Penerapan CIPP sebagai Kerangka Evaluasi Efektivitas Reformasi Birokrasi dalam Mendukung Capaian Kinerja Organisasi pada Dinas Kelautan dan Perikanan Provinsi Jawa Timur
DOI:
https://doi.org/10.61105/jss.v4i2.537Keywords:
Evaluasi CIPP, Reformasi Birokrasi, Efektivitas Organisasi, Capaian Kinerja, SAKIP, Dinas Kelautan dan Perikanan.Abstract
This study aims to analyze and evaluate the effectiveness of Bureaucratic Reform (BR) implementation in supporting organizational performance achievements at the Marine and Fisheries Department (Dinas Kelautan dan Perikanan – DKP) of East Java Province by applying the Context, Input, Process, Product (CIPP) evaluation framework. A qualitative approach with a case study design was employed. Data were collected through semi-structured interviews with key informants, documentary analysis (including LAKIP/SAKIP reports, BR Road Maps, and relevant performance documents), and field notes. Data trustworthiness was established through credibility, transferability, dependability, and confirmability criteria using source and method triangulation. Data analysis followed the interactive model involving data condensation, data display, and conclusion drawing/verification. The findings reveal that in the Context dimension, the implementation of bureaucratic reform at DKP East Java Province was driven by national regulatory mandates and the imperative to improve public service quality in the marine and fisheries sector, although policy alignment was not fully internalized across all organizational levels. In the Input dimension, human resources, budget allocations, and supporting facilities were generally sufficient, yet enhancement of technical evaluation competencies and IT utilization remained necessary. In the Process dimension, BR and Government Agency Performance Accountability System (SAKIP) implementation proceeded systematically through periodic monitoring and evaluation, but faced critical bottlenecks in cross-unit coordination and real-time performance data integration. In the Product dimension, BR execution contributed positively to organizational performance outcomes and public accountability, though overall effectiveness was constrained by incomplete organizational culture transformation. This study recommends strengthening integrated performance data systems, boosting active employee participation, and refining strategies for sustainable bureaucratic reform.
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