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Institut Ilmu Sosial dan Ilmu Politik (IISIP) YAPIS Biak IYB - IISIP YAPIS Biak Sekretariat : Jl. S. Condronegoro (Samofa), Kompleks YAPIS Biak - Papua Kode Pos : 98156 Email : humas@iyb.ac.id, iisipyapisbiak@gmail.com
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Gema Kampus IISIP YAPIS Biak
Published by Intitut Ilmu Sosial dan Ilmu Politik Yapis Biak
ISSN : 20853335     EISSN : 27151840     DOI : -
Core Subject : Economy, Humanities, Education, Social,
Humanities Economics, Econometrics & Finance Environmental Science Languange, Linguistic, Communication & Media Social Sciences
Gema Kampus Online Journal System ini merupakan sistem pengelolaan jurnal secara online di Institut Ilmu Sosial dan Ilmu Politik (IISIP) YAPIS Biak. Jurnal Ilmiah Ilmu Administrasi, Ilmu Sosial dan Ilmu Politik yang terdaftar merupakan jurnal yang terbit di bawah naungan kelembagaan IISIP YAPIS Biak.
Arjuna Subject : Ilmu Sosial - Administrasi Publik
Articles 196 Documents
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ANALYSIS OF THE EFFECTIVENESS OF CROSS-SECTORAL COORDINATION IN THE IMPLEMENTATION OF THE PEOPLE'S SCHOOL PROGRAM BASED ON COLLABORATIVE GOVERNANCE IN BIAK NUMFOR REGENCY Kamaruddin; Hermanu Iriawan; Edyanto
Gema Kampus IISIP YAPIS Biak Vol 21 No 2 (2026): "Gema Kampus" IISIP YAPIS Biak
Publisher : IISIP YAPIS BIak

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52049/gemakampus.v21i2.659

Abstract

The People's School Program requires cross-sectoral coordination because its residential education services combine educational, social, health, planning, infrastructure, and community-protection functions. This study analyzes the effectiveness of cross-sectoral coordination in implementing the People's School Program in Biak Numfor Regency, identifies its supporting and inhibiting factors, and formulates a collaborative governance model suited to Papua's archipelagic context. A qualitative case-study design was employed. Data were collected through in-depth interviews, participatory observation, document analysis, and focus group discussions. Analysis involved data reduction, thematic display, conclusion drawing, source and technique triangulation, and confirmation with informants. The findings show that coordination was procedurally effective through formal and informal communication, role awareness, shared commitment, and continuous monitoring and evaluation. However, substantive effectiveness remained incomplete because differences in data, mandates, authority, and institutional priorities were not fully resolved. Further constraints included limited resources, fragmented sectoral databases, changing technical guidelines, and archipelagic geography. The study develops an Integrated-Adaptive Collaborative Coordination Model Based on a Permanent Forum. The model combines collaborative leadership, integrated data with documented local verification, conflict-resolution protocols, archipelagic coordination nodes, community participation, and continuous monitoring and evaluation. It is recommended as a framework for sustaining the People's School Program in archipelagic areas and implementing Papua's affirmative policy through regional institutionalization, clear authority allocation, and measurable service evaluation.
IMPLEMENTATION OF THE HOLISTIC INTEGRATIVE EARLY CHILDHOOD EDUCATION POLICY: A STUDY OF PUBLIC SERVICE QUALITY AT KB NEGERI HANDAYANI BIAK NUMFOR REGENCY Tedy Nurmansyah; Djunaedi Djunaedi; Ayu Kurnia Utami
Gema Kampus IISIP YAPIS Biak Vol 21 No 2 (2026): "Gema Kampus" IISIP YAPIS Biak
Publisher : IISIP YAPIS BIak

