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"Penelitian ini membahas mengenai pelaksanaan deseleksi koleksi di Perpustakaan Kementerian Pendidikan dan Kebudayaan RI. Tujuan dari penelitian ini adalah mengetahui alasan yang melatar belakangi dan mengidentifikasi dampak dari pelaksanaan deseleksi koleksi. Penelitian ini menggunakan pendekatan kualitatif dengan metode deskriptif dan jenis penelitian studi kasus. Hasil dari penelitian ini menunjukkan bahwa pelaksanaan deseleksi koleksi di Perpustakaan Kementerian Pendidikan dan Kebudayaan RI dilakukan tanpa memiliki kebijakan khusus yang mengatur keseluruhan prosesnya. Akibatnya pustakawan mengalami hambatan. Namun, para pustakawan yang terlibat mempunyai pengalaman yang cukup memadai dalam hal deseleksi koleksi. Sisi positif deseleksi koleksi yang ditemukan dalam penelitian ini adalah dapat meningkatnya presisi temu kembali dan relevansi koleksi yang dibutuhkan pemustaka. ......This study discussed the collection deselection at the Library of the Ministry of Education and Culture Republic of Indonesia. The purpose of this research is to know the reasons and to identify the impact of collection deselection implementation. This research uses qualitative approach with descriptive method and research type of case study. The results of this study indicate that the implementation of collection deselection in the Library of the Ministry of Education and Culture Republic of Indonesia conducted without having a special policy that regulates the whole process. As a result, librarians experience obstacles. However, the librarians that involved have sufficient experience in collection deselection. The positive side of the collection deselection found in this study is that it can improve the precision of retrieval and the relevance of collections that the user needs."

"[Terpisahnya kelembagaan pengelolaan riset, teknologi dan inovasi dengan institusi pendidikan tinggi dianggap sebagai salah satu penyebab lemahnya hilirisasi produk dari hasil litbang; dan peningkatan daya saing bangsa. Tesis inimenganalisis perubahan strategis penggabungan Kementerian Riset dan Teknologi (Kemenristek) dan Direktorat Jenderal Pendidikan Tinggi (Ditjen Dikti) menjadi Kementerian Riset, Teknologi dan Pendidikan Tinggi (Kemenristekdikti) dansekaligus menganalisis tipe perubahan tersebut. Metode penelitian yang digunakan adalah kualitatif deskriptif dengan pendekatan post-positivis. Hasil analisis menunjukkan bahwa perubahan strategis nampak pada proses bisnis Kemenristekdikti. Tantangan yang dihadapi dalam perubahan tersebut yaitu : kekurangan SDM tenaga penunjang, revitalisasi koordinasi LPNK dan perguruan tinggi, penyelarasan program dan konsolidasi anggaran serta perubahan kultur dan tupoksi organisasi dari kementerian non teknis (klaster III) menjadi kementerian teknis (Klaster II). Dikaji dari The Drivers Of Change dan strategiperubahan yang dilaksanakan, perubahan ini baru bersifat transisional. Untuk mensukseskan perubahan, disarankan dengan membentuk tim analisis perubahan untuk mengevaluasi pra dan pasca perubahan serta kesesuaian kinerja yang diharapkan. Saran lain untuk mengatasi tantangan yang dihadapi meliputi: 1) optimalisasi SDM meliputi penyusunan regulasi tupoksi individu, standar penilaian kinerja, dan pengaturan hak dan kewajiban pegawai, 2) penyusunan kebijakan pengaturan pendidikan tinggi dengan model skenario ‘kepentingan publik’ dalam perguruan tinggi, 3) sinergi regulasi universitas-LPNK-industri, 4) sinkronisasi anggaran dan program melaui trilateral meeting stakeholders, 4)perencanaan, monitoring, evaluasi dan pelaporan yang terintegrasi teknologi sistem informasi dan 5) manajemen pengetahuan yang didesain dengan memobilisasi kapitalisasi pengetahuan untuk menjamin kesuksesan proses bisnisKemenristekdikti.......Institutional separation of the management of research, technology and innovation with the higher education institution is considered as one of the causes of the weakness in downstream