RESTRUCTURING BUREAUTRATION IN THE
DEVELOPMENT OF GOOD GOVERNANCE IN THE
CITY OF BIMA
By:
TAUHID, SE., M.AP
ABSTRACT
This research entitled "RESTRUCTURING
BUREAUTRATION IN THE DEVELOPMENT OF
GOOD GOVERNANCE IN THE GOVERNMENT OF
BIMA CITY", with the following problems: 1).
What is the process of Bureaucratic Restructuring
of Local Government of Bima City; And 2) How to
Restructuring Bureaucracy implemented by Local
Government of Bima City leads On Good
Governance development.
This study aims: 1). To know the process of
Bureaucratic Restructuring of Local Government
of Bima City; And 2) To know the Restructuring of
Bureaucracy implemented by Local Government
of Bima City aimed at the development of Good
Governance.
This research is classified as descriptive
research. Informants in this study consist of
General Administration Assistant, Head of BKD,
Secretary BKD, Head DPKAD, Head of OPA,
Kasubag. Institution and staff of Organization and
Utilization Division of Regional Secretariat of Bima
City. Meanwhile, data collection techniques used
are interviews, observation and documentation.
Technical data analysis is descriptive qualitative.
The results show that: first, the process is
the restructuring of the bureaucracy
Implemented by the City Government of Bima is
done in a closed way or in other words the
process Restructuring of bureaucracy conducted
limited discussion only done by formal structure,
Namely the Regional Government Bureaucracy
and the Regional House of Representatives
without involving other elements Especially the
community as one of the supporting elements of
Good Governance, besides that In bureaucratic
restructuring the formulation is also dominantly
based on consideration of interests Subjective
bureaucrats rather than objective judgment. And
Second; The result of restructuring can not yet
Realizing the increased competence of institutions
and personnel competencies, because in the
practice of bureaucracy It is still found the reality
of duplication of duties and responsibilities
between units. Distribution Personnel are not yet
referring to the principle of "The Right Man on
The Right Place" and in the promotion of
personnel Dominant still based on the aspect of
seniority not competence. Restructuring the
bureaucracy yet Can realize the increased
transparency of the Regional Government
Bureaucracy, because formally Aspects of
transparency are not accommodated in the basic
tasks and functions of the organization and
practically, Bureaucratic activity is still closed and
tend to pro status quo. Bureaucracy Restructuring
also not yet Can realize efficiency improvement,
because the restructuring did not make
Bureaucracy Local governments are increasingly
efficient, both in the use of public funds for
bureaucratic purposes As well as in providing
services to the community In the context of Good
Governance Development at the local level it is
recommended to The Regional Government to
conduct a comprehensive and objective review of
its bureaucracy. In the review need to consider
several aspects including, namely: process
improvement, Expansion of actors, and need to
maintain objectivity of formulation and
implementation.
Key Words: Restructuring the Bureaucracy in the
Development of Good Governance
in the City Government of Bima
CHAPTER I INTRODUCTION
1.1. Background
Bureaucratic reforms of the structural
dimension require institutional change through
the creation of new structures in managing local
governance. The renewal of structures requires a
legal basis as a formal basis for the exercise of
authority, directed by a clear, effective, efficient
and specialization structure.
The implications of the new structure in the
bureaucracy should facilitate public service not
the other way around, because of bureaucratic
fragmentation During this make administration is
very complicated and prone to corruption. This
causes public services at the central level As well
as the area becomes a scourge for the
businessmen and the community in developing
the business and gain the rights Reasonably. The
efficiency and quality of service can be
guaranteed with Simplification of structure. The
development of a less bureaucratic structure is
based on in-depth study and less attention to the
empirical needs and challenges faced by the
government Regions have led to the creation of
new administrative institutions at the lower levels
of course have implications Positive but also
negative (quoted from Dr. William Djani, M.Si
(Lecturer: FISIP Undana Kupang) in blogspot site
http://timorexpress.fajar.co.id/2016/09/ 06/
restrukturisasi-kelembagaan-barubirokrasi-
pemerintahan-daerah).
This shift and institutional change becomes
important to know the local government
institutions whether in accordance with the needs
of the region and the community. Farazmand,
(2002) emphasized the importance of
determining the model of bureaucratic reform
from the institutional aspect, whether top down,
or from the environment or a combination of the
two so as to realize public service through good
governance. Need to redecorate the bureaucracy
to rediscover the bureaucracy within the
structure And a new culture that is superior in
sustaining higher performance.
Local government organizations are not
formed as a container and system of cooperation
to achieve the objectives that have been
established in an effective and efficient, but on
the side of officials. The structure within a
government bureaucracy is shaped and filled to
accommodate people, and not vice versa, people
are placed in structures that match their
competencies. This phenomenon Which then by
Caiden (1991) caused the structure of
government organizations to be large but poor
function.
