Policy Brief Public Administration Innovation | 43 question on whether all types of job positions in the Presidential Regulations have accommodated the organizational necessity. C. Recommendations The recommendations to solve those problems explained in the previous section are as follows: 1. The government can consider non-State Civil Apparatus/honorarium employee with long experience and good competency but does not meet the age requirement to be included in PPPK Candidates. 2. The government needs to evaluate the implications of the Government Regulation No. 49 Year 2018 and to monitor government agencies so that they do not recruit non-State Civil Apparatus/honorarium employee anymore. 3. As the Presidential Regulation No. 98 Year 2020 on Salary and Allowance of PPPK is already issued, the government needs to clearly instruct all government agencies to stop recruiting a new non-State Civil Apparatus/honorarium employee. 4. As the Presidential Regulation No. 38 Year 2020 on Type of Job Position for PPPK and the Presidential Regulation No. 98 Year 2020 on Salary and Allowance of PPPK are already issued, every government agency must prepare the employment document as a requirement of fulfilling its human resources necessity. The policy to encourage government agencies to formulate an objective requirement for State Civil Apparatus and PPPK is needed. D. Closing The commitment to improve employment management in government agencies is strongly required. The new regulation tool, which is the Government Regulation No. 49 Year 2018 on the Management of PPPK must be able to become the momentum for change. Years of policy inconsistencies are enough to be lesson-learnt in order to take
44 | Policy Brief Public Administration Innovation improvement steps. These improvements need to be done sooner because in the future there will be more challenging problems. References UU ASN, RI. Undang-Undang Nomor 5 Tahun 2014 tentang Aparatur Sipil Negara. (2014). Government Regulation No. 49 Year 2018 on Contract-Based Government Employee (PPPK). (2018) Rahma, A. (2020). Menteri PANRB Beberkan Alasan Pemerintah Hapus Tenaga Honorer.
Policy Brief Public Administration Innovation | 45 Polbrief 8 STRENGTHENING PATRIOTISM VALUES (BELA NEGARA) TO PREVENT RADICALISM IN THE CIVIL-SERVICE ENVIRONMENT Desy F. Lestari – Learning System Development Analyst Abstract The phenomenon of radicalism in the civil-service environment has been in a worrying trend. One of the reasons on why radicalism can grow and spread in civil-service environment is because the patriotism value (Bela Negara) has not been embedded optimally. There is a necessity to strengthen Bela Negara values, especially related to the prevention of radicalism in the civil service environment. Therefore, one solution to solve this problem is by integrating education strategy or by the grand design of internalizing the values of Bela Negara in the education and training to prevent radicalism. Area of radicalism measurement needs to be broadened by involving the government internal supervision apparatus and the human resources counselling unit in ministries/agencies. This initiative can be included as part of the established National Action Plan of Preventing and Controlling Extremism. The synergy and collaboration are expected to improve the effectiveness of radicalism prevention in the civil service environment. A. Introduction Bela Negara is one of the learning subject in the education and basic training for the State Civil Apparatus, specifically the candidates since 2017. The subject of Bela Negara Attitude and Behaviour is directed to prepare candidates about the national vision and Bela Negara values, the changing strategic environment, the analysis of contemporary issues, and the Bela Negara readiness. Therefore, one of the purposes of this education is to protect State Civil Apparatus from other ideologies that contradict Pancasila, physically or non-physically, including radicalism which spread subtly through online and offline. In fact, radicalism has grown and can be found in civil service environment. As shown in these news: the capture of 3 (tree) terrorist suspects which one of them is a State Civil Apparatus working as English teacher in SMKN Kota Anyar, Probolinggo Regency (Kompas, May 2018 edition); the statement of an officer in the National
