132 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Planning/Bappenas can play an active role and work flexibly, strengthening the capacity of planners through integrated databases strengthening planner cooperation and planning quality through knowledge sharing media; utilizing ICT for strengthening development planning and increasing team productivity, both institutional and individual with systematic records and accountable. In other words, this agency applies basic principles in providing the concept of flexibility in scheduling (schedule), flexibility in work location (location), and flexibility in time (time). Figure 7.3. Bappenas Flexiwork Mechanism b. Ministry of Finance Meanwhile, according to the Direction of the Minister of Finance, Sri Mulyani in Dini Kusumawati (2020) that the Covid-19 pandemic encourages radical changes in creating new working patterns in her agency. The implementation of the FWA concept to the Ministry of Finance takes the momentum and experience during COVID-19 to encourage the acceleration of change in the Ministry of Finance. Reduce the number of meeting rooms and utilize technology as it does during WFH. Designing work patterns, infrastructure, and work culture that support the creation of a working system in the framework of the new normal order in the Ministry of Finance. Therefore, they issued a policy through the Decree of the Minister of Finance No. 223 /MK.01/2020 on the Implementation of Flexible Working
133 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Space in the Ministry of Finance where the rules regulate employee work patterns that provide flexibility of work locations during certain periods by maximizing technology. This policy sets priorities that can be made through the FWS scheme, including policy formulation work or policy recommendations, not face to face with service users, and work can be done online. For the mechanism and its arrangement, FWS quotas and deadlines are determined by the head of the work unit in a tiered manner taking into account the principles of fairness, proportionality, order, the effectiveness of the implementation of tasks, as well as the function and sustainability of the work unit services. In this case, the Ministry of Finance applies FWS criteria as a reward for its employees who have high performance and competence accompanied by considerations and plans for FWS implementation which includes location, duration, and work plan. During the implementation of FWS, the employees of the Ministry of Finance conduct attendance according to assignment, draw up daily work plans and report their work to the employee's direct supervisor. The Ministry of Finance also implemented a coworking space policy by applying The Minister’s Decree of Ministry of Finance (KMK) No. 453 Th 2020 on Activity-Based Workplace (ABW). ABW is a transformation of strategy in working by utilizing co-working spaces and maximizing ICT to increase and maintain employee productivity. During the implementation of FWS, Ministry of Finance employees still receive salaries, performance benefits, meal money, and other facilities in accordance with applicable provisions. All this is done to facilitate the organization in meeting the expectations of service users, fulfilling the organization's mandate effectively & efficiently, and realizing the employees of the Ministry of Finance. Figure 7.4. Working Patterns in The Ministry of Finance Source: Dini Kusumawati (2020)
134 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m 1. Key to Successful Implementation of FWA Reflecting on the national bureaucratic reform agenda and the urgency of FWA, the implementation of FWA with its various variations can be viewed as an unavoidable necessity. If you look at the experience in both public organizations exemplified above, some important points that must be considered in ensuring the successful implementation of FWA are: First, ensure clear performance targets, proportional performance sharing, and measurable performance achievement deadlines. It also requires social capital in the form of a trust base, namely trust from superiors to subordinates and vice versa (subordinates to superiors). In addition, second, work flexibility requires capacity strengthening, integrated data, knowledge sharing, and ICT support. With this, there will be better team productivity that will contribute systematically and accountable to the organization. In other words, the implementation of FWA requires a solid and scalable Performance Management system but allows employees to work flexibly to drive higher results. Third, flexible working arrangements should be associated with the implementation of bureaucratic reforms within the framework of adaptive ASN work culture changes in the digital age (Tatang Muttaqien, 2020). Flexible working arrangements should also be associated with efforts to encourage efficiency and budget re-shaping (leaner and on target).
