Softskills, Softskills, & Softskills

H.Adang Bachtiar dr.MPH.DSc. adang@post.harvard.edu Jakarta 26 Januari 2012

Disampaikan pada Seminar PAMI untuk Nasional

 Posisi

yang semakin jelas untuk kepentingan kesehatan bangsa Sebagai tenaga strategis bangkes (Inpres 3/2011) Kepmenkes terkait perlunya ketrampilan manajerial kesehatan bagi para pemimpin kesehatan (Dinkes dan RS) Fokus 2012: pemberdayaan dan PHC (!)

 Upaya

yang sistematis untuk penataan ulang supply/production system Proyek HPEQ untuk kesmas 2011-2014 (3 goals): Penataan kurikulum kesmas Akreditasi pendidikan Standarisasi uji kompetensi Global Code of Practice (World Health Assembly no 63.18) mensyaratkan adanya Indonesian GCP pada tahun 2013 Alligning HPEQ dan GCP (utk kesmas: std konsultan PH?)

PERKEMBANGAN INTERNASIONAL_1
WHA

63.16: Global Code of Practice on The International Recruitment of Health Personnel

OBJECTIVES: to establish and promote voluntary principles and practices for the ethical international recruitment of health personnel, taking into account the rights, obligations and expectations of source countries, destination countries and migrant health personnel;

Bachtiar, 2011. Masukan kpd Kemenkes

PERKEMBANGAN INTERNASIONAL_2
WHA

63.16: Global Code of Practice on The International Recruitment of Health Personnel

OBJECTIVES: to serve as a reference for Member States in establishing or improving the legal and institutional framework required for the international recruitment of health personnel;

Bachtiar, 2011. Masukan kpd Kemenkes

PERKEMBANGAN INTERNASIONAL_3
WHA

63.16: Global Code of Practice on The International Recruitment of Health Personnel

OBJECTIVES: to provide guidance that may be used where appropriate in the formulation and implementation of bilateral agreements and other international legal instruments;

Bachtiar, 2011. Masukan kpd Kemenkes

PERKEMBANGAN INTERNASIONAL_4
WHA

63.16: Global Code of Practice on The International Recruitment of Health Personnel

OBJECTIVES: to facilitate and promote international discussion and advance cooperation on matters related to the ethical international recruitment of health personnel as part of strengthening health systems, with a particular focus on the situation of developing countries.

Bachtiar, 2011. Masukan kpd Kemenkes

PERKEMBANGAN INTERNASIONAL_5
WHA

63.16: Global Code of Practice on The International Recruitment of Health Personnel

PRINSIP DASAR: Kesehatan adalah tanggung jawab setiap pemerintah. Migrasi internasional Nakes dapat bersifat positif bila dikelola dengan baik, memperhatikan sistem kesehatan global dan melindungi hak Nakes tsb

Bachtiar, 2011. Masukan kpd Kemenkes

PERKEMBANGAN INTERNASIONAL_6
WHA

63.16: Global Code of Practice on The International Recruitment of Health Personnel PRINSIP DASAR: Negara maju selayaknya membantu negara sedang berkembang dalam menguatkan sistem kesehatan termasuk sistem nakes nya Pemerintahan wajib berupaya mencapai derajat kesehatan masyarakat setinggitingginya, juga dengan memperhatikan hak Nakes untuk bekerja dimana saja diluar negaranya

Bachtiar, 2011. Masukan kpd Kemenkes

PERKEMBANGAN INTERNASIONAL_7
WHA

63.16: Global Code of Practice on The International Recruitment of Health Personnel PRINSIP DASAR: Rekrutmen internasional Nakes harus transparan, adil dan tetap mendorong sistem kesehatan negara asalnya agar tetap sustain bertumbuh Pemerintahan selayaknya terus memperbaiki tatanan pengelolaan Nakes (PerencanaanPendayagunaan-Pengendalian), sehingga mengurangi demand untuk migrasi-keluar

Bachtiar, 2011. Masukan kpd Kemenkes

PERKEMBANGAN INTERNASIONAL_8
WHA

63.16: Global Code of Practice on The International Recruitment of Health Personnel PRINSIP DASAR: Diperlukan sistem informasi (GlobalNasional-Lokal) dan sistem riset & pengembangan dlm ICP Pengiriman nakes keluar bersifat sirkuler (inout secara sistematik) sehingga bermanfaat bagi negara pengirim dan penerima

Bachtiar, 2011. Masukan kpd Kemenkes

PETA STRATEGI
Bachtiar, 2011. Masukan kpd Kemenkes

FINANSIAL

Budget support

Indek IPKM membaik

INTERNAL PROCESS

Advokasi & Penyebarluasan Hasil (Brokering Knowledge)

