Role of NIPA in Fostering Administrative Reform in Indonesia
Role of NIPA in Fostering Administrative Reform in Indonesia
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Transcript of Role of NIPA in Fostering Administrative Reform in Indonesia
Role of NIPA in Fostering
Administrative Reform in Indonesia
Role of NIPA in Fostering
Administrative Reform in Indonesia
Prepared for Strategic Dialogue Forum
Australian Public Service Commission (APSC), Indonesian Civil Service Commission (KASN), National Personnel Board (BKN), and National Institute of Public Administration (LAN)
Canberra, December 7-11, 2015
Prepared for Strategic Dialogue Forum
Australian Public Service Commission (APSC), Indonesian Civil Service Commission (KASN), National Personnel Board (BKN), and National Institute of Public Administration (LAN)
Canberra, December 7-11, 2015
Dr. Tri Widodo W. Utomo, MA
Deputy Chairman for Innovation of Public Administration,
National Institute of Public Administration, Republic of Indonesia
PEDULIINOVATIFINTEGRITAS PROFESIONAL
NIPA’s MandatesNIPA’s Mandates
� Studying and innovating civil service management based on policy needs;
� Fostering and managing competency-based training for civil servants;
� Planning and controlling training for civil servants nation-wide;
� Providing standard and guidance concerning leadership training and technical-functional training, as well as accrediting and certifying training agencies;
� Granting competency certificate for leadership training participants;
� Fostering and managing training for policy analysts; � Fostering Widyaiswara, special trainer for training for
government officials.
Article 44, Law No. 5/2014 on
Civil Service
The FrameworkThe Framework
(holistic)
Administrative Reform
World-class Bureaucracy
First-class Public Services
Civil
Service
Law
Mandates
Transforma-tion Leaders
Public Sector Innovation
Policy Studies
Cadre Development
5 Competencies of Transformation Leaders5 Competencies of Transformation Leaders
Self Mastery
Diagnostic Reading
Innovation
Effective Team
Change Program
5555
3333
22221111 4444
1 1 1 1 = = = = The FundamentThe FundamentThe FundamentThe Fundament2 2 2 2 = = = = The KeyThe KeyThe KeyThe Key3 3 3 3 = = = = The EngineThe EngineThe EngineThe Engine4 4 4 4 = = = = The EssenceThe EssenceThe EssenceThe Essence5 = The Spirit5 = The Spirit5 = The Spirit5 = The Spirit
Transformation Leaders Competency ModelTransformation Leaders Competency Model
Diagnostic Reading, The Key Trans-
formation Leaders
2
1
4 5
3
Self Mastery, The Fundament
Effective Team, The Engine
Innovation, The Essence
Change Program, The Spirit
YearLeadership
Training Level 1
Leadership
Training Level 2
Leadership
Training Level 3
Leadership
Training Level 4
2013 45 – – –
2014 30 892 5,762 12,869
2015 60 1,133 4,543 10,964
TOTAL 135 2,025 10,305 23,833
Source: National Institute of Public Administration, 2015Source: National Institute of Public Administration, 2015
36,29836,298
Transformation Leaders (as per November 2015)Transformation Leaders (as per November 2015)
INNOVATION
Champions of
Innovation
Regional-hub
Innovation laboratory
Innovation Ideas & Products
Promotion: Publication
& Replication
Public Sector InnovationPublic Sector Innovation
± 200 people in 10 regions (Jakarta, Bandung, Ciamis, Majalengka, Yogya, Muara Enim, Makassar,
Samarinda, Aceh, Pontianak)
± 200 people in 10 regions (Jakarta, Bandung, Ciamis, Majalengka, Yogya, Muara Enim, Makassar,
Samarinda, Aceh, Pontianak)
34 provinces by 202034 provinces by 2020
4 regions (2015, completed);20 regions (2016, expected)4 regions (2015, completed);20 regions (2016, expected)
300 (2015, completed & on going);2,000 (2016, expected)
300 (2015, completed & on going);2,000 (2016, expected)
5 festivals (2015, completed); 2 serial books (on going);
e-directory (continuing program)
5 festivals (2015, completed); 2 serial books (on going);
e-directory (continuing program)
BOOSTING POLICY ANALYSTS:
• Recruitment: 17 (2014, recommended), 87 (2015);
• Training program inc.competency standard & modules.
RESEARCH MANAGEMENT:
• Expert-review;• Quick response;• Evidence-based;• Meta research.
POLICY COMMUNICATION:
• Policy brief & policy memo instead of report;
• Community of policy actors;• Utilization of social media.
Policy StudiesPolicy Studies
School of Cadre DevelopmentSchool of Cadre Development
Encouraging fast-track
career system for highly
qualified civil servants
Promoting talent-pool
based-on “best of the best” employee selection system
Providing CS with improved competency on
applied-knowledge
(directly related to job
requirement)
Working-groups on NIPA’s TransformationWorking-groups on NIPA’s Transformation
�Modernizing training infrastructure: e-learning, ISO, accreditation, sound n friendly campus, etc.
� Deepening & broadening innovation: street-level innovation, community-based innovation, corporation-supported innovation.
� Strengthening research-policy convergence: policy studies as fundamental requirement in policy-making process.
� Revitalizing Graduate School of Administration.
�Modernizing training infrastructure: e-learning, ISO, accreditation, sound n friendly campus, etc.
� Deepening & broadening innovation: street-level innovation, community-based innovation, corporation-supported innovation.
� Strengthening research-policy convergence: policy studies as fundamental requirement in policy-making process.
� Revitalizing Graduate School of Administration.
Future AgendaFuture Agenda
Thank You …Thank You …
PEDULIINOVATIFINTEGRITAS PROFESIONAL
Prepared for Strategic Dialogue Forum
Australian Public Service Commission (APSC), Indonesian Civil Service Commission (KASN), National Personnel Board (BKN), and National Institute of Public Administration (LAN)
Canberra, December 7-11, 2015
Prepared for Strategic Dialogue Forum
Australian Public Service Commission (APSC), Indonesian Civil Service Commission (KASN), National Personnel Board (BKN), and National Institute of Public Administration (LAN)
Canberra, December 7-11, 2015