46 | Policy Brief Public Administration Innovation Institute of Civil Service that there are several State Civil Apparatus has become members of radical organization (Liputan6, May 2018); and the statement of West Java Governor, Ganjar Pranowo, that there are some State Civil Apparatus under his command who believe in radical thoughts. In 2021, even the The Ministry of Administrative and Bureaucratic Reform has terminated around 30 to 40 State Civil Apparatus in a month because they believe or participated in radical thoughts or activities. (https://www.bbc.com/indonesia/indonesia-56833812). Therefore, the internalization of Bela Negara values as one of the efforts to prevent radicalism has not implemented effectively. This Polbrief will offer to strengthen Bela Negara values to prevent radicalism in civil service environment. B. Problem Description According to the thesis written by Lestari (2020), the weakness of the internationalization of Bela Negara values as one of the preventive measures to prevent radicalism is: there is no Standard and Grand Design of integrating the strategy of Bela Negara Education in civil service environment. Furthermore, there is also no sustained follow-up after the training of State Civil Apparatus candidates. In some ministries/agencies/local governments there are temporary initiatives to conduct counter radicalism activities prevention through seminar or speech on the danger of radicalism. However, the essence and the direction of the counter radicalism itself has not been standardized, hence the efforts are performed separately by each agency. Meanwhile, there are key aspects that have not been reached to prevent radicalism, such as: First, until recently, the efforts to perform the counselling and supervision to prevent and control radical thoughts by APIP and the Counselling Unit have been passive-reactive, which still uses legal basis of the Government Regulation No. 53 Year 2010 on the Discipline of State Civil Apparatus. Second, the external supervision mechanism by public similar as Lapor!, ADUASN.ID, and ASN No Radikal applications launched in 2020 have not directly reached to the employee counselling
Policy Brief Public Administration Innovation | 47 and supervision. This assumption is taken based on how those applications are still used only as external supervision media and a discussion material in leader level of the ministries/agencies/local governments (has not reached all level of organization). C. Policy Recommendation Based on problem description explained in the previous section, policy recommendation that can be offered to the related parties are as follows: 1. To create a standard for the implementation of Bela Negara Education in civilservice environment and to create Grand Design on radicalism measurement in civil service environment. To integrate the strategy of Bela Negara Education in civil-service environment with a continuous follow up after State Civil Apparatus candidate training is conducted. To integrate Bela Negara education in national level with participation of related agencies (Ministry of Defence, National Defence Council, National Resilience Institute, Pancasila Ideology Development Agency, The Ministry of Administrative and Bureaucratic Reform, National Institute of Public Administration, National Civil Service Agency, and Commission of Civil Service); 2. To utilize a more comprehensive approach in preventing radicalism in civil-service environment by: a. Complementing (referring) each other function (education, training, and supervision) because the duty and function of Education and Training cannot be separately implemented and must be in accordance with the function of supervision/counselling (synchronizing duty and function of related ministries/agencies) b. Shifting supervision approach from passive-reactive to activeparticipative, in which the National Civil Service Agency with The Ministry of Administrative and Bureaucratic Reform are the related agencies to regulate State Civil Apparatus. For example, they can add initial screening in the State Civil Apparatus candidate selection by
48 | Policy Brief Public Administration Innovation using ideology psychological test similar with what has been used in the military/police. c. To strengthen the function of APIP, Human Resources Unit and Commission of Civil-Service Commission in optimizing the internal supervision along with the external supervision that has been developed by the government through several applications, such as Lapor!, ADUASN.ID, and ASN No Radikal (No Radical State Civil Apparatus) D. Closing A serious effort is required to maintain nationalism spirit and Pancasila in the heart of State Civil Apparatus. Therefore, to prevent persistent radicalism in the future, the government of Indonesia must actively conduct various measures to prevent radicalization process of the people of Indonesia. These preventive measures are important especially in the civil-service environment which has a function to be the catalyst of national unity. These measures are to raise the spirit of patriotism, nationalism, national vision under the perspective of unity.
