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Regulation Of The Minister Of State For Administrative Reform And Reform Of The Bureaucracy Is Number 30 2014

Original Language Title: Peraturan Menteri Pendayagunaan Aparatur Negara dan Reformasi Birokrasi Nomor 30 Tahun 2014

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REPUBLIC OF INDONESIA NEWS

No. 1715, 2014 NIECE RB. Innovation. Public Service. Guidelines.

MINISTER REGULATION

ATONEMENT FOR STATE APPARATUS AND BUREAUCRATIC REFORM

REPUBLIC OF INDONESIA

NUMBER 30 YEAR 2014

ABOUT

THE PUBLIC SERVICE INNOVATION GUIDELINES

MINISTER OF ATONEMENT APPARATUS NEGARA

AND THE BUREAUCRATIC REFORM OF THE REPUBLIC OF INDONESIA,

DRAWS: A. that in order to achieve the implementation of bureaucratic reforms, the necessary acceleration of the improvement of public service quality;

b. that in connection with the letter a, required the development of public service innovation in a guideline set out in the Regulation of the State of Aparatur and the bureaucratic Reform;

Given: 1. The Republic of Indonesia Law No. 14 of 2008 on the openness of public information (state sheet of the Republic of Indonesia 2008 No. 61, Additional Gazette Republik Indonesia Republik Indonesia Nomor 4846);

2. Law Number 25 Of 2009 On Public Service (sheet Of State Of The Republic Of Indonesia In 2009 Number 112, Additional

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2014, No. 1715 2

Sheet Country Indonesia Republik Indonesia Republik Indonesia Number 5038);

3. Law No. 5 Year 2014 on Civil Aparregulated State (Indonesian Republic of Indonesia Year 2014 Number 6, Additional Gazette Republik Indonesia Republik Indonesia Nomor 5494);

4. Regulation of the Government of the Republic of Indonesia No. 43 of 2012 on the Tata cara Implementation of Coordination, Supervision, and Technical Coaching of the Special Police, Investigations of Civil Servers, and Forms of Pam Swakarsa;

5. The Government of the Republic of Indonesia Number 96 Year 2012 on Implementing Law-invite Number 25 Year 2009 on Public Service (Indonesian Republic Of Indonesia Year 2012 Number 215, Additional Gazette of the Republic of Indonesia Republic of Indonesia) Indonesia Number 5357);

6. Regulation of the President of the Republic of Indonesia No. 81 of 2010 on Grand Design Reform of the bureaucracy of 2010-2025;

7. Policy of the President of the Republic of Indonesia No. 76 of 2013 on the Complaint Management Of Public Services;

8. Regulation of State Minister of Personnel and Bureaucratic Reforms of the Republic of Indonesia Number 20 of 2010 on the Drafting Guidelines road map Reform Reform 2010-2014;

DECIDED:

Establishing: MINISTER REGULATION THE MUTINEERS OF THE STATE APPARATUS AND THE REFORM OF THE REPUBLIC OF INDONESIA BUREAUCRACY ON THE GUIDELINES FOR THE DEVELOPMENT OF PUBLIC SERVICE INNOVATION.

Article 1

(1) In order to accelerate the improvement of the quality of public services, need to be carried out development and innovation development

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2014, No. 17153

Public service to the Ministry/Institute and Local Government.

(2) Development and development as referred to in paragraph (1) is included in the guidelines that are an inseparable part of the Rule of this Minister.

Article 2

(1) The development and development of public service innovation, as referred to in Section 1 is done in a competitive, adaptive, exchange of experience and continuing to be performed competitively, adaptive, exchange of experience and continuous

(2) Facilitation of development and The development of public service innovation, as referred to in Article 1 through innovation competition, innovation information systems, information network utilization and development, increased capacity, and ongoing monitoring.

Article 3

The Regulation of the Minister is valid from the date set.

