The Rayon Office On Of Sub District, So The Head Of Rayon Office Receipt Part Of Authority Delegated From Sub District, And The Sub District Receipt Part Of Authority Delegated From The Local Government.

1. Proceeding - Kuala Lumpur International Business, Economics and Law Conference Vol. 2.
November 29 - 30, 2014. Hotel Putra, Kuala Lumpur, Malaysia. ISBN 978-967-11350-4-4
133
THE RAYON OFFICE ON OF SUB DISTRICT, SO THE HEAD OF RAYON OFFICE RECEIPT PART OF AUTHORITY DELEGATED FROM SUB DISTRICT, AND THE SUB DISTRICT RECEIPT PART OF AUTHORITY DELEGATED FROM THE LOCAL GOVERNMENT
Bambang Sudaryana
University of Education Indonesia, Bandung,Indonesia
Email: sudaryana_bambang@yahoo.com
ABSTRACT
To overcome the problems of development and the level of public confidence on government this is still low, is necessary to change the paradigm. Public services model for society, the government institutions and the way of thinking of officials which is no more relevant, must be changed. Then, is very important to do a research on institutional model of development and government officials in order to show the real dedication and good government. In this way the government of village will be able to give satisfaction to the people. The goal of this research is : (1) to change the mindset of government institutions. In order to reach this goal, the action research method is used, action research followed by implementation. The steps of the research are : (a) identification and mapping the institution and the role of government officials in village, using survey method, desk analysis and FGD, (b) planning a model of institutional development and ability of institutional officials from village using the descriptive method and logistic regression, (c) to formulate and implement the development model and also the guide for implementation, (d) to test the implementation of the development model and do the revision of the model. The conclusion is: the Lapemas model can be implemented according to the political will and the ongoing policies.
Keywords: effectiveness, institutions, public services

2. Proceeding - Kuala Lumpur International Business, Economics and Law Conference Vol. 2.
November 29 - 30, 2014. Hotel Putra, Kuala Lumpur, Malaysia. ISBN 978-967-11350-4-4
134
INTRODUCTION
1.1 Research background
The village is the base of the smallest government unit of the government community. Could be said that the success in development depend on the participation of society and government officials at village in planning of this development.
The main problem comes when the development program which involves the village elements is not optimal and did not satisfy the public. This is because the has the limited power , the quality of human resources is low, with the low level of education, does not have the operational and development budget (all are arranged by the mayor/ vice mayor trough governmental section) and seems that the Mayor does not want to give the power to village government, because the existing regulation arrange the power of village, also the technical section has no willing to give a part of its power which by the regulation must be given to village government.
Except this, the village could not yet become the spearhead services in its village field. That’s why the effort to empower the institution and human resources of village government is a very important step in order to accelerate the prosperity of society as the goal of program development. In order to accommodate the society aspirations which develop more and more and to anticipate the changes happened both in national and international environment which directly influence the government and the implementation of the development program, is needed a new model in order to increase the effectiveness of institution and the quality of human resources of the village government good and professional in giving the services to the society. The government of the village must be ready and could to conduct every potential in this environment in order to realize the welfare of the people. The village must quickly understand and pay attention to all things which become the need of its society.
1.2 The specific goal
Since us aware that the government of village has the potential and a big role in the effort to develop the village, some efforts for developing the ability of government and human resources of this institution, it seems, are already done. A lot of aspects it seems to become the weakness of village : its limited power , the quality of human resources and the level of education which is not enough, the Mayor’s and technical section lack of willing to delegate the power which is mentioned by the rules of Village Government and also the lack of operational and development budget.
The effort to develop the institution and human resources of village government is done not only by village government, but also by the province government and central government. In reality, the government of village is still the work unit which did not offer the optimal services to the public and does not have the ability to become the prestigious and independent power of development in its village.
One of the assumption of the unsuccessful effort in developing the office and human resources of government village is the approach to development of the model and strategy used.
Village Government, which in fact is still a work unit, do not provide optimal services to the public and has not been able to be an‘authoritative' and 'independent'. force in the development of the region. In line with the efforts of each activity and the institutional development of the Village Government officials, the proposal was specifically to assess the level of Institutional Effectiveness Village Government in Tasikmalaya West Java, the model of Community Services Agency (LAPEMAS). The research has the following specific objectives:
1. To identify and map the presence of Government Institutional Village in Tasikmalaya
2. To develop a model towards the development of institutional and village government officials
3. To formulate a model of development, along with a implementation guide
4. To test the implementation of the model development and to revise the final development model