Policy Brief Public Administration Innovation | 49 References Desy Fajar Lestari. Pendidikan Bela Negara dalam Menangkal Radikalisme di Lingkungan Aparatur Sipil Negara. Thesis di Fakultas Keamanan NasionalUniversitas Pertahanan, 2020. BBC-News. 2021. Artikel berita edisi 21 April 2021 yang berjudul “ASN dipecat karena terpapar radikalisme dinilai tak selesaikan akar masalah, lalu program deradikalisasi apa yang tepat bagi mereka? Diakses di https://www.bbc.com/indonesia/indonesia-56833812
50 | Policy Brief Public Administration Innovation Polbrief 9 MODERATING AGILE BUREAUCRACY AND DEMOCRATIC GOVERNANCE Avrina Dwijayanti – Senior Policy Analyst Abstract Currently, many countries have made efforts to properly moderate democracy and bureaucracy. Because of the contradiction in these two things, various political configuration and policy have been developed through academic studies to create a balanced order. One path to achieve that purpose is by creating an idea or mechanism that enables stakeholders to apply direct pressure to the bureaucracy. Therefore, there will be a simultaneous improvement between democracy and bureaucracy. A. Introduction Welfare Stateis the absolute purpose of the creation of a state which has a maximum level of welfare in society for every sector. It means the state (with bureaucracy as one if its instruments) plays key role in welfare protection of its people by holding the principles of equality in opportunity, wealth distribution, and public responsibility of the government for citizens who are unable to access resources optimally (Britannica, 2020). This key role brings consequence of the necessity for bureaucracy to have optimum performance, hence various concepts have been formulated to define the final value of bureaucracy. One of the aforementioned concepts is agile bureaucracy, which means a bureaucracy with the character of good governance, service-oriented, public participating governance, innovative, responsive, and result-oriented (Secretary of the The Ministry of Administrative and Bureaucratic Reform, 2020). Agile means the entity develops and can create and fulfil public demand that is always changing along with the progress of the era. Agile bureaucracy can seize the opportunities and creates new values in the interaction between the state and its citizen (Rey et al., 2019). As an entity, agile bureaucracy also needs a space which is “democracy” for its existence. In the analogy of an ecosystem, agile bureaucracy needs the conducive democratic climate to be properly grown (Farazmand, 2010).
Policy Brief Public Administration Innovation | 51 B. Problem Analysis However, the current situation is the opposite the necessity of conducive democratic climate as in 2021 The Economist Intelligence Unit (EIU) released the decline of Global Democracy Index with the average score 5.37. It declines from previous score of 5.44. Meanwhile, Indonesia with the score of 6.48 is in 67th position from 188 countries. The score is the lowest for the last 14 years. EIU gave score 7.92 for the election process and pluralism. Moreover, the function and performance of government’s score is 7.50, political participation is 6.11, political culture is 4.38, and civil liberty is 5.59 (The Economist Intelligence Unit, 2021). Related to the public administration discourse, the decline of Global Democracy Index shows the shifting paradigm from New Public Management (NPM) to New Public Service (NPS). In NPM paradigm the forefront of bureaucratic performance is to increase customer satisfaction, while NPS emphasizes in the active and full civil participation through the improvement of civil rights in the substantial public service. This encourages ideas to strengthen democratic values in the implementation of good governance. As a synthesis of the development of the thoughts in governance, democratic governance comes with a perspective that the development of effective and democratic public sector institution is the important component to give direct impact for the society/citizen. In the opposite, if the government fails to fulfil public expectation, then the citizens will lose their faith to the democratic value and will move to the alternative model (Bevir, 2011). Welfare State Agile Bureucracy Democratic Governance
52 | Policy Brief Public Administration Innovation Despite getting many critics, for example only partially and formally implemented, the central and local governments have made several efforts to drive the capacity improvement of the bureaucracy to become agile and to nurture democratic value as its basis. These efforts can be seen from the shifting paradigm from state-centric to citizen-centric through the implementation of participative model in the Development Plan and the Government Administering (the Law No. 25 Year 2004 on National Development Planning System and the Government Regulation No. 45 Year 2017 on Public Participation in the Local Government Administering), bureaucratic reforming (Presidential Regulation No. 81 Year 2011 on the Grand Design of Bureaucratic Reform 