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BUREAUCRACY REFORM IN IMPROVING THE QUALITY

OF LICENSING SERVICES

Jasinta Juwita Manbait

, Laurensius Petrus Sayrani

, Zet Sony Libing

123

Nusa Cendana University, Indonesia

wita1904@gmail.com

, laurensayrani@yahoo.co.id

, sonylibing68@yahoo.com

KEYWORDS

Good Governance,

Bureaucratic Reform,

Quality of Licensing

Services

ABSTRACT

This study aims to describe the implementation of Bureaucratic

Reform and the Quality of Licensing Services at the Investment and

One Stop Service Office of East Nusa Tenggara Province. This

study uses a qualitative descriptive approach with data analysis

techniques using an interactive model developed by Miles and

Huberman. This research was conducted at the Investment Office

and the One Stop Service Office of East Nusa Tenggara Province

with a number of 20 informants consisting of employees and permit

applicants as users of licensing services. The sources of data in this

study are primary data and secondary data with data collection

techniques through interviews, document studies, and observations

with validation of research results using triangulation techniques.

The results of the study indicate that from the aspect of structuring

Human Resources, bureaucratic reform has not been carried out

optimally, but from the aspect of structuring management,

institutional structuring and accountability, bureaucratic reform has

been carried out despite budget constraints. Meanwhile, the quality

of licensing in terms of tangible, reliability, responsiveness,

assurance, and empathy, has mostly met the expectations of service

users despite budget constraints in optimally utilizing technology.

Overall, the bureaucratic reforms implemented can improve the

quality of licensing services at the Investment and One Stop Service

Office of East Nusa Tenggara Province.

INTRODUCTION

In the era of Jokowi's administration, bureaucratic reform is one of the president's

nawacitas for the development of a government that is transparent, clean, effective, and

efficient. The contents of the president's nawacita on the second point are "to make the

government always present by building clean, effective, democratic, and reliable governance"

with the priority sub agenda of building transparency in governance, carrying out

bureaucratic reform, and opening up public participation (Djani, 2020). The second point of

Nawacita is the main reference for the Ministry of State Apparatus Empowerment and

Bureaucratic Reform (PANRB), as the prime mover of bureaucratic reform, to formulate, and

coordinate the implementation of policies on the utilization of state apparatus and

bureaucratic reform. One of the real efforts is to cut the bureaucracy of licensing and non-

licensing services with the establishment of One Stop Services (PTSP) under the control of

Volume 3, Number 10, August 2022

e-ISSN: 2797-6068 and p-ISSN: 2777-0915

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the Investment Coordinating Board (BKPM) based on Presidential Regulation Number 97 of

2014 concerning the Implementation of One Stop Integrated Services (PTSP) (Dwiyanto,

2021). With the existence of PTSP, licensing services are integrated in a single process

starting from the application stage to the stage of completion of service products through one

door and only carried out in one place so as to cut down the convoluted and lengthy service

procedures (Dwiyanto, 2013). The community will take care of the previous permit through a

technical agency with a service process and carried out in several places so that it takes quite

a long time. Meanwhile, in one-door service, services are held in one place covering various

types of services that have a process linkage and are served through one door. Thus, the long

processing of permits due to passing through various doors and taking a long time can be

avoided. The purpose of implementing One Stop Services is to improve the quality of public

services, to provide wider access to the community to obtain public services. Meanwhile, the

target is the realization of public services that are fast, effective, efficient, transparent, and

certain (Kairupan, 2015).

In the context of implementing Bureaucratic Reform in East Nusa Tenggara Province,

Bureaucratic Reform is one of the missions of the Provincial Government of East Nusa

Tenggara, namely the fifth mission: realizing government bureaucratic reform to improve the

quality of public services (Muhammad, 2019). The commitment of the Provincial

Government in implementing Bureaucratic Reform is shown by the increase in the

Bureaucratic Reform Index of East Nusa Tenggara Province from year to year. In 2021 the

Provincial Government achieved the Bureaucratic Reform Index of 61.50 points with a B

predicate. This index increased 0.74 points from 2020, which was 60.74 points with the same

predicate (Mulyadi, Gedeona, & Afandi, 2016). The bureaucratic reform assessment index at

Ministries/Institutions/Local Governments uses the Self-Assessment Model for the

Implementation of Bureaucratic Reform. Bureaucratic reform programs as components of

levers and targets of bureaucratic reform as a result. Thus, the programs set out in the Road

Map of bureaucratic reform are processes that become levers that are expected to be the

targets of a clean and accountable government, capable government, and excellent public

services (Minister of Administrative Reform and Bureaucratic Reform Regulation No. 2020

concerning Guidelines for Evaluation of the Implementation of Bureaucratic Reform) . The

Leverage component consists of three aspects, namely: the fulfillment aspect, the result

between the areas of change, and the reform aspect (Muslim, 2018).

In line with the general goal of bureaucratic reform, namely improving services to the

community so that excellent service or quality service is achieved, the implementation of

bureaucratic reform can be said to be successful if it provides excellent public services.

Excellent service is the provision of the best possible service to customers, so that customers

feel satisfied. In the current era of globalization, the paradigm of public services has begun to

shift from a closed service system with limited public participation to a service that is

transparent and requires public participation (Purwanto & Pramusinto, 2009). Therefore, the

government is required to be able to understand and respond well to various problems, so that

the public services provided can meet the needs of the community correctly and appropriately

so as to provide excellent satisfaction for the community who use these services (Rahayu &

Juwono, 2018).

Public service is defined as a series of activities in the context of fulfilling service

needs in accordance with the laws and regulations for every citizen and resident of goods,

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services, and/or administrative services provided by public service providers (Rohayatin,

2017). The scope of public services includes public goods services and public services as

well as administrative services regulated in laws and regulations (Law Number 25 of 2009).