For everyone to know it, order the invitation of the Regulation of the Minister with its placement in the News of the Republic of Indonesia.

Set in Jakarta

on 17 October 2014

MINISTER OF ATONEMENT APARATUR REPUBLIC OF INDONESIA,

AZWAR ABUBAKAR

promultored in Jakarta

on 17 October 2014

MINISTER FOR LAW AND HUMAN RIGHTS

REPUBLIC OF INDONESIA,

AMIR SYAMSUDIN

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2014, No. 1715 4

ATTACHMENTS

REGULATIONS MINISTER OF MINISTER

STATE AND BUREAUCRATIC REFORMS

NUMBER 3024 2014

ON PUBLIC SERVICE INNOVATION

24 JULY 2014

INNOVATION GUIDELINES PUBLIC SERVICE

BAB I

PRELUDE

A. Background

The increased public service is the estuary/outcome of the implementation of bureaucratic reform. The expectation of public service binding from the public continues to rise. Efforts have been made by the government, such as improving the regulation of services to accelerate and streamline the process and mechanisms of service and increased human capacity of the service apparatus. But such repair efforts have not yet been compatible with community expectations.

Facing such conditions, it is still necessary to make an accelerating improvement in the quality of public service by encouraging the growth of models. innovative services that can inspire, be examples, and can be transferred/emulated through the transfer of knowledge and experience. This would be effective, because empirically proof of success already exists, as well as the psychological model of such innovative public service to be followed by other public services that want in success in the future. his public service.

The tumor of the innovative public service model requires the conditions conducive, either from the side of the service manager and from the leadership side of the Ministry/Institute and the Local Government. The creativity is growing and evolving.

For a service unit that has The conditions that are conducive to build and grow innovation, need to gain appreciation in addition to recognition of the innovation that have been done, also motivating other public service units to do so. although it must not be the same (need modification).

In order for this push to be stronger in accelerating the improvement of the quality of public service, it needs to build a culture of at least one innovation each year developed by each Ministry/Institution and Local Government ( program One Agency, One Innovation) through the cooperation of public service innovation development work networks, among them

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2014, No. 17155

conducts public service innovation competition and awarding public service innovation awards.

The development of public service innovation is carried out in the system unity, so development of innovation is Continuous and continuous transfer of knowledge from units of one to another public service unit. In order to ensure that it needs to get an umbrella of the Regulation Ministers of the State of Aparatur and the bureaucratic Reform.

B. Goal

1. Encouraging the development of public service innovation.

2. Encourage the development and transfer of public service innovation.

3. Accelerate the improvement of public service quality.

4. Increase the public satisfaction of public service.

C. Target

1. The building was a public service innovation.

2. It created the development and transfer of public service innovation.

3. The quality of the quality of public service is available.

4. The public satisfaction of the public service.

D. Scope

1. Public service innovation competition.

2. Documentation, publication and dissemination

3. Innovation transfer

4. Capacity upgrade

5. Formation, utilization and development of networks with

engaging stakeholders

6. Institutional innovation

7. Monitoring, evaluation and follow-up

E. Understanding

1. Innovation is the creative process in conducting new discoveries that

are different and/or modifications of existing ones.

2. Public Service is the activities or series of activities in order

fulfillment of service needs in accordance with the rules of the Invite-

Invitation for any citizen and resident of goods, services,

and/or services administrative provided by the organizer

public service.

3. Public Service innovation is the breakthrough of the kind service that

is the original creative idea/idea and/or adaptation/modification

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which provides benefits to the community, both directly and

not directly. In other words, the innovation of public service itself is not

neceslas a new invention, but may be an

a new, contextual approach in the sense of innovation not

limited to no later emerging the idea and practice of innovation,

but it can be innovation results from expansion and enhancer

quality on existing innovations.

4. Public Service Innovation replication is the decision process for

transfer of knowledge in the implementation of ideas or ideas

new to the practice of both public service innovation, both and

as a whole.