2010-2025) and the implementation of open government and clean government with all of their attributes (The Law No 14 Year 2008 on Public Information Transparency and the Law No. 28 Year 1999 on Clean Public Administration That Free from Corruption, Collusion, and Nepotism). C. Policy Recommendation Moderating process of agile bureaucracy and democratic governance is the recommendation offered so that those two things can progress simultaneously. This can be achieved by pulling the right keywords of those two concepts, which are the accessibility and the capacity of direct stakeholders’ intervention in the program and performance of the bureaucracy. Therefore, the recommendation offered are as follows: RECOMMENDATION AFFECTED LAW POINT To Improve Stakeholders Capacity in Applying Pressure to Bureaucracy Through the Implementation of Horizontal and Networking Accountability in the Corruption Prone Indicated Government Programs The Government Regulation No. 8 Year 2006 on Financial and Performance Reporting of Government Agencies Series of regulation on accountability more focus on hierarchical accountability, while the accountability should be positioned as the responsibility for public fund utilization. Therefore, the accountability needs to formally involve stakeholders. This involvement is expected to create a control mechanism in the quality, which is program quality and reporting procedure. The Presidential Regulation No. 29 Year 2014 on Government Performance Accountability System The Regulation of Minister of Administrative and Bureaucratic Reform Republic of Indonesia No. 53 Year 2014 on Technical Guidelines of Performance Agreement,
Policy Brief Public Administration Innovation | 53 Performance Reporting and Reviewing Procedure for Performance Report of Government Agencies The Regulation of Minister of Administrative and Bureaucratic Reform Republic of Indonesia No. 12 Year 2015 on Evaluation Guideline on the Implementation of Government Agency Performance Accountability System To Make Collaborative Management as the Basis of the Program Management The Government Regulation No. 39 Year 2006 on Procedure of Control and Evaluation of the Development Plan Implementation The complexity and uncertainty of the environment drive a crosssectoral management to be implemented in more dynamic and adaptive. However, the obstacle in resources channel sometimes hinder this management effort. Collaboration to control resources channel is needed to make it dynamic. This also can solve insufficient resources in crosssectoral management. The Government Regulation No. 28 Year 2018 on Cooperation Between Local Governments The Regulation of the Minister of Home Affairs No. 22 Year 2020 on Cooperation Between Local Governments and with Third Party To Involve Stakeholders in the Assessment to Determine High Job Position Formation The Law of the Republic of Indonesia No. 5 Year 2014 on State Civil Apparatus The appointment of bureaucratic officers in the future does not only look at the competency and organizational necessity, but also the ability to create strong institutional networking with the organizational environment. The ability of high officer in understanding the complexity of the sector under his/her command is the significant additional point. In other side, the trust from stakeholders to bureaucracy will improve as the consequence of their involvement. The Government Regulation No. 100 Year 2000 on Appointment of State Civil Apparatus to Structural Job Position To Conduct Academic Test and Evaluation to the Sustainable Program by Involving Education Institution The Presidential Regulation No. 59 Year 2017 on The Implementation of Sustainable Development Objective Achievement The involvement of Education sector institution is needed compared to only involve expert council in personal level. This will be mutually beneficial for the two sectors as the academic sector will gain stronger academic validation which will affect to the growth of Education ecosystem. Moreover, academic test and evaluation can be utilized to minimize inappropriate decision-making potential than just providing advice. To Set Working Contract and Realization Target Between Public The Government Regulation No. 8 Year 2006 on Finance and Performance Reporting of To urge more strict responsibility and supervision by adding the potential of job position