135 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m CHAPTER VIII PERFORMANCE INFORMATION SYSTEM Digital Transformation to Support Industry 4.0 Digital transformation is synonymous with the use of technology to convert analog processes into digital. This digital transformation refers to the way technology is revolutionizing businesses with new technological fields such as machine learning, big data, and the internet for everything. Whether it is done by the community, companies, or government agencies. Usually, the use of digitalization is done to improve customer experience, supply chain, stakeholder management, and overall business processes. 1. The Latest Developments in Information and Communication Technology The development of Information and Communication Technology/digital allows us to get whatever information is needed to improve our performance as employees (ASN). Especially in industry 4.0, digitalization technology can be an intermediary medium to lead to literacy practices that can produce print-based texts (Amanda, 2021) which of course will make it easier for us to get the required sources of knowledge and encourage the improvement of civil service performance. Based on the Indonesia Information and Communication Technology Development Index in 2018-2019 conducted by the Indonesian Statistics (BPS) there was an increase in value from 5.07 in 2018 to 5.32 in 2019 on a scale of 0- 10, with a growth of 4.96 percent. This is also characterized by an increase in the value of its subindex, namely access & infrastructure, use, expertise. Clearly, IPICT Indonesia can be seen in the following table: Table 8.1. Development of IP-ICT Indonesia, 2018-2019 Subindex IP-TIK 2018 IP-TIK 2019 Growth (%) Access & Infrastructure 5,34 5,53 3,56 Use 4,45 4,85 8,99 Expertise 5,76 5,84 1,31 IP-TIK 5,07 5,32 4,96 Scale IP-TIK : 0-10 Source: Results of BPS (Information and Communication Technology Development Index Book 2019)
136 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m The growth of information and communication technology development signifies the opportunity for people to access digital information sources that are increasingly open. According to Syakilah et al. (2020:27) in 2019, the internet network used by the majority of Indonesia's population is mobile broadband. There are about 92 customers out of 100 residents subscribing to mobile broadband to access digital information. The public is also starting to look at the use of fixed broadband. This is evidenced by the increase in fixed broadband customers over the past four years. With a comparison of 100 residents, there are 3 or 4 residents using fixed broadband. This opens up opportunities to leverage digital technology to get certain information needed in performance improvement. Infrastructure support is certainly a crucial thing in the development of information technology. The increase in its use and the development of public expertise in utilizing technology certainly needs to be supported by good infrastructure. In IP-ICT Indonesia the assessment indicator of access and infrastructure development consists of five indicators namely fixed phone customers per 100 residents, mobile phone customers per 100 residents, international internet bandwidth per user, percentage of households with computers, and percentage of households with internet access. The availability of international internet bandwidth per user is the most important thing to note in the utilization of information technology seen through access and infrastructure. Especially if the use of Information Technology is done by government agencies, it will always be associated with public service delivery and performance. The availability of internet bandwidth is getting bigger from year to year. In 2018, international internet bandwidth amounted to 47,918 bits per user to 91,063 bits per user in 2019. The development of information and communication technology is clearly done to carry out digital transformation of the implementation of business processes for companies and government agencies. Of ourse this will bring benefits in improving resource management for organizations, especially government agencies. It will also make business processes more efficient. The government bureaucracy will create a more flexible work culture. Because it will encourage the government to eliminate compartmentalizing or sectoral egos. Of
137 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m course, by opening channels of communication, pioneering a sense of responsibility, empowerment and inspiring for all people. In the end it will be related to the performance goals of the business processes that have been determined. The development of information and communication technology should provide benefits for government agencies if the process is carried out appropriately. In the end, it led to an increase in the performance of government agencies. The performance of government agencies itself is already regulated in policies related to performance management. And in its implementation it also utilize digital technology that is considered more efficient in managing performance both institutionally and individually. The rapid development of Information and Communication Technology (ICT) has had an impact on human life in general. In terms of governance, the advancement of ICT has brought a new phenomenon called electronic-based government or e-government. The presence of e-government with all the benefits it brings opens opportunities for the government to provide better services to the community. The urgent thing, of course, answers the challenges