BEREAUCRATIC REFORM IN HIGH LEADERSHIP PRATAMA … Volume/1.pdfBEREAUCRATIC REFORM IN HIGH LEADERSHIP PRATAMA POSITION PLACEMENT OF CIVIL STATE APPARATUS AT SUMEDANG REGENCY Dr. H

INTERNATIONAL JOURNAL OF SOCIAL SCIENCES 15th April 2018. Vol.62. No.1

© 2012-2018 TIJOSS & ARF. All rights reserved

ISSN 2305-4557 www.Tijoss.com

1

BEREAUCRATIC REFORM IN HIGH LEADERSHIP PRATAMA POSITION

PLACEMENT OF CIVIL STATE APPARATUS AT SUMEDANG REGENCY

Dr. H. Bayi Priyono,S.H.,M.M.1

Abstract

Law No. 5 year 2014 on State Civil Apparatus is the starting point of

bureaucratic reform for the change of bereaucratic in Indonesia. The goal is

to ensure the realization of “merit system” in State Civil Apparatus (SCA)

management policies, while it’s function is to oversee the implementation of

basic norms, codes of ethics and SCA code of conduct, also the practice of

merit system in SCA policies and management. Filling the position by

applying merit system in the implementation of High Leadership Pratama

Position Placement that is based on qualifications and competence in

accordance with merit system.

The Research conducted in Sumedang regency using descriptive

desing. As The title, the informants are the participants of the High

Leadership Pratama selection and other relevant elements. The result showed

that the implementation of bereaucracy reform through the open selection of

High Leadership Pratama position runs in accordance with the selection step

based on Law No. 5 year 2014 on State Civil Apparatus. The selection

Committee recommends 3 (Three) candidates to be elected and appointed as

the definitive official by the Sumedang regent. Budgedtary constraints and

political interventions occur during the definitive selection process that is one

of the 3 (Three) recommended candidates.

Through this research it is suggested to have a Potential Data Bank

bos SCA in Sumedang Regency Government as talent program implementation

for all SCA which budgeted by Sumedang Regency Government. In addition,

the final result of each stage of open selection committee is announced directly

by open selection committee and set forth in the official records.

Key words: Bureaucratic Reform, Merit System, High Leadership Pratama

Position.

1 Lector and served as Head of Community Service Institute at IPDN Jatinangor;

http://tijoss.com/index.html




2

Preliminary

Law Number 5 Year 2014 on State

Civil Apparatus (UU ASN) is one of the

regulations that become the starting point

for the change of bureaucratic in

Indonesia. This Law is expected to force

bureaucracy to change the condition that

has been often complained by the public

because of bureaucracy is considered slow,

fat structure and low performance.

Bureaucracy reform is merely a

remuneration and not yet a change in

mindset and bureaucracy culture set. While

the current bureaucratic challenge is tough,

2015 is the year of the implementation of

the ASEAN Economic Community (MEA)

with bureaucratic performance still far

below Singapore, Malaysia and the

Philippines and just one level above

Vietnam, it needs radical and rapid change

to realize the effectively efficient

bureaucracy so that will encourage the

creation of “World-Class Government” as

listed as Bureaucratic Reform Vision in

Presidential Regulation No. 81 of 2010 on

the Grand Design Bureaucratic Reform

2010-20252.

There are three goals in

bureaucratic reform3 :

1. The realization of a clean and free

government of corruption;

2. The improvement of pubic services;

and

3. Increased the quality and

accountability of bureaucracy.

In this case, Sumedang Regency

Government needs hard effort and strong

commitment to implement it all and SCA

act is one of it’s “legal umbrella”. Law

2 Anung, The Implementation of Law on State Civil

Apparatus Number 5 Year 2014 and it’s Implications to

Personnel Management, www.bkd.sumedang.go.id,

Posting: May 27, 2015, 02;07, Accessed: February 9,

2017, 14:01 WIB. 3 Ibid.

Number 5 Year 2014 on State Civil

Apparatus is made with a spririt or spirit to

change the condition of the apparatus.