The tendency of institutional development in
the bureaucracy is more due to the issue of
political pressure-bureaucracy; Which Osborne
and Gaebler (1992) develops without considering
the effectiveness, efficiency and accountability
aspects of governance so as to produce a
monopolist bureaucracy. Actually not all matters
can be submitted to the Local Government to be
automatically instituted in the form of service
area. There are many matters that can actually be
done by the local government together with its
partners with the private sector, eg through the
privatization policy depending on the urgency of
the affairs; (Provan and Kenis, 2007). Lane, (1995)
looks more at reforms of privacy and
marketisation aspects, so that when all matters
are handed over by the Central Government and
then contained in a service will Gave rise to high
overhead costs to established institutions,
thereby reducing the allocation of financing in
other sectors that are closely related to public
services.
The new structure has implications regarding
the readiness of apparatus resources, funds, and
so forth in supporting the functioning of the
structure. To accommodate and solve needs and
problems of the public plus the region requires a
bureaucratic structure, but the question is
whether the formation of a coherent structure
with the needs and problems of the public ?. This
should be objectively reviewed so as to have a
positive impact on the public. And avoid the
attractiveness of bureaucracy and policymakers in
developing bureaucratic structures, rather than
Streamline the structure according to local needs
and issues.
 Because it is an institutional expert Such as
March and Olsen in (Mgonja And Tundul, 2012)
focuses New institutionalism as a critique of
Traditional thinking focuses on Old
institutionalism that has a classic value Which can
not be maintained. So New institutionalism,
presenting Organizations that embody deep
values His relationship with power responds
External changes and dominate The institutional
structure requires The study overcomes the
barriers to creating Economic, social and political
conditions.
The new institutions want change which is a
basic principle, by Wijaya and Danar (2014) trying
to accommodate the various factors occurring
within the institutions covering the products of
political actors and products of value added
supported by a set of norms, building
relationships between institutions and the
environment.
New institutional changes based on the
process are sustainable, or whether discrete and
leverage the changes Is internal or external to the
external institution. Designing effective
organization of parameters required by Chatab
(2009) leads to a structure equipped with
specialist resources, managing the environment
contextually with strategy, commitment and
innovation and adaptation for the benefit of
stakeholders.
Institutional reform that has been done so far
in Indonesia, considering the juridical aspect is
based on the implementation of autonomy Areas
under the Act No.23 of 2014. Various changes
bring the consequences of the arrangement of
regional authorities in establishing regional
institutions. Thus exit PP.No. 38 of 2007 and PP
no. 41 of 2007 which is the answer, however this
regulation has not been able to provide solutions
related to regional institutions in public issues,
which is considered not effective and efficient, So
out again PP 18 Year 2016 As an answer but
requires a review Carefully so as not to harm the
public and area. Aspects of empirical need, is The
consequences of the dynamics of development
Society as the demands of that need Increased.
Needs to supply Excellent public services in terms
of quality As well as quantity, and other needs
Growing day by day. Various New and growing
needs Needs that already exist, the government
needs Organize it through institutional ownership
Characteristics of flexibility, integration and
Innovation. The academic aspect is Demands of
various parties to reform Bureaucracy affects the
institutional aspect Tend to be effective and
efficient.
This is in line with developments
Governments in developed countries have
Leaving the bureaucracy developed Weber who
emphasizes the concept A rigid, mechanistic
government is known With the ideal type (Peter
M. Blau & Marshall W. Meyer, 2000). The
concept, then Also known as bureaucracy Feudal /
traditional that is less sensitive to Developments
that occur, and therefore It comes the urge to
create New innovations in the practice of
organizing Bureaucracy. The institutional
arrangement of the device Effective areas should
be able to answer Community issues, or Refers to
the needs and challenges that Faced by local
government.
Large bureaucratic look and Fat will spend a
lot of risorsis, This phenomenon has been widely
seen in The practice of bureaucracy during this
good level Central or regional. Bureaucratic
Organization The area from Sabang to Merauke
was built And developed using the principle
Uniformity.Adaptation to diversity Local
contextual actuality is not responded
proportionally. As a result the nomenclature, The
type and number of institutions (organizations)
that are Developed in all regions in Indonesia
almost the same. What is an organization
Developed is necessary and urgent In order to
respond to the interests The local community or
not is not the thing Important to answer.