3. Proceeding - Kuala Lumpur International Business, Economics and Law Conference Vol. 2.
November 29 - 30, 2014. Hotel Putra, Kuala Lumpur, Malaysia. ISBN 978-967-11350-4-4
135
1.3. Research Urgency
Because of the complexity of a sector areas that will be built at the village administrative level, the first aspect which must be built is increasing the ability of government agencies in the implementation of the sub tasks of public administration, in addition to strengthen the participation of communities and institutions as well as other aspects. Village Head, Village Secretary, and the Head of Section, including the heads of the environment show a lack of commitment and dedication to their properly job , caused by their poor ability and skill , as well as the level of education which did not improve the ability, effort and labor productivity. This indicator is a factor that cannot be separated and has impact on employee performance (village officials), the higher the level of ability, on the effort and someone productivity, then on the level of understanding of the duties and functions. So, this is a need to be established: the ability of the institutional model of village government capable to handle a wide range of development activities in the community as well as the competitive civil services and qualified professionals to provide excellent services. On the other hand, the development of information technology (IT) has been believed to improve the performance amenable wide range of activities which can be implemented quickly, precisely and accurately, and at the end will improve productivity. The development of information technology shows the emergence of various types of activities based on this technology, such as e-government, e-commerce, e-education, e- medicine, e-laboratory, and other, all of which were based on information technology systems.
IT development, of course, also can be used to further improvement of the Village government. Among these efforts, this as an effort to enlighten and increase the capacity and performance of individual government officials in the village a never-ending effort to increase the effectiveness of institutional and village human administrative resources in Tasikmalaya, West Java.
Through the Community Services Agency model approach, this research is expected to produce new breakthroughs to overcome the problems that are still faced by the village government. Although a lot of researches already were done on this subject, this proposed research has the following main advantages:
1. This study will find at the influence of institutional effectiveness and human resources on the village government apparatus and the satisfaction level of the people receiving services from the Village Government in Tasikmalaya. Involving aspects of institutional and human resources in the Village Government as an effort to evaluate the effectiveness of village government institutions, to show if it is still a new thing, or even have not been carried out intensively in Indonesia.
2. The second, is that this research attempts to build a model of the Community Services Agency which intend to streamline the village government institutions and synergize all indicators of excellent services
3. The results obtained in preliminary findings will then be used to evaluate and develop models of the Community Services Agency, which will then be applied as an effort to develop institutional effectiveness of village government to be optimal. If the results of the analysis indicate special conditions, then the model will be drawn up to develop an unique, specific model according to conditions in Indonesia.

4. Proceeding - Kuala Lumpur International Business, Economics and Law Conference Vol. 2.
November 29 - 30, 2014. Hotel Putra, Kuala Lumpur, Malaysia. ISBN 978-967-11350-4-4
136
LITERATURE REVIEW
2.1. The meaning of Village Government
According toArticle1: 5Indonesian Government RegulationNo.73/2005 the village head man is the working area as a working device state / city in the working area of the District.
Indonesian dictionary by Poerwadaraminta (1998: 615) defines that the Village is an area (office, home) Headman. Meanwhile, article 3 of the Indonesian Government Regulation No.73 of 2005 argues that:
a. Urban Village is the Regency / City located in the District led by the Village Head man and responsible to the Regent/ Mayor through the District Head.
b. The head man is appointed by the Mayor upon the recommendation of District Head of the Civil Service.
The Village as the smallest territorial unit within the District area may serve as a unit of community service based on delegation of partial authority of the district head to the village chief. So, the duties and functions of the village government performing government duties, development and community service within the scope of the village within the limits of the authority delegated to sub-district.
2.2. Village Formation
Urban Village or urban region is formed by taking into account the requirements of land area, population, potential and socio-cultural conditions of society. Communities and villages where the conditions no longer meet the requirements of the region can be deleted or merged after consultation with community leaders. Formation and removal must be proposed by the incorporation of the village headman through the district head to the Regent or Mayor and the Headman proposal sought approval to the Parliament and once approved by parliament, the Regent / Mayor issuing local regulations regarding the establishment, abolition and merging wards. With the status of the village into the village set the authority of the village as a legal public entity is entitled to regulate and manage the interests of the local community transformed into a working area headman authority as the District / City under the District.
2.3. Terms Establishment of Village
1. Population factor; at least 2500 people or 500 heads of household, and maximum 20,000 people or 4,000 heads of household.
2. Factor wide area; must be affordable to implement effectively in the provision of services to the community.
3. Layout factors related to aspects of communication, transportation and the distance to the center of government and center of development activities should be such, so as to facilitate the provision of public services.
4. Infrastructure Factors; related to transportation infrastructure, marketing, social and physical government which must be able to meet the various needs of the community 5.Socio-culturalfactors, religion and customs will be able to develop properly.
6. Factors of community life; both livelihood and other characteristics of life will be increased
METHODOLOGY
3.1. Stages of Research
In line with the objectives of this research, modeling LAPEMAS (Human Services Agency) and then the improvement of implementation, this study used the method of action research. This method is chosen in the

