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"Kebutuhan masyarakat terhadap pelayanan yang optimal dari rumah sakit terus mengalami peningkatan yang selanjutnya menimbulkan tuntutan untuk mengembangkan kualitas pelayanan atau peningkatan kualitas pelayanan. Melakukan pengembangan investasi pada rumah sakit tentunya tidak dapat dilakukan sembarangan, seorang manajer harus mampu meminimalkan risiko-risiko yang terjadi agar dapat menghasilkan analisa investasi yang baik dan cermat. Adanya rencana pengembangan Rumah Sakit Pengayoman Cipinang untuk peningkatan pelayanan kesehatan kepada Narapidana/Tahanan/Anak Didik Pemasyarakatan/Deteni Imigrasi membutuhkan penambahan sumber daya manusia. Tujuan dalam penelitian ini adalah menganalisis kelayakan pengembangan Rumah Sakit Pengayoman Cipinang sehingga dapat menjadi informasi berbasis bukti yang dapat digunakan sebagai acuan dan pertimbangan dalam mempersiapkan pengembangan Rumah Sakit. Penelitian ini merupakan penelitian operasional dengan melakukan penelitian terhadap aspek ekternal dan internal Rumah Sakit Pengayoman Cipinang. Hasil penelitian menunjukkan bahwa pengembangan Rumah Sakit Pengayoman perlu dilakukan, agar Narapidana/Tahanan/Anak Didik Pemasyarakatan/Deteni Imigrasi dapat mendapatkan pelayanan kesehatan yang baik, karena mendapatkan pelayanan kesehatan adalah hak setiap masyarakat.

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Society needs for optimal service from hospitals continue to increase which further raises demands for developing service quality or improving service quality. Developing investments in hospitals certainly can not be done carelessly, a manager must be able to minimize the risks that occur in order to produce a good and accurate investment analysis. The Planning of Pengayoman Cipinang hospital to upgrade its health services for prisonersneed more human resources. The purpose of this study is to analyze the feasibility of Pengayoman Cipinang hospital so that it can be evidence-based information that can be used as a reference and consideration in preparing for hospital quality improvement. This research is an operational research by conducting research on external and internal aspects of Pengayoman Cipinang hospital. The results showed that increasing the class of Pengayoman Cipinang Hospital is necessary, so that their prisonner can get good health services, because getting health services is the right of every community."