Administrative services are services that produce various forms of official documents

required by the public. For example certificates, permits, recommendations, written

statements, and others. Examples of this type of service are licensing services such as: land

certificates, IMB services, and population administration services (Rudiansyah, Argenti, &

Febriantin, 2022).

Licensing is one of the important aspects in public services because licensing plays an

important role in our lives. Licensing is the granting of legality to certain people or business

actors/activities, either in the form of permits or business registration marks (Regulation of

the Minister of Home Affairs Number 20 of 2008). Without permission, there are many

things we cannot do, including doing business activities. To open a business, we need a

permit (Sadikin, Mardiyono, & Wijaya, 2012). Therefore, the permit is juridically important

evidence. Through licensing services, the government and the community interact so clearly

and directly. Thus, government services are at the forefront of government services to the

community so that the overall performance of the government is judged on how good the

service of this licensing unit is (Savinatunazah, 2019).

On the other hand, licensing is to give legality to a person or business actor/certain

activity so that the permit is a crucial thing to be fulfilled in order to carry out various types

of business. However, the party who holds the permit can run his business in a responsible

manner so as not to cause damage to the environment and cause harm to the community and

the state. For example, the mining business in Indonesia has caused a lot of environmental

damage and social conflicts in the community. Communities living around the mines bear

various social losses including: loss of clean air, loss of water sources, loss of managed areas,

and even loss of sovereignty as the legal owner of the land (Setyono, 2019).

The presence of One Stop Services in the regions is expected to increase the ease of

doing business and regional competitiveness, realize legal protection and certainty for the

community, and provide wider access to the community to obtain excellent service

(Regulation of the Minister of Home Affairs Number 138 of 2017). The implementation of

licensing services in the regions, especially the Province, is carried out by the Provincial

Investment Office and One Stop Integrated Service. In 2021, there were 117 licenses and 28

non-licensing that had been delegated to the NTT Province One Stop Investment and One

Stop Service Office based on Governor Regulation Number 37 of 2021 concerning

Delegation of Authority from the Governor to the Head of the Investment and One Stop

Integrated Services Agency to Sign Licensing and Non-Licensing within the East Nusa

Tenggara Provincial Government with 15 licensing fields including: Health, Transportation,

Marine and Fisheries, Agriculture and Plantations, Energy and Mineral Resources, Education

and Culture, Industry and Trade, Public Works and Public Housing, National Unity and

Politics, Tourism and Creative Economy, Livestock, Environment and Forestry, Social

Affairs, Cooperatives, Manpower and Transmigration, and Investment (Silalahi, 2018).

In the context of implementing bureaucratic reform at the Investment and One Stop

Service Office of East Nusa Tenggara province, it has been implemented since 2019 but has

only begun to fulfill 8 (eight) aspects of change with the formation of a bureaucratic reform

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team since 2000. There are eight areas of changes to bureaucratic reform based on the

Ministerial Regulation Empowerment of the State Apparatus and Bureaucratic Reform of the

Republic of Indonesia Number 25 of 2020 concerning the Road Map of Bureaucratic Reform

2020-2024 including: change management, policy deregulation, organizational structuring,

management structuring, structuring personnel human resources, strengthening

accountability, strengthening supervision and improving public services (Sudrajat, 2015).

The NTT Province DPMPTSP Bureaucratic Reform Index in 2021 by the Ministry of

State Apparatus Empowerment through the Regional Organization Bureau is 80.08 with very

good criteria which means it has met the characteristics of performance-based organizations

but has not been able to realize the overall target of bureaucratic reform at the regional level,

namely the government that clean and accountable, capable government, and excellent public

services. In 2021, the value of the aspects of bureaucratic reform at the Investment and One

Stop Service Office of East Nusa Tenggara province in the first and second semesters with

the highest score of 4 points from the aspect of Institutional Arrangement and Strengthening

because institutional evaluation has been carried out and followed up while the lowest score

is from the aspect of Policy deregulation due to a lack of harmonization where the

identification, analysis, and mapping of policies that are not harmonious and hinder only

partially or not entirely (Wulan & Mustam, 2017). Meanwhile, the second lowest score was

in the first semester on the management aspect and the second semester on the Human

Resources management aspect. Meanwhile, on the other hand, the Ministry of State

Apparatus Empowerment and Bureaucratic Reform's assessment of the performance of the

Provincial Investment and One Stop Service Office as a Public Service Provider Unit in 2020

was 2.6 points (enough) from the highest score of 5 points (excellent service) and the

ombudsman's assessment of the level of compliance by looking at physical appearance is

62.86 with a moderate level of compliance (Sujipto, Haning, & Suratman, 2019).

Theoretically, aspects of bureaucratic reform in realizing Good Governance in

relation to public services starting from micro to macro aspects are guided by 4 (four) aspects

of change, namely: changes in attitudes and behavior of officers (HR management), changes

in work processes and procedures (management arrangements), changes in the organization

(institutional arrangement), and changes in the overall system and subsystem or

accountability. These four aspects are needed by the community in public services. In

addition, inherently these four aspects have summarized the other four aspects (Tanti, 2015).

Overall, the assessment of bureaucratic reform at the Investment and One Stop

Service Office of East Nusa Tenggara Province is very good, but when viewed partially, the 2

(two) lowest points of the four aspects stated above include the arrangement of governance

and arrangement of Resource Management. Man. In addition, the assessment of bureaucratic

reform with a very good category owned by the Office of Investment and One Stop Services

of East Nusa Tenggara Province should have a positive effect or improve service quality as

the goal of implementing bureaucratic reform. Therefore, this study was conducted to

determine the bureaucratic reforms carried out at the Provincial Investment and One Stop

Service Office in improving the quality of licensing services at the East Nusa Tenggara

Province Investment and One Stop Integrated Service Office.