in its implementation. The use of e-government in Indonesia is still far behind other developed countries. However, from year to year the government continues to improve. This can be seen from the results of the e-government Development Index (EGDI) survey organized by the United Nations. This survey shows that Indonesia is ranked 88 out of 193 countries in 2020 (United Nations, 2020). The results of the 2020 survey showed an increase of 19 rankings when compared to 2018 which was 107th and 116th in 2016. According to the report, despite being faced with many challenges, by 2020 countries in the Southeast Asian region, including Indonesia are able to make progress towards digital transformation. The advancement and development of information technology has encouraged the government to improve. Information in the form of hard copy archives that accumulate to fill bureaucratic workspaces is no longer relevant to maintain. All things related to information will be more efficient and easier to recover if recorded using an information system. What is the simplest example of digital transformation in terms of information systems in Indonesian government? During the COVID-19
138 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Pandemic, the easiest answer was to point to the e-HAC (modern version of the Health Alert Card). At this time all Indonesian citizens who travel by land, sea, and air are required to fill the e-HAC. By charging the e-HAC, the state can find out health information and locations in which areas its citizens are located. The presence of e-HAC during this pandemic complements the various names of activities that have already appeared such as e-government, ecommerce, e-education, e-medicine, e-laboratory, and others. e-HAC itself is a derivative of e-government which refers to the use of information technology by the government, such as using intranets and the internet, which has the ability to connect the needs of residents, businesses, and other activities. According to Yudho Giri Sucahyo et al (2013) the term e-government is an approach from electronic-government that can be interpreted etymologically as electronic government. The implementation of e-government policies is done by utilizing optimally the advancement of information technology to eliminate organizational and bureaucratic barriers. The term is often understood as the maximum utilization of ICT to improve effectiveness, performance, and government services for the general public. However, in addition to services to the general public such as e-HAC, egovernment also has other forms. According to (Indrajit, 2002) in (Vita Elysa & et al, 2017) there are at least four classifications of new form relationships for the use of ICT in e-government: a. Government to Citizens The most common form of e-government use is where governments build and implement various information technology portfolios to interact with the public. b. Government to Business Form of providing data and information services from the government for businesses. c. Government to Government The form of using e-government for interaction between one government and another government in order to facilitate the process of cooperation. d. Government to Employees
139 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m A form of use intended for staff in government agencies. In addition, the purpose of the e-government policy is to reduce the use of manual systems or the use of paper in each service. Performance information systems are included in the form of Government to Employees, because these systems support the information needs in the internal government. 2. Digital Transformation in Performance Management Implementation Digital transformation brings all forms of activities that can be done using a system. Especially with the development of information and communication technology that encourages easy access to information. As if inviting actors of activities including the government to develop digital applications that facilitate the implementation of work in the implementation of public services. The development of digital systems on the government side is driven massively which is characterized by the emergence of the concept of egovernment. Through the implementation of e-government is expected to improve the quality of government services to its stakeholders (society, business, and industry) especially in terms of effectiveness and efficiency performance in various areas of state life. The concept of e-Government can be said to be an information technology system developed by the government in providing choices to its people when and wherever they can get easy access to information and services that the government provides to it (Yohanitas, 2013). The key to successful implementation is also leadership, infrastructure readiness, information sustainability, quality of human resources (HR), and community support (LAN, 2009). And the performance management system does not escape the change in its implementation to digital or enter the realm of e-government. Digital transformation to the implementation of performance management is done by understanding in advance the stages of performance management formation. Especially now that the implementation has also entered the performance of individuals in the organization/agency. In addition, in principle, the implementation of performance management is carried out in line with the implementation of performance-based budgets that are required to be more responsive and able to facilitate the fulfillment of demands for improving the quality of public services (LAN, 2008).