5. Transfer of knowledge of public service innovation is an attempt and

knowledge delivery process regarding quality improvement efforts

public service, either a strategy, method and/or substance

public service, through various activities such as symposia, workshops,

discussion, training, visit learning, couching clinic and other learning forums

others.

6. The Public Service Innovation Information System, which is next called

SiNoviK is a development information system and innovation development

public service.

7. Adaptation and Modification of Public Service Innovation is the process

customization and means of changing innovations that are tailored to the local

conditions without eliminating the benefits, as well as generating innovations that

is better than the original.

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BAB II

DEVELOPMENT OF PUBLIC SERVICE INNOVATION

A. Public Service Innovation Development Strategy

The development strategy of public service innovation is conducted through: 1. Public Service Innovation Competition Public Service Innovation Competition

i.e. selection activities, assessments, and awarding award that

is given to the innovation of the type of public service undertaken by

The Ministry/Institute/Local Government.

2. The Public Service Innovation Information System (SiNoviK) is a web-based, web-based system that contains information networks and documentation in the

order disseminated to public service information.

B. Public Service Innovation Competition

1. The public service innovation competition is a periodic activity

administered by the Ministry of Personnel Ministry of Personnel and

The bureaucratic and/or other agencies in encouraging its growth

service innovation. the public from the Ministry/Institute and Government

The area implemented every year.

2. In order to manage the public service innovation competition which

is managed by the Ministry of State Personnel and Reform

The bureaucracy provides technical instructions for the implementation of innovation competition

public service.

3. Ministry/Institute and Local Government are obligated to

conduct coaching to increase capacity and capability

unit/work units that are in their environment in order to follow

the service innovation competition public.

4. The public service innovation competition is conducted through stages and

an evaluation mechanism involving an independent team with

depaning principles of transparency and accountability.

5. This is the Ministry/Institute's asymative and the Regional Government is said to be

innovation, if it meets the criteria:

a. Provides a real and measurable benefit of at least one year through

improvements in services, processes, administration, systems and or concepts

in the holding of government and/or service delivery

to the public and the world effort.

b. It is already redacated or at least provides reassurance that

replicated by units or other working units, whether in the institution's environment

in question or the unit or work unit

Ministry/Institute and Government Other areas.

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c. Ongoing guarantee, in terms of the perinvite rule-

the invitation, institutional and other resource allocation.

6. The Ministry/Institute and Government may provide

develop an incentive system in the development of service innovation

the public.

7. The incentive system is intended to cooperate with other agencies outside

the government.

C. The Public Service Innovation Information System (SiNoviK).

1. The SiNoviK was built by the Ministry of State Personnel Ministry and

A bureaucratic reform supported by the service's innovation work network

to document and to incline knowledge

in a practice well as a reference.

2. Documentation mapping out parts of innovation, execution strategy,

resistance and learning of each innovation so expected to be able

help agencies or other areas in formulating ideas

be an act New innovative.

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2014, No. 17159

BAB III

DEVELOPMENT OF PUBLIC SERVICE INNOVATION

A. Public Service Innovation Transfer

1. Transfer of innovation in public service is a process

structured learning which one party learns from another.

about an already proven innovation practice to be an effective solution

against problem in service.

2. The transfer essence is to do an adaptation and internalize an

innovation in the new environment.

3. Transfer aspect

There are a number of aspects related to things that will be transferred from one instance to another, which generally consists of three main categories: transfer: a. Technical (technical transfer), a transfer of expertise, technology, processes

business.

b. Information (informational transfer), a transfer and an exchange of ideas

and a solution

c. Managerial (managerial transfer), a transfer system, mechanism

decision making and allocation of resources.

