Idea Transcript
POLICY REFORM IMPLEMENTATION OF BUREAUCRACY IN ENHANCING COMPETITIVENESS (Studies in Cirebon West Java Province) Drs. H. Sunjaya Purwadi Sastra, M.M., M.Si. Institut Pemerintahan Dalam Negeri, Indonesia ABSTRACT Bureaucratic reform is a demand in modern governance. Reforms, will encourage the bureaucracy to provide the best service, develop creativity and innovation for social and economic change society. One of the expected impacts is to increase regional competitiveness, namely the ability to generate income and employment high with stay open to both domestic and international competition. This study aims to determine the implementation of bureaucratic reform policies in enhancing regional competitiveness in Cirebon. The approach used is qualitative descriptive method. The results showed that the reform of the bureaucracy in Cirebon, among others, with the birth of the decree by Cirebon regent who support the reform of bureaucracy on aspects of the legislation, institutional, human resources and employee performance management. To improve the competitiveness of the region, the government has hadCirebon Integrated Licensing Service Agency as an effort to create a conducive investment climate in spurring productivity and quality economic growth. KEYWORDS: Implementation, Bureaucratic Reform, Competitiveness, Local Government.
formal rational values, confidentiality, stiffness, and hierarchy. Value formal rationality tends to make the bureaucracy more priority than the formal legality of the essence. Rigid hierarchical system which causes the orientation of bureaucrats sided with the boss, while the attitude of rigidity and secrecy, making bureaucracies tend to be similar to the military organization that prefers loyalty to the organization and senior than public participation. Such conditions make bureaucrats tend to carry out the orders of superiors than serving the public.
A. Preliminary Bureaucracy has a strategic role in governance, namely as a provider of public services for the benefit of society. Bureaucracy task that state goals can be achieved effectively and efficiently. As a system, bureaucracy should be organized in a rational, impersonal, free of prejudice and impartially. Through these arrangements, organizations will be able to utilize human resources optimally to achieve the goals set. Bureaucracy in the context of true positive meaning, not as it is known in general, that the bureaucracy is always interpreted negatively characterized by a convoluted process, length, full of formality, feudal and so on.
Community dynamics require bureaucracy to be able to provide the best service, develop creativity and innovation that encourage social and economic changes in society. So expect an impact on the region's ability to improve its competitiveness. Efforts to it, among others, through bureaucratic reform and increased professionalism of the bureaucracy.
Along with the change in the paradigm of government, the traditional conception of bureaucracy that has been widely used in developing countries is seen cannot go hand in hand with democratic values and dynamics that occur in the community. The traditional model overemphasis on
1
Legal protection of bureaucratic reform in Indonesia is the Presidential Regulation Number 81/2010 on the Grand Design Reforms 2010-2025.
Opportunities for the region today is opening the free market that allows the products imported into the region, so that the efforts undertaken over the area to be real and measurable can be seen from the increasing pace of economic growth over time. But competitiveness is not only oriented to economic indicators alone. Moreover, competitiveness is defined as the ability of the region to meet the challenges and global competition for the improvement of the lives of the real and sustainable as well as politically, socially and culturally.
The birth of these policies include several background: first, government organizations have not right and proper function. Second, some of the legislation in the field of state apparatus there are overlapping, inconsistent, unclear, and multiple interpretations. Third, human resource management apparatus has not been implemented optimally to improve the professionalism, employee performance, and organization. Fourth, there still exists distortion and abuse of authority in the governance process, and yet solid performance accountability of government agencies. Fifth, public services have not been able to accommodate the interests of the whole community and not meet the basic rights of citizens. Sixth, the mindset and culture of bureaucrats do not fully support the bureaucracy efficient, effective and productive, and professional (Ministry of PAN-RB, 2010a: 16).
