi dalam lima tahun kedepan yang dirinci setiap tahunnya disertai anggarannya, selanjutnya lembaga administrasi negara mengajukan rencana kebutuhan tersebut kepada kementerian PAN&RB untuk ditetapkan sebagai rencana nasional pengembangan kompetensi ASN. a. Each institution is required to compile job competency standards in the organization, particularly for technical positions as main implementer of organization functions; b. Each institution is required to conduct competency gap analysis, between functional competence standard and employees competence in order to have employees’ competence profile; c. Each institution is required to conduct gap analysis between performance standard and employees competence in order to get the picture of employees’ performance; d. In coordination with NIPA, each institution is required to develop competence development planning for the next five years, including the details of each year plan and budget. Subsequently, NIPA has to to follow up the plan by submitting competence development plan to the Ministry of State Apparatus and Bureaucratic Reform to be formulated as a national plan for ASN competence development.


03

Diklat


Center For National Apparatus Leadership Education And Training

Pameran Inovasi Diklatpim Tingkat I Leadership Training (Diklatpim) Level I Innovation Exhibition Pameran Inovasi PIM I diselenggarakan di Kampus PPLPN Lembaga Administrasi Negara Pejompongan. Eksebisi Produk Proyek Perubahan Diklatpim ini ditujukan untuk mensosialisasikan kepada masyarakat / stakeholder atas proyek perubahan peserta Diklatpim Tk. I sekaligus sebagai bentuk transparansi dan akuntabilitas hasil Inovasi Pejabat Publik kepada masyarakat/ stakeholder. Melalui eksibisi ini, diharapkan masyarakat luas mengetahui bahwa Pejabat Publik tidaklah diam, tetapi berusaha meningkatkan pelayanan terhadap masyarakat dan berinovasi melalui “Proyek Perubahan” di setiap Instansi masing-masing. Peserta pada pameran ini adalah seluruh peserta Diklatpim Tingkat I Angkatan XXX dan Diklatpim Tingkat I Angkatan XXXI serta melibatkan perwakilan kota dan kabupaten yang telah menjadi pilot project kedeputian inovasi dalam membangun Laboratorium Inovasi di daerahnya yaitu Yogyakarta, Muara Enim, Majalengka dan Ciamis. Di samping itu, dihadirkan pula para alumni Diklatpim Tk I dan II untuk menyaksikan pameran ini. Pameran ini dibuka secara resmi oleh Menteri Pemberdayaan Aparatur Negara dan Reformasi Birokasi. Leadership Training (Diklatpim) Level I Innovation Exhibition was held at NIPA Pejompongan Campus. Change Projects Exhibition was intended to disseminate changes project of Leadership Training participants to the public / stakeholders. In addition this event was held as a form of transparency and accountability of public official’s innovation results to the public/ stakeholders. This exhibition was expected to bring public awareness of public officials’ endeavors to improve service to the community and innovate through “Project Change” in each respective agency. All participants of Class of XXX and XXXI Leadership Training Level I participated in this exhibition. This innovation exhibition involved representatives from city/regencies that have been designated as Innovation Laboratorium, i.e.Yogyakarta, Muara enim, Majalengka, and Ciamis. The alumni of Leadership Training Level I and II were invited to attend the exhibition to explore various reform projects. The exhibition was officially opened by the Minister of Administrative and Bureaucratic Reform.

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Education Training


03

Diklat Kepemimpinan Pola Baru yang Diselenggarakan oleh Pusdiklat Kepemimpinan Aparatur Nasional Reformed Leadership Training 2015 Conducted by Center for National Apparatus Leadership Training

Pelaksanaan

Lokasi Benchmarking

Training Dates

Benchmarking Location

Number of Participants

XXX

5 Maret - 28 Agustus

Guangzhou, Tiongkok

30

XXXI

27 April - 30 Oktober

Seoul, Korea Selatan

30

XLI Kelas A

24 Februari - 25 Juni

XLI Kelas B

10 Maret - 2 Juli

Hongkong & Bangkok, Thailand Ho Chi Minh City, Vietnam & Manila, Filipina

XLI Kelas H

4 Agustus - 26 November

Phuket, Thailand dan Malaka, Malaysia

X

4 Mei - 4 September

Kota Palembang & Kota Padang

XI

23 Juni - 5 November

Kab. Banjar dan Kab. Bantaeng

IX

10 Agustus - 3 Desember

Kota Purwokerto

Batch

Diklatpim Tingkat I Leadership Training Level 1

XLI Class A

Diklatpim Tingkat II Leadership Training Level 2

XLI Class B

XLI Class H

Diklatpim Tingkat III Leadership Training Level 3

Diklatpim Tingkat IV Leadership Training Level 4

Jumlah Peserta

Angkatan

5 March - 28 August

27 April - 30 October

24 February - 25 June 10 March - 2 July

4 August-26 November

4 Mei - 4 September

23 June - 5 November

10 August - 3 December

60 60 60 (58 Lulus/ Passed, 2 Ditunda/ Postponed) 37 (36 Lulus/ Passed, 1 postponed) 43 (42 Lulus/ Passed, 1 p Ditunda/ Postponed) 40


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03

Diklat


Ceramah Best Practice Kepemimpinan Pada Penyelenggaraan Diklatpim Tk. I oleh Bapak Ganjar Pranowo – Gubernur Jawa Tengah Best Practise Leadership Lecture on Leadership Training level I by Mr. Ganjar Pranowo - Governor of Central Java

Pameran Inovasi Pimpinan Tinggi ASN oleh Peserta Diklatpim Tk. I Leadership Training Innovation Exhibitio

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Level


I

Ceramah Isu Strategis Pada Penyelenggaraan Diklatpim Tk. I oleh Ibu Susi Pudjiastuti – Menteri KKP Strategic Issues Lecture on Leadership Training Level I by Mrs. Susi Pudjiastuti - Minister of Marine Affairs and Fisheries

Benchmarking Peserta Diklatpim Tk. I di Guangzhou, Tiongkok

Benchmarking Peserta Diklatpim Tk. I di Seoul, Korea Selatan

Benchmarking Leadership Traning level I in Guangzhou, Tiongkok

Benchmarking Leadership Traning level I in Seoul, Korea Selatan


Education Training


03

Kegiatan Balai Bahasa Tahun 2015 Language Center Activities in 2015 Pada tahun 2015 UPT Balai Diklat Bahasa menyelenggarakan Diklat Kebahasaan sebanyak 6 kelas, 1 sosialisasi LAN ECSCS Test dan 1 penyusunan modul Diklat. In 2015, Language Center held 6 class Language Training, Socialization NIPA ECSCS, and Training module drafting. No 1

Kegiatan Activities Diklat Kebahasaan 5 hari 5 Days Language Training

Waktu Pelaksanaan Time Schedule Januari-November 2015 January-November 2015 Januari-November 2015 January-November 2015

Jumlah Kelas/Peserta Number of Class/Participant 21 kelas/class

2

Proficiency Test

250 peserta/participant

3

Diklat Academic Writing and Presentation Skills Academic Writing and Presentation Skillsc Training

5-9 Oktober 2015 5-9 October 2015

1 kelas/class

4

Diklat Language for Executives / Language for Executives Training

26-30 Oktober 2015 26-30 October 2015

1 kelas/class

5

Sosialisasi LAN ECSCS Test kepada Lembaga Diklat Seluruh Indonesia Socialization NIPA ECSCS Test to Indonesian Training institution

September-Oktober 2015 September-October 2015

400 peserta/participant

6

Penyusunan Modul Academic Writing and Presentation Skills/ Academic Writing and Presentation Skills module drafting

Jan – Juli 2015 January-July 2015

1 Laporan/report


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03

Diklat


Center for Technical and Functional Training

Reform Leader Academy (RLA) Pada tahun 2015, Pusdiklat Teknis dan Fungsional kembali menyelenggarakan Diklat Reform Leader Academy (RLA) angkatan II dan III. RLA Angkatan II dan III tahun 2015 diselenggarakan selama 16 minggu (834 JP). RLA Angkatan II yang dimulai tanggal 27 Juli 2015 sampai dengan 13 November 2015 mengambil tema ”Infrastructure And Bussiness Regulatory Framework” yang diikuti sebanyak 24 orang. Sedangkan untuk angkatan III mengambil tema ”Connectivity for Better Synergy : Alignment Between Transportation, Logistics, Information Technology And Regional Development” dari tanggal 14 September sampai dengan 4 Desember yang diikuti sebanyak 25 orang. Penyelenggaraan RLA selain bertempat di Kantor Pusat LAN dan Kampus PPLPN LAN Pejompongan juga melakukan benchmarking ke beberapa institusi yang ada di Singapore bekerja sama dengan Civil Service College. In 2015, Center for Technical and Functional Training organized Reform Leader Academy (RLA) Training batch II and III. This training was held for 16 weeks (834 Teaching Hours). Batch II was held from 27 July 2015 to 13 November 2015. This training encapsulated theme on “Infrastructure and Bussiness Regulatory Framework”, attended by 24 participants. For batch III, the training encapsulated theme on “Connectivity for Better Synergy: Alignment between Transportation, Logistics, Information Technology And Regional Development”. Batch III was held from 14 September to 4 December, attended by 25 participants. Reform Leader Academy was held at the Head Office of NIPA and Pejompongan Campus. This training involved benchmarking process to several institutions in Singapore, facilitated by Singapore Civil Service College.

Diklat Reform Leader Academy (RLA) Angkatan III Tahun 2015 RLA Batch III 2015

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One of benchmarking activity in Singapore


Education Training


03

Pencanangan Gerakan Asn Pelopor Bina Damai Declaration of Movement on ASN as Pioneer of Peace Building Pada tanggal 10 November 2015, LAN melalui Pusdiklat Teknis dan Fungsional melakukan Pencanangan Gerakan ASN Pelopor Bina Damai di Indonesia. Kegiatan ini diprakarsai oleh Lembaga Administrasi Negara, Kementerian Desa, Pembangunan Daerah Tertinggal dan Transmigrasi dan Peace Through Development in Disadvantaged Areas (PTDDA)-UNDP yang merupakan rangkaian kegiatan dari tahun 2013. Gerakan ASN sebagai pelopor bina damai di Indonesia dinilai sesuai dengan amanat UU nomor 5 tahun 2014 tentang ASN yang menyebutkan tiga fungsi ASN sebagai pelaksana kebijakan publik, pelayan publik serta sebagai perekat dan pemersatu bangsa. Amanah UU ASN tersebut dapat diwujudkan apabila ASN memiliki kompetensi sosio-kultural, selain kompetensi teknis dan manajerial. LAN sebagai pelopor diklat Bina Damai terus mengembangkan konsep tentang kompetensi sosio-kultural On 10 November 2015, NIPA trough the Center for Technical and Functional Training launched the Movements for ASN Pioneers of Peace in Indonesia. This activity was initiated by NIPA, Ministry of Rural, Disadvantaged Area Development and Transmigration in collaboration with Peace through Development in Disadvantaged Areas (PTDDA)-UNDP as part of a series of activities started in 2013. Movement for ASN to become pioneer of peace building in Indonesia was considered in accordance with the mandate of Law Number 5 Year 2014 on the National Civil Service Apparatus (ASN). This law stipulated three functions of ASN as public policy executor, public servants as well as agent for unifying the nation. In order to implement mandate of the Law, sociocultural competence is required, in addition to technical and managerial competence. NIPA as a pioneer of Peace Building training continues to develop the concept of sociocultural competence.


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03

Diklat


Penyusunan Modul Revolusi Mental ASN ASN Mental Revolution Training Modules Writing Penyusunan modul pelatihan revolusi mental bertujuan sebagai pendukung pelatihan revolusi mental dan merupakan salah satu bagian dari kampanye untuk mendukung penyebarluasan doktrin revolusi mental bagi aparatur negara yang diharapkan mampu mengakselerasi perubahan mindset ASN agar memiliki budaya melayani, dan memberikan pesan kepada masyarakat tentang tekad pemerintah untuk hadir dan memberikan pelayanan publik yang lebih baik. Modul revolusi mental terbagi kedalam 11 bagian, yaitu : konsepsi dan kebijakan revolusi mental dalam nawacita, Pancasila sebagai kepribadian dan jati diri bangsa, citra diri pemimpin yang berkarakter, membangun karakter kepemimpinan yang melayani, membangun karakter kepemimpinan dalam inovasi pelayanan public, kepemimpinan dan budaya organisasi, membangun budaya kerja pelayanan pegawai ASN, membangun pola piker ASN (Aktualisasi Pengembangan Kepribadian), membangun ketahanan keluarga menuju Indonesia berkepribadian, membuat rencana aktualisasi nilai-nilai revolusi mental (Personal Goal Setting), building rapport (interpersonal relationship) bagi ASN dalam melakukan revolusi mental. Mental Revolution Modules writing was conducted to support mental revolution training as part of the campaign to support dissemination of mental revolution doctrine to the civil service apparatus (ASN). This training is expected to accelerate mindset change of the ASN in order to be committed in serving the public, as well as to convey message about government’s strong will for providing better public services. Mental revolution Modules consist of 11 sections, namely: policy conception and mental revolution within nawacita (9 priorities of government agenda), Pancasila (national principles) as the nation’s personality and identity, leaders with character, building servant leadership character, building character of leadership in public service innovation, leadership and organizational culture, building civil servants apparatus culture of service, building civil servants apparatus mindset (Actualization of Personality Development), building family resilience towards Indonesian with character, formulating actualization plan of mental revolution values (Personal Goal Setting), building rapport for conducting mental revolution.

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Education Training


03

Diklat Teknis Dan Fungsional Pusdiklat Teknis Dan Fungsional 2015

Technical and Functional Training 2015 by Center for Technical and Functional Education And Training

23 Februari - 25 April 23 February - 25 April

7 - 10 April 7 - 10 April

18 - 21 Mei 18 - 21 May

Diklat dan Seleksi calon Widyaiswara Training for Prospective Trainers

Diklat Penulisan Kasus dalam Memaksimalkan Pembelajaran Case Study Training

19 Mei - 1 Juli 19 May - 1 July

6 - 9 September 6 - 9 September

1 - 4 September 1 - 4 September

Diklat WI berjenjang Tingkat Utama Training for Senior Level Trainers

Diklat Revolusi Mental Bagi Pegawai ASN Mental Revolution Training for Civil Servants

Pelatihan Bina Damai bagi Pegawai ASN Peace Building Training for Government Apparatus Performance Report Training

Diklat Penyusunan LKIP Government Organization Performance Report Training


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Ringkasan

01


INOVASI PUSAT INOVASI TATA PEMERINTAHAN PUSAT INOVASI PELAYANAN PUBLIK PUSAT INOVASI KELEMBAGAAN DAN SUMBER DAYA APARATUR PUSAT PROMOSI INOVASI DAN PENGEMBANGAN KAPASITAS

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4

Summary


01

Kiri ke kanan Dr. P.M. Marpaung, M.Sc (Kepala Pusat Promosi Inovasi dan Pengembangan Kapasitas), Erfi Muthmainah, SS, MM (Kepala Pusat Inovasi Pelayanan Publik), Dr. Adi Suryanto, M.Si (Kepala LAN RI), Dr. wTri Widodo Wahyu Utomo, SH, MA (Deputi Bidang Inovasi Administrasi Negara), Dr. Basseng, M.Ed (Kepala Pusat Inovasi Tata Pemerintahan) Annual Report 2015 LAN RI 55

04

Ringkasan Kajian Kebijakan Diklat

Inovasi

PKP2A STIA LAN Pengembangan Kapasitas

Center For Governance Innovation

Laboratorium Inovasi Administrasi Negara

Public Administration Innovation Laboratory

Dengan didasarkan adanya amanat UU No. 23 tahun 2014 tentang Pemerintahan Daerah, Pasal 386 menyatakan bahwa “dalam rangka peningkatan kinerja penyelenggaraan pemerintahan daerah, pemerintah daerah dapat melakukan inovasi, yang dipahami sebagai semua bentuk pembaharuan dalam penyelenggaraan pemerintahan daerah”. Inovasi yang dimaksud mengandung pengertian bahwa semua bentuk pembaharuan dalam penyelenggaraan Pemerintahan Daerah berpedoman pada prinsip: peningkatan efisiensi, perbaikan efektivitas, perbaikan kualitas pelayanan, tidak ada konflik kepentingan, berorientasi kepada kepentingan umum, dilakukan secara terbuka, memenuhi nilai-nilai kepatutan, dan dapat dipertanggungjawabkan hasilnya serta tidak untuk kepentingan diri sendiri.

Based on Law No. 23 of 2014 on Regional Government, Article 386 states that “in order to improve performance of regional administration, local governments are able to perform innovation, that can be translated as all forms of reform in local governance”. All forms of innovation conducted by regional administration in this sense, must be guided by the following principles: increased efficiency, improved efficacy, improved quality of service, no conflict of interest, public interest oriented, transparent implementation, meet the values of appropriateness, accountable of results and must no be conducted for personal gain.