140 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Performance management is a strategic and integrated process that supports the success of the organization through the development of HR performance (LAN, 2009) by providing an understanding of the management of the level of policy achievement (policy performance) in accordance with the performance plan that has been set (Hamka, 2005). Therefore, HR ability as a contributor to that performance needs to be developed through a shared process between managers and individuals that are more based on agreement than instruction. This performance management includes strategic planning where there needs to be the formulation of the vision of the mission and values of the organization. In addition, there is also a performance plan for performance determination and fulfillment of annual performance carried out cascading from agencies, work units to each individual. Then there also needs to be monitoring evaluations and reports of performance achievements. This performance management process is what is needed to be a complete performance management system. But in practice, the system developed by government agencies is partially structured and there is still an incompatibility from planning to its achievement. In addition, there is a system that is not developed into a system. 3. Employee Performance Information System Issues The application of employee performance information systems as an instrument in the internal government faces various challenges. Here, it is interesting to take a look at some of the studies ever done. Research conducted by Rakhmawanto (2017) for example, found several factors that hinder the implementation of information technology based ASN management systems: lack of quantity of human resources, lack of complete facilities and infrastructure, limited software, invalid ASN data, and weak internet network. Then, research conducted by Marlian and Sari (2020) found that before the implementation of the Employee Performance Assessment System (SASIKAP) within the Bandung Regency Government: the preparation of SKP and annual performance assessment documents were carried out only when needed, performance assessments were carried out once a year and even not done if not needed, it was difficult to monitor and supervise employee performance assessments, And the government does not have a valid and real-time employee performance database.
141 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Furthermore, in research conducted by Meitika (2020) it was found that the application of the Electronic Civil Service Performance Assessment System (eSIKAP) application in the Riau Provincial Government also brought changes in civil servant behavior. Before the implementation of e-SIKAP in the Riau Provincial Government, the SKP report was made manually by civil servants and the assessment was inaccurate because superiors did not clearly know the targets made by civil servants. In the conclusion of his research, Meitika (2020) stated that in applying egovernment in the assessment of employee performance there are several inhibiting factors, namely: the readiness of human resources in the government, paradigm shifts, socialization, and software. Identifying these barriers can give a picture that digital transformation efforts in the body of government are not easy. Nevertheless, the transformation needs to be encouraged because of the benefits of the presence of an ASN management information system, namely getting information about the state/profile of employees quickly and accurately (Rakhmawanto, 2017). In addition, employee performance information systems are inseparable from other related information systems that require data integration. And the system is not directly related to employees, but related to the agency and work unit of the employee. Of course, this is related to the performance management system that is connected to a complete government agency accountability system. This system starts from the performance planning of government agencies, financial planning of government agencies that are the driving force of national development plans. Then related also to the technical implementation as outlined in the work program plan of the agency and the work unit of each government agency. But all of them there is no information system that is well integrated from the national level, agency level, the level of work units that ultimately to the performance of employees as individuals who can carry out all their planning. This is where the problem arises. The development of information and communication systems should facilitate it all. So that the lack of quantity of human resources, lack of complete facilities and infrastructure, limited software, invalid ASN data will always be the reason for the lack of governance of overall performance management. For this reason, an integrated performance information system model is needed.