"Pengembangan sumber daya manusia merupakan salah satu bagian dari manajemen sumber daya manusia yang harus dilaksanakan oleh organisasi. dalam organisasi publik, Pengembangan SDM dilakukan untuk meningkatkan knowledge, skill dan abilities PNS di maksud. Di dalam Peraturan Pemerintah Nomor 11 Tahun 2017 tentang Manajemen PNS yang menyatakan bahwa setiap PNS memiliki hak untuk memperoleh pengembangan kompetensi selama dua puluh jam pelajaran dalam satu tahun. Pengembangan kompetensi dilakukan untuk meningkatkan kompetensi setiap PNS melalui berbagai kegiatan, salah satunya dengan melaksanakan pendidikan dan pelatihan (Diklat). Diklat dapat dilaksanakan dengan berbagai metode baik secara klasikal maupun non-klasikal. Penelitian ini dilakukan dengan pendekatan kualitatif yang bersifat deskriptif dengan jenis penelitian terapan yang bertujuan untuk memberikan solusi terhadap strategi pengembangan SDM yang di lakukan oleh Kementerian Hukum dan Hak Asasi Manusia melalui Badan Pengembangan Sumber Daya Manusia Hukum dan HAM dan Balai Pendidikan dan Pelatihan Hukum dan HAM. Teknik pengumpulan data dalam penelitian ini dilakukan melalui wawancara terhadap informan internal dan eksternal yang berjumlah sebanyak sepuluh informan. Informan internal di antaranya Sekretaris Badan, Kepala Bidang Program di Pusat Pengembangan Diklat Teknis dan Kepemimpinan dan Pusat Pengembangan Diklat Fungsional dan HAM serta Kepala Pusat Penilaian Kompetensi. Sedangkan, informan eksternal BPSDM Hukum dan HAM di antaranya, Kepala Kantor Wilayah, Kepala Divisi Administrasi dan Kepala Bagian Pengembangan Karir di Biro Kepegawaian. BPSDM Hukum dan HAM dan Balai Diklat Hukum dan HAM memiliki tugas dan fungsi untuk melaksanakan pengembangan SDM terhadap seluruh PNS di lingkungan Kementerian Hukum dan Hak Asasi Manusia. BPSDM Hukum dan HAM dan Balai Diklat Hukum dan HAM saat ini menyelenggarakan pengembangan SDM dengan melaksanakan pendidikan dan pelatihan (Diklat) melalui daring dengan metode Pembelajaran Jarak Jauh (PJJ) dan e-learning. Diklat dilaksanakan sesuai dengan sasaran strategis BPSDM Hukum dan HAM yang berpedoman pada rencana strategis Kementerian Hukum dan HAM. Dalam pengembangan SDM yang dilakukan oleh BPSDM dan Balai Diklat Hukum dan HAM terdapat faktor penghambat, sehingga perlu adanya strategi pengembangan SDM yang sesuai dan dapat dilaksanakan oleh BPSDM Hukum dan HAM dan Balai Diklat Hukum dan HAM. BPSDM Hukum dan HAM telah mencanangkan Kementerian Hukum dan HAM Corporate University, yang diharapkan mampu menjawab permasalahan yang berkaitan dengan pengembangan SDM

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Human resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources developmentHuman resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources development.Human resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources development.Human resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources development.Human resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources development."

"ABSTRAKGedung pemerintah. Pemerintah mengalokasikan anggaran pemeliharaan yang besar yaitu Rp33,899 triliun sehingga perlu dilakukan manajemen pemeliharaan yang efektif dan efisien. Penelitian ini menggunakan pendekatan kualitatif dengan metode studi kasus pada Kementerian Hukum dan HAM. Teknik pengumpulan data yaitu menggabungkan data yang diperoleh melalui kuesioner yang dianalisis dengan statistik deskriptif dan didukung oleh data primer yang bersumber dari hasil wawancara. Penelitian ini dilakukan dengan sampel gedung di Kementerian Hukum dan HAM yang manajemen pemeliharaannya menggunakan 2 dua cara yaitu swakelola dan building management. Hasil penelitian menunjukkan bahwa pemeliharaan gedung di Kementerian Hukum dan HAM cukup efektif. Namun pemeliharaan gedung dengan menggunakan building management pada gedung Ditjen Imigrasi Eks Sentra Mulia telah terbukti menggunakan biaya yang relatif lebih murah dibanding dengan gedung dengan swakelola. Gedung Ditjen Imigrasi Eks Sentra Mulia telah menerapkan strategi pemeliharaan preventif dan korektif, memiliki pedoman pemeliharaan gedung serta jadwal pemeliharaan yang jelas. Oleh karena itu, Pemerintah sebaiknya menggunakan building management untuk pekerjaan pemeliharaan gedung karena dapat membantu pemerintah untuk fokus pada pelaksanaan tugas pokok dan fungsi organisasi atau fokus melayani masyarakat.

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ABSTRACTThis research is aimed to analyze the effectiveness and efficiency of the maintenance of government buildings. The government has allocated a considerable budget of Rp33,899 trillion for this, so there is a definite to a need for effective maintenance management. This research uses qualitative approach a case study in the Ministry of Law and Human Rights. Data collection techniques combined data gathered through a questionnaire then analyzed by descriptive statistics and supported by primary data source by interview results. This research is done through a building sample in Ministry of Law and Human Rights which maintenance management used two 2 methods, self management and building management. The results of this research show that building maintenance in the Ministry of Law and Human Rights is quite effective. However, the building maintenance based on building management of Directorate General of Immigration Eks Sentra Mulia Building has proven to be relatively cheaper cost than self management and applied a preventive and corrective maintenance strategy with clear building maintenance guidance and schedulle. Therefore, the government should start considering building management practice for building maintenance work. Building management will enable the government to focus more on implementing its main duties and organization function and focus more on serving the society."

