KEBIJAKAN SOSIAL(SOCIAL POLICY)(HAKEKAT-PERUMUSAN-EVALUASI) Oleh

BAMBANG SUNARYO

PROGRAM STUDI SOSIOLOGIKONSENTRASI KEBIJAKAN DAN KESEJAHTERAAN SOSIALPROGRAM PASCASARJANAUNIVERSITAS GADJAH MADA

Th. 2004

TUJUAN INSTRUKSIONAL:MEMPERLUAS DAN MEMPERDALAM WAWASAN MAHASISWA MENGENAIKONSEP / KONSTRUK KEBIJAKAN SOSIAL 2. MENINGKATKANKEMAMPUAN MAHASISWA DALAM MENGIDENTIFIKASI ISSUE STRATEGIS KEBIJAKAN SOSIAL,MERUMUSKAN DAN MENGEVALUASI KINERJA PROGRAM/PROYEK (SOSIAL).SATUAN ACARA PERKULIAHAN:KULIAH 1: OVERVIEW RENCANA KULIAH KEBIJAKAN SOSIAL.KULIAH 2: HAKEKAT KONSEP /KONSTRUK KEBIJAKAN SOSIAL.KULIAH 3: IDENTIFIKASI ISSUE DAN PERUMUSAN KEBIJAKAN SOSIAL.KULIAH 4: PENGUKURAN KINERJA PROYEK DAN PROGRAM SOSIALKULIAH 5: EVALUASI KEBIJAKAN/PROGRAM SOSIAL.KULIAH 6: IDENTIFIKASI KEBERHASILAN DAN KEGAGALAN PROGRAM.KULIAH 7: DISKUSI PAPER 1.KULIAH 8 DST: (DITENTUKAN PENGAMPU BERIKUTNYA)METODE PEMBELAJARAN:SECARA KESELURUHAN KULIAH AKAN DIBERIKAN DALAM BENTUK DISKUSI KELAS, PENULISAN PAPER DAN EVALUASIBUKU WAJIB:MARGARET HARDIMAN; THE SOCIAL DIMENSIONS OF DEVELOPMENT(JOHN WILEY&SONS Inc)ALFRED J.KAHN; SOCIAL POLICY AND SOCIAL SERVICES(RANDOM HOUSE:NEW YORK)ARNOLD J.MELTSNER; POLICY ANALYSTS IN THE BUREAUCRACY4.CAROL H. WEISS; EVALUATION RESEARCH: METHODS FOR ASSESSING PROGRAMEFFECTIVENESS (PRENTICE HALL. INC. ENGLEWOOD CLIFFS, NEW JERSEY.5.ROGER KAUFMAN AND SUSAN THOMAS: EVALUATION WITHOUT FEAR (NEW VIEWPOINTS, NEW YORK).

KONSEP/KONSTRUK: PEMBANGUNANSUATU PROSES PERUBAHAN POKOK PADA MASYARAKAT DARI SUATU KEADAAN NASIONAL TERTENTU MENUJU KE KEADAAN LAIN YANG DIANGGAP LEBIH BERNILAI (KATZ,1971)

PROSES PERUBAHAN DENGAN TANDA TANDA DARI SESUATU YANG DIANGGAP KURANG DIKEHENDAKI MENUJU KE SESUATU KEADAAN YANG LEBIH DIKEHENDAKI (PHILLIP ROUP,1981)

CATATAN:TIME SPESIFIC & CULTURE SPESIFICGROWTH (PERTUMBUHAN) VS DEVELOPMENT (PEMBANGUNAN)GOALDEVELOPMENTPOLICYRENCANAPROGRAMSPROJECTS

HAKEKAT PENGERTIANKEBIJAKAN SOSIAL:APA YANG DILAKUKAN DAN YANG TIDAK DILAKUKAN OLEH OTORITAS ALAM MERESPONMASALAH DAN KEPENTINGAN SOSIAL YANG ADA DI WILAYAH JURISDIKSINYA THE SOCIAL PROGRAMMES).KEY CONCEPTS:WHATSHOUL BE (PLANNING)CONTROLLING(IMPLEMENTATION PROCESS)INPUTSRESULT SOCIAL PROGRAMMES: THE PROGRAM ACTIVITIES WHICH IS DESIGNED TO IMPROVE THE LOT OF PEOPLE/ SOCIAL WELL BEING/THE QUALITY OF LIFENOTE: THEY CAN DEAL WITH: EDUCATION, SOCIAL WELFARE, HEALTH, HOUSING, DEVELOPMENT, ETC.

