Public Service Innovation of Licensing Process inKudus District

Endang LarasatiPublic Administration Doctoral Program, Faculty of Social and Political Sciences

Diponegoro UniversitySemarang, Indonesia

(Office Email: prodidap@gmail.com)

Abstract—Complaints against the leak services qualitycontinues to increase, it is one indicator that suggests do notfulfill performance by Government bureaucratic apparatus.Needing fundamental strategy and efforts organizing thegranting and public service renewal with thoughts, creations,methods, and innovative strategy to break down the publicservice culture, overhaul its mindset, and create the harmonyfield of public services within the fulfillment services frameworkfor the societies Nations. Service innovation areas of licensing inKudus district perform with strengthening and institutionalchanges, the application addition of management authorities,collaboration, e-filing and the simplification licensing procedureswith the powerful supporting leadership commit and the humanresources quality are adequate.

Keywords—Licensing; Public Service; Service Culture;Societies

I. INTRODUCTIONIn the digital era today, innovation is oxygen. Innovation is

a constant flow of breath source to creative ideas. Creativeideas flash, sown and developed consistently for the sake ofrealizing people's lives full of dignity and dignified. Along withits public service paradigm shift towards on the New PublicService Paradigm, innovation is absolutely required for thesake guaranteeing public services organizations that complywith the fulfillment necessities and societies demands. The roleof public service innovation is highly awaited. Innovation is themethod and the new ways or creative ideas in creating newways or a combination of the old ways in particular becomereality transform conditions and better reality with the latesttechnology produces consistent changes in the goalachievement of servicing society necessities. The Governmentbureaucracy are manifestation of the Government's hands andthe length of Country in charge running functions State's inproviding services society necessities in order to realize theirprosperity. Government bureaucracy and apparatus as the lastpower has an obligation serving them and unfulfilled in orderfulfillment necessities. Obtaining the public service organized agovernment bureaucracy have to be viewed as a right ofcitizens (citizen) who is supposed based on legal publicservices norms that set it explicitly. In this connection for thesake of public services organizing provided accordance withthe General principles of good governance (good Governance),and on the other hand equalizing necessities fulfillment of the

public service organization as the ecological impacts ofenclosing them, such a quick change of environment ,competition, the pressure and society demands and also givinggrant protection to any citizen and society of the perversion orauthority abuse need innovation in the public serviceorganization. The above urgency renders a public servicenowadays is becoming an increasingly strategic policy issues.It is based on the fact that improvements to public services inIndonesia impressed "stagnant" while the implication is verywidespread in the economic, political, social, cultural,education, agriculture, tourism, health and other areas coveragecomplexity of people's lives. Public services become the focusbecause appropriate and get in touch directly with the servicesuser in qualify their necessity life. The next complex levels ofpublic life nation are more complex also, the coverage ofpublic services by bureaucratic support. The public service isfundamental to the essence every line of inaugural Government,especially since the enactment of Act No. 25 in 2009 aboutpublic service. Increasingly demands democratization rising aswell as public awareness of what is the right new demandspawn over the quality service management. Therefore, theservices provided by the Government are constantlyundergoing updates from either side paradigm or the serviceformat itself. Various innovations are implemented in order toprovide the best service to the society. Innovation is carried outas much as possible for all of the services to the community inaccordance with the field work is divided into units of WorkDevices. In this research study is done on one door IntegratedServices abbreviated (PTSP). Which then it is changed itsname with capital investment and Service Agency Licensingabbreviated (BPMPPT).

Based on the reality above, the research is undertakenaimed to describe and analyze the public service innovationareas permitting in this County; and analyze the driving factorand the restricting factor public service innovation in thepermitting field in this County. The research is carried out byusing qualitative descriptive method, which is expected to digin-depth data on the public service organization, so that it canbe described and identified various strategies and methods aswell as public service innovation fields type themselvesbecome objects of study in the district.

Innovation in Regional Public Service for Sustainability (ICPM 2016)

© 2016. The authors - Published by Atlantis Press 116

II. RESULT AND DISCUSSION

This analysis result of the study reveal public serviceinnovations variety applied in the framework improvement ofthe service performance, establishing the innovation programsuccess with different variations. Public service Innovationareas of licensing are done by the BPMPPT District. First, theinstitutional status improvement of the Integrated LicensingService Office (KPPT) into the main Capital Investment andService Integrated Permissions (BPMPPT) with a legal basis inthe form of Kudus District Regulation number 6 in 2014 aboutchanging applicable local law number 15 in 2008 about theorganization and the Labor Inspectorate, the regionaldevelopment Planning Board, Technical Institute, Police UnitPamong Praja, Integrated Licensing Service Office in Kudusdistrict. Through Local Regulation Number 6 in 2014, theBPMPPT has a legal basis and a stronger structural positionand on a par with other structural institutions making it easierin doing its main technical agencies with coordination.Secondly, the authority form addition of delegations signingover 20 types permissions and licensing as well as nonauthority signing the 27 types licensing and non-licensing. Thisis particularly important given the institutional strengtheningstatus is not always accompanied by the reinforcement of theactual authority owned by institution. Third, the application ofa collaborative management is done by reducing thebureaucratic formalities that resulted service areas slowness oflicensing. Collaborative application management are able tofacilitate organization relationships so that the original permitprocessing effort slow and hindered by its rigid bureaucracycan be overcome. Fourth are the E-filing applying and theelectronic archiving. E-filing is done in the front office bydoing a direct input on the computer so the data over aproposed licensing can be immediately accessed and actedupon by the other sections and automatically become anelectronic archive that is easily accessible at any time and ismuch more efficient. Fifth, the implementation of trackingsystem that helps BPMPPT officers, technical agencies, as wellas the applicant in development licensing track files that havebeen registered. Sixth, the application of licensing package isan attempt to simplify licensing procedure by combiningseveral similar permissions previously presented separately.

