ICT Based Transformation of Bureaucracy in the District Sleman and Kulon Progo

  • Sumardi and Achmad Nurmandi


Principles of Transformation bureaucracy is putting the bureaucracy as a public servant, this is in line with the Law No.25 year 2009 on Public Service, aims to meet the needs of the community, the availability of excellent service. Sleman and Kulon Progo have transformed the ICT-based bureaucracy system. On one side of the various achievements have been achieved by Both jets a since applying ICT even many innovative e-governments created, but the other side competitiveness opener development of a pan ICT is still a problem One of them is the capacity of the bureaucracy. So this research seeks to analyze from the perspective of vision and policy, organizational structure, organizational culture, and application of technological systems. The research method is a quantitative method of quantitative analysis with SPPS SEM Amos, collaborated through descriptive qualitative results from observations and in-depth interviews, informants are structural officials, a sample of 200 people with details of 100 people in Sleman Regency and 100 people in Kulon Progo, The results showed that the capacity of the Sleman regional government is far more advanced in the application of ICT, even as a whole the Regional Apparatus Unit has utilized the ICT-based public service system. Meanwhile, Kulon Progo has not been maximized because of the lack of competency in human resources and tend to be pragmatic. At present in Sleman the vision and policy of the bureaucracy still reach 61%. While the organizational structure of any divergence re s pound, in Sleman, although still in the moderate category with a value of 72%, there is a 7% increase, Kulon Progo only 65%. Organizational culture precisely from the personal aspect in Sleman received a 78% response and 67% Kulon Progo. The new ICT system requires significant efforts to support all variables because it is currently in the medium category with a percentage of 54% specifically in Sleman and as much as 51% in Kulon Progo. This means that structural officials in Sleman have tried to utilize ICT, but in the process of development, it is still constrained in the area of ​​policy, structure, and organizational culture. While in Kulon Progo it is necessary to re-design policies and structural commitments to be able to utilize and develop ICT content.

How to Cite
Sumardi and Achmad Nurmandi. (2020). ICT Based Transformation of Bureaucracy in the District Sleman and Kulon Progo. International Journal of Advanced Science and Technology, 29(08), 912 - 921. Retrieved from https://sersc.org/journals/index.php/IJAST/article/view/19245