INOVASI PEMDA

ISSN. 1907 - 0489 Oktober 2010

Spirit Publik Volume 6, Nomor 2 Halaman: 1 - 18

LPC Model: Analisis Tiga Faktor Inovasi Pemerintahan Daerah LPC Models : The Three Factor Factor Innovation Innovation in Local Government Government Analysis Irwan oor Juruan Ilmu !"m#n#tra# Ne$ara %akulta Ilmu !"m#n#tra# &n#'er#ta (ra)#*a+a alan$

#ter#ma tan$$al 10 !$utu 2010, "#etu*u# tan$$al 26 !$utu 2010/ Abstra!t !ltou !ltou$ $ #nno'a #nno'at#o t#on n a beome beome te one onet t o3 te "e'elo "e'elome ment nt o3 #t+ #t+ $o'ern $o'ernmen mentt #t a not been been #mlemente" b+ all loal $o'ernment. # reear bae" on eon"ar+ "ata o)e" tat tere are tree 3ator on#t#n$ o3 lea"er#, or$an#5at#onal l#mate, an" ol#t#al en'#ronment, ontr#but#n$ to te #mlementat#on o3 #nno'at#on #n loal $o'ernment. e reult o3 t# reear are #nten"e" to ro'#"e #nut 3or loal $o'ernment to make #nno'at#on b+ #ntro"u#n$ a mo"el, kno)n a te  mo"el. e+)or": oal o'enment, Inno'at#on

member#kan $ambaran eara r#n# beberaa teor#

"# Pendahuluan

"an "an

en" en"ek ekata atan n

anal anal#t #t# # +an$ +an$ berk berkon ontr tr#b #bu u##

Sea Seara ra teor teor#t #t#, #, ka*# ka*#an an #no' #no'a a## "alam "alam

ter tera" a"a a aa aa +an$ +an$ "#ke "#kena nall "en$ "en$an an kon kone e

kaan kaana a a"m#n# a"m#n#tra tra# # ubl#k ubl#k "aat "aat "#telu "#teluur ur##

keb#*akan keb#*akan a"m#n#tra a"m#n#tra#. #. alam a)al tul#ann+a, tul#ann+a,

"alam tataran Model tataran Model Administrasi Negara Baru, Baru,

%re"e %re"er# r#k ko on n

+a#tu

ebua ern+ataan +an$ uku menar#k:

Pilihan

Publik,

ebu ebua a

an" an"an an$a $an n

"an "an

Sm#t Sm#t 200 200=: =:1/ 1/ memb membua uatt

%re"er#ko %re"er#kon n 1984/ 1984/ men$un$ka men$un$kakan: kan: ;#tem ;#tem ember#an ela+anan kea"a ubl#k  delivery

Why do we need theory in public

service system/ system/ meru merua aka kan n ala ala  atu atu ua uatt

enuru rutt mere mereka ka the administration? enu

erat#an

meaning

"an

men*a"#

n#la#

+an$

akan

#uestion

(eran$kat "ar# erkemban$an ke#lmuan mere mere3o 3orm rma a##

ekt ekto or

en"ekatan

public

200=/ The Public Administration Theory Primer $ Lihat misalnya, (1 ( 1) Grindl Grindle, e, M. and and Thomas Thomas,, J. (1990) (1990) ‘ After ‘ After the Decision: Implementing Policy Reforms in Developing Countries’. Countries ’. World World Development. Development. Vol. 18 (8).; (2 ( 2) i!hard T. Green, La"ren!e #. $eller, and Gary L %amsley, “Reconstituting a Profession for American Public Administration,& Administration,& Public Public Adminis Administra tratio tion n Review Review ' * (+oem (+oem-e -err /e!em-er 199) '1*'2, (3) ( 3) 3re"er, 3re"er, Gene 4., 5ally 6oleman 5elden, and and e7 e7 L. #a!er, #a!er, . .  Individua Individuall Conception Conceptionss of Public Public Service Service Motivation Public Motivation Public Administration Review (*0 , MayJ:ne 000) '2 *2. (4 (4) all, Thad <.  !ive "ureaucrats "ureaucrats and Dead Public Servants: Servants: #o$ People in %overnment are Discussed on the &loor of the #ouse & Public Administration Review (*, Mar!h4=ril 00), 2'1

how and and

rigorous

how

prec precis isee

the the the

!orm, degree, or nature o! its elaboration

Public

Managment Managment 2. (uku %re"er#kon "an Sm#t

1

in

observation observation$$ Theory is classi!ied classi!ied by the

ubl ubl#k #k 1 "en$an New

o!

mea measure sureme men nt

tereb terebut, ut, munul munulla la berba$ berba$a# a# ka*#an ka*#an aka"em aka"em#k #k memer$unakan

theory

admi admin nistr istra ation tion is more more tha than "ust "ust a

"#mak#malkan<.

untu untuk k

o!