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52049/gemakampus.v21i2.660

Abstract

Holistic Integrative Early Childhood Education (PAUD HI) is a national policy (Presidential Regulation No. 60 of 2013) requiring integrated education, health, nutrition, care, protection, and welfare services for children. A gap exists, however, between this regulation and its implementation at the institutional level, particularly in state-run early childhood institutions closely tied to local bureaucracy. This study aims to examine the implementation of PAUD HI policy, assess public service quality, and identify supporting and inhibiting factors at KB Negeri Handayani, Biak Numfor Regency. A qualitative descriptive method was employed. Data were collected through in-depth interviews with five key informants (the institution manager, a teacher, a parent, a public health center staff member, and a civil registry official), field observation, and document review, then analyzed using Miles and Huberman's data reduction, display, and conclusion-drawing technique, with validity ensured through triangulation. Results show that PAUD HI implementation at KB Negeri Handayani has proceeded reasonably well, with the five essential services beginning to be integrated, although welfare services (children's population ID numbers and birth certificates) remain suboptimal. Measured against the five SERVQUAL dimensions, public service quality was strong in reliability, responsiveness, assurance, and empathy, but weaker in tangibles due to limited facilities. Key supporting factors were the strong commitment of management and teachers and high parental enthusiasm, while the main barriers were limited facilities and weak cross-sector coordination with health authorities. The study concludes that successful PAUD HI implementation depends more on local leadership and commitment than on formal facility provision, and recommends strengthening cross-sector MoUs and dedicating special budget allocations for state-run early childhood institutions.
ANALYSIS OF INDONESIA SMART CARD (KIP) FOR HIGHER EDUCATION POLICY IMPLEMENTATION AT IISIP YAPIS BIAK La Ode Muhammad Galib
Gema Kampus IISIP YAPIS Biak Vol 21 No 2 (2026): "Gema Kampus" IISIP YAPIS Biak
Publisher : IISIP YAPIS BIak

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52049/gemakampus.v21i2.665

Abstract

The Indonesia Smart Card for Higher Education policy is intended to expand access to university education for academically capable students from economically disadvantaged households. This study analyzes the implementation of the policy at the Institute of Social and Political Sciences Yapis Biak and identifies the factors that constrain its delivery. A qualitative approach was employed using George C. Edwards III’s framework of communication, resources, implementer disposition, and bureaucratic structure. Data were collected through interviews with program administrators, recipients, and applicants who had not received assistance, supported by observation and document review. The data were analyzed through condensation, categorization, display, conclusion drawing, and triangulation across sources, techniques, and time. The findings show that implementation has generally functioned well. Information has been disseminated through orientation activities, social media, the institutional website, messaging groups, printed announcements, and direct consultation. Administrators have assisted registration and document verification, shown a responsive service commitment, and followed the available procedures. Nevertheless, implementation remains constrained by declining recipient quotas, unstable internet access and digital systems, delayed documents, uneven applicant assistance, limited factual verification, and concerns about targeting accuracy. The archipelagic setting increases reliance on administrative documents and intensifies coordination fragmentation. The study recommends layered data validation, risk-based factual verification, transparent selection information, accessible applicant assistance, stronger information systems, and affirmative quota allocation for Papua.
EFFECTIVENESS OF BUREAUCRATIC PERFORMANCE IN IMPROVING PUBLIC SERVICES AT ORIDEK DISTRICT OFFICE, BIAK NUMFOR Potros Yubelina Awak
Gema Kampus IISIP YAPIS Biak Vol 21 No 2 (2026): "Gema Kampus" IISIP YAPIS Biak
Publisher : IISIP YAPIS BIak

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52049/gemakampus.v21i2.666

Abstract

This study examines the effectiveness of bureaucratic performance in improving public services at the Oridek District Office, Biak Numfor Regency. The study was prompted by recurring complaints concerning delayed completion, limited service equipment, uneven employee discipline, unstable internet connectivity, and insufficient public understanding of administrative procedures. A descriptive qualitative design was applied. Data were collected through observation, in-depth interviews, and document review involving the district head, administrative officials, staff members, and community service users. Data were condensed, categorized, compared, interpreted, and validated through source and technique triangulation. Effectiveness was analyzed through goal attainment, integration, and adaptation. The findings show that bureaucratic performance is moderately effective. Service procedures, accessibility, employee courtesy, leadership responsibility, and physical convenience were generally assessed positively. However, completion-time certainty, equipment availability, digital infrastructure, fee transparency, data security, employee responsiveness, and factual consistency still require improvement. Cooperation among employees, direct supervision by the district head, and the gradual use of online services supported performance. Inhibiting factors included limited facilities, weak discipline, network disruption, budget constraints, delayed community document preparation, and uneven staff competence. The study recommends a dedicated information desk, clearer service-unit directions, standardized fees and timelines, stronger internal control, equipment renewal, digital administration, and continuous capacity development. These measures are expected to strengthen responsive, accountable, accessible, and reliable public services in an archipelagic local-government setting
IMPLEMENTATION OF THE REGIONAL GOVERNMENT INFORMATION SYSTEM (SIPD) IN IMPROVING THE ACCOUNTABILITY OF FINANCIAL PLANNING AND REPORTING AT THE EDUCATION AND CULTURE OFFICE OF BIAK NUMFOR REGENCY Jane Valentina Rumbiak; Djunaedi Djunaedi; Ayu Kurnia Utami
Gema Kampus IISIP YAPIS Biak Vol 21 No 2 (2026): "Gema Kampus" IISIP YAPIS Biak
Publisher : IISIP YAPIS BIak

