CHAPTER I
INTRODUCTION
1.1 Background
Opportunities of globalization era of free competition in the areas of life including both the public service sector and the government environment non-governmental organizations (NGOs) in the regional environment, the domestic / national and international levels. Anticipation of the demands of globalization should be made by all parties through-improvement is improvement in all sektor. Pembenahan should be conducted simultaneously in all fields of sustainable and integrated with one another. Field of law reform was driven by a policy providing legal assistance to people with a vision of "Justice for the People" is based on a shift in the concentration of activities of legal assistance and community development in the field of law khususnyan in Poso district, Tojo Una-Una & Morowali. then the logical consequence of the demands of public service, especially in the 3 (three) districts mentioned above will increase sharply in quantity and quality of legal aid services to the community. Today's society demands an increase in service excellence for the performance of LBH Poso as well as various policy does. In an effort to answer the demands of society, Poso LBH has set some rules that are expected to improve any deficiencies that exist among others, with the birth of the Legal Aid Act. The success of an organization has been more emphasis placed on the success of the organization will be based on the ability of the organization that manages resources to achieve results in line with the plan set forth in the strategic planning. Entirely based on that for this measurement of success and excellence in carrying Poso LBH duties and functions difficult to do objectively, the difficulty is due to have never drawn up a performance measurement system that can inform a success rate with this LBH organisasi. Sehubungan Poso who have duty to assist the public in obtaining legal services need to develop a Strategic Planning is a process-oriented outcomes to be achieved over a period of 1 (one) up to five years, taking into account the potential, opportunities and constraints that exist or may arise.
1.2 Purpose and Objectives
1.2.1 Intent
Formulation of intent Poso 2011-20013 Strategic Plan Legal Aid is:
a. As a planning document used as guidance in preparing Performance Plan (Renja) Annual;
b. As a basis and benchmark performance assessment;
c. Availability of programs and priority activities that can be used as guidelines by Division in realizing the performance optimization;
d. To ensure linkages and consistency between planning, budgeting, implementation and monitoring of the budget each year for 5 (five) years;
e. To ensure the achievement of effective use of resources and efficient, equitable and sustainable;
f. To ensure the integrity of creation, synchronization and synergies between existing and Division Chief at LBH Poso.
1.2.2 Purpose
The objective of Strategic Plan 2011-2013 is terjabarkannya Poso LBH's vision, mission LBH Poso mandated by Congress and the Executive Board work program, through the duties and functions pelaksanakan LBH Poso 5 (five) years, and refers to a formulation based on the ADRT LBH Poso.
1.3 Legal Basis
A. Statutes and Bylaws of the Legal Aid Institute (LBH) Poso.
2. Decree of the Board of Supervisors in November 2011.
3. The results of Board Meeting on December 9, 2011.
1.4 Strategic Position and Role of LBH-POSO In Organizational Management system
The existence of LBH-Poso Strategic Plan 2012 in relation to the organization's management system as mandated by Congress I LBH-Poso in 2009, and the AD / ART Organization of the translation of performance into a strategic plan every period of stewardship will be a guide in the preparation of Program Plans, Tata-Poso LBH management.
CHAPTER II
MAIN TASKS AND FUNCTIONS
2.1 Organizational Structure
2.1.1 Board of Founders
Board of Founders are individuals The organization took the initiative to set up, and directly or indirectly responsible maintaining, supporting, and maintaining the continuity of the work of the organization in accordance with the mandate of the organization. Consists of:
1) Moh. Taufik D. Umar, SH
|
8) Steve Roland Lusikoy
|
2) Bachri Azriadi Malewa
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9) Darwis Waru
|
3) Budiman Maliki
|
10) Mansyur Panjili
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4) Nurdin Bande
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11) I Wayan Wildana
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5) Samsul Y Gafur
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12) Jefri Suryadi
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6) Verri Korua
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13) Syarifuddin Odjobolo
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7) Mohammad Salim Makaruru
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2.1.2 Board of Trustees
Board of Supervisors is the elected individuals at the time of the congress I LBH-Poso, which has the main task of overseeing the organization's Works must comply with the congressional mandate, the LBH Poso. Consists of:
Chairman
|
: Samsul Y. Gafur
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Vice-Chairman
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: Darwis Waru
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Member
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: Syarifuddin Odjobolo
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: Iskandar Lamuka
| |
: Salma Masri
| |
: Jan Ricard Tandawuya, SH
|
2.1.3 Chief Executive Daily
Chief Executive Daily Individuals who are elected at the congress, the Extraordinary Congress, the Inter Substitution Time (PAW), which is mandated to lead and take full responsibility for the work of the organization at a particular period.