$$$ %ther theory uses deduction deduction and the 2

Lihat >a?ian hal ini (1 ( 1) 4-: ias ias 5ar>er 5ar>er,, 'e$ Public Public Managemen Management( t( Service Provision and 'on)%overnmental *rgani+ations in "angladesh , Public Organization Review A !lobal "ournal ' "ournal ' 29@A1 (00'), , 00' 5=rinBer 5!ien!e C 3:siness Media, n!. Man:Da!t:red in The +etherlands, (2 (2) 5ylia orton, 'e$ public management: management: its impact on public servant-s identity: An introduction to this symposium, symposium , #nternation #nternational al "ournal "ournal o$ Public %ector &anagement' &anagement' Vol. 19 +o. *, 00*, 00*, ==. ''2, ''2, #ran> 4ne!hiari!o .he 'e$ Public Management Management at Middle Age: Criti/ues Criti/ues of the Performance Movement ' Public Administration Review; J:l4:B 00A; *A, 2; 43+#FM Glo-al, =B. A8, (4 ( 4) +orma M i!!:!!i; #ran> J Thom=son, .he 'e$ Public Public Managemen Management( t( #omeland #omeland Security( Security( and the Politics Politics of Civil Servce( Servce( Public Administration Review 0 5e=F!t 008; *8, '; 43+#FM esear!h, =B. 8AA

1

Spirit Publik Vol. 6, No. 2, Oktober 2010 Hal. 1 > 18

synthesis

o!

research

!inding

in

k#ner*a +an$ bermuara a"a n#la#-n#la# komet##

developing hypothesis to guide !uture

"# or$an#a# emer#ntaan, kone# mana*er#al

research<

+an$

"#ba)a

ole erekt#3

N

ma#

"#er$unakan. Aan 200=/ "alam tu"#n+a ar# an"an$an %re"er#kon "an Sm#t

men+#mulkan :

"# ata, Theory o! public management leb# men$ara a"a eneraan r#n#-r#n New Public Management "alam b#"an$ emer#ntaan. ?oenbloom 200@/ men$un$kakan,

minat

eksekuti! yang berkaitan dengan penerapan suatu kebi"akan, maka lebih dekat dengan penggunaan

pendekatan

managerial$

?oenbloom en"#r# mel#at a"m#n#tra# ubl#k "ar# t#$a en"ekatan, +a#tu Managerial, political, and legal approach$ Public administration contains three relatively distinct approaches that grow out o! di!!erent perspectives on its !unctions$ &ome have viewed it as a managerial endeavor, similar to practices in the private sector$ %thers, stressing the publicness' o! public administration, have emphasi(ed its political aspects$ &till other, nothing the importance o! sovereignty, constitutions, and regulation in public administration, have viewed it as distinctly legal matter )*osebbloom, +-./01

(a#k "# ne$ara ma*u "an berkemban$, maka "oktr#n N "#uulkan eba$a# reon +an$ teat "#tu*ukan untuk membuat a"m#n#tra# ektor ubl#k leb# e3##en, e3ekt#3 "an reon#3. Se*umla ke#l ukuran eert# emer#nta, mana*emen +an$ ro3e#onal, outut or#enta#, berba# k#ner*a #tem akuntab#l#ta, tolok ukur k#ner*a, erenanaan trate$#, kual#ta mana*emen, kontraktor luar, r#'at#a#, outut en$an$$aran, akrual akuntan#, kontrak ker*a "an eba$a#n+a tela "#uulkan untuk men#n$katkan k#ner*a ektor ubl#k "# ke"ua ne$ara ma*u "an berkemban$. %ara5man" 2004:20/ men$un$kakan, without$managerial system, innovative policies are doomed to !ailure$ ar# #n#la munul makna ent#n$ #no'a# a"a ka*#an a"m#n#tra# ubl#k,

kuun+a

em#k#ran

b#la

%re"er#kon,

"#e*a*arkan

"en$an

?oenbloom,

"an

%ara5man" "# ata. a*#an "# ata menun*ukkan a"an+a

!"aun mem#l#k#

kone

en$aru

mana*er#al

+an$

kuat

en"#r#

er$eeran "alam ka*#an a"m#n#tra# ubl#k.

tera"a

en$an "em#k#an, munuln+a ka*#an #no'a# *u$a

erkemban$an kone a"m#n#tra# ubl#k "#

"#en$aru#

erkemban$an "alam

taun 1980-an. (era)al "ar# kr#t#k en"ekatan

a"m#n#tra#

ubl#k.

public choice +an$ berkemban$ "# taun 1970-an

200=:=/ men$un$kakan:

eb#

teor#-teor#

lan*ut

amark

tera"a mo"el b#rokra# "alam ne$ara-ne$ara +an$ men$anut #"eolo$# wel!are state, ara

Many o! the concepts in public sector

aka"em## "an rakt## "# ne$ara-ne$ara barat

innovation

come

ter"oron$

movement

known

untuk

menerakan

en"ekatan

mana*emen ektor r#'at ke "alam ektor ubl#k.

management'

!rom as or

a new

re!orm public

reinventing

government' that began in 2reat Britain en"at#un

ban+ak

+an$

memertan+akan "an men$kr#t#k en"ekatan New Public Management = "alam ua+a erba#kan =

2

nt:> >riti> terhada= t:lisan reinventing government( lihat t:lisan i!hard T. Green and La"ren!e :--ell, *n

and New 3ealand in the /45s and %overnance and Reinventing %overnment( in %amsley, Gary L, and James #. %olD, Re$ounding Democratic Public Administration &odern Parado(es' Postmodern *allenges (5aBe E:-li!ations, Tho:sand Fa>s, 6aliDornia, 199*)

