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<![CDATA[Bencana Alam dan Kemiskinan di Indonesia ]]>
<![CDATA[Heru Syah Putra]]>
<![CDATA[ Jurnal Transformasi Administrasi Vol 7 No 2 (2017) ]]>
Publisher : <![CDATA[Puslatbang KHAN ]]>
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<![CDATA[The natural disaster has a significant effect on household’s income and expenditure. The linkage of natural disaster and income has been explored intensively. However, the linkage of natural disaster and poverty is less explored. Thus, this study aims to fill the gap by estimating the effect of natural disaster on poverty in Indonesia. This study utilizes the data from IFLS 5. Linear Probability Model (LPM) is used to estimate the probability of being poor of a household after a certain disaster. The result shows that a household that encountered a certain natural disaster has a higher probability of being poor by 4.68 percent than others. The coefficient is corrected to 2.68 after considering district fixed effect. Further, the effect of natural disaster differs regarding its type. Volcano eruption has the worst effect on poverty. A household that suffered volcano eruption has a probability of being poor by 7.84. In contrast, flood only contributes 5.85. There is no significant effect of the earthquake on poverty that may be caused by omitted variable bias as the magnitude is not controlled in this study. This study suggests three optional strategies for reducing the negative impact of the natural disaster on poverty in Indonesia. Increasing productive assets may reduce the loss and shorten the recovery period. The disaster drill is needed for increasing the preparedness of a society. Increasing the quantity and quality of disaster-resistant infrastructure is strongly advised in disaster-prone areas.]]>
<![CDATA[Inovasi Pelayanan Publik di Daerah ]]>
<![CDATA[Henri Prianto Sinurat]]>;
<![CDATA[Rati Sumanti]]>
<![CDATA[ Jurnal Transformasi Administrasi Vol 7 No 2 (2017) ]]>
Publisher : <![CDATA[Puslatbang KHAN ]]>
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<![CDATA[Bureaucracy reform in the regions of Indonesia cannot be separated from innovation, since it is one of important strategies for the achievement of good governance. While, innovation has not become a culture for the government bureaucracy so that, extra effort is required. Based on its development, innovation has started to enhance in several areas in order to answer the obstacles and problems in the region. This research has mapped out the policy strategies, undertaken by the Provincial Government of South Sumatra and the government of East Belitung Regency in translating innovation as a better step in the delivery of public services. Using qualitative research method and data collection techniques focused discussions and interviews, several strategies were obtained in the locus area of the research. South Sumatra province constructs the nomenclature changes by inserting an innovation department at the Regional research and Development Agency to officially become the Regional Research, Development and Innovation Agency. The ultimate goal is able to facilitate and improve the science and technology of the innovation and technology in South Sumatra in order to be beneficial for the society. Meanwhile, Kampung Keluarga Berencana as a public innovation in East Belitung Regency has been socialized featuring its strategy, KB Pria Perkasa group. The socialization was held in coffee shops, aimed to increase the level of prosperity in society by developing prosperous families and family planning programmes.]]>
<![CDATA[Inovasi dan Kinerja Pemerintah ]]>
<![CDATA[Ervina Yunita]]>
<![CDATA[ Jurnal Transformasi Administrasi Vol 7 No 2 (2017) ]]>
Publisher : <![CDATA[Puslatbang KHAN ]]>
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<![CDATA[Innovation is able to boost government’s performance. It encourages government to optimize the resources in order to increase the quality and quantity of pubic services. However, performance improvement is highly dependent on agency capabilities using built applications. Therefore, this study aims to see the improvement of agency performance with the innovation. This study uses quantitative and qualitative approaches by using questionnaires and in-depth interviews. The results of this study indicate that as many as 28.57 percent of respondents said there is a very high increase in outcome and output agencies with the innovation. However, there are still about 27.38 percent indicating a low increase post utilization of innovation. The obstacles faced are the quality of innovation built and the capability of utilization and commitment of the utilization of innovation. Therefore, the need for optimization of innovation in order to improve the performance of agencies. In addition, the development of innovation must also adjust to the needs of agencies so as to be optimized in solving problems and improve agency performance.]]>
<![CDATA[Alur Tinjauan Literatur Terhadap Evaluasi Sistem Administrasi Pajak Modern: Masukan Untuk Penelitian Selanjutnya ]]>
<![CDATA[Abdul Rahman]]>
<![CDATA[ Jurnal Transformasi Administrasi Vol 7 No 1 (2017) ]]>
Publisher : <![CDATA[Puslatbang KHAN ]]>
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<![CDATA[The advance of technology, development of global economy, and economic crisis force countries around the world to conduct the continuous improvement of financial system including the tax system. Interestingly, one of the elements most often done is that modernizing the tax administration system because of public demands for better tax services and the government need for an increasing the tax revenue. It is not surprising, if this element takes a considerable cost portion from public money, therefore its role to tax system needs to be evaluated. By conducting a systematic literature review flow, this study provides theoretically and empirically insights in order to evaluate a modern tax administration system (MTAS).By using data simulation, I detect the type of study, five most important stakeholders, dimension, and driving factors regarding the applying MTAS. This study is expected to enrich the existing literature through a systematic literature review flow to unify former studies both theoretically and empirically, so that it can result relevant insights for the evaluation of MTAS and to propose the research agenda in the future.]]>
<![CDATA[Mendorong Inovasi di Pemerintah: Hambatan dan Strategi ]]>
