Pami Dalam Kancah Perkembangan Profesi Kesmas;Softskil,Softskill,Softskill

Softskills, Softskills, & Softskills

H.Adang Bachtiar dr.MPH.DSc.

[email protected]

Jakarta – 26 Januari 2012

Disampaikan pada Seminar PAMI untuk Nasional

Posisi yang semakin jelas untuk kepentingan

kesehatan bangsa

Sebagai tenaga strategis bangkes (Inpres 3/2011)

Kepmenkes terkait perlunya ketrampilan

manajerial kesehatan bagi para pemimpin

kesehatan (Dinkes dan RS)

Fokus 2012: pemberdayaan dan PHC (!)

Upaya yang sistematis untuk penataan ulang

supply/production system

Proyek HPEQ untuk kesmas 2011-2014 (3 goals):

Penataan kurikulum kesmas

Akreditasi pendidikan

Standarisasi uji kompetensi

Global Code of Practice (World Health Assembly no

63.18) mensyaratkan adanya Indonesian GCP pada

tahun 2013

Alligning HPEQ dan GCP (utk kesmas: std konsultan

PH?)

WHA 63.16: Global Code of Practice on The

International Recruitment of Health Personnel

OBJECTIVES:

to establish and promote voluntary principles

and practices for the ethical international

recruitment of health personnel, taking into

account the rights, obligations and

expectations of source countries, destination

countries and migrant health personnel;

PERKEMBANGAN INTERNASIONAL_1

Bachtiar, 2011. Masukan kpd Kemenkes



OBJECTIVES:

to serve as a reference for Member States in

establishing or improving the legal and

institutional framework required for the

international recruitment of health personnel;





OBJECTIVES:

to provide guidance that may be used where

appropriate in the formulation and

implementation of bilateral agreements and

other international legal instruments;





OBJECTIVES:

to facilitate and promote international

discussion and advance cooperation on

matters related to the ethical international

recruitment of health personnel as part of

strengthening health systems, with a

particular focus on the situation of

developing countries.





PRINSIP DASAR:

Kesehatan adalah tanggung jawab setiap

pemerintah.

Migrasi internasional Nakes dapat bersifat

positif bila dikelola dengan baik,

memperhatikan sistem kesehatan global dan

melindungi hak Nakes tsb





PRINSIP DASAR:

Negara maju selayaknya membantu negara

sedang berkembang dalam menguatkan

sistem kesehatan termasuk sistem nakes nya

Pemerintahan wajib berupaya mencapai

derajat kesehatan masyarakat setinggi-

tingginya, juga dengan memperhatikan hak

Nakes untuk bekerja dimana saja diluar

negaranya





PRINSIP DASAR:

Rekrutmen internasional Nakes harus

transparan, adil dan tetap mendorong sistem

kesehatan negara asalnya agar tetap sustain

bertumbuh

Pemerintahan selayaknya terus memperbaiki

tatanan pengelolaan Nakes (Perencanaan-

Pendayagunaan-Pengendalian), sehingga

mengurangi demand untuk migrasi-keluar





PRINSIP DASAR:

Diperlukan sistem informasi (Global-

Nasional-Lokal) dan sistem riset &

pengembangan dlm ICP

Pengiriman nakes keluar bersifat sirkuler (in-

out secara sistematik) sehingga bermanfaat

bagi negara pengirim dan penerima



Transparancies-Accountability-Mutual Understandings-Effective Collaboration

Penguatan

kapasitas

PT kes

Strategi

Pemberdayaan

Masy utk ICP

SIK nakes mel

HRH

Observatory

Pelatihan

PT-OP & Industri

Diklat

Teknis

Implemetasi (Monev)

Nakes ICP

Implementasi sirkuler

LN-DN

Data

Clearinghouse

Kepemimpinan & Aliansi Untuk ICP (dalam CCF)

Policy Development &

Program improvement

Advokasi & Penyebarluasan Hasil

(Brokering Knowledge)