Irwan oor %  o"el : !nal## #$a %aktor Ino'a# emer#ntaan aera

e6panded to other countries, including

!a

+an$

#n$#n

"#un$kakan

the 7nited &tates in /448$ Most students

menun*ukkan a"an+a enekan +an$ ent#n$ ba$#

o! governmental re!orm give credit !or

a"m#n#tra#

beginning this movement to Margaret

kone#

Thatcher, who came to o!!ice in 2reat

Seba$a#mana "#n+atakan ole #m an" an$

Britain in /494 a!ter running a campaign

2009:294/: nnovation in government has been

in which the hereto!ore sacrosanct civil

ma"or areas o! study as a plausible venue !or

service became !odder !or the political

per!ormance improment ;

debate$ :er election was !ollowed by the election o! *onald *eagan in /45 in the 7nited &tates and o! Brian Mulroney in /450

in ;anada
Thatcher, ran campaigns highly critical o! the bureaucracy$ That the civil service became a political issue in each o! these countries came as an enormous shock to many civil

servants who had seen

themselves as neutral administrators o! the law$ =urthermore, the emergence o! the issue o! government administration on the political scene meant that in some countries at least, the resulting re!orms would be non
ubl#k

untuk

#no'a#

men$emban$kan

a"a

Se"an$kan

makna

emer#ntaan.

ent#n$

Ino'a#

emer#ntaan innovation in government / tela men*a"# erb#nan$an "an ka*#an +an$ menar#k, kuun+a

berkenaan

"en$an

emer#ntaan

"aera

+an$

"eentral#a#

(or#n,

2002D

EueFre,

2002D

Sumeter

arker,

19=4/

aa#an

melakanakan !ntonell#

2007,

I"e!,

men+atakan:

an"

2009/.

;en$an

#no'a# maka "#"aat enambaan n#la# "ar# ro"uk, ela+anan, roe ker*a, emaaran, #tem en$#r#man, "an keb#*akan, t#"ak an+a ba$#

or$an#a#

ta#

*u$a stakeholder "an

ma+arakat<.

%ara5man"

men$un$kakan

;Without

2004:19/ policies

and

administrative innovation, governance !all into decay and e!!ectiveness, loses capacity to govern,

Hal #n# #n# t#"ak *au berbe"a "ar#

and becomes a target o! criticism and !ailure'$

ranan$an reolu# !B60B.24, a*el# &mum ( "#mana C

erer#katan (an$a-(an$a

eakat ba)a:

Seara teor#t#, ban+ak aum#-aum# +an$ memuat makna ent#n$n+a #no'a# "# emer#ntaan. Seert#, Garnaa an" un5elmannb

the 7nited Nations should promote

2007:1/

innovation in government and public

becoming a reality in government$ The !ailure to

administration

the

innovate in public services creates imbalances in

importance o! making more e!!ective use

societies and additional !iscal restraints$ ul$an

o! 7nited Nations Public &ervice >ay

an" !lbur+ 200=:@/ men$un$kakan:

and

stressed

and the 7NP&A in the process o! revitali(ing public administration building

a

culture

o!

by

innovation,

partnership, and responsiveness &N, 200@:=/

+an$ men+atakan:

innovation

is

Why is innovation important to the public sector? @!!ective government and public services depend on success!ul innovation to develop better ways o! meeting needs, solving problems, and using

resources

and

technologies$

=


nnovation is sometimes seen as an

Moreover the public sector has been

optional lu6ury or an added burden$ t

success!ul at innovation in the past <

should be seen as a core activity. )a1 to

e!!ective

government

increase the responsiveness o! services

services

depend

to local and individual needs )b1 and to

innovation  to develop better ways o!

keep

meeting needs, solving problems, and

up

with

public

needs

and

e6pectations'$

and

on

public

success!ul

using resources and technologies

(eberaa erb#nan$an aka"em#k "aat

Sela#n #tu, beberaa papers eara kuu

ula "#teluur# "ar# ka*#an atau tul#an #lmu)an

men$ka*#

a"a

2002:7/,

emer#ntaan "aera lokal/, eert# Publin

m#aln+a men$un$kakan: The winners will be

*eport 200@/, +an$ ber## bera$am a#l ka*#an

the government that !ind ways to release their

#no'a#

innovative potential and apply it to the way they

di!!erences between public and private sector

think and the way they work, e"an$kan root

innovation 9/D The structure and si(e o! the

2007/, men+atakan ba)a: ; nnovative local

public sector in an enlarged @urope 14/

government.

making

more

Policy learning, what does it mean and how can

responsive'$

a"a

Jone,

we study it? 1@/D &tudies o! innovation in the

199=:2/,

public sector, a theoretical !ramework, 16/ D

"eka"e

eba$a#mana

terak#r.

Sa#ro,

public

services

an"an$an

"#kut#

la#n

art#n

men+atakan ba)a:

makna

"#

ent#n$

ektor

ubl#k,

#no'a#

eert#:

a"a

%n

the

*eport on the Publin surveys 17/ nnovation in the social sector  case study analysis 18/D

local governmentCs main role is to help

nnovation in the health sector  case study

local communities to learn to make

analysis

strategic choices by balancing the costs

H200=0= 200=/, Deadership as a determinant o!

and bene!its o! e!!iciency, e!!ectiveness,

innovative behaviour , ;@&& 2007/,

economic growth, #uality o! li!e, social

No.10@, nnovation Policy nstruments$ (eberaa

"ustice, participation and legitimacy$ This

ka*#an la#n, eert#: Helltrm 2007/ +an$

role, one suspects, demands a high level

men$elabora# kone em#k#ran #no'a# kla#k

o!

government

Sumeter ke "alam en$emban$an or$an#a#

organi(ations are to be e!!ective in their

ubl#k. #mana a#l tu"#n+a men$emukakan

work

ba)a

innovation

i!

local

19/.

ul$an

"an

!lbur+,

200=:2/, men+atakan:

4

?eear

?eort aer

kone# kla#k +an$ "#kemukakan

Sumeter Se"an$kan

&;AD@&,

leb# mem3okukan a"a kone

eco
nnovation should be a core activity

"an men$ara a"a em#aan #no'a# a"a

o! the public sector. it helps public

ro"uk new good / "an roe. an#el, ?obeon

services to improve per!ormance and

"an #na OFonnor, 2007/ +an$ men$ka*# leb#

increase public value respond to the

*au

e6pectations o! citi(ens and adapt to

emer#ntaan, "#mana "#kemukakan ba)a $a+a

the needs o! users increase service

"an

e!!iciency

meruakan ba$#an kr#t# "alam eneraan #no'a#

and

minimise

costs$

kone# kreter#a

nnovation "alam

*adical

membuat

"alam

keutuan


ra"#kal. ul#an obn# 2008/ +an$ men$ka*#

nnovation occurs when people develop

bu"a+a #no'a# innovation culture/. arnaa an"

new insights into ways o! working$

un5elmann 2007/,

roe

Building capacity re!ers to this process

#no'a# "ar# "ua "#men#, +a#tu the learning

o! enabling people to ac#uire and to

dimension "an the managerial dimension. #e,

develop new insights into the way they

e# "an ?#ar" #-Hua 2009/ men$ka*#

work

kebera#lan "an ertumbuan ekonom# #na

absorptive capacity re!ers primarily to

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individual learning, building innovative

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capacity

ent#n$

learning$

+an$

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men$ka*#

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to

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#no'a#. alam al #n# keem#m#nan or$an#a# 2007/

a*#an +an$ #nten#3 tera"a #no'a#

men$un$kakan l#ma lan$ka untuk men$ulan$

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abr# an" olemb#e)k# 1996/, eba$a#mana

2009/ +an$ meman3aatkan anal#a kual#t#3 "alam

"#kut# Irke 200=:161/ beren"aat ba)a

men$ka*# #no'a#. Sela#n #tu, beberaa tul#an

local governments are more apt to innovate

tentan$ #no'a# "# ektor ubl#k umumn+a

than state and !ederal governments because o!

"#ka#tkan

their small si(e and their capacity to make

an$at

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ent#n$.

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learning , "an en"ekatan untuk men$emban$kan kreat#'#ta

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ke)#rauaaan.

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1976/

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otonom#a#

uatu

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4

/is>:si menari> tentanB =erBeseran ma>na desentralisasi =ada  =emerintahan daerah di ndonesia, lihat 3henyamin oessein, 1ebi2a3an Desentralisasi , "urnal Administrasi +egara' 4ol5 , +o. 67, Maret 00

@


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consistent policies and guidance on local @

6

m:mnya >onse= otonomi daerah serinB disamaarti>an denBan desentralisasi. $ed:a >onse= ini mem=:nyai ma>na yanB -er-eda. /esentralisasi adalah =enyerahan >e"enanBan dari =emerintah =:sat >e=ada =emerintah daerah :nt:> menB:r:si :r:san r:mah tanBBanya sendiri, ada=:n =enBe?a"antahan desentralisasi adalah otonomi daerah (lihat =:la t:lisan, oesien, 00)

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Inputs

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Soure: #k#e"#a, 2lobal nnovation nde6, http.EEen$wikipedia$orgEwikiE2lobal nnovationFnde6, download + Ganuari +/ (or#n 200@/ men$atakan a"a t#$a en$ambat #no'a#. Pertama, munul

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an$$aran, eraturan-eraturan +an$ men$ambat

truktur kekuaaan +an$ a"a %a"el, 2008/.

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7


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kont#num keem#m#nan, +a#tu unur en$araan

or$an#a# ebenarn+a re3lek# "ar# keatutan

directive

"aera

en$an

behavior /

"em#k#an,

"an

unur

bantuan

tera"a

emer#ntaan

uat.

 supporting behavior1$ Ole karenan+a $a+a

eentral#a# bukan berart# emer#nta "aera

keem#m#nan t#"ak )u*u"kan "alam bentuk

terlea enu tera" emer#nta uat. alam

+an$ r#$#t, #a elalu bera"a "alam l#n$ku

kor#"or ne$ara keatuan, "eentral#a# ma#

l#n$kun$an "#mana bera"a. em#m#n +an$ "aat

ternaun$# ole ne$ara keatuan +an$ terkoor"#n#r

memaam# l#n$kun$an "an bera"ata# tera"a

ole ememer#nta "# atan+a, ba#k ro'#n#

l#n$kun$an.

mauun emer#nta uat.

!"a "#erat#kan,

t#$a

l#n$kun$an

+an$

erlu

Var#an ke"ua +an$ memba)a "amak

+a#tu

l#n$kun$an

ma+arakat,

uku #$n#3#kan ba$# #kl#m or$an#a# a"ala

l#n$kun$an emer#ntaan "aera, "an l#n$kun$an

erat#an

ol#t#k. a+a keem#m#nan +an$ mema"ukan

l#n$kun$an emer#ntaan "aera. embenaan

t#$a l#n$kun$an terebut an$at membutukan

me#n b#rokra# tana memerat#kan n#la#-n#la#

kear#3an

"aera.

kemanu#an kar+a)an +an$ a"a "# l#n$kun$an

en$aba#an atu "# antara t#$a l#n$kun$an +an$

or$an#a# terebut men*a"#kan kar+a)an eba$a#

a"a "aat men+ebabkan ke$a$alan #mlementa#

me#n b#rokra# +an$ kaku. Ole karenan+a erlu

#no'a# +an$ "#renanakan. Ole karenan+a,

erat#an

memerat#kan

l#n$kun$an

ember#an mot#'a# +an$ ber#3at #ntr#n#k a"a

an"aran

"alam

eoran$

"#

emer#ntaan

em#m#n

"aera.