Berdasarkan hal tersebut, Lembaga Administrasi Negara (LAN) berupaya untuk menyikapi dengan membangun Laboratorium Inovasi Administrasi Negara yang diperkuat dengan dikeluarkannya Keputusan Kepala LAN Nomor 32/K.1/HKM.03.01 tentang Penyelenggaraan Laboratorium Inovasi Administrasi Negara. Melalui Pusat Inovasi Tata Pemerintahan, penyelenggaraan Laboratorium Inovasi dibangun melalui program kerjasama (cost sharing) antara LAN dengan instansi pemerintah baik pusat maupun daerah yang bersifat pendampingan, asistensi, dan fasilitasi terhadap penumbuhkembangan semangat dan aksi nyata dalam berinovasi, khususnya sektor publik. Inovasi sektor publik pada prinsipnya berisikan dimensi sikap (soft) dan dimensi teknis (hard). Dimensi sikap berurusan dengan bagaimana menggungah pengambil kebijakan untuk berinovasi, sedangkan dimensi teknis berurusan dengan penguasaan pengetahuan teknis (manajerial dan substantif) yang dibutuhkan oleh suatu inovasi. Kegiatan lnovasi Administrasi Negara yang dituangkan dalam pengelolaan Laboratorium Inovasi Administrasi Negara ditempuh melalui 5 (lima) tahapan yaitu Tahap Drum up, Diagnose, Design, Deliver, dan Display. Setiap tahapan tersebut memiliki tujuan dan metode tersendiri yang saling bersinergi untuk menghasilkan suatu inovasi; yang dikenal sebagai Metode 5D. Drum Up merupakan tahap pertama untuk menginspirasi dan menggugah semangat berinovasi. Diagnose sebagai tahap kedua dalam rangka mengidentifikasi dan menemukan ide inovasi. Design sebagai tahap ketiga, melakukan perancangan desain /prototype inovasi secara lebih detail dan siap untuk diimplementasikan. Deliver yang merupakan tahap keempat yakni mengimplementasikan, memonitoring, dan mengevaluasi implementasi inovasi. Dan tahap terakhir yaitu Display, yang dipersiapkan untuk melakukan festival dan promosi inovasi.

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In response to Law, NIPA introduced Public Administration Innovation Laboratory, supported by the enactment of NIPA chairman Decree No. 32 / K.1 / HKM.03.01 on the Implementation of Public Administration Innovation Laboratory. The Center for Governance Innovation, organized Innovation Laboratories through cooperation programs (cost sharing) between LAN and various government agencies at central and local levels. The cooperation activities involve advisory, assistance, and facilitation in cultivating passion and concrete action to innovate, especially in public sector.

Public sector innovation in principle consists attitude (soft) and technical dimensions (hard). Attitude dimension concerns with ways to encourage policy makers to innovate. Technical dimensions concerns with mastery of technical knowledge (managerial and substantive) needed for an innovation. Public Administration lnnovation activities in this sense, is conducted through five (5) phases, namely Drum up, Diagnose, Design, Deliver, and Display. Each stage has its own purpose and method that are synergized to produce an innovation. These methods, known as 5D. Drum Up is the first stage to inspire and arouse the spirit of innovation. Diagnose as the second phase is aimed at identify and discover the idea of innovation. Design as the third stage, design the innovation prototype in more detail and ready to be implemented. Deliver which is the fourth stage involves implemention, monitoring and evaluation of the innovations. And the last stage is the Display, subsequently is prepared for festival and promotion of innovation.

Summary Policy Research Education Training

Innovation

Local Office STIA LAN Capacity Development

04

Kota Yogyakarta Yogyakarta City Sebagai perwakilan salah satu kota di Pulau Jawa, Kota Yogyakarta mengawali kegiatan Laboratorium Inovasi Administrasi Negara dengan dilakukannya penandatangan SPK oleh Sekretaris Daerah dan Kepala Pusat Inovasi Tata Pemerintahan, sebagai bentuk komitmen persetujuan kerjasama pelaksanaan Laboratorium Inovasi. Melalui metode 5 D yang telah dilaksanakan, inovasi Kota Yogyakarta telah menghasilkan sebanyak 120 ide inovasi dan rencana aksi inovasi, dengan 67 display inovasi yang dipamerkan pada festival inovasi Kota Yogyakarta. As a representative of cities in Java, Yogyakarta initiated Public Administration Innovation Laboratoty by agreeing on Letter of Cooperation Agreement SPK between the Regional Secretary and the Head of Center for Governance Innovation. This letter outlined commitement of cooperation agreement for the implementation of Innovation Laboratory. Through the ‘5D’ method that has been implemented, Yogyakarta has come up with a total of 120 ideas of innovation and innovation action plan, with 67 innovations has been displayed at the Yogyakarta innovation festival.

Kabupaten Muara Enim Kabupaten Muara Enim Pelaksanaan Laboratorium Inovasi Kabupaten Muara Enim diawali dengan dilakukannya Sosialisasi Laboratorium Inovasi Administrasi Negara, yang dibuka oleh Dr.Adi Suryanto, M.Si (Sekretaris LAN RI), dalam memberikan arahan untuk membantu dan memberikan kemudahan daerah dalam membangkitkan dan menginspirasi berinovasi, membantu menggali ide-ide inovasi, internalisasi dan sosialisasi ide inovasi, merancang desain inovasi, monitoring dan evaluasi inovasi, dan membantu menyelenggarakan display atau pameran inovasi pemerintah daerah. Dengan serangkaian tahapan pelaksanaan Laboratorium Inovasi (metode 5 D), Kabupaten Muara Enim telah menghasilkan sebanyak 79 Ide inovasi dan rencana aksi Inovasi. Dari sejumlah tersebut, hanya 74 yang mengikuti festival inovasi dalam tahap display. Implementation of Innovation Laboratory in Muara Enim was launched with Socialization Public Administration Innovation Laboratory lead by Dr.Adi Suryanto, M.Si (formerly as NIPA Principal Secretary). This socialization was intended for providing direction to facilitate and encourage the region to innovate. The Center for Governance Innovation played some roles in assisting in developing ideas of innovation, internalization and socialization of innovation idea, designing innovation, monitoring and evaluation of innovation, and assissting in organizing the display or exhibition of local government innovation. Through the series Innovation Laboratory phase (5D method), Muara Enim produced as much as 79 innovation ideas and innovation action plan. Of this number, 74 of the innovations were displayed in innovation festival.

KabupatenMajalengka Kabupaten Majalengka Kabupaten Majalengka merupakan salah satu kabupaten yang berpotensi melakukan inovasi dengan dukungan sumber daya 26 Satuan Kerja Perangkat Daerah (SKPD) yang siap mencetuskan puluhan inovasi, untuk menjadi lumbung inovasi. Dengan telah ditandatanganinya MoU antara pihak Kabupaten Majalengka dengan LAN, menjadi “gong” awal dilakukannya Laboratorium Inovasi Administrasi Negara, yang telah telah menghasilkan 56 ide inovasi dan rencana aksi. Majalengka regency is one region that is potential to innovate. Twenty six work units (SKPD) are ready to support through various idea of innovation, to become the storehouse of innovation. Through the signing of the MoU between the Majalengka Administration and NIPA, the innauguration of Public Administration Innovation Laboratory, has resulted in 56 innovative ideas and action plans.


57

04


Inovasi


Center Public Service Innovation

Profil Best Practices Model Pengelolaan PTSP Di Indonesia

Profile of One Stop Service Management Model Best Practice

Penyusunan profil best practices model pengelolaan Pelayanan Terpadu Satu pintu (PTSP) yang dilakukan oleh Pusat Inovasi Pelayanan Publik bertujuan untuk memetakan inovasi yang telah dilakukan PTSP dengan kinerja terbaik, mengidentifikasi berbagai model pengelolaan PTSP serta menyusun sintesa model pelayanan perizinan dan non perizinan beyond PTSP.

Best practices profiling of One Stop Service (OSS) Management management model conducted by the Centre for Public Service Innovation aims to map innovations implemented by best performer OSS. This project, identified various models of OSS management and develop a synthesis of licensing and non-licensing services model beyond OSS

Kegiatan ini menghasilkan buku profil best practices model pengelolaan PTSP dan sintesa model pelayanan perizinan beyond PTSP yang memuat data dan informasi terkait inovasi yang dilakukan PTSP dalam memberikan pelayanan kepada masyarakat. Buku ini diharapkan dapat dijadikan referensioleh PTSP lain di Indonesia dalam melakukan inovasi dan meningkatkan pelayanan.

This project produced a best practices book profiling OSS management model and synthesis of beyond OSS licensing service model containing data and information related to innovation implemented by OSS in providing services to the public. The book is expected to become reference for OSS in Indonesia to produce innovation as well as to improve their service.

Kunjungan Lapangan ke BPMPTSP Kota Purwakarta dalam Penyusunan Profil Best Practice

Contoh BPMPTSP Kota Purwakarta

58



Innovation


Direktori Inovasi Administrasi Negara

Public Administration Innovation Directory

Dalam mempermudah pencarian informasi inovasi yang telah dilakukan dalam proyek perubahan Diklatpim I dan II pola baru serta memotivasi aparatur sipil negara dan instansi pemerintah untuk melakukan inovasi di instansi masing-masing maka Pusat Inovasi Pelayanan Publik menyusun direktori inovasi administrasi negara. Pengembangan dan diseminasi direktori inovasi administrasi negara menghasilkan buku Direktori Inovasi Administrasi Negara 2015 yang berisi bank data inovasi bidang administrasi negara termuktahir tentang proyek perubahan diklatpim I dan II pola baru sebagai bahan replikasi inovasi administrasi negara bagi aparatur sipil negara dan instansi pemerintah. Sedangkan diseminasi yang dilakukan di Makassar dan Aceh fokus pada penyebarluasan informasi menggenai direktori inovasi administrasi negara yang telah disusun dan meningkatkan innovation awareness di kalangan aparatur negara.

Center for Public Service Innovation developed Public Administration Innovation Directory in order to facilitate dissemination of information about innovation generated from change projects resulted from Reformed Leadership Training I and II as well as to motivate civil state apparatus and government to innovate in their respective agencies.

04

Public Administration Innovation Directory contains innovation data bank that may become inspiration for replication in various government agencies. Dissemination was conducted in Makassar and Aceh and was focused on the dissemination of information to enhance innovation awareness among state officials.

Kunjungan Lapangan Tata Ruang Pemukiman dan Kebersihan Kota Kab. Subang


59

04


Inovasi


Center For Institution And State Apparatus Innovation

Inovasi Pegawai Pemerintah dengan Perjanjian Kerja (PPPK)

Dengan ditetapkannya UU Nomor 5 Tahun 2014 tentang Aparatur Sipil Negara (ASN) membawa dampak perubahan yang signifikan dalam pengelolaan kepegawaian. PIKSA melakukan suatu kegiatan kajian inovasi untuk mencoba merumuskan satu model pengelolaan PPPK, khususnya dalam penentuan formasi kebutuhan dan prosedur rekrutmennya. Fokus ini dianggap penting dan strategis karena menjadi awal dalam tahapan pengelolaan PPPK. Apabila proses awal ini berhasil maka akan membawa dampak bagus kedepannya. Sebaliknya apabila proses ini gagal maka demikian juga proses selanjutnya. Dengan demikian penentuan formasi kebutuhan dan prosedur seleksi akan menjadi tolok ukur keberhasilan PPPK dalam upaya meningkatkan profesionalisme ASN.

Contract Based Government Personnel Innovation

The enactment of Law No. 5 of 2014 on the Civil State Apparatus (ASN) brought impact of significant changes in the management of government personnel. Center for Institution and Apparatur Resource Innovation (PIKSA) conducted a study to formulate a model for managing Contract Based Government Personnel (PPPK), particularly concern with determination of formation needs and recruitment procedures. This focus is considered as strategic importance as the initial stages in managing Contract Based Government Personnel. If this initial process is successful, the future impact will be substantial. Conversely, if this process is unsuccessful, subsequent process may not be successful. Thus, needs formation determination and selection procedures will become important issue for PPPK to contribute in improving professionalism of ASN.

60



Innovation


04

Arsitektur Lembaga Non Struktural - Non-structural Institution Architecture Penataan Lembaga Non Struktural dianggap sesuatu yang sangat penting karena tumpang tindih fungsi dengan kementrian/lembaga maupun in-efisiensi dalam penggunaan anggaran. Dalam inovasi arsitektur Lembaga Non Struktural ini menawarkan inovasi konsep atau cara pandang baru dalam merumuskan arsitektur Lembaga Non Struktural dalam rangka mengakselerasi kinerja pemerintahan. Melalui model inovasi ini, penataan Lembaga Non Struktural kedepan (baik pengembalian fungsi kepada kementerian/lembaga, penggabungan, dan/atau pembubarannya) dapat dilakukan secara masuk akal. Non-structural institutions arrangement is considered as important issue in Indonesian Public Administration concerned with their overlapping functions with the ministries / agencies and in-efficiency in budget utilization. Innovation of the non-structural institution architecture offers innovative concept or a new perspective in formulating non-structural institution architecture for government performance acceleration. Through this innovation model, non-structural institution arrangement (either the process to resume the function to the previous ministries / agencies, merging, and /or abolishment) can be done rationally.

Desain Progresif Kontekstual Organisasi Pemerintah Desa Progressive Contextual Design of Village Organizations Piksa menawarkan desain progresif kontekstual organisasi pemerintah dalam menata struktur perangkat desa berdasarkan karakteristik kewenangannya pasca uu nomor 6 tahun 2014 tentang desa. Dengan memperhatikan karakteristik urusan penunjang yang bersifat umum dan kebutuhan yang cenderung sama antara satu desa dengan desa lain, maka struktur urusan diusulkan untuk menjadi dua alternatif model, yaitu : Model slim (2 urusan) dan Model fit (3 urusan). Sementara dalam penyusunan struktur pelaksanan teknis (seksi) dilakukan ekstraksi urusan yang mampu mencerminkan tugas dan fungsi pemerintah desa. Alternatif model yang ditawarkan meliputi Model Konservatif (adopsi kebijakan) dan Model Progresif Kontekstual (self identity yang menonjolkan kekhasan desa). PIKSA offers progressive contextual design of government organizations in organizing the structure of village organizations based on characteristic of village authority, following the enactment of Law No. 6 of 2014 concerning Village. By taking into account the characteristics of generic supporting affairs and the needs that tend to be similar from one village to another village, the village affairs structure is proposed as two alternative models, namely: Slim Model (2 affairs) and Fit Model (3 affairs). While in the technical implementation structure formulation (sections), the affairs that reflect duties and functions of village government are selected. This study offers alternative models consists of Conservative Model (policy adoption) and Progressive Contextual Model (self identities that accentuate unique characteristics of the villages).