In Government Regulation No. 84 of 2000
which was later amended by PP.No. 38 of 2007
and PP no. 41 Year 2007 and the last PP 18 Year
2016, then the Region is given the discretion to
Stipulate / develop nomenclature, type and
number of local government bureaucracy that is
adapted to Needs, capabilities and work loads at
the regional level. With such new material rules,
there is an implicit realization of the realization
that the practice of establishing and developing
institutional Bureaucratic Local Government The
uniform is irrelevant to the dynamics of its
internal and external environment. Another
implicit nuance as mentioned in the government
regulation is that the organization formed by the
Regional Government must be adapted to the
contextual condition Daerah.Dengan guided by
the things The above is actually for areas that
have the volume and complexity of problems that
are different from other areas must also have,
establish and develop organizations in the
environment of different governments. For areas
that have the volume and complexity of the
problem is relatively small compared with other
areas should Also develops small organizational
institutions as well Means that the organizations
within the local government that have existed so
far need to be reviewed to be developed
accordingly With the conditions and demands of
the Era of Regional Autonomy.
Despite the bureaucratic reforms but the
Local Government in Restructure and or develop
an organization in its environment as it was in the
past. Regional bureaucracy is still built with the
old structure and style Tend to be more precise
than before. With such a display, the will to
realize Empowerment of the people will
encounter problems, because most of the
government funds will be sucked to finance the
bureaucracy while for the empowerment of the
people become not priority.
In addition to the above, the establishment of
a large bureaucratic organization also resulted in
overlap implementation of the main tasks and
functions between existing organizations. Lots of
diversity The bureaucratic organization built by
the Local Government creates the potential for
duplication of the implementation of the task.
This condition in addition to creating the difficulty
of coordination at the level of implementation
Public policy also results in wasteful use of
resources The diversity of organizations built also
creates more possibilities for creating a conflict
line Among the bureaucratic organizations
themselves. Conflict between bureaucratic
organization caused by the existence of task
struggle (project), this signal besides will cause
inefisiensi also resulted neglected public service.
Based on the argumentation, it is proper that in
the restructuring of bureaucracy done by the local
government then it is necessary to get a
proportional consideration, So that the
bureaucratic organization built by the local
government is a bureaucratic organization that
really in accordance with the wishes of the era.
Organizational Structuring and Work
Procedures of Local Government of Bima City as
stipulated in Regional Regulation of Bima City
Number 2 Year 2010 concerning Organization and
Working Procedure of Other Institution As Part Of
Local Apparatus (Regional Gazette of City of Bima
Year 2010 Number 101, Supplementary of Bima
City Gazette Number 102) Bima City Government
consists of: (1) Regional Secretariat of City of Bima
consists of 8 Sections, (2) Regional Offices of 13
departments, (3) Regional offices of 3 pieces, (4)
Regional agencies As many as 9 units, 5 sub-
districts, and Lurah as many as 38 units. Based on
the Regulation of Regions are still considered fat
and inefficient, so considered wasteful, therefore
must be done Restructuring and reforming the
structure of local government of Bima City.
More broadly in the presence Restructuring
of Local Government Bureaucracy Is actually
within the framework Good governance
development (Good governance). Bureaucratic
Restructuring Local Government within the
framework of Good Governance is expected to
create A regional administration Which is more
accountable, transparent, responsive, Open,
effective and efficient, as with The
implementation of Good Governance Allows all
existing elements ie Countries, the private sector
and society can Involved proportionately in
determining Public policy created and will
Implemented.
1.2. Formulation of the problem
Based on the existing problems, the research
questions raised in analyzing and analyzing the
bureaucratic restructuring implemented by the
Regional Government in relation to the
development of Good Governance is As follows,
namely:
1.What is the process of Restructuring
Bureaucracy Local Government of Bima City?
2.How to Restructuring Bureaucracy implemented
by Local Government of Bima City leads to the
development of Good Governance?.
1.3. Research purposes
1. To know and examine more deeply about the
process of Restructuring Bureaucracy Local
Government of Bima City.
2. To know and examine in more depth about
Restructuring of Bureaucracy implemented by
Local Government Bima City leads to the
development of Good Governance.
1.4. Benefits of research
Benefits of research in this paper are:
1. As an input for the Regional Government of
Bima City in conducting further assessment on
the implementation of bureaucracy
restructuring policy.
2. As input for other researchers who are
interested to examine further and
comprehensive about the restructuring of
regional bureaucracy, especially in the era of
bureaucratic reform that is running now.
CHAPTER II LITERATURE REVIEW
2.1.Concept of Restructuring of Local Government
Bureaucracy
Restructuring comes from the word re- and
structure, then the organizational structure
relates to a relatively fixed relationship between
The various tasks that exist within the
organization. According Handoko (2006: 114),
organizational restructuring or organizational
design can Is defined as the formal mechanisms
by which the organization is administered where
the organizational structure shows the framework
and arrangement of the embodiment of a fixed
pattern of relationship between the functions,
sections or positions as well as those that show,
different duties of authority and responsibility
within An organization.
