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"ABSTRACTIn recent years the digital technology has transformed rapidly, allowing social media to become an important place for people for people to express their thoughts and opinion on any topic that they want. In this paper we present analysis of twitter data regarding civic satisfaction and opinion of public service in Indonesia."

"Dengan disahkannya Undang-Undang Nomor 25 Tahun 2004 tentang Sistem Perencanaan Pembangunan Nasional, menjadi tonggak awal perencanaan pembangunan yang ada di Indonesia. Jika merunut dalam beberapa tahun sebelumnya, Indonesia telah memiliki pedoman perencanaan pembangunan nasional.Namun demikian, pedoman tersebut belum menjadi satu kesatuan sistem yang terintegrasi. Fokus pengaturan undang-undang dimaksud adalah berkaitan dengan sistem perencanaan yang dijadikan dasar pembangunan nasional. Perencanaan pembangunan merupakan pedoman mutlak bagi penyelenggara negara ketika akan melakukan pembangunan nasional. Dalam era keterbukaan seperti saat ini, proses perencanaan pembangunan dicoba untuk dihadirkan secara terbuka. Kepentingan masyarakat harus tertampung dalam arah strategi pembangunan nasional. Masyarakat ditempatkan sebagai aktor pemegang peranan penting dalam perencanaan pembangunan nasional. Dalam persepsi ini, aktor pembangunan nasional berkembang bukan hanya dilakukan oleh pemerintah, tetapi juga dilakukanoleh masyarakat dan swasta. Harapan yang ingin dicapai oleh pembentuk undangundang adalah adanya sinergi antara tiga aktor pembangunan nasional yang akan menciptakan hasil pembangunan sesuai dengan kebutuhan masyarakat, swasta, maupun pemerintah. Selain itu juga, membuka peluang partisipasi masyarakat dalam pembangunan nasional khususnya pada saat perencanaan juga menempatkanpemerintah yang membuka peluang demokrasi untuk melakukan tata kelola sesuai dengan semangat good governance.

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By the passing of Law Number 25 of 2004 concerning the National Development Planning System, it became the initial milestone for development planning in Indonesia. Tracing the preceding few years, Indonesia has already had guidelines for national development planning. However, these guidelines have not become a

single integrated system. The focus of the regulation of this law is related to the

planning system which is utilized as the basis for national development. Development planning is an absolute guideline for State administrators when undertaking national development. In this era of openness, the development planning process is made fit to be presented openly. The interests of the community must be accommodated in the line direction of the national development strategy. The community is placed as a crucial figure who plays an essential role in national development planning. In this perception, the characters of national development are not only shoout by the

government, but also by the public and the private sector. The goal that the legislators feel imperative to accomplish is a synergy among the three national development figures that will create development results in accordance with the

needs of the community, the private sector and the government. In addition, opening up opportunities for public participation in national development, especially during planning, also places the government that welcomes opportunities for democracy to perform governance in accordance with the spirit of good governance."

"Tata Kelola TI menjadi bagian yang sangat penting yang harus dikelola dengan baik untuk memenuhi strategi organisasi. Di dalam menentukan ketercapaian tingkat kematangan pada proses Tata Kelola TI di Sekolah Tinggi XYZ yang menjadi tempat studi kasusnya, peneliti mengukur tingkat kematangan Tata Kelola TI menggunakan kerangka kerja COBIT 2019. Penelitian ini dilakukan secara kualitatif dan kuantitatif dalam menganalisis tingkat kematangan Tata Kelola TI di Sekolah Tinggi XYZ. Data penelitian ini bersumber dari proses wawancara semi – terbuka yang dilakukan oleh delapan responden, yaitu: Ketua STT-XYZ, Ketua BTSI, Wakil Ketua 1 (bidang akademik), Wakil Ketua 2 (bidang administrasi), Wakil Ketua 3 (Kemahasiswaan), dan Ketua Lembaga Penjaminan Mutu Internal, Infrastruktur TI, Pengelolaan dan Pengembangan SI. Kuesioner dibuat berdasarkan panduan proses COBIT 2019 yang sesuai dengan keadaan TI di Sekolah Tinggi XYZ. Analisis adopsi teknologi COBIT 2019 dilakukan dengan menentukan kondisi kemampuan dan tingkat kematangan saat ini di Sekolah Tinggi XYZ. Hasil dari penelitian ini menunjukkan tingkat kematangan berada di level 0 (incomplete). Rekomendasi terhadap perbaikan proses-proses tersebut dibuat mengacu terhadap best practice yang disarankan pada COBIT 2019. Penentuan tanggung-jawab dalam proses pengambilan keputusan dan Tata Kelola TI sebagai salah satu rekomendasi perbaikan serta mendokumentasikan seluruh aktivitas terkait pengelolaan TI ke dalam bentuk dokumen resmi.

