The Implementation of Policy Equalizing Administrative Positions into Functional Positions in Central Buton Regency (Published)
This research aims to elaborate the implementation of the policy of equalizing administrative positions into functional positions at the Central Buton Regency Personnel and Human Resources Development Agency (PHRDA) as measured by organization, interpretation and implementation. This research uses a descriptive qualitative approach. The researchers act as the main instrument by using purposive sampling as a technique for determining informants. Data sources are primary data and secondary data. Data was collected using interview, observation and documentation techniques. Data were analyzed by data reduction, data presentation, and conclusions drawing. The results of the research show that the implementation of the policy for equalizing administrative positions into functional positions at the PHRDA of Central Buton Regency in the last 1 year after being appointed to their functional positions has not been well organized from 3 aspects. First, organizing: it was found that there was an organizational structure and work procedures (OSWP) used after position equalization is different from the PHRDA OSWP in the 2017-2022 PHRDA strategic plan document. The new OSWP for administrative positions, especially supervisory positions in every field, has been abolished, but in reality, administrative officials still have not had their positions equalized into functional positions, the position map still uses the old position map, the provision of allowances is in accordance with their functional position, educational background, facilities, infrastructure, and the method of implementation are not yet optimal. Second, interpretation found that functional officials whose positions have been equalized still do not understand the main duties and functions as functional officials because from the beginning of policy implementation they have underestimated this policy, functional officials have not developed their careers as follows competency tests or job training that can support careers. Third, implementation found that the process of equalizing positions was not appropriate because not all administrative officials had equal positions so that they were ineffective and inefficient.
Keywords: Policy Implementation, administrative positions, equalization of positions, functional positions
Erratic Policy Making, Implementation and Adoption of Incremental Model: Nigeria Experience (Published)
The divergence in the policies articulated by the imminent government from the policies implemented by each successive government when they are at the helm of affairs has incited various criticisms in Nigeria. The paper seeks to determine the significance of incremental model in policy implementation in Nigeria. In its bid to achieve the objective, the study adapted and developed an incremental policy framework and brief qualitative desktop research analysis was carried out. The study finds out that continuous reversal of the existing policy and adoption of the new policy by new governments has been causing policy somersault and has not in any way beneficial to our Nation. Conclusively, arbitrary policy reversal without justification has a detrimental effect on the achievement of socio-economic policy goals set by the various governments. The study recommends that under no circumstance should any administration throw overboard the existing project or policy with the notion that the policy or the project is an initiative of the previous administration.
Keywords: Economic Policymaking, Incremental model, Policy Implementation, Policy Reversal
Capacity Building of Institutional Research and Development in Bandung City Government (Published)
In Indonesia, the role of R & D (Research and Development) at the level of bureaucracy has not been considered of strategic importance. Evidently a lot of policies that are not based on deep research and comprehensive. As a result, many failed policies implemented are likely to cause new problems even more complex. The lack of involvement of R & D in the formulation of Local Regulation resulted in many problems and eventually canceled. Based on the database Research Agency Ministry of the Interior, to date only 157 the Provincial / District / City which has 548 R & D institutions of the Provincial / District / City in Indonesia (or 28.6%). And of that number only 31.8% (50 prov / districts / cities) in the form of Board and 10.2% (16 prov / districts / cities) in the form of Office, and 57.96% (91 prov / district / city) the other is a field (equivalent echelon 3) even in Bandung City is the Sub Sector (equivalent echelon 4). This indicates that the commitment of the Regional Leadership in developing R & D in the region, there still exists the view that R & D was considered not yet able to contribute significantly to the formulation of policy planning and progress of the region. This paper is to review how the institutional form of research and development of Bandung City Government should be formed in order to be actively involved in policy formulation and development planning area in terms of (a) Commitments Regional Head; (b) Institutional: (c) Resources R & D; (d) Cooperation R & D
Keywords: Capacity building, Institutional, Planning, Policy Implementation, R&D