According to Gitosudarmo (2001: 90), the
structure Organizations relating to relative
relationships Remain among the various tasks
within Organization where the process to create
The structure, and decision-making About
alternative structures called by name
Organizational design. Furthermore, Robbins
(2006: 77) Define the organizational restructuring
as A redesign or rearrangement process Against
the existing bureaucratic order There is a dynamic
in the environment both internal Or externally
then the bureaucracy should also be Adapt the
dynamics in order to Developing. Adaptation to
the dynamics Happens to cause the bureaucracy
to perform accordingly With the existing reality.
Restructuring or Rearrangement of bureaucratic
organizations on Essentially is the activity to
compose Bureaucratic organizational unit to be
handed over Field of work, task or function.
Don Hellriegel (2001: 474) defines
Organizational design as the appraisal process and
The selection of formal communication systems
and structures, Field of human resources,
coordination, control, authority And responsibility
for achieving goals organization. In principle, the
design of the organization should be Able to:
a.Disseminating information and making
Decisions based on interests Stakeholders.
b.Determine authority and responsibility In
duties, sections and departments.
c.Balancing the integration between work, Team,
department and part with ability Adaptation to
environmental change.
Restructuring of Bureaucracy can be
interpreted As a rearrangement process The
existing bureaucratic order. When it happens
Dynamics in the environment both internally and
Externally then the bureaucracy must also
Adapting these dynamics in order to Survive.
Adaptation to the dynamics that occurred Causing
the bureaucracy to perform accordingly With the
existing reality. Restructuring or Rearrangement
of bureaucratic organizations on Essentially is the
activity to compose Bureaucratic organizational
unit to be handed over Field of work, task or
function. Organizational structure (organizational
design) Can be defined as mechanism mechanism
Formal with which organization Managed.The
organizational structure shows Framework and
embodiment of fixed pattern embodiment
Relationships between functions, Parts or
positions as well as people Which indicates, the
duty of authority and Different responsibilities
within a Organization (Handoko, 1995).
Organizational structure Relating to a relatively
fixed relationship Among the various tasks within
organization. Process to create structure , And
decision-making about Alternative structure is
called by design name organization.
(Gitosudarmo, 1997).
Restructuring of Bureaucracy can be
interpreted As a redesign or structuring process
Repeat of the existing bureaucratic order. When
there is dynamics in good environment Internal
and external bureaucracy as well Must adapt the
dynamics in order Can survive. Adaptation to the
dynamics Happens to cause the bureaucracy to
perform accordingly With the existing reality.
Restructuring or Rearrangement of bureaucratic
organizations on Essentially is the activity to
compose Bureaucratic organizational unit to be
handed over Field of work, task or function.
The success of organizational structuring
Depends on two things: the determination of the
policy Structural changes that can anticipate
Changes in structure in the future, and
participation All members of the organization,
ability Changing their behavior, skills and Attitude
(Huse, 1985). Based on opinion It can be
concluded that the arrangement Organization is
an activity to design Organizations that suit your
needs and Demands for environmental change.
Activities Designing According to Robbins (1994)
structure The organization determines how the
task will be Divided, who reports to whom, and
Formal coordination mechanisms and patterns
Interaction to be followed. Therefore,
Organizational structure is very important for a
Organization to work mechanism well.
2.2. The Purpose of Bureaucracy Restructuring
The purpose of organizational
restructuring According to Goiullart and Kelly
(1995: 7) are "Preparing the organization to
achieve The level of competition used, this is it
Dealing with lean organizations and Fit ".
Government Organization as an organization The
public that has held a restructuring Where the
organizational structure is adapted to
Organizational goals ie for welfare The whole
society, it will have an effect To the quality of
service to the community itself. Restructuring can
not be seen only From streamlining the
organization, HR, or Its performance alone but
also must be considered That restructuring is a
system that is Affect each other In achieving
organizational goals.
Restrukturirasi bureaucracy by some
People think is an effort to Minimize and
professionalism within The achievement of
governmental administration Good and clean
(clean and good governance) This was once also
written by Yusril Ihza Mahendra But in the
approach of bureaucratic reform Where the
government is required to reform Bureaucracy as
the answer of the rise of KKN.