54 | Policy Brief Public Administration Innovation Organization and Stakeholders for Specific Programs Government Agencies termination if the contract cannot be realized/achieved. In other side, the contract can create higher public trust and give them The Presidential Regulation No. 29 option to actively participate. Year 2014 on Government Performance Accountability System The Regulation of the Minister of Administrative and Bureaucratic Reform Republic of Indonesia No. 53 Year 2014 on Technical Guidelines of Performance Agreement, Performance Reporting and Reviewing Procedure for Performance Report of Government Agencies The Regulation of Minister of Administrative and Bureaucratic Reform Republic of Indonesia No. 12 Year 2015 on Evaluation Guideline on the Implementation of Government Agency Performance Accountability System To Nurture Public Awareness in Early Stage about The Introduction of Public Policy in Formal Education as A Subsubject of The Education Subject of Pancasila and Citizenship The Law of the Republic of Indonesia No. 20 Year 2003 on National Education System The curriculum is formulated according to the educational level under the paradigm of The Unitary State of the Republic of Indonesia. One of the aspects is to consider national and local development so that early awareness about bureaucracy and public policy can encourage public to fulfil that aspect. Critical awareness developed early can drive the control function for the bureaucratic performance The Government Regulation No. 19 Year 2005 on the National Standard of Education (And/Or Its Amendment) The Regulation of the Minister of Education and Culture Ni. 59 Year 2014 on the 2013 Curriculum of High School / Islamic High School (Madrasah Aliyah) (And/Or Its Amendment) To Use the Mass Media as a Communication Medium for Interactive Policy The Law of Republic of Indonesia No. 14 Year 2008 on Public Information Transparency The shifting of interaction to digital world creates a strict social control so that the interactive relations will be developed automatically and not limited to dissemination and publication relations as what have been occurred so far. A more interactive interaction will directly stimulate bureaucratic responsiveness. The Presidential Regulation of the Republic of Indonesia No. 95 Year 2018 on Electronic-Based Governance System
Policy Brief Public Administration Innovation | 55 D. Closing In order to become a welfare state by developing agile character, bureaucracy needs to be linked with democratic governance so that both require a simultaneous improvement. Agile bureaucracy can only be achieved through the improvement of public supremacy in a democracy. However, the improvement of democracy in one side also depends on the state’s capacity to develop a system to accelerate democracy in other side. References: Bevir, M. (2011). Democratic governance: A Genealogy. Local Government Studies, 37(1). Britannica, T. Editors of Encyclopaedia (2020, November 28). Welfare state. Encyclopedia Britannica. https://www.britannica.com/topic/welfare-state Farazmand, A. (2010). Bureaucracy and Democracy: A Theoretical Analysis. Public Organization Review, 10(3). Rey, C., Pitta, N., Ramonas, D., & Sotok, P. (2019). Agile Purpose: Overcoming Bureaucracy. In Purpose-driven Organizations. The Economist Intelligence Unit. (2021). Democracy Index 2020. The Economist. The Law No. 28 Year 1999 on Clean Public Administration That Free from Corruption, Collusion, and Nepotism The Law No. 25 Year 2004 on National Development Planning System The Law of Republic of Indonesia No. 14 Year 2008 on Public Information Transparency Government Regulation No. 45 Year 2017 on Public Participation in the Local Government Administering Presidential Regulation No. 81 Year 2011 on the Grand Design of Bureaucratic Reform 2010-2025
56 | Policy Brief Public Administration Innovation Public Administration is the key to a nation’s civilization, if you destroy it then there would be no future. -AnonymousPUBLIC ADMINISTRATION
Policy Brief Public Administration Innovation | 57 AUTHORS’ BIOGRAPHY 1. Ichwan Santosa, was born in Sukabumi 20 April 1982 is a Junior Policy Analyst in the Center of Innovation of State Civil Apparatus Competence Development Management (PIMBANGKOM ASN) of the National Institute of Public Administration of the Republic of Indonesia, Jakarta. He earned his bachelor’s degree of Public Administration from University of Indonesia. His career as Policy Analyst started in the Center for Innovation of Institutional and Apparatus Resources of LAN RI in 2016-2018. He actively involved as the member or coordinator in study activities for various sectors such as in Central Government Institutional, State Civil Apparatus Management, Public Administration Innovation, Public Services, and State Civil Apparatus Competency Development. Moreover, as Policy Analyst he also actively involved in the formulation of Policy Brief and Staff Review on policy recommendation to the leaders, either as individual or team. He can be contacted through e-mail [email protected] atau (+62) 85759598333. 2. Haris Faozan is a Specialist Policy Analyst since 2019. Meanwhile, previously he was taking a structural position as the Head of Research and Innovation for five years. His sector interests are related to Organizational Development, Human Resources Management, Public Service Innovation, and Leadership. Since 2000 he has been being a speaker and consultant for various central and local government agencies and also for other highlevel institution related to his subject interests. Currently he focuses on the effort to encourage government agencies to empower their employee characters and work culture and to accelerate a human resources management modernization.