"Reformasi sistem perencanaan belum dilandasi suatu dasar hukum yang kuat sehingga “rute of the game” tidak pernah tercipta. Ketiadaan perangkat peraturan yang jelas dan mengikat, dapat menyebabkan sistem perencanaan pembangunan nasional tidak akan menghasilkan sinergi dalam berbagai upaya pembangunan di berbagai tingkatan, sektor dan daerah. Reformasi pengelolaan keuangan sektor publik telah mendorong pengembangan pendekatan yang lebih sistematis dalam penganggaran sektor publik. Pendekatan penganggaran di sektor publik dapat berupa line item budgeting, performance budgeting, program budgeting, dan zero-based budgetingPenyusunan anggaran Tahunan di lingkungan Departemen Hukum dan HAM belum dilaksanakan secara optimal karena adanya hambatan-hambatan yang mempengaruhi proses penyusunan anggaran. Implementasi kebijakan penyusunan anggaran berbasis kinerja yang sudah menjadi kebijakan perencanaan dan penganganggaran masih belum dapat dilaksanakan sepenuhnya di Departemen.Penelitian yang digunakan dengan menggunakan Metode Penelitian Kualitatif bertujuan untuk mengembangkan pengertian, konsep-konsep, yang pada akhirnya menjadi tahapan yang dikenal sebagai grounded theory research. Sampel yang dipergunakan yaitu pejabat struktural yang bekerja di penyusunan anggaran selama 5 (lima) tahun terakhir. Pengumpulan data melalui wawancara dengan metode observasi dan melalui studi kepustakaan.Dari hasil mekanisme pelaksanaan penyusunan anggaran tahunan Departemen yang selama ini dilaksanakan, Kendala utama di dalam pelaksanan penyusunan program dan anggaran tahunan departemen yang berbasis kinerja adalah ketidakkonsistenan sistem atau program Software yang diajukan oleh Departemen Keuangan dan keterbatasan prasarana dan sarana khususnya dalam masalah jejaring komunikasi informasi sebagai pendukung percepatan proses penyusunan program dan anggaran tahunan departemen.

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Reform the planning system has not driven a strong legal basis that "the rule of The Game" was never created. The absence of a clear set of rules and binding, can lead to national development planning system will not result in synergy in deveiopment efforts at various levels, sectors and regions. Reform of public sector financial management has encouraged the development of a more systematic approach in public sector budgeting. Approach to budgeting in the public sector can be a line item budgeting, performance budgeting, program budgeting, and zero-based budgeting

Annual budgeting within the Ministry of Law and Human Rights are not conducted in an optimal because of the constraints that affect the budgeting process. Policy impiementation of performance-based budgeting that has become budgeting planning policies and still can not be fully implemented in the Department

Research is used by using Qualitative Research Methods aims to develop understanding of concepts, which eventually became known as the stage of grounded theory research. The sample used is structurally officials who worked on drafting the budget for 5 (five) years. Col leding data through interviews and observation methods through the literature study.

From the results of the impiementation mechanism of the annual budget for the Department that was conducted, the main obstacle in the conduct of the preparation of annual budget and program performance-based departments is the inconsistency of the system or Software program proposed by the Ministry of Finance and the iimited infrastructure and facilities, especially in information communication network problems as support the acceleration of the process of drafting the annual budget and program departments."