Stdrisasi

Akred

Kapasitas

Diklat &

Dikjut

Indek IPKM membaik

Index persaingan

nakes LNBudget

support

PE

NG

EM

BA

NG

AN

KA

PA

SIT

AS

INT

ER

NA

L

PR

OC

ES

S

FIN

AN

SIA

L

CL

IEN

TS

Jejaring

Nakes utk ICP

Investasi

Sarpras

PETA STRATEGI

Kapasitasi

Sisnakes utk

SKN

Advokasi &

Pembiayaan

Nakes utk ICP

Diklat

Mgmt

Rekrut &

Placement

Penilaian

Kinerja

Bina PT-OP &

industri nakesCRM

dg LN

Litbang

utk

ICP


Usulan RUU Nakes oleh IAKMI yang mengakui eksistensi Nakes Kesmas yang beragam:

Profesi Promkes (dibawah PPKMI)

Profesi Epidemiologis (~ PAEI)

Profesi Gizi Kesmas (~ Persagi)

Profesi Kesehatan Lingkungan (~ EHSA)

Profesi K3 (~ Kolegium K3)

Profesi Admin & Kebijakan Kes (~ Kolegium AKK)

Profesi Kesehatan Reproduksi & Keluarga (~ Kolegium Kesehatan Reproduksi & keluarga)

Profesi Biostatistik & Kependudukan (~ Kolegium Biostatistika & Kependudukan)

Konsolidasi internal dan mengupayakan agar IAKMI dapatmenjadi organisasi koalisi para ahli bidang kesmas yang multidisiplin

REVISI AD/ART IAKMI

Registrasi anggota

Proses regenerasi cepat, dilakukan oleh PAMI

Advokasi penajaman RUU Nakes kepada berbagaipemangku kepentingan di pusat dan daerah

Roundtable & drafting untuk mendapat masukan:

Di Pusat: menyusun rantai PPSDM-Biro Hukum-Kaukus- Menkes

Di Daerah: konsolidasi IAKMI dengan PT kesmas

Tujuan Kepmenkes:

Ketrampilan yang cukup bidang Kesmas bagipemimpin kesehatan

Menyiapakan pola karir yang jelas termasuk upaya “fit and proper test”

Peran yang dapat diberikan IAKMI-AIPTKMI:

Sertifikasi upaya peningkatan ketrampilan kesmas

Sertifikasi bersifat berjenjang bagi pemimpin kesehatandan staf dibawahnya untuk kemudian menjadi bagiandari pendidikan profesi dalam waktu dekat

Mengisi upaya pemberdayaan masy dan PHC melaluiberbagai kebijakan pendidikan dan keprofesian

Inefficient Health-system

Emphasize on “curing the illness” h-c policy Low access to hi-quality PH facilities

Partial financing

health care &

more emphasize

on “curing”

Pushing

more

demand for

curatives

Higher health

care cost-

inflation push

political bias

more to

curative

Low

achievement

on health

policies &

regulations

for Universal

Coverage

Beyond

health,

esp.

Poverty

Ignorancy

for healthy

life styles

Low

capacity

of govt

primary

care

Low political

commitment

for PHC

Non-vitalized

stagnant PHC

infrastructures

No political

incentive

scenario

No/low

profitable

returns

Low Public

Private

SinergyDifficult

restructuring

of h-c

financing

infrastructure

Dynamic

changes of

“volunterism”

conceptWeak supply

system of PH

workforce

PROBLEM TREE

Bachtiar, 2011. WHO Meeting for CHW at Srilanka

Realizing Universal Coverage

(UC) for Public Health Access

Strategy Objective-1:

Strengthening &

formulating policies &

regulations for UC & its

Public Health access


Providing UC basic

public health packages

to ascertain access for

poor segment & high

risk group


Structuring & improving

agencies/bodies for universal

coverage including payor,

health services, and governing

body at all level

KPI 1.1:

# health policies

for/to include

PHC services in

UC regulations

KPI 1.2:

# operational

guidelines for

any PHC

services

KPI 2.1:

# PHC

services

for poor

people

KPI 2.2:

# PHC

services

for high

risk group

KPI 3.1:

Establish

ment of

national

structures

KPI 3.2:

Structuring UC action

plans to include PHC

activities for each

structures at all level


Strategy Objectives_1

Strengthening Public health

Workforce System Supporting PHC


Synergizing PHC

curriculum to work as

team-work, among

medical, nursing, dental

and public health, and

other schools


Revitalizing educ

institution, incl medical,

nursing, midwifery, dental

and public health , and

others, relevance to local,

national and global public

health/PHC problems


Achieving minimum

education quality

standard for PHC

education institutions,

varied at medical,

dental, nursing,

midwifey at all level incl

Strategy

Objective-4:

Strengthening

PHC educational

objectives &

approaches link

to PHC demand

dynamics

KPI 1.1:

# health

schools

with

integrated

curr for

PHC

KPI 1.2:

# schools

implm’ted

the

integrated

PHC

curricula

KPI 1.4:

# Bapelkes

ready &

implm’ted

integrated

PHC

trainings

KPI 1.3:

# invstmnt

for schools

& Bpelkes

capacitatn

for PHC

models

KPI 1.5:

# Bapelkes

accredited

for PHC

models’

trainings

KPI 1.6:

# Brokerng

knowl

actvs for

sharing

PHCmodel

advcmnt





Synergizing PHC


team-work, among



other schools


Revitalizing educ






health/PHC problems


Achieving minimum

education quality

standard for PHC


varied at medical,

dental, nursing,


Strategy

Objective-4:

Strengthening

PHC educational

objectives &

approaches link

to PHC demand

dynamics

KPI 2.1:

Establ KKNI

for each

health

profession

to incl PHC

ability

KPI 2.2:

Periodical

PHC curr

devt & eval

to validate

relevance

issues

KPI 2.3:

# new PHC

models

impl’ted at

schools and

Bapelkes

KPI 2.4:

# new Healthy

Public Policy

CBW models

impl’ted at

schools and

Bapelkes





Synergizing PHC


team-work, among



other schools


Revitalizing educ






health/PHC problems


Achieving minimum

training & education

quality standard for

PHC education

institutions, varied at

medical, dental,

nursing, midwifery etc

Strategy

Objective-4:

Strengthening

PHC educational

objectives &

approaches link

to PHC demand

dynamics

KPI 3.2:

Establ training

& education

quality audit

and certificatn

for PHC ability

KPI 3.3:

# Bapelkes/other

traing ctrs &

schools improve

its quality after

facilitatn

KPI 3.1:

Activation of

collegiums & MTKI

& MTKP for health

professional std,

incl vCHW std

KPI 3.4:

# new training &

educ approaches

especially related to

distance learning,

etc





Synergizing PHC


team-work, among



other schools


Revitalizing educ






health/PHC problems


Achieving minimum

education quality

standard for PHC


varied at medical,

dental, nursing,


Strategy

Objective-4:

Strengthening

PHC educational

objectives &

approaches link

to PHC demand

dynamics

KPI 4.1:

# schools &

Baplekes link

with/devp PHC

field labs.

KPI 4.2:

# schools &

Bapelkes with

new PHC

approaches

KPI 4.3:

# schools &

Baplekes link with

Healthy Public

Policy PHC models





Planning health

workforce for PHC

including voluntary

CHW


Utilizing and empowering

health workforce for PHC,

including voluntary CHW


Establiihing & Maintaining

health professional

conducts for PHC,

including ethical works for

voluntary CHW

KPI 5.1:

Costed

HRH

action

planned

for PHC

nat level

KPI 5.2:

Costed

HRH

action

planned

for PHC at

local level

KPI 5.4:

# districts

hav HR

capacity

for HRH

planning in

PHC

KPI 5.3:

# Districts

hav

capacity to

impl’ted

the costed

plan

KPI 5.5:

# districts

have

develop

MIS in PHC

& related

HRH

KPI 5.6:

# districts

hav best

practices

in planning

HRH for

PHC





Planning health

workforce for PHC

including voluntary

CHW







health professional

conducts for PHC,


voluntary CHW

KPI 6.1:

# health ctrs,

health posts,

villages

posted with

strategic

health staff

KPI 6.2:

# active

vCHW in

village

within

specific

UKBM

KPI 6.4:

# best practices

HRH empowerment

resulted in each

province each year

for replication

KPI 6.3:

# UKBM hav

been

facilitated with

adeq

infrastructures

KPI 6.5:

# best practices

vCHW

empowerment

resulted in each

district each yr for

replication





Planning health

workforce for PHC

including voluntary

CHW







health professional

conducts for PHC,


voluntary CHW

KPI 7.1:

# health

professional

orgz (HPO)

complete their

ethics

infrastructures

for PHC

KPI 7.2:

# Districts

have

established

HPO branch

and active

maint their

members

KPI 7.4:

# best practices in

handling ethical

problems to be

learnt by and share

to others

KPI 7.3:

# Province

establ MTKP

and develop

costed action

plan incl for

professional

conduct

KPI 7.5:

# best practices

vCHW high ethical

conduct for

community

benefits to be

share to other

Strategy ObjectivesPoverty Reduction Acceleration & Village

Development and Link to PHC Goals

Strategy

Objective-1:

Lending scenario

for family income

generating linked

up to healthy life

styles (PHBS)

Strategy

Objective-2:

Community

infrastructures

establishment and

improvement linked

up to PHC

initiatives

Strategy

Objective-3:

Education access

for poor family

children and

linked up to

school based

PHC

Strategy

Objective-4:

Planning-

Distribution-

Empowerment

CBW incl voluntary

linked up with PHC

voluntary workers

KPI 4.1:

CBW-HR

Planning

Mgmt

KPI 4.2:

CBW-HR

Recruitm&

Distrib Mgmt

KPI 4.3:

CBW-HR

Training &

Cerftif

KPI 4.4:

CBW-HR

Perform mgmt

& social audit

KPI 4.4:

CBW-HR

Incentive

& career

Tujuan: meluaskan pengetahuan dan ketrampilan kesmas

berbagai bidang dan profesi kesehatan, termasuk terkait

manajemen dan perencanaan SDM Kesehatan

Peran yang dapat diberikan IAKMI:

Melaksanakan kerjasama internasional untuk

menyelenggarakan Simposium Internasional

Semisal Simposium GHWA atau AAAH di Indonesia

Membantu melaksanakan berbagai event yang

mendorong meluaskan pengetahuan terkait SDM Kes

Seminar, RTD, Workshop dan pelatihan

Menyusun rencana aksi 2012:

International Symposium on HRH

Tema terkait Supply Side (Dikti/HPEQ) dan Demand Side (Kemenkes)

Pre-seminar, pelatihan utk peningkatan skills dlm:

Perencanaan nakes

Penilaian pekerjaan & pengukuran produktivitas kerja

Sistem Informasi utk Nakes

Mengukur kinerja pemimpin

Mengukur Budaya kerja RS yang aman, dll

Seminar, workshop dll yang diperlukan untuk posisi strategisnakes dimata stakeholders

Tujuan: menetapkan keprofesian kesmas dari sisi

kompetensi dan pendidikan yang berstruktur baik secara

akdemik dan profesional

Peran yang diberikan IAKMI bersama AIPTKMI:

Telah menetapkan KKNI kesmas

Menyelesaikan deskripsi pendidikan akademik dan

profesi

Menyusun rencana aksi pendidikan kesmas dan

pelatihan yang terstruktur sesuai jenjang KKNI yang

disusun

Tujuan: Menetapkan standar pendidikan termasuk

akreditasi dan sistem eksaminasi lulusan


Memperkokoh struktur SC (komitmen dan tk

akseptansi)

Menyiapkan PT kesmas untuk kapasitasi baik

pendidikan akademik dan keprofesian

Kapasitasi IAKMI daerah sd kab/kota

Kapasitasi AIPTKMI shg atraktif bagi anggota PT

kesmas

Tujuan: Mengisi/mewujudkan KKNI yang sudah disusun

kedalam program pendidikan berjenjang


Piloting pendidikan berjenjang dari D1 sd Doktor

Mengisi kebutuhan ketrampilan kesmas fokus

pemerintah dalam “PHC dan pemberdayaan”

Mengisi kebutuhan ketrampilan kesmas fokus

pemerintah dalam “GCP”

Terlibat dalam MTKI dan MTKP

PIMPINAN WILAYAH

MASYARAKATSEKTOR

KESEHATAN

SEKTOR LAIN

KOMITMEN

HUMAN DEVELOPMENT

HEALTHY

PUBLIC POLICY

DEVELOPMENT

PROGRAM KESEHATAN

EKUITAS-EFEKTIF-EFISIEN-SUSTAIN-BERMUTU-

PEMBERDAYAAN &

KEMANDIRIAN

M

I

• RESEARCHERR

A

C

L

E

•APPRENTICE

•COMMUNITARIAN

•LEADER

•EDUCATOR

• INNOVATOR

•MANAGER

Akal-budi

Leadership

Inter-indivbehavior

Indiv Behavior in Orgnz

LOCAL WISDOM

Musa, Nadhoriyah As Suluk At Tandzimi min Mandhuril Islam, 1995

Adil (Fairness)