5. Proceeding - Kuala Lumpur International Business, Economics and Law Conference Vol. 2.
November 29 - 30, 2014. Hotel Putra, Kuala Lumpur, Malaysia. ISBN 978-967-11350-4-4
137
first phase to study the modes of development. After implementation and then based on the results of the study was formulated model of the Human Services Agency. Then in the second year of implementation, the model will be revised in order to obtain a final model. The all work will be completed in two stages (two years), with details of activities at each stage as follows:
First Stage: The objective of the implementation of the first stage is to generate a model of the Human Services Agency. To achieve these results the main activities will be carried out in two steps namely;
1) Identification of the presence of existing development model, and
2) Model of Human Services institute.
In the first step, the activities were to gather preliminary information on the where about effectiveness and capability of human resources/personnel already existing in the village. The method used is the method of literature review, secondary data collection, and methods of using the questionnaire survey to collect primary data. Prior to the survey, construct the questionnaire and pre-survey questionnaire for stabilization. After the questionnaires were completed, the next activity was the primary data collection performed by the method of survey on the existing village. Primary data acquisition and secondary data was done through direct field observation and interviews with the respondents. The primary data were obtained from villages and districts in the city of Tasikmalaya, while secondary data are derived from the City of Tasikmalaya, related agencies, and reporting/monitoring the effectiveness of the institutional development of the Village Government. In order to obtain certain data, such as to know the problems faced, the method used was focus group discussions (FGD). The data were analyzed and after, desk analysis was done using the regression method (Gujarati, 1995) with the SPSS program. After the analysis with logistic regression model of Markusen was arranged 'pre-model' as an initial model. This initial model was then consolidated with a focused discussion method (Focus Group Discussion / FGD) which has involved parties who have interests and concerns (stakeholders) in the development of institutional effectiveness of Village Government. The results of FGD were used to finalize the model, so that the model generated output for the society as the Service Agency first phase activities.
Second Stage: During the second stage continues the activity of the first step and addressed to the society for implementation. The Service Agency has produced a model in the first phase of activity. In this second phase activities will also be done in two steps , including:
1. Institute of Community Services model implementation, and
2. Verification of implementation of Model Human Services Agency.
The third step will be the implementation, the socialization of models, preparation and implementation of the model. Once the model is applied, then the fourth step is the implementation refinement verification models, the method of discussion (FGDs).
All activities undertaken in the second phase will be the final model generated, Institute of Public Service.
CONCLUSION AND SUGGESTION
4.1. Conclusion
The Results of Trial Human Services Agency Model show that this model can be implemented to 80% in the region of villages’ inTasikmalaya
4.2. Suggestion
Is necessary to make changes in policy as a substitute for Law-Law No. 73of 2005, so that the implementation can be extended.

6. Proceeding - Kuala Lumpur International Business, Economics and Law Conference Vol. 2.
November 29 - 30, 2014. Hotel Putra, Kuala Lumpur, Malaysia. ISBN 978-967-11350-4-4
138
REFERENCE
Agus Hadiawan ,2012, the ability of administrative staff at Kelurahan in doing the government administration in Bandar Lampung, Jurnal Ilmu Pemerintahan UNLA (2012)
Bogdan & Biklen,1992, Action Research, Prentice Hall, USA.
Bambang,Sudaryana,2012Analisis kinerjaaparat kelurahan dalam penyelenggaraan pemerintahan di di Kelurahan Sukamanah Kecamatan Cipedes Kota Tasikmalaya, STIE Cipasung
Hidayat, 2004, Pendelegasian kewenangan dari camat kepada lurah,JURNAL Ilmu Administrasi No. 1 Volume 2,2004.
Kurniawan Dan Sayuti Abdullah (2012),Pelaksanaan Pelayanan