Mata Pelatihan ini membekali peserta dengan pengetahuan tentang Inovasi di sektor publik, melalui pembelajaran konsep inovasi sektor publik, jenis-jenis inovasi sektor publik, tahapan inovasi sektor publik, tantangan inovasi sektor publik, dan praktik baik inovasi sektor publik. Pembelajaran dilaksanakan dengan menggunakan metode ceramah, diskusi interaktif, studi kasus. Keberhasilan peserta dinilai dari kemampuannya memahami pentingnya inovasi di sektor publik. #RLAXIII

1. PEDULIINOVATIFINTEGRITAS PROFESIONAL
Dr. Tri Widodo W. Utomo
Deputi Inovasi Administrasi Negara LAN-RI
http://inovasi.lan.go.id
Disampaikan pada Diklat Reform Leader Academy
Pusdiklat Teknis Fungsional LAN-RI
Jakarta, 31 Juli 2018

2.  Prolog: Fakta ke-Indonesia-an
 Fractal Organization, Hologram Organization, dan Fragmented Organization
 Konsep Whole of Government (WoG)
 Praktek WoG di Beberapa Negara
 Strategi Inovatif Membangun WoG
 Prospek Untuk Indonesia:
o Integrasi Data Desa
o Layanan Imigrasi Terintegrasi
o Penanganan Demam Berdarah
 Epilog

5. “A curve of geometric figure, a
part of which has the same
statistical character as the whole”
Google Dictionary

6. … every part of a fractal (irrespective of its scale) is
essentially a reduced size copy of the whole (a property
called ‘self-similarity’), and forms an organized
hierarchy with its upper level and lower level
counterparts …
Business Dictionary

9. Agus Dwiyanto, 2015, UGM Press, hal. x
Media Indonesia, 20 Juli 2018, hal. 1

11. http://bisniskeuangan.kompas.com/read/2017/01/06/073000526/usulan.
kenaikan.biaya.stnk-bpkb.dari.siapa.begini.alur.pengajuannya

13. https://news.detik.com/berita/3423849/belajar-dari-jepang-
tumpang-tindih-aturan-ri-harus-diakhiri

15. “Whole of government denotes public
service agencies working across portfolio
boundaries to achieve a shared goal and
an integrated government response to
particular issues”
Sumber:
“CONNECTING GOVERNMENT: Whole of Government Responses
to Australia’s Priority Challenges”
http://www.apsc.gov.au/__data/assets/pdf_file/0006/7575/connectinggovernment.pdf
“An overarching term for a group of
responses to the problem of increased
fragmentation of the public sector and
public services and a wish to increase
integration, coordination and capacity“
Sumber:
Colgan, A., Kennedy, L.A. and Doherty, N. (2014), A Primer on
implementing whole of government approaches. Dublin: Centre
for Effective Services.
http://www.effectiveservices.org/downloads/CES_Whole_of_Government_Approaches.pdf

16. Sumber:
Evert Meijers, Dominic Stead, Policy integration: what does it mean and
how can it be achieved? A multi-disciplinary review, 2004
o Coherent policy making (OECD, 1996),
o Cross-cutting policy-making (Cabinet
Office, 2000),
o Policy co-ordination (Challis et al, 1988;
Alter and Hage, 1993),
o Concerted decision-making (Warren et
al, 1974),
o Joined-up policy (Wilkinson and
Appelbee, 1999),
o Joined-up government (Ling, 2002),
o Inter-organisational co-ordination
(Rogers and Whetten, 1982),
o Inter-organisational collaboration (Alter
and Hage, 1993; Huxham, 1996),
o Inter-governmental management
(Agranoff, 1986),
o Network management (Kickert et al,
1997).

17. The public sector has become a matrix of crossing
perspectives and a key issue rests on the ability to
capitalize on synergies between different domains of
public intervention. Thus, to accomplish policy objectives
in an environment dominated by a crisscross of vertical,
horizontal, or networked contexts, a strong degree of co-
ordination is required, as well as an understanding of
mutual dependence ... in a networked system, each
stakeholder depends on the other to meet their
individual responsibilities, which collectively help realize
a larger goal.
(Chabit and Michalun, 2009, dalam Colgan, A., Kennedy, L.A. and Doherty, N. (2014)

18. Sumber: Ministry of Security and Public Administration of the Republic of Korea, “Basic Plan for Government 3.0”
GOVERNMENT 3.0
is a new paradigm for
government operation to
promote active sharing of
public information and
removal of barriers
existing among
government ministries for
better collaboration.

19. Sumber: The Centre for Effective Services, A Primer on Implementing Whole of Government Approaches, 2014
 The 1999 White Paper, Modernising Government, called for the public sector
to work across organizational boundaries with the aim of providing more
integrated and seamless service delivery.
 At the national level, examples of such initiatives included the allocation of
inter-ministerial portfolios to Ministers and new structures such as cross-
departmental policy development and delivery units within the Cabinet
Office. Cross-cutting policy reviews were also undertaken, resulting in the
Wiring it up reports for reform.
 At the sub-national level, the creation of Regional Development Agencies in
1999 promised to bring a new focus to enterprise and employment by working
with universities, businesses and local authorities.