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52049/gemakampus.v21i2.670

Abstract

The Regional Government Information System (SIPD) is a system mandated by Minister of Home Affairs Regulation Number 70 of 2019 to integrate regional planning, budgeting, treasury administration, and financial reporting. This study aims to describe the implementation of SIPD, identify its supporting and inhibiting factors, and analyze the accountability of financial planning and reporting at the Education and Culture Office (DIKDAYA) of Biak Numfor Regency. This study employed a descriptive qualitative method with an inductive approach. Data were collected through observation, structured interviews, and documentation studies involving 15 informants, and were analyzed through data reduction, data display, and data verification. This study used George C. Edward III’s policy implementation framework, consisting of four variables: communication, resources, disposition, and bureaucratic structure. The results show that the implementation of SIPD at DIKDAYA Biak Numfor Regency has run effectively since 2024, with good achievement in the communication and bureaucratic structure variables, although it still faces obstacles in human resources, budget, network infrastructure, and varying levels of implementer disposition. Supporting factors for SIPD implementation include policy support, leadership commitment, and training provided by the Ministry of Home Affairs, while the main inhibiting factors are limited human resources, budget constraints, and limited internet network access in the archipelagic region. The implementation of SIPD has been proven to improve planning accountability through increased transparency, data accuracy, and planning-budgeting linkage, as well as to improve financial reporting accountability through completeness, timeliness, and comparability of financial reports. This study recommends strengthening human resource capacity, improving information technology infrastructure, and developing a more detailed Standard Operating Procedure (SOP) to optimize the implementation of SIPD in the future.
SOCIAL EXCHANGE AND ORGANIZATIONAL RESILIENCE AMONG STUDENT INSTITUTION OFFICERS AT FIS UNM AMID COVID-19 DISRUPTION Muh. Rizqi Mesya
Gema Kampus IISIP YAPIS Biak Vol 21 No 2 (2026): "Gema Kampus" IISIP YAPIS Biak
Publisher : IISIP YAPIS BIak

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52049/gemakampus.v21i2.678

Abstract

Student institutions occupy a distinctive position among organizations because their officers serve on a voluntary basis, bound only by constitutional duty and personal commitment rather than employment contracts or material compensation. This voluntary character makes their resilience amid institutional disruption a compelling subject of inquiry, particularly during the campus activity restriction policy imposed in response to the COVID-19 pandemic, when officers retained full freedom to withdraw yet chose to sustain their activities. This study aims to analyze the pattern of social exchange, encompassing reward, cost, and profit, that underlies this resilience among student institution officers at the Faculty of Social Sciences, Universitas Negeri Makassar. A descriptive qualitative approach was employed, with data collected through participatory observation, unstructured interviews, and documentation involving ten purposively selected informants holding leadership and executive positions during the 2019/2020 to 2020/2021 term, analyzed using the interactive model of data reduction, data display, and conclusion drawing. The findings show that officers' decisions to persist were driven by predominantly intrinsic and symbolic rewards, such as learning, leadership development, and moral fulfillment, which outweighed layered costs ranging from time and finances to health risk, producing a profit in the form of preserved organizational legitimacy and strengthened solidarity. These findings shift the study of organizational resilience from the individual to the organizational level and suggest that continuity strategies during a crisis should prioritize strengthening intrinsic reward and institutional support.

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