"Direktorat Jenderal Pemasyarakatan adalah unsur pelaksana teknis Kementerian Hukum dan Hak Asasi Manusia yang memiliki tugas merumuskan dan melaksanakan kebijakan dan standarisasi teknis di bisang pemasyarakatan. Direktorat Jenderal Pemasyarakatan melakukan transformasi digital dalam menjalankan pelayanan pemasyarakatan. Transformasi digital sejalan dengan tata kelola data dan informasi yang baik dalam mencapai tujuan organisasi. Berdasarkan peraturan satu data Indonesia dan sistem pemerintah berbasis elektronik menjadi pedoman instansi pemerintah dalam pertukaran data dan penggunaan sistem informasi dalam menjalankan tugas pokok dan fungsinya. Menurut dokumen cetak biru TI Ditjenpas belum memiliki tata kelola data yang mengakibatkan beberapa data tidak valid dan tidak sesuai yang membuat kurangnya kualitas data. Dengan adanya tata kelola data memudahkan organisasi dalam mengelola data agar mendapatkan data yang terstandar dan berkualitas untuk menyelesaikan permasalahan yang ada. Metode yang digunakan dalam perancangan data governance di Direktorat Jenderal Pemasyarakatan mengacu pada Data Management Body of Knowledge (DMBOK). Pada penelitian ini melakukan pengukuran tingkat kematangan data governance untuk mengetahui peta kemampuan organisasi dalam menerapkan data governance, selanjutnya melakukan pemetaan peran, aktivitas, dan tanggungjawab, serta melakukan perancangan struktur organisasi data governance di Direktorat Jenderal Pemasyarakatan. Perancangan data governance dapat menjadi solusi untuk mempersiapkan manajemen data governance dalam mendukung kepatuhan terhadap regulasi.

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The Directorate General of Corrections is the technical implementing element of the Ministry of Law and Human Rights, which has the task of formulating and implementing policies and technical standardization in the correctional sector. The Directorate General of Corrections carries out digital transformation in correctional services. Digital transformation aligns with good data and information governance in achieving organizational goals. Based on the Indonesian one data regulation and an electronic-based government system, it becomes a guideline for government agencies in exchanging data and using information systems in carrying out their primary duties and functions. According to the IT blueprint document, Ditjenpas does not yet have data governance, resulting in invalid and inappropriate data and a lack of data quality. With data governance, it is easier for organizations to manage data in order to obtain standardized and quality data to solve existing problems. The method used in designing data governance at the Directorate General of Corrections refers to as the Data Management Body of Knowledge (DMBOK). In this study, to measure the maturity level of data governance to determine the map of the organization's ability to implement data governance, then to map roles, activities, and responsibilities, and to design the organizational structure of data governance at the Directorate General of Corrections. Data governance design can be a solution to prepare data governance management to support regulatory compliance."