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METHOD RESEARCH

This research is a qualitative descriptive study conducted at the Office of the

Investment and One Stop Service Office of the Province of NTT with 20 informants

consisting of employees and permit applicants as users of licensing services. The data sources

of this research are primary and secondary data and for the collection of these data, especially

primary data, the data collection techniques used are document studies, interviews and

observations and then analyzed using the data analysis model from Miles and Huberman

(1992:16) data reduction, data display and conclusion drawing/verification.

RESULTS AND DISCUSSION

This study focuses on four aspects of bureaucratic reform starting from micro aspects

to macro aspects, namely: human resource management, management arrangement,

institutional arrangement and accountability, and the five aspects of public service quality,

namely: tangible, reliability, responsiveness, assurance, and empathy. The following

discussion is the result of data analysis from the results of research on the application of each

of these aspects in the Investment and One Stop Service Office of East Nusa Tenggara

Province which will be described descriptively in narrative form. Thus, it is expected to

provide input in the implementation of bureaucratic reform and improving the quality of

public services with the results of research and discussion as follows:

A. Bureaucratic Reform

1. Human Resource Management

The arrangement of Human Resources will bring about changes in the attitudes and

behavior of the apparatus so that it is the smallest aspect of bureaucratic reform.

However, changes in the behavior of bureaucratic officials need to be supported by

bureaucratic openness in respecting creativity and innovation so that changes in personal

behavior will have an impact on changes at a higher level. Structuring Human Resources

consists of sub-dimensions: placement of employees according to expertise; proportional

division of tasks, functions and workloads; the existence of an effective education and

training system; and improvement of the personnel information system (Yusriadi &

Misnawati, 2017).

At this service, employee placement has been carried out through an analysis of

positions and workloads stipulated in the Decree of the Governor of East Nusa Tenggara

Number: 368/KEP/HK/2020 concerning the Results of Position Analysis and Workload

Analysis of the Provincial PMPTSP Office with 58 job classifications. Thus, the

placement of employees is adjusted to the level of education and education and training

that is followed.

In addition, the placement of employees in this office has met the educational

qualifications required in the Job Analysis and Workload Analysis Information System

(SINJAB) application, for example in the position of licensing document analyst with the

requirements for an undergraduate education level in law/administration/government or

other relevant fields. with the duties of the position, as well as employees who are placed

in these positions have the appropriate educational level qualifications, namely S1

Agriculture which is relevant to the field of agricultural permits from 15 areas of permits

that are under the authority of the Investment Office and PTSP of the Province of NTT.

At this service, the education and training system has not yet been carried out,

starting with an analysis of training needs, planning and then implementing it as a whole.

Although each department has taken these steps, but not in an integrated system so that

employee competency development is uneven because some follow the technical

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guidance and others continue to work in public services in the office. In addition, there

has been no transfer of knowledge from employees who have attended the training to

participants who have not attended the training.

But on the other hand, improvements to the personnel information system have

been implemented in this service. Openness to the improvement of the personnel

information system is shown by the activeness in coordinating with the Regional

Personnel Agency to conduct socialization of the new information system and the

participation of most of these service employees in participating in the socialization, both

directly and virtually.

The personnel information system, especially for evaluating employee work

performance in 2022, has improved compared to last 2021 where this year has used

Employee Performance Targets based on performance tools according to the instructions

in the Regulation of the Minister of Empowerment of State Apparatus and Bureaucratic

Reform Number 8 of 2021. Thus, there is a change in meaning from Employee Work

Targets to Employee Performance Targets so that this year's assessment has targets on

activities and work carried out to support unit (service) performance or is called

performance-based (performance tool). In addition, in this new system, Employee

Performance Targets are reported in daily activities, different from the previous one in

Employee Work Targets only monthly and annually so that the input of Employee

Performance Targets has been carried out up to the current date. Both the personnel and

the employees themselves are open to changes in the personnel information system with

socialization and ongoing coordination with the liaisons of the Regional Personnel

Agency so that the use of the new application can run properly and correctly.

Professionalism is a required character of the current bureaucracy to improve

competence in serving the community. The expected conditions in the arrangement of

Human Resources are improvements in the number, composition, competence, and

distribution of Human Resources. This effort is carried out through Position and

Workload Analysis where the HR needs of each section in the service will be obtained

from the results of the ABK Anjab. Thus, employees have been placed according to their

expertise but the division of tasks and functions has not been carried out proportionally

due to limited competent human resources and changes in the shift in human resources so

that the composition and distribution of human resources is uneven. Thing This is also

influenced by the implementation of the training system that has not been effective so that

the development of employee competencies is still uneven. Only some of the apparatus

are involved in education and training whereas with a high level of education and broad

knowledge will encourage the apparatus to be professional. Thus, only a small proportion

of the apparatus have changed attitudes and behavior. In fact, changes in personal

behavior will also be able to bring changes to work processes and procedures. Less than

optimal placement of Human Resources can result in less than optimal service results.

Public bureaucratic apparatus must always try to update the way it works to be able to

provide quality public services. Therefore, from the aspect of structuring Human

Resources, the implementation of bureaucratic reform has not been carried out optimally.

2. Management Arrangement

The management dimension is a change in the ways and procedures in carrying out

work. This dimension includes several aspects including: mechanisms, systems, and

procedures that are concise (not convoluted) and easy which are also shown in business

processes and standard operating procedures, proper and correct archive management,

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optimization of the use of information and communication technology to ensure accuracy

of service and management of adequate work facilities and infrastructure.

From an interview with the Substance Coordinator for Integrated Services, it is

known that the local government's commitment to supporting investment is manifested in

community involvement in the preparation of public service standards, especially in

licensing services.

The business process map has been established by Governor's Decree No.

401/KEP/HK/2021 and is currently in preparation for adjustment to the new

Organizational Structure. However, the Standard Operating Procedures that have been set

are only Standard Operating Procedures for licensing services and are currently in the

process of adjustment following the changes to the Governor's Regulation on Delegation

of Authority from the Governor to the Head of the Investment Office and PTSP.

