Maria Dominika Niron
Universitas Negeri Yogyakarta, Sleman, Daerah Istimewa Yogyakarta

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Analisis Peran Serta Komite dalam Manajemen Mutu Pendidikan di SD Negeri Karangrejo dan SD Negeri Bener Yogyakarta Dewi Andriyani; Maria Dominika Niron
Ideguru: Jurnal Karya Ilmiah Guru Vol. 10 No. 3 (2025): September 2025 Edition
Publisher : Dinas Pendidikan, Pemuda dan Olahraga Daerah Istimewa Yogyakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.51169/ideguru.v10i3.2023

Abstract

This research aims to analyze the involvement of school committees in managing the quality of education in schools. This research approach is descriptive qualitative. Data was collected through in-depth interviews with school committee administrators. Data analysis was carried out qualitatively using the interactive data analysis model from Miles and Huberman. Research findings show that the role of school committees in managing the quality of education in schools is realized in 4 roles, namely the role of the advisor (advisory agency) which is always actively involved from the start, as well as supervision related to planning to provide various considerations regarding learning programs, budgets, employee criteria and facilities. through meetings or conferences with the school, supporting agencies help the school find other sources of funding if needed and are voluntary. Especially in raising school funds, the school committee helps proactively by entrusting sales in the canteen with profits earmarked for the needs of students in need, finding donors and providing non-obligatory contributions for parents of students to extend financial support to the school. the role of the controller (controlling agency) plays the role of the school committee carrying out periodic evaluations and comprehensive reporting of the entire school program including its funding., and the final role of the committee mediator is always active in meetings to hear and receive input information and reports from student parents, bridging communication between various parties involved in the school environment.
Manajemen Sarana Prasarana SMK BLUD di Daerah Istimewa Yogyakarta Sukarman Sukarman; Maria Dominika Niron
Ideguru: Jurnal Karya Ilmiah Guru Vol. 10 No. 3 (2025): September 2025 Edition
Publisher : Dinas Pendidikan, Pemuda dan Olahraga Daerah Istimewa Yogyakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.51169/ideguru.v10i3.2352

Abstract

The management of educational facilities and infrastructure constitutes a critical component in enhancing the quality of the learning process in Vocational High Schools (SMKs), particularly those implementing the Regional Public Service Agency (Badan Layanan Umum Daerah/BLUD) financial management system. This study aims to examine the implementation of facilities and infrastructure management, identify the challenges encountered, and analyze the strategies employed to overcome these challenges in BLUD-based SMKs in the Special Region of Yogyakarta. This research employed a descriptive qualitative approach and was conducted at SMK Negeri 1 Sewon, SMK Negeri 2 Pengasih, and SMK Negeri 3 Wonosari. Data were collected through in-depth interviews, direct observations, and document analysis, and were analyzed using the interactive analysis model developed by Miles and Huberman. The results indicate that the management of facilities and infrastructure in BLUD-based SMKs has been implemented in a planned and systematic manner in accordance with the technical guidelines issued by the Department of Education, Youth, and Sports. The management process encompasses planning, procurement, inventory control, utilization, and asset disposal. The involvement of business and industry sectors in the planning stage plays a strategic role in ensuring the alignment of graduates’ competencies with labor market demands. However, several constraints were identified, including limitations on equipment specifications due to Domestic Component Level (Tingkat Komponen Dalam Negeri/TKDN) regulations, the suboptimal involvement of industry partners in certain areas of expertise, and relatively lengthy asset disposal procedures. These challenges are addressed by strengthening industry partnerships, selecting suppliers that comply with regulatory requirements, and optimizing the management of temporary storage facilities.