61

04


Inovasi


Center for Innovation Promotion and Capacity Development

Lomba Pemimpin Perubahan Change Leader Competition Lomba Pemimpin Perubahan di selenggarakan untuk memberikan apresiasi kepada para pemimpin perubahan yang ada di seluruh Indonesia. Sebagai peserta LPP adalah 5 besar alumni Diklatpim tingkat I & II pola baru angkatan 2013-2014 yang diselenggarakan oleh LAN dan Lembaga Diklat Pemerintah yang terakreditasi. Tahapan kegiatan Lomba Pemimpin Perubahan dimulai dari penyusunan panduan Lomba Pemimpin Perubahan di bulan Juni 2015 kemudian dilanjutkan dengan pengumpulan bahan peserta lomba di bulan juli 2015, selanjutnya seleksi administrasi pada bulan Agustus 2015, kemudian pada bulan September 2015 dilakukan validasi langsung ke peserta lomba untuk melihat implementasi Proyek Perubahan Peserta sekaligus seleksi substansi I. Seleksi substansi II dilakukan dengan rapat tertutup tim penilai untuk menentukan 5 grand finalist pada 15 Oktober 2015. Penentuan urutan 5 grand finalis dan juga pengumuman 5 grand finalist tersebut dilakukan pada tanggal 28 Oktober 2015 pada saat acara temu inagara di LAN-Pejompongan Change Leader Competition was organized to give appreciation for change leaders throughout Indonesia. Top 5 alumni of Diklatpim (Reformed Leadership Training) level I & II from batches of 2013 to 2014 organized by NIPA and accreditted training institution, were selected as participant of this competetition. Guidelines for this competition was formulated on June 2015, followed by the collection of material from participants on July 2015. Further administrative selection was held in August 2015. In September 2015 implementation of participants’ change projects was validated simultaneously with substantial selection I. Subsequently, on 15 October, substantial selection II was carried in a closed meeting involving assessment team to determine the five grand finalists. Selection and announcement of 5 grand finalists was conducted on October 28, 2015 during Inagara (Public administration Innovation) meeting in LAN-Pejompongan. Validasi Salah satu peserta Lomba Pemimpin Perubahan Di LIPI

Rapat Tertutup dengan tim penilai untuk menentukan 5 Grand finalist

62



Innovation


04

Temu INAGARA (Public Administration Innovation Meeting) Dilaksanakan pada tanggal 28-29 Oktober 2015, bertujuan untuk menyebarluaskan inovasi administrasi negara di KLD, di adakan dengan membuat talkshow dari narasumber yang berasal dari sektor Swasta (Dr.Antonius Alijoyo), Sektor Pemerintah (Dr. Syahrul Effendi, SH, MM) dan dari pengamat Inovasi Administrasi Negara (Prof. Dr. Agus Dwiyanto, MPA). Acara temu inagara dilaksanakan dalam dua hari, hari kedua peserta diajak untuk melihat pameran inovasi sebagai wujud konkrit dari apa yang telah disampaikan pada talkshow sebelumnya. Selain talkshow dan pameran inovasi administrasi negara juga sekaligus memberikan penghargaan kepada 5 pemenang lomba pemimpin perubahan, yaitu: 1. Dr. Suprajaka, MT; 2. Prof. Ir. Nizam, M.Sc., DIC., Ph.D 3. Dr. Siti Nuramaliati Prijono 4. dr. Lies Indriyati, Sp.A. 5. Hadi Puspita Inagara was held on 28-29 October 2015. This event aims to disseminate public administration innovation among government agencies. As part of this event, a talk show was organized involving speakers from the private sector (Dr. Antonius Alijoyo), Government Sector (Dr. Syahrul Effendi, SH, MM) and Public Administration Innovation observer (Prof. Dr. Agus Dwiyanto, MPA). During second day of this meeting, participants are invited to explore the exhibition of innovation as a concrete manifestation of what has been presented in the previous talk show. In addition, five winners of the change leader competition were announced. The winners who received award, namely: 1. Dr. Suprajaka, MT 2. Prof. Ir. Nizam, M.Sc., DIC., Ph.D. 3. Dr. Siti Nuramaliati Prijono 4. dr. Lies Indriyati, Sp.A. 5. Hadi Puspita


63

04


Inovasi


Pengembangan Kapasitas Capacity Development Program pengembangan kapasitas INAGARA (Inovasi Administrasi Negara) yang telah dilakukan oleh Pusat Promosi Inovasi dan Pengembangan Kapasitas pada tahun anggaran 2015, antara lain melalui kegiatan Workshop Laboratorium Inovasi, public lecture, dan Workshop for Champions of Innovation. MENPAN RB sejak tahun 2013 sudah mecanangkan “One Agency One Innovation” dan telah menghasilkan innovasi dari K/L/D. Namun demikian inovasi tersebut belum berkembang, karena hanya SKPD/Unit tertentu saja yang berinovasi dan belum melembaga. Untuk itu LAN RI melalui DIAN bermaksud melembagakan inovasi melalui Laboratorium Inovasi. Dalam rangka mensosialisasikan tahapan Innovation Public Administration, dan menumbuhkembangkan budaya inovasi di lingkungan Lembaga Administrasi Negara Republik Indonesia (LAN RI), serta menjaring fasilitator yang akan diterjunkan ke beberapa daerah binaan Laboratorium Inovasi, maka Pusat Promosi Inovasi dan Pengembangan Kapasitas, (P2IPK LAN RI) menyelenggarakan workshop laboratorium Inovasi (Inolab) pada senin-kamis, 4-7th mei 2015 In 2015 the Center for Innovation Promotion and Capacity Development conducted various Public Administration Innovation Capacity Development events, for instance Innovation Laboratory Workshop, public lecture, and Workshop for Innovation Champions. MENPAN RB since the year 2013 has declared “One Agency One Innovation”, resulted in various innovations prodeced by goevrnment institions. However, the innovations have not been institutionalized. NIPA through Deputy of Public Administration Innovation (DIAN) has taken initiatibe to institutionalize innovation through Innovation Laboratories. In order to socialize the stages of Public Administration Innovation, to foster culture of innovation within National Institute of Public Administration, as well as to recruit facilitators who will be deployed to multiple areas designated as Laboratory of Innovation, the Center for the Innovation Promotion and Capacity Building (P2IPK LAN RI) held a workshop on Innovation laboratory (inoLab). This workshop was held on May 4-7th 2015.

64



Innovation


04

List of Public Lectures 1-8: Public Lecture 1 2 3 4

5

6

7

8

TOPIC Asean Community : Implication in Innovation in Public Administration Public Sector Reform : Innovation in Public Administration Creative Thinking in Innovation in Public Administration Identifying Innovation in Assistng Innovation Replication Innovation Capacities of Organizations-How to Assess the innovativeness of Organizations as a Baseline for Promoting and Fostering Innovation Global Trend Human Centered Design as the Approach for Need Based Innovation Jurnalistik : Sarana Promosi Inovasi Administrasi Negara (Journalistic as Public Administration Innovation Promotion Strategy) Integrasi Penilaian Kompetensi ke dalam Diklat Kepemimpinan Pola Baru (Competence Assessmant Integration into Reformed Leadership Training)

Dateof Event

Speakers

Perticipants

10 -04- 2015

Dr. Makhdum Priyatno

25 participants

20 -04- 2015

Dr. Riant Nugroho

45 participants

19 -05-2015

Dr. Jay Wijayanto

30 participants

29 -05- 2015

Eko Susi Rosdianasari

32 participants

29 -07- 2015

Daniella Von Prondzonski (Expert)

32 participants

05 -08-2015

Daniella Von Prondzonski (Expert)

33 participants

20 -08-2015

Siswantini Suryandari

45 participants

01 -10-2015

Ir. Euis Nurmalia, M.Si

23 participants


65

Ringkasan

01


PKP2A PKP2A I LAN JATINANGOR PKP2A II LAN MAKASSAR PKP2A III LAN SAMARINDA PKP2A IV LAN ACEH

66


5

Summary


01

Kiri ke kanan Mariman Darto, SE, M.Si (Kepala PKP2A III Samarinda), Dr. Joni Dawud, DEA (Kepala PKP2A I Bandung), Dr. Adi Suryanto, M.Si (Kepala LAN RI), Dr. Muhammad Firdaus, MBA (Kepala PKP2A I Makassar), Ir. Faizal Adriansyah, M.Si (Kepala PKP2A IV Aceh) Annual Report 2015 LAN RI 67

05

Ringkasan Kajian Kebijakan Diklat Inovasi

PKP2A

STIA LAN Pengembangan Kapasitas

Center For Research And Education And Training For Government Apparatus I LAN Jatinangor

Kajian Model Talent Management dalam Pengembangan Karier Pegawai Negeri Sipil. Talent Management Model in Civil Service Career Development

Salah satu metode yang dapat digunakan untuk melaksanakan merit sistem di instansi pemerintah yang sejalan dengan perkembangan manajemen Sumber Daya Manusia (SDM) adalah dengan dilaksanakannya talent management. Kajian ini merekomendasikan model Talent Management dalam Pengembangan Karier ASN yang dapat digunakan untuk mewujudkan sistem merit dalam manajemen ASN, dengan cara merekrut, mengembangkan, serta mempertahankan pegawai yang memiliki talenta untuk menduduki Jabatan Pimpinan Tinggi. Dalam pelaksanaannya, model talent management yang dirumuskan ini menggunakan dua pendekatan, yaitu pendekatan inklusif dan pendekatan eksklusif. Pendekatan inklusif diterapkan pada tahap talent recruitment yang meliputi workforce planning dan selecting, yaitu dengan melibatkan seluruh ASN yang ada di suatu instansi, sedangkan pendekatan eksklusif diterapkan pada tahap talent development dan talent retention, yaitu dengan hanya melibatkan beberapa pegawai yang masuk ke dalam talent pool. Model Talent Management yang dirumuskan ini memiliki tiga dimensi, yaitu Dimensi Rekrutmen Talenta, Dimensi Pengembangan Talenta, dan Dimensi Retensi Talenta. Dimensi Rekrutment Talenta meliputi 2 (dua) tahapan, yaitu: Perencanaan ASN dan Seleksi ASN. Dimensi Pengembangan Talenta yang meliputi 3 (tiga) program utama yaitu Program Pemagangan, Manajemen Kinerja, dan Pelatihan untuk Mendukung Pencapaian dan Peningkatan Kinerja. Adapun Dimensi Retensi Talenta dalam jangka pendek digabungkan dengan model open recruitment dalam perencanaan penggantian pimpinan (succession planning) yang saat ini diberlakukan dengan berdasarkan kepada UU Nomor 5 Tahun 2014, Perpres Nomor 3 Tahun 2015, dan Permenpan dan RB Nomor 13 Tahun 2014. Agar Model Talent Management ini dapat diterapkan dengan baik, maka diperlukan persyaratan sebagai berikut: 1. Pimpinan Organisasi (Manajemen) memiliki Development Mindset. Pola pikir ini merupakan suatu pola pikir yang mengutamakan pengembangan pribadi-pribadi pegawai yang ada dalam organisasi tersebut. 2. Organisasi memiliki budaya kinerja (Performance Culture). 3. Dukungan pimpinan (Executive Sponsorship). 4. Infrastruktur dan sistem informasi SDM yang akurat (Good Human Resource Information System).

68


Implementation of talent management is one method to implement merit system in government agencies in line with the development of Human Resource Management (HRM). This study proposed a Talent Management Model for State Civil Apparatus career development to implement a merit system in State Civil Apparatus management, by recruiting, developing and retaining talented employees to hold leadership positions. In practice, this talent management model was developed employing two approaches, inclusive and exclusive approaches. Inclusive approach was applied in talent recruitment stage, including workforce planning and selecting, by involving all State Civil Apparatus in an agency. Exclusive approach was applied in talent development and talent retention stage, exclusively for a small number of employees who are selected into the talent pool. The proposed Talent Management model comprises of three dimensions, namely Talent Recruitment, Talent Development, and Talent Retention. Talent Recruitment Dimension involves State Civil Apparatus Planning and State Civil Apparatus Selection. Talent Development Dimension, includes three (3) main programs: Internship Program, Performance Management, and Training to Support Achievement and Performance Improvement. Talent Retention Dimension in short term, is merged with open recruitment model in the process of leadership succession planning, following the Law No. 5 Year 2014, Presidential Decree No. 3 Year 2015, and Minister of State Apparatus Empowerment and Bureaucracy Reform No. 13 Year 2014. For successful implementation of Talent Management model, the following requirements are neccessary: 1. Development Mindset of the Organizational Leadership (Management). This mindset prioritizes development of employee personalities in the organization. 2. Performance Culture. 3. Executive Support. 4. Accurate infrastructure and human resources information system.

Summary Policy Research Education Training Innovation

Local Office

STIA LAN Capacity Development

Rekomendasi yang diajukan dari kajian ini adalah sebagai berikut: 1. Menjadikan LAN sebagai pilot project untuk mengoperasionalkan Model Talent Management ini. 2. Perlunya kajian lebih lanjut untuk pengembangan talent management bagi kelompok Jabatan Non JPT. 3. Lembaga Administrasi Negara juga direkomendasikan untuk membuat kebijakan yang mendukung penyelenggaraan Talent Management, antara lain menyusun panduan mentoring, coaching, dan studi banding dalam rangka talent development. 4. Badan Kepegawaian Negara dan Kementerian Pendayagunaan Aparatur Negara dan Reformasi Birokrasi direkomendasikan untuk mengembangkan talent pool nasional khusus untuk JPT Madya dan Utama. 5. Pada tahun 2017, setiap instansi (K/L/D) diharapkan mengalokasikan anggaran untuk pengembangan talent pool, dalam rangka merespon amanah UU 5/2014 dan PP Manajemen ANS yang saat ini sedang di godog.

05

This study proposed following recommendations: 1. Operationalization of Talent Management Models through project piloting. 2. Conduction further studies on talent management development for Non Senior Leadership positions. 3. Formulation of policies that support the implementation of Talent Management, for instance guidance on mentoring, coaching, and comparative studies for talent development purpose. 4. National Personnel Board and the Ministry of State Apparatus and Bureaucratic Reform are recommended to develop national talent pool directed for Senior Leadership Position. 5. In 2017, each institution is expected to allocate budget for talent pool development, in order to respond to the mandate of Law Number 5 of 2014 on Civil State Apparatus and Government Regulation on Civil State Apparatus Management who are currently in the formulation process.

Bidang Diklat Aparatur Apparatus Training Section NAMA KEGIATAN Program

NO

WAKTU PELAKSANAAN Event

JUMLAH PESERTA Participants

RUPIAH MURNI 1

Pemantauan dan Pengendalian Penyelenggaraan Diklat Training Monitoring and Evaluation

Juni-November

-

2

Lokakarya Kediklatan Workshop on Training

17-18 Februari

75

PNBP DIKLAT PRAJABATAN DAN DIKLATPIM 1

Diklat Prajabatan Gol. III Angkatan I Pre Service Training, Batch I

19 Agustus-29 September

40

2

Diklat Prajabatan Gol. III Angkatan II Pre Service Training, Batch II


40

3

Diklat Prajabatan Gol. III Angkatan III Pre Service Training, Batch III


38

4

Diklat Prajabatan Gol. III Angkatan IV Pre Service Training, Batch IV

19 Oktober-1 Desember

40

5

Diklat Prajabatan Gol. III Angkatan V Pre Service Training, Batch V

19 Oktober-1 Desember

39

6

Diklatpim Tk. II Angkatan XLI Kelas D Leadership Training Level II, Batch XLI, Class D

31 Maret-31 Juli

60

7

Diklatpim Tk. II Angkatan XLI Kelas F Leadership Training Level II, Batch XLI, Class F

28 April-28 Agustus

60

8

Diklatpim Tk. III Leadership Training Level III

3 Maret-25 Juni

38

9

Diklatpim Tk. IV Leadership Training Level IV

19 Mei-17 September

40

PNBP TEKNIS (TECHNICAL TRAINING –NON TAX REVENUE BUDGET) 1

Diklat Karya Tulis Ilmiah Scientific Writing Training

12–14 Februari

25

2

Diklat Penatausahaan Keuangan Berbasis Akrual Kelas A Accrual Based Finance Administration, Class A

16 – 20 Maret

20


69

05


PKP2A


NAMA KEGIATAN Program

NO

70

WAKTU PELAKSANAAN Event

JUMLAH PESERTA Participants

3

Diklat Penatausahaan Keuangan Berbasis Akrual Kelas B Accrual Based Finance Administration, Class B

16 – 20 Maret

21

4

Diklat Pengelolaan Keuangan Berbasis Akrual Kelas A Accrual Based Finance Management, Class A

23 – 27 Maret

20

5

Diklat Pengelolaan Keuangan Berbasis Akrual Kelas B /Accrual Based Finance Management, Class B

23 – 27 Maret

21

6

Diklat Evaluasi Jabatan Kelas A Job Evaluation Training Class A

23 – 26 Maret

20

7

Diklat Evaluasi Jabatan Kelas B Job Evaluation Training Class B

23 – 26 Maret

20

8

Diklat Self Management Self Management Training

8 – 11 April

24

9

Diklat Evaluasi Jabatan Kelas C Job Evaluation Training Class C

21 – 24 April

28

10

Diklat Evaluasi Jabatan Kelas D Job Evaluation Training Class D

21 – 24 April

28

11

Diklat Pengelolaan Aset Daerah Kelas A Asset Management Training Class A

3 – 7 Agustus

19

12

Diklat Pengelolaan Aset Daerah Kelas B Asset Management Training Class B

3 – 7 Agustus

20

13

Diklat Teknis Aplikasi Teknologi Informasi Kelas A IT Application Training Class A

18 -22 Agustus

20

14

Diklat Teknis Aplikasi Teknologi InformasiIT Application Training Class B

18 -22 Agustus

21

15

Diklat Dasar Perpajakan Basic Training on Taxation

14-18 September

31

Assessment Kompetensi JPT Kementerian Desa, 22-23 Oktober 2015

Assessment Kompetensi Pejabat Assessment Kompetensi Pejabat Struktural Kota Serang, , 15 - 17 Struktural Kota Serang, , 26-27 Oktober 2015 August 2015

Executive Officials Competence Assessment of Village Ministry, 22-23 October 2015

Competence Assessment of Competence Assessment of Structural Officials, Serang City, 15 Structural Officials, Serang City, - 17 October 2015 26-27 August 2015



Local Office


Bimbingan Teknis Analisis Beban Diklat Dasar Perpajakan, 14 – 18 September 2015 Kerja, 17-18 September 2015

Diklat Prajabatan LAN, OktoberNovember 2015

Workload Analysis Technical Taxation Basic Training, 14 – 18 Assisstance , 17 – 18 September September 2015 2015

Pre Service Training, NIPA, 19 October-November 2015

Diklat Prajabatan Kabupaten Bandung, Agustus –September 2015 Pre Service Training, Bandung regency, 19 August-29 September 2015