"#

terebut

men*a"#

men"ea#n

#no'a#

tera"a

kar+a)an.

alam

kar+a)an

kar+a)an al

#n#

+an$

a"a

"alam "aat

"#

bentuk

ber)u*u"

akan

ember#an reward ba$# kar+a)an +an$ #no'at#3.

l#n$kun$an kema+arakatan ter)u*u" a"a '##

erat#an or$an#a# tera"a me#n b#rokra# #n#

keem#m#nan. emaaman akan l#n$kun$an

men*a"#kan kar+a)an "#ar$a#. en$ar$aan

or$an#a# ter)u*u" a"a emaaman akan #kl#m

"aat menumbukan kreat#'#ta. %aktor #n#la

or$an#a#,

a)al

e"an$kan

emaaman

tera"a

emaaman

akan

en$un$k#t

l#n$kun$an ol#t#k ter)u*u" a"a #nkron#a#

or$an#a#.

ker*a antara lemba$a le$#lat3 "an arta# ol#t#k

+#*#+#

lokal.

Environment 0

+#*#*#

Iklim

(rganisasi

%aktor ke"ua +an$ erlu "#erat#kan "#

Lingkungan

#no'at#3

Politik

"alam

/ Political

#n$kun$an ol#t#k eba$a# ter*emaan

/Organizational

Climate0

n#la#-n#la#

"ar# kekuatan le$#lat#3 "an arta# ol#t#k, atu ## "aat

eba$a#

em#u

kebera#lan

ebua

"alam men"ea#n #no'a# a"ala emaaman

#no'a#. Namun "# ## la#n, "aat eba$a#

akan l#n$kun$an or$an#a#, kuun+a "alam

en$alan$ ba$# kebera#lan ebua #no'a#

'ar#an truktur or$an#a# "an kar+a)an +an$

+an$ "#anan$kan. Ole karenan+a, emaaman

1=


akan l#n$kun$an ol#t#k men*a"# 3aktor +an$

Sabelo

erlu "#erat#kan "# "alam men"ea#n #no'a#

; ndividual !ull participation in making societal

emer#ntaan

l#n$kun$an

choices and decisions is a natural outcome o! the

ol#t#k +an$ "#an"arkan a"a && 12 taun 2008

endowment o! individual dignity because it

tentan$ Perubahan Hedua Atas 77 No$ 8+ tahun

contributes

+0 tentang Pemerintahan >aerah, men*a"#kan

Namun "### la#n, luan+a )#la+a ol#t#k *#ka

#m#nan

t#"ak

l#n$kun$an

"aera.

"aera

ekuatan

erlu

ol#t#k,

erat#an

terutama

tera"a

tuntutan

akan

l#n$kun$an "emokra# lokal.

1997:@74/

to

individual

"#lan"a#

erkemban$an men$ara

men+ebutn+a

sel!
ole

ra+arat-ra+arat

kemamuan

a"a

eba$a#

r#ba"#

#ntab#l#ta

"aat

#tem

ol#t#k.

on"## #n# erlu emaaman leb# lan*ut

Seba$a#mana "#kemukakan ?e""+ an" Sabelo

akan makna "emokra# lokal. Sebua "emokra#

1997:@74/: n recent years, participation' has

+an$ mema"ukan keterl#batan eara n+ata ak#bat

become something o! a political catchphrase and

kea"aran berol#t#k. Sebua kea"aran ol#t#k

many people with a serious interest in politics

+an$ munul bukan #nter'en# "ar# el#t ol#t#k

have become suspicious o! it$ e#ner 1986:167/

atau "eakan "ar# arta# ol#t#k +an$ berkuaa,

men$un$kakan,

teta#. eba$a# konek)en# "ar# ke*ern#an "an

tidak

emaaman

tingkat

+an$

a"arM"ar#

arta#

ol#t#k.

merata

modernisasi

pada masyarakat,

pertumbuhan

on"## #n# an+a "aat ter)u*u" *#ka le$#at#3

kesen"angan

eba$a# eran*an$an arta# ol#t#k mem#l#k#

masyarakat <

kea"aran akan tu*uan ter#tan+a emer#nta

art##a# ol#t#k.

+an$ ba#k  good governance/. en$an "em#k#an,

;tingkat

antar

kema"uan "aat

yang

perbedaan

daerah

antar

dan

golongan

men$ambat

ter*a"#n+a

en$an "em#k#an, l#n$kun$an ol#t#k

roe "emolkra# lokal an+a akan ter#tan+a

member#kan

*#ka ol#t#k lokal memaam# kekuaaan ol#t#k "#

men"ea#n

"alam men$atur kebutuan "an eran ol#t#kn+a.

en"at#un

on"## #n# a"ala roe "# "alam ara"#$ma

en$un$k#t

"eentral#a#.

l#n$kun$an ol#t#k lemba$a le$#lat#3/ "aat

en$an

"em#k#an,

ara"#$ma

n#la#

ba$#

#no'a#

"aera

emer#ntaan

l#n$kun$kan n#la#

"#

ebua

"alam "aera.

ol#t#k

bukan

#no'a#,

teta#

me)u*u"an akan kebera#lan atau ke$a$alan

"eentral#a# ebenarn+a meruakan roe "ar#

ebua

#no'a#

+an$

"#anan$kan.

