Kajian Efisiensi & Efektivitas Kelembagaan

Pemerintah

Disampaikan untuk Pusat Kajian Kinerja Kelembagaan, LAN-RI

Jakarta, 2 April 2012

Dua Dimensi Pengukuran Efektivitas:o Makro, menggunakan indikator makro reformasi

kelembagaan pemerintah.o Mikro (satuan organisasi), menggunakan indikator mikro

penataan kelembagaan K/L/Pemda.o Efektivitas pada skala makro bukan agregasi dari efektivitas

pada skala mikro.

Filosofi Reformasi Kelembagaan:o Efektivitas & efisiensi kelembagaan Efektivitas pencapaian

tujuan dan sasaran pemerintah Peningkatan kesejahteraan dan pelayanan publik.

Efektivitas KelembagaanEfektivitas Kelembagaan

DIMENSI MAKRO

Reformasi Kelembagaan Pemerintah

• Reformasi Kelembagaan: proses menerjemahkan nilai2 konstitusi menjadi nilai2 kesejahteraan melalui rekayasa kelembagaan kelembagaan harus menjadi instrumen kesejahteraan yg didesain sejalan dengan arah & target yg diamanatkan konstitusi.

• Rekayasa Kelembagaan:– Pendekatan Politik (Regulasi): UU 39/2008, Perpres

47/2009, Perpres 24/2010, dll.– Pendekatan Teknokratik: rasio jumlah lembaga

dengan APBN; rasio jumlah lembaga dengan jumlah PNS; analisis urgensi; analisis efektivitas & efisiensi organisasi, dll.

URUSANPEMERINTAHAN

(46 Urusan)

Urusan yg Nomenklaturnya

Disebutkan Dalam

UUD 1945(3 Urusan)

Urusan yg Ruang LingkupnyaDisebutkan Dalam

UUD 1945(25 Urusan)

Urusan dalamrangka Penajaman

Koordinasi & SinkronisasiProgram Pemerintah

(18 Urusan)

• Luar Negeri

• Dalam Negeri

• Pertahanan

• Agama• Hukum• Keuangan• Keamanan• HAM• Pendidikan• Kebudayaan• Kesehatan• Sosial• tenaga

kerja• Industri•

Perdagangan

• Pertambangan

• Energi• PU•

Transmigrasi

• Transportasi

• Informasi• Komunikasi• Pertanian• Perkebunan• Kehutanan• Peternakan• Kelautan• Perikanan

• PPN• Aparatur

Neg.• Set.

Negara• BUMN•

Pertanahan•

Kependudukan

• LH• Ilmu

Pengethn• Teknologi

• Investasi • Koperasi• UKM•

Pariwisata

• PP• Pemuda• Olah

Raga•

Perumahan

• PKDT

• Penafsiran dari kadar Urgensi:– Pola 1: Urusan yg nomenklaturnya disebutkan dalam UUD

1945 mutlak (requirement, conditio sine qua non).– Pola 2: Urusan yg ruang lingkupnya disebutkan dalam UUD

1945 wajib (obligatory).– Pola 3: Urusan dalam rangka penajaman koordinasi program

dapat dibentuk (optional).– Pola 4: tidak jelas pengaturannya kementerian koordinator

(3 buah).• Penafsiran dari aspek kuantitas:

– Di Jepang, jumlah kementerian adalah 17 (2007) dan mengecil menjadi 12 (2010). Indonesia menggunakan pola maksimal, yakni 34.

– Perbandingan kementerian Pola 3 dengan Pola 1 + 2 saat ini 11 : 20. Sebaiknya, pola 3 cukup 1/4 atau bahkan 1/5 dari Pola 1 + 2, karena “hanya” bersifat penajaman.

Reformasi Kelembagaan Pemerintah (Pusat)

• UU No. 19/2008 sbg tonggak penataan kelembagaan harus diikuti dengan penataan lembaga selain kementerian secara komprehensif, mencakup: LPNK, LNS, Sekretariat Lembaga Negara, Kejagung/TNI/Polri, Perwakilan RI di LN, BI dan UMN, dll.

• Lembaga yg menjalankan urusan penajaman koordinasi tidak harus diwadahi dalam bentuk kementerian, namun bisa juga dalam wadah LPNK atau LNS sbg executing agency.– Restrukturisasi Kementerian yg ada saat ini.– Merger dengan LPNK atau LNS yg relevan.