Meanwhile, the Government Administration SOP is in the process of being readjusted

with the new Organizational Structure, Duties and Functions of the service. Standard

Operating Procedures and business process maps that have been established are in

accordance with the guidelines for their preparation. The SOPs used have met the

principles of convenience and clarity with procedures that are easy to understand and

apply even for newly placed apparatuses in accordance with the guidelines for the

preparation of SOPs in the Regulation of the Minister for Empowerment of State

Apparatus and Bureaucratic Reform Number 35 of 2012. meet the principles set out in the

Regulation of the Minister of Empowerment of State Apparatus and Bureaucratic Reform

Number 19 of 2018 which is simple representative with business processes that are

described simply to represent all organizational activities.

The business process map is a description of the process of carrying out the duties

and functions of the office. Therefore, this service business process map consists of main

processes, supporting processes and other processes. The main process describes the

linkages between the four substances, starting from developing the investment climate,

then promoting regional potentials and escorting investors to invest by obtaining business

permits and monitoring and monitoring to ensure that investments go according to plan.

The supporting process is a process that supports the implementation of the main

processes related to the managerial functions of the organization. The business process

map of the NTT Provincial Investment and One Stop Service Office can be seen in the

following image.

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Figure 1. Business Process Map of the Investment Office and One Stop Service for

East Nusa Tenggara Province

Meanwhile, Standard Operating Procedures for Government Administration,

especially for licensing services, are stipulated by Governor Regulation Number 44 of

2018. The preparation of Standard Operating Procedures takes into account convenience,

clarity and is easy to understand and apply. This SOP then underwent an adjustment in

2021 by cutting the flow where previously the permit that had been signed by the Head of

Service would be returned to the secretary then given to the PTSP substance to be given

to the applicant, but in the adjustment of the SOP, the flow directly from the Head of

Service was returned to the substance of the service so that from 10 steps become only 9

steps in the SOP flow for new permits and non-permits. In addition, the permit issuance

period is relatively short when the file is complete. For example: research permits starting

from 1 hour and other permits that already have technical recommendations starting from

1-3 days. However, in fulfilling the commitment to obtain recommendations for each

permit, it varies depending on the level of risk and the wide scope of the permit, starting

from 7 days for a Transportation Sector permit up to 30 days for a Mineral and Coal

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Sector permit. The comparison of the licensing service mechanism in the Operational

Service Standards in 2021 and the 2018 Standard Operating Procedures can be seen in the

following two images.

In addition, the stages of activities in the flow of this permit use clear and easy-to-

understand language so that it is also easy to apply. The management of archives at this

service has referred to the Governor's Regulation concerning archive management in

2020. The Governor's Regulation regulates the mechanisms, procedures, and procedures

for managing various types of archives including: Governor Regulation Number 73 of

2020 regulates the management of static archives, Governor Regulation Number 74 of

2020 regulates the management of active archives, Governor Regulation Number 75

regulates the management of dynamic archives and Governor Regulation Number 76

regulates the management of vital archives.

The procedure for managing records is seen from the type of archive. Archives

stored at the service are dynamic archives with the date of creation under five years.

Dynamic archive means that it is used immediately and stored for a certain period of time.

Dynamic archives here that are inactive or the frequency of their use has decreased, such

as incoming letters, outgoing letters, permits and non-permits issued.

Meanwhile, for static archives, namely archives that have historical value and have

expired, such as the Governor's Regulation for the establishment of the Investment

Coordinating Board (BKPM) in 2018, it has been submitted to the Provincial Archives

and Library Service for storage. Examples of other static archives that will be stored at

the archival office are: Government Agency Performance Accountability Reports

(LAKIP), Local Government Implementation Reports (LPPD), Strategic Plans, Work

Plans, and Annual Reports with a validity period of under 10 years.

Another management dimension that has been applied to this service is utilizing

information technology to facilitate and simplify interactions with users of public

services. This service has social media accounts including: Instagram ( dpm.ptspntt ),

Youtube ( DPMPTSP Prov. NTT ), and Facebook ( Dpmptsp Ntt ) that are active. In

addition, media for information, consultation and complaints through the official website:

Utilization of information technology at this service has been carried out with the

existence of social media accounts and official websites. However, it is not yet optimal

because information updates have not been carried out regularly and routinely. This is

because there is no work team appointed by the leadership to handle official social media

accounts. However, specifically for official YouTube, an average of 100 people have

watched each video. Meanwhile, the official website that is owned is in the process of

coordinating with the regional Communication and Information Office because it cannot

be opened yet, so to overcome the information vacuum through the website, the website

address is temporarily used . However, the material on this new website has the same

content as the old website.

On the other hand, the help desk service for the Online Single Submission (OSS)

licensing system has been carried out optimally. A special help desk counter has been

provided for licensing consulting services through Online Single Submission (OSS).

Meanwhile, the SPECIAL regional licensing application system is an Application-Based

Licensing Service System adopted from SIMPATIK (Public Licensing Service System)

owned by the West Java Province Investment and One Stop Integrated Service Office.

This system can even be used online for research permits. However, since 2019 it cannot

be used because the server capacity is low to accommodate licensing data which is

increasing day by day. The budget for upgrading server capacity continues to be

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refocused for handling the pandemic so that licensing services are optimized with existing

facilities and infrastructure.

Although most of the permit services are still offline, however, permit or non-

permit services are still optimally pursued, especially by making innovations such as

accelerating the issuance of research permits within 1 hour, service approaches with pick-

up and drop-off systems, and delivery of permits to business actors.

