IMPROVEMENT OF THE LICENSING SERVICES MECHANISM AT THE ONE-STOP INVESTMENT AND INTEGRATED SERVICE OFFICE USING SOFT SYSTEM METHODOLOGY

Eko Subowo, M Syamsul Maarif, Yandra Arkeman, Kirbrandoko Kirbrandoko

Abstract


This study geared to analyze current problems faced by the One Stop Investment and Integrated Services Offices (Dinas Penanaman Modal dan Pelayanan Terpadu Satu Pintu/DPMPTSP) in delivering licenses to private sectors and subsequently to construct conceptual models in improving their performance. Respondents of this study are experts and leaders representing Ministries/Institutions, DPMPTSP, Technical Offices, Local Governments, and business actors, which total up to 36 respondents. The data were analyzed through Soft System Methodology (SSM) techniques. The results showed that the improvement of licensing service mechanism is the most relevant effort to support the realization of an integrated investment licensing service. Improved licensing service mechanisms are expected to be able to create more effective and efficient licensing services in terms of time, process, and requirements that have been expected by business actors. Through the application of seven stages of SSM analysis, two action plans for improvement are proposed, namely the improvement of the Online Single Submission (OSS) system and Institutional Improvement. Further research is needed to study the implication of time and cost saving could be made if the new models were implemented.

Keywords


Investment; Licensing; Soft Systems Methodology

Full Text:

PDF

References


Akhmaddhian S. 2014. Reformasi Birokrasi Bidang Perizinan Brdasarkan Undang-Undang Nomor 25 Tahun 2009 Tentang Pelayanan Publik (Studi di Kabupaten Bogor). Jurnal Sosiohumaniora, 3(2), 147–161.

Apdiansyah R. 2012. Implementasi Kebijakan Perizinan dan Non-Perizinan Dalam Pelayanan Perizinan. Jurnal Demokrasi & Otonomi Daerah, 10(1), 55–62.

Badan Koordinasi Penanaman Modal Republik Indonesia. 2019. Investment Realization in the First Quarter of 2019 Reached Rp 195.1 Trillion, Increased by 5.3%. Jakarta.

Bjerke OL. 2008. Soft Systems Methodology in Action: a Case Study at a Purchasing Department. University of Göteborg.

Bunte, M. 2009. Indonesia’s Protracted Decentralization: Contested Reforms and Their Unintended Consequences (Bunte dan Andreas Ufen, Ed). New York: Routledge.

Checkland P, Poutler J. 2006. Learning for Action A Short Definitive Account of Soft System Methodology and its use for Practioners, Teacher ad Student. England: John Wiley and Son England.

Checkland P, Scholes. J. 1990. Soft System Methodology In Action. England: John Wiley and Son England.

Dornbusch R, Fischer. S. 1990. Macroenomics.

Fitriari R. 2014. Menguak Daya Saing UMKM Industri Kreatif: Sebuah Riset Tindakan Berbasis Soft System Methodology. Jakarta: Yayasan Pustaka Obor.

Government of the Republic of Indonesia. 2014. UndangUndang Nomor 23 Tahun 2014 Tentang Pemerintahan Daerah. Pub. L. No. 23.

Hardjosoekarto S. 2012. Soft System Methodology: Metode Serba Sistem Lunak. Jakarta: UI-Pr.

Hidayat F, Sutomo, S. B. 2018. Implementasi Pelayanan Terpadu Satu Pintu (PTSP): Pendelegasian Kewenangan Setengah Hati (Studi terhadap Penyelenggaraan PTSP di Badan Pelayanan Perizinan Terpadu Kabupaten Banyuwangi). Journal Politico, 18(1), 144–163.

Hodgkinson IR, Hannibal C, Keating BW, Buxton RC, B. N. 2017. Toward a Public Service Management: Past, Present, and Future Directions. Journal of Service Management, 28(5), 998–1023.

Ilhamsyah. 2013. Reformasi Birokrasi pada Pemerintah Kabupaten Kotabaru (Studi terhadap Kualitas Pelayanan pada Badan Pelayanan Perizinan Terpadu dan Penanaman Modal). Jurnal Ilmu Politik Dan Pemerintahan Lokal, 2(1), 53–72.

Jaakkola E, Helkkula A, A.-S. L. 2015. Service Experience Co-Creation: Conceptualization, Implications, and Future Research Directions. Journal of Service Management, 26(2), 182–205.

Lane J. 2000. New Public Management. London: Routledge.

Ministry of Home Affairs. 2018. Data Pokok Direktorat Jenderal Bina Administrasi Kewilayahan Periode Triwulan IV Tahun 2018.

Mulyadi MB. 2018. Pelayanan Perizinan Terpadu dalam Meningkatkan Investasi dan Pertumbuhan UMKM. Jurnal Hukum Mimbar Justitia, 4(1), 112– 127.

Osborne SP, Radnor Z, Kinder T, V. I. 2014. Sustainable Public Service Organisations: a Public ServiceDominant Approach. Journal Society and Economy, 36(3), 313–338.

Prianto AL. 2012. Kepentingan Politik dan Ekonomi Kepala Daerah dalam Reformasi Birokrasi: Kasus Reformasi Pelayanan Perizinan di Kabupaten Gowa dan Kabupaten Takalar. Jurnal Borneo Administrator, 8(3), 361–382.

Regional Autonomy Implementation Monitoring Commitee. 2016. Reformasi Kemudahan Berusaha Evaluasi Pelaksanaan Paket Kebijakan Ekonomi di Daerah. Jakarta.

Sari PP. 2018. Pemanfaatan Teknologi Digital sebagai Percepatan Berusaha oleh Ekonomi Kreatif. Jurnal Komunikasi, Media Dan Informatika, 7(3), 135–144.

Sulistiawati, R. 2012. Pengaruh Investasi Terhadap Pertumbuhan Ekonomi dan Penyerapan Tenaga Kerja serta Kesejahteraan Masyarakat di Provinsi di Indonesia. Jurnal Ekonomi Bisnis Dan Kewirausahaan, 3(1), 29–50.

Surjadi. 2009. Pengembangan Kinerja Pelayanan Publik. Bandung: PT Reflika Aditama.

Sutedi A. 2010. Hukum Perizinan dalam Sektor Pelayanan Publik. Jakarta: Sinar Grafika.

Takumansang MC. 2013. Implementasi Kebijakan Pelayanan Izin Mendirikan Bangunan (IMB) di Badan Pelayanan Perizinan Terpadu Kota Manado. Jurnal Acta Diurna, 2(4), 1–13.

United Nations Conference on Trade and Development. 2017. World Investment Report 2017: Investment And The Digital Economy, Key Messages And Overview. New York and Geneva.

Wimmer MA. 2002. A European Perspective Towards Online One-Stop Government: The eGOV Project. Electronic Commerce Research and Applications, 1, 92–103.

World Bank Group. 2019. Doing Business 2019 Training to Reform. Washington DC: World Bank.




DOI: http://dx.doi.org/10.21776/ub.jam.2019.017.04.02

Refbacks

  • There are currently no refbacks.