In connection with the phenomenon of bureaucratic reform and competitiveness of the region, there are still many problems. In general, the problem lies in the bureaucracy. Many investments are hampered because of the behavior of a rigid bureaucratic, tortuous, and other negative actions that are often referred to as a bureau-pathology. To examine in depth about the implementation of bureaucratic reform and increased competitiveness of the region, the researchers took the study in Cirebon West Java province which is currently being aggressively implement bureaucratic reform and seek to improve the competitiveness of the region. Factually, the problems faced in the aspect of bureaucratic reform in Cirebon, among others, first, the existence of resistance senior officials in which the senior officials, the issue of loss of structural position is not necessarily finished with functional gait with remuneration, but also significant loss of privilege, prestige, and power. Second, work system dysfunction is still high where the structuring and development organization raises many rational position shift apparatus, pressure greater job demands, and further adaptations in various aspects of the work. Third, there is still a rigid investment services, complicated, and not transparent, so that the unfavorable investment climate will impact on regional competitiveness.
Demands of bureaucratic reform is also in line with the idea that was brought Reinventing Government by Osborne and Gaebler (1996). In this context, reinventing interpreted as a re-creation of the bureaucratic system based on self-employment, which creates organization and public systems are accustomed to renew themselves in a sustainable manner, improve quality without having to obtain a boost from the outside. Through reform, the bureaucracy is expected to impact on improving the competitiveness of the state and local levels. The higher competitiveness of the higher welfare. In the regional context, competitiveness demonstrates the ability of a region compared to other regions to establish appropriate strategies to improve the welfare of society. With the demands of competitiveness, the region should look for and recognize the potential that can be developed and the impact on the welfare of the community. Each region is required to create a conducive business climate and create new ideas, improvements that foster new businesses, new industries, new jobs, and boost economic growth with justice.
The importance of bureaucratic reform in improving the competitiveness of the region, due to the fact Cirebon has a strategic role to other areas in West Java. Cirebon supposing is "pretty girl" that attracted many investors to invest. Cirebon is a gate in the eastern part of West Java, as well as distributor goods
2
and services to other areas in West Java. As the track area entry of goods from outside the district, even from outside Java, Cirebon has huge potential to be developed.
planning, for coordinating, and implementing efficient bureaucracy functions, innovative, flexible, and high work ethic in managing potential areas remains low.
The potential of natural resources, as one of the variables competitiveness Cirebon also potential to be developed. Agriculture, fisheries, small and cottage industries, hospitality is becoming an important part in improving the competitiveness of the region. The agricultural sector produces rice production amounted to 490.564 tonnes in 2012. The fisheries sector as a seed has resulted in the production of marine fish as much as 33.662,9 tons in 2012. Enterprises accommodation in Cirebon that there are 3 star hotels and 13 non-star hotel with five-star hotel occupancy rate amounting to 27.84 per cent and nonstar hotel occupancy at 52.07 percent.
Theories and concepts that support this research are as follows: 1. Bureaucracy Bureaucracy as stated by Blau and Meyers (1987: 4) is a type of organization that designed to handle administrative tasks on a large scale as well as coordinate the work of many people systematically. Tjokroamidjojo (1987: 65) argues that the bureaucracy is a social structure that organized in a rational and formal. Positions in the organization are integrated into the overall structure of the bureaucracy. Thus, the bureaucracy is organized as a hierarchy that prioritizes with elaborated authority detailed division of labor performed administrative system, particularly by government officials.
In the field of small industry in Cirebon in 2012 as many as 1.743 units. Of the type of industry shows that the industry is largely a commodity as many as 549 units, 435 units of the timber industry and the food industry as many as 288 units. While the domestic industry, with a total 2,801 units. Domestic industry is dominated by the food industry.
