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The purpose of this paper is to determine the Key Success Factors in the operationalization of BP. Tapera (Public Housing Savings Implementing Agency), so that solutions to the challenges faced by institutions in the future will be found, as well as ways to achieve successful performance.  As results of external analysis research, showing several key success factors, including high economic growth, large population, implementation of mandatory Tapera membership, high yielding Tapera fund accumulation, transparent and accountable Tapera administration principles, the culture of mutual cooperation and humanity, availability of adequate office/branch services, availability of integrated IT, Decrease Termination of Employment, Employment Increase, Price Stability, Equitable Development Results, Participant Awareness and Trust, Employer Support, Land Bank Availability. As a follow-up study, BP. Tapera must immediately develop and perform strategies to implement these key success factors.

The purpose of this study was to measure the Community Satisfaction Index on the Pontianak Drive Thru Land Service (PERDANA) and to analyze the results of the level of community satisfaction on the PERDANA at the Pontianak City Land Office. This research uses quantitative research methods. Data collection techniques using questionnaires and documentation studies. The data analysis technique used is descriptive analysis. The results of this study indicate that the Community Satisfaction Index with Pontianak Drive Thru Land Services at the Pontianak City Land Office has been implemented properly with a high variable criterion of 89. The highest index value is 94 on the cost/tariff indicator. The lowest index value of 75 is on the Completion Time indicator. With the innovations that have been issued by the Pontianak City Land Office, it proves that the PERDANA gives satisfaction to the community. The Pontianak City Land Office can improve service quality in terms of service completion time such as being able to add PERDANA implementing officers in terms of correcting files online so that files can be corrected accurately and quickly and can maintain exchange system solutions (applicants provide physical files and officers provide Deposit Orders (Surat Perintah Setor/SPS)) so that there are no file arrears caused by applicants who have made payments but did not deliver physical files, and can improve service quality in terms of facilities, namely minimizing server downtime by updating the PERDANA website to an application that can be uploaded.

This study aims to identify problems in the implementation of bureaucratic reform in the field of employment, especially civil servants’ promotion. This study is carried out using a qualitative approach with the case study method. The data collection technique is done using observation, documentation study, and interviews with two key informants. The data is then analyzed in several stages, namely data reduction, data display, and conclusion drawing. The findings indicate that there is an injustice and non-transparent phenomenon in civil servants’ promotion, especially in the initial promotion, promotion by extraordinary work performance, and promotion by graduation certificate. This condition has the potential to cause corruption, collusion, and nepotism, and might reduce employee performance in providing public service.

The purpose of this study is "Designing an excellent service model on Population and Civil Registration Service in the city of Metro ". The conclusions obtained from this study are (1) Problems in excellent service at Population and Civil Registration Service in the city of Metro based on their nature are divided into two types, which is uncontrolled (missed) and which is controlled (difficult). Uncontrolled problems are problems that should not need to exist, but they appear as an unavoidable problem whereas problems that are controlled are problems whose level of difficulty can be controlled. (2). The focus of service in population administration services in an institutional model emphasizes speed and convenience and does not pay attention to the simplicity of requirements and so to improve its quality it is necessary to pay attention to safety factors. (3) There are still many brokers in the services of the city of Metro Population and Civil Registration Service due to lack of supervision from the relevant agencies, not yet clear the application of Procedure Service Standards as well as the lack of socialization to the public about the service rates and service procedures.
 Keywords: Excellent Service Model; Soft Systems Methodology

This research aims to identify and analyze the influence of strategic planning, organizational culture, and organizational performance, with transformational leadership as a mediating variable. The research was conducted in Madiun City, East Java, Indonesia, within the municipal government led by Mayor Drs. H. Maidi, S.H., M.M., M.Pd. despite budget constraints and the failure to meet the Regional Medium-Term Development Plan (RPJMD) targets, Madiun City achieved significant economic growth, a high Human Development Index (HDI), and numerous awards for excellence in governance. This study employs a quantitative approach, utilizing survey data from civil service officials (echelon II, echelon III, and echelon IV) within the Madiun City Government to analyze both the direct and indirect effects of strategic planning and organizational culture on organizational performance. Data analysis was conducted using descriptive statistical analysis to examine data characteristics and inferential statistical analysis through SEM-PLS to test the contextual relationships between variables. The findings of this research confirm that both strategic planning and organizational culture have a significant positive impact on organizational performance, with transformational leadership acting as a mediating variable, resulting in a complementary (partial mediation) effect. Based on these findings, this study offers recommendations to enhance public sector performance, emphasizing the need for integrated strategic planning, robust leadership development programs, and adaptive governance strategies. The government must strengthen leadership competencies to drive improvements in public service performance. Future research can be conducted at various levels of government organizations, both at the regional level, at the regency and city, provincial or ministry levels. Additionally, while this study explores the root causes of recurring problems, it is a rare and unique empirical study that examines the effect of strategic planning and organizational culture on organizational performance a lot of research conduct this on private sector not a public sector.

