Disampaikan Untuk Pusat Kajian Kinerja Kelembagaan, Lembaga Administrasi Negara RI Jakarta, 2 April 2012

1. Kajian Efisiensi & Efektivitas
Kelembagaan Pemerintah
Disampaikan untuk
Pusat Kajian Kinerja Kelembagaan, LAN-RI
Jakarta, 2 April 2012

2. Efektivitas Kelembagaan
 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.

4. • 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.

5. Urusan yg
Nomenklaturnya • Luar Negeri
Disebutkan Dalam • Dalam Negeri
UUD 1945 • Pertahanan
(3 Urusan)
• Agama • Pertambangan
• Hukum • Energi
• Keuangan • PU
• Keamanan • Transmigrasi
Urusan yg • HAM • Transportasi
URUSAN Ruang Lingkupnya • Pendidikan • Informasi
Disebutkan Dalam • Kebudayaan • Komunikasi
PEMERINTAHAN • Kesehatan • Pertanian
(46 Urusan) UUD 1945
• Sosial • Perkebunan
(25 Urusan) • tenaga kerja • Kehutanan
• Industri • Peternakan
• Perdagangan • Kelautan
• Perikanan
• PPN • Investasi
• Aparatur Neg. • Koperasi
Urusan dalam • Set. Negara • UKM
rangka Penajaman • BUMN • Pariwisata
Koordinasi & Sinkronisasi • Pertanahan • PP
Program Pemerintah • Kependudukan • Pemuda
(18 Urusan) • LH • Olah Raga
• Ilmu Pengethn • Perumahan
• Teknologi • PKDT

6. • 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.

7. • 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.

9. Effective Organization
• Keterpenuhan unsur organisasi.
• Ukuran masing-masing unsur.
• Kualitas masing-masing unsur.
Visi & Misi Struktur SDM
Tusi/Prog. Anggaran Output/
& Keg Outcome

10. Effective Organization
Effective &
Efficient
Organization
Adaptive, Empowered
innovation-friendly Inspiring culture employees
structure
• 3 + 3 component • Shared values; • Encourage, energize,
• People: Top management: team- • Inspiring vision; coach ;
leading innovation; Cross- • Inspirational • Delegate authority;
functional team: mapping leadership; • Provide resources;
innovation road; Empowered • Inspirational • Provide incentives and
employees: driving innovation. environment; growth opportunities.
• Ecosystem: Vision & strategy for • Relentless innovation.
innovation; Process, practice &
system supporting innovation;
culture inspiring innovation.

11. Losing Organization

12. Losing 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.

13. Losing 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.

14. Toyota Way
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.

15. Toyota 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).

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