DIKLATPIM TK. III, 2015 Leadersip Training Level III, 2015

Diklat Prajabatan Kota Depok, 19 Agustus – 29 September 2015 Pre Service Training, Depok, 19 August-29 September 2015

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Diklat Teknis Bendahara, 7 – 11 Agustus 2015 Technical training for Treasures, 7-11 August 2015

Lokakarya Peningkatan Kapasitas Daerah, 11 - 12 Agustus 2015 Local capacity Development Workshop, 11 - 12 August 2015


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PKP2A


Center For Research And Education And Training For Government Apparatus II LAN Makassar

Diklat Kepimpinan Tingkat II, III, Dan IV 2nd, 3rd, and 4th Level Leadership Training Pada tahun anggaran 2015 PKP2A II LAN Makassar menyelenggarakan Diklat kepemimpinan Tingkat II sebanyak 4 kelas, Diklat Kepemimpinan Tingkat III sebanyak 2 Kelas, dan Diklat Kepemimpinan Tingkat IV sebanyak 1 Kelas yang bertujuan untuk menyiapkan para Pejabat Pemerintah yang memiliki kompetensi sebagai pemimpin perubahan. Peserta Diklat Kepemimpinan berasal dari berbagai daerah di Indonesia Timur diantaranya Papua Barat, Gorontalo, Sulawesi Tenggara, TVRI. Untuk Diklat Kepemimpinan Tingkat II, benchmarking dilakukan dengan mengambil Lokus di Negaranegara tetangga seperti Singapore Health Service, Singapore Marina Barrage and Reservoir, Town Planning Board Hongkong, Thailand Department Of Local Administration, Vietnam National Of Public Administration. Sedangkan Diklat Kepemimpinan Tingkat III dan IV mengambil lokus di dalam negeri seperti Provinsi Bali, Provinsi Jawa Timur, Provinsi Sulawesi Tengah, dan berbagai daerah lainnya di Indonesia. In fiscal year of 2015 PKP2A II Makassar organized 4 classes of 2nd Level Leadership Training, 2 classes of 3rd Level Leadership Training, and 1 class 4th Level Leadership Training. Leadership Training aims to prepare the government officials with leadership competence as change leaders. The participants came from various regions in eastern Indonesia, including West Papua, Gorontalo, Sulawesi Tenggara, TVRI (Television of Republic Indonesia). During 2nd Level Leadership Training the participatnts conducted benchmarking in neighboring countries such as Singapore Health Service, Singapore Marina Barrage and Reservoir, Hong Kong Town Planning Board, the Local Administration Department of Thailand, Vietnam National Of Public Administration. For 3rd and 4th Level Leadership Training, benchmarking were conducted in Bali, East Java, Central Sulawesi Province, and various other areas in Indonesia.

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Kajian Perspektif Gender Dalam Skenario Pengembangan Karier ASN Study On Gender Perspective In ASN Career Development Scenarios

Penyelenggaraan pemerintahan, pembangunan dan pelayanan masyarakat di daerah masih memerlukan peningkatan pengintegrasian aspek gender melalui penguatan kelembagaan, perencanaan, penyusunan, pelaksanaan, penganggaran, pemantauan, dan evaluasi atas kebijakan, program, dan kegiatan yang responsif gender. Untuk itu dalam pembangunan perlu dilakukan serangkaian upaya untuk meningkatkan kesetaraan gender. Kesetaraan Gender adalah kesamaan kondisi bagi laki-laki dan perempuan untuk memperoleh kesempatan dan hak-haknya sebagai manusia, agar mampu berperan dan berpartisipasi dalam kegiatan politik, ekonomi, sosial budaya, pertahanan dan keamanan, dan kesamaan dalam menikmati hasil pembangunan. Kajian ini diharapkan dapat menyusun skenario pengembangan karir Aparatur Sipil Negara (ASN) yang berbasis gender. Rekomendasi yang dihasilkan ditujukan agar dapat dijadikan bahan rujukan dalam pengambilan kebijakan terkait pengembangan karir berbasis merit system dan gender. Local governance, development and public services requires improvement in term of gender integration which can be done through institutional strengthening, planning, preparation, implementation , budgeting, policy monitoring and evaluation, programs , and activities that are gender responsive. Therefore, series of efforts to promote gender equality are needed in development process. Gender equality is equal opportunities for men and women to experience opportunities and rights as human beings, to be able to contribute and participate in the political, economic, social, cultural, defense and security, and equality in enjoying the fruits of development. This study is expected to draw up gender-based Civil State Apparatus (ASN) career development scenarios. Recommendation of this study is expected as reference for policy making related to career development and gender-based merit system.


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PKP2A


Center For Research And Education And Training For Government Apparatus III LAN Samarinda

Diklat Kepimpinan Tingkat II Leadership Training Level II PKP2A III LAN untuk pertama kalinya di tahun 2015 ini menyelenggarakan kegiatan Diklat Kepemimpinan Tingkat II yang dibuka pada tanggal 15 April hingga tanggal 13 Agustus 2015. Kegiatan ini diikuti oleh 60 (enam puluh) orang peserta yang berasal dari berbagai wilayah di Kalimantan, Sumatera, Bali, dan K/L. Hasil penilaian dari penyelenggaraan Diklatpim Tingkat II ini menempatkan 11 orang dengan nilai sangat memuaskan, 39 orang berhasil mendapat predikat memuaskan, 9 orang mendapatkan predikat cukup memuaskan sedangkan 1 orang lainnya tidak dapat melanjutkan kegiatan dikarenakan meninggal dunia. Penghargaan sebagai inovasi terbaik diberikan pada peserta dari Dinas Sosial Pemerintah Provinsi Kalimantan Timur dengan juduk proyek perubahan Peningkatan Pengentasan Kemiskinan melalui Program Kelompok Usaha Bersama Fakir Miskin. PKP2A III LAN for the first time organized Leadership Training Level II in 2015, commenced on 15 April to 13 August 2015. This training was attended by 60 (sixty) participants coming from various regions in Kalimantan, Sumatera, Bali and Ministries/Institutions. Based on evaluation, 11 participants fell into ‘very satisfactory’ category, 39 participants fell into ‘satisfactory’ category, 9 participants fell into ‘passed’ category. One participant was unable to continue the program due to his passing. Participant from Social Agency East Kalimantan Provincial Government was awarded best innovation with project change entitled Poverty Reduction Through Poor Group Joint Venture.

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Kajian Prospek Pembentukan Lembaga Litbang Daerah Kabupaten/Kota Di Provinsi Kalimantan Timur Study for Prospects of District/ City Level Research and Development Institution Establishment in East Kalimantan Province

Salah satu faktor penyebab rendahnya daya saing Indonesia adalah anggaran untuk meningkatkan kualitas SDM melalui program penelitian dan pengembangan (litbang) atau research and development (R&D) terbilang minim. Selain jumlah peneliti yang masih rendah, saat ini keberadaan lembaga litbang daerah yang ada di Indonesia juga belum mendapat perhatian khusus dari pemerintah. Hal tersebut tergambar dari masih beragamnya organisasi yang mewadahi lembaga litbang. Kondisi ini juga terjadi di Provinsi Kalimantan Timur, dimana dari sembilan kabupaten/kota yang ada di Provinsi Kalimantan Timur, baru tiga kabupaten/kota yang lembaga litbang nya diwadahi dalam SKPD tersendiri atau tercermin dalam nomenklatur SKPD nya. Berdasarkan analisis dari data yang ditemukan di masing-masing lokus, beberapa kesimpulan yang dapat dirumuskan adalah sebagai berikut: Daerah yang relatif lebih siap untuk membentuk lembaga litbang dalam jangka pendek adalah Kota Samarinda, Kota Balikpapan, Kabupaten Berau serta Kabupaten Penajam Paser Utara, sedangkan Kota Bontang, Kabupaten Paser dan Kabupaten Kutai Barat dapat membentuk lembaga litbang dalam jangka menengah-panjang. Faktor pendorong yang paling banyak dimiliki daerah dalam membentuk lembaga litbang adalah anggaran dan kebijakan pemerintah baik pusat maupun daerah. Faktor penghambat yang paling banyak ditemui di lapangan adalah dalam bidang publikasi, teknologi dan produk. Beberapa rekomendasi yang dapat dilakukan terkait pembentukan lembaga litbang di daerah, antara lain: Pemerintah Provinsi perlu melakukan diseminasi dan sosialisasi ke pemerintah daerah tentang urgensi lembaga litbang, termasuk melakukan penguatan fungsi litbang khususnya melalui rekruitmen fungsional peneliti dan membuat kebijakan yang dapat memperkuat fungsi litbang. Perlu juga melibatkan SKPD teknis terkait ruang lingkup kajian yang dilakukan agar hasil dan output kajian dapat digunakan. Pemikiran lain yang perlu dipertimbangkan adalah dengan memanfaatkan Balitbangda Provinsi yang relatif cukup memiliki SDM fungsional peneliti untuk melakukan penelitian secara kerjasama dengan SKPD teknis di daerah, atau dengan bekerjasama dengan unit litbang pemerintah daerah. One factor that contributed to low competitiveness of Indonesia is limited budget for human resources quality improvement through research and development program. In addition to limited number of researchers, currently the existence of local research and development institutions in Indonesia has not received special attention from the government. This is reflected on the diversity of organization fuctioning as research and development institutions. This condition can be found in East Kalimantan province as well. Out of nine districts / cities in East Kalimantan province, only three districts / cities that have particular research and developmemnt agencies. Based on data analysis, it is concluded that: the city of Samarinda, Balikpapan, Berau regency and Penajam Paser Utara are relatively better prepared to establish research and development institutions in the short term. Whereas Bontang City, Paser Regency, and Kutai Barat Regency, these regions are considered to have the capacity to establish research and development institutions in the medium to long term. Driving Factors in establishing research and development institutions including the budget and policies of central and local government. Impeding factors can be found concerning publications, technology and products. In line with the prospect of district/cty level research and development institution establisment, this study proposed recommendations as followed: The provincial government needs to conduct dissemination and socialization to local governments concerning the urgency of research and development institutions. In addition to that functions of research and development needs to be strenghtened, particularly through researchers recruitment and initiating policies strengthening research and development function. In addition, technical local government agencies should be involved in the studies so that outputs of the study can be better utilized. Besides, provincial research and development Agency that have adequate researchers should be encouraged to conduct research in cooperation with technical local government agencies in the area, or in collaboration with district/city level research and development institutions.


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PKP2A


Forum Komunikasi Badan Diklat se Kalimantan Kalimantan Region-Wide Training Agency Communication Forum Forum Komunikasi Badan Diklat se Kalimantan dilaksanakan pada tanggal 1 – 3 Oktober 2015 di Aula Kantor Gubernur Kalimantan Selatan ini dihadiri oleh ± 150 peserta yang terdiri dari perwakilan Badan Diklat seluruh Kalimantan beserta para Widyaiswara dan lulusan Diklat terbaik perwakilan dari masing-masing Badan Diklat. Acara ini dimulai dengan penandatanganan MoU antara LAN dengan Pj. Gubernur Kalimantan Selatan. Pokokpokok pembahasan yang menjadi perhatian antara lain: Pengembangan Program Diklat, Pengembangan Kapasitas Widyaiswara; Pengembangan Kapasitas Penyelenggara Diklat; Inovasi Kediklatan; dan Kerja sama antar Lembaga Diklat. Hasil dari diskusi kelompok ini menghasilkan sebuah kesepakatan yang diberi nama “Kesepakatan Banjar Baru”. Forum ini pun digunakan sebagai ajang untuk memperkenalkan SINOPADIK yang merupakan pedoman dan instrumen kompetisi inovasi pasca diklat kepemimpinan. Pada akhir kegiatan pun disepakati bahwa Forum Komunikasi Bandiklat se-Kalimantan selanjutnya akan dilaksanakan di Provinsi Kalimantan Utara pada tahun 2016. Kalimantan Region-Wide Training Agency Communication Forum was held on 1 to 3 October 2015 in South Kalimantan Governor Office Hall attended by ± 150 participants consisting of representatives from all over Borneo Training Agency along with trainers and the best training graduates representatives from each of the Training Agency. This event began with MoU signing between the NIPA with Acting Governor of South Kalimantan. The main points of discussion concerning Training Program Development, Trainers Capacity Building; Capacity Building for Training Officer; Training Innovations; and Cooperation between Training Institutions. This group discussions reached agreement entitled “Banjar Baru Agreement”. In addition, this forum was conducted as a platform to introduce SINOPADIK which is a guideline and instrument of post leadership training innovation competition. Finally,this forum has agreed on 2016 Training Agency Communication Forum to be held in North Borneo province.

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BINNET dan SINOPADIK BINNET and SINOPADIK Bin-Net atau Borneo Innovation Network adalah media berbagi pengetahuan (sharing knowledge) tentang berbagai ide atau gagasan kreatif/inovatif yang dihasilkan oleh lembaga/badan/organisasi pendidikan dan pelatihan (Diklat) aparatur yang berada di wilayah Kalimantan (Borneo) yang berbasis IT (information technology). Prinsipnya adalah Bin-Net menjadi wahana berbagi solusi atas berbagai persoalan kinerja organisasi bagi pemerintahan maupun swasta baik yang berorientasi profit maupun nirlaba. Salah satu implementasi BINNET adalah program Kompetisi Inovasi Pasca Diklat Kepemimpinan (SINOPADIK) bagi alumni Diklatpim yang berada di Kalimantan yang dilaksanakan 2016. SINOPADIK adalah ajang kompetisi bagi para alumni Diklat Kepemimpinan, baik di tingkat II, III, maupun IV di wilayah Kalimantan yang secara konsisten melanjutkan inovasi setelah lebih dari 6 (enam) bulan setelah berakhirnya Diklat Kepemimpinan. Kelima unsur yang dijadikan dasar penilaian SINOPADIK yaitu: Akuntabilitas, Transparasi, Partisipasi, Efektifitas dan Efisiensi, serta Kinerja Inovasi. Bin-Net or Borneo Innovation Network is an IT based media for knowledge sharing about various creative/ innovative ideas generated by civil service training institutions troughout Kalimantan (Borneo. Bin-Net serves as a platform for solutions sharing pertainto various organization performance problems either in government and private organizations, for-profit and non-profit not profit oriented organization. One example of BINET implementation is Post Leadership Training Innovation Competition program (SINOPADIK) for leadership training alumni in Kalimantan that will be conducted in 2016. SINOPADIK is competition for Leadership Training alumni, at level II, III, and IV in Kalimantan region that have been sustaining their innovation after more than six (6) months post Leadership Training. Evaluation criteria in SINOPADIK involved: Accountability, Transparency, Participation, Effectiveness and Efficiency, and Innovation Performance.


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PKP2A


Center For Research And Education And Training For Government Apparatus IV LAN Aceh Rakornas Litbang Tahun 2015 National Research Coordination Meeting 2015 Rakornas Litbang Tahun 2015 “Peran Kelitbangan Daerah Dalam Pengembangan Kompetensi Sosial Kultural Bagi Pegawai Aparatur Sipil Negara (ASN)”. Rakornas kelitbangan merupakan kegiatan yang rutin dilaksanakan setiap tahunnya oleh PKP2A IV LAN dengan pelibatan seluruh balitbangda se Sumatera dalam upaya memetakan berbagai isu strategis yang dapat dijadikan rekomendasi sebagai masukan dalam berbagai pertimbangan kebijakan pada konteks Reformasi Birokrasi. Rakor dilakukan di luar Aceh yang bekerja sama dengan Bappeda Sumatera Barat. Rakor yang bertema peran Kelitbangan Daerah Dalam Pengembangan Kompetensi Sosial Kultural bagi Pegawai ASN, memiliki tujuan memetakan peran kelitbangan dalam pengembangan kompetensi sosial kultural, memetakan karakteristik, potensi bentuk dan kebutuhan pelaksanaan kompetensi sosial kultural serta membangun dan menjaga jejaring kelitbangan manajemen ASN. Hasil yang diharapkan dari forum ini adalah terpetakannya ketiga isu dalam tujuan dimaksud sebagai kontribusi forum dalam pengembangan kompetensi sosial kultural. Rakor berlangsung selama satu hari ini diikuti oleh 30 orang peserta baik dari kedeputian kajian kebijakan, kedeputian diklat, seluruh PKP LAN dan Bappeda/Balitbang se sumatera serta BKD sumatera Barat. National Research Coordination Meeting 2015 “Regional Research Role in the Development of Social Cultural Competence for National Civil Servants Apparatus(ASN)”. National Research Coordination Meeting is an annual meeting organized by PKP2A IV LAN involving Regional Research Institution troughout Sumatra region as aplatform to map the strategic issues to be recommended as policy input pertain to Buraucracy Reforms. This meeting was held in cooperation with West Sumatra Planning Agency. With theme “Regional Research Role in the Development of Social Cultural Competence for National Civil Servants Apparatus(ASN)”, this meeting is aimed for mapping research role in developing socio cultural competence, characteristics, potential as well as needs in the implementation of socio-cultural competencies as well as building and maintaining research network in the isue of National Civil Servant Apparatus. This meeting is expected to produce map of these issues in as a contribution for development of socio-cultural competence. This one day coordination meeting was attended by 30 participants from Deputy of Policy Research, Deputy of Training, Regional Offices of NIPA, Local Planning/ Local Research Agencies trhoughout Sumatera region as well as Local Personnel Bureau throughout West Sumatra. Kajian Pengembangan Kompetensi Sosial Kultural Pegawai ASN di daerah Local Civil Service Apparatus Social Cultural Competency Development Study

Sosio kultural memberikan impact bagi kehidupan pemerintah. Sebagai contoh, dasar Negara Indonesia, Pancasila dan konstitusi Negara Indonesia, Undang-Undang Dasar 1945 dibuat dengan menjunjung tinggi nilai-nilai social kultural yang ada di dalam masyarakat Indonesia. Pegawai ASN harus memiliki suatu sikap mental bangsa yang tercermin dalam perbuatan atau tingkah laku berupa kepatuhan dan ketaatan. Pembinaan perlu diberikan berkenaan dengan norma-norma kehidupan yang berlaku dengan keyakinan bahwa dengan norma-norma tersebut, tujuan nasional yang telah disusun dapat tercapai. Kajian ini mengambil lokus di Provinsi Sumatera Utara dengan focus daerah adalah Kabupaten Deli Serdang dan Provinsi Aceh dengan focus daerah Kota Banda Aceh. Socio-cultural aspect has various impact on government affairs. For example, the state principles, Pancasila and the Constitution of Indonesia uphold social cultural values that exist in Indonesian society. Civil Service Apapratus should have a mental attitude of the nation which is reflected in the act or behavior in the form of compliance and observance. Advocacy on the norms is needed with the confidence that national goals that had been set chould be achieved through upholding these norms. This study was conducted in North Sumatra province, focusing in Deli Serdang area and the province of Aceh focusing in Banda Aceh.