HIERARKI KEBIJAKAN SOSIALKEBIJAKAN/RENCANASOSIALBIDANGSEKTORSUB SEKTORPROGRAMPROYEKSOSIALKESEHATANKESEHATANIBU DAN ANAKPENINGKATAN GIZI BALITABANTUAN SUSUPROGRAM/PROYEK LAINYA

PERGESERAN MODEL PEMBANGUNANKARAKTERISTIKMODEL DAN STRATEGIPERTUMBUHANBASIC NEEDSSUSTAINABLE1. FOKUSINDUSTRIPELAYANANMANUSIA DAN LINGKUNGAN2. NILAI YG DIKEJARBERPUSAT PADAINDUSTRIALISASIBERKIBLATPADA MANUSIABERPUSAT PADA MANUSIADAN LINGKUNGAN3. INDIKATOREKONOMI MAKROINDIKATOR SOSIALHUBUNGAN MANUSIADENGAN LINGKUNGAN4. PERAN PEMERINTAHENTERPRENEURSERVICE PROVIDERENABLER/FASILITATOR5. SUMBER UTAMAMODALKEMAMPUANADMINISTRASIDAN ANGGARANKREATIVITAS DANKOMITMEN6. KENDALAKONSENTRASI DANMARGINALISASIKETERBATASANANGGARANSTRUKTUR DAN KOMITMENYANG TIDAK MENDUKUNG

REINVENTING GOVERNMENT(DAVID OSBORN)

PEMERINTAHAN KATALIS: Mengarahkan Ketimbang Mengayuh2. PEMERINTAHAN MILIK MASYARAKAT: Memberi Wewenang Ketimbang Melayani3. PEMERINTAHAN YANG KOMPETETIF: Menyuntikan Persaingan Dalam Pelayanan4. PEMERINTAHAN DIGERAKAN OLEH MISI: Bukan Oleh Peraturan5. PEMERINTAHAN YANG BERORIENTASI HASIL: Membiayai hasil Bukan MasukanPEMERINTAHAN BERORIENTASI PELANGGAN: Memenuhi Kebutuhan Pelanggan Bukan Birokrasi7. PEMERINTAHAN WIRA USAHA: Menghasilkan Ketimbang Membelanjakan8. PEMERINTAHAN ANTISIPATIF: Mencegah Ketimbang Mengobati9. PEMERINTAHAN DESENTRALISASI: (Indonesia=UU No.32/2004 & UU No.23/2004)10. PEMERINTAHAN BERORIENTASI PASAR: Mendongkrak Pertumbuhan Melalui Pasar11. MENGUMPULKAN SEMUA MENJADI SATU

PEMBERIAN WEWENANG PADA MASYARAKAT(GREAT SOCIETY)KOMUNITAS MEMILIKI KOMITMEN LEBIH BESARTERHADAP ANGGOTANYA KETIMBANG BIROKRASIKOMUNITAS LEBIH MEMAHAMI MASALAHANYASENDIRI KETIMBANG BIROKRASI PELAYANANBIROKRASI MEMBERIKAN PELAYANAN,MASYARAKAT MEMECAHKAN MASALAHNYABIROKRASI MENAWARKAN PELAYANAN, MASYARAKAT MENAWARKAN KEPEDULIANKOMUNITAS LEBIH FLEKSIBEL DAN KREATIFKETIMBANG BIROKRASI PELAYANANBIAYA KOMUNITAS LEBIH MURAH KETIMBANGBIROKRASISTANNDAR PERILAKU KOMUNITAS LEBIH EFEKTIF KETIMBANG PELAYANAN BIROKRASIKOMUNITAS MEMFOKUSKAN PADA KAPASITASBIROKRASI PELAYANAN PADA KEKURANGAN

SUSTAINABLE DEVELOPMENT MODELDAYA TANGGAPTRANSPARANAKUNTABILITASEFEKTIF &EFISIENKEADILANSUPREMASIHUKUMVISI STRATEGIKBERORIENTASIKONSENSUSGOOD GOVERNANCEMASYARAKATPEMERINTAHSWASTASUMBERDAYAPARIWISATAMANAJEMEN:

OBYEK & DAYA TARIKAKOMODASIINFRA STRUKTURSDMKELEMBAGAANMISIKUALITASKEPARIWISATAANYANG MEMBAIK:

ECONOMICALLY VIABLEENVIRONMENTALLYSUSTAINABLESOCIAL AND CULTURALLYACCEPTABLETECHNOLOGICALLYAPPROPRIATE

JUMLAH KUNJUNGANLAMA TINGGALPEMBELANJAANDAMPAK MULTI GANDA

LATAR BELAKANG MODEL KEBIJAKANMODELPEMBANGUNANNASIONALSISTEMPASAR BEBASSISTEM SOSIALISMEKANISMEPASAR(INVISIBLE HAND)INTERVENSIPEMERINTAH(KEBIJAKAN)ERA SEBELUMPERANG DUNIA 11(1920 AN)ERA SETELAH PERANG DUNIA 11(1950 AN)MELAKUKANINTERVENSI KEBIJAKANDALAM PEMBANGUNAN NASIONAL

FAKTOR PENDORONG MODEL KEBIJAKAN1. MARKET IMPREFECTIONS: PRICE DISTORSION(PRICE)(QUANTITY)(SUPPLY)(DEMAND)(HARGA)2. MISS ALLOCATIONS OF RESOURCES: MONOPOLI OLIGOPOLI - MONOPSONI3. PERSYARATAN BAGI BANTUAN / HUTANG DARI NEGARA DONORDINAMIKADINAMIKASOSIALISKAPITALISDESENTRALIZEDCENTRALIZEDDEBIROKRATISBIROKRATIS

MODEL KEBIJAKAN SOSIAL(MARGARET HARDIMAN MODEL)1.THE RESIDUAL MODEL (1950an)TUJUAN PEMBANGUNAN EKONOMI ADALAHMENINGKATKAN PERTUMBUHAN EKONOMISECEPAT MUNGKIN, DENGAN DEMIKIANAKAN BERAKIBAT PADA PENINGKATANKESEJAHTERAAN SOSIAL SECARA OTOMATISNEO CLASSICAL ECONOMISTINVESTASI KAPITALSEBANYAK MUNGKINPENGGUNAAN TEKNOLOGIPRODUKSI MODERN1.PERTUMBUHAN EKONOMI2.PENINGKATAN UPAH PEKERJA3.PENYERAPAN TENAGA KERJA DARI PEDESAANPENCIPTAANDAYA BELIMASYARAKATPERMINTAANBARANG PRODUKSI

MODEL KEBIJAKAN SOSIALKONSEKWENSITHE RESIDUAL MODELPENGELUARAN PEMERINTAH UNTUK PROGRAM /PROYEKSOSIAL DIANGGAP TIDAK PRODUKTIF DAN HARUS DITEKAN SEMINIMAL MUNGKIN

KEBUTUHAN SOSIAL HARUS DIPENUHI SECARA INDIVIDUALMELALUI MEKANISME PASAR

MODEL KEBIJAKAN SOSIAL2.THE INCCREMENTAL MODELKRITIK TERHADAP KEGAGALAN THE RESIDUAL MODEL1.KEBANYAKAN NEGARA BERKEMBANG JUSTRU TIDAKMAMPU MEMOBILISASI MODAL YANG DIBUTUHKANUNTUK MENCIPTAKAN BASIS INDUSTRI.2.BANYAK NEGARA BERKEMBANG JUSTRU TERJEBAKDALAM SINDRUM BUDAYA KEMISKINAN: PERTUMBUHAN PENDUDUK YANG TERLALU CEPAT,KEWIRAUSAHAAN YANG RENDAH, KORUPSI, KOLUSI,DAN NEPOTISME SERTA MARAKNYA IN APPROPRIATETECHNOLOGY.3.TIDAK TERJADI PROSES TRICKLED DOWN BAHKANJUSTRU TERJADI TRICKLE BACKALHASIL THE RESIDUAL MODEL TIDAK MAMPUMENGHASILKAN PENINGKATAN KESEJAHTERAAN SOSIAL DAN JUSTRU SEBALIKNYA MENIMBULKANMARGINALISASI, URBAN BIAS DAN KETIMPANGANPENDAPATAN ANTAR PENDUDUKREKOMENDASI/SARANTHE INCREMENTAL MODELPENANGANAN MASALAH SOSIAL MELALUI FORMULASI DAN IMPLEMENTASIKEBIJAKAN PUBLIK UNTUK MENINGKATKAN TINGKAT HIDUP MASYARAKATDAN KESEJAHTERAAN SOSIAL SECARA GRADUAL, UTAMANYA PADA SEKTOR:KESEHATAN-PERUMAHAN-PENDIDIKAN-PELAYANAN SOSIAL

