POLICY MODEL FOR MANAGING STATE OWNED ENTERPRISE

State Owned Enterprises (SOEs) is a unique phenomenon of developing countries economy. Indonesia SOEs has come as a policy of MNC nationalisation post Independence. The policy then turn into savior of the nation's economy while in 1998/1999 crises. The next policy was turning the groups of industries into the profesionally managed corporation and become the leading national players in the global competition. The policy has been promoting by all administrations post reform, and the SOEs have a sound business performance. It raised the three questions for the next challenge: it is a need to keep the Ministry of SOEs, and how to make a perform policy on SOEs. The answer is, there is a t need o abolish the office. The second answer is there is a need to define the next mission of the SOEs. There are two critical new missions that need to be redrawn by policy makers. First, in the well-developed economy and liberalized market, SOEs act as “countervailing actor” toward market players rather than to dominate. Secondly, in the next 50 years, it is probable SOEs will be one of the principal contributors for state budget

Analisa Privatisasi BUMN di Indonesia

ABSTRACT Policy prescription to privatize the Indonesia state owned entriprises has to be assessed critically. The assumption up. on which the prescription was made in fact cannot be upheld in Indonesia. In prizatization has to be pursued, it must be selectively chosen. The State need to prevent the heavy-burdened public service obligation shoud be prevented from privatization. Moreoever, what is relevant is professionalization, rather than privatization. Kata-kata Kunci: privatisasi BUMNprofesionalisme

MEMBANGUN KEBIJAKAN PUBLIK UNGGUL DI ERA DEMOKRASI

The superiority of a nation is increasingly determined by the Government's ability of the nation to produce superior policies. The era of Indonesian  democracy since the 1998 Reformation has not yet promised a public policy blow. The question is how to build capacity to build superior public policy. The answer is offered in the form of Ten Principles (also called "Laws") of Public Policy. They are ―Public‖, ―  A Point of No Return‖, ―Great, not Good‖, ―Management, not politics‖, ―Moral, not technical‖, ― A system, not units‖, ―A Gift‖, ―Honor‖, ―Glorify’, and ―Learning‖. The performing policy in various places, at various times, in various governments were cored on the principles, and it will be in the next future

IMPLEMENTASI KEBIJAKAN SEKOLAH RAMAH ANAK DI TK ISLAM PLUS INSAN KAMIL TUBAN

Penelitian ini bertujuan untuk menganalisa implementasi kebijakan pemerintah tentang sekolah ramah anak di KB-TK Islam Plus Insan kamil. Penelitian ini menggunakan pendekatan implementasi kebijakan, berlokasi di KB-TK Islam Plus Insan Kamil Tuban, dan dengan metode kualitatif serta in-dept-interview, pengamatan langsung dan dokumentasi dalam pengumpulan data. Dengan informan Kepala Sekolah KB-TK Islam Plus Insan Kamil Tuban dan Dinas Pendidikan Kabupaten Tuban. Penelitian ini diharapkan dapat menghasilkan analisis yang komprehensif tentang implementasi kebijakan  sekolah ramah anak di KB-TK Islam Plus Insan Kamil Tuban. Hasil akhirnya adalah critical review dan input terhadap kebijakan sekolah ramah anak di KB-TK Islam Plus Insan Kamil Tuban. Sehingga bisa menjadi input kebijakan bagi pemerintah daerah dalam menata sekolah ramah anak di kabupaten Tuban

Resiliensi personal para guru dan dosen semasa COVID-19: Menelaah dampak dari kesehatan fisik, mental, dan finansial

Para pendidik merupakan aktor yang berpengaruh dalam suatu masyarakat, karena itu daya tahan atau resiliensi para pendidik semasa musibah COVID-19 adalah penting. Artikel ini berupaya untuk membahas mengenai resiliensi personal dari para guru dan dosen serta menguji secara empirik pengaruh dari kesehatan fisik, mental, dan finansial terhadap resiliensi personal tersebut. Sebanyak 538 orang pendidik yang berpartisipasi sebagai responden. Mereka terdiri dari para guru (51%) dan dosen (49%). Sebagian besar adalah perempuan (59%), berusia kurang dari 46 tahun (93%), berlatar pendidikan S1 dan S2 (68%), memiliki pengalaman kerja lebih dari lima tahun (87%), dan berdomisili di pulau Jawa (87%). Data yang diperoleh diolah dan dianalisis menggunakan PLS SEM dan aplikasi SmartPLS. Hasil analisis menjelaskan bahwa kesehatan mental memainkan peranan mediator dalam hubungan antara kesehatan finansial dan personal resiliensi. Para pendidik di Sumatra mengalami bahwa finansial tidak berpengaruh terhadap personal resiliensi dan kesehatan fisik. Untuk meningkatkan resiliensi masyarakat terhadap krisis COVID-19, dapat diawali dengan inisiatif untuk meningkatkan kesehatan mental para pendidik.&nbsp