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Advokasi Standar Pelayanan Advocacy on Service Standards PKP2A IV LAN Aceh melakukan program kegiatan advokasi penyusunan standar pelayanan public. Forum ini merupakan media yang tepat dan strategis dalam rangka mendorong institusi pemerintah yang lebih responsive terhadap tuntutan kebijakan dan harapan public. Tujuan dilakukannya kegiatan ini adalah untuk menstransformasi pengetahuan dan pemahaman teknis penyusunan standar pelayanan bagi Aparatur pemerintah daerah Provinsi Sumatera Utara. Rekomendasi dari Advokasi Standar Pelayanan pada Provinsi Sumatera Utara adalah perlunya melakukan koordinasi lebih lanjut untuk perkonsultasian SP kepada mitra kerja di Provinsi Sumatera Utara, Peningkatan kualitas dan kuantitas tenaga fasilitator advokasi Standar Pelayanan baik di lingkungan PKP2A IV LAN dan Biro Organisasi dan Balitbangda Sumatera Utara. Selain itu Pemerintah Provinsi Sumatera Utara melalui Biro Organisasi, perlu mengidentifikasi kembali instansiinstansi yang belum menyusun dan menerapkan SP, dan melakukan bimbingan lebih lanjut, serta mereplikasi ke instansi layanan publik lainnya. PKP2A IV LAN Aceh conducted advocacy activities concerning public service standard formulation.This forum is an excellent platform to encourage government institutions to be more responsive to policy demands and public expectations. This activity is directed to transfer knowledge and understanding of service standard formulation tehnique to the local government apparatus of North Sumatra Province. This Advocacy suggested to further coordinate for service standar consultation with agency partners in North Sumatra Province, Increasing the quality and quantity of Service Standard advocacy trainer in PKP2A IV LAN and the Bureau of Research and Development Organization trhoughout North Sumatra. Besides, North Sumatra Provincial Government through Organization Bureau, need to re-identify the agencies that have not formulate and implement Service Standard, to conduct further guidance, as well as extending replication of this standard to other public service agencies. Jumlah Alumni Diklatpim PKP2A IV LAN Aceh Tahun 2015 Number of Leadership Training Alumni conducted by PKP2A IV LAN Aceh, 2015

80 40 60

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Diklatpim TK. IV Angkatan I Leadership Training Level IV, Batch I

40

Diklatpim Tk. III Angkatan I Leadership Training Level III, Batch I

60

Diklatpim Tk. II Angkatan XLII Leadership Training Level II, Batch XLII


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Ringkasan

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STIA LAN STIA LAN JAKARTA STIA LAN BANDUNG STIA LAN MAKASSAR

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6

Summary


01

Kiri ke kanan Prof. Dr. Deddy Mulyadi, M.Si (Ketua STIA LAN Bandung), Dr. Adi Suryanto, M.Si (Kepala LAN RI), Prof. Amir Imbaruddin , MDA, Ph.D (Ketua STIA LAN Makassar), Dr. Makhdum Priyatno, MA (Ketua STIA LAN Jakarta)


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Ringkasan Kajian Kebijakan Diklat Inovasi PKP2A

STIA LAN

Pengembangan Kapasitas


Penerimaan Mahasiswa Baru Tahun 2015 2015 New Student Adminission

Seminar Internasional International Seminar Seminar Internasional STIA LAN Jakarta “Tantangan Peningkatan Kompetensi ASN Yang Berkinerja Tinggi Dalam Era Global” ini diselenggarakan sebagai salah satu upaya STIA LAN Jakarta untuk berpartisipasi dalam menjawab tantangan kompetensi bagi ASN agar dapat berkinerja tinggi di era global. Acara ini dibuka oleh Ketua STIA LAN Jakarta (Dr. Makhdum Priyatno, MA) yang sekaligus berperan sebagai moderator. Seminar ini menghadirkan sejumlah narasumber, yaitu Prof. Dr. Eko Prasojo, Mag.Publ.Rer dari Universitas Indonesia, Dr. Endang Suraningsih, MM dari LPP Yogyakarta, Julia To Dutka, EdD dari CGFNS International. The International seminar on “Challenges in State Civil Apparatus Competence Development, Elevating Performance in the Global Era”, was held as STIA LAN Jakarta effort to contribute in addressing challenges for elevating State Civil Apparatus performance in the global era. The program was opened by Chairman of STIA LAN Jakarta (Dr. makhdum Priyatno, MA) who performed as moderator as well. This seminar featured several speakers such as Prof. Dr. Eko Prasojo, Mag. Publ Rer from University of Indonesia, Dr. Endang Suraningsih, MM from LPP Yogyakarta, Julia To Dutka EdD from CGFNS International.

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Summary Policy Research Education Training Innovation Local Office

STIA LAN

06

Capacity Development

Kuliah Umum Public Lecture Kuliah umum diadakan di Graha Makarti Bhakti Nagari pada tanggal 25 Februari 2015yang dihadiri 250 mahasiswa STIA LAN Jakarta. Kegiatan ini membahas isu-isu actual terkait dengan kebijakan pemerintah oleh Prof. Dr. Pratikno, M.Soc.Sc, Menteri Sekretaris Negara. STIA LAN Jakarta organized public lecture in Graha Makarti Bhakti Nagari on February 25, 2015. The lecture was attended by 250 students of STIA LAN Jakarta. Actual issues on government policy became the center of discussion presented by Prof. Dr. Pratikno, M.Soc.Sc , Minister of State Secretary.

Launching dan Bedah Buku Book Launching and Review Kegiatan Launching dan Bedah Buku “Reformasi Birokrasi Kontekstual: Kembali ke Jalur yang Benar” karangan Prof. Dr. Agus Dwiyanto, MPA ini membahas jalannya Reformasi Birokrasi di Indonesia yang dipandang sudah keluar dari jalurnya. Oleh karena itu Reformasi Birokrasi perlu pembenahan kembali agar dapat kembali ke jalur semula dengan melibatkan pemangku-pemangku jabatan. Kegiatan ini dihadiri penulis buku sendiri yaitu Prof. Dr. Agus Dwiyanto, MPA, dengan Ketua STIA LAN Jakarta (Dr. Makhdum Priyatno, MA) sebagai moderator, Guru Besar Fisipol UGM (Prof. Dr. Wahyudi Kumorotomo, MPP) serta Kapus Kajian Reformasi Administrasi LAN (Dr. M. Taufik, DEA) sebagai para reviewer. Book Launching and Review on “Contextual Bureaucratic Reform: Bringing Back to the Right Track” by Prof. Dr. Agus Dwiyanto, MPA discussed on how bureaucratic reform in Indonesia was considered out of the track. Therefore, Bureaucratic reform should be reinstated by involving stakeholders. This event was attended by the writer, Prof. Dr. Agus Dwiyanto, MPA. Acting as moderator was Dr. Makhdu Priyatno (Chairman of STIA LAN Jakarta), and as reviewers were Prof. Dr. Wahyudi Kumorotomo, MPP from UGM and Dr. M. Taufiq, DEA from NIPA.


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STIA LAN


Wisuda STIA LAN Jakarta Tahun Akademik 2015 STIA LAN Jakarta Commencement Ceremony Academic Year 2015 STIA LAN Jakarta melaksanakan Wisuda Program Sarjana ke-52 dan Wisuda Program Magister ke-13 Tahun Akademik 2015 pada tanggal 24 Oktober 2015, bertempat di Graha Makarti Bhakti Nagari, Komplek PPLPN LAN Pejompongan, Jakarta Pusat. Jumlah wisudawan program Sarjana 230 wisudawan dan program Magister 253 wisudawan dengan jumlah total 481 wisudawan. STIA LAN Jakarta held the 52nd Undergraduates Commencement Ceremony and the 13th Postgraduates Commencement Ceremony on October 24, 2015 in Graha Makarti Bhakti Nagari, PPLPN LAN Pejompongan Complex, Central Jakarta. Total number of undergraduates and postgraduates were 481 (230 undergraduates and 253 postgraduates). Pengabdian Masyarakat Community Services Kegiatan pengabdian masyarakat tahun 2015 antara lain:

01

Kegiatan Bimtek Administrasi Perkantoran Kegiatan ini dilaksanakan di kampus STIA LAN Jakarta pada tanggal 26-27 Agustus 2015 dengan peserta para pegawai kecamatan dan kelurahan di lingkungan Pemerintah Kota Administrasi Jakarta Pusat.

02

Kegiatan Bimtek Penyusunan SOP (Standard Operating Procedures) Kegiatan Pengabdian Masyarakat ini dilaksanakan di Serang pada tanggal 10-11 September 2015 diikuti oleh para pegawai SKPD Kabupaten/Kota di lingkungan Provinsi Banten. Community services in 2015 consist of:

01

Office administration Technical Assistance. This event was conducted in STIA LAN campus Jakarta from August 26 to 27 and was attended by district and administrative village employees within Central Jakarta Administrative City Government.

02

Technical guidance on Standard Operating Procedures This event was conducted in Serang from September 10 to 11, 2015 and was attended by SKPD employee within Banten province.

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STIA LAN

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Pengembangan Dosen Lecture’s Development STIA LAN Jakarta telah melakukan berbagai bentuk kegiatan pengembangan dosen dalam rangka meningkatkan kompetensi dosen STIA LAN Jakarta, antara lain:

01 02

Penelitian Mandiri, Penelitian Program Studi, dan Penelitian Institusi STIA LAN Jakarta dengan menghasilkan 14 laporan hasil penelitian mandiri dosen, 2 laporan hasil penelitian Program Studi, dan 1 laporan hasil penelitian institusi. Lokakarya bagi Dosen Jenis lokakarya yang diberikan bagi para dosen adalah Pelatihan Kiat-kiat menulis Karya Ilmiah, Pelatihan ISO 9001 : 2015, Hypnoteaching dan Workshop analisa data STIA LAN Jakarta conducted several development activities in order to improve competency of the lecturers through the following activities:

01 02 report.

Conducting independent researches, Research courses, and STIA LAN Jakarta Research. The research resulted in 14 independent research reports, 2 research reports related to study program, and 1 STIA LAN research Conducting workshops for lecturers, for instance Scientific Writing Workshop, ISO 9001:2015 Training, Hypnoteaching workshop and data analysis workshop.


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STIA LAN



Penerimaan Mahasiswa Baru Program S-1/S-2 Dan Penyelenggaraan Wisuda 2015 Students Admission for First Degree/Master Program and Graduation Ceremony 2015

Sales

Kegiatan penerimaan mahasiswa baru program S-1 dan S-2 dilakukan setahun dua kali. Sebagaimana biasanya, calon mahasiwa baru harus mengikuti ujian seleksi yang meliputi ujian tertulis untuk program S-1, sedangkan untuk program S-2, calon mahasiswa harus mengikuti test Toefl, Psikotest, ujian tertulis, serta wawancara. Admissions for First Degree /Master Program is conducted twice a year. The prospective students must follow selection process that includes a written exam for First Degree program. While for Master Program, prospective students must follow Toefl test, Psychological test, written examination and interview.

PASCASARJANA

77

SARJANA

Jumlah Mahasiswa STIA LAN Penerimaan TA 2015 Number of Students (2015) 143 Sarjana

Pascasarjana

Sales PASCASARJANA

84

SARJANA

Jumlah Wisudawan STIA LAN TA 2015 Number of STIA LAN Bandung Graduates (2015) 186 Sarjana

86


Pascasarjana

Kegiatan wisuda program S-1 dan S-2 dilakukan satu tahun sekali.Wisuda tahun 2015 dilakukan pada tanggal 27 Oktober 2015 di Sabuga. Tahun 2015 STIA Bandung meluluskan 270 lulusan yang terdiri dari 186 sarjana S-1 dan 84 sarjana S-2. Graduation ceremony program for First Degree / Master Program is conducted annually. In 2015, STIA LAN Bandung has produced 270 graduates consisted of 186 graduated of First Degree Program and 84 Graduates for Master Program. Graduation ceremony 2015 was held on October 27 in Sabuga Hall.


STIA LAN

06


Bedah Buku Book Review Bedah buku diselenggarakan untuk sharing isi buku yang akan dikaji. Kesempatan bedah buku diberikan kepada dosen tetap atau dosen tidak tetap, dan disampaikan dalam suatu forum yang dihadiri oleh para mahasiwa, dosen, pegawai. Bedah buku dikoordinir oleh coordinator yang akan akan menseleksi judul buku serta tahun terbitan. Buku yang akan dikupas isinya, memiliki syarat buku terbitan baru (dua atau tiga tahun terakhir). Book reviews were organized for sharing the contents of various book to be discussed. Full-time lecturers or parttime lecturers were given opportunities to deliver book review forum attended by students, faculty, employees. Books to be reviewed were coordinated by a coordinator who selected the books’ title and the year of issue. The book that will be discussed should be newly published books (last two or three years published). NO 1

WAKTU Date of Event 20 -3-2015

NARASUMBER Book Reviewer Achmad Sodik Sudrajat, S.H., M.H.

2

17-4-15

3

26 -5-2015

Septiana Dwiputrianti, S.E., M.Comm.Hons., Ph.D. Prof. Dede Maryana

4

19 -8-2015

Prof. Dr. Djuaeni Kadmasasmita, M.Ec.

5

21-5- 2015

6

6-Nov-15

Dr. Nefi Aris Ambar Asmara, M.A. Dr.Hendrikus Triwibawanto G., S.I.P., M.Si

JUDUL BUKU Book Title Kejahatan Politik: Kajian dalam Perspektif Kejahatan Sempurna Political Crime: Study from the Perspective of Perfect Crime A Practical Guide for Policy Analysist: the eightfold path to more effective problem solving Reformasi Birokrasi Kontekstual Contextual Bureaucratic Reform Strategi Perencanaan Pajak dan Bisnis Tax and Business Planning Strategy Human Resource Management in Publik Service (Paradoxes, Processes and Problem) Money, Power, Ideology : Political Partiens In Post-Authoritarian Indonesia


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STIA LAN


Ceramah Umum Program Pascasarjana Graduate Program Public Lecture Ceremony Kegiatan rutin tahunan yang diselenggarakan di STIA LAN Bandung adalah ceramah umum. Para penceramah adalah para pakar di bidangnya, yang memberikan topik yang aktual dan merarik. Ceramah diberikan di hadapan para mahasiswa untuk memperkaya wawasan, dan untuk memberikan informasi kekinian yang diharapkan mampu untuk mendukung proses pembelajaran dan penyelesaian studi. Public lecture is annual event organized by STIA LAN Bandung. Various speakers included experts in their fields, were invited to present actual topics. Lectures were delivered to students in order to enrich their knowledge as well as to deliver beneficial information that will enhance the process of learning and study.

88

NO

WAKTU Date of Event

NARASUMBER Speaker

MATERI Topic

1

09-05-2015

Dr. Makdum Priyatno, M.A.