58 | Policy Brief Public Administration Innovation 3. Desy Fajar Lestari, was born in Tegal City, West Java, 22 December 1978. Currently, she works as Learning System Development Analyst in the Center of Cadre Development for State Civil Apparatus of the National Institute for Public Administration. She earned her bachelor’s degree from the Graduate School of Public Administration of the National Institute of Public Administration (STIA LAN Jakarta) in 2007. She continued her study in the Faculty of National Security Peace and Conflict Resolution Study Program of the Indonesia Defense University (2020). She is part of the author team of several Teaching Module for the Center of Cadre Development for State Civil Apparatus of LAN RI. She can be contacted through e-mail: [email protected] and mobile phone: (+62) 858 9023 7373 4. Hidayaturahmi, was born in Jakarta, 2 February 1975. She works as a lecturer in the Polytechnic of STIA LAN Jakarta. She finished her undergraduate study in Padjadjaran University, Bandung and obtained Master of Public Administration from the Australian National University, Canberra. She then enrolled in the Doctoral Program in Utrecht University, Netherlands for two years and continued her academic pursuit in the Bogor Agricultural Institute (IPB) with her dissertation focusing on the subject of environment communication. She participated in the visiting research program (Internship Program) in Ritsumeikan University, Kyoto-Japan in 2011 with the research title ‘Managing Small Scale Water Supply for Makassar City, Indonesia: Lesson Learned from Japan’s Water Management.” Some of her published research are Gender and Green Economics Growth (2018), Social Media Communication Strategy to Encourage Public Participation in the Online Website Kitabisa.com (2018), The Implementation of Green Development Perspectives in a Local Government Policies: Case Study in Central Kalimantan Province (2020), The Study of The Supporter Conflict between Jakmania and Maung Bandung Using CrossCulture Communication Perspective (2020). She can be contacted through e-mail: [email protected] and mobile phone: (+62) 81299333650.
Policy Brief Public Administration Innovation | 59 5. Dewi Oktaviani, was born in Jakarta, 14 October 1980. She works as Senior Researcher in the Center of Public Administration Policy Studies, LAN RI. She earned her bachelor’s degree from the Faculty of Social and Political Science, Political Science Study Program, Bung Karno University, Jakarta (2001). She then enrolled in the Graduate Program in the Faculty of Law, Constitutional Law Study Program, Krisnadwipayana University, Jakarta (2018). Some of her published research are: 1) The Important Factors to Solve Various Problems in Organization, LAN RI Development Management Magazine (2006). 2) The Institutional Existence of the National Resilience Council, Widyariset, The Indonesian Institute of Science (LIPI) (2009). She also a team member of various studies and innovations, such as: 1) Champion Innovation Workshop Guidelines – Accelerating the Governance to Improve Local Competitiveness- National Priority (2018); 2) Creating the Agile Government Cabinet in 2019-2024 Period (2019); 3) Reformulation Study of the Dimension of Public Administration System (SANRI) (2019); 4) Outcome-Based Bureaucratic Reform (2020); 5) Integrated Policy Studies (2020). She can be contacted through e-mail: [email protected] and mobile phone: (+62) 81316387983. 6. Yuliardi Agung Pradana, was born in Semarang, Central Java, on 4 July 1991. He works as Junior Policy Analyst in the Center of The Development Of State Civil Apparatus National Leadership and Management Competency, LAN RI. He earned his bachelor’s degree in Public Administration from the Faculty of Social and Political Science,Diponegoro University, Semarang in 2013 and master’s in administrative science from the same university in 2014. Currently, he is actively writing articles for mass media. His published works such as Transformation Direction of Public Services, Detikcom April 2011 and Invigorating Literation Culture Through Library Transformation, Suara.com June 2021. He can be contacted through e-mail: [email protected] and mobile phone: (+62) 89627110276.