HAKEKAT KEBIJAKANSUATU PROSES AKTIVITAS YANG BERKESINAMBUNGANYANG MELIPUTI KEPUTUSAN ATAU PEMILIHAN TENTANGALTERNATIVE CARA PENGGUNAAN SUMBERDAYA YANG TERSEDIA DENGAN MAKSUD MENCAPAI TUJUAN TERTENTUDI WAKTU YANG AKAN DATANG1. TO CHOOSEDIANTARA AKTIVITAS YANGDIINGINKAN (SEKTOR PRIORITAS)B. DIANTARA CARA PENCAPAIAN2. ALLOCATING OFRESOURCESA. SUMBERDAYA ALAMB. SUMBERDAYA MANUSIAKENDALA: KETERBATASAN SUMBERDAYA, BAIK KUALITAS MAUPUN KUANTITAS, OLEH KARENA ITU PERLU PENAJAMAN DALAM SKALA PRIORITAS.3.MEANS OF ACHIEVING GOALSA. THE NATURE OF THE GOALB.THE PROCESS OF GOAL FORMULATIONKENDALA: TUJUAN PEMBANGUNAN BERSIFAT VAGUE, OLEH KARENA ITU PER STRATEGI INCREMENTED PLANNING MUDDLING THROUGH APPROACH4.POLICY FOR THEFUTUREA. PERLU FORECASTING/PREDICTIONB.SELALU MENGANDUNG RESIKO/KETIDAK PASTIAN

The planning stylePEMERINTAHPROPINSIDAERAH(KABUPATEN/KOTA)TOP- DOWNPLANNINGBOTTOM UPPLANNINGPELITA IIPELITA 1PELITA IIIPELITA IVNATIONALGOALMODLING THROUGH APPROACHCOMPREHENSIVE APPROACH

THE TYPE OF POLICY ACTIVITYDIBEDAKANBERDASARKAN1.THE NATURE OF PLANNING GOALA.WAR TIME POLICY/CONTIGENCYB.PHISICAL PLANNING/LAND USE PLANNINGC.ANTI CYCLICAL PLANNINGD.DEVELOPMENT PLANNING

2.THE SCOPE OF PLANNING ACTIVITYSOCIAL PLANNINGECONOMIC PLANNINGNATURAL RESOURCES PLANNINGETC.3.THE SPATIAL LEVEL OF PLANNINGACTIVITY4.THE OPERATIONAL LEVEL OF PLANNING ACTIVITY5.THE TIME DIMENTION LEVEL OF PLANNING ACTIVITYLIHAT FIGURE 1LIHAT FIGURE 2LIHAT FIGURE 3

SPATIAL LEVEL OF POLICY ACTIVITIESAREASECTORABCDEFGAGRICULTUREINDUSTRYEDUCATIONHEALTHHOUSINGTRASPORTProyekIntersektoralProgram/proyekIntersektoral daninterregionalProyek proyek industri

THE OPERATIONAL LEVEL OF POLICY ACTIVITIESNATIONAL POLICYSECTOR PLAN132REGIONAL PLAN4SECTOR PLANREGIONAL PLANLOCAL PLANPROJECTS AND PROGRAMS OFSECTOR AND REGIONAL PLANSTARGET GROUPS(BENEFICIARIES)

THE TIME DIMENTION POLICY ACTIVITYMACROMESOMICRONATIONALREGIONALLOCALLONG TERMMIDDLE TERMSHORT TERMRANGE LEVEL DIMENTIONSPATIAL DIMENTIONTIME DIMENTION

POLICY FRAMWORKMISSIONVISIONVALUEINTERNALANALYSISEXTERNALANALYSISASUMTIONSSTRATEGICANALYSISAND CHOICECRITICALSUCCESFACTORCORPORATEOBJECTIVESTRATEGYGOALESTABLISH ACCONTABILITYIMPLEMENT PLANMONITOR IMPLEMENT ANDPROVIDE FEEDBACK

THE POLICY MAKING PROCESSASSESMENT OFTHE SITUATION ANDPROBLEMANALYSIS OFCAUSESACTION BASEDANALYSIS

THE PLANNING PROCESSDECISION TO ADOPT PLANNINGESTABLISH ORGANIZATIONALFRAMEWORK FOR PLANNINGSPECIFY OFPLANNING GOALFORMULATEOBJECTIVECOLLECT ANDANALYSE DATAIDENTIFY ALTERNATIVECOURCES OF ACTIONAPPRAISE ALTERNATIVECOURSES OF ACTIONSELLECT PREFFEREDALTERNATIVEIMPLEMENTMONITOR AND EVALUATE