Under the SCA act there are significant

and fundamental changes conveyed by the

previous law. Both local and global

challenges have demanded competent and

professional apparatus that the SCA act

will force the apparatus to transform from

the comfort zone into competitive zone.

This law not only regulates the issue of

personnel administration but more to the

management of personnel ranging from the

recruitment process, education and

apparatus training and coaching and career

development is clear.

Sumedang Regency Government

is faced with the implementation of

bureaucratic reform as stated in RPJMD

(Regional Medium Term of Development

Plan) 2014-2018 in “Improving the

effectiveness of local government will

contribute to realizing bureaucratic reform

that support quality of Community

Services”. Implementation of this mission

requires refreshment and paradigma

change in filling the position at Sumedang

Regency Government. In order to respons

to the change, it is necessary to make

capacity building efforts for staffing

Management personel. Filling the position

of High Leadership Pratama in local

government by applying merit system in

local government that is based on

qualifications and competence in

accordance with merit system as regulated

in the SCA act.

Based on the description of the

background, then in this research there are

several identification problems that are

formulated and found the solution

scientifically:

1. Sumedang Regency Government

implements Law Number 5 Year 2014

on State Civil Apparatus (SCA act) as

one of regulation which becomes the


http://www.bkd.sumedang.go.id/




3

starting point for he change of

bureaucratic in Indonesia along with

the vision and mission of Sumedang

Regency Year 2014-2018;

2. The existence of the Grand Design of

Bureaucratic Reform 2010 – 2015

towards “World class government”

which needs to be supported by all

elements of the institution / ministry

and of course including local

government;

3. Mindset and Culture set of State Civil

Apparatus required to change from

comfort zone to competitive zone;

4. No more dichotomies of Central and

Regional civil servants and

governments employees with work

agreement (PPPK). All of them are

equal to the state civil apparatus

(SCA) and have equal rights in

coaching, education and training as

well as equal oppportunities in central

and regional level;

5. The application of merit system,

where in merit system seen only

competence, qualification, and

ultimately the competition so that the

apparatus have time for the readiness

and ability to compete;

6. Position of High Leader conducted

open promotion (open career) and

even certain positions can be filled by

them from outside civil servants;

7. Law No. 5 of 2014 on State Civil

Apparatus stipulates that the

government plays an important role in

preparing adequate infrastructure and

budget for improving the competence

of the apparatus;

The enactment of SCA law is a

legal base that we must understand

together as a spirit of reform towanrds a

better direction. The supporting

regulations are being prepared and now it

is the turn of every government agency

and us as civil servant to prepare for the

succesful implementation of this SCA act.

Competent and professional personnel

resources are a small part of the area of

change proclaimed in the agenda of

bureaucratic reform but it is urgency

towards achieving the objectives of

bureaucratic reform becomes a necessity.

Without competent, profesional and

competitive aparatus it is impossible for

bureaucratic reform to be implemented.

Again to be underlined is the change of

mindset and culture set and transformation

of the aparatus for the successful

implementation of this SCA act which will

lead to the success of Bureaucratic Reform

as a whole and achieve the great ideal of

“World-Class Government”.

REVIEW OF LITERATURE AND

THINKING FRAMEWORK

Government Bureaucratic Concept Bureaucracy is recognized as an

essential instrument for the succesful

development of a nation. Development

goals formulated through the political

procss and then agreed to be policy

documents in the form of laws, and other

strategic policies which in the end, it’s

realization, will depend on the ability of

bureaucracy in implementing these

policies. Thus without a reliable

bureaucracy, then the various policies

intended to serve and improve the welfare

of the people will be a pile of paper that

have no meanings for the community. The

existence of such a reality has encouraged

all countries that want to succeed in it’s

development will always prioritize

bureaucracy development first as

foundation of community development





4

before doing development on another

aspect of life4.

