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Abstrak :
Reformasi Birokrasi Pemasyarakatan secara yuridis dideklarasikan pada tanggal 27 April 2010 dan secara faktual terus bergerak maju terutama di lingkungan Direktorat Jenderal yang berperan dominan dalam menggulirkan program reformasi birokrasi baik di Unit Eselon I Kementerian Hukum dan HAM maupun di Unit Pelaksana Teknis Pemasyarakatan. Kebijakan dan arah baru Reformasi Birokrasi Nasional sebagaimana diatur dalam Perpres Nomor 81 Tahun 2010 dan Permenpan Nomor 20 Tahun 2010 termasuk seluruh aturan turunannya diakomodir oleh pemasyarakatan sebagai pedoman implementasi reformasi birokrasi pemasyarakatan. Salah satu wujud impelentasi Reformasi Birokrasi di Direktorat Jenderal Pemasyarakatan adalah penguatan Akuntabilitas Kinerja dalam bentuk tersusunya Laporan Akuntabilitas Kinerja Instansi Pemerintah (LAKIP). Dalam penelitian ini ada tiga pertanyaan penelitian yang hendak dijawab yaitu bagaimanakah peran Laporan Akuntabilitas Kinerja Instansi Pemerintah (LAKIP) dalam Reformasi Birokrasi di Direktorat Jenderal Pemasyarakatan, kendala-kendala apa yang dihadapi dalam penyusunan Laporan Akuntabilitas Kinerja Instansi Pemerintah (LAKIP) di Direktorat Jenderal Pemasyarakatan dan upaya-upaya apa yang dilakukan pihak Direktorat Jenderal Pemasyarakatan dalam mengatasi kendala penyusunan Laporan Akuntabilitas Kinerja Instansi Pemerintah (LAKIP). Metode yang digunakan adalah metode kualitatif dengan wawancara menggunakan pedoman wawancara. Informan kunci 1 orang, informan tambahan 1 orang dan infonnan tambahan sebanyak 3 orang. Lokasi penelitian dilakukan di Direktorat Jenderal Pemasyarakatan Kementerian Hukum dan HAMRI. Berdasarkan hasil penelitian ditemukan bahwa LAKIP Ditjenpas belum optimal berperan sebagai Sarana pengambilan kebijakan strategis. Peran tersebut dilihat dari aspek sumber daya yang ada yaitu sumber daya manusia (petugas), informasi , kewenangan , serta sarana prasarana. Kemudian terdapat dua kendala yang mengakibattkan tidak idealnya LAKIP Ditjenpas, yaitu kendala sumber daya manusia petugas penyusun LAKIP dan kendala struktur organisasi dan kewenangan antara UPT Pemasyarakatan, Kantor Wilayah dan Ditjenpas. Upaya­ upaya untuk mengat?-si kendala penyusunan LAKIP Ditjenpas yang bisa dilakukan berkenaan dengan kendala sumber daya manusia adalah rotasi internal Ditjenpas , mutasi petugas dari UPT Pemasyarakatan ke Ditjenpas dan penyelenggaraan pelatihan atau bimtek penyusunan LAKIP. Sementara upaya berkenaan dengan struktur organisasi dan kewenangan adalah meningkatkan koordinasi antara Ditjenpas , Kanwil dan UPT Pemasyarakatan, membuat SOP penyusunan LAKIP hingga tingkat UPT Pemasyarakatan dan terus mendorong perubahan struktur organisasi.