2.1.4 Management Daily
Daily board, the individuals responsible for helping the organization work of the period, both in recruitment through Congress, and through the right daily Preogative Chairman of the Board, which consists of the Chief of the Division and Staff Division.
2.1.5 Members of the Organization
Members of the organization are individuals who passed through Congress became a member of the organization, and is obliged to maintain the good name of the organization, and help the work of the organization, either directly or indirectly. Consists of:
1) Hamsyah. P
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15) Jumrah. A. Baso
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2) Muh. Rizal Kaniu
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16) Ilma Sibbe
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3) Muh. Rafiq Samsuddin
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17) Salmia Mursalim
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4) David Somba
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18) Robert Rombot
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5) Natsir said
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19) Meitry Tambingsila
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6) Sofyan Siruyu
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30) Evani. Hamzah
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7) Didi So'e
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31) The entire Board of Founders
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8) Jhon mulyadi
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32) The entire Board of Trustees
|
9) Yery great nugroho
| |
10) Mansur Tobone
| |
11) Sudiro
| |
12) Muh. Arfik
| |
13) Ryanto. A
| |
14) Moh. Irsan
|
2.1.6 Structure of Executive Daily November period 2012 to 2016
Chairman
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: Moh. Taufik. D. Umar SH
|
Advocacy Division
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: Evani Hamzah, SH
: Muhammad Hasan
Reza Salim.SE
M.Salam Djampe |
Division of Data and Kesektariatan
| : M.Irfan.R.Rengga |
Division of Finance and management
|
: Meytri Tambingsila, SP
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2.3 Duty and its Function Board Daily
2.3.1 Chairman
Chairman of the board is fully responsible for all work in the LBH-Poso kepengurusannya period.
2.3.2 Advocacy Division
Division of Advocacy Division is responsible for any reports / complaints coming directly or indirectly based on the SOP LBH Poso.
Reports and complaints submitted to the forum into an internal meeting to formulate a method of facilitation.:
Elements of the Division of Advocacy:
a. Coordinator: Consists of the person responsible directly to the chairman through the mechanism of internal meetings.
b. Coordinator assisted by some staff who are responsible directly to the coordinator via the mechanism of internal Rapar.
c .. The staff coordinator of advocacy consists of several people who receive direct instruction from the coordinator.
The composition of the Division of Advocacy are as follows:
a. Coordinator
b. Advocacy Staff:
Division and Staff Division Coordinator is responsible to make a written report perdua week and month, pertriwulan through the mechanism of internal meetings and documents provided direct assistance to the coordinator of advocacy.
2.3.3 Division of Data and Kesektariatan
Division of Administration, is the division that is solely responsible for all correspondence related to internal and external needs LBH Poso. The letters are: outgoing, incoming mail, closing argument, replik, pledoi, appeal, summons, appeals, lawsuits, special power of attorney and attorney mentoring, assignment letters, numbering letter and all correspondence needs to extrapolations LBH Poso . Division of Administration headed by one coordinator and assisted by several staff. Coordinator of the administration division directly responsible to the president through the mechanism of internal meetings.
Division and Staff Division Coordinator is responsible to make a written report perdua week and per month, per quarter through the mechanism of internal meetings.
2.3.4 Division of Finance
Finance division is the division that manages incoming and outgoing funds under SOP established by the management body LBH Poso.
Finance division is led by one person and assisted by several staff
Coordinator is responsible to the chairman of the finance division through a mechanism of internal meetings.
Division and Staff Division Coordinator is responsible to make a written report every two weeks and a month, per quarter through the mechanism of internal meetings
2.3.5 Staff Internships
Volunteers and staff of interns are individuals, who recommended by staff and the chairman. Which placed by the chairman in each of the divisions to consider performance-assist performance in the work of LBH POSO ..
2.3.6 Systems, Procedures, Mechanisms
In performing its function of each division shall apply the principles of coordination, integration and synchronization of vertically and horizontally.
and coordinate their subordinates as well as provide guidance and instructions for the execution of his duty and to follow and obey the instructions of and responsible to the coordinator.
The essential elements of the division as follows:
a. Job specialization (work Specialization):
In a division where there is division of work tasks within the organization is divided into separate jobs according to the specialization of work. staff have specialized tasks from which all activities conducted by the agency.
b. Divisionalisasi (divisionalisation):
The existence of grouping tasks so that tasks can be coordinated as well.
c. The command chain (chain of command):
The existence of an unbroken line of authority from the top of each organization to the lowest division coordinator and explain who reports to whom. Authority and unity of command is an integral part of the chain of command because of the authority (authority) of the rights attached to the coordinator position to give orders to comply with the principle of unity of command (unity of commad) indicates that a staff member has one supervisor and him he had direct responsibility.