2

09-05-2015

Dr. Adi Suryanto, M.Si

3

15-05-2015

Drs. Desi Fernanda, M.Soc.Sc

Inovasi Pelayanan dalam Sektor Publik Public Sector Inovation Perkembangan Konsep dan Implementasi kebijakan Aparatur Sipil Negara Development of Concept and Implementation of State Civil Apparatus Policy Kebermaknaan Dimensi Kritis dan Scenario Planning dalam Proses Kebijakan Publik Critical Dimension and Scenario Planning Significace in Public Policy Proses

4

22-05-2015

Sri Hadiati W.K., SH., MBA.

Kapasitas Sumber daya Aparatur Menuju ASN yang Berkualitas Apparatus Capacity Building Toward Qualified State Civil Apparatus

5

23-05-2015

Dr. Triwidodo Wahyu Utomo, S.H., M.A

6

22-08-2015

Prof.Dr. J. Basuki M.Si

Pentingnya Inovasi dalam Peningkatan Kinerja Organisasi Publik Importance of Innovation to Improve Public Organization Performance Strategi Perencanaan dan Pengembangan Aparatur Sipil Negara Dalam Konstelasi Perubahan Masyarakat Global Planning and Development of State Civil Apparatus Strategy within Constellation of Global Society Dynamic

7

29-08-2015

8

29-08-2015

9

29-08-2015

10

05-09-2015

Dr. Adi Suryanto, M.Si

Isu Aktual Manajemen Strategik Sektor Publik dan Aplikasinya Actual Issues on Strategic Management in Public Sector and Its Application

11

05-09-2015

Dr.H. Dani Setiawan, M.Si

Implementasi kebijakan Pemberdayaan Desa Village Empowerment Policy Implementation

12

07-11-2015

Prof. Bustanul Arifi, PhD

Prof.Dr. A. Djuaeni Kad- Reposisi dan Refungsionalisasi Aparat Pengawas Internal Pemerintah Reposition and Refungtionalization of Government Internal masasmita, S.E., M.Ec Supervisory Apparatus Pentingnya Inovasi dan Kreativitas Birokrasi dalam Peningkatan Dr. Triwidodo Wahyu Kinerja Organisasi Publik Utomo, S.H., M.A Importance of Bureaucracy Innovation and Creativity to Improve Public Organization Performance Netralitas Penyelenggaraan Negara dan Kompleksitas Prof.Dr. Asep Warlan, Pelaksanaan Pemilihan Umum SH. MH Neutralitty of State Official and Complexity of Election Implementation


Isu Aktual Kebijakan Ekonomi Pertanian di Indonesia Actual Issues on Agriculture Economic Policy in Indonesia


STIA LAN

06


Penelitian Research Penelitian yang dilakukan secara lembaga adalah dengan judul “Kapasitas dan Kapabilitas Kepala Desa dalam menunjang Pengelolaan Manajemen Keuangan di Kabupaten Bandung (Implementasi UU. No. Tahun 2014 tentang Desa)”. Selain itu, setiap prodi juga melakukan penelitian. STIA LAN Bandung memiliki tiga program studi, yaitu Manajemen Pembangunan Daerah (MPD), Manajemen Sumber Daya Manusia (MSDM), dan Manajemen Ekonomi Publik (MEP). Dengan dikoordinir oleh setiap Ketua Prodi, masing-masing prodi pada tahun ini melakukan penelitian terhadap objek yang dipilih, dengan topik atau substansi penelitian yang berkaitan dengan masing-masing program studi. STIA LAN conducted research in the field that related to study program. The research entitled “Capacity and capability to support the management of the Village Head of Financial Management in Bandung (Implementation of Law Number 6 Year 2014 concerning Villages”. Each study program conducted research in their respective field. STIA LAN Bandung has three courses, namely Management of Local Development (MPD), Human Resource Management (HRM), and Management of Public Economics (MEP). Coordinated by the Head of Study Program, each study program in 2015 conducted a study of the selected object and research topics or substances related to their respective study program.

NO

PRODI Study Program

1

MSDM

2

MPD

3

MEP

WAKTU Research Duration

JUDUL Research Title

September November

Analisis Kinerja Pelayanan Pegawai Pemerintah Kabupaten Purwakarta Employee Service Performance Analysis of Purwakarta District Government Musrenbang Desa Village Planning and Development Meeting Pengelolaan badan Usaha Milik Desa Dalam Meningkatkan Pendapatan Desa – Parongpong Kabupaten Bandung Barat Village Owned Corporate Management to Increase Village Revenue – Parongpong, Bandung Barat Regency

Juni - November September November


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Wisuda XXXIV Tahun 2015 The XXXIV Commencement Ceremony – 2015 Wisuda Program Sarjana (S1) dan Magister (S2) ke XXXIV Tahun 2015 STIA LAN Makassar dilaksanakan pada hari Sabtu, Tanggal 12 September 2015 bertempat di Balai Prajurit Jenderal M Yusuf (Balai Manunggal), Makassar dengan memilih tema “Membangun Karakter Apartur Sipil Negara untuk Mewujudkan Birokrasi yang Profesional, Bersih, dan Melayani”. Wisuda Program Sarjana (S1) dan Magister (S2) ke XXXIV Tahun 2015 STIA LAN Makassar melahirkan lulusan Sarjana (S1) sebanyak 128 orang dan Magister (S2) sebanyak 162 orang. The XXXIV Commencement Ceremony of Bachelor and Master Program 2015 was held on Saturday, September 12, 2015 at Balai Prajurit Jenderal M Yusuf (Balai Manunggal), Makassar highlighting the theme on “Building State Civil Apparatus Character toward Professional, Clean and Effective Bureaucracy.” In 2015, STIA LAN Makassar inaugurated 128 Bachelor and 162 Master graduates.

Seminar Nasional National Seminar STIA LAN Makassar sebagai salah satu Perguruan Tinggi Negeri di Wilayah Timur Indonesia pada Tahun 2015 menyelenggarakan Seminar Nasional pada Hari Senin 13 Juli 2015 di Aula Kampus STIA LAN Makassar, dengan tema “Pro dan Kontra Seleksi Terbuka Jabatan Pimpinan Tinggi Pemerintah Daerah”. Pembicara pada Seminar Nasional ini masing-masing:Dr. Syahrul Yasin Limpo,SH, MH,M.Si (Gubernur Sulawesi Selatan), Dr.Ir. Nuraida Mokhsen, MA (Komisioner KASN), Dr. Adi Suryanto, M.Si (Kepala LAN RI), Ir. H. Moh. Ramdhan Pamanto (Walikota Makassar) dan Iwan Hermanto, M.Inf.Sys (Kepala Kantor Regional IV BKN Makassar).Tujuan seminar nasional ini untuk memberi informasi dan bertukar pikiran dengan Pemerintah Daerah tentang Tata Cara Pengisian Jabatan Pimpinan Tinggi Di Lingkungan Instansi Pemerintah Pusat maupun di Daerah. STIA LAN Makassar as one of the State Universities in the Eastern Region of Indonesia held National Seminar titled “Pros and Cons of Open Selection for Regional High Ranked Official Position”, on Monday, July 13, 2015 located in Aula Kampus STIA LAN Makassar. The seminar featured five speakers: Dr. Syahrul Yasin Limpo, SH, MH, M.Si (South Sulawesi Governor), Dr. Ir. Nuraida Mokhsen, MA (KASN Commissioner), Dr. Adi Suryanto, M,Si (Chairman of NIPA-RI), Ir. H. Moh. Ramdhan Pamanto (Makassar Mayor) and Iwan Hermanto, M. Inf. Sys (Head of Civil Service Board Regional IV Makassar). The national seminar aimed at providing information and discussing on Procedures for filling High Ranked Official Positions within Central and Regional Government Institutions.

90



STIA LAN

06


Pengabdian Masyarakat Community Service STIA LAN Makassar untuk Tahun 2015 melakukan pengabdian kepada masyarakat dengan judul Pengembangan Budaya Kerja. Pengabdian ini mengambil lokus di 5 Kabupaten/Kota dalam lingkup Provinsi Sulawesi Selatan. Kegiatan mulai dilaksanakan pada awal Bulan Agustus 2015 dan selesai pada Bulan Desember 2015. In 2015, STIA LAN Makassar conducted community services focusing on “Developing Working Culture.” Five districts/cities within South Sulawesi Province became the locus of the community services. The program was started in August and ended in December 2015. Seminar Nasional dan Temu Alumni National Seminar and Alumni Gathering Kegiatan ini mengangkat tema umum “Merajut Kebersamaan dan Solidaritas Alumni STIA LAN Makassar untuk Berperan Aktif dalam Pembangunan Karakter Bangsa Melalui Percepatan Reformasi Birokrasi” dan tema seminar “Membangun Karakter Aparatur Sipil Negara Untuk Meningkatkan Peran dan Fungsi ASN”. Kegiatan dilaksanakan pada Hari Jumat, 20 November 2015 – Minggu, 22 November 2015 yang diikuti oleh Keluarga Besar Alumni, Pimpinan dan Civitas Akademika STIA LAN Makassar. Kegiatan ini diawali dengan Bhakti Sosial, Seminar Nasional, Musyawarah Alumni STIA LAN Makassar 2015 dan diakhiri dengan gerak jalan santai. KegiatanTemu Alumni dan Seminar Nasional merupakan kegiatan dari, oleh dan untuk alumni yang sejatinya dijadikan sebagai media “Temu Kangen” untuk mengenang “Suka dan Duka” kehidupan kampus sekaligus mempererat tali silahturahmi dan hubungan emosional serta menumbuh kembangkan semangat kebersamaan dan solidaritas sebagai alumni STIA LAN Makassar. “Building Togetherness and Solidarity of STIA LAN Makassar Alumni to Contribute in Developing National Character through Bureaucracy Reform Acceleration” was the general theme of national seminar held by STIA LAN Makassar from November 20 to 22, 2015. The seminar on “Building State Civil Apparatus Character to Improve Roles and Functions of ASN” was attended by the big family of STIA’s Alumni, Officials and Civitas Academica of STIA LAN Makassar. The program was started with Social Service, National Seminar, and was concluded with Fun Walking. This activity became a media to recall “the good and the bad” memories of the Campus life to tightened bond and emotional relationships as well as for developing the spirit of togetherness and solidarity as the alumni of STIA LAN Makassar.


91

Ringkasan

01


PENGEMBANGAN KAPASITAS PENGEMBANGAN TEKNOLOGI INFORMASI DAN KOMUNIKASI LAN FORUM INTERNASIONAL BIDANG ADMINISTRASI NEGARA PERKEMBANGAN REFORMASI BIROKRASI LAN INOVASI LAN NETWORKING DAN KERJASAMA STATISTIK

92


7

Summary


01

Kiri ke kanan Dra. Etti Kurniasih, M.Si (Inspektorat), Dr. Adi Suryanto, M.Si (Kepala LAN RI), Sudardi, SE, MM (Kepala Biro Umum), Drs. Elly Fatimah, M.Si (Kepala Biro Perencanaan, Hukum, Humas dan Protokol) Annual Report 2015 LAN RI

93

07

Ringkasan Kajian Kebijakan Diklat Inovasi PKP2A STIA LAN


Information and Communication Technology Development Sejalan dengan Grand Design IT Lembaga Administrasi Negara 2014-2019, perkembangan teknologi informasi dan komunikasi di LAN mengalami berbagai perbaikan. Pada tahun 2015, Hasil assessment PEGI Lembaga Administrasi Negara tahun 2015 mengalami kenaikan dibandingkan dengan tahun 2014. Hasil asesmen PEGI Tahun 2015 untuk seluruh dimens, Lembaga Administrasi Negara (LAN) mencapai nilai rata-rata 2,52 termasuk dalam kategori ‘Baik’. Adapun hasil pada penilaian dimensi kebijakan (2,53 dalam kategori ‘Baik’), kelembagaan (2,53 dalam kategori ‘Baik’), infrastruktur (2,67 dalam kategori ‘Baik’), aplikasi (2,20 dalam kategori ‘Kurang’) dan perencanaan (2,67 dalam kategori ‘Baik’). Penilaian ini dilakukan berdasarkan informasi yang didapat dari hasil pemaparan peserta asesmen dan penggalian asesor selama pelaksanaan asesmen. Disamping itu, penilaian ini juga mengacu pada indikator yang tersedia pada saat penilaian dilaksanakan. Penilaian penerapan e-government pada LAN berdasarkan pada penilaian masing masing dimensi. yaitu dimensi kebijakan, kelembagaan, infrastruktur, aplikasi dan perencanaan Masing-masing dimensi memiliki bobot yang sama dalam penilaian karena semuanya penting, saling terkait dan saling menunjang. In line with 2014-2019 IT Grand Design, development of information and communication technology in the NIPA has been undergoing various improvements. By 2015, the results of E-Government Ranking Assessment (PEGI) for NIPA has increased compared with 2014 assessment. In 2015, PEGI assessment for NIPA resulted in average reached 2.52 (‘Good’) for overall dimensions. Assessment of policy dimension reached 2.53 (‘Good’). In Institutional dimension, NIPA scored 2.53 (‘Good’). NIPA NIPA scored 2.67 (‘Good’) for Infrastructure dimension, 2.20 (‘Poor’) in Application dimension, and 2,67 (‘Good’) in Planning dimension. Assessment was conducted based on information obtained from participants presentattion and assessors evaluation during the assessment process. In addition, this assessment refers to the available indicators that have been utilized since 2013. Assessment of the implementation of e-government at NIPA was conducted for each dimension, consisted of policy, institutional, infrastructure, applications and planning dimension. Each dimension has the same weight in the assessment considering that all dimensions are equally important, interrelated and mutually supportive. Hasil Asesmen PEGI Lembaga Administrasi Negara (2013-2015) NIPA E-Government Ranking Assessment (2013-2015) No. 1 2 3 4 5

94

Dimensi Dimension Kebijakan (Policy) Kelembagaan (Institution) Infrastruktur (Infrastructure) Aplikasi (Application) Perencanaan (Planning) Nilai Rata-rata Average Kategori Category


2013 2,25 2,27 2,62 2,60 1,80

Tahun Year 2014 1,83 1,80 2,33 2,13 1,80

2015 2,53 2,53 2,67 2,20 2,67

2,31

1,98

2,52

Kurang Poor

Kurang Poor

Baik Good

Summary Policy Research Education Training Innovation Local Office STIA LAN

07


Dibandingkan dengan LPNK lainnya, dari 21 LPNK yang dinilai SKOR PEGI LAN berada pada posisi ke 14. Dengan demikian LAN masih banyak hal yang eprlu ditingkatkan oleh LAN. Salah satu yang mempengaruhi capaian ini adalah pada aspek kelembagaan. Terkait dengan aspek tersebut, LAN perlu mempertimbangkan agar unit pengelola IT ditingkankan di bawah eselon yang lebih tinggi. In comparison with other Non Ministrial Government Organization (LNPK), out of 21 LPNK being assessed, NIPA was in position number 14th. It is indicated that NIPA shoul improveme many aspects of the E-Government implementatiom. One aspect that significantly influenced the implementation is institutional aspects. It is recommended that IT division should be organized under higher echelon unit.

Program E-Government yang merupakan kolaborasi antara Kementerian Aparatur Negara dengan Kementerian Komunikasi dan Informasi ini ditargetkan pada tahun 2019 sudah diterapkan di tingkat Kabupaten/Kota. Dalam program itu, pemerintah sendiri membaginya dalam lima tahap yang masingmasing tahap diberi tengat waktu selama satu tahun. Tahap pertama adalah membuat dan menyeragamkan folder-folder yang akan digunakan sebagai dasar pembuatan web masing-masing instansi pemerintahan. Pada tahap kedua, dilaksanakan proses pengintegrasian di setiap kementerian serta lembaga. Tahap ketiga, ditargetkan bahwa pemerintah sudah bisa melakukan uji coba penyatuan sistem E-Government. Ditahap keempat, dilakukan peningkatan cyber security-nya setelah 50 persen website terintegrasi dan meningkatkan cyber security-nya. Dan ditahap terakhir, pemerintah menargetkan bahwa 90 persen semua jaringan elektronik instansi pemerintahan sudah terintegrasi. Untuk meningkatkan implementasi E-Government, LAN telah banyak aplikasi-aplikasi yang dikembangkan untuk meningkatkan kinerja LAN dalam berbagai hal. Aplikasi yang telah dikembangkan tersebut antara lain: E-Government program is a collaboration between the Ministry of State Apparatus and Bureaucratic Reform and Ministry of Communication and Information is expected to be implemented at district / city level by 2019. The program consists of five stages, to be completed in one year. The first stage is directed to create folders in uniform format that will be used as the basis for creating government agency web. Second phase is directed to integrate system in each ministry and agency. In the third stage, the government is targeted to complete pilot project of E-Government system integration. The fourth stage is targeted to enhance cyber security following integration of 50 per cent of the websites. The government expects that 90 percent of all government agencies electronic networks will be integrated in the last stage. In order to enhance E-Government implementation, various applications have been developed to improve the performance of the organization in many ways. Applications that have been developed include the following:


95

07



Aplikasi yang telah dikembangkan Application No.

