The Implementation of a Delegation Part of the Mayor Authorities to

the District Head in Padang Sidempuan City

Muhammad Arifin Nasution and Indra Kesuma Nasution

Faculty of Social and Political Science, Universitas Sumatera Utara, Medan, Indonesia

Keywords: Delegation Part of Authority, District, Public Services.

Abstract: The delegation of part of the authority was regarding part of government affairs delegated from the

Regent/Mayor to the District Head through licensing and non-licensing services had been ratified by the City

of Padang Sidempuan in the Mayor of Padang Sidempuan City Regulation. It shows the high enthusiasmof

the people in Padang Sidempuan City to use the public services provided. This research had an important goal

which was to provide a descriptive analytic by indicators Edward III, analysis of the ability of the statecivil

equipments in managing rules related to public services. The Implementation of a Delegation Part of the

Mayor Authorities to the District Head in Padang Sidempuan City was analyzed using the city which also

managedtwo regional administrations under the districts namely subdistricts and villages, as a case study.

Interview and observation to the executor of the delegation of some mayor's authority to the district head in

Padang Sidempuan City. The results show that the delegation of part of the authority had not been

communicated comprehensively and continuously by their government. Resources were not supported by the

availability of the implementing equipments, low budget priorities, overlapping dispositions and SOP

(Standard Operating Procedures).

1 INTRODUCTION

Transformation of public administration directed to

the implementation of functions of government

management that is based on the need for increasing

the speed of effectiveness and quality of service in

accordance with the dynamics of Community

progress and Development challenges. Good public

service performance can encourage improved

community welfare. Entwistle (2005) states that

effective public administration services will be able

to safe the budget so that the country's spending

budget can be allocated to the needs directly related

to the welfare of the community. In addition, the

effectiveness of administrative services will

accelerate the fulfillment of administrative needs to

accelerate the economic growth of society. For

example, in Southeast Asian countries, Cain (2014)

conducted research and dissect problems and provide

knowledge on the best practices in implementing

decentralization for local governments in the country

of Thailand. In the work, one of the provinces is the

Kalasin province of Thailand used as the location of

case studies. The results show that the proper

implementation of decentralization provides a

profitable development system in the local

government department.

The local government of Padang Sidempuan also

conducts public administration reform efforts with

the aim of providing excellent service to its

community while accelerating the economic growth

of the community in its region. Therefore, it needs to

be created good governance. The intended service is

an administrative service in accordance with the

Government's rules regarding delegation of some

authority. Padang Sidempuan City Government

presented the procedure by opening integrated service

in the sub-district related to licensing and non-

licensing services by pouring the rules in Padang

Sidempuan City Mayor Regulation Number 3 year

2014.

With the power of the authority contained in

article2 paragraph 1 namely District of head shall

enforce the government authority delegated by the

mayor to deal with some regional autonomy that

includes aspects: licensing, recommendation,

coordination, development, monitoring, facilitation,

determination, and establishment. Among all the

descriptions have been given explanation article per

article, but it is more specific related to the service is

Nasution, M. and Nasution, I.

The Implementation of a Delegation Part of the Mayor Authorities to the District Head in Padang Sidempuan City.

DOI: 10.5220/0010002300440050

In Proceedings of the 3rd International Conference on Social and Political Development (ICOSOP 3 2019) - Social Engineering Governance for the People, Technology and Infrastructure in

Revolution Industry 4.0, pages 44-50

ISBN: 978-989-758-472-5

licensing and non licensing with authorization

authority amounting to 16 points and non licensing

amounted to 151 points.

But in the fact from the field shows the low

participation of people in using of facilities licensing

services and non-licensing, it raises the assumption

that the implementation of public services during the

range of 2008 to 2019 is not carried out effective and

efficient. It is also supported by the investigation of

the Commission of Ombudsman which shows the

value of service by the district in Padang Sidempuan

City lowest in Indonesia in 2018 by obtaining the

value of 16.66. The Phenomena like this become a

recurring incident because, bureaucracy in some

regions in Indonesia do not want to escape from the

comfort of the position of bureaucracy in the past as

disclosed. McLeod (2005) has factor Indonesia is a

country of the fourth largest in the world with the

third largest democracy and the second largest in

developing countries is also a growing democracy

with a history of vulnerable institutions and high

levels of corruption, including public services.

