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PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

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Page 1: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK

SATUAN ACARA PERKULIAHAN

Page 2: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Core of Public Administration

PUBLIC SERVICESThe spirit of public administration has to do with immediate and pressing questions of how to do things effectively,efficiently, and equitably – this is MANAGEMENT

How to define the public

How to conduct effective public administration in a democatic political contecxt

How to balance efficiency, economy and equity

How to be an ethical public administrator

Why it is essential for public administrators to also representative citizens

Page 3: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

3 Kategori Institusi/Organisasi

“Organisasi” yang bukan “Institusi”

“Institusi” yang bukan “Organisasi”

“Organisasi” yang merupakan “Institusi” atau sebaliknya (vice versa)

Page 4: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

The three categories can be illustrated with examples from the legas realm. A new firm of lawyers would

represent the first category, an organization that is not (yet?) an institution. “The law” is an institution that is not

an organizations and exemplifies the second. Courts, which are both organizations and institutions, fall in the

last category. (Uphoff,1989)

Page 5: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Organization

Organizations are structures of recognized and accepted roles

• the structural expression of rational action, • a mechanistic instrument designed to achieve

specified goals, and • an adaptive organic system

Norman Uphoff (1986)

Philip Selznick

Page 6: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Institution Scott (2001 : 48)

1. Institutions are social structures that have attained a high degree of resilience.2. Institutions are composed of cultured-cognitive, normative, and regulative

elements that, together with associated activities and resources, provide stability and meaning of social live.

3. Institutions are transmitted by various types of carriers, including symbolic systems, relational systems, routines, and artifacts.

4. Institutions operate at multiple levels of jurisdiction, from the world system to localized interpersonal relationships.

5. Institutions by definition connot stabiliy but are subject to change processes, both incremental and discontinuous.

Page 7: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Three Pillars of InstitutionsPillar

Regulative Normative Cultural-Cognitive

Basis of compliance Expedience Social obligation Taken-for-grantednessShared understanding

Basis of order Regulative rules Binding expectations Constitutive schema

Mechanism Coercive Normative Mimetic

Logic Instrumentality Appropriatness Orthodoxy

Indicators RulesLawsSanctions

CertificationAccreditation

Common beliefsShared logics of action

Basis of legitimacy Legally sanction Morally governed ComprehensibleRecognizableCulturally supported

Page 8: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Institution Building may be defined as the planning, structuring, and guidance of new or reconstituted organizations which (a) embody changes values, functions, physical, and/or social technologies, (b) establish, foster, and protect new normative relationships and actions patterns, and (c) obtain support and complementarity in the environment

Institution Building (IB) is a perspective on planned and guided social change

Institution Building (IB) Eaton (1972)

Page 9: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Dimension and focus of Capacity Building Initiatives

Dimension Focus Types of Activities

Human ResourceDevelopment

OrganizationalStrengthening

Institutional Reform

Supply of professionalAnd technical personel

Management systems to improve performance of spesific tasks and functions; microstructures

Institutions and systems;macrostructures

Training, salaries, conditions of work, recruitment

Incentive systems, utilization of personnel, leadership, organizational culture, communications, managerial structures

Rules of the game for economic and political regimes, policy and legal change, constitutional reform

Page 10: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Dimension and focus of Capacity Building(Joseph E.Eaton)

Micro-system Changes

Macro-system Changes

The planning, stucturing and guidance of new or reconstituted organization which advocate and embody changes in values, function, physical and/or social technologies

The establishment, protection and fostering normative relationship and action patterns with linked organizations in the larger social system and the attainment of normative acceptance in the environment (complementarity)

Page 11: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Organization

GoalsStructure of workIncentive systemManagement/leadershipPhysical resourcesFormal &informal communicationBehavioral normsTechnical assistance

Task NetworkCommunications and interactions among Primary Organizations Secondary Organizations Support Organizations

ORG4

ORG5

ORG3

ORG2

ORG1Human Resources Training Recruitment Utilization Retention

Public SectorInstitutional Context

Concurrent policies Role of the statePublic service rules and regulation Management practicesBudgetary support Formal and Informal power relations