Management of work facilities and infrastructure is a process that starts from

planning needs, procurement, inventory, storage and maintenance in accordance with

applicable regulations. In an interview with the procurement and financial planning

section of the secretariat, it was found that the management of work facilities and

infrastructure is difficult to do optimally because of limited funds as quoted in the

following interview with the procurement of goods and services.

The budget for the maintenance of office facilities and infrastructure for this service

in 2022 is Rp. 123,346,000, - and has decreased from 2021 of Rp. 220,669,186, -. When

viewed from the 2022 Input Fee Standard in the Regulation of the Minister of Finance

Number 60/PMK.02/2021 and the realization of maintenance costs in 2021, this amount

only includes maintenance costs for official cars and air conditioners, so the policy taken

is that if other facilities are damaged, the costs will be reduced. routine maintenance of

the air conditioner will be transferred to the maintenance of the facility. Thus, the use of

funds is prioritized for facilities that are urgent to be repaired first. If the current year's

budget is exhausted, maintenance will continue in the following year. Meanwhile, the

budget for the procurement of goods is still not allowed due to regional financial

conditions. With the condition of damaged facilities and infrastructure, it can certainly

hamper the service process to the community, especially as an agency that serves

licensing matters.

With the availability of an inventory report of existing facilities, it can provide

information on the overall number of facilities, both those that can still be used, those that

require repair, or those that are damaged and cannot be used. Thus, it can be the basis for

the planning department to budget for the procurement and maintenance of office

facilities in the following year.

Management arrangements based on business process maps and Standard Operating

Procedures are concise and uncomplicated, especially in licensing services, so it can be

seen that this service shows the commitment of the Provincial Government to provide

increasingly open public services by bringing services closer to its citizens. On the other

hand, in terms of archive management, it has also been carried out properly and correctly

referring to the applicable rules. Archives are organized neatly so that they are easy to

find when needed. And the destruction of archives that have reduced their frequency of

use still refers to the applicable rules. In the use of communication and information

technology, it has been carried out optimally through the website and social media owned

by the Investment and One Stop Service Office of East Nusa Tenggara Province plus a

help desk service for the Online Single Submission application, although there are still

network constraints. Meanwhile, the use of applications in licensing services for the time

being cannot be reused because they are still under repair due to limited server capacity

so that the issuance of permits is only done by typing through Microsoft office . And the

maintenance of some work facilities often cannot be carried out optimally because of the

limited budget and the availability of funds for maintenance. Meanwhile, the availability

of the main facilities has been fulfilled, such as: lactation room, children's play room,

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prayer room, but the supporting facilities are not yet equipped such as equipment in the

lactation room, children's play room, and inadequate prayer room.

The public bureaucracy must be more open and actively involve its citizens in

government activities and public services. Public services are no longer solely the domain

of the government, but are the business of all citizens and stakeholders. Thus, the

mechanisms, systems, and procedures that are implemented are simple/short so as to

provide services that are more open and easy to reach even though they are constrained

by the use of information and communication technology that has not been running

optimally and the quality of facilities and infrastructure is inadequate due to limited funds

but bureaucratic reform in the management arrangement, it continues to run optimally

despite its limitations.

3. Institutional Arrangement

Institutional arrangements are changes at the organizational level, such as changes

in vision and main functions, changes in functions, and changes in bureaucratic

structures. In this study, the dimensions of institutional arrangement that were measured

consisted of: vision, mission, organizational strategy; effective, efficient and rational

organizational structure and proportional division of tasks.

The Strategic Plan (Renstra) for the 2018-2023 service is stipulated in the

Regulation of the Governor of East Nusa Tenggara Number 43a of 2019 concerning the

Strategic Plan of the Regional Apparatus of the Province of East Nusa Tenggara . One of

the objectives of preparing this strategic plan is to describe the vision, mission and

priority programs of the Governor and Deputy Governor of East Nusa Tenggara. Of the

five missions, there are two missions related to Investment and One Stop Integrated

Services, namely the first mission is to create a prosperous, independent and just society

and the fifth mission is to realize government bureaucratic reform to improve the quality

of public services. Thus, the Strategic Plan is structured into ten strategies for investment

development, increasing investment activities and licensing services.

The organizational structure of this service is still based on the Regulation of the

Minister of Home Affairs number 100 of 2016 with type A, where there are 3 fields

(substance) that carry out the investment function (investment climate development,

promotion, and investment control) and 1 field (substance) that carries out the function

One Stop Services (PTSP) and these fields consist of 2-3 sections and 1 secretariat which

consists of 3 sub-sections (employment and general affairs sub-section, finance sub-

section, Program, Data, and Evaluation/PDE sub-section). However, this service is

currently in the process of adjusting to the new regulations, namely the Regulation of the

Minister of Home Affairs number 25 of 2021 concerning the Office of Investment and

One Stop Integrated Services and the Regulation of the Minister of Empowerment of

State Apparatus and Bureaucratic Reform Number 25 of 2021 concerning Simplification

of Organizational Structures in Agencies. Government for Bureaucracy Simplification.

As an adjustment to these rules, Governor Regulation Number 16 of 2022 concerning

Organizational Structure and Work Procedures of the Investment Office and the latest

Provincial PTSP has been stipulated where there are only two functions at the Investment

Office and One Stop Integrated Services of East Nusa Tenggara Province, namely the

Investment and One Stop Services function. One-Stop Integrated Service function. This

Governor Regulation can only be implemented after there is a follow-up to the Governor's

Decree to fill the position of the function.

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Through equalization of positions as it is today, it is one of the efforts to reform the

bureaucracy in the chain of bureaucratic control, where there is no more structure but

only a division of roles or changes from structure to function (substance) thereby

reducing the possibility of experiencing coordination errors due to ego in their respective

fields. . Thus, it is hoped that each substance can support and support each other

effectively and efficiently to achieve organizational goals.

However, there are two substances that handle complaints, namely the substance of

the complaint service on the substance of investment control which has the function of

serving complaints and the substance of the licensing review on the substance of the

PTSP which also has the task of handling complaints so that overlapping functions occur.