Ndraha (2003a: 513) suggests three kinds of bureaucratic sense, namely: first, the bureaucracy is defined as 'government by Bureaus', is government agency by officials appointed by the holders of power, the government or the employer in a formal organization, public or private. Secondly, bureaucracy is defined as the nature or behavior of government, namely the rigid nature, jams, tortuous, and any negative charges against the ruling institutions, in short namely is bureau-pathology. Bureaucracy in this sense written many people, even some who want to cut it. Third, the bureaucracy as an ideal type of organization. Usually bureaucracy in this sense be considered stems from Weber's theory of rationalization sociologically concept of collective activity.
In line with government policy Cirebon, such as regional development center, and the center of national and local activities, local governments will provide service to the community and the private sector will develop its territory. These include efforts to encourage reform of the bureaucracy through organizational restructuring, and the establishment of agencies/services that provide one-stop licensing in managing the investment area. Based on the above phenomenon, researchers interested in conducting a study on the implementation of bureaucratic reform policy in improving the competitiveness of Cirebon area of West Java Province. Identification of this research are: 1) the reform of local government bureaucracy in Cirebon still experiencing problems, 2) the low professionalism of local government bureaucracy in Cirebon, because not changed mindset and work culture in the implementation of tasks, 3) the competitiveness of regions that are less optimal for
Weber as a pioneer of the modern bureaucratic theory, illustrates the bureaucracy as an institution that is always associated with the legitimacy and authority, which he described as an ideal type of organization. Principal characteristic of the structure of Weber's bureaucracy is a routine administrative system performed with uniformity, held in certain
3
ways, based on written rules, and by people who are competent in their field.
In line with the concept of bureaucracy set forth above, Albrow (2005: 109-132) suggests seven (7) the concept of bureaucracy, namely: 1) bureaucracy as a rational organization; 2) bureaucracy as inefficient organizational; 3) bureaucracy as a power run by officials; 4) bureaucracy as the state administration (public); 5) as an administrative bureaucracy run by officials; 6) bureaucracy as an organization; and 7) the bureaucracy as a modern society.
Weber explained that as a system within the organization, bureaucracy must be arranged in a rational, impersonal, free of prejudice and impartially. With such an arrangement, the organization will be able to utilize human resources optimally to achieve the goals set. In such a context, the bureaucracy is actually significantly positive, not as it is known in general as it is today, that bureaucracy is always interpreted negatively by the convoluted, long, full formality, feudal and so on.
Weberian bureaucratic model that has been understood is a machine that is prepared to execute and realize the objectives of government. Any employee or officer in a government bureaucracy is the trigger and drive of a machine that does not have a personal interest. In this regard, the government officials do not have any public liability, except in the field of duties and responsibilities imposed upon him. Throughout the duties and responsibilities as the engine is run in accordance with the processes and procedures have been established, then the accountability of government bureaucracy officials have realized.
In the thought of Weber, bureaucracy is placed within the framework of the process of rationalization of the modern world is more important than the whole social process. This rationalization process includes precision and clarity that was developed in the leadership principles of social organization. Based on this concept, in Said Weber (2007: 5) formulate 8 (eight) propositions concerning the preparation of the legal authority of the system, namely: a. b.
c.
d.
e.
f. g.
h.
The duties of officials organized on the basis of continuous rule. The tasks are divided into different areas according to function, each of which is equipped with certain conditions. Positions arranged in a hierarchical manner, which is accompanied by details of the rights of control and complaints. Rules adapted to work, directed both technically and legally. In such cases it becomes necessary trained human. As members of different organizational resources with members as private individuals. The incumbent is not the same as his. Administration is based on written documents and this tends to make the office (bureau) as the center of a modern organization. The system has various forms of legal authority, but seen in the original, the system remains in a bureaucratic administrative staff.