4. Parties in the Implementation of Innovation Transfer

The transfer of innovation involves a number of parties consisting of the instance/unit of innovation origin, agency/unit transfer of innovation and agencies/institutions that are the facilitators in the process Transfer. a. The Origin instance is the instance of where innovation is built/developed

and has been successfully applied.

b. Recipient's instance is an instance that performs the practice adaptation

an innovation that has been successfully applied to other agencies/units.

c. A transfer facilitator is a third party organization that facilitates

the exchange of experience between the origin agencies and the instance

recipient.

The Innovation Transfer Scheme

Origin Instance

Transfer Facilitator

Service Recipient

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5. Transfer Strategy

The Ministry/Institute and Local Government in its replicate

innovation practice requires a process of service innovation development

the public. This is due to differences in principles ranging from the

social, economic, cultural to managerial aspects such as

the availability of human resources, means of infrastructure, and funding.

The innovation development process Public service is done through:

a. Adaptation, i.e., replicated innovation model adjusted to

environment needs

b. Modification, i.e. engineering the innovation elements of the innovation model that

originally.

6. Method of Public Service Innovation Transfer

The transfer method of public service innovation consists of: a. Technical Assistant, that is to provide assistance from

innovation makers and/or facilitators to beneficiaries

innovation. These activities include program assistance,

coaching clinic, and an intern.

b. Peer to Peer Learning, i.e. direct learning activities between

innovation makers with innovation benefits recipients, such as symposia,

seminars, workshops, titles and others.

c. Field Visit, which is a field study with an immediate look at the conditions

visually about the innovation of public services, such as the study

field and the study of appeals.

7. The transferred innovation materials include ideas, technology, processes, and aspects of

managerial.

8. Transfer Phase

To transfer a practice of innovation, some stage must be done by paying attention to the things that the origin agency must do, the recipient instance and the transfer facilitator. In general, the stage consists of: a. Phase 1: Requisition and Supplies (Demand and

Supply) between the Origin Instancy and Innovation Transfer Instancy.

At this stage the three parties have a mutually strengthening role. Each consists of: 1) Recipient:

-Identify potentially transferable practices.

-Create or structure a request against innovation to be adapted into the instance.

-Manganalysis the capacity of the instance to apply innovation. -Forming task force.

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2) The Origin of Origin:-Documening the practice of innovation-Composed a cooperation agreement between the recipient agencies and

the transfer-based instance-forming the task force

3) Fasilitator Transfer:- Disseminate innovation practices through various forms

activities. -Being a link and facilitating communication between instances

origin and recipient instances

b. Stage 2: Define The Scope, Design Methods and Set Up

Transfer Work Plan

At this second stage, the roles of each party are as follows. 1) Recipient

-Specifying the scope or aspects that need to be transferred and adapted as per the agency's needs/desires.

-Design the transfer method and identify the activities that need to be performed during the transfer process such as technical assistance, field excursions, peer to peer learning, and so on.

-Set up a work plan. -Build a partnership with the origin agency

2) Origin Instancy-Doing asesment of the time availability, budget,

human resources, and infrastructure tools that can be provided during the transfer process.

-Make an official agreement with the recipient instance in particular relating to the provision of resources.

3) The Fasilitator Transfer-Helps organize the activities to bring together

the source of origin and transfer recipients. -Assist with the drafting of the cooperation agreement

c. Phase 3: Conducting An Innovation Adaptation into the Environment Instancy

Recipient.

At this stage, the role of each party is as follows. 1) Recipient:

-Ensure the work plan is well-arranged which is followed by the formalization of the assignment to the officer/staff and the budget ready for use.

-Presented the work plan to the parties engage and perform improvements.

2) The Origin Instancy:-Provides input to the work plan compiled by

recipient agencies.

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2014, No. 1715 12

-Guaranteed information of information in connection with ongoing transfer and adaptation.

3) Fasilitator Transfer:-Provide input for the process-giving of the process-Giving input to Technical aspects of the transfer

innovation (when required)

d. Phase 4: Perform and Evaluate the Transfer.