Ole

taaan-taaan ter#tan+a emer#ntaan +an$

karenan+a, 3aktor l#n$kun$an ol#t#k men*a"#

"emokrat#. en$uatan tera"a taaan-taaan

3aktor +an$ erlu "#erat#kan.

"eentral#a# member#kan "amak +an$ an$at #$n#3#kan

ba$#

en+elen$$araan

ter#tan+a emer#nta,

tu*uan

+a#tu

good

governance. Suatu kon"## emer#ntaan +an$

+#*#1# Desain Inovasi: Perwu2udan Sebuah Model

#$a 3aktor +an$ "#aum#kan member#

responsibility government /. (er#r#n$an "en$an

en$aru o#t# "# "alam men"ea#n #no'a#

al terebut art##a# ol#t#k "#*a"#kan $erban$

emer#ntaan +an$ #no'at#3, tern+ata member#kan

ebua "emokra# lokal "# "aera terebut.

emaknaan +an$ an$at berart# "alam anal##,

uan+a

ruan$

l#n$ku

l#n$kun$an

ba#k eara tat#t#ka mauun emaaran "en$an

ol#t#k member#kan keluaan #n"#'#"u "# "alam

anal##

men$ekre#kan ak-ak ol#t#kn+a. ?e""+ an"

 political environment, organi(atonal climate,

14

#tem#k.

!rt#n+a,

al#ran

#n!lows


"an leadership/ ba$# "ea#n #no'a# member#kan

beren$aru

n#la# o#t# ba$# out !lows, +a#tu ter)u*u"n+a

em#k#an ula "en$an #kl#m or$an#a# +an$

emer#nta "aera +an$ #no'at#3, +an$ ter$ambar

member#kan en$aru ba$# en"ea#nan #no'a#

"alam )u*u" a"an+a en#n$katan kee*ateraan

uatu emer#ntaan "aera, "#en$aru# ole

ma+arakat

3aktor #mbalan "an truktur or$an#a# mauun

ela+anan

wal!are ubl#k

society/,  public

en#n$katan

service/,

"an

$a+a

o#t#

ba$#

keem#m#an

#kl#m

keala

or$an#a#.

"aera.

#mana

emer#nta "aera +an$ mem#l#k# "a+a a#n$

ma#n$-ma#n$ 3aktor an$at "#en$aru# ole

competitiveness/. Seara "#a$ram "#$ambarkan

arta#

eba$a# ber#kut:

"em#k#an, 3aktor aal ol#t#k keala "aera

#a$ram +an$ "#kemukakan "# ata

ol#t#k

emenan$

meruakan

3aktor

ba$#

+an$

meruakan

3aktor

kru#al

n#la#

o#t#

"#

"alam

men"ea#n #no'a# an$at "#en$aru# ole 3aktor

en$an

mauun arta# ol#t#k emenan$ em#lu, +an$

member#kan emaaman ba)a keem#m#nan member#kan

em#lu.

l#n$kun$an untuk

ol#t#k,

men"ea#n

#no'a# uatu emer#ntaan "aera.

$a+a keem#m#nan, '## keem#m#nan +an$

(er"aarkan a#l anal## "# ata "aat

#no'at#3 "an arta# ol#t#k emenan$ em#lu.

"#kemukakan, emo"elan +an$ "#a*ukan "alam

!"aun $a+a keem#m#nan leadership style/

enel#t#an #n# member#kan n#la# o#t#. !"aun

mauun V## keem#m#nan leadership vision/

emo"elan "ar# anal## +an$ "#lakukan "aat

"#en$aru# ole aal ol#t#k keala "aera "an

"#$ambarkan eba$a# ber#kut:

LPC Model

aknan+a, mo"el +an$ "#a*ukan "aat "#*a"#kan

kla#k

rumuan

kontr#bu#

"#

"alam

men"ea#n

#no'a#

Allen

Sall

+an$

1997/

uku

member#kan

#$n#3#kan

ba$#

emer#ntaan "aera. Seara e"erana, mo"el

erkemban$an

+an$ "#a*ukan "#rumukan "alam keran$ka +an$

"en$an al terebut, or$an#a# ubl#k, kuun+a

"#ebut "en$an #t#la < Deadership, Political, and

beberaa emer#ntaan lokal "# ana"a, Selan"#a

;limate Model < LPC Model/.

(aru member#kan $ambaran kebera#lan "alam

1# .esimpulan

eneraan

a*#an #no'a# a"a or$an#a# ektor ubl#k men*a"# aru utama taun 1990. !rt#kel

#no'a#

emer#ntaan In"one#a,

kone

lokal

"#

kebera#lan

#no'a#.

Seubun$an

ba$#

ertumbuan

ne$ara

terebut.

ro'#n#

#

orontalo,

1@


abuaten Sra$en atau abuaten Jembrana member#kan

$ambaran

keun$$ulan

"aera

etela mamu ber#no'a#. Namun t#"ak emua emer#ntaan "aera "# In"one#a. == emer#nta ro'#n#. 497 kabuatenBkota belum men*a"# "aera

+an$

#no'at#3.

a"aal

eraturan

emer#nta No 41 taun 2007 atau eraturan emer#nta No =8 taun 2007 member#kan auan +an$ uku #$n#3#kan ba$# em#u "aera men*a"# #no'at#3. !um# a)al +an$ "#ban$un "alam enel#t#an #n# a"ala #no'a# +an$ "#ban$un "en$an men"ea#n emer#nta "aera t#"ak akan men*a"# en$un$k#t ebua #no'a#. ea#n emer#nta