Weber's theory of bureaucracy cannot be separated from weakness, among others, he does not acknowledge the existence of a conflict between the authority that has been built in a hierarchical. Many critics argue that the structure and management models of Weber is outdated and in need of drastic changes. Bureaucratic formalities such priority, will only be passive and robotic apparatus rather than being a creative innovator, become risk-savers rather than risk-taking. Tiered structure only makes the high cost economy, inefficiency, and even displacement of goals. Rigid structure also does not meet the fairness aspect for employees, because they always pay more for those in the higher structure, although it may be the quality and quantity of work is less than the lower employee (Setiyono, 2004: 145). This weakness led to the performance of the bureaucracy tends to be in a static position, to dwell on the routine, and not responsive to the times. The bureaucrats tend to make profits for themselves and the organization itself rather than the interests of
4
society in general. Bureaucrats success is often measured in terms of whether he is able to maintain or increase the budget for the office. This is clearly contrary to the principles of the market, which generally give priority to the competitive process, like incentive, reward innovation, customer focused, providing salary in proportion to the work and so forth. 2.
Thoha (2008) explains that the reform is a process that cannot be ignored. Instinctively reform should be done because of good governance at a time, can be no longer appropriate for the times. Fundamental bureaucratic reform should provide great design perspective to be done. Improvements in the field should show the relation to other fields. Effendi (2007) explains that the reform of the bureaucracy is a significant change in the elements of bureaucracy, among others: institutional, human resources as personnel, management, personnel accountability, oversight and public service. The most important of bureaucratic reform itself is a change in mindset and culture sets as well as the development of the work culture.
Reforms
1998 is the gate Indonesian to reforms that touch on various aspects of life of the nation, such as political, legal, economic, social, and cultural. In the political and legal aspects of bureaucratic reform is an issue that is very powerful to be realized, because the bureaucracy has contributed greatly to the downturn in the nation's prolonged multidimensional crisis. Bureaucracy which has been built by the government before the reform era has built a culture that is steeped in corruption, but after the reform does not guarantee the sustainability of bureaucratic reform realized well. Lack of post-reform government's commitment to reform bureaucracy tends proportional to the lack of government commitment to the eradication of corruption that has become acute illness in the government bureaucracy.
The purpose of bureaucratic reform by Effendi (2007) directed at efforts to prevent and eliminate corruption in a sustainable manner, in establishing good governance, clean government, and free of corruption, collusion, and nepotism. Furthermore, according Soesastro (in Effendi, 2007) bureaucratic reform aimed at creating good governance and bureaucracy lean, effective, efficient, assign tasks and meritocracy system with strict supervision and employee career development, employee recruitment system that needs to be organized and the last increase in remuneration .
Reform of the current government bureaucracy was not fully visible. Government bureaucracy still thick with a classic feel, which is the sole power in the hands of the government. Surbakti (Santoso, 2008: 116) says that the great powers possessed bureaucrats so that almost all aspects of community life dealt bureaucracy. Authority that is too big, even finally highlight the role of bureaucracy as policy makers rather than implementing policies, controls are more than serving the public. Finally, it is only natural then that the bureaucracy is considered as the source of the problem or a burden on society rather than a source of solutions to the problems facing society. Phenomenon that occurs due to bureaucratic tradition established over as ruler tool to control society and all its resources.In other words, more bureaucracy to act as pangrehpradja than pamongpradja.
In the academic realm, bureaucratic reform known as the administrative reform of administrative reform. Administration experts like Wilson in Caiden (1969: 32) emphasizes the importance of efficiency in the administration, as stated that “There should be a science of administration roommates shall seek to straighten the paths of government, to the make its business less un-businesslike, to Strengthen and purify its organization”. In line with these opinions, Taylor in Caiden (1969: 32) states that "greater efficiency would lead to cheaper production, lower prices, and wider distribution, and ultimately to a more uniformly happy society". This suggests that in order to achieve the necessary administrative efficiency series action to change the initial conditions to the desired condition. In practice, bureaucratic reforms face many obstacles. Reform is not easy, because he does
5
not take place in a vacuum space. Reform of the bureaucracy facing cultural constraints, structural and even mental bureaucratic constraints, in addition to technical constraints (Said, 2007).