This research aims to identify and analyze the influence of strategic planning, organizational culture, and organizational performance, with transformational leadership as a mediating variable. The research was conducted in Madiun City, East Java, Indonesia, within the municipal government led by Mayor Drs. H. Maidi, S.H., M.M., M.Pd. despite budget constraints and the failure to meet the Regional Medium-Term Development Plan (RPJMD) targets, Madiun City achieved significant economic growth, a high Human Development Index (HDI), and numerous awards for excellence in governance. This study employs a quantitative approach, utilizing survey data from civil service officials (echelon II, echelon III, and echelon IV) within the Madiun City Government to analyze both the direct and indirect effects of strategic planning and organizational culture on organizational performance. Data analysis was conducted using descriptive statistical analysis to examine data characteristics and inferential statistical analysis through SEM-PLS to test the contextual relationships between variables. The findings of this research confirm that both strategic planning and organizational culture have a significant positive impact on organizational performance, with transformational leadership acting as a mediating variable, resulting in a complementary (partial mediation) effect. Based on these findings, this study offers recommendations to enhance public sector performance, emphasizing the need for integrated strategic planning, robust leadership development programs, and adaptive governance strategies. The government must strengthen leadership competencies to drive improvements in public service performance. Future research can be conducted at various levels of government organizations, both at the regional level, at the regency and city, provincial or ministry levels. Additionally, while this study explores the root causes of recurring problems, it is a rare and unique empirical study that examines the effect of strategic planning and organizational culture on organizational performance a lot of research conduct this on private sector not a public sector.

The Jakarta City Government organization as a service instrument in order to meet the needs of the organization is currently considered no longer in accordance with the demands of the growing and increasing needs of the community. The overlapping main tasks of several organizational units and the long span of control became the reason for conducting research so that an efficient organizational format of the Jakarta City Government was found in serving the needs of Jakarta citizens The research method used was qualitative descriptive with 16 informants taken by purposive sampling. Data was taken by interviews, observations, focus group discussions and documentation which was then analyzed using NVIVO software. The novelty of this research is the majority of previous research examining organizational redesign in business enterprises, although some studies have also discussed the redesign of government organizations but not specific to the problems of the City of Jakarta. From the results of research that has been carried out with reference to five organizational points including strategic apex, operating core, middle line, technostructure, support staff, it was found that several changes need to be made starting at the strategic apex stage, it is necessary to restructure through the abolition of positions at the City Level such as the position of Vice Mayor. The operating core stage found that there are still overlapping authorities, uneven workloads, lack of facilities, lack of human resources and the need for service acceleration. The middel line stage found that the lack of sub-district role was proposed to be removed and needed to strengthen the authority of the sub-district. The stage of staff support was found that the official tribe had inappropriate duties and functions so that it was more effective and efficient when it was under the coordination and responsibility of the mayor. Keywords: Redesign of Government Organization, Adaptation and Innovation, Sustainable City

The purpose of this study was to measure the Community Satisfaction Index on the Pontianak Drive Thru Land Service (PERDANA) and to analyze the results of the level of community satisfaction on the PERDANA at the Pontianak City Land Office. This research uses quantitative research methods. Data collection techniques using questionnaires and documentation studies. The data analysis technique used is descriptive analysis. The results of this study indicate that the Community Satisfaction Index with Pontianak Drive Thru Land Services at the Pontianak City Land Office has been implemented properly with a high variable criterion of 89. The highest index value is 94 on the cost/tariff indicator. The lowest index value of 75 is on the Completion Time indicator. With the innovations that have been issued by the Pontianak City Land Office, it proves that the PERDANA gives satisfaction to the community. The Pontianak City Land Office can improve service quality in terms of service completion time such as being able to add PERDANA implementing officers in terms of correcting files online so that files can be corrected accurately and quickly and can maintain exchange system solutions (applicants provide physical files and officers provide Deposit Orders (Surat Perintah Setor/SPS)) so that there are no file arrears caused by applicants who have made payments but did not deliver physical files, and can improve service quality in terms of facilities, namely minimizing server downtime by updating the PERDANA website to an application that can be uploaded.

This study aims to identify problems in the implementation of bureaucratic reform in the field of employment, especially civil servants’ promotion. This study is carried out using a qualitative approach with the case study method. The data collection technique is done using observation, documentation study, and interviews with two key informants. The data is then analyzed in several stages, namely data reduction, data display, and conclusion drawing. The findings indicate that there is an injustice and non-transparent phenomenon in civil servants’ promotion, especially in the initial promotion, promotion by extraordinary work performance, and promotion by graduation certificate. This condition has the potential to cause corruption, collusion, and nepotism, and might reduce employee performance in providing public service.

The purpose of this paper is to determine the Key Success Factors in the operationalization of BP. Tapera (Public Housing Savings Implementing Agency), so that solutions to the challenges faced by institutions in the future will be found, as well as ways to achieve successful performance.  As results of external analysis research, showing several key success factors, including high economic growth, large population, implementation of mandatory Tapera membership, high yielding Tapera fund accumulation, transparent and accountable Tapera administration principles, the culture of mutual cooperation and humanity, availability of adequate office/branch services, availability of integrated IT, Decrease Termination of Employment, Employment Increase, Price Stability, Equitable Development Results, Participant Awareness and Trust, Employer Support, Land Bank Availability. As a follow-up study, BP. Tapera must immediately develop and perform strategies to implement these key success factors.