Therefore, a staff review has been made and a letter to the Organizational Bureau has

been made to adjust the duties of the two substances. If the Governor's Regulation

number 16 of 2022 is enforced, the organizational structure will become slimmer with

only two substances, the organizational structure will be more effective and efficient

because it makes it easier to coordinate. That way, the division of tasks and roles will be

clearer so that they can focus on doing their respective tasks. Likewise, each personnel

will have expertise because they focus on their main tasks and functions. Each apparatus

is also required to be innovative and creative in completing their work because the

performance assessment is carried out based on the output produced. The organizational

structure in the Governor's Regulation No. 16 of 2022 which will be enforced after being

followed up with the Governor's Decree can be seen in the chart below.

Figure 2

Organizational Structure of the Office of Investment and

PTSP NTT Province Based on Governor Regulation

Number 16 of 2022

With a leaner organizational structure, it will encourage every function to work

effectively and efficiently. In addition, the performance appraisal system through e-

performance encourages the apparatus to work effectively and efficiently for the sake of

improving welfare. Apparatus performance appraisal has been applied based on work

results in accordance with organizational goals so as to enable the apparatus to be

PRINCIPAL

SECRETARIAT

EMPLOYMENT

AND GENERAL

SUB SECTION

FUNCTIONAL

POSITION GROUP

ONE DOOR

INTEGRATED SERVICE

POSITION CORDINATOR

FUNCTIONAL

POSITION GROUP

FUNCTIONAL

POSITION GROUP

INVESTMENT

FUNCTIONAL

POSITION

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encouraged to work optimally and compete to show the best work results. However, on

the other hand, the overlapping of duties, principals, and functions is enough to interfere

with the public complaint service because it causes confusion in the section that handles

complaints from permit applicants.

Although the placement of employees has been carried out by analyzing the

position and workload, what happens in the field, employees with the same education

level can provide different work results. This is because the knowledge, experience and

competence of each apparatus is different. Thus, the more experienced and competent

apparatus is given a greater workload so that the division of tasks is not balanced.

Organizational structuring and strengthening aims to increase the efficiency and

effectiveness of the organization proportionally in accordance with the needs of each task

implementation so as to create an organization with the right function and the right size.

Thus, the conditions to be achieved through institutional arrangements include: (1)

decreasing the overlap of the main tasks and internal functions of the organization, (2)

increasing organizational capacity in carrying out tasks and functions, (3) creating an

organizational design that supports performance, ( 4) reduced organizational levels in

order to improve work effectiveness and efficiency. Although currently, it is still in a

fairly complex organizational structure with 4 substances, but with the stipulation of

Governor Regulation Number 16 of 2022 concerning Position, Organizational Structure,

Duties and Functions as well as Work Procedures of the Investment Office and One Stop

Integrated Service of East Nusa Tenggara Province, the Office of This will have a leaner

and simpler organizational structure so that it will support performance effectively and

efficiently. Thus, in accordance with the conditions of the Office of Investment and One

Stop Integrated Services of East Nusa Tenggara Province, it can be concluded that it has

carried out bureaucratic reform from the aspect of institutional arrangement.

Most of the institutional arrangements in the Investment and One Stop Service

Office of East Nusa Tenggara Province have been running well, indicated by the vision,

mission that has been outlined in organizational strategies, an organizational structure that

is quite effective, efficient, and rational in supporting the smooth fulfillment of tasks. and

the functions of this service but the division of tasks has not been proportional even

though it is based on the Position Analysis and Workload Analysis that have been carried

out. There is a synchronization of vision, mission, strategic plans to performance

agreements from the leadership level to subordinates. This means that the realization of

the promised performance will fulfill the vision, mission, and strategic plan of the NTT

Provincial Investment and One Stop Service.

4. Accountability

Accountability means being responsible for all policies made to the community

through performance. Accountability contains the obligation to present and report all

actions and activities, especially in the field of financial administration to the leadership.

The accountability dimension includes periodic accountability reports and the ease of

leadership in obtaining information both verbally and in writing.

One of the indicators used in assessing the performance of regional heads is the

value of the implementation of the Government Agency Performance Accountability

System (SAKIP). In addition, obedience in submitting reports such as Local Government

Performance Reports (LKPD), Local Government Implementation Reports (LPPD),

Accountability Statements Reports (LKPJ), and Government Agencies Performance

Reports (LKIP) are benchmarks for the implementation of accountability in this service.

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Based on the researcher's observations, it is known that accountability reports are

provided periodically so that the leadership can easily obtain information through writing

or orally. Public service accountability can also be seen from the results of the regional

apparatus performance assessment, the Investment and One Stop Service Office of East

Nusa Tenggara Province received a very successful predicate or an A (97.86) with second

place at the East Nusa Tenggara Provincial government level. In addition, the agreed

performance indicators have become the main performance indicators that are result-

oriented and based on cascading performance.

When viewed from the indicators of the implementation of bureaucratic reform in

strengthening accountability, the Investment and One Stop Service Office of East Nusa

Tenggara Province has fulfilled the conditions to be achieved, namely; (1) increasing

leadership and employee commitment to performance, (2) increasing organizational

capability in managing organizational performance, (3) increasing organizational

capability in determining the right strategy to achieve organizational goals, and (4)

increasing effectiveness and efficiency of budget use so that it can it is concluded that

from the aspect of accountability this service has succeeded in implementing bureaucratic

reform.

B. Service quality

Aspects of the quality of public services examined from the dimensions: tangible,

reliability, responsiveness, assurance, and empathy. In the aspect of the quality of public

services, the results of the study are a comparison between the results of interviews and

observations made by researchers. The informants in this study were 6 business actors who

had a fairly high frequency of licensing, namely 3 people who took care of the Animal

Husbandry Sector license (CV. Murrimadda, CV. Torro, UD. Beka Mora) and 3 people who

applied for a permit in the Marine and Fisheries sector (Sardis). Orias Nesimnasi, Asri, and

La Daku Beu).