Delegation of some authority has implemented in

the form of public services both licensing and non-

licensing conducted by the government of Padang

Sidempuan city, in this case is the district through a

integrated service system in each district Located in

Padang Sidempuan City. The results of the study later

became one of the benchmarks of performance and

improvement of equipments in conducting delegation

of a part authority through public services that the

district will do in Padang Sidempuan city in

improving the quality of Service to the public using

licensing and non-licensing services.

2 METHOD

In this case study, the research location was in Padang

Sidempuan City, Province of North Sumatra and as

one of the west coast cities in North Sumatra. In

Padang Sidempuan, there are 6 districts, the name of

the region and the population were shown in Table 1

based on data from the Central Statistics Agency of

Padang Sidempuan in 2017.

The method of this research was a qualitative

approach, analysis was carried out simultaneously

with data collection, known as continuous analysis.

Qualitative analysis was carried out by following

several processes such as data reduction, data

presentation and conclusions was drawn based on

data reduction and presentation.

Table 1: Total Population of Padang Sidempuan City per

District

Sub-District

Gender

Men Wome

Total

Padang Sidempua

Utara

30.865 33.480 64.358

2. Padang Sidempua

Selatan

32.912 33.725 66.576

Padang Sidempua

Tenggara

16.849 17.345 35.116

4. Padangisidimpuan

Batunadua

10.452 11.235 22.604

5. Padang Sidempua

Hutaimbaru

7.902 8.171 16.073

6. Padangsidimmpuan

Angkola Julu

3.961 4.229 8.190

Total

103.709 109.208 212.917

The design of this research was a qualitative

approach. The data was collected and analyzed using

descriptive-analytic methods through the indicator of

Edward III Model in Agustino ( 2006).

a. Primary data; was the data obtained in the field or

in the study area through observation and

interview techniques to informants namely:

1. Local Secretary of Padang Sidempuan City

2. First (I) Assistant Government of Padang

Sidempuan City

3. Six District Heads of Padang Sidempuan City

District.

4. Members of the Local Parliament (DPRD) of

Padang Sidempuan City

5. Community of Padang Sidempuan City

b. Secondary data; was collected and processed from

any sources such as the documents, reports,

publications, and so on.

The main problem of public administration isthe

lack of awareness that effective implementation is

needed to carry out the decision by the policymakers

successfully. Communication deals with how policies

are communicated to organizations and/or the public,

the availability of resources to implement policies,

attitudes, and responses from the parties involved and

how the organizational structure of policy

implementation.

1. Communication; the success of the policy

requires that the implementor knows what needs

to be done. What were the goals and objectives

of the policy (target group) so that it reduced the

distortion of implementation.

2. Resources; even though the contents of the policy

had been clearly communicated and consistent,

but if the implementor lacks the resources to

implement, implementation was not be effective.

The Implementation of a Delegation Part of the Mayor Authorities to the District Head in Padang Sidempuan City

3. Disposition; was the character and characteristics

of the implementor such as commitment,

honesty, democratic nature.

4. The bureaucratic structure; in charge of

implementing policies had a significant influence

on policy implementation. One of the important

structural aspects of every organization was the

existence of standard operating procedures

(SOP).

The relationship was described in the Figure 1.

Figure 1: Structure Relations Edward III

3 RESULTS AND DISCUSSION

As a basis for evaluating the elements as a Delegation

Part of the Mayor authority to the Head of the District

in Mayor Regulation Number 3 of Year 2014, several

things that become benchmarks and were described in

accordance with applicable regulations.

3.1 Communication

Effective implementation occurs when decision

makers already know what was done. Knowledge of

what was done can run if the communication went

well, so that every decision and implementing

regulations must be transmitted (communicated) to the

appropriate personnel.