According to Wahyudi

Kumaratomo, gives the basic

characteristics of bureaucratic structures,

as follows5:

1. The bureaucracy

carries out reguler

activities required to

achieve organizational

goals, distributed in a

certain manner and

considered as official

duties;

2. The organization of the

office follows a

hierarchical principle,

namely that lower units

within an office are

under the supervision

and guidance of higher

units;

3. The execution of duties

is governed by a

system of consistent

abstract rules and

includes the

application of those

rules in certain cases;

4. The ideal official

performs his duties in

the spirit of sine ira et

studio (non-personal

formal);

5. Work in bureaucratic

organizations is based

on technical

qualifications and

protected from

4Erwan Agus Purwanto, Refoumulating the Forgotten

Bureaucratic Cultural Development Agenda, Gava

Media, Yogyakarta, 2009, p. 282. 5There have been so many writings that respond, review,

or criticize Weber’s ideas, but need to bring up the main

ideas that are still relevant today. See, Wahyudi

Kumorotomo, Ibid., p. 74-76.

unilateral dissmissal;

and

6. Experience shows that

a purely bureaucratic

type of administrative

organization viewed

from a technical

standpoint will be able

to achieve the highest

level of efficiency.

Bureaucracy develops in line with

the political and economic development of

a society, the more modern a society, in

terms of the more democratc and

prosperous their economic, the more new

demands will be. The development of

bureaucratization is the effort to meet the

new demands. The concept of bureaucracy

according to Yahya Muhaimin about the

concept of bureaucracy is the entire

government apparatus, civil, and military

who perform the task of assissting the

government and receive salary from the

government because of it’s status. As for

Moerdiono, the term government

bureaucracy is defined as the whole range

of civilian executive bodies led by

government officials below ministerial

level. The main task is to professionally

follow up on the political decissions that

have been taken by the government6.

The function of Governance in a

Democratic Country The state as an organization is a

unity of people by achieving certain goals,

which override other objectives that are

not the goals of the state. Further stated by

SOediman Kartohadiprodjo, the purpose of

the state is the limitation of the state action

against the citizens of the society, so that if

the state act is done only to achieve the

6Moerdiono, looking for Indonesian Bureaucratic

Models: In Bureaucracy and Development

Administration, Sinar Harapan, Jakarta, 1993, p.38.





5

state utilities without regard to the

purpose of the state, the nature of the state

is the state of power (machstaat)7. The

state is the highest organization among one

group or several groups of people who

have the ideals to unite life within certain

region, and have a sovereign government8.

Regarding the task of the state is divided

into three groups. First, the state must

provide protection to the population within

a particular area. Secondly, the state

supports or directly provides a variety of

social services in social, economic and

cultural life. Third, the state becomes an

impartial referee between the conflicting

parties in society and provides a judicial

system that guarantees basic justice in

community relations. The task of the state

according to modern ideology today (in a

welfare state), is to organize the public

interest to provide prosperity as much as

posible based on justice in a state of law9.

The Variety of Government Positions Position is a permanent job

environment while officials can be

alternated. Official changes do not affect

the inherent authority of the office. F.A.M

Stroink and J.G Steenbeek illustrates the

legal deeds of this position and official,

“the authority of the government of rights

and duties, is inherent in office. For

example, the Regent/Mayor gives a certain

decision, then based on the law the

decision is given by the position of

Regent/Mayor, and not by the person who

at that time given the position, namely

7Soediman Kartohadiprodjo,Negara Republik Indonesia

Negara Hukum,Paper on the acceptance of adoption as

professor at the University of Indonesia, p. 6. 8Moh Mahfud M.D,Dasar dan Stuktur Ketatanegaraan

Indonesia, Reneka Cipta, Jakarta,2000, p. 64. 9Amrah Muslimin,Beberapa Asas dan Pengertian Pokok

Tentang Administrasi dan Hukum Administrasi, Alumni,

Bandung, 1985, p. 110.

Regent/Mayor”10

. Between position and

offiacials have a close relationship, but

between them there is different legal status

or separated or regulated by different laws.

FR Bothlingk illustrates this difference in

legal standing, as follows11

:

(If mr. P is a minister then

in this case it can be applied

an opinion that

distinguishes between mr. P

as personal and mr. P is the

quality (as minister. Pen).