1. Tangible dimension

The tangible dimension includes physical facilities, equipment, employees, and

communication facilities for service providers. This aspect relates to the convenience of

the place to perform services, the use of assistive devices in the service so as to facilitate

the service process, the appearance and discipline of officers/apparatuses in serving

customers and communication facilities that facilitate customer access in requesting

services.

In the service room facilities have been provided such as a consultation and

complaint room, a lactation room and a children's play room, but there are no consultation

and complaint service officers so that the service is carried out by the Front Office officer

who receives the file.

Equipment that supports the licensing service process is available so as to facilitate

the licensing service, but other supporting facilities such as children's toys, complaint

banners, equipment for breastfeeding mothers are not yet available. In addition, television

has not been used optimally where it is often not turned on and drinking water is not

always available. Meanwhile, in terms of appearance, service personnel receive a good

assessment of neatness and discipline in dressing.

The appearance of officers who serve permits, especially those who deal directly

with permit applicants at the Front Office, are in uniform in accordance with the Civil

Clothing rules. For the substance of the One Stop Integrated Service, there is no special

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uniform as part of the culture of excellent service in the form of attributes used when

dealing with service users (Minister of Administrative Reform and Bureaucratic Reform

Regulation Number 17 of 2017).

The service provider's communication media has not been used optimally. Although

mobile phones and special whatsapp contact numbers have been provided for service

licensing services, there are no officers who are responsible as admins so that applicants

more often come to the office directly to ask for permission. Thus, the quality of public

services as measured by physical facilities is satisfactory, although they are still in the

form of main facilities and need to be supported by other facilities with the availability of

funds.

2. Dimensions of reliability

The reliability dimension includes the accuracy of officers, service standards, and

expertise in using service aids. Informants assessed that the officers were careful in

providing services. Accuracy is one of the important aspects in supporting the legality of

issued permits. Therefore, the service officer checks the completeness of the file

carefully.

In addition, the licensing service has met the service standards that have been

published both through the website and books in the service room. Public service

standards have been set in the Decree of the Head of the Investment Office and One Stop

Integrated Services Number DPM-PTSP.570/V/1246.a/11/2019 Year 2019 and are

printed in the form of a catalog book and placed in the service room so that it can be

easily accessed. accessed by the permit applicant. The service standard already contains

the components of the service delivery process and the service management process in

accordance with the Law of the Republic of Indonesia number 25 of 2009. Thus, the

service standards that are owned are clear and have been published. Service users can

independently access information about permits that will be managed by reading their

books or leaflets in the service waiting room or accessing the official website.

In using equipment that facilitates the service process, such as computers, officers

can use them very well. Service providers at the Front Office have a minimum education

of D-3 in accordance with the required position qualifications so that it can be seen that

the officers are experts in using computers so that the service process can run smoothly.

From the dimension of reliability, service users have a satisfactory assessment of

the reliability of officers in providing services.

3. Dimensions of responsiveness

From the dimension of responsiveness, which means response, that is how officers

respond to service users. This dimension includes response to customers, fast and

appropriate service, timely service, and responding to all customer complaints.

A good response to customers will reflect back a positive response to the services

provided. The officer has responded well to the applicant's needs both in providing

information related to licensing and receiving permit application files.

At the counter for receiving application files and taking permits, it can be seen that

the officers ensure that all applicants who come have been served and according to their

needs. The speed in providing services depends on the type of permit to be processed. If

the permit does not require a recommendation or permits on a small scale, it will have

simpler requirements so that it is processed faster. However, for permits with large scale

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and quite complex requirements, it will take longer time to check the completeness of the

permit application.

In addition, timely service is in accordance with the Service Standards that have

been set for each type of permit or non-licence. The permit process starts from the file

received until the permit is issued not exceeding the time specified in the Service

Standards.

The service period of the type of permit varies depending on the type of permit. For

large-scale permits that require technical recommendations and even field verification,

the time required for the issuance of these permits is relatively longer. On the other hand,

if the license is small-scale or non-business, the required time period is faster. For student

research permits, for example in the SOP, the permit processing time is 1 day but within

1-2 hours the permit has been issued. For a Fishing Permit (SIPI) the specified period is 7

days while the permit is issued less than the stipulated time. In fact, service approach

programs such as picking up the ball and handing over permits directly are carried out to

make it easier for the community to manage permits.

This service provides several options for receiving complaints and complaints from

service users through the counter directly (face to face), scanning barcodes, entering them

in the complaint box or through websites and other social media. Complaints of permit

applicants regarding the licensing process such as service time and permit requirements

that are not yet complete. Complaints from service users are immediately followed up by

officers and if necessary consult with the leadership to resolve the problem. However,

there has not been a special officer assigned to the Front Office to handle complaints, so

applicants who file complaints with the officer receiving the permit file. Thus, even

though they do not have adequate physical facilities, in terms of responsiveness, officers

have responded well to all the needs of permit applicants.

4. Dimensions of assurance

The assurance dimension is a guarantee or certainty provided in licensing services.

The assurance dimension includes assurance on time in service, certainty of costs,

certainty of legality, knowledge, and ability of service providers. The results of interviews

with service users and licensors from this aspect are as follows.

To realize the certainty of the rights and obligations of related parties, both service

providers and service users, Public Service Standards are set. The standard for licensing

services at this service is determined by the Decree of the Head of the Investment Office

and PTSP of East Nusa Tenggara Province Number: DPMPTSP.570/V/1246.a/III/2019.

