Management System of Government Performance in South Central Timor District

Frans Gana ,M. N. B. C. Neolaka ,Dewy M. Leo

doi:10.7176/ppar/9-9-02

Abstract

This study aimed to determine and analyze; (1) A management system of South Central Timor district government performance; (2) Aspects that support and hinder the performance system of South Central Timor District Government. This study used a qualitative approach and took place in the area of the local government unit of South Central Timor. This research focused on; (1) Government performance management system in South Central Timor (SCT) District; which was then broken down into sub-focus; (a) Performance should refer to the Regents Regulation of SCT Number 21 of 2015 concerning Performance Accountability System of Government Institution or Sistem Akuntabilitas Kinerja Instansi Pemerintah (SAKIP) Implementation Guidelines; (b) Performance management system model in the scope of SCT District Government. (2) Aspects that support and hinder the performance system of SCT District Government; which was then broken down into sub-focus; (a) Supporting aspects are in the form of opportunities of the performance management system; (b) Inhibiting aspects are in the form of challenges, obstacles, and threats to the performance management system.The results showed that the management system of government performance in SCT district was an effort of the local government in managing the regional government bureaucracy based on a measured vision and mission under the work programs adjusted to the work plans of each local government unit (LGU). Of course, it was expected to be able to solve the main problems adjusted to the issues of regional development strategies in SCT district. However, there were still very basic issues where LGU never compiled its work plan based on the established SAKIP. It would affect the assessment results both internally and externally so that there were twelve LGUs deemed to have failed in running the program development in the SCT District. Keywords: System, Management, Performance, Performance Management DOI : 10.7176/PPAR/9-9-02 Publication date :September 30 th 2019

Highlights

The issue of the performance of local governments today is of concern to various organizations, especially those that concern the issue Good Governance, which has become a central issue and is a demand of the community in Indonesia
(2) Aspects that support and hinder the performance system of South Central Timor (SCT) District Government; which was broken down into sub-focus; (a) Supporting aspects are in the form of opportunities of the performance management system; (b) Inhibiting aspects are in the form of challenges, obstacles, and threats to the performance management system.The results showed that the management system of government performance in SCT district was an effort of the local government in managing the regional government bureaucracy based on a measured vision and mission under the work programs adjusted to the work plans of each local government unit (LGU)
There were still very basic issues where LGU never compiled its work plan based on the established Sistem Akuntabilitas Kinerja Instansi Pemerintah (SAKIP)

Summary

Introduction

The issue of the performance of local governments today is of concern to various organizations, especially those that concern the issue Good Governance, which has become a central issue and is a demand of the community in Indonesia. This demand has become increasingly echoed along with the emergence of the reform movement intending to restructure the economic, social, cultural, social values system, and the government system. Improving performance is a matter that must be done by a government agency, both at the central and regional level This is in accordance with the demands of society against the government to realize higher quality public services. The implementation of bureaucratic reform will never stop because the essence of reform is a continuous change and the measure of reform for public agencies is the quality of services received by the public getting better (Amstrong. 1998:34)

Objectives

Results

Conclusion