Aplikasi

1

e-Office (Makarti/Manajemen Perkantoran bersasikan TI) IT Based Office Management

2

SIDA (Sistem Informasi Diklat Aparatur) Apparatus Training Information System

3 4 5

6

8

SIMAK STIA

9

E-Learning

10 11 12 13 14

96

SIMPEG (Sistem Kepegawaian) HR System SIREVA (Sistem Perencanaan dan Evaluasi) Planning and Evaluation System Shaolin (Sistem Hukun On line) Legal Online System SIAP LANCAR (Sistem Informasi Aspirasi dan Pengaduan LAN cepat dan reposif) Fast and Responsive Aspiration and Complaint Information System

Sistem Informasi Perpustakaan Library Information System Monev Data Aparatur State Apparatus Data Advokasi Advocation Litbang Research and Development


Unit Pengembang Biro PH2P Planning, Legal, Public Relation, and Protocol Affairs Bureau P3D Center for Training Program Development & Fostering SDM HR Division

Biro PH2P Planning, Legal, Public Relation, and Protocol Affairs Bureau

STIA LAN LAN School of Administration KAN Center For National Apparatus Leadership Training Perpustakaan Library

PKP2A I Center For Research And Education And Training For Government Apparatus I LAN Jatinangor


07



97

07



International Forum Of Public Administration Sesuai dengan salah satu misi LAN yang berperan dalam pengembangan ilmu administrasi negara, LAN secara aktif berkontribusi dalam knowledge sharing forum/experience dalam bidang ilmu administrasi negara. Selain itu LAN juga bergabung secara aktif dalam berbagai organisasi internasional dalam bidang pengembangan ilmu administrasi negara, antara lain International Institute of Administrative Science (IIAS), IASIA, Eastern Regional Organization for Public Administration (EROPA), dan sebagainya . Hampir setiap tahun LAN mengirimkan delegasinya pada acara Seminar, kongres/konferensi, workshop, dan sebagainya, yang berkaitan dengan administrasi negara. Pada bagian ini dipaparkan kontribusi LAN dalam berbagai forum internasional. In accordance with the missions to contribute in development of public administration, NIPA has contributed actively in knowledge sharing/experience forums in the field of public administration. NIPA becomes member in various international organizations in the field of development of the science of public administration, among others, the International Institute of Administrative Science (IIAS), IIAS, Eastern Regional Organization for Public Administration (EUROPE), and so forth. Frequently, NIPA delegation participate in various international seminar, congresses / conferences, workshops, and so forth, to present topics related to dynamic of public administration in Indonesia and development of public administration concept. This section sumarized contributions of NIPA in various international forums of public administration.

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07


Keterlibatan LAN dalam Forum Internasional Bidang Administrasi Negara Participation in International Forum of Public Administration

Presenters/ Participants

Date and Place of Event 9 June Jakarta

Dr. Tri Widodo Wahyu Utomo, SH., MA

2015

in

24 August 2015 in Jakarta

7-8 September 2015 in Jakarta

Dr. Adi Suryanto, M.Si and Meita Ahadiyati Kartikaningsih, S.Si., MPP

22-26 June 2015 in Rio de Janeiro-Brazil

Erna Irawati, S.Sos, M.Pol Admin

6-10 July 2015 in Paris

Eddi Wibowo, S.IP., M.Si

2-4 September 2015, in Seoul, Korea

Paper/Seminar/Conference/ Workshop “Innovation and Public Sector Performance in Indonesia: Fulfilling Constitution oath and People’s Rights of welfare”, presented in The International Workshop on Democracy and Innovation for Good Governance, organized by NIPA and Ministry of Foreign Affairs “Customized Public Service : Indonesian Experience on Innovating Public Sector”, presented in The Korea-Indonesia Workshop on New Paradigm of Government Services, held by national Institute of Public Administration (NIPA) and Korean Embassy “In Search of Innovative Local Administration : Indonesia’s LGs Facing New Phase and Opportunities”, presented in “The Indonesia-Japan Local Administration Seminar”, held by National Institute of Public Administration (NIPA), Republic of Indonesia, Ministry of Internal Affairs and communication of Japan (MIC), Japan International Cooperation Agency (JICA), and Japan Council of Local Authorities for International Relation (CLAIR) “Bureaucracy Reform Impacts on Public Trust to Government in Indonesia: Lessons Learned to Jokowi’s Civil Service ‘Mental Revolution”, presented in 2015 International Congress of IIAS, in Rio de Janeiro-Brazil “Education And Training Programme: Aligning Missions And Quality” presented in International Association of Schools and Institute of Administration (IASIA) in cooperation with Centre National de la Fonction Publique Territoriale, “Improving Public Administration Worldwide Congress”. “The Emergence Of Local Leaders and Improvement of Public Service Quality in Indonesia after Decentralization Policy [1998-2014]” presented at The Asian Group for Public Administration (AGPA) Annual Conference

27-29 September 2015 in Manado, Indonesia

“Better City, Better Local Competitiveness? City Branding and Marketing Toward Economic Development” presented in The UnimaIAPA International Seminar and Annual Conference (UNISAC) 2015

9-11 Desember 2015 in Bandung

The Problem of Leadership Competencies for Bureaucratic Reform and Public Trust: Indonesian Case, presented in The International Conference on Public Administration (ICPA) 2015, University of Padjadjaran, Bandung

Dra. Reni Suzana, MPPM and Erna Irawati S.Sos, M.Pol Admin

November 1-6, 2015

World Bank (Collaborative Leadership for Development/CL4D)

Evi Maya Savira, S.Sos., MPP

December 9-11, 2015 in Bandung, Indonesia

“Promoting the contextual strategy of bureaucratic reform for sustaining the equity and fairness in government program” presented in Conference on Public Administration (11th ICPA), “Sustainable Development for Public Administration”

Septiana Dwiputrianti, SE, M. Com (Hons), Ph.D


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Bureaucratic Reform Progress Setiap tahunnya, Kementerian PAN dan RB melakukan evaluasi terhadap pelaksanaan reformasi birokrasi di instansi pemerintah. Pada tahun 2015, hasil evaluasi RB LAN mengalami peningkatan dibandingkan tahun sebelumnya. Hasil evaluasi RB LAN Tahun 2015 dapat dilihat dari tabel berikut ini: Implementation of bureaucratic reform in government agencies is evaluated by the Ministry of State Apparatus and Bureaucratic Reform every year. In 2015, evaluation of bureaucratic reform implemented in the National institute of Public Administration indicated positive progress as compared to the previous year. The following table compares the result of 2014 and 2015. Hasil Evaluasi RB LAN Tahun 2014 dan 2015 Evaluation Summary of NIPA Bureaucratic Reform Progress 2014 and 2015

No

A 1 2 3 4. 5.

Komponen Penilaian Assessment Component

2014

Nilai Capaian Result

% Capaian % of Result

Nilai Capaian Result

% Capaian % of Result

5,00

2.81

56.20%

2.34

46.83%

5,00

2.71

54.20%

1.66

33.25%

6,00

4.84

80.67%

3.66

60.94%

5,00

3.47

69.40%

3.22

64.35%

15,00

11.11

74.07%

10.73

71.51%

Pengungkit Leverage Manajemen Perubahan Change Management Penataan Peraturan Perundang-undangan Legislation Arrangement Penataan dan Penguatan Organisasi Organization Arrangement and Strengthening Penataan Tatalaksana Working Procedure Penataan Sistem Manajemen SDM HR System Management

6.

Penguatan Akuntabilitas Accountability

6,00

4.12

68.67%

3.89

64.91%

7.

Penguatan Pengawasan Supervision Peningkatan Kualitas Pelayanan publik Public Service Quality Improvement

12,00

7.62

63.50 %

7.39

61.55%

6,00

3.36

56.00 %

3.04

50.70%

60,00

40.05

66.75%

35.93

59.88%

20,00

14.34

71.70 %

14.31

71.53%

10,00

8.30

83.00 %

3.00

30.00%

Kualitas Pelayanan Publik Public Service Quality

10,00

7.07

70.70 %

7.35

73.54%

Sub Total Komponen Hasil Sub Total of Result Component

40,00

29.71

74.28 %

24.66

61.65%

Indeks Reformasi Birokrasi Bureaucratic Reform Index

100,00

69.76

69.76 %

60.59

60.59%

8.

Sub Total Komponen Pengungkit Sub Total of Leverage Component B 1.

2. 3.

100

2015

Nilai Maksimal Maximum Point

Hasil Result Kapasitas Dan Akuntabilitas Kinerja Organisasi Organization Performance Capacity and Accountability Pemerintah Yang Bersih Dan Bebas KKN Clean and Free of Corruption, Collusion, Nepotims Government



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Dibandingkan dengan hasil evaluasi Reformasi Birokrasi tahun 2014, penilaian atas 8 area perubahan pada tahun 2015, mengalami peningkatan pada capaian komponen Pengungkit yaitu dari 59.88% menjadi 66.75% dengan penilaian tertinggi pada aspek Penataan dan Penguatan Organisasi. Sementara untuk capaian komponen Hasil, mengalami peningkatan dari 61.65% menjadi 74.28% dengan capaian tertinggi pada komponen Pemerintah Yang Bersih Dan Bebas KKN. Berdasarkan capaian tersebut pada tahun 2015 LAN berhasil meningkatkan Indeks RB menjadi 69.76 dengan kategori “B”. In comparison with the results of 2014 evaluation, an assessment of eight change areas in 2015 indicated improvement of performance Levers components from 59.88 % to 66.75 %. Area of Organization Arrangement and Strengthening scored the highest. As for performance of results component, the score increased from 61.65 % to 74.28 % with the components of Clean and Free of Corruption, Collusion, Nepotims Government scored the highest. Based on these achievements, in 2015 LAN scored 69.76 of the Bureaucratic Reform Index and fell into “B” category.

Hasil Evaluasi RB Tahun 2015 Evaluation Result 2015

Scores of Result Component

Dalam area Penataan Perundang-undangan telah dirancang Kerangka Regulasi LAN Tahun 2015-2019, pengesahan Peraturan Kepala LAN tentang Tata Cara Penyusunan Peraturan, Keputusan dan Instruksi Di Lingkungan LAN serta Pembangunan Sistem Hukum Online (SH@OLIN). Selain hal tersebut untuk memperkuat area Penataan dan Penguatan Organisasi telah disusun Bisnis Proses yang telah disosialisasi pada bulan November 2015, selain hal tersebut penyumpurnaan SOP dan Penyempurnaan Pedoman Tata Kerja juga telah selesai disusun. Dalam penataan Sistem Manajemen SDM sejumlah kegiatan peningkatan manajemen SDM telah dilaksanakan antara lain: Assessment Kompetensi Kepada sebagian Besar Pegawai LAN yang merupakan langkah awal Identifikasi Pengembangan Kompetensi dan Integrated Human Resources Manajemen (IHRM). In term of Legislation Arrangement, progress has been made by formulating A Regulatory Framework for 2015-2019 has been formulated, enactment of NIPA Chairman Decree concerning the procedures for formulation of regulations, decisions and instructions within NIPA, as well as Development of Online Legal System (SH@OLIN). In the area of Organization Arrangement and Strengthening, a Business Process has been formulated. In addition to that, improvement of SOP and Working Procedures Manual has been completed. In the area of HR Management System, several activities have been implemented including competence assessment to the majority of NIPA employees. As the first step of competence development process and part of the implementation of Integrated Human Resources Management (IHRM).


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Penguatan Akuntabilitas antara lain dilakukan dengan meningkatkan Sistem Manajemen Kinerja, perbaikan dan pemutakhiran data kinerja secara berkala, serta peningkatan kapasitas SDM dalam pelaksanaan SAKIP. Sementara dalam aspek penguatan pengawasan antara lain dilakukan dengan menerapkan kebijakan penanganan gratifikasi, Penanganan Benturan Kepentingan, Pembangunan Zona Integritas, Penguatan peran APIP melalui pemantauan pelaporan LHKPN/LHKASN, public campaign, sosialisasi Sistem Integritas Nasioan dan Aksi Pencegahan dan Pemberantasan Korupsi, pemantauan Tindak Lanjut Hasil Temuan BPK serta penerapan SPIP dengan melakukan penilaian resiko. In order to strengthen accountability system, various initiatives have been made to enhance Accountability, Performance Measurement System has been designed based electronics, and updates performance data periodically. In the area of supervision, progress is made through implementation of policies to deal with gratuities, Conflict of Interest Handling, Integrity Zone Development, strengthening the role of Internal Supervisory through monitoring the property and wealth reports, public campaign, socialization of National Integrity System, Prevention and Corruption Erradication Initiatves, as well as through monitoring Followup of State Audit Board findings, and application of risk assessment in Government Internal Supervisory System.

102


Penilaian Resiko dalam Penerapan SPIP Risk assessment in implementation of Government Internal Supervisory System.

Socialization of National Integrity System


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Dalam area Peningkatan Pelayanan Publik, LAN telah melakukan beberapa perbaikan guna memberikan pelayanan prima kepada stakeholder. Selain hal tersebut untuk mendukung keterbukaan informasi telah disusun Sistem Informasi Pengelolaan Informasi dan Dokumentasi (PPID), media pengaduan dan Alur Permohonan Informasi. Guna meningkatkan pelayanan publik terhadap stakeholder LAN telah menerapkan teknologi informasi dalam memberikan pelayanan. Pelaksanaan e-Government tersebut merupakan salah satu aspek penting dalam penguatan RB di LAN, diantaranya adalah: Grand Desain IT, Sistem Informasi Kehadiran dan Tunjangan Kerja Pegawai (SITKP), SIMAK BMN , SIMAK STIA, e-procurement, Sistem Informasi Keuangan (SIK), SIDA, e-audit, Sireva, Perpustakaan Online, e-office, e-monitoring diklat.

Senior Official Property and Wealth Report Statistic

General Official Property and Wealth Report Statistic

In the area of Public Service Improvement, NIPA has made some improvements to provide excellent service to the stakeholders. In addition, to support information disclosure, NIPA has been created Information Management Systems and Documentation, complaint handling media and Information Request Flow. In order to improve public services to stakeholders, NIPA has applied information technology in providing services, the implementation of e-Government is an important aspect of Bureaucratic Reform strengthening within NIPA. Several initiatives have been implemented, such as: Grand Design IT , Attendance and Employee Benefits Information Systems (SITKP), State Property Application, SIMAK STIA, e -procurement , the Financial Information System (HIS), Training Information Systems , e-audit , planning and evaluation system , Online Library , e-office , training e-monitoring. Monitoring Aksi PPK Tahun 2015 Prevention and Corruption Erradication Initiatves Monitoring 2015


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Networking and Cooperation

Kunjungan Study Visit Senior Executive dari Cambodia, 3 Februari 2015 Cambodia Senior Executive Study Visit, 3 February 2015

Kunjungan CSC dan Temasek untuk menindaklanjuti kerjasama, 10 Februari 2015 CSC and Temasek visited LAN to follow up cooperation, 10 February 2015

Kepala LAN, Prof. Dr. Agus Dwiyanto, MPA, bersama Menteri Dalam Negeri, Tjahjo Kumolo dan Gubernur Lemhanas, Budi Susilo Soepandji, seusai penandatangan Mou tentang Kediklatan Dengan, Lemhanas, Dan Kementerian Dalam Negeri, 9 Maret 2015 Former Chairman of NIPA,Prof. Dr. Agus Dwiyanto, MPA, together with Minister of Home Affairs, Tjahjo Kumolo and Governor of Lemhanas, Budi Susilo Soepandji, after MoU signing between LAN, National Resilience Institute (Lemhanas), and ministry of Home Affairs on Training

104


Kepala LAN, Deputi Bidang Kajian Kebijakan, Deputi IAN, dan Kapus P2IPK menyambut delegasi Study Courtesy Visit Thammasat University Thailand , 16 Maret 2015 Chairman of NIPA, Deputy Chairman for Policy Research, Deputy Chairman for Public Administration Innovation, and Director of Center for Innovation Promotion and Capacity Development welcomed delegation of Study Courtesy Visit from Thammasat University Thailand, 16 Maret 2015


07


Lembaga Administrasi Negara RI menerima kunjungan dari Chinesse Academy of Governance (CAG) dalam rangka penjajakan kerjasama dalam bidang peningkatan kapasitas ASN kedua Negara, di Ruang Rapat Pimpinan, LAN RI, Veteran, 19 Mei 2015 LAN welcomed visit from Chinese Academy of Governance (CAG), exploring future mutual cooperation in the field of capacity development of civil servants of both countries, 19 May 2015

Penandatanganan nota kesepahaman kerjasama antara LAN dengan Kabupeten Pakpak Bharat, dalam penguatan kapasitas pemerintah daerah melalui pengkajian kebijakan, pendidikan dan pelatihan, inovasi administrasi negara, serta penyelenggaraan pendidikan tinggi di Gedung Wicaksana, Kampus PPLPN LAN, Pejompongan, 10 Juni 2015 MoU signing for cooperation between NIPA and Pakpak Bharat Regency on capacity strengthening through policy research, training, public administration innovation, and eductaion at Wicaksana Building, PPLPN LAN Pejompongan office, 10 June 2015

International Workshop On “Democracy And Innovation In Good Governance”, 7-13 Juni 2015 (Kerjasama Dengan Kementerian Luar Negeri Dan KPK)

Pembukaan International Workshop on Democracy and Innovation in Good Governance di Kementerian Luar Negeri

International Workshop On “Democracy And Innovation In Good Governance”, 7-13 Juni 2015 (In cooperation with Ministry of Foreign Affairs and Corruption Erradiction Bureau)

Opening ceremony of the International Workshop on Democracy and Innovation in Good Governance at Ministry of Foreign Affairs


105

07



Half Day Workshop “New Paradigm Of Government Service”, 24 Agustus 2015, (Kerjasama Lan-Menpan Dengan Pemerintah Korea Selatan) Half Day Workshop “New Paradigm Of Government Service”, 24 August 2015, (in cooperation with Ministry of State Apparatus and Bureaucracy Reform and Government of South Korea Republic)

Drs. Dwi Wahyu Atmaji, M.P.A (Sekretary of Ministry of State Apparatus Empowerment and Bureaucracy Reform), Dr. Adi Suryanto, M.Si (Acting Chairman of NIPA), Prof. Dr. Yuddy Chrisnandi Ch, ME (Minister of State Apparatus and Bureaucracy Reform), Choo Tay Young (Representative of South Korean Embassy in Indonesia), Chung Chae Gun (south Korea Vice Minister of Home Affairs), Dr. PM MarpaungM.Sc (and Director of Center for Innovation Promotion and Capacity Development).