This licensing service standard contains components of service standards related to the

service delivery process which include: (1) requirements; (2) systems, mechanisms, and

procedures; (3) service period; (4) fees/tariffs; (5) service products; and (6) handling

complaints, suggestions and input/appreciation; and components of service standards

related to the service management process, including: (1) legal basis; (2) facilities and

infrastructure, and/or facilities; (3) implementing competence; (4) internal control; (5)

number of implementers; (6) service guarantee; (7) guarantee of service security and

safety; and (8) performance evaluation of implementers (Regulation of the Minister of

Administrative Reform and Bureaucratic Reform Number 15 of 2014). Thus, the

guarantee of time and cost certainty has been stated in the Service Standards that must be

carried out by service providers.

The implementation of licensing and non-licensing services in the Province is

delegated by the Governor to the Head of the Provincial Investment and One Stop

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Integrated Services Agency (Minister of Home Affairs Regulation Number 138 of 2017).

This delegation of authority is stipulated in a Regional Head Regulation, namely

Governor Regulation Number 37 of 2021. In the Governor's Regulation there are 145

permits and non-permits that are the authority of the Province. This Governor Regulation

is currently in adjustment to the new Government Regulation Number 5 of 2021

concerning the Implementation of Electronic Integrated Business Licensing through the

OSS system. Thus, the issuance of a permit has legal certainty with a legal basis that

regulates the authority in issuing the permit so that it can be legally accounted for.

Competence of service providers is one of the important aspects in providing

assurance of information certainty for service users. According to the experience of the

permit applicant, the service officer has the competence

The applicant gets a guarantee of information certainty apart from the Service

Standards as well as from an officer's explanation regarding the licensing that is being

managed by the applicant. Thus, from the assurance dimension, it can be seen that the

licensing services provided are of high quality.

5. Dimensions of empathy

The empathy dimension relates to the empathy of the service provider towards the

license applicant or service user. This dimension consists of the attitudes of service

providers that show empathy, such as: friendly, polite, prioritizing the interests of the

applicant, non-discriminatory, and respecting every customer.

A good attitude from service providers will make service users feel comfortable and

satisfied so that they have the opportunity to return. This certainly benefits the region

because it will support the investment climate in the East Nusa Tenggara region. Officers

have a friendly and polite attitude when providing licensing services so that applicants

can feel satisfied in managing business permits.

Another attitude needed is that the officer puts the interests of the applicant first.

The licensing service process does not always run smoothly. Sometimes it may happen

that the file provided by the applicant is not in accordance with the requirements so that

the attitude of the officer in solving such problems needs to be considered in order to

continue to put the interests of the applicant first. This attitude has been owned by service

officers as stated by UD.

The serving officers have been trained to provide excellent service so as to provide

customer satisfaction in this case the permit applicant. Thus, all obstacles or problems

that occur in the licensing service process, officers continue to put the interests of service

users or business actors first.

Another attitude that is no less important is that it is not discriminatory or does not

discriminate in providing services, both from differences in ethnicity, religion, race,

gender and social status or even acquaintances and family.

One of the principles of public service equal rights has been implemented by this

service. The queuing culture is carried out, namely applicants who come first and are

served first. The services provided do not differentiate from any aspect. In addition,

officers need to respect every service user regardless of age or background.

Respect for each applicant is shown by the officer with appropriate speech, patience

and listening to input and complaints from the applicant. Every individual wants to be

respected and appreciated so that this upheld attitude will give satisfaction to users of

licensing services.

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Thus, based on the empathy dimension, it can be seen that the service provider has

been friendly, polite, and puts the interests of the requester first. In addition, service

providers pay attention to equal rights or do not discriminate in providing services and

respect each customer so that it can be said that the services provided are of high quality

or excellent service.

Based on observations, from the tangible side, although some physical facilities

temporarily cannot be used, the service room still feels comfortable. The appearance of

the service provider is in accordance with the rules. In terms of reliability, officers are

careful in providing services but they are still lacking in assurance aspects, in particular

the certainty of time where since the licensing application is not used, the tracking system

cannot function so that applicants cannot monitor their licensing process. However, in

terms of empathy, in line with the opinion of the informants, the officers have shown an

attitude of empathy towards permit applicants.

When viewed from the indicators of excellent service or quality service (fast,

precise, fair, consistent, transparent, etc.), which satisfy customers and realize Good

Governance (good governance) according to (Sadikin et al., 2012), it can be concluded

The Investment and One Stop Service Office of East Nusa Tenggara Province has

provided quality licensing services.

CONCLUSION

According to the results of the analysis based on aspects of Human Resource

Management, Management Arrangement, Institutional Arrangement, and Accountability, the

implementation of bureaucratic reform in improving the quality of public services at the

Investment Office and PTSP of NTT Province can be concluded that ; The implementation of

bureaucratic reform seen from the aspect of structuring Human Resources has not been

carried out optimally because the existence of the secretariat as a supporting system in this

service has not run optimally. Based on the aspect of governance arrangements, the

implementation of bureaucratic reform has been carried out by marked business process maps

and simple and concise SOPs and the management of facilities and infrastructure according

to applicable regulations but funding is constrained in the use of information technology and

adequate management of facilities and infrastructure. From the aspect of institutional

arrangement, bureaucratic reform has been carried out with the vision and mission detailed in

the strategic plan and rapid response to regulatory changes in institutional simplification.

Bureaucratic reform from the accountability aspect has been carried out with the involvement

of leaders in planning, implementation and monitoring and evaluation to achieve the

organization's vision and mission. In addition, it is also indicated by the availability of

Performance and Accountability reports. The Investment and One Stop Service Office of East

Nusa Tenggara Province has provided quality public services when viewed from the tangible,

reliability, responsiveness, assurance, and empathy aspects where from the side of the permit

applicant these five aspects have been largely fulfilled. Based on the discussion above, it can

be concluded that the implementation of bureaucratic reform in this service has been able to

improve the quality of public services.

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