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Correctional Reforms judicially declared on April 27, 2010 and in fact continues to move forward, especially in the Directorate General of the dominant role in rolling bureaucratic reform program well in units Ministries of Justice and Human Rights as well as in the Technical Unit of Corrections. Policies and new directions of National Bureaucracy Reform stipulated in Presidential Decree No. 81 of 2010 and No. 20 of 2010 Permenpan including all accommodated by the penal ordinances to guide the implementation of penal reform bureaucracy. One manifestation impelentasi Reforms in the Directorate General of Corrections is strengthening accountability in the form of performance completion Government Performance Accountability Report (performance reports). In this study there are three research questions to be answered is how the role of the Government Performance Accountability Report (LAKIP) in Bureaucratic Reform in the Directorate General of Corrections, what obstacles encountered in the preparation of the Government Performance Accountability Report (LAKIP) in the Directorate General of Corrections and what efforts carried out by the Directorate General of Corrections in overcoming obstacles preparation of Government Perforriiance Accountability Report (performance reports). The method used was a qualitative method with interviews using an interview guide. 1 person key informant, the informant and the informant added 1 additional as many as 3 people. Location of the research conducted in the Directorate General of Correctional Ministry of Justice and Human Rights. Based on the results of the study found that the Performance Accountability Reports Government Directorate General of Corrections is not optimal role as a means of strategic policy making. The role seen from the aspect of existing resources is human resources (personnel), information, authority, and infrastructure. Then there are two constraints that are not ideally mengakibattkan Performance Accountability Reports Government Directorate General of Corrections, namely human resource constraints constituent officers Performance Accountability Report and the Government of the organizational structure and authority constraints between Correctional Unit, Regional Office and the Directorate General of Corrections. Efforts to overcome the obstacles preparation Performance Accountability Reports Government Directorate General of Corrections can be done with regard to human resource constraints are internal rotation Directorate General of Corrections, mutation of UPT Correctional officer to the Directorate General of Corrections and the implementation of training or preparation Bimtek Performance Accountability Reports government. While efforts with respect to organizational structure and authority are improving coordination between the Directorate General of Corrections, and the Office of Correctional Unit, making the preparation of SOP Performance Accountability Report to the Government of Correctional Unit level and continue to drive changes in the organizational structure.

Abstrak :
In order to increase the performance of trademark examiners, the development and implementation of clear and appropriate professional accountability system needs to be fulfilled. As the result the intellectual property registration process can be faster and betterly satisfy the applicants. Accountability is one principle of good governance. Goverment is expected to report all the results of the completed programs in order to justify the performace of it whether it is efficient and effectively conducted. Trademark examiners serve as functional officials who are authorized by the Minister of Law and Human Rights to perform examination on trademark registration documents with fully accountable. This research investigated the correlation between professional accountability and the performace of trademark examiners. Therefore, this resarch aimed to reveal and describe the professional accountability of tramark examiners and its correlation on their work performance. Quantitative descriptive approach was chosen based on the purpose of the research with population of 46 examiners. The results of the research showed significantly positive correlation between professional accountability and performance. However, the existence of other variables such as independency of the examiners are also influence the performance. Thus, it can be concluded that further improvement especially in terms of work disribution system, information and technology system and its training, recruitment, and equal and reward punishment system are mandatory to create better and faster service.

Abstrak :
ABSTRACT
This paper discusses current Indonesia local government accountability system which has undergone fundamental change since the reform era. Through a number of regulations, local governments now have to submit reports which include LPPD, LKPj, ILPPD, and LKPD. In line with what have been constructed by many experts, from normative perspective, those reports have the potential to facilitate a sound local government financial management and in turn, make them more accountable. Has current Indonesia local government accountability system been effectively implemented? Have these accountability mechanisms delivered their potential benefits as promised and constructed by many experts? In order to critically answer the questions, this study employs qualitative method with theory driven approach. The data is mainly obtained through conducting meta analysis through critically reviewing relevant sources or documents. Analysis goes from data reduction, to data organization and to interpretation. Research findings show that Indonesia existing local government accountability system has not been effectively implemented and brought all the potential benefits as calculated in both theoretical realm of accountability as well as constructed Indonesian government regulations. The findings of the study are particularly valuable in terms of filling the void on the analysis and information of current practice of local government accountability system in Indonesia reform era which have been marred by a number of problems, irregular and incomplete reporting, the absence of enforceability, limited capacity of local governments to produce appropriate reports, corruptive behavior of the auditors, and limited public participation.