product resulted from research and development and improving the competitiveness of the nation. This thesis analyzes the strategic change merging the Ministry of Research and Technology (Kemenristek) and the Directorate General of Higher Education (Ditjen Dikti) to the Ministry of Research, Technology and Higher Education (Kemenristekdikti) and simultaneously analyze the types of changes. The method used is descriptive qualitative post-positivist approach. The analysis showed that the apparentstrategic change in business processes within Kemenristekdikti. Challenges faced in these changes are: a shortage of human resources supporting staff, revitalization of LPNK coordination with colleges and universities, harmonization of program and consolidation of budget as well as culture change and organizational duties of the ministry of non-technical (cluster III) into the technical ministries (Cluster II). Consulted by The Drivers Of Change and strategy changes are implemented, the new transitional changes. To achieve change, it is advisable to form a team to evaluate the analysis of changes in preand post-change as well as the suitability of the expected performance. Anothersuggestion to address the challenges include: 1) the optimization of human resources includes preparation of regulatory duties of individuals, assessment standards of performance, and setting the rights and obligations of employees, 2) development of policies setting higher education with modeling scenarios 'public interest' in college, 3) synergy regulation of university-LPNK-industry, 4) synchronization of budgets and programs through the trilateral meeting of stakeholders, 4) planning, monitoring, evaluation and reporting of the integrated technologies of information systems and 5) knowledge management which isdesigned to mobilize the knowledge capitalization to ensure upon the success of business processes Kemenristekdikti., Institutional separation of the management of research, technology andinnovation with the higher education institution is considered as one of the causesof the weakness in downstream product resulted from research and development;and improving the competitiveness of the nation. This thesis analyzes the strategicchange merging the Ministry of Research and Technology (Kemenristek) and theDirectorate General of Higher Education (Ditjen Dikti) to the Ministry ofResearch, Technology and Higher Education (Kemenristekdikti) andsimultaneously analyze the types of changes. The method used is descriptivequalitative post-positivist approach. The analysis showed that the apparentstrategic change in business processes within Kemenristekdikti. Challenges facedin these changes are: a shortage of human resources supporting staff,revitalization of LPNK coordination with colleges and universities, harmonizationof program and consolidation of budget as well as culture change andorganizational duties of the ministry of non-technical (cluster III) into thetechnical ministries (Cluster II). Consulted by The Drivers Of Change andstrategy changes are implemented, the new transitional changes. To achievechange, it is advisable to form a team to evaluate the analysis of changes in preandpost-change as well as the suitability of the expected performance. Anothersuggestion to address the challenges include: 1) the optimization of humanresources includes preparation of regulatory duties of individuals, assessmentstandards of performance, and setting the rights and obligations of employees, 2)development of policies setting higher education with modeling scenarios 'publicinterest' in college, 3) synergy regulation of university-LPNK-industry, 4)synchronization of budgets and programs through the trilateral meeting ofstakeholders, 4) planning, monitoring, evaluation and reporting of the integratedtechnologies of information systems and 5) knowledge management which isdesigned to mobilize the knowledge capitalization to ensure upon the success ofbusiness processes Kemenristekdikti.]"