Public service innovation areas of licensing is alsoinfluenced by various factors both enforcing factors restrictingwho can come from internal, external or bureaucracy. Thestrong commitment existence from leadership which in thiscase in the Kudus district BPMPPT willingness to adopt anexternal ideas such as the application tracking system usingSMS Gateway and application package licensing, emphasis onthe requirements fulfillment for achieving retribution target aswell as satisfaction for society, and cultural factors serviceinternal in Kudus Regency Government receptive to changesand the cultural factors that develop in Kudus district as thecounty-bases industry with the entrepreneur society condition,are some enforcing factors of public service innovationlicensing areas in this County. While the factors restrictingpermissions field of public service innovation in Kudus,namely administrative barriers and pressure where theBPMPPT that should open the gate wider investment thushampered with Kudus district Regency allocating very small

industrial area and provide a less strategic. In addition, thehuman resources lack is also one of restricting servicesinnovation factors at BPMPPT. As explained earlier, theinstitutional change status into a Body coupled with theexistence larger authority necessarily requires an additionalemployee number at BPMPPT, but up to now there has notbeen the addition number of employees so that this couldpotentially be a restricting services innovation factor done atBPMPPT. In addition, excessive reliance on a high performeralso judged to be one of restricting innovation ministry factorsbecause it inhibits lying, initiative, and innovation can be doneby employees.

III. CONCLUSIONBases on the analysis above, it can be concluded that there

is some innovation of public service licensing areas, forexample in Kudus District increased institutional status, theauthority addition and the delegations, the collaborationimplementation management, the e-filing utilizing and theelectronic archives, application tracking system, theimplementation licensing package is an attempt to simplify thelicensing procedure. Successful public service Innovationimplemented supported the commitment of the District Headleader strong rooted in lini2 service. Besides it is organizingalso faced local society culture that fear change anddependence on a high performer.

Recommendations put forward, namely the necessity repealan attempt towards Regulation in Kudus District number 16 in2012 about Spatial Plan Area Housing System/ District LevelSystem abbreviated as (RT/RW) and the appropriateGovernment Vision and Mission in Kudus district, and theinnovation application service in electronic form archivesapplying to be supported by data base system security toprevent losing or data destruction in electronic archives.

REFERENCES[1] Caiden, Gerald E, 1991, Administrative Reform Comes Of Age, Walter

de Gruyer, New York[2] Dwiyanto, Agus, 2002, Reformasi Birokrasi Publik di Indonesia, Pusat

Studi Kependudukan dan Kebijakan Universitas Gadjag Mada,Yogyakarta

[3] Denhardt, Janet V. dan Robert B. Denhardt. 2003. The New PublicService: Serving, not Steering. Armonk, New York: M.E Sharpe.

[4] Denhardt, Robert B. dan Janet V. Denhardt. 2000. “The New PublicService: Service Rather than Steering”. Public Administration Review

[5] --------, 2011, Mengembalikan Kepercayaan Publik Melalui ReformasiBirokrasi, Gramedia, Jakarta

[6] Effendi, Sofian, 2010, Reformasi Tata Kepemerintahan : MenyiapkanAparatur Negara Untuk Mendukung Demokratisasi Politik dan EkonomiTerbuka, Gadjah Mada University Press, Yogyakarta.

[7] Endang Larasati, Konstruksi Hukum Pelayanan Publik di Indonesia,Desertasi, Universitas Diponegoro, Semarang 2000.

[8] --------, Pelayanan Publik Dalam Demensi Hukum dan AdministrasiPublik, Badan penerbit Universitas Diponegoro, Semarang, 2007.

[9] Marshall, 1995, Transforming The Way We Work : The Power ofCollaboratife Workplace, American Management Association

[10] McLaughlin, Kate (ed), 2002, New Public Management : CurrentTrends and Future Prospects, Routledge, London

117

[11] Hidayat, Misbach L, 2007, Reformasi Administrasi Kajian KomparatifPemerintahan Tiga Presiden, Ikrar Mandiriabadi, Jakarta

[12] Nasucha,Chaizi, 2004, Reformasi Administrasi Publik Teori dan Praktik,Grasindo, Jakarta

[13] Pramusinto, Agus (ed), 2009, Reformasi Birokrasi, Kepemimpinan danPelayanan Publik : Kajian Tentang Pelaksanaan Otonomi Daerah DiIndonesia, Gava Media,Yogyakarta

[14] The Asia Foundation. (2007). Menelaah Perizinan Usaha di Indonesia :Suatu Tinjauan Atas Kebijakan Perizinan Usaha dan Survei AtasPelayanan Perizinan Terpadu Satu Pintu. Jakarta : The Asia Foundation

[15] Bappeda, 2014, Profil Kudus Dalam Angka 2013/2014, KabupatenKudus

[16] Keputusan Menpan No. 63/Kep/M.PAN/7/2003 tentang PedomanPenyelenggaraan Pelayanan Publik

[17] Peraturan Daerah Kabupaten Kudus Nomor 2 Tahun 2014 tentangRencana Pembangunan Jangka Menengah Daerah (RPJMD) KabupatenKudus Tahun 2013-2018

[18] Peraturan Daerah Kabupaten Kudus Nomor 6 Tahun 2014 tentangPerubahan Atas Peraturan Daerah Kabupaten Kudus Nomor 15 Tahun2008 tentang Organisasi dan Tata Kerja Inspektorat, badan perencanaanPembangunan Daerah, Lembaga Teknis Daerah, Satuan Polisi PamongPraja, dan kantor Pelayanan Perizinan Terpadu.

118