CHAPTER III
PERFORMANCE PROFILE LBH-POSO
3.1. Service Performance Today
Implementation of the duties and functions of Poso LBH optimally is influenced by several factors, including: 1) Availability of Human Resources (HR), 2) infrastructure, 3) a proportional and adequate budget, and 4) Standard Operating Procedure (SOP).
3.1.1 Potential Human Resources:
Poso has LBH Poso as the following:
A. Moh Taufik.D.Umar: (Bachelor of Law) attachment Curiculum Vitae;
2. Evani Hamzah.SH (Bachelor of Law & Graduate Student) Appendix Curiculum Vitae);
3. Meytri tambingsila, SP (Bachelor of Agriculture and the Graduate Student);
4. Muhammad Hasan (Poso Unsimar Law School Students) Appendix CV;
5. Reza Salim.SE (Bachelor Of Economic & Graduate Student)
6.M.Salam Djampe (The Great paralegal)
5. Reza Salim.SE (Bachelor Of Economic & Graduate Student)
6.M.Salam Djampe (The Great paralegal)
6. The future will be to recruit some staff internships and educational background in law or social sciences;
In doing the work of the Law on the level of litigation effort, LBH-Poso assisted by some lawyers / advocate.
Besides the daily board november period 2012-2016 can be said to have integrity to build and develop the work of LBH-Poso ahead, integrity indicators are:
1) The present 5 (five) Daily Board consisting of 1 (one) Chair, 1 (one) of the advocacy division coordinator, 1 (one) data & kesektariatan Kooordinator Division, 1 (one) financial division coordinator, 1 ( a) the advocacy division staff, and some intern in each of the divisions that are willing to work without salary / compensation;
2) Some people have experienced the daily administrators do advocacy work in cases of structural settlement-oriented enforcement of justice for the marginalized;
3) Some people have a passion to learn the daily board high enough to learn to do advocacy work is oriented to the pursuit of justice for the marginalized.
3.1.2 Facilities and Infrastructure
In the period 2012-2016 November-Poso LBH, LBH-Poso could be said not to have adequate facilities and adequate infrastructure, the indicator does not have the facilities and infrastructure are:
A. LBH-Poso, has only one (1) unit laptop 14 "Fujitsu brand red color, date of purchase of 03 January 2012;
2. LBH-Poso, has only one (1) unit brand printers Canon MP 258 Black and white color, date of purchase of 03 January 2012
3. LBH-new POSO has a tentative secretariat office;
4. LBH-new POSO have ATK in January 2012;
5. Do not have a means of transport;
3.1.3 Budget
To carry out the work according to the congressionally mandated organization I LBH-Poso in the Period 2012-2016 LBH-Poso, do not have a reserve operating funds, indicator is:
1) LBH-Poso have a passbook bank officials self-Lama in Poso branch with the remaining balance of 50 thousand Euro;
2) LBH-Poso at the end of december 2011 to get a grant from the Law of Central Sulawesi province of 20 million dollars;
However, the current daily board is seeking multiple sources of funding, among others:
1) Donations Members of the organization;
2) Budget funds / budget aid Law;
3) Other funding sources are not contrary to the ideology and the AD / ART Organization.
3.1.4 Standard Operanding Procedural (SOP)
Standard Operanding Procedural (SOP) based on the needs of internal and external organizations through the mechanism of the entire governing board meetings are chaired by the chairman.
3.2 Internal Weakness and Strength
Internal environment analysis essentially describes the process of identifying the strengths and weaknesses which include: 1) organizational structure, 2) human resources, 3) financing, 4) facilities and infrastructure.
Internal environment analysis grouped the things that is a weakness (weakness) or strength (strength) in realizing the organization's goals and objectives.
The weaknesses are owned by LBH-POSO today are:
A. Not optimal quality of legal aid services in marginal communities;
2. The weak administrative systems, including documentation of the case organization is not organized well;
3. Limited facilities and infrastructure to support the work of standards organizations.
While the forces that held the Organization include:
A. Have strategic planning and Operanding Procedural Standards (SOP) as a reference in the implementation of the work of the organization;
2. Has an organizational structure and clear tupoksi so there is no overlap in the performance of duties;
3. The intensity of the daily coordination committee, the staff coordinator Division, between divisions and between divisions and the chairman of the board daily;
4. The existence of planning, evaluation and monitoring of the implementation of labor agreements made by the chairman of the board daily at each internal committee meetings;