"ABSTRAKPenelitian dilatar belakangi oleh terjadinya dualisme kurikulum yang saat inidigunakan dalam pendidikan Indonesia. Terdapat sebagian besar sekolah yangmenggunakan KTSP 2006 dan sebagian sekolah yang menggunakan Kurikulum2013. Kurikulum 2013 disahkan di masa Mendikbud Moh.Nuh yang kemudiandiimplementasikan secara serentak pada tahun ajaran 2014/2015. Tiga bulansetelah implemetasi serentak dilakukan, muncul hasil evaluasi Kurikulum 2013.Kemudian terbitlah Permendikbud No.159/2014 Tentang Evaluasi Kurikulumyang pada intinya menjelaskan bahwa evaluasi telah dilaksanakan sehinggapedoman evaluasi pada Permendikbud No.81A/2013 tidak lagi berlaku. Pascaperalihan jabatan, Mendikbud Anies Baswedan melihat keganjilan tersebut danmenugaskan Tim Sebelas untuk meninjau Permendikbud No. 159/2014. Hasilnyamengungkapkan bahwa evaluasi tersebut terburu-buru dan pelaksanaanKurikulum 2013 terkesan dipaksakan. Oleh sebab itulah diterbitkanPermendikbud No.160/2014 tentang penundaan Kurikulum 2013.Analisa kasus menggunakan konsep Evaluasi dalam Kebijakan Pendidikan OlehUS Committee in Program Evaluation in Education Assembly yang menjelaskancara ideal melakukan evaluasi pada kebijakan yang menyangkut pendidikan.Konsep Policy Development Framework oleh Meredith Edwards yangmemberikan pemaparan tahapan kebijakan publik yang detail dan pokokpertanyaan dalam melakukan studi evaluasi. Penelitian berjenis eksplanatifanalisisdan argumentative. Peneliti melakukan studi lapangan untukmengumpulkan informasi. Informasi diperoleh dari hasil wawancara dengan pihakterkait di lingkungan Kemendikbud, mencari dokumen terkait di Badan Penelitiandan Pengembangan Kemendikbud, dan menambah informasi pendukung melaluiartikel berita di media massa.Penelitian menemukan bahwa terdapat agenda politik yakni untuk membangunwarisan kinerja yang dilakukan baik oleh Mendikbud Moh. Nuh maupunMendikbud Anies Baswedan. Hasil penelitian ini menjelaskan bahwa dalamproses kebijakan publik, tidak berlaku proses tahapan melainkan siklus. Sebabmasalah bisa jadi tidak dituliskan dalam hasil evaluasi tapi justru evaluasi itusendiri adalah awal masalah

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ABSTRACTThe background research is the dualism curriculum which currently used inIndonesian education. There is a majority of schools that use KTSP 2006 andsome schools use the Curriculum of 2013. Curriculum 2013 was ratified in theMendikbud Moh.Nuh period, then it is implemented simultaneously in theacademic year 2014/2015. Three months after the implementation is donesimultaneously, appeared evaluation results of Curriculum 2013. Then publishedPermendikbud 159/2014 About the Curriculum Evaluation which basicallyexplains that the evaluation has been carried out so that the evaluation guidelineson Permendikbud No.81A / 2013 are no longer valid. Post-transition office,Education Minister Anies Baswedan identify those anomalies and assign TimSebelas to review Permendikbud No. 159/2014. The results reveals that theevaluation results on Permendikbud No.159/2014 was published in a rush and theimplementation of Curriculum 2013 somewhat forced to happened. That is whyEducation Minister Anies Baswedan published Permendikbud 160/2014 aboutthe postponement of Curriculum 2013 implementation.Analysis of this case are using the concept of Policy Evaluation in Education ByUS Committee in Program Evaluation in Education Assembly which describes theideal way to evaluate the policies relating to education. The concept of PolicyDevelopment Framework by Meredith Edwards which exposure stage of publicpolicy detail and basic questions within an evaluation study. The research is kindof analytical-explanation and argumentative research. Researchers conducted afield study to collect information. Information obtained from interviews withstakeholders in Kemendikbud, seeking documents related Kemendikbud Researchand Development Agency, and add some supporting information through newsarticles in the mass media. The study found that there is a political agenda whichis to build a legacy by both the Education Minister Moh. Noh and EducationMinister Anies Baswedan. The results of this study explains that in the process ofpublic policy, do not apply stages form but preferably use cycle form. Because theproblem may not be written in the results of the evaluation but rather be thatevaluation itself is the beginning of the problem"