"ABSTRAKPenelitian ini bertujuan untuk menganalisis organisasi kelitbangan yang sesuai dengan kebutuhan bagi Kementerian Hukum dan HAM dan untuk menganalisis proses transformasi organisasi menggunakan pendekatan reframing, restructuring, revitalization dan renewal. Penelitian ini akan menggunakan pendekatan kuantitatif dan kualitatif.Dari analisis terhadap hasil kuesioner, disimpulkan bahwa: 1. organisasi ketiga litbang di Kementerian Hukum dan HAM sudah sesuai dengan kebutuhan , namun setuju untuk dilakukan restrukturisasi (penggabungan) menjadi Unit Eselon I. Perlu dilakukan kajian yang cermat dan teliti antara internal stakeholders Kementerian Hukum dan HAM. Restrukturisasi (penggabungan) jangan sampai menghilangkan fungsi masing-masing organisasi litbang.2.Dalam proses transformasi organisasi ketiga litbang melalui proses reframing, restrukturisasi, revitalisasi dan renewal Reframing bahwa dalam tahap awal transformasi organisasi litbang harus mempunyai pimpinan yang dapat memberikan contoh atau teladan yang dapat menjelaskan visi dan misi organisasi litbang yang baru dan dapat memobilisasi para individu untuk mencapai tujuan organisasiDalam transformasi organisasi ini restrukturisasi organisasi litbang yang baru yang sesuai harus dapat mengakomodir seluruh kepentingan stakeholders maupun tuntutan zaman. Restrukturisasi organisasi yang mencerminkan reformasi birokrasi yang ramping, tepat ukuran serta organisasi litbang yang kaya akan fungsi bukan struktur. penggabungan beberapa organisasi ke dalam satu organisasi yang mempunyai fungsi yang sama tanpa menghilangkan ruang lingkup.Revitalisasi mendukung pengembangan dan pembangunan substansi hukum dan HAM untuk mendukung fungsi Kementerian; dan mendukung pengembangan dan pembaruan kebijakan Kementerian. Organisasi litbang harus lebih adaptif dengan perkembangan yang ada. Organisasi litbang yang baru harus menjadi pengelola pengetahuan (knowledge management) yang merupakan modal penting untuk menuju pada Kementerian Hukum dan HAM sebagai organisasi pembelajar.Renewal atau pembaharuan ini,bukan hanya secara fisik (organisasi) saja yang baru, namun SDM di dalamnya adalah unsur penunjang yang juga harus ditingkatkan. Pimpinan saat ini sudah memberikan kesempatan yang seluas-luasnya dalam pengembangan SDM baik melalui pendidikan dan pelatihan, beasiswa baik di dalam maupun diluar negeri. Reward yang ada pun dapat memotivasi para pegawai, berupa tunjangan kinerja dan tunjangan jabatan fungsional yang semakin membaik.

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ABSTRACTThis study aims to analyze the research and development organization to suit the needs of the Ministry of Law and Human Rights to analyze the organizational transformation process. using approaches of reframing, restructuring, revitalization and renewal. This research uses quantitative and qualitative approaches.From the analysis of the results of the questionnaire, it was concluded that: 1. The R & D organization in the Ministry of Law and Human Rights is in conformity with the requirements, but agreed to the restructuring (merger) to Echelon Unit I. Needs to be done carefully and thoroughly study the internal stakeholders the Ministry of Law and Human Rights. Restructuring (merger) not to eliminate the function of each R & D organization.In the process of transformation of the three R & D organization through the process of reframing, restructuring, revitalization and renewal reframing that in the early stages of transformation of R & D organization must have a leader who can give an example or model that can explain the vision and mission of the new R & D organization and can mobilize individuals to achieve goals organizationIn this organizational restructuring of the organizational transformation of the new R & D must be suitable to accommodate all stakeholders' interests and demands of the times. Organizational restructuring that reflects the bureaucratic reform is sleek, precise size and R & D organization that is rich in functionality rather than structure. incorporation of multiple organizations into one organization that has the same functions without removing the scope.Support the development and revitalization of the substance of law and human development to support the functions of the Ministry; and support the development and ministry policy reforms. R & D organizations should be more adaptive to the changes. The new R & D organization should be managing knowledge (knowledge management) which is an important capital to head the Ministry of Law and Human Rights as a learning organization.Renewal is not only physically (organization) that is new, but it is the human resources in supporting element must also be increased. Leaders are now providing the widest opportunities in human resource development through education and training, scholarships both at home and abroad. There are rewards that can motivate the employees, a benefit performance and functional benefits are getting better."