142 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Performance Information System Model and Management 1. Urgency of Performance Documenting Technological developments have changed many things, including the way ASN works. Factually, ASN at this time can actually carry out work from anywhere and anytime, without the need to come to the office every day. This is evidenced by the implementation of the Work from Home (WFH) policy since the COVID-19 pandemic hit Indonesia in March 2020. The implementation of WFH seems revolutionary and drastic, but if viewed in more detail, it is not the case. The Indonesian government has started digital transformation measures in the bureaucratic body a few years ago. One of them is in terms of managing performance information systems. The implementation of WFH during the COVID-19 pandemic is supported by the existence of performance information systems. Therefore, it is not surprising that the Regulation of the Minister of Administrative and Bureaucratic Reform of the Republic of Indonesia No. 8 of 2021 on the Civil Service Performance Management System is enacted. The regulation states that the performance information system is an integral part of the civil service performance management system. In accordance with Article 18 paragraph (3) of PermenPAN-RB No. 8 of 2021 on Civil Service Performance Management System that "The National Civil Service Agency prepares a national civil service Performance information application that can be integrated with civil servant performance applications in Government Agencies". This provides an overview that in addition to (The National Civil Service Agency (BKN), government agencies are also allowed to develop civil servant performance applications according to their respective needs. However, applications in government agencies must still be integrated to facilitate the reporting process to the Minister who organizes governmental affairs in the field of administrative and bureaucratic reform. There are several government agencies that have first imposed performance assessment through the use of information technology, such as the Civil Service Performance Assessment System (SIKERJA) belonging to the Ministry of Home Affairs, The Performance Visum Information System (SIVIKA) belonging to the National Family Planning Coordinating Agency (BKKBN), eperformance belonging to the Surabaya City Government, e-performance
143 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m belonging to the Banda Aceh City Government, Sabilulungan Employee Performance Assessment System (SASIKAP) belonging to the Bandung Regency Government System Electronic Apparatus Performance Assessment (E-SIKAP) belongs to the Riau Provincial Government, and several similar applications. 2. Performance Information System Management Model The number of systems created by each government agency in tidying up the documentation of the performance of government agencies and government employees is a picture that the development of technology and communication can actually help realize the automation of agency work. The common question is related to the integration of the developed system. Therefore, it is necessary to manage the performance information system from a national scale, agency, work unit, and to individuals.
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149 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m AUTHOR BIODATA Hary Supriadi is a Trainer Specialist at the Center for The Competency Development of National Leadership and Managerial for ASN, LAN-RI. He completed his S1 degree in Civil Law at the Faculty of Law, Lambung Mangkurat University, Banjarmasin in 1992, his master’s degree in Urban Management at IHS-Erasmus University, Rotterdam in 1999, and Doctoral Degree in Public Administration at Brawijaya University, Malang in 2007. In his career as a civil servant, he had served as an Assistant to Economic Development and People's Welfare, Banjar Regency, an Assistant to Government of Banjar Regency, Head of Development Planning, Research, and Development of Banjar Regency, Director of Center for Decentralization and Regional Autonomy Studies LAN-RI, and Director of ASN Management Study Center LAN-RI. Academically he was a non-permanent lecturer in Magister Science of Public Administration and in Master of Public Administration, Lambung Mangkurat University, as well as a non-permanent lecturer in The College of Administrative Sciences, Bina Banua, Banjarmasin, and became a Coach on several training programs organized by Lambung Mangkurat University, Banjarmasin. Contact Person: [email protected] or 081953656327 Suripto has been an Associate Expert Researcher in the National Institute of Public Administration. The Republic of Indonesia (LAN-RI) since 2015. He started his career in LAN-RI In 1996 and has joined research since 2004. Focus and research expertise in the fields of organizational business process, performance management, bureaucratic reform, and ASN management. In addition to research, he is also experienced in delivering assistance to government agencies in the development of public sector innovations and speakers in the development of technical competencies such as performance management, creative thinking, business processes/SOPs, and others. To obtain these materials, you can visit https://www.slideshare.net/Suripto3x or email [email protected] or 081514640497
150 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Marsono is an Associate Expert Researcher of Center for Competency Development Technology, LAN-RI. In the field of Public Administration, he specializes his expertise in management performance, public service, governance and ASN competency standards. He obtained his Strata 1 degree in Economics Management and his master’s degree in Financial Management in Jakarta. Some of the training programs that have been followed include: Level IV Leadership Training; Training in Research Methodology; Training Need Analysis (TNA); Government Accounting System (SAP); Public Policy Analysis; Professional Writing; Training of Trainers of Public Service Facilitators; Procurement of Goods and Services; Master Trainer for Leadership Training IV; Trainer Certification Assessor; Training Of Facilitators minimum service standards; Master Trainer of Champion Innovation; English for Public Speaking; (14) E-Learning Content Development Workshop. He has become a Researcher at LAN since 2000 and has been involved as a coordinator and member of various research teams in order to improve the implementation of government. As a member of the team of the preparation of the Payroll System of Judges and Supreme Judges at the Supreme Court of Indonesia in 2019. He has taught at STIA -LAN RI Jakarta since 2013-2018. Being the Source of ASN Competency Standards, Preparation of Governance (Business Process), Public Service Standards, Minimal Service Standards, SKM and Development of Public Administration Innovation in Ministries/Institutions/Regions and the Government of Timor Leste. CP: [email protected], [email protected],or 081519303598. Ichwan San is the First-Level Expert Policy Analyst of the Center for ASN Competency Development Management Innovation (PIMBANGKOM), LAN-RI Jakarta. He obtained his Strata 1 degree in Public Administration, the University of Indonesia. His career as a Policy Analyst began at the Center for Institution and Civil Service Resources Innovation in 2016, He is actively involved in various research activities in the fields of Institutional, ASN Management, Public Administration Innovation, Public Service, and ASN Competency Development, both as a Member and Coordinator of the Study Team. In addition, as a Policy Analyst, he also plays an active role in the preparation of Policy Brief and Completed Staff Work as policy advice for leaders, individually, and team. Contact person: [email protected] or 085759598333.