Implemetasi (Monev) Nakes ICP

Policy Development & Program improvement

Implementasi sirkuler LN-DN

Data Clearinghouse

Investasi Sarpras

Stdrisasi Akred

CRM dg LN

Rekrut & Placement

Diklat Teknis

Diklat Mgmt

Penilaian Kinerja

Jejaring Nakes utk ICP

Bina PT-OP & industri nakes

Pelatihan PT-OP & Industri

PENGEMBANGAN KAPASITAS

Penguatan kapasitas PT kes

Kapasitas Diklat & Dikjut

Kapasitasi Sisnakes utk SKN

Advokasi & Pembiayaan Nakes utk ICP

Strategi Pemberdayaan Masy utk ICP

Litbang utk ICP

CLIENTS
SIK nakes mel HRH Observatory

Index persaingan nakes LN

Transparancies-Accountability-Mutual Understandings-Effective Collaboration

Kepemimpinan & Aliansi Untuk ICP (dalam CCF)

Usulan RUU Nakes oleh IAKMI yang mengakui eksistensi Nakes Kesmas yang beragam: Profesi Promkes (dibawah PPKMI) Profesi Epidemiologis (~ PAEI) Profesi Gizi Kesmas (~ Persagi) Profesi Kesehatan Lingkungan (~ EHSA) Profesi K3 (~ Kolegium K3) Profesi Admin & Kebijakan Kes (~ Kolegium AKK) Profesi Kesehatan Reproduksi & Keluarga (~ Kolegium Kesehatan Reproduksi & keluarga) Profesi Biostatistik & Kependudukan (~ Kolegium Biostatistika & Kependudukan)

Konsolidasi internal dan mengupayakan agar IAKMI dapat menjadi organisasi koalisi para ahli bidang kesmas yang multidisiplin REVISI AD/ART IAKMI Registrasi anggota Proses regenerasi cepat, dilakukan oleh PAMI Advokasi penajaman RUU Nakes kepada berbagai pemangku kepentingan di pusat dan daerah Roundtable & drafting untuk mendapat masukan: Di Pusat: menyusun rantai PPSDM-Biro HukumKaukus- Menkes Di Daerah: konsolidasi IAKMI dengan PT kesmas

Tujuan Kepmenkes: Ketrampilan yang cukup bidang Kesmas bagi pemimpin kesehatan Menyiapakan pola karir yang jelas termasuk upaya fit and proper test Peran yang dapat diberikan IAKMI-AIPTKMI: Sertifikasi upaya peningkatan ketrampilan kesmas Sertifikasi bersifat berjenjang bagi pemimpin kesehatan dan staf dibawahnya untuk kemudian menjadi bagian dari pendidikan profesi dalam waktu dekat Mengisi upaya pemberdayaan masy dan PHC melalui berbagai kebijakan pendidikan dan keprofesian

PROBLEM TREE

Inefficient Health-system
Low access to hi-quality PH facilities Beyond health, esp. Poverty Low capacity of govt primary care Low political commitment for PHC No political incentive scenario Weak supply system of PH workforce Ignorancy for healthy life styles

Emphasize on curing the illness h-c policy Higher health care costinflation push political bias more to curative

Partial financing health care & more emphasize on curing Low achievement on health policies & regulations for Universal Coverage

Pushing more demand for curatives Difficult restructuring of h-c financing infrastructure

Low Public Private Sinergy Dynamic changes of volunterism concept No/low profitable returns

Non-vitalized stagnant PHC infrastructures

Bachtiar, 2011. WHO Meeting for CHW at Srilanka

Bachtiar, 2011. WHO Meeting for CHW at Srilanka

Realizing Universal Coverage (UC) for Public Health Access

Strategy Objective-1: Strengthening & formulating policies & regulations for UC & its Public Health access

Strategy Objective-2: Providing UC basic public health packages to ascertain access for poor segment & high risk group KPI 2.1: # PHC services for poor people KPI 2.2: # PHC services for high risk group

Strategy Objective-3: Structuring & improving agencies/bodies for universal coverage including payor, health services, and governing body at all level KPI 3.1: Establish ment of national structures KPI 3.2: Structuring UC action plans to include PHC activities for each structures at all level

KPI 1.1: # health policies for/to include PHC services in UC regulations

KPI 1.2: # operational guidelines for any PHC services

Bachtiar, 2011. WHO Meeting for CHW at Srilanka

Bachtiar, 2011. WHO Meeting for CHW at Srilanka

Strategy Objectives_1
Strengthening Public health Workforce System Supporting PHC