Meanwhile, regional competitiveness is the ability of a region to generate income and employment high with stay open to domestic and international competition. Centre for Urban and Regional Studies (CURDS) defines competitiveness as the ability of local business sectors or companies in a region in generating high income and wealth levels are more evenly distributed to the population (Abdullah, 2002).
Implementation of the reform of the bureaucracy, both acceptable and effective implementation by government officials, but also can be rejected by government officials. Regarding the acceptance of bureaucracy reform, Caiden (1969: 83) states that the reform of the bureaucracy will be accepted by government personnel when: (a) the bureaucracy strengthened to public service-oriented; (B) bureaucracy allowed to work autonomously; (C) strengthened bureaucracy to stay in touch or not exclusive with community groups; (D) be expanded in a professional bureaucracy through a pattern of selection standards, terms of office, and effective performance; and (e) the bureaucracy implemented in a manner consistent with the policy. 3.
Competitiveness include wider aspects than just productivity or efficiency at the micro level. The purpose and the end result of increasing economic competitiveness is none other than increasing the welfare of society. Welfare is a concept that is not only defined by the variables of economic growth.Economic growth is only one aspect of development in order to improve the living standards of the people. Competitiveness is the key word "competition". This is where the role of openness to competition with competitors becomes relevant. The word became lost its competitiveness in a closed economy (Abdullah, 2002).
Regional Competitiveness
The concept of competitiveness is none other than productivity, which is defined as the value of output produced by a labor (Porter, 1990). According to the World Economic Forum (WEF), an organization which regularly publishes the "Global Competitiveness Report" competitiveness is the ability of the economy to achieve high economic growth and sustainable. The focus is on the right policies, appropriate institutions, as well as other economic characteristics that support the realization of high economic growth and sustainable (Abdullah, 2002).
Irawati, et al (2008) describes the variables determining the competitiveness of the region, among others, the region's economy, infrastructure and natural resources, and human resources, as follows: first, the regional economy is a general measure of economic performance macro (regional) which has a sub-variables creation of value added, capital accumulation, consumption level, sectoral performance of the economy, as well as the cost of living. Secondly, infrastructure and natural resources; is the variable of how much resources as physical capital, geography, and natural resources to support regional economic activity valueadded. Third, human resources; this variable is intended to measure the availability and quality of human resources. The human factor affecting the competitiveness of regions based on the following principles: the labor force in large numbers and the quality will improve the competitiveness of a region; training and education is the best way to improve the quality of labor; Attitudes and values held by workers also determine the competitiveness of a region.
Abdullah (2002) further argues that competitiveness is the ability of a country to create added value in order to increase national wealth by managing assets and processes, attractiveness and aggressiveness,globality, and proximity, as well as integrating these relationships into an economic model and social. In other words, national competitiveness is a concept that measures and compares how well a country in providing a particular climate that is conducive to maintaining the domestic and global competitiveness to companies that are in the area.
6
Specifically, the implementation of bureaucratic reform policies in order to improve the competitiveness of Cirebon expressed as follows:
B. Research Methods The method used in this research is descriptive method, while the approach used is a qualitative approach to the consideration that the researchers intend to develop even find the concept of thought, understanding of the patterns contained in the research and describe inductively.
1.
Reforms on aspects of legislation
The existence of a regulation or a decision to be important as a guide to action. Sometimes the application of rules and decisions are shortcomings and weaknesses, so it is not enough to contribute optimally to serve the public interest. In addition, not all of the material terms of service, especially service is complete.
Data was collected through interviews, observation and documentation. Informants in this study is the management and employees of the Department / Local Government Agency Cirebon, among others, Regional Assistant II, Head of Government, Head of the Department of Revenue, Head of Planning Agency and Head of BPPT Cirebon and other informants who are considered to have the competence to studies conducted . Other supporting data sources are various sources of bureaucratic reform and regional competitiveness Cirebon, both of journals, newspapers and of literature.
