PERGESERAN DALAM PARADIGMA ILMU ADMINISTRASI PUBLIK

Administrasi Publik mengalami perkembangan pesat hingga saat ini. Penegelolaan Negara yang tidak sesuai harapan masyarakat dan dianggap gagal menjadi ide awal administrasi publik mengalami pergeseran paradigma. Pergeseran tersebut akibat adanya ketidakpuasan dengan paradigma sebelumnya yang dianggap tidak sesuai dalam pengelolaan negara. Penelitian ini bertujuan untuk mengetahui Bagaimana Pergeseran Paradigma Dalam Ilmu Administrasi Publik. Penelitian yang dilaksanakan menggunakan pendekatan Deskriptif kualitatif bersifat studi pustaka. Pergeseran Paradigma atau perubahan paradigma mulai dari Old Public Administration (OPA) dengan fokus administrasi publik berkenaan dengan efisien, ekonomis dalam memberikan pelayanan. New Public Administration (NPA) dengan fokus selain pada efisiensi dan ekonomis dalam pemberin pelayanan juga mengedepankan keadilan sosial. New Public Management (NPM) yang ditandai dengan adanya reinventing government dengn focus privatisasi dalm pengelolaan Negara dengan menempatkan masyarakat sebagai pelanggan dan New Public Service (NPS) fokus pada pelayanan masyarakat yang menempatkan masyarakat bukan sebgai pelanggan tapi sebagai warga negara yang harus dilayani oleh Negara.

Paradigm Shift: Robust Response of Reinventing Government Movement to New Public Administration Using Econometrics

This paper focuses on the paradigm shift from a traditional government into a new public administration using quantitative economics in testing the robust response of the shift. Though, we follow the conception of Frederickson (1991); Behn (1995) and Kirlin (1996), we are not concerned of the body of knowledge in such transformation, rather we are concerned on how to offer foundational base of quantitative literature for planning and implanting of the new public administration in Afghanistan for the purpose of which, we use a set of cross –sectional data obtained through an objective questionnaire from 221 targeted public employees in Kabul City and using a set of statistics and econometric models in testing the competing hypotheses. The results show that all the identified proxies in measuring the variables associated with the shift process are highly significant and support the robust response towards the stated shift to the new public administration in the country.

TINJAUAN REGULASI TOL LAUT BERDASARKAN TEORI REINVENTING GOVERNMENT

<div class="page" title="Page 1"><div class="section"><div class="layoutArea"><div class="column"><p><span>Pemerintah sebagai penyelenggara negara harus mampu menjadi alat pendorong untuk melakukan reformasi birokrasi terhadap konsep pelayanan publik. Merancang reformasi birokrasi tidak sekedar menyederhanakan struktur birokrasi, tetapi mengubah pola pikir </span><span>(mind set) </span><span>dan pola budaya </span><span>(cultural set) </span><span>birokrasi untuk berbagi peran dengan peran aktor non-negara dalam tata kelola Pemerintahan yang baik. Oleh karena itu strategi </span><span>Reinventing Government </span><span>diaplikasikan di</span><span>dalam birokrasi Pemerintah melalui pendekatan integral yakni menggabungkan pendekatan stuktural dan kultural. Untuk mengonfirmasi penerapan </span><span>Reinventing Government </span><span>di Indonesia, perlu ditelisik dari kebijakan yang diaplikasikan dalam hal ini Tol Laut. Bagaimana penerapan dan tantangan </span><span>Reinventing Government </span><span>dapat dilakukan melalui kebijakan Pemerintah</span><span>dalam kebijakan Tol Laut tersebut dan bagaimana penerapan dan tantangan </span><span>Reinventing Government </span><span>dapat dilakukan</span><span>dalam konteks Kebijakan Tol Laut oleh Pemerintah. Dengan menggunakan metode menggunakan pendekatan konsep secara normatif didapatkan kesimpulan Tol Laut telah menerapkan sebagian besar prinsip-prinsip </span><span>Reinventing Government</span><span>namun terdapat tarik menarik antara konsepsi peraturan dan misi. Tol Laut terlihat banyak digerakkan melalui peraturan dari pada oleh misi, sehingga diharapkan nantinya terdapat harmonisasi antara misi dengan peraturan.</span></p></div></div></div></div>

Kemitraan Pemerintah dan Swasta dalam Kebijakan Pengelolaan Sampah di Kota Pekanbaru

