Prepared and presented for High Level Meeting, held by Japan International Cooperation Agency (JICA) and National Graduate Institute of Policy Studies (GRIPS) Tokyo, 24-26th April, 2017

1. Accelerating Bureaucratic Reform
through Leadership Training and Reform
Leader Academy Program
PEDULIINOVATIFINTEGRITAS PROFESIONAL Dr. Tri Widodo W. Utomo
Deputy Chairman for Innovation
National Institute of Public Administration (NIPA)
Republic of Indonesia
Prepared and presented for High Level Meeting, held by Japan International
Cooperation Agency (JICA) and National Graduate Institute of Policy Studies (GRIPS)
Tokyo, 24-26th April, 2017

2. Prologue: Challenges of Bureaucratic Reform
13,7
55,3
2,2
6,80
6,75
80
45
67,5
3,4
9
8,5
95
2014 2019
==== ratio of doctor/100.000 citizen ====
==== participation rate of high school ====
quantum leap & innovation
==== provincial e-govt index ====
==== integrity index in central govt ====
==== integrity index in local govt ====
==== public satisfaction index ====
Source: Presidential Regulation No. 2/2015 on Mid-Term Development Planning 2015-2019

3. Logical Framework
World-class Bureaucracy
2025
Presidential Regulation No.
81/2010 on Grand Design of
Bureaucratic Reform
Law No. 5/2014 on State
Civil Service
Government Regulation No.
11/2017 on Civil Service
Management
Reform Leader
Academy
Leadership Training

4. Characteristic of Leadership Training & RLA
ASPECTS LEADERSHIP TRAINING REFORM LEADER ACADEMY
Type of Training On The Job Inter Jobs
Goal Solving organization problems and
improve its performance through
innovation.
Addressing national problems and
proposing cross-cutting policies;
Improving bureaucratic reform of
central and local institutions.
Main activities Planning, Managing, and Leading
Change.
Analyzing facts and problems, creating
knowledge, and conducting bureaucratic
reform agenda.
Participant Head of units in any institution
(lowest till highest level).
Persons in charge of specific function
(normally middle managers, candidates
for higher leadership position) related to
certain national issue.
Learning Outputs Phronetic Change Leaders to
implement innovative project.
Policy paper proposing new approach for
reform and its action plan.

5. Figures on Leadership Training
Level of
Leadership
Position
Total
Number
Training
Required
No. of Alumni
(2014-2016)
%
Echelon 1 629
Leadership
Training 1
219 34,82
Echelon 2 19.461
Leadership
Training 2
3.688 18,95
Echelon 3 93.593
Leadership
Training 3
15.004 16,03
Echelon 4
(and 5)
327.961
Leadership
Training 4
35.213 10,74
Total 441.644 54.124 12,25
Source: Center for National Leadership Training, NIPA (2017)

6. Figures & Themes on Reform Leader Academy
Batch/Year No of Alumni Themes (National Issues)
1/2013 25 Ease of Doing Business
2/2015 25 Business Regulatory Framework
3/2015 25
Connectivity for Better Sinergy: Allignment between
Transportation, Logistics, IT and Regional Development
4/2016 24 Regional Connectivity to Reduce Disparity in Eastern
Indonesia
5/2016 26
Strengthening e-Government to Achieve Integrated
Public Services
6/2017 25 (est.) Village Development
7/2017 25 (est.) Vocational Training in Priority Sectors of Development
8/2017 25 (est.) Building Local Competitiveness
9/2017 25 (est.) Maritime Development
6/2017 25 (est.) Boosting Accountability System of the Government
11/2017 25 (est.) Building Disaster-resilient Community
Source: Center for Technical and Functional Training, NIPA (2017)

7. Further Reforms Needed
AREAS OF
IMPROVEMENT
LEADERSHIP TRAINING REFORM LEADER ACADEMY
Along the training
program
Capacity development for facilitators,
coaches, and mentors.
Preparing and utilizing case studies on
innovation across regions and countries.
Curriculum review and improvement
learning modules, encompassing
substance on phronetic leaders.
Providing e-learning facilities.
Joint-session with overseas Leadership
Training (eg. Japan).
Complementary overseas program
(benchmarking, site-visits, lessons-
learned).
Improvement learning modules,
highlighting whole of government
perspective agendas.
Providing e-learning facilities.
Joint-session with training program
in State Owned Companies.
Post-training
program
Tracing study on the effectiveness and
sustainability of change projects.
Using case studies as learning material as
well as learning method for the
subsequent training program.
Implementing new approach
proposed for selected agency.
Onboarding program: connecting
RLA’s alumni to further career path.

8. Thank You !!
Yoroshiku onegaishimasu, arigatou gozaimashita …
Prepared and presented for High Level Meeting, held by Japan International
Cooperation Agency (JICA) and National Graduate Institute of Policy Studies (GRIPS)
Tokyo, 24-26th April, 2017