Materi dariTeguh Kurniawan

REFORMASI RE (kembali)

FORM (bentuk)

Upaya2/ tindakan2 yang dilakukan secara sengaja untuk melakukan perubahan bentuk dengan tujuan perbaikan dan penyesuaian diri (adaptasi) dengan lingkungan baru dan tuntutan masyarakat.

Apakah Reformasi Administrasi Administrative reform has traditionally been understood as

a formal, planned, and deliberate change in various dimensions (e.g., structure, process, behavior, norms) of the administrative system to improve its efficiency, quality, coordination, motivation, responsiveness, accountability, and so on (Caiden, 1969 and World Bank, 1993 in Haque, 2005)

More recently, instead of administrative reform, many scholars and experts use the term governance reform, which has much broader connotation, encompassing changes in the civil service, policy process, civil society, and statemarket relations (MDGD, UN 2001 in Haque, 2005)

Ruang Lingkup administrative reform covers all major levels of

government (federal, state, local) and public sectors (agriculture, industry, commerce, finance, transport, education, health) Pereira, 1997 dan Konig, 1982 dalam Haque, 2005

Internally, it includes various structural, functional, procedural, normative, and attitudinal changes in the administrative system (Haque, 2005)

Tipe Reformasi 1/4 Budgetary and Financial Reform

Structural reforms

Structural reorganization at the center

Decentralization and deconcentration

Privatization and off-loading

Rightsizing

Technical Reforms

Simplification and flexibility

Pay Flexibility and Pay for Performance

Relational reforms

Ingraham, 1996

Tipe Reformasi 2/4 Privatization and Coproduction

Debureaucratization

Reorganization

More Effective Public Management

Value for Money

Caiden, 2001

Tipe Reformasi 3/4 Institutional reform to restructure the public sector based on

promarket assumptions the streamlining or downsizing of the public sector in line with the current global trend

Functional reform defines the function of public administration as that of a catalyst or facilitator rather than main actor or leaderthe purpose is to restructure the role or function of the administrative system in such a manner that it can enable (rather than control) the role played by the business sector emphasis on the satisfaction of public sector customers, which represents a shift from the earlier focus on the entitlement of citizens to basic services provided by the state

Haque, 2005

Tipe Reformasi 4/4 Policy reform more promarket policies such as

privatization, deregulation, outsourcing, and liberalization the deregulation and liberalization of trade, investment, and foreign ownership

Structural reform reforming the administrative systems based on greater managerial and financial autonomy and flexibility

Normative-attitudinal reform to inculcate administrative norms and attitudes based on neutrality, equity, representation, and accountability

Haque, 2005

Debirokratisasi 1/4 Improving public policy making and government decisions

Streamlining the machinery of government

Deconcentrating power and authority

Increasing public-sector productivity

Devising measures of performance and insisting on better performance

Tackling bureaupathologies, such as fraud, waste, and corruption

Adopting up-to-date information and administrative technology

Caiden, 2001

Debirokratisasi 2/4 Simplifying and rationalizing administrative

processes

Reducing unnecessary red tape, featherbedding, and paperwork

Devising organizational innovations

Diversifying public service delivery systems

Providing and ensuring greater responsibility

Allocating scarce resources more rationally

Caiden, 2001

Debirokratisasi 3/4 Providing incentives for cost consciousness and public savings

Reducing public debts

Improving forecasting and simulation

Deregulating marketable services

Consolidating fragmented units

Emphasizing effective consultation and coordination

Enforcing financial management controls

Attracting and retaining better qualified public employees

Transferring and retraining surplus employees

Educating public managers to manage

Caiden, 2001

Debirokratisasi 4/4 Retuning public employee skills

Improving public-sector working conditions

Demanding higher professional standards and stricter discipline

Speeding up operations

Stressing public ethics and norms

Restoring public confidence in public institutions

Investigating and ameliorating public complaints

Allowing greater direct public participation in public administration

Educating public officials and public on how to behave with one another

Caiden, 2001

Dampak Reformasi 1/3 In terms of positive outcomes: the current

promarket administrative reform represents a serious challenge to the traditional, centralized, monopolistic, and elitist state bureaucracy This reform is likely to make the public sector more competitive, cost conscious, and performance-oriented and contribute to a greater degree of transparency, decentralization, service quality, and responsiveness to its clients or customers

Haque, 2005

Dampak Reformasi 2/3 In terms of negative outcomes: reform based on neoliberal

assumptions and marketdriven principles and policies has been largely imposed on developing nations, and it represents a form of ideological hegemony.

the privatization and restructuring may have diminished state sovereignty and increased foreign ownership.

deregulation, divestment, welfare cut, and customer focus may not equally benefit all social sections or income groups these reform measures are likely to benefit the business and political elites, overlook the concerns of ordinary citizens, and expand the gap between public officials and common citizens Haque, 2005

Dampak Reformasi 3/3 the increasing similarities between public

administration and business management may pose a challenge to the public nature of public service, perpetuate its identity crisis, and adversely affect the pride and morale of public employees

the expansion of operational and financial autonomy of public managers and their growing interaction and partnership with business executives may generate new avenues for administrative corruption and thus compromise public service integrity

Haque, 2005

Korea Selatan Melakukan berbagai upaya dalam mereposisi dan merevitalisasi

birokrasi sejak tahun 1980an

Upaya yang dilakukan: Civil Servant Ethics Act, 1981

Civil Servant Property Registration

Civil Servant Gifts Control

Civil Servant Consciousness Reform movement

Social Purification movement

Deregulation and simplification of procedure

Restructuring the Central Government

Strengthening the Commission of Administrative Reform

Hasilnya administrasi publik yang efisien, profesional, bersih dan baik

Hwang, 2004 in Prasojo, Kurniawan and Holidin, 2007

Strategi Utama Reformasi yang dilakukan(1) merevitalisasi kedudukan, peran dan fungsi

kelembagaan yang menjadi motor penggerak reformasi administrasi, dan

(2) menata kembali sistem administrasi negara baik dalam hal struktur, proses, sumber daya manusia (PNS) serta relasi antara negara dan masyarakat

