Inovasi Pelayanan Publik

Disampaikan pada Diskusi Kajian “Inovasi Pelayanan Publik di Wilayah Kalimantan”

PKP2A III LAN Samarinda12 Juni 2013

Tri Widodo W. Utomo

Fokus Diskusi

Apa ruang lingkup/ dimensi Inovasi? Apa pressure for change/pressure to innovate-nya? Apa prakondisi untuk Inovasi? Bagaimana Inovasi dilakukan? Apa kendala/hambatan Inovasi? Bagaimana strategi Inovasi sektor publik (termasuk

untuk pelayanan publik)?

Pertanyaan2 inilah yang harus diajukan & dijawab dalam penelitian!

Innovation in Public Services

• Innovation is a core issue for public services and is a key element of public services reform 1) the age of ‘innovate to do more with less’ (Stephen Osborne); 2) doing more with less will continue to be a feature of the public management environment (Brendan Martin).

Types:– managerial change challenges; – ICT and e-government; – collaboration and networks.

Stephen P. Osborne (ed), Handbook of Innovation in Public Services

6 Major Types of Innovation

1. E-Government, included initiatives to ease administrative burden, introduction of ICTs, ‘electronification’ of public services to raise quality and speed, the modernization of public administration, etc;

2. Administrative simplification, ranging from simplification of regulations to the restructuring of the public sector or its programs and processes). This includes the reduction of barriers arising from regulation and overly bureaucratic practices;

3. Public procurement;4. Dissemination: A number of initiatives dealt with disseminating

innovation culture in the public sector & on possible best practices;5. Public sector performance/workplace innovation;6. Participation and / or cooperation between different actors, for

example, engaging the public, private companies, etc. in public services or in the improvement of public services.

Hugo Thenint, 2010, Mini Studi 10 Innovation in the Public Sector

Forms of change

• Devolution of responsibility within each of the above closer to front line management, often associated with ‘delayering’;

• Shift away from management by rules towards management by results, associated with definition of performance targets & standards;

• Devolved budgets, often, but not invariably, including devolution of responsibility for personnel and administrative costs;

• Competitive mechanisms, both external and internal;• Cost-cutting, applying pressure on budgets, including limits on global

or specific human resources costs;• Increased flexibility of function, mobility and remuneration systems;• Reorientation of career development and training programs

consistent with the trends of decentralization, management by results and flexibility.

Brendan Martin, 1997, Reform of Public Sector Management, A relevant question for Unions in the Public Sector, Background paper for EPSU/ETUI Conference, Brussels,

Pressure for Change

Michael A. Hitt, Chet Miller, and Adrienne Colella, Organizational Behavior: A Strategic Approach, Ch. 14 – “Organizational Change and Development”.

Pressure for Change

• Macro economic condition and budget constraint;• Public attitudes and increasing criticisms of the

ineffectiveness and inefficiencies of delivering public services through bureaucratic organizational arrangements and the need to search for alternatives;

• Higher standard of service quality demanded by costumers MSS should be upgraded on regular basis !!

Precondition for Innovation

Innovation is most likely to emerge and be sustained if:

• Public sector leaders are committed to achieving a supportive culture where innovation is encouraged and lessons disseminated;

• Innovation is embedded in corporate strategy & adequately resourced;• Staff have the requisite skills, training and development opportunities;• Departments encourage internally-generated innovation and actively

engage with stakeholders to garner external ideas and innovations;• There is a deep understanding of core business, government policy and

aspirations, the broader external environment and internal and external sources of data and information;

• There are mechanisms in place to assess and respond to new & emerging issues;

• Departments & agencies build organizational capabilities; • Innovation is appropriately recognized and rewarded.

Commonwealth of Australia (2009), Innovation in the Public Sector: Enabling Better Performance, Driving New Directions, Australian National Audit Office.

Ways of Innovation

• Incremental innovations / radical innovations (denoting the degree of novelty, in industry most innovations can be considered incremental improvements of already existing products, processes or services)

• Top-down innovations / bottom-up innovations (denoting who has initiated the process leading to behavioral changes, “the top” – meaning management or organizations or institutions higher up in the hierarchy – or “the bottom” – meaning “workers on the factory floor”, in this case public employees, civil servants and mid-level policy makers)

• Needs-led innovations and efficiency-led innovation (denoting whether the innovation process has been initiated to solve a specific problem or in order to make already existing products, services or procedures more efficient)

Hugo Thenint, 2010, Mini Studi 10 Innovation in the Public Sector

Barriers in Innovation

Professional resistance and heritage. Absence or inadequacy of resources. Public resistance to change. Pace and scale of change. Size and complexity. Risk aversion and accountability. Technical barriers. Absence of capacity for organizational

learning.

Hugo Thenint, 2010, Mini Studi 10 Innovation in the Public Sector

Innovation Tactics / Strategies

• Show Benefits• Social Marketing• Demonstration Project• Training• Consultation• Co-optation (with

opponent)• Resource Finding

Hugo Thenint, 2010, Mini Studi 10 Innovation in the Public Sector

• Persistence• Alliance• Modify Technology• Change Regulation• Program Culturally

Sensitive• Compensation

Ways of Innovation

Terima Kasih …

Disampaikan pada Diskusi Kajian “Inovasi Pelayanan Publik di Wilayah Kalimantan”

PKP2A III LAN Samarinda12 Juni 2013

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