Administration Development in Providing Psychosocial Counseling of the Courts of Justice

Abstract

The purposes of this research article were 1) to study the management process; and 2) to develop the management of psychosocial counseling of the Court of Justice by applying Iddhipada. This research was a qualitative research by conducting in-depth interviews with key informants who were 25 stakeholders and selected academics. SWOT Analysis, TOWS Matrix, and focus group discussions with 9 experts were conducted. The tools used were in-depth interviews, focus group discussions, and evaluation forms. The statistics used in the research were mean and standard deviation. The research results found that 1) the management process of psychosocial counseling of the Court of Justice has prepared in 3 areas: preparing or developing personnel, arranging a budget, and developing the readiness of buildings to support the project through the PDCA process, namely planning (Plan), implementing (Do), checking (Check), and improving (Act); 2) developing management in counseling consisted of 2.1) supporting this project as another role (Chanda) which was performed in the form of a main mission, a proactive mission, an alternative justice process, referring people to consult and respecting human dignity. The overall evaluation results in terms of appropriateness and feasibility were at the highest level, 2.2) promoting and pushing for readiness (Viriya) through pushing for budget, promoting data collection, promoting proactive public relations, increasing channels of contact and implementing continuous policies. The overall evaluation results were at the highest level of appropriateness and feasibility, 2.3) in terms of initiating the creation of a system or work order (Citta), which was creating a continuous work system, creating a process for exchanging knowledge, creating regulations and initiating assistance projects. The overall evaluation results were at the highest level of appropriateness and feasibility, and 2.4) in terms of reviewing issues that were still problematic (Vimangsa), which was reviewing the court seniority system and reviewing mission overlap. The overall evaluation results were at the highest level of appropriateness and feasibility.