Suchergebnisse

The use of performance measurement system in the public sector (PMS) has become a panacea in addressing an inefficient bureaucracy that fails to meet the citizen satisfaction by its lethargic service delivery. It has introduced a way for public managers to better generate outcome policy into a concrete-measurable actions. While many countries already demonstrates the benefit of using the system, Indonesia remain struggle in implementing the ideal of performance management particularly in the context of local government that usually lacking of adequate capacity and sources. Despite the continuous support by central government, the diverse of socio-environmental context hinder local government to fully implements of SAKIP. This paper sought to portray the implementation and challenges that is faced by one local government agencies in Sukabumi, West Java Indonesia in implementing Indonesian public performance management system (SAKIP). This paper is using qualitative approach by conducting structured interview to key informants. The results showed that organizational variables have been able to accommodate the implementation of SAKIP policy through units formed specifically in organizational structure and governance regulations, organizational interpretation variables are still necessary to improve the dissemination of policy information to all levels of employees, application variables where the implementation of policies are still experiencing constraints, especially in planning and evaluation, as well as a lack of specific strategies in improving organizational performance. This paper reinforces the results of previous studies related with performance management system in Indonesian local government that its implementation has not been yet showing their best result.

The consistency between planning and budgeting is important because it is a marker for local governments in assessing the performance of all government programs and activities, whether they are running well and according to the goals set. The difference in consistency in the Pangkalpinang City Government occurs from year to year. Still, there is a commitment from the Regional Head to build consistency between planning and budgeting to realize community welfare. This research has a purpose: to find out and analyze how the consistency between planning and budgeting in the 2018 to 2020 fiscal year is through an analysis of the planning process and the budgeting process to see what factors support this consistency. The research method used uses a qualitative approach and analysis through the Interactive Model of Miles and Huberman. The results obtained from the research are planning and budgeting process in the Pangkalpinang City Government is still not consistent. The research locus is at the Regional Development Planning and Research Agency of the Pangkalpinang City, Regional Finance Agency of Pangkalpinang City, and Regional House of Representatives Budget Agency of Pangkalpinang City. Each year, the consistency that occurs is different in the Regional Government Work Plan (Rencana Kerja Pemerintah Daerah or RKPD). The highest consistency is found at the end of the Regional Medium-Term Development Plan (Rencana Pembangunan Jangka Menengah Daerah or RPJMD), which in this research falls on the 2018 Regional Government Work Plan (RKPD). ; Konsistensi yang terjadi antara perencanaan dan penganggaran menjadi hal yang penting untuk diperhatikan karena menjadi penanda bagi pemerintah daerah dalam menilai kinerja seluruh program dan kegiatan pemerintah, apakah berjalan dengan baik dan sesuai dengan tujuan yang telah ditetapkan. Perbedaan konsistensi di Pemerintah Kota Pangkalpinang terjadi dari tahun ke tahun. Namun tetap ada komitmen dari Kepala Daerah untuk membangun konsistensi antara perencanaan dan penganggaran untuk mewujudkan kesejahteraan masyarakat. Penelitian ini memiliki tujuan: untuk mengetahui dan menganalisis bagaimana konsistensi antara perencanaan dan penganggaran pada tahun anggaran 2018 hingga 2020 melalui analisis proses perencanaan dan proses penganggaran untuk melihat faktor-faktor apa saja yang mendukung konsistensi tersebut. Metode penelitian yang digunakan menggunakan pendekatan kualitatif dan analisis melalui Model Interaktif Miles dan Huberman. Hasil yang diperoleh dari penelitian adalah proses dan penganggaran di Pemerintah Kota Pangkalpinang masih belum konsisten. Lokus penelitian berada di Badan Perencanaan Pembangunan dan Penelitian Pengembangan Daerah Kota Pangkalpinang, Badan Keuangan Daerah Kota Pangkalpinang dan Badan Anggaran DPRD Kota Pangkalpinang. Konsistensi yang terjadi berbeda pada setiap tahun Rencana Kerja Pemerintah Daerah (RKPD). Konsistensi tertinggi terdapat pada bagian akhir Rencana Pembangunan Jangka Menengah Daerah (RPJMD) yang dalam penelitian ini jatuh pada Rencana Kerja Pemerintah Daerah (RKPD) tahun 2018.