Based on the results of the interview there were

problems that affect communication in the

implementation of the policy delegation of some

authorities such as the need for clarity of instructions

in the implementation of the policy and clarity,

consistency of Mayor Regulation Number 3 of year

2014 especially in Communication that builds

interaction between the district and other regional

equipments organizations which causes less synergy

and not coordinated optimally. It can be said that poor

communication occurs. This can be seen in the results

of the interview that there was an overlapping of

authority between the Sub-District and the Licensing

Office regarding matters that were the authority of

each institution. Some permits delegated to the district

can also be managed directly by the Licensing Office

and even some of the permits listed in Mayor

Regulation No. 3 of 2014 had expired and was deleted

by the Ministry of Home Affairs.

According to Hogwood and Gunn, communication

plays an important role for the ongoing coordination

of policy implementation. Coordination was not

merely a matter of communicating information or

forming suitable administrative structures, but it also

involves more basic issues, namely the practice of

implementing policies (Wahab, 2005). The policy of

Delegating part of the authority to the sub-districts

through PATEN (Integrated District Administrative

Services) had not been effective because there had

been no synchronization of activities between the sub-

district with other institutions or the community that

was less educated about the licensing function.

Coupled with public awareness to take care of permits

(administrative order) was still low. The community

feels that they did not yet have the obligation to fulfill

administrative order so that it influenced the attitude

and response of the policy implementers.

3.2 Resources

Basically, the contents of the policy had been clearly

and consistently communicated, but if the policy

implementer lacks the resources to implement the

policy, the implementation was not be effective. These

resources includes:

a. Facilities and Infrastructure

From the results of interviews and observations in

the field it can be seen that in carrying out their duties,

the technical team of PATEN (Integrated District

Administrative Services) of Padang Sidempuan City

conducted a survey regarding the readiness of the

facilities and infrastructure of the District in

supporting the implementation of PATEN in the

District. While the funds used to complement the

facilities and infrastructure needs were charged to the

budget of each Sub-District resulting in facilities and

infrastructure such as Tables / Counters/Registration

Tables. File Processing Place, Payment Place, Waiting

Room, Picket Place in each sub-district have different

forms, but still have the same function because the

supply depends on the ability of the budget of each

Communication

Implementation

Resources

Bureaucratic

Structure

Disposition

ICOSOP 3 2019 - International Conference on Social Political Development (ICOSOP) 3

Sub-district and consideration of the efficiency of the

implementation of PATEN (Integrated District

Administrative Services) as a form of partial

delegation. Mayor's authority to the Camat.

Nevertheless, the Government of the City of Padang

Sidempuan in meeting the technical requirements by

means of providing facilities and infrastructure has

been in accordance with mandated by Permendagri

No. 4 of 2010 concerning PATEN (Integrated District

Administrative Services) facilities and infrastructure

which was marked by the presence of facilities that

can provide comfort to the community in making

arrangements to the District Office. The results of the

above study were in accordance with the opinions of

Berry Parasuraman, and Zeithaml(1988) which say

that all physical forms include physical facilities,

equipment and communication facilities.

b. Human Resources

Based on the data obtained in the field it was

known that there were still problems in terms of the

quality and quantity of personnel in the District. This

happens because the distribution of personnel in the

District has not been evenly distributed. As with other

Districts, Padang sidempuan Utara district also

experienced it, although the number of employees was

quite large when compared to other Districts, but in

reality based on interviews conducted with the

Districts that the number of employees who actually

fully worked in the Padang Sidempuan Utara District

Office was only as much 19 people, the rest are

Kelurahan employees, not yet guaranteeing the

fulfillment of personnel, especially in the

implementation of PATEN (Integrated District

Administrative Services), both in terms of Quality and

Quantity. If analyzed based on the needs of employees

based on the technical implementation of PATEN

(Integrated District Administrative Services) in the

District, the number of employees was not sufficient

in the administration of PATEN (Integrated District

Administrative Services). Grindle (1980) said there

were two important factors in creating an effective

implementation of Government programs, namely

personnel with competency trained and the

availability of numbers. Therefore, the number and

quality of personnel in Padang Sidempuan districts

still need to be increased because if the delegated

authority is not supported by sufficient district

personnel, the implementation of PATEN (Integrated

District Administrative Services) in the District cannot

run as expected. Lack of technical personnel to

support the killing requirements of licensing

conditions is an obstacle to the implementation of the

Delegation of part of the authority in the town of

Padang Sidempuan district.