The last position of the

master we call the organ. So

we know a P with two

personalities, on the one

hand of personification P as

a person (personal person),

and on the other

personification P in quality

as (minister), and this last

position is personification

of organ)

With respect to different legal

arrangements F.A.M Stroink and J.G

Steenbeek, said12

:

In both (positions and

officials,pen) Applied

different types of law. The

title of the tax inspector is

authorized to issue tax

decisions. This position is

run by his deputy, namely

the official. This

representative is a human

being who acts as tax

inspector, i.e an employee

and in it’s quality as an

employee he is subject to

10 Argument of F.A.M. Stroink dan J.G. Steenbeek

quoted by Ridwan HR, Hukum Administrasi Negara,

RajaGrafindo Persada, Jakarta, 2013, p. 77. 11 Argument of F.R. Bothlingk as quoted by Ridwan HR,

Ibid., p. 78. 12 Argument of F.A.M. Stroink dan J.G. Steenbeek as

quoted by Ridwan HR, Ibid., p. 78-79.





6

the law of sovereignty. This

representative is merely

performing an official

decision. Accordingly, the

appointment as a tax

inspector has delivered the

authority for the position of

the tax inspector, in order to

represent it.

Positions and officials are

regulated and subject to different laws.

Positions are regulated by HTN and HAN,

while officials are regulated and subject to

employment law. In addition, due to the

illustrrations provided by Bothlingk it

appears that officials present themselves in

two personalities as personal amd as the

personification of organs, which means

besides being governed and subject to the

law of personality but also subject to laws

of civility, specialized in their capacity as

indivduals or persons (privepersoon). In

HAN, legal action of government office is

run by government officials. Thus, the

position of governemnt law under public

law is as a representative

(vertegenwoordiger) of government office.

Officials or Government Organ as

Organ of the State Government Bureaucracy is the

forefront of public service delivery for

community13

. Government bureaucracy is

often interpreted officialdom (kingdom of

officials), which is a kingdom whose kings

are officials. There is jurisdiction in it

which every official has official duties,

who work on hierarchical order with their

respective competence, the pattern of

13In providing public services, government bureaucracy

is demanded more effectively and efficiently, so that it

will seem to attach importance to the quality of service.

However, due to the heavy and extensive tasks, the

government bureaucracy seemed slow. Look,

Ismail,Politisasi Birokrasi, Ash-shiddiqy, Malang, 2009,

p. 56.

communication is based on writen

documents14

. While Ndraha defined

government bureaucracy as “a

governmental organizational structure that

serves to produce civil service and public

services based on established policies

taking into account various enviromental

options”15

.

Within the organization,

administrative staff make each member in

the position of giving or accepting the

staff’s arrangements. In this context the

fundamental category of Webber’s

organizational structure lies in distinction

it makes between the power (macht) and

the authority (herrschaft)16

. Someone can

be called to have power “if in social

relations, his wish can be enforced, albeit

opposite”. But such broad concepts are

“sociologically unformed”. Every

individual can have power in all sorts of

ways, and to organize human groups

requires the existence of a special power

agency that is authority17

.

Charging Position of State Civil

Apparatus at Local Government Developing Countries continue

to improve overall development efforts.

Therefore, the administration fun

ctions are to accomodate the

transformation widely in society. Thus the

development administration needs to

14Miftah Thoha,Birokrasi Pemerintahan Indonesia di era

Reformasi, Kencana Prenada Media Group, Jakarta,

2008, p. 16. 15 Taliziduhu Ndraha,Kybernologi: Sebuah Rekonstruksi

Ilmu Pemerintahan, Rineka Cipta,Jakarta, 2003, p. 521. 16 Every form of authority declares itself and functions as

an administration. Any form of administration in some

way requires authority, because it’s rules require some

type of power to govern, which is given to a person.

Look, Martin Albrow, Bereaucracy, Translate: Rusli

Karim, M dan Totok Daryanto, Tiara Wacana,

Yogyakarta, 2005, p. 36. 17Authority can be realized if a command is surely

obeyed by certain individuals. Look, Martin Albrow,

Ibid., p. 37.