Strategy Objective-1: Synergizing PHC curriculum to work as team-work, among medical, nursing, dental and public health, and other schools

Strategy Objective-2: Revitalizing educ institution, incl medical, nursing, midwifery, dental and public health , and others, relevance to local, national and global public health/PHC problems
KPI 1.3: # invstmnt for schools & Bpelkes capacitatn for PHC models KPI 1.4: # Bapelkes ready & implmted integrated PHC trainings

Strategy Objective-3: Achieving minimum education quality standard for PHC education institutions, varied at medical, dental, nursing, midwifey at all level incl
KPI 1.6: # Brokerng knowl actvs for sharing PHCmodel advcmnt

Strategy Objective-4: Strengthening PHC educational objectives & approaches link to PHC demand dynamics

KPI 1.1: # health schools with integrated curr for PHC

KPI 1.2: # schools implmted the integrated PHC curricula

KPI 1.5: # Bapelkes accredited for PHC models trainings

Strategy Objectives_2
Strengthening Public health Workforce System Supporting PHC

Strategy Objective-1: Synergizing PHC curriculum to work as team-work, among medical, nursing, dental and public health, and other schools

Strategy Objective-2: Revitalizing educ institution, incl medical, nursing, midwifery, dental and public health , and others, relevance to local, national and global public health/PHC problems
KPI 2.2: Periodical PHC curr devt & eval to validate relevance issues KPI 2.3: # new PHC models implted at schools and Bapelkes

Strategy Objective-3: Achieving minimum education quality standard for PHC education institutions, varied at medical, dental, nursing, midwifey at all level incl
KPI 2.4: # new Healthy Public Policy CBW models implted at schools and Bapelkes

Strategy Objective-4: Strengthening PHC educational objectives & approaches link to PHC demand dynamics

KPI 2.1: Establ KKNI for each health profession to incl PHC ability

Strategy Objectives_3
Strengthening Public health Workforce System Supporting PHC

Strategy Objective-1: Synergizing PHC curriculum to work as team-work, among medical, nursing, dental and public health, and other schools

Strategy Objective-2: Revitalizing educ institution, incl medical, nursing, midwifery, dental and public health , and others, relevance to local, national and global public health/PHC problems

Strategy Objective-3: Achieving minimum training & education quality standard for PHC education institutions, varied at medical, dental, nursing, midwifery etc

Strategy Objective-4: Strengthening PHC educational objectives & approaches link to PHC demand dynamics

KPI 3.1: Activation of collegiums & MTKI & MTKP for health professional std, incl vCHW std

KPI 3.2: Establ training & education quality audit and certificatn for PHC ability

KPI 3.3: # Bapelkes/other traing ctrs & schools improve its quality after facilitatn

KPI 3.4: # new training & educ approaches especially related to distance learning, etc

Strategy Objectives_4
Strengthening Public health Workforce System Supporting PHC

Strategy Objective-1: Synergizing PHC curriculum to work as team-work, among medical, nursing, dental and public health, and other schools

Strategy Objective-2: Revitalizing educ institution, incl medical, nursing, midwifery, dental and public health , and others, relevance to local, national and global public health/PHC problems

Strategy Objective-3: Achieving minimum education quality standard for PHC education institutions, varied at medical, dental, nursing, midwifey at all level incl

Strategy Objective-4: Strengthening PHC educational objectives & approaches link to PHC demand dynamics

KPI 4.1: # schools & Baplekes link with/devp PHC field labs.

KPI 4.2: # schools & Bapelkes with new PHC approaches

KPI 4.3: # schools & Baplekes link with Healthy Public Policy PHC models

Strategy Objectives_5
Strengthening Public health Workforce System Supporting PHC

Strategy Objective-5: Planning health workforce for PHC including voluntary CHW

Strategy Objective-6: Utilizing and empowering health workforce for PHC, including voluntary CHW

Strategy Objective-7: Establiihing & Maintaining health professional conducts for PHC, including ethical works for voluntary CHW

KPI 5.1: Costed HRH action planned for PHC nat level

KPI 5.2: Costed HRH action planned for PHC at local level

KPI 5.3: # Districts hav capacity to implted the costed plan

KPI 5.4: # districts hav HR capacity for HRH planning in PHC

KPI 5.5: # districts have develop MIS in PHC & related HRH

KPI 5.6: # districts hav best practices in planning HRH for PHC

Strategy Objectives_6
Strengthening Public health Workforce System Supporting PHC

Strategy Objective-5: Planning health workforce for PHC including voluntary CHW

Strategy Objective-6: Utilizing and empowering health workforce for PHC, including voluntary CHW