c. PATEN fee

Based on the results of the above interview it can

be concluded that the financing and acceptance of

Padang Sidempuan Utara District in the

implementation of PATEN (Integrated District

Administrative Services) has been implemented in

accordance with the mandate of Permendagri No. 4 of

2010 concerning PATEN (Integrated District

Administrative Services) Guidelines which state that

the costs of administering PATEN (Integrated District

Services) are charged to the Regional Revenue and

Expenditure Budget and are an inseparable part of the

work plan and budget.

For the District of Padang Sidempuan Utara, the

implementation of PATEN (Integrated District

Administrative Services) has been included in the

District Government's budget, namely in the fiscal

year, 2014, 2015, and 2016, but in the budget,

activities were accommodated only for the cost of

ATK (Office Stationery) activities PATEN

(Integrated District Administrative Services) and

PATEN implementers' honorarium (Integrated

District Administrative Services), while for the

training activities the PATEN officers (Integrated

District Services) have not been budgeted by the

District Government, and from the results of the

interviews it was also known that the costs incurred by

the District in administering PATEN (Integrated

District Administrative Services) was greater than the

costs received in the administration of the PATEN

(Integrated District Administrative Services), this was

certainly affect the effectiveness of the

implementation of the PATEN (Integrated District

Administrative Services).

3.3 Disposition

It is the character and characteristics of the

implementor such as commitment, honesty,

democratic nature. From the analysis and observation

in the field there are factors - factors of concern in

accordance with Edward III in Agustino(2006)

regarding dispositions in policy implementation

consisting of:

a. Appointment of the operator of the Padang

Sidempuan PATEN (Integrated District

Administrative Services) policy operator.

Dispositions or attitudes of policy implementers

caused real obstacles to policy implementation if

the existing personnel do not implement the

policies desired by higher officials. Therefore, the

appointment and selection of personnel

implementing the policy must be sourced from

people who had dedication and loyalty to the

The Implementation of a Delegation Part of the Mayor Authorities to the District Head in Padang Sidempuan City

policies that had been set, more specifically in the

interests of the community.

b. Incentives were one of the techniques suggested

to overcome the problem of the attitude of policy

implementers by manipulating incentives aimed

at the PATEN policy implementers. Basically

people move based on their own interests, then

manipulate incentives by policy makers to

influence the actions of policy implementers.

Adding certain benefits or costs might be a

motivating factor for executors to carry out orders

well. This is done as an effort to meet personal or

organizational interests.

Furthermore, from interviews with several

sources, information was obtained that the existence

of technical staff was the most basic requirement for

the sub-district. Information from the interview

obtained that when administering the IMB (Building

Permit) the sub-district officer had obstacles in

meeting the requirements in the form of technical

fines related to the location of the IMB (Building

Permit). The sub-district government was assisted by

the technical regional organization (OPD) which was

a place for consultation on technical matters.

However, seconded officers are not settled in the

district (ad hoc). Often the administration of IMB was

hampered by technical matters that cannot be held by

the district. In addition, sometimes the district must

issue their own incentives for the seconded technical

team whose costs were greater than the total costs for

obtaining permits.

According to Merilee S. Grindle in Subarsono

(2006), the location of decision making explained

whether the location of a program was appropriate or

not. The decision making was in a policy plays an

important role in implementing a policy. Policy

makers ranging from the highest leadership to the

lowest leader in the implementation of PATEN

(Integrated District Administrative Services) were

reflected in the regulations governing the delegation

of authority from the Regent / Mayor to the District

Head. That was the case in Padang Sidempuan City,

the basis for the holding of PATEN (Integrated

District Administrative Services) was that the

stipulation of Padang Sidempuan Mayor Regulation

Number 3 of Year 2014 concerning Devolution of

Some Mayor's Authority to the Sub-District Head to

Carry Out General Affairs and Regional Government

Affairs was not easy.