Policy reform of government bureaucracy Cirebon refers to Presidential Decree No. 17 of 2007 on the National Long-Term Development Plan 2005-2025 as a regulation that gives the direction of development of the state apparatus is done through bureaucratic reform. Moreover, bureaucratic reform policies in the Local Government Cirebon also refers to Presidential Decree No. 81 of 2010 on the Grand Design Reforms in 2010-2025.
The data obtained and analyzed continuously and sustainably, from the beginning to the end of the research activities in accordance with the rules of qualitative research that perform data reduction, organizing data, examination of all the data, interpretation and verification of data (Moleong, 2001).
Guided by these two provisions, the government Cirebon start of bureaucratic reforms which have been assigned two (2) policy documents, among others: 1) Decision Cirebon Regent Number 061.1 / Kep.584-org / 2014 on Specific Functional in the Scope of Government Cirebon 2014 and, 2) Cirebon Regent Decree No. 69 Year 2014 concerning General Functional Scope of Government in Cirebon.
C. Discussion of Results Bureaucratic reform policy in West Java Cirebon realized by Cirebon Regent Decision No.061.1/ Kep.584-org/2014 on Specific Functional Scope of Government in 2014, Cirebon Regent Decree No. 69/2014 concerning General Functional Scope of Government in Cirebon, and Cirebon Regent Decision No. 65/Kep.477-org/2014 on Competence Standard in the First High Ranking Official of Local Government in Cirebon. The policy was born in the side as in realizing the demands of bureaucracy that is responsive, effective and efficient also consider the dynamics of regional competitiveness facing the evolving dynamics in the region.
The birth of the policy aims to develop activities that quickly gives the impact of increased public satisfaction with public services and the competitiveness of the region, especially in the areas of priority: education, health and economy. 2.
Reforms on Institutional Aspects
Bureaucratic reforms in an effort to improve the quality of public services and improve regional competitiveness in Cirebon, also done through institutional reforms in the form of organizational restructuring. The organization of the Government of Cirebon also not be assessed precisely the right size for the function and still use the same yardstick scale
7
organization although the quality and quantity of different workload. For the future, the institutional aspects should be able to use the sizing right approach is to model of asymmetrical organization.
all levels of the bureaucracy, given the increasing competition in the region's economy in the future.
Implementation of the principles of effective and efficient government to rearrange the structure of the government bureaucracy in Cirebon, is expected to challenge bureaucratic adaptation to changes in governance, as keywords in optimizing the institutional role of the bureaucracy to increase regional competitiveness.
Reform of the bureaucracy in the management aspects of the performance can be seen from the performance evaluation conducted by the local government of Cirebon. Performance is mandated by Presidential Determination No. 5 of 2004 and Circular State Minister of the state apparatus empowerment Number SE / 31 / M.PAN / 12/204 concerning the determination of the performance.
3.
4.
Reforms Aspects
on
Performance
Management
Reforms on Aspects of Human Resources Cirebon Regency Government has made a determination of performance in 2013 is tiered according to the position, duties, and functions. Determination of the performance in 2013 is based on a performance plan in 2013 that has been set. There are 26 (twenty-six) of government issues and 8 (eight) business option implemented in 2013. In the determination of performance in 2013, targets to be achieved by 10 (ten) strategic objectives as measured by 44 indicators. As for the budget year 2013, which is provided to support the achievement of these targets by Rp897.089.607.513 (eight hundred and ninety-seven billion eighty-nine also six hundred seven thousand five hundred and thirteen rupiahs).