Performance Output• Effectiveness• Efficiency• Sustainability

Economic Factors Growth Labor market International

economic relationships & conditions

Private sector Development

Political Factors Leadership support Mobilization of civic

society Stability Legitimacy Political Institution

Social Factors Overall human

resource development

Social conflict Class stuctures Organization of civic

society

Action Environment

Page 12: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Organization

GoalsStructure of workIncentive systemManagement/leadershipPhysical resourcesFormal &informal communicationBehavioral normsTechnical assistance

Human Resources Training Recruitment Utilization Retention

Page 13: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Organization

GoalsStructure of workIncentive systemManagement/leadershipPhysical resourcesFormal &informal communicationBehavioral normsTechnical assistance

Task NetworkCommunications and interactions among Primary Organizations Secondary Organizations Support Organizations

ORG4

ORG5

ORG3

ORG2

ORG1Human Resources Training Recruitment Utilization Retention

Page 14: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Variables of Influence

Institution

LeadershipTransaction

Enabling linkagesFunctional linkagesNormative linkagesDiffused linkages

Linkages

Institution variables;

Doctrine

Program

Resources

Internal Structure

Page 15: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Leadership

(Kelompok orang yang secara aktif berkecimpung dalam perumusan doktrin dan program dari lembaga yang bersangkutan dan yang mengarahkan operasi-operasi dan hubungan-hubungannnya dengan lingkungan.)

“The group of persons who are actively enganged in the formulation of the doctrine and program of the institution and who direct its operations andrelationships with the environment”

(Spesifikasi dari nilai-nilai, tujuan-tujuan, dan metode-metode operasional yang mendasari tindakan sosial)

“The specification of values, objectives, and operational methods underlying social action”

Doctrin

Page 16: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

(Tindakan-tindakan tertentu yang berhubungan dengan pelaksanaan dari fungsi-fungsi dan jasa-jasa yang merupakan keluaran dari lembaga tersebut)

“Those actions which are related to the performance of functions and services constituting the output of the institution”

Program

(Masukan-masukan keuangan, fisik,manusia, teknologi dan informasi dari lembaga tersebut)

“The financial, physical, human, technological and informational inputs of the institution”

Resources

Page 17: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

(Struktur dan proses-proses yang diadakan untuk bekerjanya lembaga tersebut dan bagi pemeliharaannya)

“The structure and processes established for the operation of the institution and for its maintenance”

Internal Structure

Page 18: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Enabling Linkages

With those organizations performing functions and services which are complementary in a production sense, which supply the inputs and which use the outputs of the institution

With organizations and social groups which control the allocation of authority and resources needed by the institution to function

Functional Linkages

Page 19: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Normative Linkages

With elements in the society which cannot clearly byidentified by membership in formal organization

With institutions which incorporate norms and values (positive or negative) which are relevanttothe doctrine and program of the institution

Diffuse Linkages

Page 20: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Organization

GoalsStructure of workIncentive systemManagement/leadershipPhysical resourcesFormal &informal communicationBehavioral normsTechnical assistance

Task NetworkCommunications and interactions among Primary Organizations Secondary Organizations Support Organizations

ORG4

ORG5

ORG3

ORG2

ORG1Human Resources Training Recruitment Utilization Retention

Public SectorInstitutional Context

Concurrent policies Role of the statePublic service rules and regulation Management practicesBudgetary support Formal and Informal power relations

Performance Output• Effectiveness• Efficiency• Sustainability

Economic Factors Growth Labor market International

economic relationships & conditions

Private sector Development

Political Factors Leadership support Mobilization of civic

society Stability Legitimacy Political Institution

Social Factors Overall human

resource development

Social conflict Class stuctures Organization of civic

society

Action Environment

Page 21: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

End State - Institutionality

Kemampuan Teknis

Komitmen-komitmen Normatif

Dorongan Inovatif

Citra Lingkungan

Efek sebaran

Page 22: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

PENINGKATAN KAPASITAS

upaya untuk membantu orang, organisasi, dan sistem dalam menghadapi tantangan& memenuhi tuntutan

proses untuk mempengaruhi atau menggerakkan, perubahan di berbagai tingkatan (multi-level) pada individu, kelompok, organisasi dan sistem

berusaha memperkuat kemampuan beradaptasi orang dan organisasi sehingga mereka dapat merespon perubahan lingkungan

penciptaan sebuah organisasi “pembelajaran”.

