Published date: May 20 2022

Journal Title: KnE Social Sciences

Issue title: The 3rd International Conference on Governance, Public Administration, and Social Science (ICoGPASS)

Pages: 176–189

DOI: 10.18502/kss.v7i9.10936

Ariyanti Asrianasusanti@ecampus.ut.ac.idPostgraduate Student, Doctoral Program in Public Administration, Universitas Tebuka Indonesia, Jakarta, Indonesia

Susanti SusantiDepartment in Administration Sciences, Faculty of Law, Social and Political Sciences, Universitas Tebuka Indonesia, Jakarta, Indonesia

Abstract— The Covid-19 pandemic has had a huge impact on all groups, especially the lower income groups who have lost their jobs and experienced a reduction or even loss of income. To help this group survive the pandemic, the Government launched various social assistance programs through the APBN, APBD and the participation of companies and the public as donors. The Bogor City Government innovated through vertical and horizontal collaborative government in developing the SALUR application, which is an application that can be easily accessed by the public to check their status as recipients of social assistance. This collaboration incorporates data sharing with various agencies in the city of Bogor so that the concept of one data is realized as the basis for providing social assistance and monitoring duplication of aid recipients. This paper used qualitative methods to analyze the SALUR program’s effectiveness and impact in social safety net program distribution for targeted and nontargeted groups of poor people in Bogor. The effectiveness of the SALUR collaboration in Bogor City was substantially influenced by the strong collaborative leadership of the Mayor of Bogor, thus fostering respect and trust from all collaborators.

Keywords: collaborative, leadership, one data

[1] Bitler M, Hoynes HW, Schanzenbach DW. The social safety net in the wake of Covid19. National Bureau of Economic Research. 2020;53(9):1689–1699. Available from: http://www.nber.org/papers/w27796

[2] Sharaunga S. The effectiveness of women’s skills development to household poverty reduction: The case of msinga rural areas. Poverty and Public Policy. 2019;11(1–2):73– 98. Available from: https://doi.org/10.1002/pop4.247

[3] Rees-Jones A, D’Attoma J, Piolatto A, Salvadori L. COVID-19 changed tastes for safety-net programs. Working paper no 27865. Cambrigde: NBER; 2020. Available from: http://www.nber.org/papers/w27865.pdf

[4] Carpio XV del, Messina J, Sanz-de-Galdeano A. Minimum wage: Does it improve welfare in Thailand? IZA Discussion Papers 7911, Institute of Labor Economics, 2018:1–25. Available from: https://doi.org/10.1111/roiw.12360

[5] Saleh C, Hanafi I. Collaborative government. Tangerang Selatan: Universitas Terbuka; 2020.

[6] Butcher JR, Gilchrist DJ. Collaboration for impact: Lesson from the field. Canberra: ANU Press. 2020. Available from: https://doi.org/10.22459/CFI.2020

[7] Brand R, Gaffikin F. Collaborative planning in an uncollaborative world. Planning Theory. 2007;6(3):282–313. Available from: https://doi.org/10.1177/1473095207082036.

[8] Chrislip DD. The collaborative leadership fieldbook: A guide for citizens and civic leaders. The Jossey-Bass nonprofit and public management series. San Fransisco: Jossey Bass, A Willey Company. 2002.

[9] Ansell C, Gash A. Collaborative platforms as a governance strategy. Journal of Public Administration Research and Theory. 2018;28(1):16–32. Available from: https://doi.org/10.1093/jopart/mux030

[10] Gash A. Cohering collaborative governance. Journal of Public Administration Research and Theory. 2017;27(1):213–216. Available from: https://doi.org/10.1093/jopart/muw047

[11] Rubado M. The role of local government collaboration in legacy cities. Pittsburgh: University of Pittsburgh Press; 2019.

[12] Tirrell DN, Clay JA. Strategic collaboration in public and nonprofit administration: A practice-based approach to solving shared problems. Routledge; New York. 2010.

[13] Torfing J. Collaborative innovation in the public sector: The argument. Public Management Review. 2019;21(1):1–11. Available from: https://doi.org/10.1080/14719037.2018.1430248

[14] Capie D. Successful public policy: Lessons from Australia and New Zealand. Luetjens J, Mintrom M, Hart P, editors. Canberra: ANU Press. 2019. Available from: https://doi.org/10.22459/spp.2019.16

[15] Wargadinata E. Collaborative leadership. Kepemimpinan kolaboratif. Jurnal Ilmiah Administrasi Pemerintahan Daerah. 2016;8(1):1–12.

[16] Warm D. Local government collaboration for a new decade: Risk, trust, and effectiveness. State and Local Government Review. 2011;43(1):60–65. Available from: https://doi.org/10.1177/0160323x11400436

[17] Maalouf GY. Effects of collaborative leadership on organizational performance. International Journal of Multidisciplinary Research and Development. 2019;6(1):138– 144. Available from: https://doi.org/10.22271/ijmrd.2019.v6.i1.25

[18] Mandeli KN. New public governance in Saudi cities: An empirical assessment of the quality of the municipal system in Jeddah. Habitat International. 2016; 51:114–123. Available from: https://doi.org/10.1016/j.habitatint.2015.10.020

[19] Denhardt RB, Denhardt JV. The new public service: Serving rather than steering. Public Administration Review. 2000;60(6):549–559. Available from: https://doi.org/10.1111/0033-3352.00117

[20] Townsend B, Schram A, Labonté R, Baum F, Friel S. How do actors with asymmetrical power assert authority in policy agenda-setting? A study of authority claims by health actors in trade policy. Social Science and Medicine. 2019;236(Feb):112430. Available from: https://doi.org/10.1016/j.socscimed.2019.112430

[21] Ridho HI, Imam S, Surya MR, Surya Local leadership during Covid-19 pandemic: Responses, policies and the electoral stage. Journal of Political Research. 2020;17(2):195–218.

[22] Huxham C, Vangen S, Huxham C, Eden C. The challenge of collaborative governance. Public management: An International Journal of Research and Theory. 2000;2(3):337–358. Available from: https://doi.org/10.1080/14719030000000021

[23] Domínguez DG, García D, Martínez DA, Hernandez-Arriaga B. Leveraging the power of mutual aid, coalitions, leadership, and advocacy during COVID-19. American Psychologist. 2020;75(7):909–918. Available from: https://doi.org/10.1037/amp0000693

[24] Lumbanraja DA. The urgency of public service transformation through egovernment in the new normal and bureaucratic regulatory reform. Administrative Law and Governance Journal. 2020;3(2);220–231. Available from: https://doi.org/10.14710/alj.v3i2.220-231