Analysis of Public Sector Coordination Implementation in Patuha 2 Geothermal Power Plant According To Public Private Partnerships (PPP) Framework

Dedi Agus Purwanto; Dr. H.M Didi Turmudzi; Dr. Bambang Heru Purwanto

doi:10.18535/ijsrm/v10i6.em03

Abstract

The development of national electricity infrastructure has become one of the national strategic programs, one of which is the construction of the Patuha 2 geothermal power plant conducted by PT. Geodipa Energi (GDE). The Patuha 2 project is implemented using the Public Private Partnership (PPP) scheme. The implementation of public sector coordination in the Patuha 2 project is an important element to supporting project success. Initial research data shows that there are problems in the implementation of public sector coordination in the Patuha 2 project. This study attempts to analyze how the implementation of public sector coordination in the Patuha 2 project within the PPP framework. This study uses a descriptive-qualitative method with the interview method as a means of data collection. The results of the study indicate that the implementation of public sector coordination is still not running effectively and optimally.

Keywords

Public Sector CoordinationPublic-Private Partnerships

References

Anderson., 2004, Teori dan Proses Kebijakan Publik, Yogyakarta: MedpressGoogle Scholar ↗
Bouckaert, G., Peters, B. G., & Verhoest, K., 2010, The coordination of public sector organizations: Shifting patterns of public management. UK: Palgrave Macmillan.Google Scholar ↗
Grimsey, D. and Lewis, M.K., 2004, Public Private Partnerships the Worldwide Revolution in Infrastructure Provision and Project Finance, Edward Elgar Publishing Limited. Cheltenham.Google Scholar ↗
Kooiman, J. (ed), 2019, Modern Governance: New Government-Society Interactions, London: Sane Publications.Google Scholar ↗
Mahalingam, Ashwin, Ganesh A. Devkar and Satyanarayana N. Kalidindi, 2011, A Comparative Analysis of Public- Private Partnership (PPP) Coordination Agencies in India: What Works and What Doesn’t. Public Works Management & Policy 16(4). Pp. 341– 372.Google Scholar ↗
Moleong, Lexy, 2002, Metodologi Penelitian Kualitatif, Bandung: PT. remaja Rosdakarya.Google Scholar ↗
Terry, George, 2006, Principles of Management, Illinois: Homewood.Google Scholar ↗
Sugandha, Dann. 2011. Koordinasi, Alat Pemersatu Gerakan Administrasi. Jakarta: IntermediaGoogle Scholar ↗
World Bank., 2014, Public-Private Partnership: Reference Guide version 2.0. New York: World Bank.Google Scholar ↗

[refR-1] Anderson., 2004, Teori dan Proses Kebijakan Publik, Yogyakarta: MedpressGoogle Scholar ↗

[refR-2] Bouckaert, G., Peters, B. G., & Verhoest, K., 2010, The coordination of public sector organizations: Shifting patterns of public management. UK: Palgrave Macmillan.Google Scholar ↗

[refR-3] Grimsey, D. and Lewis, M.K., 2004, Public Private Partnerships the Worldwide Revolution in Infrastructure Provision and Project Finance, Edward Elgar Publishing Limited. Cheltenham.Google Scholar ↗

[refR-4] Kooiman, J. (ed), 2019, Modern Governance: New Government-Society Interactions, London: Sane Publications.Google Scholar ↗

[refR-5] Mahalingam, Ashwin, Ganesh A. Devkar and Satyanarayana N. Kalidindi, 2011, A Comparative Analysis of Public- Private Partnership (PPP) Coordination Agencies in India: What Works and What Doesn’t. Public Works Management & Policy 16(4). Pp. 341– 372.Google Scholar ↗

[refR-6] Moleong, Lexy, 2002, Metodologi Penelitian Kualitatif, Bandung: PT. remaja Rosdakarya.Google Scholar ↗

[refR-7] Terry, George, 2006, Principles of Management, Illinois: Homewood.Google Scholar ↗

[refR-8] Sugandha, Dann. 2011. Koordinasi, Alat Pemersatu Gerakan Administrasi. Jakarta: IntermediaGoogle Scholar ↗

[refR-9] World Bank., 2014, Public-Private Partnership: Reference Guide version 2.0. New York: World Bank.Google Scholar ↗