7

accommodate community activities in

managing development. Government

activities in carrying out development

continues to increase, for it needs to

provide professionals in the administration

of development. In this case the

government needs to be developed

especially in providing facilities to support

community activities. Bureaucracy in

Indonesia still has to be rearranged by

regulation for the creation of a reliable

bureaucracy18

.

Democratization and authority in

the administration of a more decentralized

government characterized by the growth of

new power poles outside the govenment,

for example in form of political parties,

business actors, and even non-

governmental organizations as part of civil

society. The concept of government that

puts the government as the main actor

dominating the government, began to shift

into governance, the administration of

public affairs become the joint

responsibility of the government, business

actors, and society19

. These changes also

encourage the bureaucracy to make

adjustments in order to balance demands

of society, the government is required to

be responsive to various demands of

society, so as to provide better public

services quality20

.

18Listyaningsih,Administrasi Pembangunan: Pendekatan

Konsep dan Implementasi, Graha Ilmu, Yogyakarta,

2014, p 54. 19Yogi Suprayogi S,Administrasi Publik: Konsep dan

Perkembangan Ilmu di Indonesia, Graha Ilmu,

Yogyakarta, 2011, p. 155. 20Ibid.





8

Thinking Framework

Gambar 1

Thinking framework

Working Hypothesis

The relationship in filling

positions in the local government based on

the merit system in accordance with the

SCA act at Sumedang Regency which

became the hypothesis of this study is :

1. The linkage between performance and

human resources in the management

of public organizations, actually boils

down to the ability of regions to

prepare the existing bureaucratic ranks

for the implementation of public

services in an optimal and efficient;

2. Employee development is the right of

SCA employees. Apparatus resources

are assets that need development to

meet SCA policies and management

that are based on qualifications,

competencies and performance;

3. Charging position in Sumedang

Regency Government have to apply

the merit system in the

implementation of charging position

based on qualification and

competence; and

4. Charging position in Sumedang

Regency Government conducted in

two ways, there are the way of

selection and how to appointment. In

this case, filling the position is done

with a merit system based on the

competence means having the

educational background requirements

in accordance with the position to be

held, qualification means to meet the

normative requirements.

Research Method

The research design used in this

study is legal research as a process to find

the rule of law, legal principles, and legal

doctrines to answer the legal issues

faced.21

However, there remains a dividing

line between research conducted in general

with legal research. The research method

is descriptive, to prove the hypothesis of

the required data, it can be either all the

population or maybe just the sample alone

and this sample was either obtained by

random or purposive or stratified it

depends on the circumtances studied. Once

collected, then the data anayzed22

.

RESULTS AND DISCUSSION

21 Peter Mahmud Marzuki,Penelitian Hukum, Kencana,

Jakarta,2008, p. 29. 22Ibid., p. 35.

STATE CIVIL

APPARATUS

RESOURCE IN

LOCAL

GOVERNMENT

CHARGING

OF HIGH

LEADERSHIP

PRATAMA

POSITIONS

THE

PROFESSIONALS

AND QUALITY

STATE CIVIL

APPARATUS

PUBLIC

SERVICE

QUALITY

IMPROVEMENT

AND

RESPONSIVE





9

Analysis of the implementation of

Bureaucracy Reform in the

Charging of State Civil Apparatus at


- Preparation Stages of Open

Selection Implementation

Analysis

As an organization, local

government needs high performing

apparatus in order to survive and thrive in

the area of global competition by

demonstrating high performance n the

mastery of technical, managerial, and

social cultural competencies as mandated

in SCA act. According to Regent of

Sumedang, administrators and supervisors

are at the forefront of SCA in local

governance and are responsible for leading

and controlling public services and

government administration and

development. The role of administrators

and supervisors in the organization of

regional pparatus is trategic enough, so the

placement of administrative officers and

supervisors in appropriate positions

according to the qualifications,

competencies, and needs of the

organization is a top priority in supporting

the successful implementation of

bureaucratic reform in local government.

This is in accordance with the spirit of

bureaucratic reform and supported bu the

Head of Sumedang Regency.