Restructuring the bureaucracy with a
purpose Improve, professionalism and quality
Regional bureaucracy service that is service
Effective, efficient, responsive to needs
Community. The main basis of restructuring the
bureaucracy Regional devices in the form of an
organization Is the existence of government
affairs that become Regional authority,
comprising mandatory functions And matters of
choice, but that does not mean that Every
handling of government affairs should be Formed
into a separate organization Should pay attention
to aspects of competence Administration and
efficiency to realize The implementation of Good
Governance in each unit Working device
area.With the change Terminology of the
distribution of government affairs Is concurrent
under the Act Number 32 Year 2004, then in
implementation Institutions at least contained
functions Government on each Level of
government. According to Nugroho (2002) The
purpose of restructuring the bureaucracy is
Reorganization of the organizational structure so
that Creating an efficient, effective, Transparency,
accountability by putting forward Giving the best
service to Community. If associated with the
organization Public with a new understanding of
restructuring Then the purpose, is:
1. Downsizing functions that are not Should be
done by the government, This public
organization can divert Work out but still have
it.
2. That is by eliminating political Aapointinalam
public organizations on the one hand And
organizing the organization in accordance with
Public demand.
3. Restructuring that is external, that is Build a
diamteral relationship however Functional
organization with counter - Bureaucratic.
4. Organize according to national demands, in
particular Which suggests today is
decentralization. Due to restructuring on
Essentially will form a structure that More
streamlined starting from the central level up
With the area.
5. Organizing public organizations in accordance
with Global demands. Specifically organization
The public must be adaptive to the flow of
mobility Capital that passes not only between
countries But between parts of the country
with parts other countries.
In organizational Restructuring as well Impact
on social systems and behavior Within the
organization. According to Follz. Harvey and
Oclaughin (1974) in Miftah Toha (1996: 52):
"Restructuring and organizational coaching Is one
way to change the social system And the original
behavior of the new behavioral order. P This
includes changes in work methods, work
procedures Part of the action.
2.3.Connections between Bureaucracy
Restructuring
And Good Governance Development The
reality of governance During the New Order
regime put the bureaucracy In a very position
Dominant.Dominannya position bureaucratic
position In the implementation of government is
Instruments of governance practice authoritarian.
When placing bureaucracy (Government) in a
face-to-face position With society then the
position of society Relatively very powerless.
Bureaucratic conditions Which comes with such a
reality because Bureaucracy is sustained by a
relative residence Excess when compared to that
Owned by society. Bureaucratic structure Built
and developed in all directions, well Both
vertically and dayzone. All The life line of society
is almost nonexistent Sterile from bureaucratic
intervention.This condition in addition Creating
the powerlessness of society as well Ultimately
making the community very dependent With
bureaucracy.
When there is political change at the level
National with the roll of reform, then there is The
will to empower the community and Reducing
bureaucratic domination. Desire It is a reflection
of Democratization democracy demands
reinforcement On the community side compared
to Bureaucracy / government. With the existence
of democracy Allows the community to determine
His own fate that so far can not Get it. Due to
democracy The community will have wide access
to Enter and engage in the process arena Public
policy making. Democracy Making society is no
longer just an object That can be exploited but
society will Become subject.
In accordance with the development, it is
now Good Governance paradigm into a Demands
in the organization Governance.Good Governance
demands Balance of roles among all elements
Its supporters, namely the State / government
(Bureaucracy), the private sector and
society.Realitas Now this shows that position
Society is relatively unbalanced (no Powerless)
compared to element positions Other countries
and the private sector as Resulting from the
practice of government administration past.
With the implementation of the
regulatory package New regional autonomy, the
Government One area should do Restructuring of
its bureaucracy. Must Local Government to do
The restructuring of the bureaucracy must be in
line With paradigm development The
implementation of a new government that is
Must be able to realize the Good Governance
Especially at the local level. The reality of society
Which is powerless as a result of the policy Past,
then through bureaucratic restructuring, Local
governments should be able to create community
empowerment. Empowerment This society is
meant to be Achieve parallels with other
elements as The support of Good Governance, ie
State / government (bureaucracy) and the private
sector Which has been more powerful than the
people. Bureaucratic Restructuring conducted by
Local Government within the framework Good
Governace development at the local level, Then
the restructuring must be able Creating a Regional
Government Bureaucracy Which comes with a
new performance. The look of the local
government bureaucracy should be No longer like
the previous period, that is a Great Local
Government Bureaucracy and Many require
resosis, but must exist With sleek but rich
functionality. If Local Government Bureaucracy
can perform with The new performance is "lean
and mean" then The will to empower the people
will Can be realized. Because of the recent resoses
Used for bureaucracy can be used for
Empowering the community. With pity Society
there will be a balance of roles Of all elements of
Good Governance. There is a balance of roles
between elements Good Governance support will
be able Realize the implementation of governance
good.
In accordance with the governance
aspects of Good Governance as outlined Earlier,
then the appearance of the Government
Bureaucracy Areas that are accommodative to
development "Good Governance" is only possible
if The bureaucracy has been able to transform
itself Into an organization that can Improve
administrative competence, Transparency and
efficiency in the bureaucracy own. Such a
bureaucratic look will Able to greatly reduce the
use of resosis Which he has been using. So that
Resosis that has been used by the bureaucracy
Can transfer for enhancement of empowerment
Community.