The Indonesia Japan Local Administration Seminar, 7-8 September 2015, (Kerjasama Lan Dengan MIC Japan) The Indonesia Japan Local Administration Seminar, 7-8 September 2015, (in cooperation with Ministry Of Internal Affairs And Communication (MIC), Japan)

106



07


Kerja Sama LAN dengan Pemerintah Kota Pontianak November 2015 Cooperation between LAN and Pontianak City Administration, November 2015

Kepala LAN RI DR. Adi Suryanto, M.Si, menandatangi Nota Kesepahaman dengan BKKBN tentang Kerjasama Pengembangan Kapasitas Badan Kependudukan dan Keluarga Berencana Nasional melalui Pengkajian Kebijakan, Pendidikan dan Pelatihan, Inovasi Administrasi Negara serta Penyelenggaraan Pendidikan Tinggi pada acara pembukaan “Temu Nasional Pengembangan Kompetensi ASN berbasis kependudukan Keluarga Berencana dan Pembangunan Keluarga Bagi Mitra Lembaga Diklat Pemerintah Se-Indonesia” Chairman of National Family Planning and Population Board and NIPA signed the MoU on Capacity Development through Policy Research, Training and Eductaion, Public Administration Innovation during opening ceremony of “National Summit on Famili Planning and Population Bades National Civil Service Apparatus Capacity Development as well as Family Development for Training Partner throughout Indonesia”, 5 October 2015


107

07



Project Changes Pada tahun 2015, sebagai upaya untuk menumbuh kembangkan semangat inovasi di internal LAN dilakukan penandatangan proyek perubahan pada masing-masing unit eselon 2 dan eselon 3 khusus unit di Sekretariat. Proyek perubahan tersebut merupakan upaya unit-unit kerja yang ada di LAN untuk melakukan terobosan serta perbaikan baik layanan dan kinerja yang diberikan. Setiap proyek-proyek perubahan tersebut dilakukan pemantauan untuk melihat progress dari masing-masing proyek perubahan. Adapun proyek perubahan unitunit tersebut dapat dilihat pada tabel berikut ini: In 2015 NIPA initiated an effort to cultivate the spirit of innovation within LAN through project changes implementation for 2nd echelon units and 3rd echelon unit in the Prime Secretariat. Change project is an effort to create break trough in each working unit to improve the service and performance. Every change projects are monitored to verify the progress of each change project. The following table presents examples of the projects: Kajian Kebijakan Policy Research Pusat Kajian Reformasi Administrasi Center for Administrative Reform Studies

Pusat Kajian Desentralisasi dan Otonomi Daerah Center for Decentralication & Local Autonomy Studies

RB Hub Bureaucratic Reform Hub Pengembangan Sistem Informasi Kajian Kebijakan LAN Development of NIPA Policy Research Information System

Profil Pusat Kajian Desentralisasi Dan Otonomi Daerah Center for Decentralication & Local Autonomy Studies Profile Survei Layanan Konsultasi/ Advokasi/ Fasilitasi Instansi Pusat Dan Daerah (Provinsi, Kabupaten, Kota) Survey on Consultation/Advocation/Facilitation Service provided to various institution Learning Organization Pusat Kajian Desentralisasi Dan Otonomi Daerah Learning Organization in the Center for Decentralication & Local Autonomy Studies

Pusat Kajian Sistem dan Hukum Administrasi Negara Center for Public Administration System & Public Administration Law Studies

Monthly Learning And Discussion Portal Web Pusat Kajian Sistem Hukum Administrasi Negara Center for Public Administration System & Public Administration Law Studies Portal Upgrading Sistem Informasi JFAK Policy Analyst Sistem Information Upgrading

Pusat Pembinaan Analis Kebijakan Center for Policy Analist Development

Perkonsultasian JFAK Melalui Customer Care Consultation service through Customer Care Penyusunan Standar Pelayanan Complaint Handling Pusaka Complaint Handling standard formulation for the center Penyusunan Standar Pelayanan Pengusulan JFAK Formulation of Policy Analyst Proposal Submision Service Standar

108



07


Inovasi Innovation

Pusat Inovasi Tata Pemerintahan Center for Governance Inovation

Pengembangan Laboratorium Inovasi Innovation Laboratorium Development Pengembangan Budaya Kerja Berorientasi Kualitas Quality oriented working culture fostering Peningkatan Konten IT Dalam Pelaksanaan Tugas IT contents improvement at work Survei Kepuasan Pelanggan Dan Kemanfaatan Produk Kedeputian Inovasi Administrasi Negara

Pusat Inovasi Kelembagaan dan SDA Center for Institution & State Apparatus Innovations

Pusat Inovasi Pelayanan Publik Center for Public Service Innovation

Pusat Promosi Inovasi dan Pengembangan Kapasitas Centre for Innovation Promotion and Capacity Development

Survey of Customer Satisfaction and benefit of the products of Public Administration Innovation Deputy

Recycle Issues Public Service Perancangan Dynamics Database Kelembagaan Dan SDA Launching of Dynamics Database of Institutions and State Apparatus Penyusunan model survey kepuasan pelanggan kedeputian inovasi administrasi negara Developing Customer Satisfaction Survey Model of Public Administration Innovation Deputy Penyusunan Panduan Teknis Promosi Inovasi Administrasi Negara Formulation of Technical Guidance on Public Administration Innovation Promotion Pengembangan E-Database Manajemen Kerjasama LAN Dengan Instansi Dalam Dan Luar Negeri

Cooperation Management E-Database Development

Pengelolaan Persuratan Dan Kearsipan Berbasis Elektronik Di Lingkungan P2IPK Electronic Based of Mailing And Archiving management in the center

Diklat Education Training Pusat Pembinaan Program dan Pengembangan Diklat Center for Training Program Development & Fostering

Reformasi Pelayanan Akreditasi Lembaga Diklat Pemerintah Government Training Institute Accreditation Service Reform

Pusat Pembinaan Widyaiswara Center for Government Trainers Fostering

Digitalisasi Pengajuan Dupak Digitalization of Proposed Credit Point Assessment and Determination List

Pusat Diklat Teknis dan Fungsional Center for Technical and Functional Training Pusat Diklat Kepemimpinan Aparatur Nasional Center For National Apparatus Leadership Training

Program Pengembangan Kompetensi Pegawai ASN ASN competence development Pengembangan Sistem Informasi Diklat Teknik Dan Fungsional Development of Technical and Fuctional Training Information System Pembuatan “One Stop Service” “One Stop Service” implementation Pengembangan Database Alumni Diklatpim Development of Leadership Training alumni database


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PKP2A Local Offices Sistem Pengendalian Penyelenggaraan Diklat Kepemimpinan Di PKP2A I LAN Leadership Training Monitoring System in the center PKP2A I LAN Jatinangor Center For Research And Education And Training For Government Apparatus I LAN Jatinangor

Pengembangan Aplikasi E-Survey E-survey application development Pengembangan Media Edukasi Assessment Center LAN Development of NIPA Assessment Center Education Media

Penerapan Barcode Pada BMN State owned assets Barcoding Penerapan Barcode Pada Persediaan Inventory Barcoding Optimalisasi Digital Library Digital Library Optimalization Lahan Pembibitan Plant outlet/nursery

PKP2A II LAN Makassar Center For Research And Education And Training For Government Apparatus II LAN Makassar PKP2A III LAN Samarinda Center For Research And Education And Training For Government Apparatus III LAN Samarinda PKP2A IV LAN Aceh Center For Research And Education And Training For Government Apparatus IV LAN Aceh

Konstruksi service failure recovery di unit kerja lingkup PKP2A II LAN Service failure recovery within PKP2A II LAN Makassar

BIN-NET Borneo Innovation Net Integrasi Manajemen Kinerja Performance management integration Menjadikan PKP2A IV Sebagai Kawasan “Future Cyber” Developing the center as “Future Cyber” area

STIA LAN LAN School of Public Administration STIA LAN Jakarta LAN School of Administration Jakarta

Pelayanan satu lantai: Penggabungan pelayanan administrasi akademik (lantai 2) dan administrasi umum (lantai 5) menjadi satu di lantai 2 One floor service of academic administration and general administration

Sistem Informasi Terintegrasi Integrated Information System STIA LAN Makassar LAN School of Administration Makassar

On-Clinic Karya Ilmiah Scientific Writing On-Clinic E-Tracer Study

Akses Materi Kuliah Online Online access for lecture materials STIA LAN Bandung LAN School of Administration Bandung

110


Penataan Sistem Informasi Akademik Academic Information System arrangement Pengembangan Pelayanan Perpustakaan Melalui Pengelolaan Jejaring Perpustakaan Perguruan Tinggi Di STIA - LAN Bandung


07


Inovasi Innovation Survey Eksternal Pemerintahan Bersih Dan Bebas KKN Bagi Pengguna Produk Dan Layanan LAN

Clean and Free of Collution, Corruption, and Nepotism Survey for customer of NIPA Inspektorat Inspectorate

Direktori Penyimpanan Peraturan Di Bidang Pengawasan Berbasis Cloud Cloud based database of Regulation concerning Supervision Pelaksanaan E-Audit Di Lingkungan Lembaga Administrasi Negara E-Audit implementation at NIPA

Bag. SDM HR Division

Bag. Keuangan Finance Division

Revitalisasi Dosir Sebagai Basis Utama Pengelolaan Sistem Informasi Kepegawaian Document Collection Revitalization as Primary Basis for Human Resource Information System Pembenahan Sistem Informasi SDM (Decision Support System) HR Decision Support System enhancement Pengembangan Sistem Informasi Keuangan Financial Information system Development

Bag. RT dan BMN Domestic Affairs and State Owned Assets Division

Pembangunan Sistem Aplikasi Penggunaan Ruang Kelas Dan Asrama (Siperas) Development of Classroom and Hostel Utilization Application

Bag. Layanan Pengadaan Barang dan Jasa Procurement Division

Pembangunan Sistem Administrasi Pengadaan Langsung Direct Procurement Administration System Development

Bag. Perencanaan dan Evaluasi Program Program Planning and Evaluation Division

Sistem Informasi Revisi Budget Revision Information System SP2K Program and Activities Controlling System

Bag. Hukum dan Organisasi Legal and Organization Affairs Division

Pembangunan Sistem Hukum Online (SH@OLIN) à Sistem Informasi Evaluasi Monitoring Kerjasama (SIEMOK), Sistem Keputusan Online (SIKO), Sistem Peraturan Online, Program Regulasi LAN (PROREGLAN) Online Legal System Development (SH@OLIN) à Information System for Cooperation Monitoring and Evaluation, Online Decree System, Online Regulation System, NIPA Regulation Program

Bagian Humas dan Informasi Public Relation and Information Division

Pelayanan Pengaduan Complaint Handling Service Survey Kepuasan Layanan Service Satisfaction Survey Pengendalian Dan Pelayanan Tamu Pimpinan Tinggi LAN Terintegrasi Satu Pintu Integrated Control and Service for the Guest of Executives

Bagian Protokol dan Arsip Protocol and Archives Division

Pelayanan Penomoran Dan Persuratan Elektronik Melalui Aplikasi Andalan Numbering and Electronic Mailing Service Application Pengembangan Model Penyimpanan Arsip Inaktif Dan Vital Di Record Center Pada PKP2A Dan STIA Development of Inactive And Vital Archive Storage Model In Record Center at PKP2A And STIA


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Statistics Data Keuangan Financial Report

Realisasi Anggaran Actual Budget

2011 2012 2013 2014 2015 Keterangan

246,091,148,000 228,875,100,822

93 %

276,666,494,000 239,512,550,297

86.57 %

280,464,766,000 244,959,040,496

87.34 %

222,099,168,000 210,472,821,644

94.77 %

277,181,443,000 254,103,537,001

91.67 %

Pagu Budget Realisasi Actual disbursment Net

112



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Pendapatan PNBP Non-Tax Revenue

2011 2012 2013 2014 2015

62,591,189,000 59,696,522,269

95.38 %

70,453,277,000 60,663,341,241

86.10 %

65,478,769,000 63,239,179,205

96.58 %

53,118,640,000 53,235,745,384

100.22 %

68,317,434,000 55,978,007,884

81.94 %

Keterangan

Estimasi Estimation PNBP Non-Tax Revenue

Pendapatan PNBP Non-Tax Revenue • Realisasi Anggaran (Budget Realization) Tahun 2015 Bulan (Month)

Rencana Penarikan (Realization Plan)

Realisasi (Realization)

Januari

7,418,128,000

4,705,119,034

Februari

10,021,095,000

5,968,070,932

Maret April Mei Juni Juli Agustus September Oktober November Desember Total

13,007,785,000 17,657,967,000 17,649,399,000 22,864,393,000 27,718,083,000 27,757,648,000 32,118,415,000 27,096,923,000 32,631,023,000 41,240,584,000 277,181,443,000

12,448,901,336 13,552,682,293 21,838,853,354 19,020,800,720 25,680,131,018 17,186,032,013 23,834,031,877 23,322,431,345 24,369,525,248 62,176,957,831 254,103,537,001


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Jumlah Penerbitan Ilmiah di Bidang Administrasi Negara Number of Publication on Public Administration Science

2010

2011

2012

2013

2014

2015

32

55

55

65

43

43

Skor Sistem Akuntabilitas Kinerja LAN (2010-2015) aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa

Opini BPK terhadap Pengelolaan Keuangan LAN State Auditor’s of LAN’s Financial Management OPINI LAPORAN KEUANGAN LAN TAHUN 2007-2014 NO

1. 2. 3. 4. 5. 6. 7. 8.

114

LAPORAN KEUANGAN

Laporan Keuangan Tahun 2007 Laporan Keuangan Tahun 2008 Laporan Keuangan Tahun 2009 Laporan Keuangan Tahun 2010 Laporan Keuangan Tahun 2011 Laporan Keuangan Tahun 2012 Laporan Keuangan Tahun 2013 Laporan Keuangan Tahun 2014


OPINI

WTP WTP WTP WTP WTP WTP WTP WTP


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115

Pengarah Dr. Adi Suryanto, MSi Penanggung Jawab Dra. Elly Fatimah, MSi Tim Penyusun Hartoto, S.Si, Meita Kartika A, S.Si, MPP, Aning Apriastuti, Mifta Tri Hidayah Kontributor Fachrizal, Rico Hermawan, Aldhino Niki M, M. Syafiq, Fauziah M, Pungky Restu B, M. Rezky A, Melia D, Nicky Aldila H, Safrida Yanti S, Loga A, Mega Merdeka, Reni Kesuma Seputri, Shinta Puspasari, Mariana, Sulistianingsih, Untung Niman, Ika Retna Ningrum, Dodi Reza Pahlevi Desain Layout Mustofa Kontak [email protected] Jalan Veteran 10 Jakarta Tel. +6221 3868201-05 Fax +6221 3868206

REPORT2015 ANNUAL. Lembaga Administrasi Negara

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