New Public Management (NPM) as an Effort in Governance

Indahsari, Charity Latanza; Raharja, Sam’un Jaja

doi:10.24198/jmpp.v3i2.25342

Cited by 21 publications

(21 citation statements)

References 8 publications

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“…One form of the public sector reform movement is the emergence of the New Public Management concept. This concept affects the process of changing public sector organizations in a comprehensive manner (Indahsari, 2020). Agile organizational models provide the advantage to react while increasing the speed and quality of the most important decisions (Birkinshaw, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Dynamic Governance Capabilities in Regional Budget Policy Formulation to Create Agile Bureaucracy During Covid-19

Hanida

Irawan²,

Rozi

2021

jmpp

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This pandemic period is the most difficult period for local governments, especially the pandemic has been going on for almost one fiscal year. The sudden arrival of the pandemic has forced the government to do budget refocusing. This study specifically wants to describe the dynamic governance capabilities of local governments in formulating regional budget policies during the pandemic or after the Covid-19 outbreak ends, so that in the future fiscal year, agile bureaucracy will be built in the regions. Another objective of this study is to describe the fundamental problems that occur in the budget formulation process and offer guidance related to how to solve problems in the budget preparation cycle for the 2021 fiscal year. The focus of the study is on the process of making budgeting policies in the regions, not on fiscal policies. This study uses a qualitative descriptive method, with data sources entirely obtained through secondary sources, so that this study can be called a literature research. The results of this study found that within the framework of thinking a head, local governments must be able to applicate using existing budgetary flexibility and exceptional spending procedures to fund first, so that the programs and activities to be carried out can be more flexible. Another thing that was found was the accelerating revision of regional finance regulation to secure a budget for the response through. During this pandemic, local governments continue to carry out planned programs and activities, so that regional budget absorption can be achieved and the economic life of the community can continue to develop.

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Section: Literature Reviewmentioning

confidence: 99%

Dynamic Governance Capabilities in Regional Budget Policy Formulation to Create Agile Bureaucracy During Covid-19

Hanida

Irawan²,

Rozi

2021

jmpp

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“…They no longer lead by sweeping all the work (rowing), but by "directing", which means controlling, leading, and also directing only strategic things. (Indahsari & Raharja, 2020) The criteria for leading UPTD BPBP in addition to meeting the job requirements, a leader must be able to motivate and direct his subordinates to be able to work according to the rules and goals that have been set. Understanding the mandate that is imposed is not enough, but leaders must also be able to understand their subordinates, their resources, processes and obstacles in seed propagation activities.…”

Section: Strategic Leadershipmentioning

confidence: 99%

Organizational Capacity of Cianjur Main Rice Seeds Development

Iqbal

Mirna

Susanti

2021

jmpp

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The increasing number of people causes the need for food to increase so that the need for seed development so that food availability can be fulfilled this can be seen through the organizational capacity, especially in Cianjur, West Java, where this location is one of the areas in Indonesia that is used in efforts to develop parental rice seeds. The purpose of this research was to determine and analyze how the organizational capacity of developing Cianjur rice seeds was. The theory used in this research is Horton's theory of organizational capacity. This research uses qualitative research methods and is described descriptively. The results showed that the organizational capacity of the Cianjur Parental rice seed development organization still had problems such as limited resources, technology and budget, causing the program to be implemented could not be used optimally.

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“…The government's agenda, in this case, is public-private partnerships in which the public and private sectors share risks and resources to generate added value, as well as for the interests of the two sectors (Indahsari & Raharja, 2020). The signing of the cooperation agreement between PAM Jaya and private partners was conducted on June 6, 1997.…”

Section: Graph 1 Number Of Population Of Dki Jakarta Province Year Omentioning

confidence: 99%

“…Public-private partnerships have become common policy instruments, requiring expertise and clear roles. If local governments use partnerships to address social problems with their partners, democratic accountability will be limited and replaced by expenditure controls and financial accountability (Indahsari & Raharja, 2020). In the implementation of the partnership among PAM Jaya and PT Palyja and PT Aetra also the Cooperation Agreement of 22 October 2001, there are 5 technical target parameters set and must be achieved by private partners as performance indicators, including the number of connections, water production, service coverage, volume water sold and the rate of water loss or Non-Revenue Water (NRW).…”

Section: Figure 1 Concept Of Cooperation Agreement Between Pam Jaya mentioning

confidence: 99%

Public-Private Partnership in Water Supply of DKI Jakarta

Oktaviani

Muhtar

Karlina

2020

jmpp

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Drinking-Water Company (PAM) Jaya as a regional company is responsible for supply clean water in DKI Jakarta, is demanded to conduct partnerships with the private sector, namely PT Palyja and PT Aetra Air Jakarta. After the partnership, there are still many people who do not have access to clean water services. The purpose of this study is to find out and analyze the implementation of the Public-Private Partnership implemented by PAM Jaya and private partners in the supply of clean water in DKI Jakarta. The research method used qualitative research methods. The theory used is the utilization of the Public-Private Partnership proposed by Emanual Savas (2000) which consists of roles and functions, competition, regulation, risk, procurement, and financing. The results of this study the implementation of the Public-Private Partnership in the supply of clean water in DKI Jakarta has not been effective because of the failure to fully utilize the Public-Private Partnership. The absence of competition and procurement processes between partners, the absence of regulations referred to so that the impact on the Cooperation Agreement (PKS) did not reflect public interests. There were roles and functions of PAM Jaya and private partners that were not conducted, unclear risk-sharing and compensation to private partners were more giving loss to the PAM Jaya, resulting in a shortfall. The author suggests that the PKS contract is needed, also the Provincial Government of DKI Jakarta needs to issue strict and clear regulations, improve services to the public, and no longer use the form of concession cooperation.

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New Public Management (NPM) as an Effort in Governance

Cited by 21 publications

References 8 publications

Dynamic Governance Capabilities in Regional Budget Policy Formulation to Create Agile Bureaucracy During Covid-19

Dynamic Governance Capabilities in Regional Budget Policy Formulation to Create Agile Bureaucracy During Covid-19

Organizational Capacity of Cianjur Main Rice Seeds Development

Public-Private Partnership in Water Supply of DKI Jakarta

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