The administrative competence of the
Bureaucracy Local Government will be possible
The organization has institutional competencies
And personnel competence. Competence is
defined As authority (power) for Determine /
decide something (KBBI, 1994) .Competency of
individual / personnel approach This focuses on
one's superiority Especially in terms of knowledge
and skill (Widiyatnya, 1999).
In accordance with the above perspective,
then in Bureaucracy restructuring context
implemented By the Regional Government,
bureaucratic organization Must have good
competence from the side Institutional as well as
from the side The institutional competency is
intended As a capability or authority Owned by
the institution / organization to achieve
Organizational goals effectively and This
institutional competency contains Meaning that
the established organization is true Have
authority and ability To carry out its main tasks
and functions Effectively and efficiently.
Competence Institutional is meant to avoid The
existence of duplication of task implementation
(overlap between Existing institutions) because of
the existence Competence of institutions then
every institution will Have different characteristics
with Other institutions in carrying out their
activities To achieve effectiveness and efficiency
from organization goals. No inter-duplication
Organizations require the construction of a lean
bureaucratic organization. With Building such
bureaucratic organization Then a resosis for
bureaucracy will also be experienced Reduction.
While the competence of personnel Defined as
the ability and characteristics Owned personnel in
the form of knowledge and Skills that serve as a
foundation in Placement / promotion on positions
Available in the bureaucratic organization of
results Restructuring process. With no
competence Personnel in the ranks of
government bureaucratic organizations Area then
the use of resoses for purposes The bureaucracy
will be reduced, because Bureaucratic
professionalism can be realized. Capability of
personnel in carrying out the task With good
(form of professionalism) will Reduce the use of
costs that are not should.
Based on the above perspective then in
This study is a Competency Administration, which
includes competence Institutions and individual
competencies are Ability and characteristics of
organization and Personnel in carrying out basic
tasks and Function. This concept will be viewed
with Indicators as follows: suitability between
missions Organization with basic tasks and
functions Organization, clarity of the main tasks
and functions between Organization, employee
recruitment requirements on An organization,
employee promotion requirements At certain
positions in the organization.
Transparency allows the community to be
able Controlling the bureaucracy in running
Activity.As a strict control of the Society is what
causes bureaucracy No longer able to casually use
resosis That there is then a resosis Bureaucracy is
used especially for the benefit Subjective
bureaucrats can be controlled towards Towards
the diminishing. According to Finkelstein (2000)
Transparency is a characteristic Of those policies
that are easily understood, where Information
about the policies is available, where
Accountability is clear, and where citizens know
What role they play in policy implementation That
sense can be interpreted that Transparency
contains meaning, where Policies have easy
characteristics Understood, information about the
policy easy Obtained, clear accountability, and
community Know the rules of the game in
implementation Policy. The more transparency
aspect leads On the clarity of the formulation
mechanism and Implementation of policies,
programs and projects Made and implemented by
the government (Widodo, 2001).
In accordance with the above perspective,
then in This study and in accordance with the
context Restructuring of the bureaucracy Local
Government in the organization Local
Government then more specifically Transparency
is defined as openness Owned by the organization
in implementation Public policy, where the
people freely Can get information and know
Clearly about the process of formulation and
Implementation of public policy.
Concept of Transparency or openness of
the organization Which is in the bureaucracy of
Local Government From the results of the
bureaucratic restructuring process, will Seen with
the following indicators : The obligation to be
open to the task Principal and organizational
functions and implementation Of the obligation to
be openly owned by Organization based on main
tasks and functions. While efficiency is meant that
Restructuring of the bureaucracy Local
Government must be able to produce A simpler
bureaucratic organization, Slim but rich
functionality so aspect Efficiency especially in the
use of funds Public for more bureaucratic
purposes Good (efficient). Regarding its
importance Organizational simplification and
deep efficiency Good Governance Nisjar
framework within Widodo (2001) states that the
application of principles - The principle of "Good
Governace", the government must ... Creating
institutional structures for The development of
community participation, ... with So there needs
to be downsizing bureaucracy or Style of
government. Because bureaucracy is Institution of
public policy implementation then In public policy
implementation activities Should be done
efficiently (Widodo, 2001). Efficiency is the use of
time As short as possible at a cost As cheaply as
service (Dwiyanto et al., 2002). The Perspective
Shows that efficiency can be seen from Two
dimensions of cost / fund dimensions and
dimensions time.
