PERUBAHAN PARADIGMA KEBIJAKAN PENGELOLAAN

KEUANGAN UNIT PELAYANAN

Workshop Kajian Efektivitas Penerapan Kebijakan Badan Layanan Umum (BLU)

Hotel Sahira, Bogor, 11-13 Agustus 2009

Menurunnya “trust” thd pemerintah & anggapan pemerintah sbg “part of problem” lihat grafik dibawah.

Tuntutan pelayanan yg lebih bermutu & bervariasi: one stop, any stop, non stop. lihat 7 dimensi service performance.

Latar Belakang

Trust in the US Government

7 Dimensi Service Performance7 Dimensi Service Performance

Quantity of output (mis. jumlah pasien yg ditangani, jumlah jam belajar di sekolah, jumlah rumah yg terbangun, dll).

Quality of output (mis. Kecepatan pelayanan, sikap petugas, dll).

Efficiency (ratio output thd input finansial). Equity (keadilan dalam distribusi cost dan benefit untuk

semua kelompok). Outcomes (mis. persentase murid yg lulus, persentase

pasien yg sembuh, persentase pengurangan penduduk miskin, dll).

Value for money (biaya per unit outcome). Costumer satisfaction (gabungan bbrp atau seluruh

dimensi diatas).

KAJIAN PARADIGMATIK

NPM Disaggregation memecah struktur organisasi dari U-

form menjadi M-form (multifirm); hierarki internal menjadi flat & wide; memerlukan fleksibilitas yg lbh kuat dlm praktek fungsi2 pemerintahan selama ini; serta membutuhkan konstruksi SIM untuk mendukung praktek yang berbeda.

Competition menciptakan iklim kompetisi dengan cara menyediakan jasa layanan secara beragam, baik dari jenis maupun penyedianya (utk jenis layanan yg non-monopoli).

Incentivization mendorong pemberian penghargaan & insentif kinerja melalui penciptaan kelompok2 profesional yg bekerja berlandaskan etika.

HYBRID ORGANIZATION Organization that pursue the two-pronged goal of

public service delivery and profitability. Hybrids are different than traditional for-profit and non-profit organizations because their primary motivation is to use business and market (costumer) forces as tools to solve the world’s largest challenges.

Jalan tengah untuk menjembatani market failure dengan state failure atau antara altruism mechanism dengan egotism mechanism?

Hybrid organizations generate both social and economic value and characterized by: 1) motive, 2) accountability, and 3) use of income / profit.

KAJIAN PARADIGMATIK

Hybrid spectrum

Profit making motive. Shareholder accountability. Profit redistributed to shareholder.

Mission motive. Stakeholder accountability.

Income reinvested in social programs.

From distrust to trust. “In distrust we trust” government is the problem, not the

solution.

Distinguishing red tape (administrative delay) from formalization. negative effects of rules and procedures, including “irritation”

caused by formalization & stagnation need Multiple Operationism.

Makes a manager a high flyer: Let the Managers Manage – dengan membiarkan manajer

pengelola jasa-jasa pemerintah untuk menggunakan anggaran dgn cara yg paling efisien.

Make the Managers Manage – memastikan bahwa manajer menghasilkan kinerja.

“more broad thinking, challenging of norms, open to doing things in new ways and more capable of understanding themselves and their colleagues emotions“.

KAJIAN PARADIGMATIK

Karakteristik BLU Berkedudukan sebagai SKPD/Unit kerja PEMDA (bukan

kekayaan daerah yang dipisahkan) Menghasilkan barang/jasa yang seluruhnya/ sebagian

dijual kepada publik Tidak semata-mata mencari keuntungan (profit) Berfungsi sebagai cost center atau profit center Dikelola secara otonom dengan prinsip efisiensi dan

produktivitas ala korporasi Rencana kerja/anggaran dan pertanggung jawaban

dikonsolidasikan pada instansi induk/PEMDA Seluruh Pendapatan kecuali hibah terikat dpt digunakan

langsung Pegawai dapat terdiri dari PNS dan Non-PNS Bukan sebagai subyek pajak, melainkan sbg jenis lain2