Page 23: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Tingkatan Peningkatan Kapasitas

Organisasi

Individu

Sistem

Page 24: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

TIGA LAPANGAN PENGEMBANGAN INSTITUSI KEPEMERINTAHAN (BICA, 2001)

• Peningkatan Kapasitas Administrasi-Manajerial

Manajemen sumber daya yang efisien dalam berbagai proses administrasi yang dibutuhkan untuk memberikan output pemerintah, seperti layanan publik, penegakan regulasi, dan sebagainya.

• Peningkatan Kapasitas Kebijakan

Kemampuan untuk mengumpulkan informasi dan wewenang pengambilan keputusan untuk membuat pilihan yang cerdas dan menetapkan strategi arah kebijakan.

• Peningkatan Kapasitas Organisasi Negara

Kemampuan untuk memobilisasi kekuatan sosial dan ekonomi melalui partisipasi dan pilihan bersama untuk mencapai berbagai tujuan sosial dan ekonomi.

Page 25: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

HUMAN RESOURCE CAPACITY STRENGHTHENING

Page 26: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Dimension and focus of Human Resource Development

Dimension Focus Types of Activities

Human ResourceDevelopment

Supply of professionalAnd technical personel

Training, salaries, conditions of work, recruitment

Page 27: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

4 BASIC PHASES

Design Phase(resulting in, for example.a spesific donor or government initiative)

Project Implementation Phase(a contractor or administrative unit is selected to implement a program, and begin to do so)

Capacity Acquisition Phase(various training and other actions take place and informal experiences build new skills)

Performance Phase(Capacity is manifested in task performance and is evaluated)

Page 28: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Actors, Actions and Events in Programs Aimed at Strenghtening Human Resource Capacity

Page 29: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Events Unrelated to Program

AI

L Donor ConstituencyH Officers of Donor Agency at CenterH Donor representatives at project siteM Ministry OfficeM Potential Implementators/ contractors

AII

H Officers of Donor Agency at CenterM Donor Representatives at Project SiteL Ministry OfficialsH Implementators/ ContractorsL Target Institution’s Administrators

AIII

L Officers of Donor Agency at CenterM Donor Representatives at PeripheryM Ministry OfficialsH Implementators/ ContractorsH Target Institution’s AdministratorsH Targeted Professional/technical StaffL Local Public

AIV

M Ministry OfficialsH Target Institution’s AdministratorsH Targeted Professional/technical StaffH Local Public

Program Design

ProjectImplementation

CapacityAcquisition

CapacityPerformance

AwardProject

SelectResources

ProvideFund andServices

ProduceOutputs

Page 30: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Training and development encompasses three main activities: training, education, and development. These ideas are often considered to be synonymous. However, to practitioners, they encompass three separate, although interrelated, activities.

TrainingThis activity is both focused upon, and evaluated against, the job that an individual currently holds.

EducationThis activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.

DevelopmentThis activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate.

Page 31: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Strategies for Capacity Building – Developing Human Resources(Grindle)

(is a a strategy in which an institution or ministry decides that it can determine precisely what its needs will be three to five years in the future)

Targeted, narrowly focused education and training

The Pooled-resource, multi institution Approach (brings together individuals for similar degree training from many different, but related organizations )

The “hit-or-miss” Approach

The “key individuls” Approach

(is best exemplified by the strategy of sending a few key individuals from an organization to either a variety of universities)

The Saturation Training (is best exemplified by the strategy of sending a few key individuals from an organization to either a variety of universities)

Page 32: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Organizational StrenghteningHow Organizational Capacities can be strengthened?

Page 33: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Dimension and focus of Organizational Strenghtening

Focus Types of Activities

Management systems to improve performance of spesific tasks and functions; microstructures

Incentive systems, utilization of personnel, leadership, organizational culture, communications, managerial structures

Page 34: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN
Page 35: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

The various actors involved in each phase of the capacity strenghtening process negotiate and make decisions based on their individual and institutional power,

perspectives and incentives, resulting in spesific actions

Refer to manifestations of deliberations and decisions within different phases of project’s life

A I.1 AII.1 AIII.1

A I.2

A I.3

AII.2

AII.3

AIII.2

AIII.3

O 1

O 2

O 3

O 1

O 2

O 3

Program Design

ProjectImplementation

CapacityAcquisition

Decision Making During Design and Implementation of Capacity Strenghtening Programs

Key:AI-III : Sets of actors at different

program stagesO1-3 : Options : Options selected : Options rejeted

Page 36: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Research Capacity Strenghtening

As a subset of human resource capacity particularly concerned with the sustained ability of individuals, organizations, and nations to identify important basic and applied problems and to

collect, process, analyze, and disseminate information that addresses them.