"Skripsi ini membahas mengenai perubahan tarif Pajak Penghasilan 21 final atas Pegawai Negeri Sipil golongan III yang diatur di dalam Peraturan Pemerintah Nomor 80 Tahun 2010 yang mulai berlaku sejak 1 Januari 2011. Tujuan dari penelitian ini adalah menjelaskan dasar pertimbangan pemerintah dalam menerapkan kebijakan perbedaan tarif Pajak Penghasilan 21 final atas honorarium dan imbalan lain yang diterima Pegawai Negeri Sipil golongan III dan IV, menganalisis bagaimana implementasinya, dan menjelaskan dampak kebijakan perbedaan tarif Pajak Penghasilan final tersebut terhadap take home pay Pegawai Negeri Sipil. Penelitian ini menggunakan pendekatan kualitatif dengan jenis penelitian deskriptif. Hasil penelitian ini menyimpulkan bahwa dasar pertimbangan pemerintah dalam menerapkan kebijakan perbedaan tarif Pajak Penghasilan 21 final atas honorarium dan imbalan lain yang diterima Pegawai Negeri Sipil golongan III dan IV adalah untuk menciptakan rasa keadilan bagi masing-masing golongan. Implementasi dari kebijakan perubahan tarif Pajak Penghasilan 21 final atas honorarium dan imbalan lain yang diterima Pegawai Negeri Sipil golongan III dan IV yaitu atas golongan III dikenakan tarif 5% dan golongan IV dikenakan tarif 15%. Dampak yang ditimbulkan dengan adanya perbedaan tarif tersebut yaitu terjadi ketimpangan take home pay antara Pegawai Negeri Sipil golongan III dan IV karena perbedaan tarif dibedakan berdasarkan golongan, bukan berdasarkan jumlah honorarium dan imbalan lain yang diterima. Hendaknya pemerintah dalam membuat kebijakan diikuti dengan pengetahuan mengenai besaran honorarium dan imbalan yang diterima Pegawai Negeri Sipil sehingga tidak terjadi ketimpangan take home pay.

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This paper will discuss withholding tax income art. 21 final of tariff alteration on 3rd rank of Public Servants that had been regulated in a Government Regulation number 80, year of 2010 which has been applied since 1 January 2011. The purpose of this research is to explain a government's base consideration in implementing of withholding tax income art. 21 final of tariff differentiation policy over honorarium and other rewards where the 3rd and 4th rank of Public servants received, and to analyze on how to implement it and elaborates the impact of this withholding tax income final of tariff differentiation against their take home pay. This research is using a qualitative method by descriptive research type.

Research output has concluded that government's basic consideration during implementing withholding tax income art. 21 final of tariff differentiation policy over other rewards and honorarium that shall be received by 3rd and 4th rank public servants were to build an equal justice to the grade respectively. Withholding tax income art. 21 final of tariff alteration policy implementation over other rewards and honorarium which had been received by 3rd and 4th rank of public servants state that 3rd rank will be taxed on 5% rate and 15% for 4th rank.

A consequences had incurred of tariff differentiation shows that there is a take home pay imbalances among 3rd and 4th rank of public servants since tariff differentiation is differed based on grade not by other rewards and honorarium. Supposedly for the government in making of policy shall be followed by knowledge of rewards and honorarium measurement for Public Servants in order to prevent a take home pay imbalances."

"ABSTRAKPenyerapan anggaran belanja pemerintah yang tidak optimal telah mengganggurencana kinerja kebijakan APBN terhadap perekonomian secara umum dan akanmempengaruhi pertumbuhan ekonomi, penyerapan tenaga kerja, dan pengentasankemiskinan yang menjadi sasaran kebijakan fiskal secara khusus.Pada tahun anggaran 2013 penyerapan belanja anggaran di Kementerian Hukumdan HAM yang bersumber dari Rupiah Murni sebesar 93% sedangkan darisumber PNBP 79 %. Dengan menggunakan analisis regresi logistik multinomial,tingkat penyerapan anggaran di Kementerian Hukum dan HAM pada tahunanggaran 2013 dipengaruhi 3 faktor yaitu (1) faktor revisi, semakin sering revisidilakukan akan mengakibatkan kecenderungan terjadinya penyerapan anggaranyang rendah (2) faktor sumber dana, kegiatan yang didanai dari sumber RMdirealisasikan lebih cepat dibandingkan dengan sumber PNBP dan (3) faktorJenis Satker, tingkat penyerapan anggaran pada satker non kantor imigrasi (nonkanim)lebih tinggi dibandingkan dengan satker kantor imigrasi.