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IT governance is an important part that must be managed properly to meet the organization's strategy. In determining the maturity level achieved in the IT governance at Higher Education XYZ is a case study, researchers measured the maturity level of IT governance using the COBIT 2019 framework. This research was conducted qualitatively and quantitatively in analyzing the level of maturity. IT governance at Higher Education XYZ. The data in this study from a semi-open interview process carried out by eight respondents, consisting of Chairperson of STT-XYZ, Deputy Chair 1, Deputy Chair 2, Deputy Chair 3, and Chair of the Internal Quality Assurance Agency, Chair of BTSI, IT Infrastructure, SI Management and Development Division. The questionnaire-based on COBIT 2019 process guidelines that are appropriate to the state of IT management at Small Size Higher Education XYZ. Analysis IT governance COBIT 2019 was carried out by determining the capability and maturity level at Higher Education XYZ. The results of this study indicate the level of maturity is at level 0 (incomplete). Recommendations for improvement processes are made in reference to best practices at COBIT 2019. Determination of responsibilities in the IT decision-making process and governance as one of the recommendations for improvement and to document all activities related to IT management in the form of official documents."

"Tesis ini membahas tentang manajemen kinerja pegawai negeri sipil pada lingkup Dinas Kesehatan Kabupaten Flores Timur berdasarkan Peraturan Pemerintah Nomor 46 Tahun 2011 dengan menggunakan pendekatan kualitatif. Hasil penelitian menyimpulkan bahwa manajemen kinerja yang meliputi tahapan performance planning, performance execution, performance assessment dan performance review, belum dilaksanakan secara optimal oleh Pegawai Negeri Sipil pada dinas dimaksud yang berdampak pada belum belum terciptanya akuntabilitas kinerja pegawai negeri sipil sebagai unsur aparatur pemerintah yang merupakan salah satu pilar penting dalam mewujudkan good governance. Kondisi yang demikian ini juga berpengaruh sulitnya pemerintah daerah untuk melaksanakan kebijakan pengembangan dan pembinaan pegawai negeri sipil yang didasarkan pada sistem prestasi kerja.

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This thesis describes Performance Management of Public Civil Officers of Health Local Government Service of East Flores Regency Based on Government Regulation Number 46 Annual 2011 using the qualitative approach. Result of this research concludes that performance  management which cover the phases of performance planning, performance execution, performance assessment and performance review,  not  applied optimally by Public Civil Officers at this local government service with influential to performance accountability of public civil officers as one of the important element pillar of  government apparatus to achieve the reality of good governance. The existing condition will influence problems to local government   to  execute policy development and construction of public civil officers based on performance management system."

"Despite predictions that 'new public management' would establish itself as the new paradigm of Public Administration and Management, recent academic research has highlighted concerns about the intra-organizational focus and limitations of this approach. This book represents a comprehensive analysis of the state of the art of public management, examining and framing the debate in this important area. The New Public Governance? sets out to explore this emergent field of research and to present a framework with which to understand it. Divided into five parts, the book examines: Theoretical underpinnings of the concept of governance, especially competing perspectives from Europe and the US Governance of inter-organizational partnerships and contractual relationships Governance of policy networks Lessons learned and future directions Under the steely editorship of Stephen Osborne and with contributions from leading academics including Owen Hughes, John M. Bryson, Don Kettl, Guy Peters and Carsten Greve, this book will be of particular interest to researchers and students of public administration, public management, public policy and public services management."