The general description of the

preparation stage in carrying out the

charging of high leadership Pratama

prositions openly to the Government of

Sumedang Regency performa these

following stages :

1. Coordination and Consultation

The coordination and consultation on

the selection plan of the JPT to the

CASN bas conducted on November

2016, by submitting the regent of

Sumedang letter Number

800/890/BKPP dated October 19, 2016

regarding the recommendation for the

implementation of open selction of JPT

Pratama, as wells as obtaining

recommendation from the State

Apparatus Commission through letter

of the chairman of the Commission for

Civil Apparatus Country Number B-

1939/KASN/10/2016 Dated October 2,

2016 Subject to Recommendation of

Open JPT Selection in Sumedang

District Government Environment;

2. Establishment of Selction Committee


formed a selction committee

established by the Decree of Sumedang

Regent Number

800/Kep.51/BKPP/2016 on October

24, 2016 on the Formation of Open

Selection Committee of Position of

High Leader in Sumedang Regency

Government with the composition of

the committee as in 1.1 table below :





10

Tabel 1.1

Open Selction Committee for Position of High Leader in Sumedang Regency

Govenment Environment

NO NAME POSITION

POSITION IN

SELCTION

COMMITTEE

1. Ir. H. Sumarwan Hadisoemarto Head of West Java Regional

Personnel Agency

Chairment

concurrently

member

2. Dr. H. Joni Dawud, DEA Head of PKP2A I LAN RI

Bandung

Member

3. Drs. Desi Fernanda, M.Soc.Sc Widyaiswara Utama pada PKP2A

I LAN RI Bandung

Member

4. Dr. H. Akadun, M.Pd Head of STIA Sebelas April

Sumedang

Member

5. Drs. H. Erdi Suhaya, MM Purna Bakti PNS Sumedang

Regency

Member

Source: The repot of Open Selection of JPT Pratama Sumedang Regency, 2016

3. Selected Job Formation:

a. Head of Labor and Transmigration

Agency;

b. Head of Population Control and

Family Planning Agency;

c. Head of Housing, Settlement and

Land Affairs Agency;

d. Development, Economics and

Finance Professional Staff.

From Table 1.1 it can be seen that

the committee conducting the selection

activities involves elementer of

government, academia, and also

community leaders. This is done in

accordance with the mandat of Law No. 5

of 2014 on State Civil Apparatus. BAsed

on documentation and profil attachment

from Beach committee, it cam be seen

that experience in bureaucracy and

implementation of selection activities is

not a new thing.

Based on interviews, field

observations and documentation, it can be

concluded that the role of Sumedang

regent in the process of appointing the

members of the pansel is part of the

implementation of the spirit of

bureaucracy reform to select partner of

Sumedang Regency in performing task in

accordance with the competence,

qualification, and organizatonal needs. The

role of Human Resources and Human

Resources Development Agency of

Sumedang Regency as the party

responsible for the activity has tried to

prepare the letter application in each

candidate of the Selection Committee

member. Members of Selction Committee

alto have background and competence that

can carry out open selection activities on

the formation of positions required in the

open selection process.





11

- Implementation of Selection Until

Activity Report Analysis

Continuing the stage of selection

implementation activities in

accordance with prevailing rules of

law, then the next is the general

description of the stages of selection

in carrying out the high positions of

open leadership to the government

of Sumedang Regency cam be

described through the selection

process that includes selection

announcements, admnistrative

selection, competency selection and

ending with a repot on the

implementation of the open

selection.

A. Selection Announcement :

The selection announcement was

made by the selection committee

through the announcement No.

800/01/Pansel.JPT October 27,

2016 on the website of Sumedang

Regency Government

www.sumedangkab.go.id , on

bulletin board and letter to Local

Government Agencies.

B. Administrative Selection

a. The Selection Committee

virifies the completeness of

administrative files in

accordance with the provisions

and is required on the

announcement of selection on

November 17, 2016;

b. The Selection Committee

establishes and announces

candidates who meet the

administrative the

administrative requirements

and passes to follow the next

selection of competence

assessment, writing paper

selection and interview

selection on the website

www.sumedangkab.go.id .