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ABSTRACTThe Low absorption of government spending has interfered the planning toimprove the optimal performance on budget policies in general and will affecteconomic growth, employment, and poverty reduction target in particular.In Fiscal year 2013, budget absorption in The Ministry of Justice and HumanRight sourced from Rupiah Murni by 93% while 79% from non-tax revenues(PNBP). By using multinomial logistic regression analysis, the rate of absorptionin the Ministry of Justice and Human Rights in the fiscal year 2013 caused by :(1) budget revised factor, the more frequent revision will result in the likelihoodof low absorption (2) sources of funds, activities funded from the RM sourcerealized more quickly than those funded from non-tax revenues, and (3) type ofwork units, budget absorption rate from non immigration office is higher than theimmigration work office units."

"ABSTRAKKementerian Hukum dan Hak Asasi Manusia (Kemenkumham) mempunyai tugas dan fungsi di bidang hak asasi manusia, peraturan perundang-undangan, administrasi hukum umum, hak kekayaan intelektual, pemasyarakatan, dan keimigrasian. Laporan kinerja instansi pemerintah (LAKIP) Kemenkumham tahun 2017 menyebutkan bahwa 2 (dua) indikator kinerja utama (IKU) Kemenkumham, yaitu indeks integritas memiliki target nilai 3.3 dan indeks reformasi birokrasi memiliki target nilai 85. Hasil evaluasi pelaksanaan reformasi birokrasi Kemenkumham tahun 2017 menyebutkan bahwa nilai indeks integritas adalah 3.14 dan nilai indeks reformasi birokrasi adalah 76.33, sehingga target IKU yang sudah ditetapkan tidak tercapai. Penelitian dilakukan untuk mengetahui sejauh mana tingkat kesiapan Kemenkumham dalam mengimplementasikan manajemen pengetahuan dan rekomendasi apa yang perlu diberikan terhadap hasil analisis untuk meningkatkannilaipenyelenggaraanreformasibirokrasidiKemenkumham. Penelitian ini menggunakan metode penelitian kombinasi yang menggabungkan metode kualitatif dan metode kuantitatif. Metode kualitatif digunakan pada saat penyusunan kerangka teoretis dan penyusunan rekomendasi. Metode kuantitatif digunakan untuk mengumpulkan pendapat pegawai Kemenkumham dan melakukan pembobotan faktor dengan menggunakan kuesioner sebagai instrumennya. Pembobotan dilakukan dengan menggunakan analitycal hierarchy process (AHP). Berdasarkan hasil analisis, tingkat kesiapan Kemenkumham berada pada nilai 3.995 yang berarti Kemenkumham siap mengimplementasikan manajemen pengetahuan dengan sedikit peningkatan. Rekomendasi perbaikan diberikan kepada indikator dengan nilai kesiapan di bawah 4.2 atau indikator di bawah tingkat siap untuk mengimplementasikan manajeme n pengetahuan.

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ABSTRACT

The Ministry of Law and Human Rights (Kemenkumham) has duties and functions in the fields of human rights, legislation, general law administration, intellectual property rights, correctional and immigration. The 2017 Kemenkumham government agency performance report (LAKIP) states that 2 (two) key performance indicators (IKU) of Kemenkumham, namely the integrity index has a target value of 3.3 and the bureaucratic reform index has a target value of 85. The results of 2017 Kemenkumham bureaucratic reform implementation mention that the integrity index value is 3.14 and the bureaucratic reform index value is 76.33, so the target IKU that has been set is not achieved. The study was conducted to determine the extent of Kemenkumham readiness in implementing knowledge management and what recommendations need to be given to the results of the analysis to increase the value of implementing bureaucratic reform at Kemenkumham. This study uses a combination research method that combines qualitative methods and quantitative methods. Qualitative methods are used when compiling theoretical frameworks and formulating recommendations. The quantitative method is used to collect the opinions of Kemenkumham employees and do factor weighting using a questionnaire as an instrument. Weighting is done using the analitycal hierarchy process (AHP). Based on the results of the analysis, the level of readiness of Kemenkumham is at the value of 3,995 which means that the Ministry of Law and Human Rights is ready to implement knowledge management with a slight increase. Improvement recommendations are given to indicators with readiness values below 4.2 or indicators below the level ready to implement knowledge management."