Abstrak :
Government accountability in democratic countries requires that governments provide transparent information to the public about plans and realization of planned activities as part of the goverments' accountability for mandates given by the public to govern and allocate resources. This paper discusses concisely the meaning of govemment accountability and if is importance, including it's elements and measurements. Also presented are the relevant laws and rules of government accountability in Indonesia.

Abstrak :
Ada 4 (empat) program penguatan akuntabilitas kinerja di Setjen MPR yaitu 1. Memperkuat akuntabilitas kinerja instansi; 2. Membantu pegawai untuk melaksanakan tugas, rencana dan tujuan dalam rangka mendukung pencapaian tujuan dan sasaran instansi; 3. Melakukan penilaian unit kerja dengan menggunakan instrumen yang berbasis kinerja; dan 4. Melakukan upaya untuk meningkatkan kualitas LAKIP dan menyampaikannya secara tepat waktu. Hasilnya menunjukkan, bahwa masih perlu peningkatan dalam kualitas program melalui keterlibatan pimpinan dan semua unit kerja dalam penyusunan Road Map Reformasi Birokrasi Setjen MPR Tahun 2015-2019 dan sistem pengelolaan kinerja organisasi berbasis teknologi informasi yang terpadu dan dapat diakses secara berkala oleh semua unit kerja. Selain menganalisis program penguatan akuntabilitas kinerja, tesis ini menggunakan 11 (sebelas) dimensi dari konsep Will Artley (2001) untuk melihat lingkungan akuntabilitas di Setjen MPR. Hasilnya, dari sebelas dimensi, Setjen MPR telah memasukkan 7 (tujuh) dimensi dalam program penguatan akuntabilitas kinerja yaitu Kepemimpinan, Kepercayaan, Transparansi, Kejelasan, Kepemilikan, Konsistensi dan Tindak Lanjut. Masih ada 4 (empat) dimensi yaitu Hubungan Timbal Balik, Persamaan, Keseimbangan dan Konsekuensi yang belum ada. Ke depannya, harus dilakukan penyusunan kebijakan dan program penguatan akuntabilitas kinerja yang memasukkan 11 (sebelas) dimensi dari Will Artley (2001) tersebut, sehingga terbentuk lingkungan akuntabilitas yang lebih baik di Setjen MPR.

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There are four programs for strengthening performance accountability in The Secretariat General of MPR: 1. Strengthening the organization?s performance accountability; 2. Helping employees plan and work in reaching the organization?s goals; 3. Performance appraisal; and 4. Raising the performance report quality and delivering on time. The results show that the programs need more involvement of the leader and all departments for making the Road Map of Bureaucratic Reform in The Secretariat General of MPR Year 2015-2019 and in the management of performance accountability based on the integrated and accessible information technology system. Besides an analysis of the programs for strengthening performance accountability, this thesis also uses eleven dimensions from Will Artley (2001) to see the accountability environment in The Secretariat General of MPR. The result is seven out of eleven dimensions already included in the programs for strengthening performance accountability, which are leadership, trust, transparency, clarity, ownership, consistency and follow-up. There are still four dimensions that are not in the programs, which are, reciprocation, equity, balance and consequences. In the future, the policy and programs for strengthening performance accountability must include the eleven dimensions from Will Artley (2001) to make a better accountability environment in The Secretariat General of MPR.

Abstrak :
This timely and insightful book provides the key elements needed to understand the nature and prevalence of corruption in public governance, as well as the devastating public policy consequences.

Abstrak :
This research will highlight how accountability mechanism of DIY Province LOD in supervising the accomplishment of public service.Subject of this research are Ombusdman,Ombusdmand assistant,secretary staf of DIY Province LOD ,bureaucrat of Local Government of DIY Province,the member of DIY Provine Parlemen,public and public-social organization,press and academians....