KEBIJAKAN PENGELOLAAN LEMBAGA PENYIARAN PUBLIK LOKAL RADIO SUARA MADIUN OLEH PEMERINTAH KOTA MADIUN

The Local Public Broadcasting Institution (LPPL) Suara Madiun is a change in the form of the Regional Government Special Radio (RKPD). As mandated by PP No. 11 of 2005 article 55, for this reason, LPPL Radio Suara Madiun is required to adjust its management to the applicable laws and regulations. As stipulated in the Broadcasting Law, the requirement for a Public Broadcasting Institution to be a legal entity, and to have a Supervisory Board and a Board of Directors whose existence is to maintain the independence and neutrality of the Public Broadcasting Institution. This study is intended to determine how the management of the Local Public Broadcasting Institute Radio Suara Madiun. Data collection in this case study research uses various sources including interviews, observations, documents and artifacts. From the research that has been done, the management of LPPL Radio Suara Madiun is still not in accordance with the applicable laws and regulations. The structure of the Supervisory Board and Board of Directors of LPPL Radio Suara Madiun does not represent public involvement in it so that the spirit of independence and neutrality of the Public Broadcasting Institution has not been realized

TRANSFORMING ORGANIZATIONAL CULTURE IN IMPROVING THE PERFORMANCE OF EMPLOYEES OF PT. PEGADAIAN (PERSERO) AT REGIONAL OFFICE VII DENPASAR

The research results in 1. Organizational culture transformation that occurred seen from background for transformation is driven by extraordinary technological developments, this situation initiated the creation of a new business model that requires financial service products to be more efficient, fast, easy, and customer-friendly; the process and form of transformation includes business and the operational transformation that focuses on the customer and the HR transformation and the form of digital transformation; Standard provisions and SOPs; socialization, the process of transforming organizational culture should be communicated and assured by the leader to all employees as clearly as possible; the facilities and infrastructure owned in general are quite adequate, but for the need for digital transformation, these facilities and infrastructure still needs to be revitalized and modernized; the condition of human resources still have to be improved for the competence; and the impact or the outcome of the transformation of organizational culture cannot be said to improve employee performance; 2. The constraints on transforming organizational culture to improve employee performance include constraints due to communication, infrastructure, and HR; and 3. The solutions to overcome the obstacles to the ongoing transformation of organizational culture. The method used in this research is descriptive qualitative

Proses Kebijakan di Daerah: Formulasi Peraturan Daerah Provinsi Riau tentang Pengelolaan Daerah Aliran Sungai

The decline in watershed conditions in Indonesia was marked by an increase in landslides, erosion and sedimentation, flooding, and drought. Each watershed has its own problems, so that in watershed management, special rules are needed to regulate problems in the watershed. The management of the Riau Province watershed requires specific regulations governing the Riau Province watershed in accordance with the clarification of the watershed. In this case, an initiative draft of the DPRD Commission B appeared in the management of watersheds in Riau Province. This article uses a qualitative approach with descriptive analysis methods, data collection is done by interview, observation and documentation. The results showed that in the formulation of the Riau Province Regional Regulation on Watershed Management, there were several processes and stages, namely the formulation of problems, the policy agenda, the selection of alternative policies to solve problems, and finally the stage of determining the policy. From the formulation process that was carried out, the initial draft with the draft after the Plenary Meeting that had been carried out did not experience significant changes, the changes only revolved around adding concepts in watershed management which were embodied in the Regional Regulation Draft.Penurunan kondisi Daerah Aliran Sungai (DAS) di Indonesia ditandai dengan peningkatan tanah longsor, erosi dan sedimentasi, banjir, dan kekeringan. Setiap DAS memiliki permasalahannya sendiri sehingga dalam pengelolaan DAS di perlukan aturan yang khusus mengatur permasalah di DAS tersebut. Pengelolaan DAS Provinsi Riau diperlukan peraturan atau payung hukum yang khusus mengatur tentang DAS Provinsi Riau yang sesuai dengan klarifikasi dari DAS tersebut. Dalam hal ini muncul Ranperda inisiatif komisi DPRD Provinsi Riau Komisi B dalam Pengelolaan DAS di Provinsi Riau. Artikel ini menggunakan pendekatan kualitatif dengan metode analisis deskriptif, pengumpulan data dilakukan dengan wawancara, obsrvasi dan dokumentasi. Hasil penelitian menunjukkan dalam perumusan kebijakan Peraturan Daerah Provinsi Riau tentang Pengelolaan DAS terdapat beberapa proses dan tahapan yaitu Perumusan masalah (defining problem), Agenda kebijakan, Pemilihan alternatif kebijakan untuk memecahkan masalah, dan terakhir Tahap penetapan kebijakan. Dari proses perumusan yang dilakukan, draft awal Ranperda dengan draft setelah Rapat Paripurna yang telah dilakukan tidak mengalami perubahan yang signifikan, perubahan hanya berkisar pada penambahan konsep dalam pengelolaan DAS yang diwujudkan dalam Ranperda

