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"Perbedoon pengaturan otonomi daerah padaUU nomor 22 Tahun 1999 tentang Pemerintahan Daerah dan UU Nomor 5 Tahun 1974 tentang Pokok-pokok Pemerintahan di Daerah adalah bahwa UU Nomor 22 Tahun 1999 prinsfp yang digunakan adalah otonomi dengan memberikan kewenangan yang luas, nyata dan bertanggung jowab, sedangkan dalam UU Nomor 5 Tahun 1974 prinsip yang digunakan adalah otonomi yang nyata dan bertanggung jawab. Perbedaon pengaturan tersebut menyebabkan perbedaan pada asas yang digunakan. "

"[ABSTRAKKajian ini membahas tentang pemicu dan pembentuk budaya yang mendorongkinerja untuk meningkatkan efektivitas manajemen kinerja di pemerintahandaerah. Penelitian ini menggunakan soft systems methodology (Checkland &Scholes, 1990) dengan dual imperative of action research (McKay & Marshall,2001) melalui 4 (empat) tahapan SSM (Checkland & Poulter, 2006). Kajian inimemetakan permasalahan faktual di Pemerintahan Provinsi Jawa Timur yangmenunjukkan tidak efektifnya tahapan pembelajaran dikarenakan kurangnyabudaya yang mendorong kinerja. Kajian ini merekonstruksi konsep Marr (2009)tentang pemicu dan pembentuk budaya yang mendorong kinerja. Hasilrekonstruksi menunjukkan ada 5 (lima) pemicu budaya yang mendorong kinerja,yaitu adanya rasa kesatuan sebagai komunitas, tanggung jawab dan akuntabilitas,integritas dalam kejujuran dan keterbukaan, kesamaan visi dan persepsi tentangbudaya kinerja, dan kepemimpinan yang memberdayakan dalam kemitraan. Hasilrekonstruksi juga menghasilkan adanya 5 (lima) pembentuk budaya yangmendorong kinerja, yaitu kepemimpinan yang mendorong kinerja, pengakuan danpenghargaan kinerja, pelaporan kinerja yang efisien, reviu kinerja secarainteraktif, dan peta kinerja. Selain itu, bersama-sama dengan para aktor diPemerintahan Provinsi Jawa Timur, kajian ini melakukan pemecahan masalah(problem solving) terkait pengelolaan unsur-unsur pembentuk budaya yangmendorong kinerja dan menghasilkan rekomendasi yang disepakati berupaketerlibatan gubernur dalam Musrenbang, dimulainya program apresiasi kinerja,penyederhanaan proses penyusunan laporan kinerja, reviu periodik secaradialogis, pembangunan Pusat Data Kinerja dan penyusunan indikator kinerja yangterintegrasi;