Introduction -- Earthquakes and urban reconstruction -- Kobe and the Hanshin earthquake -- The planning and reconstruction response -- Protest, participation, and the Phoenix Plan -- Neighbourhood case studies -- Symbolic projects and the local economy -- Conclusion -- Appendices. Chronology of the ten-year reconstruction period in Kobe (1995-2005) ; National government relief and recovery measures ; Major reconstruction actions taken by local government in 1995.

At present, the issue of environmental and spatial use only concerns the upper class without paying attention to AMDAL, the Regional Government as the holder of responsibility in the respective provinces and districts / cities must uphold the 1945 Constitution Article 33 paragraph (3) as a reference for the creation utilization and good spatial planning. Regional apparatuses are accountable to the Regional Head in the framework of administering governance in the regions. Regional government institutions have an important position in the Indonesian state government system. Therefore, it is necessary to know how the structure and function of these regional government institutions because as citizens we have an obligation to participate in overseeing the running of government, especially our own regional government. Moreover, at this time the regions already have autonomy so that regional government institutions have a really important position in the implementation of regional government activities. The conclusion of this article is that it is hoped that the analysis of Law Number 26 of 2007 concerning Spatial Planning can be a factor in the application of the concept of good spatial planning in every regional government in Indonesia.

Implementation of local government as regulated by Law Number 23 Year 2014 contains three functions. The first function is the planning of activities of local government tasks that are acceded by the Regional Development Planning Agency (Bappeda), the second function is the implementation of the tasks of local government that are represented and implemented by the Regional Device Organization (OPD) in the local government, and the third function is supervision the implementation or implementation of local government implemented by the Regional Inspectorate as the supervisor of the local government. Internal supervision (Inspectorate) is formed in order for the implementation of loca government tasks that are run by all existing regional devices can run well, effective, efficient and effective on target according to predetermined plans. herefore, the Inspectorate's role in overseeing the tasks of all the Regional ApparatusOrganizations in the local government is very important. In order to obtain an effective supervision, it is necessary to meet two principles of supervision, namely first, is the existence of a specific plan and the giving of instructions; second, giving clear authority to subordinates. The first basic principle is a must, because the plan is a standard, a measure of the work performed by subordinates. If this principle is well executed, then the implementation of good local government will be achieved well too.

Vol. 2: 2005: National land planning and sectoral development strategies. - 2006. - X,300 : Ill., graph. Darst., Kt., Tab. - (NIRA Research Report ; 0602). - ISBN 4-7955-54-X

Sustainable use of forest resources is needed to establish a forestry management plan. Forest management plans exist at the provincial level according to the conditions and problems. Forestry planning at Provincial level depicts current forest conditions, institutional conditions, the contribution of economy, social and ecology associated with the provincial level strategic issues. This paper tries to elaborate the local development planning of forestry from good governance perspective, and role of stakeholders of local development forest planning. The research was based on qualitative descriptive approach to the study site in the province of Yogyakarta and West Papua. The result shows that forest planning in the region is top-down with respect to existing regional characteristics. To realize the principles of good governance, a gap for each stakeholder role in the arrangement, implementation, monitoring and evaluation to reporting should be made. The role of government in the area of forestry development planning in terms of good governance, the rule of law for the regulation in the forestry sector has been completed. Partnership is the key word synergy in the implementation of good governance in forestry development in the area will attention to the aspects of partnership and equity between all stakeholders in the arrangement, implementation, monitoring and evaluation and reporting of forest development.Keyword: Planning, Forestry, Good Governance, patnership