In this study and its relation to
Restructuring of the bureaucracy, especially the
formation Organizations in the ranks of the
bureaucracy Local Government then the
efficiency will be seen From the efficient use of
public funds (APBD) For bureaucratic purposes
and service efficiency To the community. This
concept will be seen With the following
indicators: ability To simplify the Organization of
Bureaucracy, Including the type of organization,
the number of organizations and Organizational
echelonization, distribution of budget allocations
(APBD) for the purpose of organizing Government
(bureaucracy) and for the purposes Public
(community) and the ability to do Change / repair
service to Community.
CHAPTER III. RESEARCH METHODS
3.1. Types of research
Type of Research to be used in This
research is descriptive. This study Parse and solve
problems that arise As well as an evaluation of
the process from Bureaucratic restructuring
conducted by Bima City Government especially on
Good Governance development at the local level.
Furthermore, from the results of this study is
produced A recommendation to that problem
Investigated.
3.2. Research sites
This research is done in the environment
Bima City Government precisely on the Agency
Regional Personnel of Bima City and Section
Organization and Utilization of Apparatus bureaucracy is implemented Through interviews
Regional Secretariat of Bima City, because the with resource persons Relevant and competent in
second This agency is more directed to the accordance with the material Research, namely:.
arrangement The institutional structure of the Administrative Assistant General, Head of BKD,
City Administration Bima. Secretary of BKD, Head DPKAD, Head of OPA
Section, Kasubag. Institutions and staff of the
3.3. Resources and Data Collection Techniques Organizational Section and Utilization of City
The main data source in this study Taken Secretariat Apparatus Bima. While the technique
from secondary data ingredients. Data Secondary of data collection Done with interview
obtained from the documents Is in the Office of techniques, observation And documentation
the Mayor of Bima, such as PP. 41 Year 2007 and
last PP 18 Year 2016 About the Organization 3.5. Data analysis technique
Guidelines for Regional Devices, Government Data analysis technique in this research
Regulation No. 99/2000 and Number 12 Year Using qualitative descriptive. With Data reduction
2002 About Promotion PNS, Government steps, data presentation and Conclusion
Regulation Number 100 Years 2000 and No. 13 of
2002 About Appointment of Civil Servants in CHAPTER IV. DISCUSSION OF RESEARCH RESULTS
Structural Position, Regional Regulation Number
18 Year 2000 About Establishment, Organizational 4.1. Profile of Bima City Government
Structure and Work Procedures Regional Devices In running the government, Bima City has
of Bima City, Calculation Data APBD Fiscal Year the support of various Device area. Structure or
2015/2016, APBD Data Fiscal Year 2016, Kota device area Bima City is described as follows:
Bima In Figures Year 2016, Brief Information Bima Table 1. Structure of Government Bureaucracy
City, Data Personnel Government City Bima State Kota Bima
1 October 2016, SOTK Data in Government Ranks NO Dinas/Badan/kantor Amount
Kota Bima. (fruit)
1. Bima City Regional 1
Given this research is focused on Secretariat
Restructuring of bureaucracy conducted by The 2. Secretariat of DPRD 1
Kota Bima
city government of Bima, then the data are many
3. Regional Offices 14
Obtained from the source of the Regional
Secretariat. Data Regarding the restructuring of 4. Regional Agency 8
5. Inspectorate 1
the bureaucracy in particular In relation to the
6. Regional Offices 4
organization of the Government Areas obtained 7. District 5
from the Organizational Section. While the source 8. Kelurahan 38
of personnel data and APBD Obtained from the Total 72
Data source: Kota Bima in 2015 figures
Regional Personnel Board of the City Bima and
Dinas Revenue and Management Finance and
4.2.Profil Government of Bima City.
Regional Assets of Bima City.
Bima City Government in creating The welfare of
As for extending and deepening
society managing finances And regional wealth in
Understanding of the particular issue Concerning
the form of Revenue Original Region (PAD). Data
the formulation process and policy outcomes The
restructuring of the local government
depicting Source and management of PAD Kota Then Bima City Government Bureaucracy can
Bima As well as the following data: Described as follows;
Table 2 Profile of Bima City Budget

Budget overview and realization Local

Own Revenue (PAD) Kota Bima Gives an idea of
the amount of funds Managed by the Kota Bima
government and realization Its use. APBD funds
are the ones to be Object deviation done by
apparatus The city government of Bima.