"aera

+an$

#no'at#3

an+a

men$$ambarkan erba#kan k#ner*a or$an#a# "en$an

meruba

truktur

or$an#a#,

tana

menu*u erubaan ke ara #no'at#3. e$a$alan akan kone# terebut memunulkan ebua $a$aan untuk meruba "ea#n, +a#tu ba$a#mana men"ea#n #no'a# emer#ntaan "aera. !rt#n+a, ba$a#mana membentuk ebua "aera men*a"# #no'at#3. &ntuk #tu "#erlukan ebua "ea#n #no'a#. enel#t#an +an$ "#lakukan mena)arkan ebua

"ea#n

untuk

meran$kan

#no'a#

emer#nta "aera, +a#tu "en$an ebua  o"el

ea"er#,

ol#t#al,

an"

l#mate

o"el/.

Da)tar pustaka !"r#ana, !lbert#, 200=, The critical role o! nnovation in Public Administration in promoting economic and social development Meeting on Innovation o) Publi! Administration in the 3uro% Mediterranean &egion$ #n Aert onultat#'e eet#n$ on ubl# !"m#n#trat#on an" ubl# !ount#n$ e'eloment, #t Stre on Aletron# ool &NAS!/, (e#rut !ntl', Han, *44*, The Making o! >emocratic Docal 2overnance in ndonesia , o$o#nk International 5orkshop on Parti!ipator'

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Planning# Approa!hes )or Lo!al 6overnan!e# (an"un$ In"one#a, 20-27 Januar+ 2002 !ntonell#, r#t#ano an" #el EueFre, *44*, The 2overnance o! nteractive Dearning within nnovation &ystems, 7rban Studies$ Vol. =9, No. @-6, 10@1-106= (#n$am, ?#ar" ., e "-88, The >i!!usion o! nnovation Among Docal 2overnments, 7rban A))airs &eview, 'ol. 1=: . 22= - 2=2. (or#n, San3or", *44*, Deadership and nnovation in the public sector, Leadership 9 (rganiation Development ;ournal$ 2=B8 2002P 467-476 (oken, Herman  , Otober 01, "--<, nstitutionalism. ntergovernmental @6change, Administration<;entered Behavior, and Policy %utcomes in 7rban Agencies # ;ournal o) Publi! Administration &esear!h and Theor'$ (o#nk, (art !., *441$ A33et#'ene o3 #nno'at#on lea"er# t+le: a mana$erF #n3luene on eolo$#al #nno'at#on #n ontrut#on ro*et, Constru!tion InnovationD 4: 211>228 an#el, ?obeon, an" #na OFonnor, *448, The governance o! innovation centers in large established companies, ;ournal o) 3ngineering and Te!hnolog' Management, 24 2007/ 121147 e'a, N#k, "--8, ndonesia. what do we mean by decentrali(ationQ Publi! Administration and Development$ Vol. 17 =@1-=67/ obn#, . (rooke, *44<, Measuring innovation culture in organi(ations. The development o! a generali(ed innovation culture construct using e6ploratory !actor analysis, 3uropean ;ournal o) Innovation Management, Vol. 11 No. 4, . @=9-@@9 Aan, oamma" an" %ar5ana Na5, *44+, %rigin, deas and Practice o! New Public Management. Desson !or >eveloping ;ountries, Asian A))airs, Vol. 2@, No. = :=0-48, Jul+-Setember Allen Sall, 1997, Notes !rom *e!lective Practitioner o! nnovation, in !lan !. !ltuler,?obert . (en, Innovation in Ameri!an government: !hallenges$ opportunities$ and dilemmas$ e (rook#n$ Int#tut#on, a#n$ton  Aman, . an" &o33, N, "-<<, Lo!al (rganiations: Intermediaries in &ural Development, ornell &n#'er#t+ re, Itaa, NR. %a"el uamma", *44<$ &einventing Lo!al 6overnment: Pengalaman dari Daeeah$ rame"#a, Jakarta %ara5man", !l#, *441, Sound 6overnan!e: Poli!' and Administrative Innovations$ rae$er ubl#er, 88 ot ?oa" et, Ne) Rork %err#, Jame . an" an$, Su#-Ran Soure, The New nstitutionalism and Public Administration. ;ournal o) Publi! An %verview, Administration &esear!h and Theor': J!?, Vol. =, No. 1 Jan., 199=/, . 4-10