5. Chairman and staff commitment in completing the work of advocacy as an organizational development efforts;
6. The existence of a work program priorities;
7. The existence of the Law No.16 of 2011 on Legal Aid.
3.3 External Opportunities and challenges
External analysis is essentially the identification of environmental conditions outside the organization outlining the opportunities and challenges / threats of the economic environment, technological, social, cultural, political, ecological and safety. This identification will result in an indication of the opportunity (opportunity) and challenges (threats) in achieving organizational goals and objectives have been set. External analysis generates opportunities (Opportunities) diinternal organizations, including:
A. Opening up opportunities for future organizational development.
2. The opening partnership with third parties to improve the quality of human resources;
3. Legal aid funding is available from the regional district of Poso, Tojo Una-una, Morowali & Budget Central Sulawesi province is adequate.
4. Development plans service offices in Tojo Una-Una regency & Morowali;
5. There are opportunities to build networks of cooperation from the local, provincial, national and international levels;
6. Improvement Plan for the existence of well-being of staff;
In addition to the challenges remind external analysis (treath s) LBH Poso, including:
A. The need for legal aid services faster and better and better as the embodiment of the Organization;
2. Officials of the daily readiness to provide services that can satisfy the justice of the law enforcement community, especially the marginalized;
3. Public demands for professionalism and consistency of the organization in resolving cases of injustice based on marginal communities;
SWOT analysis conducted to assess the strength (Strength) and opportunities (Opportunity) owned by the organization are then compared with the weakness (Weakness) and threats (Threats) is encountered. Weighting scale to the fourth element of the analysis.
Table 1
Internal factors and External
No
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The Power (Strength)
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No
|
WEAKNESS (Weakness)
|
A.
|
Have strategic planning and Operanding Procedural Standards (SOP) as a reference in the implementation of the work of the organization;
|
A.
|
Not optimal quality of legal aid services in marginal communities
|
2.
|
Has an organizational structure and clear tupoksi so there is no overlap in the performance of duties;
|
2.
|
The weak administrative systems, including documentation of the case organization is not organized well;
|
3.
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The intensity of the daily coordination committee, the staff coordinator Division, between divisions and between divisions and the chairman of the board daily;
|
3.
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Limited facilities and infrastructure to support the work of standards organizations
|
4.
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The existence of planning, evaluation and monitoring of the implementation of labor agreements made by the chairman of the board daily at each internal committee meetings;
|
4.
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The absence of data needed in planning, evaluation, and monitoring.
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5.
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Chairman and staff commitment in completing the work of advocacy as an organizational development efforts;
|
5.
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Commitment is not accompanied by discipline
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6.
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The existence of a work program priorities;
|
6.
|
Priorities only become complementary documents have not yet been carried out;
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7.
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The existence of the Law no. 16 of 2011 on legal aid.
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7.
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The absence of government regulations that govern the specifics of legal aid.
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No
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OPPORTUNITIES (Opportunity)
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No
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CHALLENGE (Threats)
|
A.
|
Opening up opportunities for future development of the organization;
|
A.
|
The need for legal aid services faster and better and better as the embodiment of the Organization;
|
2.
|
The opening partnership with third parties to improve the quality of human resources;
|
2.
|
Officials of the daily readiness to provide services that can satisfy the justice of the law enforcement community, especially the marginalized;
|
3.
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Legal aid funding is available from the regional district of Poso, Tojo Una-una, Morowali & Budget Central Sulawesi province is adequate;
|
3.
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Public demands for professionalism and consistency of the organization in resolving cases of injustice based on marginal communities;
|
4.
|
Development plans service offices in Tojo Una-Una regency & Morowali;
| ||
5.
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There are opportunities to build networks of cooperation from the local, provincial, national and international levels;
| ||
6.
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Improvement Plan for the existence of well-being of staff;
|
CHAPTER IV
VISION, MISSION, GOALS, STRATEGIES AND POLICIES LBH-POSO
4.1 Think groove LBH-POSO
1) ORGANIZATION VISION
2) MISSION ORGANIZATION
3) STRATEGY
4) POLICY
5) PURPOSE
6) PROGRAM
4.2. Vision
LBH-POSO vision is realization of democratization and reform movements in the field of law within the framework of the legal establishment of a just social order in all its aspects.
4.3. Mission
To achieve the vision, mission LBH-POSO include:
1) Encouraging guarantee legal access for the poor and marginalized people to be able to fight for the rights and interests either individually or jointly;
2) Actively involved in regional cooperation, national and international efforts to reform the law in Indonesia;
3) Improve the function of legal services to the poor and marginalized;
4) Encourage the birth of the organizations and civil society are critical.