151 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Parjiyono was born in Gunungkidul, Central Java on July 5, 1967. He is an Associate Expert HR Analyst (IV/c) in the National Institute of Public Administration, The Republic of Indonesia (LAN-RI) Jakarta with special expertise in Human Resource Management. He got his Strata 1 degree from Graduate School of Public Administration (STIA LAN) Jakarta. Some of the training programs that have been attended are as follows: (1) ExpertLevel HR Analyst; (2) Basic Research Methodology; (3) The Preparation of Department Analysis, and Workload Analysis; (4) Surgical Training of Staffing Dispute Cases; (5) Electronic-Based Archivation; (6) Case Cading and Case Writing; (7) The Preparation of Employee Needs; (8) Paper Writing; (9) Project Management Training in Tokyo and Nagoya, Japan, and other training/workshops related to HR management. He became an HR Analyst since 2000 and was involved several times as a member of the HR policy formulation team, as a member of the HR complaint review that entered post box 99 before being discussed in a limited meeting by the president, Team 9 members as well as expert witnesses from the government to formulate policies in order to face the GNPK lawsuit trial to the Constitutional Court. as a member of the HR management review team. As a member of the Secretariat team of the Open Selection Committee of High Leadership Positions in LAN and several Provincial, Regency and Municipal Regions, as a member of the IHRM formulation Team in LAN, a member of the LAN Bureaucratic Reform Team, a resource person in the Field of HR Management in several Ministries/Institutions/Provincial, Regency, City and Timor Leste Government. Contact person 089501772713, email: [email protected] Witra Apdhi Yohanitas was born on April 19, 1983, in Talang Mandi/Duri, Mandau subdistrict, Bengkalis regency, Riau, Indonesia. Working as a Junior Expert Researcher at the Center for Competency Development Technology of The National Institute of Public Administration (LAN-RI). He obtained Strata 1 degree in education in Computer Systems at the Faculty of Computer Science Department at Bina Nusantara University Jakarta in 2006, and a master’s degree in Civil Service Human Resource Management at the Faculty of Development Administration Department, STIA LAN Jakarta. In addition to being a member of teams of authors on several research books in LAN, he also wrote several papers that have been published as follows 1) piloting the Application of E-Lakip In Selected Regions (E-Lakip Application Piloting In Selected Regions). Journal of Borneo Administrator 2013; 2) Creating Good Governance Through Public Service Innovation in
152 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Surakarta City. Journal of Borneo Administrator 2017; 3) Existence of Work Unit in The Development of Competence of Policy Analyst Officials in the Journal of Administrative Sciences (JIA) 2020. In addition, the work was written in the proceedings of several conferences including 1) Proceedings of the National Conference of Administrative Sciences 4.0 Vol 4. No.1 (2020); 2) Proceedings of the 2nd International Conference on Governance Public Administration and Social Science (ICoGPASS); 3) Proceedings of the National Conference of Administrative Sciences 3.0 Vol 3. No.1 (2019). You can contact via email address: [email protected] and no HP: (+62) 0818744246 Agustinus Sulistyo Tri Putranto, SE, M.Si. is an Associate Expert Researcher at the Center for ASN Competency Development Management Innovation, LAN-RI Jakarta, with the field of expertise in bureaucracy and public services, with a specialization in civil service human resource management. He was born in Semarang, on August 8, 1972, completed his Strata 1 degree in Economic Science and Development