3.4 The Bureaucratic Structure

Implementing the policy has a significant influence

on the policy implementation. One of the important

structural aspects of every organization was the

existence of Standard Operating Procedures (SOP).

The nature of policy implementation was very

necessary in-depth analysis.

At the same time as the PATEN ServiceStandards

(Integrated District Administrative Services), the

regulation states that officials of PATEN (Integrated

District Administrative Services Services) consist of:

Head of Subdistrict, District Secretary and Head of

Government and Trantibum Section (Peace and

Public Order).

1. The regulation states that the head of district

(Camat) had the duty to:

a. Lead, coordinate and control the

implementation of PATEN (Integrated

District Administrative Services);

b. Prepare a budget and cost plan;

c. Establish technical implementation;

d. Accountable for the performance of PATEN

(District Integrated Services) to the Mayor

through the Regional Secretary

2. The District Secretary had the following tasks:

a. To administer PATEN administration

(Integrated District Administrative Services);

b. Being responsible for the secretariat /

administration of the organizer and initialing a

letter from the section head, which is then

submitted to the Camat to be signed. If there is

no Sekcam replaced by one of the Section

Heads;

c. In carrying out their duties, Sekcam is

responsible to the Camat.

3. The tasks of the Section Chief in charge of

administrative services are:

a. Carry out technical services. In carrying out

this task the Section Chief studies the file and

conducts validation which is then submitted to

the operator for typing. Upon completion, the

head of the Section corrects and initials the

letter which is then forwarded to the Secretary;

b. In carrying out his duties, Kasi was

responsible to Camat.

Related to the preparation of PATEN facilities

and infrastructure (Integrated DistrictAdministrative

Services) was carried out jointly with internal

socialization which is part of the PATEN (Integrated

District Administrative Services) preparation stage.

The source of funds needed in the preparation of these

facilities and infrastructure comes from the Padang

Sidempuan Regional Budget (APBD), which was

managed by each District. Then in determining the

needs for facilities and infrastructure in the District, a

buttom-up is done to provide flexibility in

determining and compiling what was needed in the

ICOSOP 3 2019 - International Conference on Social Political Development (ICOSOP) 3

District and by top-down conducting surveys to find

out the actual conditions in the field. Although finally

found different conditions of infrastructure and

facilities between the Districts because their

fulfillment depends on the needs and budgetary

capabilities of each District.

Furthermore, it was also stipulated in the

Appendix to the regulation of the Mayor of Padang

Sidempuan No. 3 of Year 2014 concerning Integrated

Administrative Services of Subdistricts in the City of

Padang Sidempuan on the job description of the

Implementing Integrated District Administrative

Services (PATEN) of Padang Sidempuan City. The

Technical Implementer of PATEN (Integrated

District Administrative Services) consists of:

a. Information clerk

b. File clerk / File recipient.

c. Computer operator officer

d. Cash clerk

The appendix mentions the job description of the

information officer, namely:

a. Greet residents and provide information to

community members;

b. Asking residents to fill in the guest book;

c. Invite residents who will take care of the letter, to

the counter / service desk;

d. Delivering residents who met the district head,

District Secretary, Section Chief or other

employees for special consultations, the room /

table in question was not in place or is busy being

invited to wait in the waiting room;

e. Bring letters that had been processed at the

counter / service desk to be initialed by the

Section Head and District Secretary and bring to

the District Head for signature. After everything

was returned to the counter / service desk; and

f. Update all information on the information board.

Then, the job description of the ticket window

clerk/recipient is:

1. Greet residents and provide information to

community members;

2. Submit the results of management to the

community that has been processed;

3. Schedule incoming and outgoing letters;

4. Arrange incoming and outgoing files at the

service desk / table; and

5. Responsible for the PATEN archive.

The job description of the computer dispatcher

is:

1. Entering (inputting) data of citizens using the

service and type of service requested;

2. Printing a letter or recommendation requested by

a community member;

3. Collecting the data needed in the District

database;

4. Entering the data needed in the PATEN database

format (Integrated District Administrative

Services);

5. Updating the development of sub-district data and

public services;

6. Securing data that has been collected (database

backups into storage media or other computers

regularly.