"ABSTRAK

Pelayanan Hukum merupakan salah jenis jasa pelayanan publik yang

ditawarkan Kantor Wilayah Kementerian Hukum dan Hak Asasi Manusia

Propinsi Jawa Barat. Diwakilkan Divisi pelayanan Hukum dan HAM, semua

jenis pelayanan publik yang ada pada seluruh direktorat pusat di Kementerian

Hukum dan Hak Asasi Manusia dijalankan pada tingkat propinsi terkecuali

Direktorat Jenderal Pemasyarakatan dan Direktorat Jenderal Imigrasi.

Kantor Wilayah Jawa Barat sebagai perpanjangan tangan dari Kementerian

Hukum dan Hak Asasi Manusia mempunyai tugas melaksanakan semua tugas dan

fungsi Kementerian termasuk dalam hal pelayanan Hukum dan HAM, luasnya

wilayah dan terbatasnya jumlah Sumber Daya manusia yang berkompeten

merupakan beberapa dari pokok permasalahan yang dihadapi saat ini. Diperlukan

solusi dalam mememecahkan persoalan diatas dengan meningkatkan kualitas

sumber daya manusia aparatur Kementerian dan pembentukan unit pelaksana

teknis di daerah untuk direktorat pelayanan hukum sehingga pelayanan dapat

dirasakan tiap lapisan di dalam masyarakat.

Untuk mendapatkan gambaran mengenai pelayanan yang ideal di dalam

masyarakat maka dilakukan suatu penelitian kualitatif tentang pelayanan hukum

pada Kantor Wilayah Kementerian Hukum dan Hak Asasi Manusia yang mana

mengambil sampel pada Kantor Wilayah Kementerian Hukum dan Hak Asasi

Manusia Provinsi Jawa Barat yang dianggap mewakili gambaran secara utuh

tentang pelayanan hukum pada propinsi dengan skala yang luas dan tingkat

permintaan yang bervariasi.

Tujuan utama penelitian ini adalah mengetahui apa yang menjadi faktor

terhambatnya pelayanan Hukum dan Hak Asasi Manusia dan seperti apa

pelayanan yang ideal dan dibutuhkan masyarakat umum khususnya pada Provinsi

Jawa Barat.

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ABSTRACT

Public Law service is one of the public service that provide by The

Ministry Of Law and Human Rights in West Java Province Office. Law service

division delegate every services was given by Directorate Generals under the

Ministry Of Law and Human Rights Republic Indonesia beside Directorate

General of Imigrastion and Directoraste General of Corecctions.

Ministry Of Law and Human Rights West Java Province Office as the

delegetion from The Ministry Of Law and Human Rights Republic Indonesia held

the responsible of the Ministry duty , including Public Law and Human Rights

services. The increasing of the territory and high demand for services are some of

the constrains which has been facing nowadays.

The Solution for the problem is needed. Maximizing the Public Law Service by

increasing the quality Of Human Resources apparatus and also providing the

existence of technical execution unit for Public Law and Human Rights services

directorate, both in central and region. In general, society will be able to take

advantage of the services.

In order to get ideal description about The Law and Human Rights

service, the quatitative research is execute to define Law service which given by

Ministry Of Law and Human Rights at West Java Province Office that reperesent

the big picture of Law service in the province area with a larger scale and

variative demands level.

The objective aim of the research is to ensure what factors that become the

obstacle for the Law Service to be delivered in the society and also the ideal form

of services that supposed to be provide and needed in general sepecificly in west

Java area."