Studies at the Faculty of Economics, University of Sebelas Maret, Surakarta in 1996, and began his career as a civil servant in LAN in 1998 and got the opportunity to complete post-graduate education in 2003 at the Master Program in Public Administration, Gadjah Mada University, Yogyakarta. In accordance with the chosen field of expertise and specialization, many training programs have been attended both at home and abroad. Some of them are Short Courses (Non-Degree) from SPIRIT fund: Personnel Evaluation System, Japan International Cooperation Center, Tokyo, Japan; Training: An Introduction to the Principles of Competencies and Talent Management, The World Bank Indonesia, Jakarta; Performance Management Training, Center for Technical and Socio-Cultural Competency Development, LAN, Jakarta, Indonesia; Online Training in Article Writing with Case Study Approach, STIA LAN Bandung Polytechnic; and etc. During his career as a Researcher, he wasinvolved in the formulation of various policies, including in the formulation of Law No. 5 of 2014 on ASN and several government regulations as its implementation. In addition, he was also involved in cooperation with ministries, institutions, and local governments, among others, with the Ministry of Villages, PDT and Transmigration, Ministry of Education and Culture, Ministry of PANRB, Corruption Eradication Commission (KPK), Medan City Government, Banggai Regency Government and so on. It can be contacted in [email protected] email or at 081284177053.
153 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Renny Savitri Is a Junior Expert Researcher at the Center for ASN Competency Development Management Innovation. She completed her Strata 1 degree in Public Administration, the University of Padjadjaran in 2009. She began her career as a civil servant at the Center for Regional Autonomy Performance Study, the National Institute of Public Administration (LAN). Furthermore,she continued her study and obtained her Master’s degree in Administration and Public Policy, the University of Indonesia in 2016. During her career in LAN, she has been heavily involved in various study activities both as a member and a coordinator of the study team. In addition, she is also a resource person on several advocacy/facilitation activities in the Ministries/Institutions/Regional Agencies. The studies/activities carried out revolve around the field of regional autonomy, public services, public sector innovation, ASN management, ASN competency development, etc. In addition, she has made several publications for her personal scientific papers in the Journal of Decentralization, Proceedings of the National Conference on Administrative Sciences 4.0 (2020), and the Proceedings of the National Seminar on Human Resource Competency Development, BMKG (2020). Contact Person: [email protected] or 081321675761 Arif Ramadhan is the First-Level Researcher at the Center for Competency Development Technology, LAN-RI in the field of Public Policy expertise. He obtained his Bachelor's and Master's degrees in Public Administration, Brawijaya University Malang. He started his career at LAN in 2018. Before that he worked as a writer in a bank for 5 years. Some of the training programs that have been attended include Effective Institutional Selling Skills & Sales Strategies, Training Service Excellence, Data Mining Python ApplicationTraining, Rapidminer Data Mining Training, Internal Audit Training, and other training. During his career both in a bank and in LAN, he has been involved inmany cooperation with Ministries, Institutions, and Local Governments, among others, with the Ministry of Religious Affairs, Ministry of Manpower, Supreme Court, Sumenep Regency Government, Belu Regency Government, etc. He can be contacted in [email protected] email or at 081281704509.