Providing useful information in a timely fashion

Transmitting the skills required to create and use such information

Increasing the depth and complexity of human knowledge

Three Objectives:

More than just the ability to answer question but also create new questions so that a research community can respond to new challenges and question its own assumption

Page 37: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Events Unrelated to Program

• Select Countries• Select Organizations

and Investigators• Select Research

Themes

• Emphasize Local Design and Application

• Combine In-Country Training with External Technical Assistance

• Use the Peer Review Process and Emphasize Quality

• Provide Varied Forms of Technical Assistance

• Adapt Project Methods to Local Culture and Constraints

• Strengthen Organization as well as individuals

• Creer Constraints• Physical Resources• Cross-Disciplinary

Collaboration• Financial

Management• Ethical Review• Build Linkages

• Provide Dissemination Grants to Researchers

• Form and Sustain Indigenous Linkages

• Publish in Multiple Venues

• Evaluate Project Efforts

Program Design

ProjectImplementation

CapacityAcquisition

CapacityPerformance

AwardProject

SelectResources

ProvideFund andServices

ProduceOutputs

ADDR Project(Applied Diarrheal Disease Research)

Page 38: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Institutional Reform

The Art of the Possible

Page 39: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Dimension and focus of Institutional Reform

Dimension Focus Types of Activities

Institutional Reform Institutions and systems;macrostructures

Rules of the game for economic and political regimes, policy and legal change, constitutional reform

Page 40: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Institutionalization Deinstitutonalization

social arrangements that shape and regulate human behavior and have some degree of permanency and purpose transcending individual human lives and intentions.

Refers to the processes by which institutions weaken and disappear.

General Types toward deinstitutionalization3

“Imperfect Transmission”

Functional

Political

Social

Functional pressures are those that arise from perceived problems in performance level associated with institutionaled practices

Political pressures result from shifts in interests or underlying power distributions that provide support for existing institutional arrangements

Social pressures are associated with differentiation of groups and existence of heterogeneus divergent beliefs and practices.

1

2

3

VS

Page 41: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

…..and let me tell you that

this report will not end on a

shelf

Let Estates General (France) guard the

institutional reform…..

Page 42: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Example Failed responses to reform

Blaming then training the farmers while ignoring the real problem.

“Asian food crises of the 1960s”

Organizing the farmers through irrigation management transfer, but ignoring the preconditions.

Information, knowledge, and the capacity to use it are critical to successful integrated water Management and appropriate reforms—but their availability is often limited

Roads not traveled: empowering users and restructuring bureaucracies.

Page 43: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Key Findings of Institutional Change(Ha Joon Chang)

Functional multiplicity of institutions

‘Appearances can be deceptive’ – formal and informal institutions

Politics of institution building

Structure and human agency in institutional change

Unintended consequences and intended ‘perversions’

The ‘technology’ of institution building

Page 44: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

Principle of Institutional Change

Key questions to ask for each situation include:• What will be the benefits of institutional and policy reform, and how will these

benefits distributed? What will be the costs, and who will bear them?• What coalition of interest groups will push forward and implement the change?• Around which issues can such efforts be organized most productively?• How can these coalitions be supported?• What can realistically be done to adapt the enabling and constraining conditions

for this institutional transformation?• How can knowledge producers and processors—academics, consultants, and

reflective practitioners—play a more active role?

Change is political

Change is normativePositive change is driven by coalitions of aligning interests, soft systems like motivation, ethics and pride and fundamental transformational issues starting with individual transformation in attitudes, values and behaviour.

Coalitions of aligning interests is a pre-condition for change

Embedding change messages in social and organizational culture

Communicate, communicate, communicate around change

Page 45: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

A Framework for Change Management in Public Sector Organisations (UNDP)

Page 46: PENGEMBANGAN KAPASITAS & KELEMBAGAAN SEKTOR PUBLIK SATUAN ACARA PERKULIAHAN

“The state is the main driver of reform—but cannot succeed alone”