PAD yg sah pada obyek pendapatan BLUD

BLU sbg terobosan paradigmatik Manajer memiliki fleksibilitas:

Penetapan tarif layanan; Perencanaan dan penyusunan anggaran; Pelaksanaan anggaran; Pengelolaan pendapatan & biaya; Pengelolaan kas; Pengelolaan utang & piutang; Pengadaan & pengelolaan asset atau barang / jasa; Pengelolaan investasi.

Pengelolaan keuangan yang otonom untuk memicu terjadinya surplus bagi unit BLU, yg selanjutnya digunakan untuk mewujudkan kepuasan pelanggan (prinsip THE SOCIETAL PUBLIC SERVICE CONCEPT).

Adanya kontrak kinerja dan transparansi (audit secara independen) PMK No. 7/2006 ttg Persyaratan Administratif jo. PMK No. 119/2007.

Challenges

Beware of corruptive behavior.Fleksibilitas tidak identik dengan

kebebasan.Rent-seeking atau service-seeking

bureaucrats? PK-BLU harus diikuti dg komitmen utuh & kerja keras: susun SPM, Renstra, RBA, audit independen, kesanggupan meningkatkan kinerja, dll.

Fleksibilitas mendorong disparitas (internal & eksternal)?

3 level penataan BLU

KONSEPTUALKEBIJAKANOPERASIONAL

Daftar ReferensiDaftar ReferensiBarzelay, Michael. 2000. Barzelay, Michael. 2000. The new public management: Improving research and The new public management: Improving research and

policy dialoguepolicy dialogue. Berkeley: University of California Press.. Berkeley: University of California Press.

Boyne, George A. 2003. “Source of Public Service Improvement: A Critical Review Boyne, George A. 2003. “Source of Public Service Improvement: A Critical Review and Research Agenda”, dalam and Research Agenda”, dalam Journal of Public Administration Research and Journal of Public Administration Research and Theory Theory Vol. 13 No. 3. Vol. 13 No. 3.

Cook, Timothy E. and Paul Gronke. 2002. Cook, Timothy E. and Paul Gronke. 2002. Trust, Distrust, Confidence, Lack of Trust, Distrust, Confidence, Lack of Confidence: New Evidence of Public Opinion toward Government and Confidence: New Evidence of Public Opinion toward Government and Institutions from 2002Institutions from 2002. Paper prepared for delivery at the annual meeting of the . Paper prepared for delivery at the annual meeting of the Southern Political Science.Southern Political Science.

Dunleavy, Patrick, Helen Margetts, Simon Bastow and Jane Tinkler. September Dunleavy, Patrick, Helen Margetts, Simon Bastow and Jane Tinkler. September 2005. “New Public Management Is Dead—Long Live Digital-Era Governance”, 2005. “New Public Management Is Dead—Long Live Digital-Era Governance”, dalam dalam Journal of Public Administration Research and TheoryJournal of Public Administration Research and Theory. .

Pandey, Sanjay K. and Patrick G.Scott. October 2002. “Red Tape: A Review and Pandey, Sanjay K. and Patrick G.Scott. October 2002. “Red Tape: A Review and Assessment of Concepts and Measures”Assessment of Concepts and Measures”, , dalam dalam Journal of Public Administration Journal of Public Administration Research and TheoryResearch and Theory. .

Boyd, Brewster, Nina Henning, Emily Reyna, Daniel Wang, and Matthew Welch.Boyd, Brewster, Nina Henning, Emily Reyna, Daniel Wang, and Matthew Welch. 2008. 2008. Hybrid Organizations: Innovations Toward SustainabilityHybrid Organizations: Innovations Toward Sustainability. University of . University of Michigan.Michigan.