Human Resources Local Government apparatuses Cirebon with a total 16.401 people (Year 2012). The main problem is the state of human resources allocation in terms of quantity, quality, and distribution of unbalanced civil servants, as well as civil servants are still low productivity level. Human resource management apparatus has not been implemented optimally to improve the professionalism, employee performance, and organization. In addition, civil service payroll system is not based on the weight of the job / position obtained from the evaluation office. In connection with the reform of the bureaucracy in an effort to improve the competitiveness of the region, there has been strict selection involving universities, among others, the Institute of Public Administration (IPDN) and Muhammadiyah University Cirebon (UMC) in July 2014, andopen bidding in August 2014 to choose a suitable employees and serving character and has high integrity.This selection is an important step to build up impression that the apparatus is placed in the service unit is selected and the best personnel prepared to provide the best quality service as well.
Relating to regional competitiveness, Cirebon government continues to improve its commitment to support the optimization of competitiveness in order to boost productivity and quality economic growth. In an effort to create a conducive investment climate and licensing services, since 2007 the government of Cirebon has Integrated Licensing Service Agency (BPPT), on the basis of the establishment of the Regional Regulation No. 6 of 2008 on the Establishment of the Regional Technical Institute Organization Cirebon.
Going forward, the government will seek to build Cirebon meritocratic bureaucracy staffing system, through the implementation of open recruitment, with it expected to be obtained capable candidates to hold certain positions. Rearrange institutional priority at
The investment climate in Cirebon showed a very favorable investment climate. The indicators in 2013, BPPT has issued a total of 8.942 types of licenses, the value of Community Satisfaction Index (HPI) of 79.99% and an investment of Rp.744.765.296.
8
300. The dominance of the investment value is obtained from agriculture, mining/quarrying, manufacturing, electricity, gas, water, construction, trade, hotels, restaurants, transport, communication, finance, real estate, business services, and in general service (LKPJ, 2013).
Second, reform of the bureaucracy that supports the improvement of regional competitiveness has been done through the establishment of Cirebon Regency Integrated Licensing Service Agency, to simplify, speed up and improve the transparency of services provided to citizens and businesses. Such efforts have an impact on increasing the number of licenses and the value of investments from various sectors.
In 2013 the original income from licensing levy as much as Rp3.9 billion. In 2012 the number increased from Rp3.7 billion. Types of licensing levy obtained from building permit (IMB), Permit Act Disorders (HO), Route Permit, Permit Fishing (IPI), permit fish farming (IPBI), Permit Management of Fisheries and Marine Resources (IPHPK) and Marine Management Permit (IPK).
Bibliography 1.
Abdullah, P. 2002. Daya Saing Daerah. BPFE. Yogyakarta. 2. Albrow, Martin. 2005. Birokrasi. Terjemahan M. Rusli Karim dan Totok Daryanto. Yogyakarta: Tiara Wacana. 3. Asian Development Bank, Asia 2050, Realizing the Asian Century, www.adb.org/sites/defaults/files/asia2050execute-summary pdf., 2014 4. Albrecht, Karl, 1985, Pengembangan Organisasi. Penerjemah: Syariful Anwar. Bandung: Penerbit Angkasa. 5. Anthony, Robert N. Herzlinger, Regina E., 1980, Management Control in Nonprofit Organizations.Revised Edition. Richard Irwin Inc., USA. 6. Blau, M Peter dan M. W. Meyer. 1987. Birokrasi Masyarakat Modern, Edisi Kedua, Cetakan Pertama, Alih Bahasa Gary Rachman Jusuf, UI-Press, Jakarta. 7. Beckhard, Richard, 1969, Organization Development: Strategies and Models. Addison-Wesley Publishing Company Inc., Canada. 8. Bennis, Warren. Michael Mische, 1996, Organisasi Abad 21 Reinventing Melalui Reengineering. Penerjemah: Irma Andriani Rachmayanti,Jakarta: PT Pustaka Binaman Pressindo. 9. Caiden, Gerald, 1991, Administrative Reform Comes Age, New York. 10. Cheema, G. Shahbbir & Denis A Rondinelli. 1983. Desentralization and Development: Policy implementation in developing
Cirebon government efforts in order to improve the competitiveness of the region is also supported by the issuance of Presidential Decree Number 6/2014 on September 1, 2014. Through the Presidential Decree, the local government Cirebon can take the necessary measures in accordance with the duties, functions, and authority of each are coordinated and integrated to improve national competitiveness. To increase regional competitiveness conducted by planting spirit of entrepreneurship into the bureaucracy as an alternative to global challenges ahead. True entrepreneur bureaucracy is a bureaucratic reform efforts of the aspects of human resources, which can be done in parallel with efforts to reform the bureaucracy and institutional aspects of the existing system. D. Conclusion Based on the results of research and discussion, presented the following conclusions: First, the reform of local government bureaucracy in Cirebon conducted continuously. Various policies have been published in support of efforts to build a bureaucracy that can provide the best service, develop creativity and innovation that encourage social and economic changes in society. Bureaucratic reforms carried out in four aspects, namely legislation, institutional, human resources and performance management.