<![CDATA[Heru Syah Putra]]>
<![CDATA[ Jurnal Transformasi Administrasi Vol 7 No 1 (2017) ]]>
Publisher : <![CDATA[Puslatbang KHAN ]]>
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<![CDATA[Innovation becomes a need in public service organizations. It enables the government to deliver more effective and efficient services. However, the development of innovation in government organization may encounter barriers. This study aims to identify the common barriers that hamper the development of innovation in government, especially in public service institutions. This study reviews academic articles that explore the problems and strategies in fostering innovation. The result shows that innovation encounter at least thirteen barriers both in the early stage and advanced stage of innovation development. The most common problems are weak leadership, the gap of understanding, and resistant culture. Leaders who are lack of innovation experience unable to motivate others to innovate. Further, the gap of understanding among worker may lead to lack of support on a certain innovation. An organization that resistance to change encounter difficulty to innovate. Thus, there are four steps that can be taken to push innovation in government; generating possibilities, incubating and prototyping, replication and scaling up, and analyzing and learning.]]>
<![CDATA[Kepemimpinan Inovatif Dalam Mewujudkan Inovasi Pelayanan Publik ]]>
<![CDATA[Harditya Bayu Kusuma]]>
<![CDATA[ Jurnal Transformasi Administrasi Vol 7 No 1 (2017) ]]>
Publisher : <![CDATA[Puslatbang KHAN ]]>
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<![CDATA[Bureaucracy reform is an effort in the implementation of the system of government and public services are geared to achieve the performance of a professional bureaucracy, responsive and accountable. Reform of the bureaucracy that has taken place in Indonesia has given birth to innovative leadership that succeeded in realizing innovative public services. This paper has the objective to to describe and analyze innovative leadership by several heads of regions that have succeeded in realizing innovative public services. Data collection method in this research done through the study of literature (desk research). This study decrypt and analyze innovative leadership as: Ridwan Kamil (Mayor of Bandung), I.B. Dharmawijaya Rai Mantra (Mayor of Denpasar) and Nurdin Abdullah (Regent of Bantaeng). Innovative leadership prerequisites for innovation in public services include: visionary and have the creativity, enthusiasm and self-confidence, goal orientation and service to the community, collaboration and networking with various parties, and the use of Information and Communication Technology.]]>
<![CDATA[Kinerja Aparatur Dinas Kependudukan dan Pencatatan Sipil Kota Bandung Dalam Pelayanan Akta Kelahiran Keliling (Suatu Kajian Pada Kualitas Layanan dan Responsibilitas Aparatur) ]]>
<![CDATA[Tatik Rohmawati]]>;
<![CDATA[Novi Anna Maria Kope]]>
<![CDATA[ Jurnal Transformasi Administrasi Vol 7 No 1 (2017) ]]>
Publisher : <![CDATA[Puslatbang KHAN ]]>
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<![CDATA[The mobile service of birth certificate is a new service which is done by the Population and Civil Registration Agency. Instead, this service is still non optimal because of long service and nontransparent services shown by the Population and Civil Registration Agency of Bandung. The theory used in this research can be seen from the aspect of performance evaluation, which are quality services and responsibilities. This theory is based on Agus Dwiyanto. This research used descriptive method with qualitative approach. Then, the techniques used in collecting data in this research were literature studies, field studies and observation, and also interview. The informant of this research were apparatus of the Population and Civil Registration Agency of Bandung who give mobile service of the birth certificate. The purposive and accidental techniques were used to determine the informant. Based on the result of the research, apparatus performances of Population and Civil Registration Agency of Bandung who give mobile service of the birth certificate is good. Then, the creating process of the birth certificate runs well enough. Those can be seen from the quality services and well-guaranteed responsibilities. The apparatus attitude in working is normative. The public response show that the apparatus of the Population and Civil Registration Agency of Bandung work well enough.]]>
<![CDATA[Membudayakan Nilai-Nilai Reformasi ]]>
<![CDATA[Edy Saputra]]>
<![CDATA[ Jurnal Transformasi Administrasi Vol 3 No 2 (2013) ]]>
Publisher : <![CDATA[Puslatbang KHAN ]]>
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<![CDATA[Pelayanan publik terdiri dari pelayanan barang publik dan jasa publik serta pelayanan administratif, yang disediakan oleh penyelenggara pelayanan publik dan dilakukan oleh pelaksana yang ditugaskan. Pelaksana pelayanan publik adalah pejabat, pegawai, petugas, dan setiap orang yang bekerja di dalam organisasi. Pelaksana pelayanan publik bertanggung jawab memberikan pelayanan secara baik dan prima kepada masyarakat sesuai dengan ketentuan yang berlaku.]]>
<![CDATA[Tantangan Pengembangan Kapasitas e-Government di Provinsi Aceh ]]>
<![CDATA[Eli Jumaeli]]>
<![CDATA[ Jurnal Transformasi Administrasi Vol 3 No 2 (2013) ]]>
Publisher : <![CDATA[Puslatbang KHAN ]]>
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<![CDATA[E-Government Development in Aceh aims to improve the quality of the administration of the Government of Aceh-based communications and information technology in order to provide information services to the public in a transparent and accountable through the web. In the management of information and documentation (PID) is still experiencing problems in terms of vagueness management division of tasks between the scope of the Bureau of Public Relations Dishubkomintel Setdaprov, lack of understanding of PID among officials, employees who have a limited ability to manage the PID. This paper recommends the importance of capacity development of e-Government of Aceh in three dimensions, namely the dimension of the system needs to be Governor Regulation on the management of PID; institutional dimension, need to strengthen coordination between the PID management organization, and dissemination of e-government officials and staff, and planning officials PID functional.]]>