20. Sumber: The Centre for Effective Services, A Primer on Implementing Whole of Government Approaches, 2014
 A major e-Government initiative, called the Government On-Line Initiative,
was partnered by the Modernising Services for Canadians (MSC), the purpose
of which was to bring together 170 different Government websites. This led
to the setting up of Service Canada, with the aim of providing a one-stop
point of access for citizens to all federal services.
 To support the whole of government work, two Councils and an Institute
were set up to promote research and dialogue around common standards
and approaches to integrating services and technology between agencies and
levels of government

21. Sumber: The Centre for Effective Services, A Primer on Implementing Whole of Government Approaches, 2014
 The concept of a ‘one-stop shop’ for service delivery bore fruit in 1997 with the
establishment of Centrelink as an integrated delivery mechanism for employment and
income support across all levels of government. During the 1980s, new structures and
processes, such as taskforces for whole of government work, took over from traditional
interdepartmental committees.
 The Coalition of Australian Governments (COAG) was established in 1992 to act as a
forum for considering whole of government issues and identifying priorities for whole of
government work. In the early 2000s, the Prime Minister’s role in setting these priorities
was strengthened through the establishment of the Cabinet Implementation Unit, with a
core function of supporting whole of government work. A key feature of the Australian
approach has been the provision of guidelines for working across boundaries, prepared
under the auspices of the Management Advisory Committee (MAC).

22. Sumber: Adrian Tan Juan-San, 2018, Facilitating Cross-Agency Collaboration in Municipal Service Delivery for
A Better Living Environment, Municipal Services Office, Ministry of National Development (MSO-MND)

24.  Per 1 Oktober 2014
membentuk unit kerja
MSO di MND;
 Bertujuan meningkatkan
koordinasi antar instansi
dalam pelayanan
perkotaan;
 Berkolaborasi dengan 16
Dewan Kota (Town
Council) dan 11 lembaga
pemerintah (statutory
agencies).

29. 1. Online Service Integration
o Example: organizing content around life themes and/or specific audiences, such as the
young, elderly, women, job seekers, students, etc. It offers three ways to access services:
by service type (paying a bill, applying for a grant); by life event (giving birth); or by
location (of government agency or department).
2. Institutional Integration
o Top e-government officials can bring together key stakeholders across ministries and
agencies, define shared needs, identify potential gaps and redundancies in implementing
strategic goals, and guide e-government innovation in service delivery.
3. Interoperability Public Service
o Austria: citizens can get personalized information and services by signing on to the
services portal (https://www.help.gv.at) using their ID card or mobile phone, and can even
electronically sign documents using their mobile phones.
Sumber: United Nations E-Government Survey 2012, Chapter 3 “Taking a whole-of-government approach”

30. Sumber: United Nations E-Government Survey 2012, Chapter 3 “Taking a whole-of-government approach”

31. Sumber: United Nations E-Government Survey 2012, Chapter 3 “Taking a whole-of-government approach”

32. Sumber: United Nations E-Government Survey 2012, Chapter 3 “Taking a whole-of-government approach”

34. CEO
Staff
Divisions
Master
Pupil
Guild
Second Industrial Revolution
Third Industrial Revolution
Master
Pupil
Master
Pupil
‘Stand alone’ model:
- Economies of scale
- Optimize assets
Networked model:
Economies of skill:
-access to knowledge
-co-development
-leverage knowledge
-focus on core
competences
-learn and innovate
Organizational models are transforming from “stand alone” to “networked”
Sumber: Innovation Networks and Alliance Management, www.tue-tm.org/INAM

35.  Banyuwangi
 Batam
 Bekasi
 Denpasar
 DKI Jakarta
 Kuningan
 Surabaya

38. GAGASAN INOVASI:
1. integrasi dengan layanan
KTP di Kecamatan;
2. Program 1 Kecamatan 1
Pejim (analogi 1 Desa 1
Babinkamtibmas/Babinsa);
3. Immigration corner di
sekolah-sekolah.

39. GAGASAN INOVASI:
1. Sektor Kesehatan
(penanganan korban,
pencegahan dengan
fogging/3M, dll);
2. Sektor Lingkungan (drainase,
sampah, air bersih, kondisi
tempat tinggal);
3. Sektor Bangunan/Perumahan
(perijinan IMB yang tidak
terintegrasi dengan sistem
sanitasi lingkungan).

40.  Butuh imajinasi untuk melihat “big picture” organisasi;
 Butuh keberanian untuk meninggalkan kebiasaan lama dan
membiasakan kebaruan;
 Butuh “Big Data” yang merupakan akumulasi scattered-data.
Arus kecil yang banyak perlu dikanalisasi menjadi arus sedikit
yang besar.

41. PEDULIINOVATIFINTEGRITAS PROFESIONAL
Hebatkan NKRI Dengan Inovasi … !!