STAKEHOLDER ANALYSIS DALAM PERUMUSAN KEBIJAKAN PENGELOLAAN DAERAH ALIRAN SUNGAI DI PROVINSI RIAU

Penelitian ini dilatarbelakangi oleh minimnya studi yang mengulas tentang kebijakan pengelolaan Daerah Aliran Sungai, terutama di Provinsi Riau kajian tentang kebijakan pengelolaan DAS sangat minim. Dalam menyikapi persoalan DAS di Provinsi Riau muncul inisiatif kebijakan pengelolaan DAS. Stakeholder yang mengajukan Kebijakan pengelolaan DAS pertama oleh Forum DAS Siak tentang kebijakan pengelolaan DAS Siak, dan selanjutnya hadir kebijakan inisiatif Komisi B DPRD Provinsi Riau tentang Pengelolaan Daerah Aliran Sungai. Perumusan kebijakan Pengelolaan DAS melibatkan beberapa stakeholder terkait Pengelolaan DAS, yaitu Komisi B DPRD Provinsi Riau, SKPD Provinsi dan Kabupaten/Kota, Swasta dan Forum Pengelolaan DAS. Penelitian ini bertujuan untuk menggambarkan stakeholder analysis dalam perumusan kebijakan pengelolaan DAS di Provinsi Riau. Penelitian ini menggunakan metode penelitian kualitatif guna memperoleh pemahaman mendalam tentang fenomena yang diteliti. Data peneliti diperoleh melalui Indepth Interview, observasi, dokumentasi dan pastisipasi aktif. Penelitian ini diawali dengan identifikasi dan perumusan masalah, penentuan data dan subjek relevan, pemilihan data yang relevan, pengumpulan data yang relevan, analisis data, penarikan kesimpulan sementara dan verifikasi, dan terahir penulisan hasil penelitian.This research is motivated by the lack of studies that review watershed management policies, especially in Riau Province, studies on watershed management policies are minimal. In addressing watershed problems in Riau Province, a watershed management policy initiative has emerged. Stakeholders who propose the first watershed management policy by the Siak Watershed Forum regarding the Siak watershed management policy, and then present the policy initiative of the Riau Province DPRD Commission B regarding Watershed Management. The formulation of watershed management policies involves several stakeholders related to watershed management, namely Commission B of the Riau Provincial DPRD, Provincial and Regency / City SKPDs, the private sector and the Watershed Management Forum. This study aims to describe stakeholder analysis in the formulation of watershed management policies in Riau Province. This study uses qualitative research methods in order to gain an in-depth understanding of the phenomenon under study. Research data were obtained through in-depth interviews, observation, documentation and active participation. This research begins with the identification and formulation of problems, determining relevant data and subjects, selecting relevant data, collecting relevant data, analyzing data, drawing temporary conclusions and verification, and finally writing the research results

G-20 SUMMIT 2022 LESSON LEARNED: THE DEFENSE DIPLOMACY LENSES

As the president of G-20 in 2022, Indonesia held the Summit of 19 countries plus one region, representing 80% of the world's GDP, 75% of global exports, and 60% of the global population. Indonesia's interests in G-20 Bali were on strategic and direct appeal. The strategic benefits were (a) taking G 20 as a strategic forum to discuss global issues: global health, financial stability, and climate change, (b) showcasing Indonesia's economic recovery efforts during the Covid-19 pandemic, and (c) showcasing Indonesia's role as a meeting leader that will support the formation of global policies. The immediate benefits were (a) an increase in foreign exchange from delegation visits to Indonesia, (b) a revival of the hospitality sector, (c) support for the increase in domestic consumption, (d) optimising the role of MSMEs, and (e) increase employment absorption. Using the defence diplomacy lens instrument, the research found that the Summit has reached a profound performance, as the total commission is reaching 3,89 from 4.00. The economic interest of the nation has been delivered at the score of 3.66, which means the level of defence diplomacy has almost reached the 4th level –the regulator—which puts Indonesia as a very high-impact country. The political interest was delivered at the score of 2.00, which means the performance level was facilitator, the ow impact country. The general interest was shown at a 3.00 score, which means the negotiator, which means that Indonesia might have been a high-impact country