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Materi memuat analisis potensi daerah, identifikasi permasalahan PD, penyelarasan isu lingkungan dinamis, serta penyusunan indikator kinerja kunci beserta formulasi dan definisi operasional. Dokumen juga memuat tahapan implementasi Renstra (2026–2030) dan operasionalisasi NSPK, termasuk target indikator kinerja dan indikator layanan 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saja langkah teknik untuk menyimpulkan isu strategis pada Renstra PD?","Question",{"text":109,"@type":110},"Dokumen mengarahkan penyusunan dari potensi daerah, permasalahan PD, isu KLHS yang relevan, hingga isu strategis PD yang diturunkan dari kondisi lingkungan dinamis.","Answer",{"name":112,"@type":107,"acceptedAnswer":113},"Bagaimana hubungan tujuan, sasaran, dan indikator kinerja kunci dalam Renstra PD?",{"text":114,"@type":110},"Tujuan dan sasaran dirumuskan lalu diterjemahkan menjadi indikator kinerja kunci, lengkap dengan definisi operasional serta formulasi perhitungan untuk mengukur capaian.",{"name":116,"@type":107,"acceptedAnswer":117},"Apa peran penahapan Renstra PD dalam periode pelaksanaan?",{"text":118,"@type":110},"Penahapan menetapkan rentang waktu pelaksanaan bertahap (2026–2030) sehingga target indikator dan strategi dapat diimplementasikan secara berurutan.",{"name":120,"@type":107,"acceptedAnswer":121},"Bagaimana operasionalisasi NSPK dan arah kebijakan Renstra PD dilakukan?",{"text":122,"@type":110},"Operasionalisasi NSPK serta arah kebijakan Renstra PD dituangkan ke dalam unsur pelaksanaan yang mengaitkan sasaran kinerja dengan arah kebijakan dan rencana implementasi pada bidang 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 |  |  |  |  |  | TEKNIK MERUMUSKAN TUJUAN DAN SASARAN RENSTRA PD |  |  |  |  |  |  |  |  |  |  |  |  | PENAHAPAN RENSTRA PD |  |  |  |  | TEKNIK MERUMUSKAN ARAH KEBIJAKAN RENSTRA PD |  |  |  | INDIKATOR KINERJA KUNCI |  |  |  |  |  |  |  |  |  |  |  |\n| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |\n| POTENSI\u003Cbr>DAERAH\u003Cbr>YANG\u003Cbr>MENJAD\u003Cbr>I\u003Cbr>KEWENA | PERMASALAHAN PD | ISU\u003Cbr>KLHS\u003Cbr>YANG\u003Cbr>RELEVA\u003Cbr>N\u003Cbr>DENGA | ISU LINGKUNGAN DINAMIS YANG RELEVAN DENGAN PD |  |  | ISU STRATEGIS\u003Cbr>PD | NSPK\u003Cbr>DAN\u003Cbr>SASARA\u003Cbr>N\u003Cbr>RPJMD\u003Cbr>YANG | TUJUAN | SASARA\u003Cbr>N | INDIKAT\u003Cbr>OR | FORMULASI | DEFINISI\u003Cbr>OPERASIONAL | SATU\u003Cbr>AN | TARGET TAHUN |  |  |  |  |  | TAHAP\u003Cbr>I\u003Cbr>(2026) | TAHAP\u003Cbr>II\u003Cbr>(2027) | TAHAP\u003Cbr>I\u003Cbr>(2028) | TAHAP\u003Cbr>I\u003Cbr>(2029) | TAHAP\u003Cbr>I\u003Cbr>(2030) | NO | OPERASIONALISASI\u003Cbr>NSPK | ARAH\u003Cbr>KEBIJA\u003Cbr>KAN\u003Cbr>RPJMD | ARAH\u003Cbr>KEBIJA\u003Cbr>KAN\u003Cbr>RENST\u003Cbr>RA PD | NO | SASARAN\u003Cbr>KINERJA KUNCI | INDIKATOR | FORMULASI | DEFINISI OPERASIONAL | SAT\u003Cbr>UA\u003Cbr>N | TARGET TAHUN\u003Cbr>2025 2026 2027 2028 2029 2030 |  |  |  |  |  |\n|  |  |  | GLOBAL | NASIO\u003Cbr>NAL | REGIONAL |  |  |  |  |  |  |  |  | 2025 | 2026 | 2027 | 2028 | 2029 | 2030 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |\n| (1) | (2) | (3) | (4) | (5) | (6) | (7) | (1) | (2) | (3) | (4) | (5) | (6) | (7) | (8) | (9) | (10) | (11) | (12) | (13) | (1) | (2) | (3) | (4) | (5) | (1) | (2) | (3) | (4) | (1) | (2) | (3) | (4) | (5) | (6) | (7) | (8) | (9) | (10) | (11) | (12) |\n| Potensi\u003Cbr>SDM\u003Cbr>-\u003Cbr>Tersedia\u003Cbr>nya ASN\u003Cbr>yang\u003Cbr>berkomp\u003Cbr>eten\u003Cbr>Potensi\u003Cbr>Machine\u003Cbr>Kab\u003Cbr>-Adanya\u003Cbr>inovasi\u003Cbr>bidang\u003Cbr>kepegaw\u003Cbr>ai\u003Cbr>(SIMAK,\u003Cbr>SIPERLU,\u003Cbr>SIMANT\u003Cbr>UN, E\u003Cbr>Cuti, SIJI\u003Cbr>KOMAN\u003Cbr>DO, E\u003Cbr>Pangkat,\u003Cbr>E\u003Cbr>Berkala,\u003Cbr>dan SIM\u003Cbr>TPP)\u003Cbr>Pusat\u003Cbr>-Adanya\u003Cbr>dukunga\u003Cbr>n sistem\u003Cbr>informasi\u003Cbr>dari\u003Cbr>pusat\u003Cbr>(SIASN, E\u003Cbr>Kinerja, I\u003Cbr>MUT,\u003Cbr>SIOLA\u003Cbr>dan IDis)\u003Cbr>Potensi\u003Cbr>Material\u003Cbr>-Adanya\u003Cbr>dukunga\u003Cbr>n sarana\u003Cbr>dan\u003Cbr>prasaran\u003Cbr>a\u003Cbr>(Asrama,\u003Cbr>Ruang\u003Cbr>CAT,\u003Cbr>Aula, dan\u003Cbr>Ruang\u003Cbr>Kelas\u003Cbr>Diklat) | Analisa terhadappengembangan karier\u003Cbr>Aparatur Sipil Negara\u003Cbr>(ASN) masih dilakukansecara manual. | N/A | Transformasi Digital | N/A | Peningkatan tata kelola pemerintahan dankepemimpinan yang baik | Tata Kelola Pemerintahan Kurang Berkualitas | Terwujudnyatatakelola pemerint ahan yang efektif danefisien | Terwujudnya profesio\u003Cbr>nalitas ASN | - | Indeks Profesionalitas ASN | IP1+IP2+IP3+IP4 | Instrumen yang\u003Cbr>digunakan untuk\u003Cbr>mengukur secara\u003Cbr>kuantitatif tingkat\u003Cbr>profesionalitas\u003Cbr>pegawai ASN yang\u003Cbr>hasilnya dapat\u003Cbr>digunakan sebagai\u003Cbr>dasar penilaian dan\u003Cbr>evaluasi dalam\u003Cbr>upaya\u003Cbr>pengembangan\u003Cbr>profesionalisme\u003Cbr>ASN | Indek\u003Cbr>s | 68,54 | 68,74 | 68,94 | 69,14 | 69,34 | 69,54 | Mengk\u003Cbr>okohkan Tatakelola Manaje men\u003Cbr>ASN | Mening\u003Cbr>katkan\u003Cbr>Tatakelola Manaje men\u003Cbr>ASN | Mnguatkan Tatakelola Manaje men\u003Cbr>ASN | Mema\u003Cbr>ntapkan Tatakelola