4.4. Goals and Objectives
In order to achieve the vision and mission of the organization's policy is formulated in a more strategic focus and operational objectives of the strategy formulation.
4.4.1 Purpose:
A. Realization of Justice Law to the people;
2. The realization of the law enforcement process for the marginal;
Objective 4.4.2:
A. Increasing Legal services for the people;
2. Increased law enforcement process for marginalized communities;
4.5. Strategy
The strategy is a way to realize the goal of which is designed conceptually, analytically, realistic, rational and comprehensive. Furthermore the strategy embodied in the policies and programs.
The strategy for achieving the goals and objectives are expected to LBH-POSO in 2011-20013. formulated in a policy as follows:
A. Public Policy:
Directed at the implementation of programs and activities within the framework of the implementation-oriented legal services to Justice for the people.
2. Maturity of organizational policy and management system:
a) Stabilization of Duty and functions of each division;
b) Improving the Quality of Legal Services;
c) Improving the quality of internal and external services;
d) Increased networking system works;
e) Development of internal management systems;
d) Develop Internal and external coordination system;
f) Improved documentation system in cases of advocacy
4.6. Policy
Policies are formulated to achieve the goals and objectives LBH-POSO Year 2011-2013 are as follows:
A. Improving the quality and quantity of Legal Services for People with justice;
2. Increasing the welfare of staff;
3. Increase staff capacity through education and formal training;
4. Optimizing the function of reporting;
5. Provide greater opportunities for managers to improve their daily managerial and technical competence and professionalism;
6. Setting and implementation of management policies that encourage
Staff to improve services to the community
CHAPTER V
PROGRAMS, ACTIVITIES AND PERFORMANCE INDICATORS
5.1. Programs and Activities LBH-POSO
In accordance with the vision of the organization's mission and program activities are based on the two sides of the internal and external. Internal programs and activities focused on efforts ranging from the managing institution, documenting and archiving system cases in advocacy, coordination systems in the internal board, to the governance of good management system, increase the capacity of staff legal knowledge. While external programs and activities carried out in an effort to bring about justice for the law to the people especially the poor and marginalized.
The next program arranged by mutual agreement with respect to AD / ART organization and attention to Law No.16 of 2011 on legal aid, this program consists of obligatory and LBH-POSO program, as follows:
A. Program and the obligatory
A. Program
|
: Non-Litigation Advocacy Handling Cases of structural
|
Activity
|
: - Victim Assistance in every sphere;
|
- Testimony;
| |
- Surgical cases;
| |
- Lobby;
| |
- Hearing;
| |
- Campaign;
| |
- Build a network;
| |
- Organizing;
| |
Indicator
|
- Increased legal services to the people, especially marginalized communities;
- Availability of good materials and material for formal proceedings.
|
2. Program
|
: Advocacy handling litigation cases that are structural;
|
Activity
|
: - At every level of court proceedings;
|
Indicator
|
: - Increasing numbers of cases structural which can be resolved at the trial;
|
3. Program
|
: Capacity Building governance of good organizational management;
|
Activity
|
: - Division of Financial Assistance by the manager of the management Experienced
|
Indicator
|
: - Increased understanding of the finance division staff on procedures of good management of the organization's management, which led to the professionalism of staff in other divisions;
|
Program
|
Increased capacity of data management best organsasi
|
Activity
|
: - Data base for staff training
- Management training web site / blog
|
4. Programs and activities
A. Program
|
: Policy Analysis
|
Activity
|
: - Surgery of Law and other regulations
|
Indicator
|
: - The results of policy analysis in the form of: 1) a critical assessment, 2) Position Paper, 3) etc.
|
2. Program
|
: Capacity Building about Handling Case
|
Activity
|
: - Paralegal Training
|
Indicator
|
:-The development of knowledge and personal skills in an effort to increase legal aid services to the people
|
CHAPTER VI
CLOSING
Preparation of Strategic Plan (Strategic Plan) is the commitment of all elements, from the founding board, supervisory board, the board daily and all members of the organization, and has been adapted to the existing potentials and capabilities, making it possible to achieve results Vision, mission, policies, objectives and targets have been set. Successful implementation is determined by the contribution and synchronization of activities, with the support of all parties involved in this organization in harmony at all levels. For that we need the same understanding and strong commitment from all parties for the continuation of the work of the organization forward.
Ditetapkaan in Poso
Day, Date Saturday, January 21, 2012.
Hours of 15:47 pm.
Governing Body
Legal Aid Institute (LBH) Poso
Moh Taufik.D.Umar.SH
Chairman
Know
Board of Trustees
Legal Aid Institute (LBH) Poso
Syamsul.Y.Gafur.SH
Chairman