The fourth step is the last step in the transfer of innovation. The roles of each party are described as follows. 1) Recipient Instances:

-Carry out the transfer on a certain aspect gradually. -Seable may involve stakeholders in activities

transfer process. -Conduct increased capacity against staff and agencies-Building effective communication with origin agencies and

facilitators-Documening the process in good form. -Managing the changes and resistance that might arise. -Execute monitoring with a measured indicator, requesting

input from various parties and perform the necessary remediation steps.

-Conduct an evaluation of the attainment based on a clear time frame.

2) Origin instance:

Selam of application, the origin of the instance provides support to the receiving instance through:-field visits to the recipient instances periodically at

the application stage-receives the recipient of the recipient instance.

3) Transfer Facilitator (of IBM Cloud Service) -Assist for documenting and evaluation of the transfer process.

B. Capacity upgrade

1. Capacity upgrade is performed against the beneficiaries

the organization facilitator against the beneficiary

organization.

2. The capacity upgrade consists of:

a. Organizational capacity increase, i.e., includes increased

capabilities in innovation strategy and development.

b. Individual capacity increases, i.e. increased capability

towards indivdu competence in innovation development.

c. System capacity increase, which is an increase in capabilities in

pngelability innovation development.

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3. The expected capacity level consists of 5 levels, which is:

a. The first tier, which is the minimal capacity in the sense of recognition

against innovation.

b. Second tier, which is the partial achievement capacity in the sense

more in-depth knowledge of task understanding needs to be performed

in innovation development.

c. Third tier, which is practical qualification in the sense that

applies innovation that has been developed.

d. Fourth tier, which is the best class in the sense of being the practice

best in innovation development for the national level.

e. The fifth tier, namely world class, is in the sense of being the practice

best for international level.

4. The facilitator in innovation development is the individual person

who has gained sufficient training and is considered capable

to conduct increased capacity in innovation development.

C. Public Service Innovation Network

1. The Public Service Innovation Network is a joint cooperation node

agency that has an interest in innovation development

public service.

2. The Public Service Innovation Network consists of the Ministry/Institute

and the Regional Government, College, Swadaya Institute

Society, and the Development Partner Institute.

3. The scope of the Public Service Innovation Network includes information,

planning, budgeting, operational, sustainability, replication and

capacity development and community participation.

4. The network of cooperation can form a (hub) node and collaboration,

both regional, national and international.

D. Institutional and Sustainability Innovation

1. To guarantee the institutional and sustainability sustainability of each

Ministry/Institute and Local Government to

provide a program and budget supported with the system

adequate innovation development.

2. Institutional innovation is performed by forming a knot and

collaborations nationwide are coordinated by the Minister

The State of Personnel Occupation and the bureaucratic Reform.

3. The formation of a national collaboration knot is set by

The Minister of State for the State apparatus and the bureaucratic reformation.

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BAB IV

CLOSING

1. Ministry of Personnel Ministry of Personnel and bureaucratic Reform

conduct coaching in the implementation of these guidelines as well as perform

monitoring and evaluation to ensure the success of execution

development and development Public service innovation.

2. Each Ministry/Institution and Local Government Command that

has a public service innovation in order to provide facilitation to

the Ministry/Institute and other Regional Governments to be willing

to transfer its innovation.

3. Any task force leader in the Ministry/Institute environment and

Government who want the transfer of innovation from the Ministry/Instituts

and other Local Government to be given a wide opportunity by

The leader Ministry/Institute and Government of the Dables.

4. The facilitator in the framework of the transfer is coordinated by

the Ministry of Personnel Ministry of Personnel and the bureaucratic Reform

in cooperation with the public service innovation network.

MINISTER OF THE MINISTER OF APPARATUS OF THE STATE AND REFORMS OF THE REPUBLIC OF INDONESIA BUREAUCRACY,

AZWAR ABUBAKAR

www.peraturan.go.id