%re"er#kon, H. eor$e an" Sm#t. e'#n (,. *44+. The Publi! Administration Theor' Primer. (oul"er, O: et'#e) re. root$ u+ "e, *448$ Ne) Docal 2overnment Network ;on!erence $ I!eA: Imro'ement an" e'eloment !$en+, 1@ No'ember, tt:BB))).#"ea.$o'.ukB#"kBoreBa$e."oQ a$eI"1 *448, Helltrm, oma, #men#on o3 An'#ronmentall+ Suta#nable Inno'at#on: te Struture o3 Ao-Inno'at#on onet, Sustainable Development$ "=, Hoee#n, (en+am#n, *44*$ Perspekti! Gangka Pan"ang >esentralisasi dan %tonomi >aerah, Diskusi .ebi2akan Desentralisasi Dan (tonomi Daerah Dalam ;angka Pan2ang$ (aena, Jakarta, 27 Noember *44-, I#mura, S#n## an" ?o+ (al, De!entraliation Poli!ies in Asian Development$ orl" S#ent#3# ubl##n$ o. te. t", @ o uk #nk, S#n$aore I"e!, *44-, More than 6ood Ideas: te o)er o3 #nno'at#on #n loal $o'ernment, a+"en Houe 76-86 urnm#ll Street on"on A1 @ Irke, ou$la  an" ?#ar" rotor, *44+, The n!luence o! Administrative Deadership and 2overning Board Behavior on Docal 2overnment nnovation in #ael Harr#. et.al, Innovation and 3ntrepreneurship in State and Lo!al 6overnment , De6ington Books, 7H amark, Ala#ne $ ovember *44+, 6overnment Innovation around the 5orld$ ! Int#tute 3or emorat# o'ernane an" Inno'at#on Jon %. enne"+ Sool o3 o'ernment, Har'ar" &n#'er#t+ #m, Seok Aun an" an$, ee eon, Jun *44-, An empirical analysis o! innovativeness in government. !indings and implications, International &eview o) Administrative S!ien!esD 'ol. 7@: . 29= - =10. art#n, J., *444, nnovation &trategies in Australian Docal 2overnment : Oa#onal aer 4, elbourne, Australian ,ousing and 7rban &esear!h Institute# !utral#an Hou#n$ an" &rban ?eear Int#tute, elbourne orab#to, el#a Sae3er, 2008, The adoption o! police innovation. the role o! the political environment , Poli!ing: An International ;ournal o) Poli!e Strategies 9 Management$ Vol. =1 No. =, . 466-484 ul$an, . T !lbur+, , *44+, nnovation in the Public &ector , 5orking Paper Ver#on 1.9, Otober, Strate$+ &n#t, & ab#net O33#e arker, Steen, *448, nnovation and >evelopment, IFLA ;ournal$ ==D299 arnaa, Ott an" un5elmann, N#k 'on, *448, nnovation in the public sector : e+ 3eature #n3luen#n$ te "e'eloment an" #mlementat#on o3 tenolo$#all+ #nno'at#'e ubl# etor er'#e #n te &, enmark, %#nlan" an"

Aton#a, In)ormation Polit', 12 2007/ 109> 12@ 109 #ll#, Je33re+, 2009, >o you need an innovation strategy?, Innovate on Purpose, tt:BB#nno'ateonuroe.blo$ot.omB2009B08B "o-+ou-nee"-#nno'at#on-trate$+.tml ?e""+, .S. an" . Sabelo, "--8$ >emocratic decentrali(ation and centralEprovincialElocal relations in &outh A!rica, International ;ournal o) Publi! Se!tor Management, Vol. 10 No. 7, . @72-@88 "-<", 2overnment ?on"#nell#, enn#, decentrali(ation in comparative perspective , International &eview o) Administrative S!ien!es$ Vol. 47 No. 2, . 1==-4@. ?oenbloom, a'#" H, an" ?obert S. ra'uk, *44=$ Publi! Administration: &n"ertan"#n$ ana$ement, ol#t#, an" a) #n te ubl# Setor, ra)-H#ll Internat#onal A"#t#on ?Ute, ?ann'e#$, *44=, &tudies o! innovation in the public sector, a theoretical !ramework, Publin &eport No. 16, NI%& SA, Olo, 200@ Sumeter J!. "-+1. The Theor' o) 3!onomi! Development. Har'ar" &n#'er#t+ re: ambr#"$e, ! Sa#ro, Steen ., 2002, *1>8 innovation: a blueprint )or surviving and thriving in an age o) !hange$ ra)-H#ll, &n#te" State o3 !mer#a Sm#t, (.., "-<=, De!entraliation: The Territorial Dimension o) the State, eor$e !llen an" &n)#n, on"on. Aplikasi Stella, Soe$#anto, Ako, 2010, tt:BBekanantoo.blo$ot.omB2010B01Bal#k a#-tella.tml Ste)art, a'#"  an" am#n, #ael !, "--+$ Se!ondar' &esear!h: In)ormation Sour!es and Methods$ Sa$e ubl#at#on, In, &n#te" #n$"om ra'er, a, *44-, Ne) meto", ol" roblem: ! et#al '#e) o3 #nno'at#on #n ual#tat#'e reear, ?ualitative &esear!h , 'ol. 92/ 161> 179 &n#te" Nat#on, 200@ , nnovations in governance and public administration !or the achievement o! the internationally agreed development goals, including the Millennium >evelopment 2oals , Aonom# an" So#al oun#l, tt:BBunan1.un.or$B#ntra"oB$rouBubl#B"ou mentBunBunan022=19."3 e#ner, +ron, 1986, Modernisasi: Dinamika Pertumbuhan, a*aa"a &n#'er#t+ re, Jo$+akarta$ oo", ?obert aman, *448, :ow strategic innovation really gets started Strateg' and Leadership, Vol. =@ o. 1 #e, e# an" ?#ar" #-Hua, *44-, What will make ;hina an innovation
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Kan$, #n$, e", 2010, Competitiveness and growth in @railian !ities: lo!al poli!ies and a!tions )or Innovation$ e Internat#onal (ank 3or ?eontrut#on an" e'eloment, e orl" (ank, a#n$ton,  ---------, e ubl#n, NI%& SA Stu"#e #n Inno'at#on, ?eear an" A"uat#on., Hammerbor$ tor$ =, N-0179 Olo, Nor)a+, tt:BB))).te.noBubl#nBreort.tml ---------, ASIS  ;entre o! @6cellence !or &cience and nnovation &tudies/, tt:BBe#.abe.kt.eB)ork#n$Waer.

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