Strategy Objective-7: Establiihing & Maintaining health professional conducts for PHC, including ethical works for voluntary CHW

KPI 6.1: # health ctrs, health posts, villages posted with strategic health staff

KPI 6.2: # active vCHW in village within specific UKBM

KPI 6.3: # UKBM hav been facilitated with adeq infrastructures

KPI 6.4: # best practices HRH empowerment resulted in each province each year for replication

KPI 6.5: # best practices vCHW empowerment resulted in each district each yr for replication

Strategy Objectives_7
Strengthening Public health Workforce System Supporting PHC

Strategy Objective-5: Planning health workforce for PHC including voluntary CHW

Strategy Objective-6: Utilizing and empowering health workforce for PHC, including voluntary CHW

Strategy Objective-7: Establiihing & Maintaining health professional conducts for PHC, including ethical works for voluntary CHW

KPI 7.1: # health professional orgz (HPO) complete their ethics infrastructures for PHC

KPI 7.2: # Districts have established HPO branch and active maint their members

KPI 7.3: # Province establ MTKP and develop costed action plan incl for professional conduct

KPI 7.4: # best practices in handling ethical problems to be learnt by and share to others

KPI 7.5: # best practices vCHW high ethical conduct for community benefits to be share to other

Strategy Objectives
Poverty Reduction Acceleration & Village Development and Link to PHC Goals

Strategy Objective-1: Lending scenario for family income generating linked up to healthy life styles (PHBS)

Strategy Objective-2: Community infrastructures establishment and improvement linked up to PHC initiatives

Strategy Objective-3: Education access for poor family children and linked up to school based PHC

Strategy Objective-4: PlanningDistributionEmpowerment CBW incl voluntary linked up with PHC voluntary workers

KPI 4.1: CBW-HR Planning Mgmt

KPI 4.2: CBW-HR Recruitm& Distrib Mgmt

KPI 4.3: CBW-HR Training & Cerftif

KPI 4.4: CBW-HR Perform mgmt & social audit

KPI 4.4: CBW-HR Incentive & career

Tujuan: meluaskan pengetahuan dan ketrampilan kesmas berbagai bidang dan profesi kesehatan, termasuk terkait manajemen dan perencanaan SDM Kesehatan Peran yang dapat diberikan IAKMI: Melaksanakan kerjasama internasional untuk menyelenggarakan Simposium Internasional Semisal Simposium GHWA atau AAAH di Indonesia Membantu melaksanakan berbagai event yang mendorong meluaskan pengetahuan terkait SDM Kes Seminar, RTD, Workshop dan pelatihan

Menyusun rencana aksi 2012: International Symposium on HRH Tema terkait Supply Side (Dikti/HPEQ) dan Demand Side (Kemenkes) Pre-seminar, pelatihan utk peningkatan skills dlm: Perencanaan nakes Penilaian pekerjaan & pengukuran produktivitas kerja Sistem Informasi utk Nakes Mengukur kinerja pemimpin Mengukur Budaya kerja RS yang aman, dll Seminar, workshop dll yang diperlukan untuk posisi strategis nakes dimata stakeholders

Tujuan: menetapkan keprofesian kesmas dari sisi kompetensi dan pendidikan yang berstruktur baik secara akdemik dan profesional Peran yang diberikan IAKMI bersama AIPTKMI: Telah menetapkan KKNI kesmas Menyelesaikan deskripsi pendidikan akademik dan profesi Menyusun rencana aksi pendidikan kesmas dan pelatihan yang terstruktur sesuai jenjang KKNI yang disusun

Tujuan: Menetapkan standar pendidikan termasuk akreditasi dan sistem eksaminasi lulusan Peran yang diberikan IAKMI bersama AIPTKMI: Memperkokoh struktur SC (komitmen dan tk akseptansi) Menyiapkan PT kesmas untuk kapasitasi baik pendidikan akademik dan keprofesian Kapasitasi IAKMI daerah sd kab/kota Kapasitasi AIPTKMI shg atraktif bagi anggota PT kesmas

Tujuan: Mengisi/mewujudkan KKNI yang sudah disusun kedalam program pendidikan berjenjang Peran yang diberikan IAKMI bersama AIPTKMI: Piloting pendidikan berjenjang dari D1 sd Doktor Mengisi kebutuhan ketrampilan kesmas fokus pemerintah dalam PHC dan pemberdayaan Mengisi kebutuhan ketrampilan kesmas fokus pemerintah dalam GCP Terlibat dalam MTKI dan MTKP