Manaje men\u003Cbr>ASN | Melanjutkan Tatakelola Manaje men\u003Cbr>ASN | 1 | Melaksanakan fungsi\u003Cbr>penunjang urusan\u003Cbr>pemerintahan yang\u003Cbr>menjadi kewenangan\u003Cbr>daerah di bidang\u003Cbr>kepegawaian,\u003Cbr>pendidikan dan\u003Cbr>pelatihan :\u003Cbr>a. perumusan\u003Cbr>kebijakan teknis di\u003Cbr>bidang manajemen\u003Cbr>kepegawaian serta\u003Cbr>pendidikan dan\u003Cbr>pelatihan;\u003Cbr>b. pelaksanaan\u003Cbr>kebijakan di bidang\u003Cbr>manajemen\u003Cbr>kepegawaian serta\u003Cbr>pendidikan dan\u003Cbr>pelatihan;\u003Cbr>c. pelaksanaan\u003Cbr>pengadaan pegawai,\u003Cbr>pensiun,\u003Cbr>pemberhentian\u003Cbr>penyusunan database\u003Cbr>kepegawaian,\u003Cbr>pengembangan\u003Cbr>sistem informasi\u003Cbr>kepegawaian,\u003Cbr>pengelolaan arsip\u003Cbr>kepegawaian dan\u003Cbr>pengembangan\u003Cbr>profesi ASN;\u003Cbr>d. penyelenggaraan\u003Cbr>mutasi pegawai,\u003Cbr>administrasi kenaikan\u003Cbr>pangkat, penggajian,\u003Cbr>dan pengembangan","cbCaiqXFrhhofMmv","https://ap.wps.com/l/cbCaiqXFrhhofMmv","pdf",596786,7,"Indonesian","# Teknik Menyimpulkan Isu Strategis PD\n## Potensi Daerah yang Menjadi Kewenangan\n## Permasalahan PD dan Isu Lingkungan Dinamis\n# Teknik Merumuskan Tujuan dan Sasaran Renstra PD\n# Penahapan Renstra PD\n## Tahap I (2026) - Tahap V (2030)\n# Teknik Merumuskan Arah Kebijakan Renstra PD\n# Indikator Kinerja Kunci\n## Operasionalisasi NSPK\n## Target Tahun 2025-2030","[{\"question\":\"Apa saja langkah teknik untuk menyimpulkan isu strategis pada Renstra PD?\",\"answer\":\"Dokumen mengarahkan penyusunan dari potensi daerah, permasalahan PD, isu KLHS yang relevan, hingga isu strategis PD yang diturunkan dari kondisi lingkungan dinamis.\"},{\"question\":\"Bagaimana hubungan tujuan, sasaran, dan indikator kinerja kunci dalam Renstra PD?\",\"answer\":\"Tujuan dan sasaran dirumuskan lalu diterjemahkan menjadi indikator kinerja kunci, lengkap dengan definisi operasional serta formulasi perhitungan untuk mengukur capaian.\"},{\"question\":\"Apa peran penahapan Renstra PD dalam periode pelaksanaan?\",\"answer\":\"Penahapan menetapkan rentang waktu pelaksanaan bertahap (2026–2030) sehingga target indikator dan strategi dapat diimplementasikan secara berurutan.\"},{\"question\":\"Bagaimana operasionalisasi NSPK dan arah kebijakan Renstra PD dilakukan?\",\"answer\":\"Operasionalisasi NSPK serta arah kebijakan Renstra PD dituangkan ke dalam unsur pelaksanaan yang mengaitkan sasaran kinerja dengan arah kebijakan dan rencana implementasi pada bidang kepegawaian.\"}]","CASHCADING BADAN KEPEGAWAIAN DAERAH - Teknik Penyusunan Renstra PD | PDF",11]