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