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ABSTRACTThe implementation of performance management has its own drawbacks. When aparticular performance management technology is applied in an organization, it does notalways come to fruition. Sometimes it ends as a formality, sometimes it stops atmeasurement phase and never reaches the management phase. This assertion is supportedby a number of factual problems found in the local government of East Java province,and a number of conceptual problems from the pervious theories. To solve theseproblems, we need to employ a set of enablers and building blocks of Performance-Driven Culture; which are expected to bring improved effectivity in the application ofPerformance Management. Mar (2009) states that, to achieve the desired Performece-Driven Culture, a set of factors that consist of five enablers and five building blocks arerequired. This study has successfully reconstructed those factors. This study finds that inIndonesian government, especially in East Java province, there are 5 (five) buildingblocks of performance-driven culture, namely: (1) leadership that encouragesperformance, (2) acknowledgement and appreciation of performance, (3) efficientperformance reporting, (4) interactive performance review, and (5) performance map.Furthermore, together with the actors in the Government of East Java Province, this studyalso performed problem solving upon the problem related to the management of elementsthat construct Performance-Driven Culture. The result of this problem solving processleads to a number of agreed recommendations, namely the involvement of the governor inMusrenbang, the initiation of performance appreciation program, the simplification ofperformance report framing, dialogic periodical review, establishing Performance DataCenter, and the framing of integrated performance indicator;The implementation of performance management has its own drawbacks. When aparticular performance management technology is applied in an organization, it does notalways come to fruition. Sometimes it ends as a formality, sometimes it stops atmeasurement phase and never reaches the management phase. This assertion is supportedby a number of factual problems found in the local government of East Java province,and a number of conceptual problems from the pervious theories. To solve theseproblems, we need to employ a set of enablers and building blocks of Performance-Driven Culture; which are expected to bring improved effectivity in the application ofPerformance Management. Mar (2009) states that, to achieve the desired Performece-Driven Culture, a set of factors that consist of five enablers and five building blocks arerequired. This study has successfully reconstructed those factors. This study finds that inIndonesian government, especially in East Java province, there are 5 (five) buildingblocks of performance-driven culture, namely: (1) leadership that encouragesperformance, (2) acknowledgement and appreciation of performance, (3) efficientperformance reporting, (4) interactive performance review, and (5) performance map.Furthermore, together with the actors in the Government of East Java Province, this studyalso performed problem solving upon the problem related to the management of elementsthat construct Performance-Driven Culture. The result of this problem solving processleads to a number of agreed recommendations, namely the involvement of the governor inMusrenbang, the initiation of performance appreciation program, the simplification ofperformance report framing, dialogic periodical review, establishing Performance DataCenter, and the framing of integrated performance indicator, The implementation of performance management has its own drawbacks. When aparticular performance management technology is applied in an organization, it does notalways come to fruition. Sometimes it ends as a formality, sometimes it stops atmeasurement phase and never reaches the management phase. This assertion is supportedby a number of factual problems found in the local government of East Java province,and a number of conceptual problems from the pervious theories. To solve theseproblems, we need to employ a set of enablers and building blocks of Performance-Driven Culture; which are expected to bring improved effectivity in the application ofPerformance Management. Mar (2009) states that, to achieve the desired Performece-Driven Culture, a set of factors that consist of five enablers and five building blocks arerequired. This study has successfully reconstructed those factors. This study finds that inIndonesian government, especially in East Java province, there are 5 (five) buildingblocks of performance-driven culture, namely: (1) leadership that encouragesperformance, (2) acknowledgement and appreciation of performance, (3) efficientperformance reporting, (4) interactive performance review, and (5) performance map.Furthermore, together with the actors in the Government of East Java Province, this studyalso performed problem solving upon the problem related to the management of elementsthat construct Performance-Driven Culture. The result of this problem solving processleads to a number of agreed recommendations, namely the involvement of the governor inMusrenbang, the initiation of performance appreciation program, the simplification ofperformance report framing, dialogic periodical review, establishing Performance DataCenter, and the framing of integrated performance indicator]"

"ABSTRAKKewenangan Pemerintah Provinsi DKI Jakarta dalam bidang transportasi merupakansalah satu urusan pemerintahan konkuren yang didapatkan secara atribusi denganbersumber pada UU No. 23 Tahun 2014 tentang Pemerintahan Daerah. Atas dasar haltersebut, Kewenangan Pemerintah Provinsi DKI Jakarta dalam bidang Transportasipada pelaksanaannya dapat dibagi dalam kewenangan perencanaan; kewenanganpenyelenggaraan dan kewenangan evaluasi. Dalam perkembangannya, permasalahantransportasi Jakarta yang kompleks dan terhubung dengan daerah sekitarnyamembutuhkan penanganan yang terpadu dan komprehensif, sehingga pemerintahpusat membentuk Badan Pengelola Transportasi Jabodetabek (BPTJ) melalui PerpresNo. 103 Tahun 2015 tentang Badan Pengelola Transportasi Jabodetabek. BPTJmelaksanakan tugas dengan mengacu pada Rencana Induk Transportasi Jabodetabek(RITJ). Oleh karena kewenangan BPTJ yang lintas daerah dalam wilayahJabodetabek, maka kewenangan Pemerintah Provinsi DKI Jakarta dalam bidangtransportasi tidak mengalami perubahan secara substansial, melainkan hanya terdapatperubahan terkait koordinasi pelaksanaan kewenangan. Dalam hal ini, PemerintahProvinsi DKI Jakarta tetap berwenang dalam pengelolaan transportasi di lingkupwilayahnya yang didasarkan atas kewenangan atributif dari pembagian urusanpemerintahan di bidang perhubungan dalam UU No. 23 Tahun 2014 tentangPemerintahan Daerah. Metode yang digunakan dalam penelitian ini adalah yuridisnormatif dengan jenis eksplanatoris, sehingga akan menghasilkan suatu penelitianyang menggambarkan atau menjelaskan secara mendalam terkait suatu gejala ataupermasalahan dengan menggunakan data sekunder berupa norma hukum tertulis.Dalam praktik pelaksanaannya masih terdapat potensi tumpang tindih kewenanganantara Pemerintah Provinsi DKI Jakarta dengan BPTJ, sehingga diperlukan peraturanperundang-undangan yang mengatur secara jelas mengenai hubungan kerja danpembagian urusan di bidang transportasi antara pemerintah daerah di wilayahJabodetabek dengan BPTJ yang mengacu pada RITJ.