154 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Hari Budimawan was born 53 years ago in Bangkalan Regency, a Junior Expert HR Analyst with experience teaching in Graduate School of Public Administration, STIA-LAN carrying out research in the field of civil service HR such as prospective civil service recruitment, Grand Design Retirement of civil servants, and civil service performance management. He has studied at MIPA University of Airlangga, FIA University of Indonesia, and MSDM at STIA-LAN Jakarta. Training programs that have been attended are Talent Management, Policy Analysis, Functional Training of Expertise of HR Analysts, Competency Development Training, Basic Training of Functional Positions of Researchers, and Management Information Systems. Contact Person: [email protected] Azwar Aswin is the First-Level Researcher at the Competency Development Technology Center, LAN-RI. He earned a bachelor's degree in Public Administration from Mulawarman University in 2012. After graduating with a bachelor's degree, he moved to Jakarta to continue his study in the Master of Public Administration program of the National University and graduated in 2014. He also studied in the Master of Regional Studies program of the University of Indonesia and graduated in 2016. During his undergraduate studies, he was awarded as the 2nd Champion in the national competition to write scientific essays held by the Public Policy Forum (FORBI) FISIP – the University of Indonesia in 2010. In addition, Azwar has also received the award as The Best Participant in the Researcher Functional Department Formation Training Batch 1 the year 2021 organized by Pusbindiklat LIPI. The areas of study he is interested in are public service, public policy history, program implementation, learning technology, and popular culture. If you wish to discuss with him, he is very open, send a letter to [email protected]
155 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Azizah Puspasari works as a Junior Expert Policy Analyst at the Center for ASN Management Studies (PKMASN), LAN-RI. Studied S1 at the Faculty of Education, University of Muhammadiyah Surakarta. Started her career as a civil servant at LAN-RI at the beginning of 2009. In the years 2015-2017 she earned the Scholarship Program for Strengthening the Reforming Institution (SPIRIT) - World Bank Awardee fully funded at Western Michigan University, Michigan, United States of America, on the Master of Public Administration program. Areas of concern are Public Policy, Human Resources Management Apparatus, Training and Development, Bureaucratic Reform, Performance Management, and Organization Development. Authors can be reached by email: [email protected] or [email protected]. Sri Wahyu Wijayanti was born in Kebumen, Central Java on August 1, 1973. Studied S1 in Development Economics, the University of Padjadjaran in 1996. Then in 2006, she earned a Master of Economics degree from the University of Indonesia. Doctoral education was completed in 2019 in the Field of Public Administration science at FIA University of Indonesia. Currently, she is a Junior Expert Researcher at the Center for ASN Management Study, LAN-RI. The work was published in the International Journal of Management and Administration Science (IJMAS) in 2019 under the title: Affirmative Action for People with Disability: Lesson Learned from Indonesia. Email address: [email protected],
156 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Octa Soehartono, SE, MPA is a Junior Expert HR Analyst at HR and General Bureau, LAN Jakarta, with expertise in Bureaucracy and Public Policy, specializing in Civil Service HR management. Born in Jakarta, October 4, 1983, completed his undergraduate education in 2006 at the Faculty of Economics, Department of Economics and Development Studies, University of Padjadjaran Bandung, and began a career as a civil servant in LAN since 2009 and got the opportunity to complete post-graduate education in 2016 in the Master of Public Administration Program, Northeastern University, Boston, Massachusetts, USA. In accordance with the chosen field of expertise and specialization, several trainings has been followed both at home and abroad. Some of them are Human Resource Development Training for Eastern Provinces, Indonesia in Japan, Tokyo, Japan in collaboration with Bappenas; Preparation of HR capability development activities plan, namely People Management Program Certification (PMPC) and Organization Development Certification (ODC); Performance Management Training, Center for Technical and Socio-Cultural Competency Development, LAN, Jakarta, Indonesia; etc. During his career as a bureaucrat, he was also involved in several formulations of various policies, including in the preparation of the HCDP of North Kalimantan Province in 2020 and also some government regulations implementation. In addition, he is also involved in a number of cooperation with ministries, institutions, and local governments. Among others with Bappenas, Ministry of Villages, PDT and Transmigration, Ministry of PANRB, Bangka Belitung Regency Government, Tulungagung Regency Government and etc. Authors can be contacted by email at [email protected] or at 08118461004 number.
157 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m