60 | Policy Brief Public Administration Innovation 7. Putra Budi Darmawan, was born in Surabaya, East Java on 22 October 1989. He works as Policy Analyst in the Center of The Development Of State Civil Apparatus National Leadership and Management Competency, LAN RI. He earned his bachelor’s degree from the Faculty of Education (Tarbiyah) Sunan Ampel Islamic State University Surabaya and master’s degree of Law from Bhayangkara University Surabaya. He can be contacted through e-mail: [email protected] and mobile phone: 085854130799 8. Candra Setya Nugroho, was born in Bojonegoro Regency, East Java, Indonesia on 1 July 1988. He works as Senior Policy Analist in the center for training and development and competency mapping of State Civil Apparatus, LAN RI. He earned his bachelor’s degree from the Faculty of Law, Brawijaya University in 2010 and master’s degree in Public Administration from the same university. He can be contacted through e-mail: [email protected] and mobile phone: (+62) 85646545343 9. Sulistianingsih, was born in Cibeunying Kidul Sub-District, Bandung City, West Java, Indonesia on 23 September 1984. She works as Senior Policy Analyst in the center for training and development and competency mapping of State Civil Apparatus, LAN RI. She earned her bachelor’s degree from the Faculty of Education, Universitas Pendidikan Indonesia in 2007, and her master’s degree from the Faculty of Economics and Business, Applied Economics Program Study, Padjadjaran University. She can be contacted through e-mail: [email protected] and mobile phone: (+62) 81322323184
Policy Brief Public Administration Innovation | 61 10. Muhammad Febrianto, was born in Banda Aceh, Aceh, Indonesia on 4 February 1989.He works as Junior Policy Analyst in the Center for Training and Development and Research of Public Administration Laws, LAN RI. He earned his bachelor’s degree from the Faculty of Education (Tarbiyah), English Program Study in Ar-Raniry State Islamic University, Banda Aceh, in 2012. He is a member of the authors team for several books of studies, such as: 1) The Study of Evaluation of Post-Leadership Education and Training Level 1 (2017), 2) The Study of Competency Development Strategy for State Civil Apparatus in Local Government Agencies (2018), 3) The Study of the Implementation of the Law No. 30 Year 2014 on Government Administration Related to Corruption Eradication (2019), and 4) The Study of Prevention and Control of Trading In Influence in the Government Administration (2020). Moreover, he also a member of the innovation advocating book authors team with the project named Innovation Wave from the West of Indonesia: Innovation Laboratory in Mentawai Islands Regency (2018). He can be contacted through e-mail:[email protected] and mobile phone: +6285260874799 11. Avrina Dwijayanti, was born in Bulukumba, South Sulawesi, Indonesia on 5 April 1990. She works as Junior Policy Analyst in the Center of Training and Development and Governance Management Studies in LAN RI. She earned her bachelor’s degree in the Faculty of Social and Political Science, Hasanuddin University, Makassar in 2006, and her master’s degree in philosophy, Gajah Mada University, Yogyakarta in 2016. Her published paper related to the Public Administration Studies are: Multi-Actors Resources Exchange in the Disaster Mitigation, The Journal of Public Administration (JIA) Vol. 15 No. 3 Year 2019; The Function of Bureaucracy as Policy Advisor, The Journal of Public Administration (JIA) Vol. 17 No. 2 Year 2021. She can be contacted through e-mail: [email protected] and mobile phone: (+62) 82328301130.
62 | Policy Brief Public Administration Innovation 12. Azizah Puspasari, was born on 14 September 1982. She works as Senior Policy Analyst in the Center for State Civil Apparatus Management Studies (PKMASN) LAN RI. She earned her bachelor’s degree in the Faculty of Education, Muhammadiyah Surakarta University. She started her career as State Civil Apparatus in LAN RI since early 2009. In 2015-2017 she received fully-funded Scholarship Program for Strengthening the Reforming Institution (SPIRIT) – World Bank Awardee in the Western Michigan University, Michigan, United States of America and attained Master of Public Administration title. Her concern interests are Public Policy, Civil Service Human Resources Management, Organizational Development, Training and Development, and Bureaucratic Reform. She can be contacted through email: [email protected] or [email protected]
Policy Brief Public Administration Innovation | 63 Closing A written text is the medium for scholars to voice their opinion Even though some meaning might not be properly understood Just write everything as it is As honesty is more important than not doing any mistake Keep trying to make something Leave traces to make your life meaningful To the State Civil Apparatus wherever you are, always remember your God Because everyone will stand before His Judgement -Anonymous-
64 | Policy Brief Public Administration Innovation