4.3. Description of Bima City Government

Bureaucracy
4.3.1. 1. Condition of Organization of Regional
Devices
Kota Bima was formed under the Law -
Law Number 13 Year 2002 About The
establishment of Kota Bima.Kota Bima was
inaugurated On 10April2002, hereafter
Immortalized as Bima City Anniversary. Since
Standing up to the Era of Regional Autonomy at
Under Law Number 23 of 2014 On Regional
Government (State Gazette Republic of Indonesia
Year 2014 Number 244, Supplement to the State
Gazette of the Republic of Indonesia Number
5587) as amended with Law Number 9 Year 2015
on Local government. Government Bureaucracy
The area has undergone several times the process
Change or restructuring. Lastly, Restructuring of
Bima City Government Bureaucracy Implemented
by guiding the Rules Government Number 41 Year
2007 About Guidelines for the Organization of
Regional Devices. By More specifically the
restructuring Led the Minister of Home Affairs
Regulation And Regional Autonomy Number 57
Year 2007 About the Organization Guidelines for
Regional Devices. From the results of the
restructuring that has been implemented
 Based on City Regulation Bima Number 8
Year 2008 About Formation Organizational
Structure and Work Procedures of Devices Bima
City Area then Organization of Devices Bima City
area consists of Three kinds, namely the Regional
Secretariat as Staff element, Regional Office as
the executing element And Regional Technical
Institute as an element support.
The Position of the Regional Device is
Are under and accountable to Head of Region.
The task of the Regional Device is Assist the
Regional Head in implementing The task of
organizing the Government. While Its function is
to formulate policy Local Government either
general or technical; Administration
administration Governance, resource
management apparatus, Finance, infrastructure
and facilities of the Government Area; Licensing
and execution public service; Seta perform other
tasks Provided by the Head of the Region in
accordance with Tasks and functions.
Organization of the Regional Devices
Formed in Kota Bima as a whole Totaling 31
organizations (see table 1) .All 14 organizations in
the form of service, 9 Organizations in the form of
bodies, and 3 organizations In the form of office
as well as 5 on the level Sub-districts and 38
organizations are at the level Kelurahan. Of the 33
organizations that are on District level consists of:
2 staff elements Secretarial form; 31
implementing elements Form of service; And 12
supporting elements Shaped bodies and offices,
while existing At the kecamatan level other than
the organization Sub-districts are also 5 Sub-
district Offices, and 38 In the form of the Lurah
Office.
4.3.2. Condition of Regional Personnel
Number of employees inside Organization
of Bima City Area Totaling 3,760 employees.
Partly Large and more than half that amount
Is the Central PNS delegated to Region, this
abundance as a consequence of Some transfer of
authority Government from the Central
Government to The Regional Government in
accordance with the Undang- Law Number 32
Year 2004 About Local government. regional
autonomy. If Not supported by education and the
litihan Adequate then the number of employees is
relatively enough Large can not guarantee an
organization Public able to perform its functions
well. As an illustration of the conditions
Employees in Kota Bima can be seen in the table
the following.
Table 6: Number of Employees by Level Education
In Organization of Devices Bima City Area
The data shows that 43.90% of employees in the
Municipal Government bureaucracy Bima has
high school education. Besides it is visible Also
that 12.26% of employees are educated Bachelor
degree (S1 & DIV); 24.70% Educated equivalent
Diploma 1 & 2 (D1 & 2); 7.39% educated
equivalent Diploma 3 (D3); 5.21% have
elementary education; 3.63% educated Junior
high school; And 0.41% of each employee
Educated at the level of Post-Graduate (S2) and
Doctoral (S3). In addition to the current employee
High school education, D 1,2,3 and 4 and Bachelor
degree Some are taking formal education
A higher level with Task status Study and Study The echelon also increased one level.
Permit outside the region

4.4. Discussion of Research Results

4.1. Government Bureaucracy Restructuring
Process
Kota Bima Bureaucracy Restructuring
Process The government of Bima City is
implemented not deeply Capacity to
accommodate existence Real change to
restructure Bureaucracy as a necessity. Where
there is Awareness of bureaucrats (the
authorities) To create a bureaucratic form
Better (otherwise ideal) and The existence of an
objective interest as a result The existence of
environmental changes, so would not Want to be
adjusted to Performance of existing bureaucracy.
However Restructuring of the Government
Bureaucracy Kota Bima is implemented only
within the framework Accommodate changes to
existing rules As a result of the issuance of a law
package New regional autonomy, in particular
Which regulates the Government institution
Regions, namely Government Regulation Number
41 Year 2007 About Organization Guidelines
Regional Devices and more specifically Decree of
the Minister of Home Affairs and Autonomy
Regional Number 57 of 2007 on Guidelines
Organization of Regional Devices.
The evidence of this analysis is based on
data Obtained in the field, that the Organization
The bureaucracy is in the City Government of
Bima Consists of staff elements, implementing
elements and Elements before the restructuring
process Amounted to 31 pieces of good
organization At the city, sub-district or district
level Kelurahan while after the process The
restructuring amounts to as much as 50 Fruit
organization. Structural positions are Developed
also increased Amount, originally as many as 464
positions Into as many as 237 positions, for all
Various positions at all levels of existing levels