2009年-世界发展银行全球_Alternative_Mechanisms_of_Service_Delivery___Blue_Print_for_Promoting_AMSD_314页_3mb

Summary of "Alternative Mechanisms of Service Delivery" Report

Core Content

This report, titled Alternative Mechanisms of Service Delivery (AMSD), outlines a strategic plan for improving service delivery in regional governments in Indonesia. It is prepared as part of a contract between the Decentralization Support Facility (DSF) and Hickling Corporation of Canada. The report focuses on the role of the central government in facilitating the adoption of alternative service delivery mechanisms to enhance the efficiency and effectiveness of public services at the sub-national level.

Main Objectives

The report aims to:

• Assist the government in rationalizing institutional arrangements for sub-national public services.
• Aid in the development and implementation of new service delivery methods, particularly through contracting.
• Provide a framework for central government to support regional governments in systematically improving service delivery.

Key Strategies of AMSD

The report identifies eight core strategies for promoting alternative mechanisms of service delivery:

1. Clarifying roles, objectives, accountability and authority – Ensuring clear delineation of responsibilities and expectations between different actors.
2. Paying for performance, including cost-reflective pricing of services – Aligning financial incentives with service quality.
3. Raising the consequences of good or bad service (rewards and punishment) – Enhancing accountability through performance-based incentives.
4. Putting the customer "in the driving seat" – Focusing on customer satisfaction and feedback mechanisms.
5. Empowering Service Delivery Organizations and Employees – Giving more autonomy to service delivery entities while maintaining policy control.
6. Changing Service Deliverer Organizational Culture – Promoting a more customer-focused and efficient culture.
7. Changing Sector Structure – Reforming the structure of service delivery sectors to enhance functionality.
8. Involving the Community and Private Sector – Encouraging collaboration with external stakeholders.

Key Tools and Mechanisms

• Flexible Performance Agreement (FPA): A central tool used between the "owner" (government) and the "operator" (service delivery organization) to promote autonomy and accountability.
• Performance-Based Budgeting (PBB): A method of aligning budgeting with service performance and outcomes.
• Strategic Planning Methodology: A structured approach to identifying gaps, setting objectives, and planning for implementation.

Structure of the Report

The report is organized into the following sections:

1. Introduction and Planning Framework
2. Current State of Service Delivery Improvement
3. Results of Promoting Service Improvement
4. Strategy for Improving Service Delivery
5. Resources and Scheduling
6. Sustaining Implementation and Plan Update

Current State of Service Delivery

• The central government has initiated several programs to support regional governments (PEMDA) in improving service delivery.
• However, these efforts suffer from poor coordination, unclear strategic direction, and a lack of institutional and organizational development (ID/OD).
• The Directorate General for General Government Affairs (DG-PUM) within DEPDAGRI is responsible for supporting PEMDA but lacks the necessary capacity and clarity in its mandate.
• There is a need for better alignment between policy and implementation, and for strengthening the role of DEPDAGRI in coordinating these efforts.

Desired Future State

• A future state where community satisfaction with services improves, and funds are consistently available for service delivery improvements.
• Service Delivery Organizations (SDOs) are better governed and more responsive to community needs.
• The central government maintains policy control while allowing autonomy to SDOs, using outcome-based measures rather than input-based ones.

Key Recommendations

• Establish a program structure with demonstration projects, knowledge dissemination, and legal reforms.
• Promote continual improvement of the program through feedback and learning.
• Develop program governance arrangements that enhance coordination and policy steering.
• Ensure adequate human and financial resources are allocated to support the implementation of the blueprint.
• Implement a communication plan to engage stakeholders and build support for AMSD strategies.

Stakeholders and Support

• Stakeholders include regional governments, central agencies (such as MoF, BAPPENAS, MENPAN, and BPKP), the private sector, and the community.
• The community is expected to be a key partner in service delivery improvement.
• The private sector is also seen as an important collaborator in enhancing service efficiency and quality.

Challenges and Risks

• Weak institutional and organizational development (ID/OD) within regional governments.
• Potential conflicts between different programs and initiatives.
• Need for capacity building among regional government officials and SDOs.
• Unclear mandates and roles within the central government, particularly within DEPDAGRI.

Conclusion

The report emphasizes that while the central government has the potential to lead the improvement of service delivery through AMSD, it must do so with a strategic management plan that includes coordination, capacity building, and legal reforms. The proposed "Blueprint" is a comprehensive framework that aims to improve service delivery in a sustainable and responsive manner, aligning with the broader goals of decentralization and public service enhancement.