C. Competence assessment

Competence selection is conducted

to participants who meet the

administrative requirements, in

Cooperation with the Center for

Education and Training Apparatus

I LANRI Bandung (PKP2A I-

LAN) on 24 and 25 November held

at the Center for Education and

Training Apparatus I LANRI

Bandung (PKP2A I-LAN) St.

Kiarapayung Km. 4.7 Jatinangor;

D. Paper and Interview Selection

The selection committee conducted

the paper selection on November

25, 2016 and passed the interview

selection on JPT selection

participants with the instuments set

on December 6 and 7, 2016 at the

Center for Education and Training

Apparatus I LANRI Bandung

(PKP2A I-LAN) St. Kiarapayung

Km. 4.7 Jatinangor;

Based on interviews, field

observations and documentation, it can be

concluded that the selection process has

been implemented in accordance with

applicable legislatif. The stages and

performance of the Selection Committee

members are contained in the report and

letter of recommendation of State Civil

Apparatus Commission Number B-

1939/KASN//10/2016 on October 24, 2016

regarding the implementation of The first

JPT Pratama Open Selection in Sumedang

Regency Government Environment. Thus

the open selection of high-ranking

leadership positions in Sumedang Regency

runs well.

Constraints faced by Sumedang

Regency Government in the

Implementation of Bureaucracy

Reform Charging Position of High

Leader In Sumedang Regency

Government


http://www.sumedangkab.go.id/

http://www.sumedangkab.go.id/




12

The obstacles faced by the local

government in the implementation of

bureaucratic reform of the charging

position of high leader in Sumedang

Regency to ralize the implementation of

SCA Management in accordance with

merit system are:

a. The existence of limitations in the

budget caused by the efficiency of

usage based on instructions from the

central government. The budget used

has not been able to cover the whole

of needs of the activities

implementation and also the needs of

the selection participants. Although

Three are no applicants from the

outside of Sumedang Regency, it

shows that there is still a reluctance of

SCA in following the open selection

with personal fund. Therefore, a

budget that can support all SCA

development and management

activities in Sumedang Regency is

required;

b. Political intervention in the election

and appointment of the High

Leadership Pratama Positions after the

selection process of one of the 3

(three) recommended candidates. This

was not happen directly but the lack of

transparency in the selection of

defintive officials based on the

considerations that approach the

subjectivity of the Regent.

CONCLUSIONS AND

RECOMMENDATIONS

1. The implementation of Bureaucracy

Reform in Positioning State Civil

Apparatus on Sumedang Regency

Government through open selection of

High Leadership Pratama in

Sumedang Regency rum in

accordance with the selection stage

based on Law No. 5 Year 2014 about

State Civil Apparatus. Correspond

with the final result, the selection

committee recommends 3 (Three)

candidates to be elected and appointed

as the definitive official by Sumedang

Regent. The formation of positions

and final result that occupy the

position is as follows :

No The Name of Position Formation The Name of Appointed

Officer

1. Head of Housing, Settlement and Land

Affairs Agency;

Usep Komaruzzaman,Ir.,MM

2. Head of Population Control and Family

Planning Agency;

Nasam, SE.,Ak;

3. Head of Labor and Transmigration

Agency;

Dikdik Sadikin,A.Ks,.M.Si;

4. Development, Economics and Finance

Professional Staff

Agus Muslim,S.Pd;

Source: The Report of Open Selection of JPT Pratama Sumedang Regency, 2016





13

2. It is required Bank of Data of SCA


Potential and Talent Program

Activities with the latest data and can

be updated by each SCA. So with the

data base and this activity and this

activity will obtained the SCA HR of

Sumedang Regency correspond to it’s

competence and when there is

competition then all the stages will be

implemented more effetively and

efficently and directed.