Reformasi Kelembagaan Pemerintah (Pusat)

DIMENSI MIKRO

Effective OrganizationEffective Organization

Visi & Misi Struktur SDM

S ≤ V M ≤ S

• Keterpenuhan unsur organisasi.• Ukuran masing-masing unsur.• Kualitas masing-masing unsur.

Anggaran

Tusi/Prog. & Keg

Output/ Outcom

eA ≤ O

Effective OrganizationEffective Organization

Effective & Efficient

Organization

Adaptive, innovation-friendly

structureInspiring culture

• 3 + 3 component• People: Top management: team-

leading innovation; Cross-functional team: mapping innovation road; Empowered employees: driving innovation.

• Ecosystem: Vision & strategy for innovation; Process, practice & system supporting innovation; culture inspiring innovation.

• Shared values;• Inspiring vision;• Inspirational

leadership;• Inspirational

environment;• Relentless innovation.

• Encourage, energize, coach ;

• Delegate authority;• Provide resources;• Provide incentives and

growth opportunities.

Empowered employees

Losing OrganizationLosing Organization

Losing OrganizationLosing Organization

• FUZZY VISION: corporate vision and mission don't inspire people; lack of strategic alignment; people don't know where the organization is going and what it is trying to achieve in the future.

• LACK OF LEADERSHIP SKILL: fear of change; leaders lack entrepreneurial spirit; leadership style on the part of management is either too directive or too hands-off; managers do not lead and don't manage change, they just administrate and micromanage; weak leadership development program.

• DISCOURAGING CULTURE: corporate culture does not inspire people; no shared values; lack of trust; blame culture; focus on problems, not opportunities; employees are not energized; people don't have fun at work; diversity is not celebrated; failures are not tolerated; people lose confidence in their leaders and systems.

• HIGH BUREAUCRACY: bureaucratic organizational structures with too many layers; high boundaries between management layers; slow decision making; too close monitoring of things and subordinates; too many tools and documents discouraging creative thinking; bureaucracy is tolerated.

Losing OrganizationLosing Organization

• LACK OF INITIATIVE: employees are not empowered; poor motivation and encouragement; people do not feel their contributions make a difference; management fails to engage the organization effectively; people work defensively and not creatively, they do their job, and nothing more.

• POOR VERTICAL COMMUNICATION: people have no clue of the big picture and do not feel that their contributions are important; too much uncertainty; people don't know what top-managers are thinking and planning.

• POOR CROSS-FUNCTIONAL COLLABORATION: functional mindset; lack of cross-functional goals and cross-functional collaboration spirit; functional, no enterprise-wide business process management; no cross-functional management committees; lack of or powerless cross-functional teams.

• POOR TEAMWORK: no organizational commitment to team culture; lack of shared & worthwhile goals; weak team leaders; team members who don't want to play as part of a team are tolerated; teams are too large.

• POOR IDEA AND KNOWLEDGE MANAGEMENT: cross-pollination of ideas is not facilitated; no creativity, idea and knowledge management strategies and systems; "know-it-all" attitude; "not invented here“ syndrome.

I. Having a long-term philosophy that drives a long-term approach to building a learning organization– Base your management decisions on a long-term philosophy, even at the

expense of short-term financial goals.

II. The right process will produce the right results– Create a continuous process flow to bring problems to the surface;– Use "pull" systems to avoid overproduction;– Level out the workload (Heijunka – work like the tortoise, not the hare);– Build a culture of stopping to fix problems, to get quality right the first

time;– Standardized tasks and processes are the foundation for continuous

improvement and employee empowerment;– Use visual control so no problems are hidden;– Use only reliable, thoroughly tested technology that serves your people

and processes.

Toyota WayToyota Way

III. Add value to the organization by developing its people and partners– Grow leaders who thoroughly understand the work, live the philosophy,

and teach it to others;– Develop exceptional people and teams who follow your company's

philosophy;– Respect your extended network of partners and suppliers by challenging

them and helping them improve.

IV. Continuously solving root problems to drive organizational learning – Go and see for yourself to thoroughly understand the situation (Genchi

Genbutsu);– Make decisions slowly by consensus, thoroughly considering all options;

implement decisions rapidly (Nemawashi);– Become a learning organization through relentless reflection (Hansei) and

continuous improvement (Кaizen).

Toyota WayToyota Way

TERIMA KASIH

– Tri Widodo W. Utomo –Pusat Kajian Manajemen Kebijakan LAN-RI

Semoga Bermanfaat …