The partnership between the Regional Government and the private sector is a step that the Government can take as an effort to cover up the limitations in waste management in the city of Pekanbaru. The dynamics of rapid population growth have had consequences for increasing the volume of garbage to approximately 1,100 tons per day. The Pekanbaru City Government then took steps to implement partnerships with the private sector as an effort to manage waste management. However, the involvement of the private sector in dealing with waste issues actually showed a failure in 2015. In 2018, the Pekanbaru City Government again planned to submit waste management to the private sector. Therefore, this study tries to focus on two formulations of the problem, which is why the Pekanbaru City Government again delegates the authority to manage waste in the city of Pekanbaru to the private sector? And what is the right scheme for government and private partnerships in carrying out waste management in Pekanbaru City? To answer the above questions, this research was escorted by the Reinventing Government theory of David Osborne and Ted Gaebler and also the theory of Public Private Partnership. Through the case study method, this research will explore the partnership between Pekanbaru City Government and the private sector in waste management in Pekanbaru City. The results showed that the objective of the partnership between the Regional Government of Pekanbaru and third parties in waste management in the city of Pekanbaru was to overcome the inability of the Pekanbaru City Government to provide facilities and infrastructure, garbage fleets, human resources and budget constraints. Thus, the logic of this partnership leads to one of the lines of thought offered by Osborn regarding the Catalytic Government (Steering Rather Than Rowing). The scheme of success of the partnership of Pekanbaru City Government and the private sector in waste management needs to pay attention to process factors, partner factors and structural factors. Thus, waste management in the city of Pekanbaru requires a paradigm shift, from being limited to disposal to become a focus on management and utilization.

DINAMIKA MANAJEMEN PEMERINTAHAN DI INDONESIA

Manajemen pemerintahan sebagaimana tuntutan keberadaannya dan tuntutan Undang-undang tentang Pemerintahan Daerah, seyogyanya berubah sejalan dengan tuntutan globalisasi, pola-pola manajemen tradisional feodal diganti dengan pola modern yang demokratis. Hal itu paling tidak karena manajemen pemerintahan tidak dapat dilepaskan dari kepolitikan global, kepentingan nasional dan tentunya kepentingan regional serta kepentingan lokal. Pemahaman ini perlu ditekankan bagi manajemen pemerintahan di Daerah karena era global berarti pasar global, ekonomi global dan nilai-nilai global. Dalam perkembangannya muncul pendapat bahwa pemerintah seharusnya berubah mengikuti perubahan ekonomi yang ada dan menjadikan pemerintahan yang memiliki kemampuan entrepreneur, sehingga gerak ekonomi dapat diikuti oleh pemerintah dan menyarankan agar pemerintah menerapkan sepuluh prinsip pemerintahan wirausaha (Osborne dan Gaebler 1992, juga Guillart dan Kelly, 1995). Selanjutnya Osborne dan Plastrik (1996) mengemukakan lima strategi (5 C�s Strategy) sebagai implementasi lebih lanjut dari prinsip ?reinventing government? yang diajukan Osborne dan Gaebler. Oleh karena itu, demokratisasi manajemen pemerintahan di Daerah merupakan faktor yang menentukan untuk keberlangsungan otonomi, sehingga partisipasi efektif dari seluruh lapisan masyarakat dapat berlangsung tanpa perbedaan prinsip satu dengan lainnya. Terselenggaranya manajemen pemerintahan yang demokratis menunjukkan bahwa elit politik pemerintahan memahami dan memiliki kemampuan untuk melaksanakan nilai-nilai demokrasi sebagaimana adanya, baik pada tataran kebijakan, tataran implementasi maupun pada tataran kultural yang mensyaratkan adanya mekanisme check and balances (saling kontrol dan saling mengimbangi) antara pemerintah dengan yang diperintah

REINVENTING GOVERNMENT MANAGEMENT PADA KANTOR CAMAT LANGGAM KABUPATEN PELALAWAN

Langgam sub-district as one of the 12 sub-districts in Pelalawan District since the last 5 years continue to experience significant growth. Therefore, this research is conducted in Langgam District, especially this area is the hometown of the current Regent that is HM Harris. Various development programs have been implemented Pelalawan District Government to be able to turn this isolated village into a more advanced with the availability of roads and bridges. However, based on pre-survey conducted there are still some problems, namely: the lack of government facilities and infrastructure built by the government, the lack of private sector activities in Kecamatan Langgam and the lack of local products. To overcome this problem is done by qualitative descriptive approach. The theory used, according to David Osborn and Ted Gebler in Sinambela (2014), needs to apply ten principles of reinventing government management. District Government Langgam Pelalawan District has implemented Reinventing Government Management (Change Management Government) in carrying out daily tasks. It's just not in accordance with the wishes of the community. Positive things that seem to have been done diantaranta in terms of fulfillment of apparatus resources so as to be able to fill the ideal organizational structure

Bureaucratic Reform to the improvement of public services Challenges for Indonesia

Many factors can affect the performance of the government bureaucracy, including the absence of meritocracy (using the best talent) caused, for example, the recruitment process which does not target all segments of society, elections and the progress of civil servants are not based on the capacity, knowledge and skills, in fair competition and open. This study addressed the issue of government bureaucracy in Indonesia, which is multidimensional and protracted as a vicious circle, and discusses how improved public service for good governance can create and utilize to get out of the vicious circle and deterioration in innovative ways. This study used a qualitative approach. Based on data collection techniques, data collection techniques used in this research is the study of the literature on the theory of Reinventing Government, which is considered as the main theory. Results from this study, to solve complex problems required comprehensive strategy consisting of three areas, namely, political leadership, harmonization of public policy (including rules and regulation), and free from corruption