"Penelitian inimerupakan penelitian yang mencoba menjelaskan peran suatu bagian dalam sebuah organisasi,dalam mencapai tujuan organisasi. Penelitian ini mengkaji peranan Hubungan Masyarakat (humas) Kementerian Pekerjaan Umum (PU) dengan mengacu pada pelaksanaan Undang-undang no. 25 tahun 2009 tentang pelayanan publik danbagaimana humas kementerian tersebut menerapkan beberapa hal yang diwajibkan dalam undang-undang demi tercapainya suatu konsep good governance.Penelitian ini merupakan penelitian kualitatif, dengan metode studi kasus yang menjadikan HumasKementerian PU sebagai objek penelitian. Pada pengumpulan data, penelitian ini menggunakan wawancara terhadap beberapa pihak yang berwenang dalam pengambilan keputusan strategis pada kinerja humas. Disamping itu peneliti menggunakan teori multi sistem dari Grunig sebagai alat analisis kinerja suatu kelompok atau organisasi.Penelitian ini menemukan bahwa Humas Kementerian PU adalah tipe organisasi Sinkronis (synchronic) yang lebih mengutamakan respon masyarakat dari kebijakan yang sudah ditentukan. Disamping itu Humas Kementerian PU saat ini memiliki perilaku organisasi yang dikategorikan sebagai routine habit yang menjalankan program hanya sebatas rutinitas tanpa melakukan pencarian informasi yang lengkap. Sedangkan dari sisi anggota organisasi sebagian besar anggota Humas Kementerian PU saat ini bertipe routine habit yang bersifat pasif dan lebih bersifat menunggu arahan yang diberikandari atasan dibandingkan melakukan inisiatif tertentu.

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This research conducted to explain how part of organization playing its role to reach out the organization?s aim. It trying to inspect the role of the public relations of Kementerian Pekerjaan Umum (PU) in applying the Act, which is UU no. 25 year 2009 about public services, and how they implemented compulsory Act in order to achieve good governance concept.

This research is a qualitative case study method and the public relations of Kementerian Pekerjaan Umum (PU) is the research object. Data collected by interviewing several official that have authorities in strategic decision-making in the public relations performances. Besides that, researcher using the Grunig?s theory of multi-system as organization?s analysis tools.

This research discover that they are a synchronic type organization, which means they accentuate responses from civilians about the policy that have been made before. At the same time, they have a fashion (so called ?routine-habit?) in running policy without digging any further complete information on how people responses. Meanwhile, this ?routine-habit? is also become a manner among organization?s member, lack of initiative and passively waiting for duty call."

"Good public and corporate governance have begun to command considerable attention today in the world, as well as across the Asia-Pacific, not only from civil society, NGOs and the public itself, but also from the business community and the markets. Despite the heavy emphasis on international terror and the war against it, human rights and democracy are far from being irrelevant in good governance; in fact, the people could now become an even more effective "bridge" and "check" between good public and corporate governance than earlier envisaged. A new mentality seems to be sprouting up across Asia in terms of governance."

"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."

"Penelitian ini membahas mengenai pelaksanaan good public governance di lingkungan KPUBC Tipe A Tanjung Priok. Selanjutnya penelitian ini juga menganalisa penerapan whistleblowing system di KPUBC Tipe A Tanjung Priok sebagai salah satu langkah dalam melaksanakan good public governance. Penelitian dilakukan dengan metode studi kasus pada KPUBC Tipe A Tanjung Priok.Hasil dari penelitian ini menjelaskan bahwa whistleblowing system mendukung pelaksanaan good public governance dari sisi akuntabilitas dan pengendalian internal. Penerapan whistleblowing system pada KPUBC Tipe A Tanjung Priok juga berperan sebagai wujud nyata salah satu indikator good public governance yaitu daya tanggap responsivenes.

