Abstract:Abstract: The 2024 Bureaucratic Reform Index (IRB) of Jayapura City, categorized as "CC", reflects sub-optimal civil servant management and public service quality, rooted in weak work culture and organizational capacity.…
This Community Service activity aims to enhance civil servants' understanding of the strategic position of Mental Revolution in bureaucratic reform through the lens of Public Value Governance. The method used is participatory advocacy through material presentation and Focused Group Discussion (FGD) involving the Government Division, Inspectorate, and Organization and Management Division of the Jayapura City Regional Secretariat. The results showed an increase in collective understanding among civil servants regarding the importance of behavioral transformation for substantive public services. The concrete output of this activity is the presentation of strategic recommendations containing proposals for the 2025-2030 Mental Revolution roadmap and the reorientation of training curricula based on local competencies. In conclusion, strengthening integrity, work ethic, and mutual cooperation through this approach serves as a strategic foundation to reinforce governance and increase public value in Jayapura City.
Keywords: civil servant; mental revolution; participatory advocacy; public value governance; bureaucratic reform.
Abstrak: Indeks Reformasi Birokrasi (IRB) Kota Jayapura tahun 2024 yang berada pada kategori "CC" mencerminkan belum optimalnya manajemen ASN dan kualitas pelayanan publik, yang berakar pada lemahnya budaya kerja dan kapasitas organisasi. Kegiatan Pengabdian kepada Masyarakat (PKM) ini bertujuan meningkatkan pemahaman ASN mengenai posisi strategis Revolusi Mental dalam reformasi birokrasi melalui lensa Public Value Governance. Metode yang digunakan adalah advokasi partisipatif melalui paparan materi dan diskusi terfokus (Focused Group Discussion) yang melibatkan Bagian Pemerintahan, Inspektorat, dan Bagian Organisasi dan Tata Laksana Sekretariat Daerah Kota Jayapura. Hasil kegiatan menunjukkan peningkatan pemahaman kolektif ASN mengenai pentingnya transformasi perilaku untuk pelayanan publik substantif. Output nyata kegiatan ini berupa paparan rekomendasi strategis terkait roadmap Revolusi Mental ASN 2025-2030 dan reorientasi kurikulum diklat berbasis kompetensi lokal. Kesimpulannya, penguatan integritas, etos kerja, dan gotong royong melalui pendekatan ini menjadi fondasi strategis untuk memperkuat tata kelola dan meningkatkan nilai publik di Kota Jayapura.
Kata kunci: advokasi partisipatif; ASN; public value governance; reformasi birokrasi; revolusi mental.
Abstract:The lack of public awareness and knowledge about technological advances, especially the Village Information System and the use of information and communication technology is the main problem of Pitra Tabanan Village. Most…
t bureaucratic activities in Pitra Village are still carried out conventionally. Villagers continue to use strategic conventions for everything from information dissemination to administration and even data collection. Therefore, we initiated counseling, education, and mentoring programs for Village Information Systems Based on Technology, Information, and Communication. This activity program aims to introduce transparent, effective, and efficient work systems and methods. The people of Pitra Village are increasingly aware of the importance of technological progress as a result of this work program. because it helps and relieves conventional human work. It is hoped that this ICT-based village information system can serve as an example for Pitra Village to continue to develop and develop into a more advanced community and village.
keywords : socialization, information and technology systems, village development
Abstract:This study analyzes the implementation of the waiting list policy in the administration of the Hajj pilgrimage at the Office of the Ministry of Religious Affairs of Central Maluku Regency. A descriptive qualitative approach…
ach was used to examine how the policy is translated into public service practices, particularly in a local context where the waiting period has reached approximately 18 years, with about 2,500 prospective pilgrims and an annual quota of 135 people. Data were obtained through interviews, observation, and document review involving officials responsible for Hajj and Umrah services and relevant community informants. The data were analyzed using the interactive model of Miles, Huberman, and Saldana, consisting of data condensation, data display, and conclusion drawing. The findings show that policy implementation is supported by four interrelated factors: bureaucratic structure, resources, communication, and the disposition of implementing officers. A clear organizational structure and standard operating procedures facilitate coordination and accountability. Competent human resources, adequate facilities, and the use of Siskohat strengthen service accuracy and transparency. Multi-channel communication helps reduce misunderstanding, while professional and empathetic officer attitudes build public trust. The novelty of this study lies in its local-level analysis of Hajj waiting list implementation in an archipelagic regency. The study implies that transparent, responsive, and humanistic public services are essential for maintaining fairness and legitimacy in long-term Hajj queue management.
Abstract:The conclusion of this study indicates that the implementation of offensive and defensive strategies in the Sub-District Office has proceeded adequately. Evaluation of offensive strategy indicators, such as the approach…
among colleagues, shows a significant improvement. Although it is already quite good, further improvement is necessary, especially in terms of employees giving warnings to colleagues who violate rules. The family approach has also positively contributed to efforts to prevent bureaucratic pathologies. The weekly evaluations conducted by the section head with the team can be seen as a proactive step in maintaining performance quality. Although it is already quite good, there is a need for improvement to make these evaluations more effective in preventing and addressing violations. On the defensive strategy side, implementing mild sanctions in the form of written warnings has been effective. These sanctions are given to employees who violate rules, such as being absent without notice for 6 to 10 days. Moderate and severe sanctions have also been well implemented when needed, indicating readiness to respond to more serious violations. Overall, offensive and defensive strategies in the Sub-District Office of Pitumpanua are already quite good, but continuous improvement is needed to ensure their effectiveness in dealing with various situations and cases of bureaucratic pathologies in the future.
Abstract:This study examines the implementation of the Local Tax on Certain Goods and Services (PBJT) in hotels in Bogor Regency and its impact on Regional Original Revenue (PAD) after Law No. 1 of 2022. Using a quantitative approach…
oach based on Edward III’s model, the study analyzes communication, resources, disposition, and bureaucratic structure. Data from 684 respondents were analyzed using multiple linear regression. Results show PBJT significantly increases PAD (R²: 71.7%–76.0%; p < 0.001), with bureaucratic structure and resources as the most influential factors. However, challenges remain, including unclear communication, limited resources, and low taxpayer compliance. Strengthening institutional capacity, improving coordination, and enhancing taxpayer compliance are recommended to optimize PAD.