THE RATIONAL APPRACH TO POLICY MAKING(CARLEY`S MODEL)PROBLEM IDENTIFICATION AND DEFENITIONCLASSIFICATION AND ORGANIZATION OF GOAL, VALUESAND OBJECTIVE RELATING TO THE PROBLEMIDENTIFICATION OF ALTERNATIVE COURCES OF ACTIONBY WHICH THE PROBLEM MAY BE SOLVED OR OBJECTIVE ACHIEVEDPREDICTION OF THE CONSEQUENCES OF EACH ALTERNATIVECOURSE OF ACTION AND LIKELIHOOD OF THESE OCCURRINGCOMPARATION OF THE PREDICTED CONSEQUENCES IN RELATIONTO SPECICIFIED GOAL AND OBJECTIVESELECTION OF A COURSE OF ACTION(THE BEST)

THE COMPREHENSIVE SYSTEM MODELFOR DEVELOPMENT POLICY MAKINGAPPRAISAL OF THE CURRENTSTATE OF AFFAIRSASSESSMENT OF FUTURE DIRECTIONS FOR PROGRESS AND PRELIMINARY PRIORITIES AMONG DIRECTIONSPRELIMINARY FORMULATION OF OBJECTIVES ANDESTIMATION OF AVAILABLE FUNDCONSIDERATION OF ALTERNATIVE COURSE OF ACTIONSPECIFICATION OF OBJECTIVE PROGRAM, PROJECT AND STRATEGIESSEARCH FOR THE BEST SOLUTIONDERIVATION OF EVALUATION CRETERIAAPPLICATION OF EVALUATION CRETERIADETERMINATION OF ACTION PLAN AND BUDGET

FORMAT RENCANARATIONALEMONITORING DAN EVALUASISEKTOR BERSANGKUTAN(STRATEGIC ISSUES)SWOT ANALYSISSEKTOR BERSANGKUTANPROYEKSI DAN POSITIONINGSEKTOR BERSANGKUTANPROGRAM/PROYEKGOAL AND OBJECTIVEVISI DAN MISIJANGKA PANJANGDAN MENENGAHSASARANJANGKA PENDEKRATIONALEOBJECTIVEBENEFICIARIESSTRATEGY AND SCOPEPROJECT MANAGEMENTEVALUATION FRAMEWORK

THE VARIETY OF SOCIAL PROGRAMMESSCOPE; THE PROGRAM BEING EVALUATED MAY COVER: THE NATION, A REGION,STATE, CITY, OR BE LIMITED TO ONE SPECIFIC SITE (EXP: A CLASSROOM)SIZE; THE SOCIAL PROGRAMMES CAN SERVE A FEW PEOPLE OR REACH THOUSANDS OR EVEN MIILLIONSDURATION; A SOCIAL PROGRAM CAN LAST A FEW HOURS, DAY OR WEEKS,A SPECIFIED NUMBER OF MONTHS OR YEARSCLARIFY AND SPECIFICITY OF PROGRAM INPUNT; INPUT PROGRAM ADA YANG BISA DIDEFENISIKAN DAN DIUKUR SECARA JELAS DAN ADA YANG TIDAK (CONTOH: PENINGKATAN PENERANGAN JALAN UNTUK MENURUNKAN KRIMINALITAS/JELAS; PENATARAN P4 UNTUK MEMBRANTAS KORUPSI/TIDAK )COMPLEXITY AND TIME SPAN OF GOALS; BEBERAPA PROGRAM DITUJUKAN UNTUK MENCAPAI TUJUAN YANG SPESIFIK, JELAS DAN TERUKUR, SEPERTI: MENINGKATKAN KEMAMPUAN MEMBACA/MENULIS; AKAN TETAPI BEBERAPA PROGRAM MEMPUNYAI TUJUAN YANG KOMPLEK DAN VAGUE, SEPERTI:MENINGKATKAN RASA KEBANGSAAN.INOVATIVENESS; BEBERAPA PROGRAM SOSIAL ADA YANG DITUJUKAN UNTUK MERESPONSE KEBUTUHAN AKTUAL YANG SEDANG DIHADAPI, NAMUN DEMIKIAN ADA YANG DI DESIGN LEBIH BERSIFAT SEBAGAI PROGRAM ROUTINE.

POLICIES FOR HEALTHAND MEDICAL CARERELATEDINDICATORSMORTALITYRATEINFANTMORTALITY RATELIFEEXPECTANCYCAUSES OF DEATH(DISEASES)RELATED VARIABLESPOVERTYNUTRITIONENVIRONMENTAL SANITATIONHEALTH POLICIESCURATIVE MEDICINEMEDICAL TECNOLOGIESETC.

HOUSING POLICIESRELATEDINDICATORSTHE EXTENTOF OVERCROWDINGSQUARTTERSETTLEMENTSACCESS TOAMENITIESURBAN SLUMSRELATED VARIABLESPOVERTYTHE COST FACTORSTHE AVAILABILITY OF LANDHOUSING POLICIESETC.