Qudwah hasanah (leading “walk the talk”)

Al Fahm (visioner)

Shidq (Honesty)

Amanah (Responsible)

Fathonah (Intelligent/smart)

Tabligh (Orator/Communicator)

Mu‟allim (Knowledgable/transfering know-

how)

Madhi, Al Qiyadah Al Muatsiroh, 2002

Munazzim (Skillful manager)

Mubaadarah (Decisive)

Ats Tsiqoh (Creating condusive working

climate, i.e trust, warm, peaceful, outcome

focus)

Al „Udhwiyah (caring interaction)

At Takayyuf (empowering and participation)

Tidak Mubadzir (effective-efficient)

Ihlas for the sake of Allah only

Muhaasabah (Self evaluation &

correction)

Honesty

Optimistic

Taubat

Tadabbur (Managing Knowledge of Allah,

qouliyah/Qur‟an & Hadits and qouniyah/

sciences)

Tawadhu‟ (humble for Allah/rendah hati)

Ta‟awun (team work)

Amar ma‟ruf nahi munkar

Empathy and caring

Obey to the leader for the sake of Allah

Khusnudzon

Not doing Ghibah

Not doing Hasad

Musa, 1995; Luth, 2001, Tasmara, 1996; 2001

Musyawarah (participation and

empowerment)

Al jiddu fil „amal (hard work for helping

others)

Patience (for solving others‟ problem)

Istiqomah (continuous positive improvement)

Al Himmah Al „Aaliyah (high/best

achievement orientation)


Murroqobah (In Allah control, self control)

Honesty

Amanah (responsible)

Balance between hard work & achievement,

with akhirat orientation

Ihsan (optimizing the works)


Itqon (professional)

Efective and efficient

Creative

Managing new knowledge

Group achievements (amal jama‟i)

Serving others with IHLAS for service

excellence


PARADOX

PERSPECTIVEPARADIGM

PERSUASION PASSION

PEOPLE CENTRED

“First of something”

Creative solution for old problems

(excellence among the crowd)

Managing problem(s) for effective

chain multiplier effects

Solution for political and social image

Each solution clearly define for the

benefit of all

Transferring effectively tacit knowledge

to embedded product

KnowledgeBase

Ideas

Insights

Learn

KnowledgeCreation

KNOWLEDGE

MGMT

Knowledge

Absorption

Codification

Embedded

Knowledge

• Products

• ProcessesRapid ConversionTacit

Knowledge

ExplicitKnowledge

Problems

Dimension-3

PASSION

PAMI should grow:

Enthusiasm to achieve result (ihsan)

Shared vision

Effective communication with caring

Obsession to improve anything

Ownership among the members

Involve all

Dimension-4

PERSUASION Creative approaches :

Establishing shared values

Stimulating creativity of the beautifulminds

Differentiating issues for unique solution

Conducive environment for teaming the works

Motivating staff for learning from day-to-day experiences (value added)

Commitment to achieve best interest

Dimension-5

PARADIGM Developing specific paradigm:

Rainbow coalition

Working hand-in-hand

Making friends (networking)

Meeting and meeting and meeting (creating

interfaces)

Commitment for visioning, planning,

programming, implementing student movement

as a specific niche (beneficial programming)

Public health is multidiscipline, so Managing

People is critical

Identifying and attracting new talents

Motivating them to achieve best achievement

Establishing and developing PAMI as a trusted

STUDENT MOVEMENT (Premiere institution)

Alliance and networking

Is VERY Public Health

Is the answer for globalization big stream.

Otherwise we are the Bubbles

LEADERSHIP is critical for PAMI:

Listening others’ need

Catering shared vision

Facilitate soultions for all

Kenali KLIEN anda

Penuhi Kebutuhannya

Perhatikan Perubahan yang terjadi padanya

Libatkan mereka dalam kehidupan KESMAS anda

AMATI keberhasilan anda

AKTUALISASIHATI BERSIH

Saya berkeyakinan bahwa jiwa terbaik

adalah jiwa mulia yang mampu rasakan

kebahagiaan saat membimbing orang lain.

* Ditempel di salah satu meja kerja staf di UI

Pami Dalam Kancah Perkembangan Profesi Kesmas;Softskil,Softskill,Softskill

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Transcript of Pami Dalam Kancah Perkembangan Profesi Kesmas;Softskil,Softskill,Softskill