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ABSTRACTJakarta Provincial Government Authority in the field of transportation is one of theconcurrent authority obtained by attribution, referring to The Law of The Republic ofIndonesia Number 23 of 2014 concerning Local Government. On that basis, JakartaProvincial Government Authority in the field of Transport on its implementation canbe divided into the planning authority; organizing authority and the authority of theevaluation. In its development, the transportation problems in Jakarta was complexand connected with the surrounding area in need of an integrated and comprehensivetreatment, so that the central government established the Transportation ManagementAgency of Jakarta, Bogor, Depok, Tangerang and Bekasi (BPTJ) through PresidentialRegulation Number 103 of 2015 concerning Transportation Management Agency ofJakarta, Bogor, Depok, Tangerang and Bekasi (BPTJ). BPTJ duties referred to theTransportation Master Plan for Jabodetabek (RITJ). Therefore BPTJ authority whichcross the area in Greater Jakarta, the Jakarta Provincial Government authorities in thefield of transport did not change substantially, but there are only related to changes incoordinating the implementation of the authority. In this case, Jakarta ProvincialGovernment retains authority in the management of transport in the scope of its areaare based on the attributive authority of the division of government affairs in thesector of transportation in The Law of The Republic of Indonesia Number 23 of 2014concerning Local Government. The method used in this research is normativejuridical with the kind of explanatory, so it will produce a study that depicts ordescribes in depth related to a problem with using secondary data in the form of awritten legal norms. In practical implementation, there is still potential overlappingauthority between the Government of Jakarta with BPTJ, so that the necessarylegislation clearly regulating the relationship and the division of affairs in the field oftransport between local authorities in the Greater Jakarta area with BPTJ which refersto RITJ."

"Perkembangan tentang pemerintah daerah memberikan gambaran betapa sulitnya mengurus negara Republik Indonesia ini. Hal ini bukan saja dilatar belakangi oleh keragaman suku (etnik) dan berbagai tingkah laku tertentu tetapi juga tekad yang terus berubah dari pemerintah berkedaulatan rakyat ke pemerintahan demokratis, dilanjutkan dengan pelimpahan otonomi yang seluas-luasnya berakhir dengan rumusan otonomi yang nyata dan bertanggung jawab dalam dua puluh tahun terakhir ini. Di samping perubahan dalam rumusan-rumusan umum itu, praktek pelaksanaan pemerintah daerah juga menunjukkan irama naik-turunnya pemberian kekuasaan vertikal pada pemerintah daerah. Apalagi jika hal tersebut dikaitkan dengan masalah keuangan yang menampilkan masalah beralasan kemampuan daerah dalam mengolah hasil kekayaan daerah dan dimana pules bagian untuk pemerintah pusat. Kelihatannya naik turun tekad dan praktek pelaksanaan pemerintah daerah amat dipengaruhi oleh seberapa jauh pemahaman tentang distribusi kekuasaan dalam pemerintah dan masyarakat. Pengetahuan ini menumbuh kembangkan kemampuan mandiri dalam batas-batas wajar yang dapat dipertanggung jawabkan di kemudian hari."