EVALUASI PROGRAMA. MENDASARKAN TAHAPAN EVALUASI:1. PRE PROGRAMME EVALUATION / FEASIBILITY STUDY (FS) 2. ON GOING PROGRAMME EVALUATION / MONITORING STUDY (MS) 3. EX POST PROGRAMME EVALUATION / CONTROLLING STUDY (CS)B. MENDASARKAN PADA OTORITAS YANG MENGEVALUASI:PROGRAM INPUTSPROGRAM OUTPUTSPROGRAM EFFECTSPROGRAM IMPACTSINTERNAL EVALUATIONEXTERNAL EVALUATION

KESULITAN METODOLOGIEVALUASI PROGRAMBERKENAAN DENGAN KENYATAAN BAHWA PROYEK PEMBANGUNAN YANG HARUS DIEVALUASI PADA UMUMNYA DISELENGGARAKAN BERDAMPINGANATAU BERSAMAAN DENGAN PROYEK LAIN, SEDEMIKIAN RUPA SEHINGGASETIAP USAHA UNTUK MENGUKUR KINERJA PROYEK (EFFECT AND IMPACT)YANG BERSIH DARI AKIBAT DAN PENGARUH PROYEK SEKTOR PEMBANGUNANYANG LAIN TIDAK MUDAH DIIDENTIFIKASI.PROYEK DAN PROGRAM PEMBANGUNAN YANG DITURUNKAN DARI KEBIJAKANPEMBANGUNAN SEKTOR YANG AKAN DIEVALUASI PADA UMUMNYA MEMILIKI TUJUAN YANG SANGAT LUAS DAN KOMPLEK, SEHINGGA HASIL DARI SETIAPPENELITIAN EVALUASI SELALU DINILAI TIDAK RELEVAN, KECUALI MELALUIPEMBATASAN TUJUAN OPERASIONAL YANG RESEARCHABLE DAN MEASUREBLE.PROYEK PEMBANGUNAN YANG MENJADI SASARAN MONITORING DAN EVALUASI PADA UMUMNYA TIDAK DIIMPLEMENTASIKAN BERDASARKAN PADA SUATU SETTING EKSPERIMEN YANG TERKENDALI MELALUI KEPEMILIKANKELOMPOK PEMBANDING SECARA RANDOM (RANDOMIZED CONTROLLED EXPERIMENT), MELAINKAN LEBIH BERDASARKAN PADA PERTIMBANGAN YANGBERHUBUNGAN DENGAN MASALAH YANG AKTUAL (THEMES APPROACH) YANGDIANGGAP MENDESAK OLEH PARA PERENCANA PEMBANGUNANTHE EVALUATION QUESTION AS POSED IGNORE THE ISSUE OF WHY THE PROGRAM SUCCEDS OR FAILS. THE WHY IS OFTEN JUST AS IMPORTANTTO KNOW AS HOW WELL THE PROGRAM WORKS

DESIGN OF THE PROGRAM EVALUATIONEXPERIMENTCONTROLABDCIF THE DIFFERENCEBETWEEN A AND BIS GREATER THAN THEDIFFERENCE BETWEENC AND D, THE PROGRAMIS A SUCCESSSAMPLEBEFOREAFTERKESIMPULANPEMBANDINGANPEMBANDINGAN

THE ORGANIZATIONALELEMENTS MODELINPUTSPROCESSESPRODUCTSOUTPUTSOUTCOMESIN SCHOOL(INTERNAL)OUT OFSCHOOL(EXTERNAL)ORGANIZATIONAL EFFORTSORGANIZATIONALRESULTSSELF SUFFICIENCYIN SOCIETY

BEBERAPA PERTANYAAN KUNCI UNTUK MENGEVALUASI KEBIJAKANWHAT ARE THE GOALS AND OBJECTIVES OF THE ORGANIZATION ?

WHAT SHOULD BE THE GOALS AND OBJECTIVES OF THE ORGANIZATION ?