Next, the job description of the cash holder was:

1. Serving as a cashier at a counter / service desk.

2. Receiving payment of service tariffs and

providing payment receipts to members of the

community receiving services;

3. Booking every money that enters and exits from

the counter / service desk; and

4. Preparing financial reports regularly.

4 CONCLUSIONS

4.1 Communication

There is no clear guidance in the implementation of

policies and clarity, consistency of Mayor Regulation

Number 3 of Year 2014, especially in

Communication which builds interaction between

districts and other regional apparatus organizations

which causes less synergy and has not been

coordinated optimally. By understanding that the city

of Padang sidempuan has a peculiarity in the structure

of government. As a city within its territory there is

still a village government whose presence is quite

influential in the communication conditions in the

socio-cultural community of the city of Padang

Sidempuan. The most significant role of the

Kecamatan so far has been seen by the community as:

1. Administrative Institution; 2. Public Service

Delivery and; 3. Emergency response.

Communication that runs respectively in each

institution causes limping mobilization of regulations

and the driving force of regional units.

4.2 Resources

Talking about Service Resources through the

Integrated District Services, several indicators in this

regard regarding resources include:

a. the funds used to complete the facilities and

infrastructure needs are borne by the budget of

each Subdistrict which results in facilities and

infrastructure such as Desk / Counters /

Registration Tables. File Processing Place,

Payment Place, Waiting Room, Picket Place in

The Implementation of a Delegation Part of the Mayor Authorities to the District Head in Padang Sidempuan City

each sub-district have different forms, but still

have the same function because the supply

depends on the ability of the budget of each Sub-

district and consideration of the efficiency of the

implementation of PATEN (Integrated District

Administrative Services) as a form of partial

delegation. Mayor's authority to the Camat.HR

capacity (Human Resources) because from the

view of researchers that the required HR must be

in the appropriate field and possess competence in

their fields, especially related to licensing services.

b. The implementation of PATEN (District

Integrated Services) has been included in the

District Government's budget, namely in the fiscal

year, 2014, 2015 and 2016, but in the budget,

activities are accommodated only for ATK (Office

Stationery) costs for PATEN (Integrated District

Administrative Services) activities and

honorarium for implementing PATEN (Integrated

District Administrative Services), where as for

PATEN officers (Integrated District

Administrative Services) training activities have

not been budgeted by the District Government

4.3 Disposition

Executors who need the soul of bureaucrats and

public servants. A typical apparatus with a

background in new public service is one of the keys

to running an effective and efficient government. The

ineffectiveness of the roles and functions of districts

in services is likely due to the limited authority given

by the City Government (Mayor) to the districts so

that the sub-districts are a little "hesitant" to take

action if problems arise in their working areas. There

are two that support the disposition was the

recruitment of officers and incentives.

4.4 Bureaucratic Structure

A different effect was also shown as it weakens the

district entity in the discipline of public

administration due to the strong sense of kinship and

politics compared to the professionalism of the public

service apparatus. One of the important structural

aspects of every organization is the existence of

standard operating procedures (SOP). nature of policy

implementation is needed in-depth analysis.

5 SUGGESTION

Based on the results of the study, the following

suggestions can be given:

1. A special pattern is needed in the implementation

of policies that can adjust the socio-culture or

progressively overhaul relations between

institutions and intra-institutions.

2. Up-grade the capacity of the executive apparatus

is something that is not negotiable.

3. Supervision and development of work culture that

has service orientation as a consequence of

professional responsibilities supported by

performance incentives.

4. Understand the functions of each individual and

the targets of the district institution's work

achievements.

5. Rearrange intra-agency and inter-agency

communication in a series of work programs as

well as anticipating the dynamics of

contemporary administration.

6. Comprehensive understanding of the role of the

sub-district and the delegation of some authorities

from the lowest elements of the bureaucracy to the

highest by collaborating with higher education

institutions as partners in developing a healthy,

good and credible government.

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