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

3 Kategori Institusi/OrganisasiOrganisasi yang bukan Institusi

Institusi yang bukan Organisasi Organisasi yang merupakan Institusi atau sebaliknya (vice versa)

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)

Organization

Norman Uphoff (1986)

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

Philip Selznick

InstitutionScott (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.

Three Pillars of InstitutionsPillar Regulative Basis of compliance Expedience Normative Social obligation Cultural-Cognitive Taken-for-grantedness Shared understanding Constitutive schema Mimetic Orthodoxy Common beliefs Shared logics of action

Basis of order Mechanism Logic Indicators

Regulative rules Coercive Instrumentality Rules Laws Sanctions Legally sanction

Binding expectations Normative Appropriatness Certification Accreditation

Basis of legitimacy

Morally governed

Comprehensible Recognizable Culturally supported

Institution Building (IB)Eaton (1972)Institution Building (IB) is a perspective on planned and guided social change

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 complementtarity in the environtment

Dimension and focus of Capacity Building Initiatives

DimensionHuman Resource Development Organizational Strengthening

FocusSupply of professional And technical personel Management systems to improve performance of spesific tasks and functions; microstructures

Types of ActivitiesTraining, salaries, conditions of work, recruitment Incentivesystems, utilization of personnel, leadership, organizational culture, communications, managerial structures Rules of the game for economic and political regimes, policy and legal change, constitutional reform

Institutional Reform

Institutions and systems; macrostructures

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

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

Macro-system ChangesThe 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 environtment (complementarity)

Action Environment

Public Sector Institutional ContextConcurrent policies Public service rules and regulation Budgetary support Role of the state Management practices Formal and Informal power relations

Economic Factors Growth Labor market International economic relationships & conditions Private sector Development

Task NetworkCommunications and interactions among Primary Organizations Secondary Organizations Support Organizations

ORG3

ORG4 Political Factors Leadership support Mobilization of civic society Stability Legitimacy Political Institution

ORG2

OrganizationGoals Structure of work Incentive system Management/leadership Physical resources Formal &informal communication Behavioral norms Technical assistance

Performance Output Effectiveness Efficiency SustainabilityORG5

Social Factors Overall human resource development Social conflict Class stuctures Organization of civic society

Human Resources ORG1 Training Recruitment Utilization Retention

OrganizationGoals Structure of work Incentive system Management/leadership Physical resources Formal &informal communication Behavioral norms Technical assistance

Human Resources Training Recruitment Utilization Retention

Task Network Communications and interactions among Primary Organizations Secondary Organizations Support Organizations

ORG3 ORG4 ORG2

OrganizationGoals Structure of work Incentive system Management/leadership Physical resources Formal &informal communication Behavioral norms Technical assistance

ORG5

Human Resources ORG1 Training Recruitment Utilization Retention

Variables of InfluenceInstitution Institution variables; Leadership Doctrine Transaction Linkages

Enabling linkages Functional linkages Normative linkages Diffused linkages

ProgramResources

Internal Structure

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

DoctrinThe specification of values, objectives, and operational methods underlying social action(Spesifikasi dari nilai-nilai, tujuan-tujuan, dan metode-metode operasional yang mendasari tindakan sosial)

ProgramThose actions which are related to the performance of functions and services constituting the output of the institution(Tindakan-tindakan tertentu yang berhubungan dengan pelaksanaan dari fungsi-fungsi dan jasa-jasa yang merupakan keluaran dari lembaga tersebut)

ResourcesThe financial, physical, human, technological and informational inputs of the institution(Masukan-masukan keuangan, fisik,manusia, teknologi dan informasi dari lembaga tersebut)

Internal StructureThe structure and processes established for the operation of the institution and for its maintenance(Struktur dan proses-proses yang diadakan untuk bekerjanya lembaga tersebut dan bagi pemeliharaannya)

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

Functional LinkagesWith 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

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

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

Action Environment

Public Sector Institutional ContextConcurrent policies Public service rules and regulation Budgetary support Role of the state Management practices Formal and Informal power relations

Economic Factors Growth Labor market International economic relationships & conditions Private sector Development

Task NetworkCommunications and interactions among Primary Organizations Secondary Organizations Support Organizations

ORG3

ORG4 Political Factors Leadership support Mobilization of civic society Stability Legitimacy Political Institution

ORG2

OrganizationGoals Structure of work Incentive system Management/leadership Physical resources Formal &informal communication Behavioral norms Technical assistance

Performance Output Effectiveness Efficiency SustainabilityORG5

Social Factors Overall human resource development Social conflict Class stuctures Organization of civic society

Human Resources ORG1 Training Recruitment Utilization Retention

End State - InstitutionalityKemampuan Teknis Komitmen-komitmen Normatif Dorongan Inovatif

Citra Lingkungan Efek sebaran

PENINGKATAN KAPASITASupaya 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.

Tingkatan Peningkatan Kapasitas

Sistem Organisasi

Individu

TIGA LAPANGAN PENGEMBANGAN INSTITUSI KEPEMERINTAHAN (BICA, 2001) Peningkatan Kapasitas Administrasi-ManajerialManajemen sumber daya yang efisien dalam berbagai proses administrasi yang dibutuhkan untuk memberikan output pemerintah, seperti layanan publik, penegakan regulasi, dan sebagainya.

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

Peningkatan Kapasitas Organisasi NegaraKemampuan untuk memobilisasi kekuatan sosial dan ekonomi melalui partisipasi dan pilihan bersama untuk mencapai berbagai tujuan sosial dan ekonomi.