Prasojo, Kurniawan and Holidin, 2007

Upaya-Upaya reformasi Birokrasi 1/2

Pada level kebijakan, harus diciptakan berbagai kebijakan yang mendorong Birokrasi yang berorientasi pada pemenuhan hak-hak sipil warga (kepastian hukum, batas waktu, prosedur, partisipasi, pengaduan, gugatan)

Pada level organisational, dilakukan melalui perbaikan proses rekrutmen berbasis kompetensi, pendidikan dan latihan yang sensitif terhadap kepentingan masyarakat, penciptaan Standar Kinerja Individu, Standar Kinerja Tim dan Standar Kinerja Instansi Pemerintah

Prasojo, 2008

Upaya-Upaya reformasi Birokrasi 2/2 Pada level operasional, dilakukan perbaikan melalui

peningkatan service quality meliputi dimensi tangibles, reliability, responsiveness, assurance dan emphaty.

Instansi Pemerintah secara periodik melakukan pengukuran kepuasan pelanggan dan melakukan perbaikan

Prasojo, 2008

Issu dan Agenda yang berkembang (1) Modernisasi Manajemen Kepegawaian, (2) Restrukturisasi, downsizing dan rightsizing,

perubahan manajemen dan organisasi (3) Rekayasa Proses Administrasi Pemerintahan; (4) Anggaran berbasis kinerja dan proses perencanaan

yang partisipatif, (5) serta hubungan-hubungan baru antara pemerintah

dan masyarakat dalam pembangunan dan pemerintahan

Prasojo, 2006

Sepuluh Langkah Antisipasi Birokrasi Pemangkasan Struktur Birokrasi (streaming and downsizing)

Penyederhanaan proses pelayanan dan pemerintahan (simplifying process)

Perbaikan kebijakan publik (improving public policy)

Menerapkan manajemen inovasi (innovative public management)

Konsolidasi dan koordinasi unit (consolidating fragmented unit)

Memperkuat kontrol manajemen keuangan (financial management control)

Menyeleksi program dan aktivitas pemerintahan (selecting government activities)

Meningkatkan public enterpreneur dalam birokrasi

Membangun sistem merit dalam birokrasi (bureaucratic merit system)

Penguatan pengawasan norma dan etika (public ethics and norms)Prasojo, 2009

Tujuh Pilihan Kebijakan 1/2 (1) membangun kesepakatan nasional untuk menegakkan merit sistem

dalam rekrutmen dan seleksi, termasuk menegakkan netralitas pegawai dan penataan kelembagaan;

(2) membangun manajemen kepegawaian yang terintegrasi secara nasional, yakni dengan memberikan porsi peran dan kewenangan yang lebih besar kepada pemerintah untuk menata dan mengelola kepegawaian dalam hal rekrutmen, penempatan, tour of duty dan keputusan mengangkat pejabat struktural tertinggi di daerah, sementara daerah hanya berwenang untuk memanfaatkan dan mengembangkan karir pegawai di lingkup pemerintahannya masing-masing;

(3) menghentikan kebijakan yang dapat menimbulkan dampak pembunuhan karakter bagi para pegawai secara individual ataupun kelompok dengan memberikan kepastian hukum dan jaminan hak pegawai secara professional melalui sistem reward dan punishmenttermasuk kesempatan berkarir;

Depdagri, 2009

Tujuh Pilihan Kebijakan2/2 (4) meningkatkan kesejahteraan pegawai dan memberikan kehidupan

yang layak dengan memperbaiki sistem penggajian dan pemberian imbalan lain secara memadai serta adil dalam rangka meningkatkan kinerja dan loyalitas pegawai serta dalam menghindarkan praktek-praktek penyimpangan keuangan sehingga pegawai dapat memfokuskan perhatiannya pada pelayanan masyarakat dan tugas-tugas lain yang menjadi tanggungjawabnya;

(5) menata manajemen pemerintahan yang lebih profesional, efisien dan berdayaguna;

(6) menata struktur kelembagaan untuk menghindari tumpang tindih diantara berbagai instansi atau unit kerja; serta

(7) mendorong pendirian Komisi Kepegawaian Negara

Depdagri, 2009

Hal yang Harus diperhatikan Jangan sampai terjadi kerancuan ideologis antara

kondisi sistem administrasi publik kita dengan bangunan teoritis yang digunakan dan menjadi dasar dalam reformasi birokrasi

Reformasi birokrasi merupakan bagian tak terpisahkan dari reformasi lainnya: hukum, politik, ekonomi dan sosial

Hadna, 2009

Kunci Reformasi Birokrasi

Strong Political Leadership

De-kooptasi/Netralisasi Birokrasi oleh Politik

RUU Administrasi Pemerintahan

Rekrutmen yang independen dan profesional

Sistem Penggajian yang layak

Sistem Pengukuran Kinerja

Promosi berbasi Kinerja

Pengawasan yang independenPrasojo, 2008

Langkah Kedepan Tentukan tujuan dari reformasi birokrasi

Petakan kondisi yang ada dari birokrasi yang ada dari berbagai aspek

Sesuaikan tujuan dan kondisi tersebut dengan metode yang tersedia

Penguatan komitmen dari berbagai pemangku kepentingan untuk melakukan reformasi