WHAT RESULTS WERE INTENDED BY THE PROGRAM, PROJECT, ACTIVITIESOR ORGANIZATION ?WHAT RESULTS WERE OBTAINED BY THE PROGRAM, PROJECT, ACTIVITYOR ORGANIZATION ?WHAT WERE THE VALUE AND USEFULNESS OF THE METHODS AND MEANSUSED TO ACHIEVE THE RESULTS ?HOW WELL WAS THE PROGRAM, PROJECT, ACTIVITY OR ORGANOZATIONADMISTERED AND MANAGED ?WHAT; IF ANYTHING ABOUT THE PROGRAM, PROJECT, ACTIVITY ORORGANIZATION SHOULD BE CHANGED ?WHAT; IF ANYTHING ABOUT THE PROGRAM, PROJECT, ACTIVITY ORORGANIZATION SHOULD BE CONTINUED ?SHOULD THE ORGANIZATION, PROJECT, PROGRAM OR ACTIVITY EXIST AT ALL

THE TYPES OF PROJECTS MEASUREMENT1. MEASURING EFFECTS ON PERSONS SERVE: ie.TRAININGCHANGE IN JOBATTITUDESGETTINGA JOBDOESDOES?LEAD TOLEAD TO2. MEASURING EFFECTS ON AGENCIES:SOME OF THESE CAN BE AGGREGATED FROM DATA ABOUT INDIVIDUAL IN THE ORGANIZATION (FOR EXAMPLE: PERCENTAGE TOURIST WITH DAILYCONTACT WITH LOCAL RESEDENTSSOME CAN BE GLOBAL MEASURES OF THE INSTITUTION (FOR EXAMPLE:TOTAL BUDGET, PROPORTION OF THE BUDGET ALLOCATED TO CHILDRENDEVELOPMENT PROJECTS).

THE TYPES OF PROJECTS MEASUREMENT3. MEASURING EFFECTS ON LARGER SYSTEMSTHERE ARE OCCASIONAL PROGRAMS WHOSE GOALS ARE TO MAKE CHANGESIN A WHOLE NETWORK OF AGENCIES (FOR EXAMPLE: TO CHANGE A COMMUNITYOR EVEN A NATIONAL SERVICE DELIVERY SYSTEM, SUCH AS EDUCATION, MENTAL HEALTH ETC.4. MEASURING EFFECTS ON THE PUBLICFOR EXAMPLE: IF A PROGRAM SEEKS TO ALTER PUBLIC VALUES OR ATTITUDES.THE APPROPRIATE INDICATOR OF OUTCOME IS OBVIOUSLY THE PUBLIC VIEWS.

THE CORE ISSUES IN PROGRAM`S EVALUATIONFORMULATING THE PROGRAM GOALS THAT THE EVALUATION WILL USE AS CRITERIA.2. CHOOSING AMONG MULTIPLE GOALS3. INVESTIGATING UNANTICIPATED CONSEQUENCES4. MEASURING OUTCOMES5. SPECIFYING WHAT THE PROGRAM IS6. MEASURING PROGRAM INPUTS AND INTERVENING PROCESS7. COLLECTING THE NECESSARY DATA

THE STANDARD FORMULATIONOF THE EVALUATION QUESTION TO WHAT EXTENT IS THE PROGRAM SUCCEEDING IN REACHING IT`S GOAL ? VARIATION ARE POSSIBLE:IS PROGRAM A DOING BETTER THAN PROGRAM B IN REACHING THEIR COMMONGOAL ?HOW WELL IS THE PROGRAM ACHIEVING RESULTS X, Y, AND Z WITH GROUPS F,G AND H ?WHICH COMPONENTS OF THE PROGRAM (R, S OR T) ARE HAVING MORE SUCCEES ?BUT THE BASIC NOTION IS THE SAME:1. THERE ARE GOALS;2. THERE IS A PLANNED ACTIVITY (OR SEVERAL ACTIVITIES);3. THERE IS A MEASURE MADE OF THE EXTENT TO WHICH THE GOALS ARE ACHIEVED.

THE STANDARD PROCCESSOF THE PROGRAM EVALUATIONFIND OUT THE PROGRAM`S GOALS

TRANSLATE THE GOALS INTO MEASUREABLE INDICATORSOF GOAL ACHIEVEMENTCOLLECT DATA OR THE INDICATORS FOR THOSE WHO PARTICIPATED IN THE PROGRAM ( AND FOR AN EQUIVALENT CONTROL GROUP WHO DID NOT)COMPARE THE DATA ON PARTICIPANT`S (AND CONTROLS)WITH THE GOAL CRITERIATHE PROGRAM`S GOALS(PARTICIPATED PROGRAM)THE PROGRAM`S GOALS(CONTROLLED PROGRAM)INDICATORSINDICATORSCOMPARETHE DATACOLLECT THE DATACOLLECT THE DATA

THE USERS OF THE EVALUATION RESULTSA FUNDING ORGANIZATION (GOVERNMENT, PRIVATE, FOUNDATION)

A NATIONAL AGENCY (GOVERNMENT, PRIVATE)