PIMPINAN WILAYAH
KOMITMEN HUMAN DEVELOPMENT

PEMBERDAYAAN & KEMANDIRIAN

HEALTHY PUBLIC POLICY DEVELOPMENT

SEKTOR LAIN MASYARAKAT

PROGRAM KESEHATAN EKUITAS-EFEKTIF-EFISIEN-SUSTAIN-BERMUTU-

SEKTOR KESEHATAN

M I R

MANAGER INNOVATOR
RESEARCHER

A C
L E

APPRENTICE COMMUNITARIAN

LEADER
EDUCATOR

LOCAL WISDOM

Leadership

Akal-budi
Indiv Behavior in Orgnz Inter-indiv behavior

Musa, Nadhoriyah As Suluk At Tandzimi min Mandhuril Islam, 1995

 Adil

(Fairness) Qudwah hasanah (leading walk the talk) Al Fahm (visioner) Shidq (Honesty) Amanah (Responsible) Fathonah (Intelligent/smart) Tabligh (Orator/Communicator) Muallim (Knowledgable/transfering knowhow)

Madhi, Al Qiyadah Al Muatsiroh, 200

 Munazzim

(Skillful manager) Mubaadarah (Decisive) Ats Tsiqoh (Creating condusive working climate, i.e trust, warm, peaceful, outcome focus) Al Udhwiyah (caring interaction) At Takayyuf (empowering and participation) Tidak Mubadzir (effective-efficient)

 Ihlas

for the sake of Allah only Muhaasabah (Self evaluation & correction) Honesty Optimistic Taubat Tadabbur (Managing Knowledge of Allah, qouliyah/Quran & Hadits and qouniyah/ sciences) Tawadhu (humble for Allah/rendah hati)

 Taawun

(team work) Amar maruf nahi munkar Empathy and caring Obey to the leader for the sake of Allah Khusnudzon Not doing Ghibah Not doing Hasad

Musa, 1995; Luth, 2001, Tasmara, 1996; 20

 Musyawarah

(participation and empowerment) Al jiddu fil amal (hard work for helping others) Patience (for solving others problem) Istiqomah (continuous positive improvement) Al Himmah Al Aaliyah (high/best achievement orientation)

Musa, 1995; Luth, 2001, Tasmara, 1996; 20

 Murroqobah Honesty Amanah

(In Allah control, self control)

(responsible) Balance between hard work & achievement, with akhirat orientation Ihsan (optimizing the works)

Musa, 1995; Luth, 2001, Tasmara, 1996; 20

 Itqon

(professional) Efective and efficient Creative Managing new knowledge Group achievements (amal jamai) Serving others with IHLAS for service excellence

Musa, 1995; Luth, 2001, Tasmara, 1996; 20

PEOPLE CENTRED
PARADOX
PERSPECTIVE

PARADIGM

PERSUASION

PASSION

 First

of something Creative solution for old problems (excellence among the crowd) Managing problem(s) for effective chain multiplier effects Solution for political and social image

 Each

solution clearly define for the benefit of all effectively tacit knowledge to embedded product

Transferring

Knowledge Base
Codification
Ideas Problems Learn

KNOWLEDGE MGMT

Tacit Knowledge
Insights

Knowledge Absorption
Rapid Conversion

Embedded Knowledge Products Processes Explicit Knowledge

Knowledge Creation

Dimension-3

PASSION
PAMI should grow:

Enthusiasm to achieve result (ihsan)

Shared vision Effective communication with caring Obsession to improve anything Ownership among the members Involve all

Dimension-4

PERSUASION
Creative approaches :

Establishing shared values

Stimulating creativity of the beautiful

minds Differentiating issues for unique solution Conducive environment for teaming the works Motivating staff for learning from dayto-day experiences (value added) Commitment to achieve best interest

Dimension-5

PARADIGM
Developing specific paradigm: Rainbow coalition Working hand-in-hand Making friends (networking)

 Meeting

and meeting and meeting (creating interfaces) Commitment for visioning, planning, programming, implementing student movement as a specific niche (beneficial programming) Public health is multidiscipline, so Managing People is critical Identifying and attracting new talents Motivating them to achieve best achievement Establishing and developing PAMI as a trusted STUDENT MOVEMENT (Premiere institution)

 Alliance

and networking Is VERY Public Health Is the answer for globalization big stream. Otherwise we are the Bubbles is critical for PAMI: Listening others need Catering shared vision Facilitate soultions for all

LEADERSHIP

 Kenali

KLIEN anda Kebutuhannya

Penuhi

Perhatikan

Perubahan yang terjadi padanya

Libatkan

mereka dalam kehidupan KESMAS anda

AMATI

keberhasilan anda

AKTUALISASI HATI BERSIH

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* Ditempel di salah satu meja kerja staf di UI