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This research discusses the implementation of good public governance in Prime Customs and Excise Office Type A Tanjung Priok. Furthermore, this research also analyzes the application of whistleblowing system in Prime Customs and Excise Office Type A Tanjung Priok as one of the steps in implementing good public governance. The research was conducted by case study method in Prime Customs and Excise Office Type A Tanjung Priok.

The results of this study explain that whistleblowing system supports the implementation of good public governance in terms of accountability and internal control. The implementation of whistleblowing system in Prime Customs and Excise Office Type A Tanjung Priok also serves as a real manifestation of one of the good public governance indicator that is responsiveness."

"ABSTRAKPenerapan tata kelola perusahaan di perusahaan publik merupakan suatukeharusan guna melindungi pemegang saham dari kepentingan terselubungmanajemen dan juga melindungi pemegang saham minoritas dari tindakankesewenang-wenang pemegang saham mayoritas.Penelitian ini bermaksud untuk melakukan evaluasi penerapan tata kelolaperusahaan PT Bank Syariah Mandiri dengan menggunakan gap analysis dalamrangka melaksanakan penawaran saham perdana. Gap analysis dilakukan denganmembandingkan penerapan tata kelola perusahaan saat ini dengan (a) lima prinsiptata kelola perusahaan sesuai dengan PBI no.11/33/PBI/2009, (b) lima pilar tatakelola perusahaan untuk perusahaan penyedia jasa keuangan sesuai denganIslamic Financial Services Board dan (c) Keputusan Ketua Bapepam-LK no.KEP-431/ BL/2012.Penelitian ini menyimpulkan bahwa PT Bank Syariah Mandiri telah memilikifondasi tata kelola perusahaan yang baik untuk menjadi perusahaan publik, namunmasih memerlukan penguatan sistem, infrastruktur dan proses partisipasi publikguna melakukan pengawasan kepatuhan syariah.Sembilan poin rekomendasi ditawarkan dalam penelitian ini yaitu (a) menyusunprosedur kerja sesuai standar IFSB, (b) melakukan pembentukan unit audit syariahinternal, (c) melakukan rekrutmen pegawai untuk mengisi Sharia ComplianceDepartment, (d) menyertakan jumlah rapat dan opini syariah dalam KPI DewanPengawas Syariah (DPS), (e) melakukan pengembangan anggota DPS dan ShariaCompliance Department, (f) menyelenggarakan forum public guna mengevaluasiOpini Syariah, (g) mengungkapkan keterkaitan keluarga/perusahaan anggota DPSdalam laporan tahunan, (h) meningkatkan peran kepatuhan syariah oleh DPS dan(i) mengoptimalkan sistem kontrol internal.

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ABSTRACTThe implementation of corporate governance among public companies ismandatory as it protects the shareholders from management’s vested interest andalso protects minority shareholder from arbitrary decision of majority shareholder.This research aims to evaluate the implementation of corporate governancepractice in PT Bank Syariah Mandiri in order to undertake initial public offering(IPO). Gap analysis was conducted to compare current practice of corporategovernance with (a) five principles of corporate governance vide. BI Regulationno.11/33/ PBI/2009 (b) five pillars of corporate governance according to IFSB forInstitution offering financial services, and (c) decree of Bapepam-LK Chairmanno.KEP-431/ BL/2012.This research concludes that PT Bank Syariah Mandiri has implemented a solidcorporate governance foundation to transform itself to become a public company,yet still need the system, infrastructure and public participation to ensure thatsharia policy has been set in place consistently.Nine points of recommendations was proposed: (a) construct key terms andoperating procedures consistent with IFSB framework, (b) create internal shariaaudit department, (c) recruit manpower to fill the position of Sharia ComplianceDepartment, (d) include meeting participation and sharia resolution published asSharia Board’s KPI, (e) develop members of Sharia Board and Sharia ComplianceDepartment, (f) explain sharia resolutions published in the annual report, (g)disclose related family/company of Sharia Board member in the annual report, (h)increase Sharia Board’s role in sharia compliance functions and (i) optimalizeinternal control in order to decrease fraud."