A LOCAL AGENCY

THE DIRECTORS OF THE SPECIFIC PROJECT

DIRECT SERVICE STAFF

CLIENTS OF THE PROGRAMS

SCHOLARS IN THE DISCIPLINES AND PROFESSIONS

USERDECISIONPOLICY MAKERWHETHER TO EXPAND, CONTRACTOR CHANGE THE PROGRAMPROGRAM MANAGERWHICH METHODS, STRUCTURE,TECHNIQUES OR STAFF PATTERNS TO USE

COGNITIVE STYLES OF HYPOTHETICAL POLICY ANALYSTPROCESS OFINQUIRYELEMENTS OFANALYSISECONOMISTORGANIZATIONALANALYSTPOLITICALANALYSTILLUSTRATIVE CONSIDERATIONSSELECTTHE PROBLEMDEFINE, FORMULATEAND DELIMITPROBLEMDETERMINE ANDSEARCH FORRELEVANT DATACALCULATEAND EXPLAINALLOCATIONOF RESOURCESINCREASE SUPPORTFOR EFFECTIVENESSOF AGENCYINCREASE SUPPORTFOR EFFECTIVENESSOF PARTYOBJECTIVECRITERIAMAXIMIZE DIFFERENCECOST AND BENEFITNOT AS EXPLICITAGREEMENT WITH PAYMENTCAN TEND TO STABILITYACCEPTABLE LEVEL OFORGANIZATIONAL CONFLICTCONFUSIONCONFLICT AND DISAGREEMENTINSTABILITYALTERNATIVESMAXIMIZE PROBABILITYOF POLITICAL ACCEPTANCEEXPLICITAGREEMENTSTABLECOST AND BENEFITSEXCLUDE THE INFEASIBLEPRESENT SOLUTION/POLICYPROGRAM RELATEDMIX QUALITATIVE ANDQUANTITATIVEEXCLUDE THE INFEASIBLEPRESENT SOLUTION/POLICYPROGRAM AND NON PROGRAMRELATEDMOSTLY QUALITATIVEEXCLUDE THE INFEASIBLEPRESENT SOLUTION/POLICYPROGRAM RELATEDQUANTITATIVEMODELCLOSEDGENERALOPENCOMPLEX-CONTEXTUALOPENCOMPLEX-CONTEXTUAL

INPUT VARIABLES OF THE SOCIAL PROJECTSTO MEASURE INPUT VARIABLES; THEY MAY TO DO WITH VARIATIONS IN:PURPOSE

PRINCIPLES

METHODS

STAFFING

PERSONS SERVELENGTH OF SERVICE

LOCATION

SIZE OF PROGRAM

MANAGEMENT

CHARACTERISTICS OF PARTICIPANTS:A. AGEB. SEXC. SOCIOECONOMIC STATUSD. LENGTH OF RESIDENCE IN COMMUNITYE. ATTITUDE TOWARD THE PROGRAMF. MOTIVATION FOR PARTICIPATIONG. ASPIRATIONH. EXPECTATIONS FROM THE PROGRAMI. ETC.

INTERVENING VARIABLES OF THE SOCIAL PROJECTSTO MEASURE INTERVENING VARIABLES; THEY MAY TO DO WITH VARIATIONS IN:PROGRAM OPERATION VARIABLES:1. HOW THE PROGRAM OPERATES

2. DEGREE OF ACCEPTANCE BY PEERSBRIDGING VARIABLES:

IN ORDER TO REACH THE DESIRED END, CERTAIN SUB GOALS HAVE TOBE ACHIEVED.

TYPES OF PROGRAM FAILURESUCCESSFULPROGRAMPROGRAMCAUSALPROCESSDESIREDEFFECTSET IN MOTIONWHICH LED TO

THEORY FAILURETYPES OF PROGRAM FAILUREPROGRAMCAUSAL PROCESSDESIREDEFFECTSET IN MOTIONWHICH DID NOTLEAD TO

TYPES OF PROGRAM FAILUREPROGRAMFAILUREPROGRAMCAUSAL PROCESSDESIREDEFFECTDID NOTSET IN MOTIONWHICH WOULDHAVE LED TO

PROJECT DESIGNINGIDENTIFICATIONJUSTIFIEDFEASIBLESTRATEGICPRIORITYPREPARATIONAPPRAISALNEGOSIATIONIMPLEMENTATIONEVALUATIONTECHNICALINSTITUTIONALFINANCIALTECHNICALINSTITUTIONALFINANCIALSOURCE OF FUNDINGRECIPIENTKAITAN PEMUNGKIN

PROGREES REPORTGUIDELINES FOR EFFISIENCY

COMPLETION REPORTPROJECT AUDIT