9
11.
12.
13.
14.
15.
16. 17.
18.
19.
Countries. Sage Publication, Baverly Hills, California. Effendi, Sofyan. 2007. Penciptaan Tata Pemerintahan yang Bersih dan Berwibawa. Makalah. Yogyakarta: UGM. Irawati, dkk, 2008 dalam ejournal.undip.ac.id/index.php/jgti/article/vi ew/.../373 diunduh tanggal 10 Januari 2014 Keputusan Bupati Cirebon No.061.1/Kep.584-org/2014 tentang Jabatan Fungsional Tertentu di Lingkup Pemerintah Kabupaten Cirebon Tahun 2014. Keputusan Bupati Cirebon No. 69 Tahun 2014 tentang Jabatan Fungsional Umum di Lingkup Pemerintah Kabupaten Cirebon. Moleong, Lexy, J. 2001, Metode Penelitian Kualitatif. PT. Remaja Rosdakarya. Bandung. Ndraha, Talizuduhu. 1997, Budaya Organisasi. Jakarta: Rineka Cipta. Osborne, David and Ted Gaebler. 1996. Mewirausahakan Birokrasi (Reinventing Government) Mentransformasikan Semangat Wirausaha ke Dalam Sektor Publik. Terjemahan PPM. Jakarta. Pamudji, S. 1992. Kepemimpinan Pemerintahan di Indonesia. Jakarta: Bumi Aksara. Peraturan Menteri Pemberdayagunaan Aparatur Negara dan Reformasi Birokrasi
20.
21.
22.
23.
24. 25.
26.
10
Nomor 20 Tahun 2010 tentang Road Map Reformasi Birokrasi Tahun 2010-2014 Porter M.E. 1990. The Competitive Advantage of Nations. The Free Press, New York. Tjokroamidjojo, Bintoro, 1987, Pengantar Administrasi Pembangunan, Jakarta: LP3ES. Thoha, Miftah. 2001. “Kepemimpinan dalam Manajemen, Suatu Pendekatan Perilaku”. Jakarta: PT. Raja Grafindo Persada. ----------. 1998. Deregulasi dan Debirokrasi Dalam Upaya Meningkatkan Mutu Pelayanan Masyarakat Dalam Pembangunan Administrasi di Indonesia. Jakarta: PT. Pustaka LP3ES Indonesia. Said, Mas’ud. 2007. Birokrasi di Negara Birokratis. Malang: UMM Press Santoso, Rachmat. 2008. Mobilisasi Birokrasi (studi tentang bentuk-bentuk mobilisasi birokrasi di lingkungan Pemerintah Kota Singkawang oleh incumbent menjelang Pilkada Langsung 2007). Tesis. Program Pascasarjana Jurusan Ilmu Politik. FISIPOL – UGM. Yogyakarta. Setiyono, Budi, 2004, Birokrasi dalam Perspektif Politik dan Administrasi, edisi ke2, PUSKODAK Universitas Diponegoro, Semarang: Indonesia.