Assessing the obstacles and

tendency of deviation in open selection in

the future in accordance :

1. It is a need to make SCA Potential

Data Bank in Sumedang Regency

Government which can be updated by

every SCA through internet and

verified by Human Resource

Development Office Sumedang os that

there is latest information from every

SCA. This information is designed for

each SCA can do self-development

and develop themselves in accordance

with it’s competence;

2. The implementation of Talent

Program for all SCAs whose costs are

budgeted by Sumedang Regency

Government. This program is a

proponent for the creation of SCA

Potential Data Bank. The executor of

the program is an accredited

institution to organize it. SCA can

carry out competency test on time

owned and the results submitted to

Human Resource Personnel and

Human Resources Development

Office Sumedang;

3. The final result of each stage of Open

Selection Hall be announced directly

by the selection committee and set

forth in the minutes of the event. The

best value is expected to occupy the

position proposed in accordance with

the spirit of merit system. If the

Regent chooses and appoints outside

the provisions, Then there is an

objective and logical reason for the

choice been made. Thus all the best

candidates can receive the decision of

the Regent as the beneficiary of this

open selection activity.

DAFTAR PUSTAKA

1. Albrow,Martin Bereaucracy,

Translated: Rusli Karim, M dan

Totok Daryanto, Tiara Wacana,

Yogyakarta, 2005.

2. Amrah Muslimin,Beberapa Asas

dan Pengertian Pokok Tentang

Administrasi dan Hukum

Administrasi, Alumni, Bandung,

1985

3. Anung, Implemntasi Undang-

Undang Aparatur Sipil Negara

Nomor 5 Tahun 2014 dan

Implikasinya Terhadap Manajemen

Kepegawaian,

www.bkd.sumedang.go.id, Posting:

27 Mei 2015, 02:07, Accessed: 9

Februari 2017, 14:01 WIB.

4. Erwan Agus

Purwanto,Merumuskan Kembali

Agenda Pembangunan Budaya

Birokrasi Yang Terlupakan, Gava

Media, Yogyakarta, 2009

5. Ismail,Politisasi Birokrasi, Ash-

shiddiqy, Malang, 2009.

6. Listyaningsih,Administrasi

Pembangunan: Pendekatan

Konsep dan Implementasi, Graha

Ilmu, Yogyakarta, 2014

7. Maksum, Irfan Ridwan. Pilihan

Sistem Manajemen Personil


http://www.bkd.sumedang.go.id/




14

Pemerintah Daerah: Di

persimpangan jalan. Pusat

Pengkajian dan Penelitian

Kepegawaian BKN: Jurnal

Kebijakan dan Manajemen PNS.

8. Miftah Thoha,Birokrasi

Pemerintahan Indonesia di era

Reformasi, Kencana Prenada

Media Group, Jakarta, 2008

9. Moh Mahfud M.D,Dasar dan

Stuktur Ketatanegaraan Indonesia,

Reneka Cipta, Jakarta,2000

10. Peter Mahmud Marzuki,Penelitian

Hukum, Kencana, Jakarta,2008

11. Riswanda Irmawan,Membedah

Politik Orde Baru, Pustaka Pelajar,

Yogyakarta, 1998

12. Moerdiono,Mencari Model

Birokrasi Indonesia: Dalam

Birokrasi dan Administrasi

Pembangunan, Sinar Harapan,

Jakarta, 1993

13. Soediman Kartohadiprodjo,Negara

Republik Indonesia Negara

Hukum, Paper on the acceptance of

adoption as professor at the

University of Indonesia on Januari

17, 1953

14. Taliziduhu Ndraha,Kybernologi:

Sebuah Rekonstruksi Ilmu

Pemerintahan, Rineka

Cipta,Jakarta, 2003

15. Yahya Muhaimin,Beberapa Segi

Birokrasi di Indonesia,

JurnalPrisma No. 10 Edisi

Oktober1980

16. Yogi Suprayogi S,Administrasi

Publik: Konsep dan Perkembangan

Ilmu di Indonesia, Graha Ilmu,

Yogyakarta, 2011


Documents

BEREAUCRATIC REFORM IN HIGH LEADERSHIP PRATAMA … Volume/1.pdfBEREAUCRATIC REFORM IN HIGH LEADERSHIP PRATAMA POSITION PLACEMENT OF CIVIL STATE APPARATUS AT SUMEDANG REGENCY Dr. H