scholarly journals STRATEGI PENINGKATAN MUTU PENDIDIKAN MELALUI PENERAPAN MANAJEMEN BERBASIS SEKOLAH DI SD NEGERI 02 BANTARBOLANG KABUPATEN PEMALANG

2017 ◽  
Vol 5 (1) ◽  
Author(s):  
Lilik Septiyani ◽  
Soegito Soegito ◽  
Nurkolis Nurkolis
Keyword(s):  
Elementary School ◽  
School Leadership ◽  
School Community ◽  
Easy Access ◽  
National Education ◽  
The Public ◽  
School Based ◽  
National Education System ◽  
School Based Management ◽  
Decentralization Of Education

National Education System in the explanation of Article 51 according to UU No. 20/2003, paragraph 1 is explained that "school-based management is a form of autonomy of management education in the educational unit, in this case the principal or madrassas, and the teacher is assisted by a committee of school in managing educational activities". Decentralization of education makes community participation is essential for the life of the school. Collaboration school autonomy by involving the school community and the community's role will directly give birth to the management of the school with School Based Management.Research shows the implementation of School Based Management in Elementary School 02 Bantarbolang Pemalang have school leadership strong, meaning Chief Sekoleh has a strong role in mobilizing all the educational resources available, able to realize the vision, mission, goals and objectives school through a planned and phased program. Elementary School 02 Bantarbolang Pemalang have a principle of independence, accountability, transparency, and strong partnerships that school that provides easy access to information to the school community and the public on what is being done with school by utilizing various communication channels

scholarly journals PERAN KOMITE SEKOLAH DALAM MANAJEMEN BERBASIS SEKOLAH DI SD ISLAM TERPADU BUAH HATI KABUPATEN PEMALANG

2017 ◽  
Vol 5 (1) ◽  
Author(s):  
Amarin Amarin ◽  
Sunandar Sunandar ◽  
Noor Miyono
Keyword(s):  
Elementary School ◽  
Easy Access ◽  
The Public ◽  
School Activities ◽  
School Committee ◽  
School Based ◽  
School Programs ◽  
Strategic Role ◽  
School Based Management

The purpose of this research is to gain an overview of the role of the school committee in the implementation of School Based Management in Elementary School Buah Hati District of Pemalang. The focus of research is the role of the school committee in the implementation of School Based Management with sub focus the role of the school committee as a conduit of consideration, the school committee as a support, the school committee as a controller, the school committee as a mediator in Elementary School Buah Hati District of Pemalang.Results showed the role of communities in School Based Management has a strategic role means that the school committee acts as a conduit of consideration in the form of ideas, input, aspirations, involvement in school programs, serve as a support in terms of funding, supporting school activities, imaging either to the surrounding community, the role of controlling which act as watchdogs of the budget in the form of reports, supervisory activities, acting as a liaison between multiple mediators that school with parents, education authorities and the public. Elementary School Buah Hati has a principle of independence, accountability, transparency, and strong partnerships that school that provides easy access to information to the school community and the public on what is being done with school by utilizing various communication channels. Constraint of the school committee in the implementation of school-based management is the lack of communication between the school and the school committee because of lack of time owned by the school committee. 

scholarly journals The System Approach in the Perspective of Law Number 20 of 2003 concerning the National Education System

2019 ◽  
Vol 1 (1) ◽  
pp. 47
Author(s):  
Siraj Siraj ◽  
Sayni Nasrah ◽  
Trisfayani Trisfayani
Keyword(s):  
Public Understanding ◽  
School Level ◽  
Quality Of Education ◽  
Education Management ◽  
National Education ◽  
School Based ◽  
National Education System ◽  
School Based Management ◽  
Decentralization Of Education

In the context of implementing decentralization in the education sector, there are many problems that arise, because the implementation of decentralization of education is different from the decentralization of other areas of government which is basically concentrated at the district and city level. Decentralization of education has not only stalled at the district and city level but even more so that it reaches the school level. The existence of autonomy in the management of education is a potential for schools to improve the performance of personnel, offer direct participation from relevant parties, and increase public understanding of the implementation of education in schools. Decentralization of education has encouraged the improvement of services in the field of education to the community, which leads to efforts to improve the quality of education management at the lowest level, namely schools through the implementation of School-Based Management. The implementation of School-Based Management in general is to empower or empower schools through giving authority to schools, giving schools greater flexibility to manage school resources, and encouraging the participation of school members and communities to improve the quality of education.

scholarly journals Manajemen dan Kebijakan Madrasah melalui Penguatan Tata Kelola, Akuntabilitas dan Citra Publik Pendidikan

2019 ◽  
Vol 5 (1) ◽  
pp. 33-38
Author(s):  
Afroh Nailil Hikmah ◽  
Agus Yudiawan
Keyword(s):  
Image Enhancement ◽  
Public Image ◽  
Community Based ◽  
National Education ◽  
School Based ◽  
Education School ◽  
School Based Management ◽  
Decentralization Of Education ◽  
Education Plan ◽  
Competency Management

Strengthening governance, accountability, and public image is a work of the national education plan. This policy aims to improve the capacity and competency management and budgeting of education in the implementation and management to realize transparent and accountable education so as to create the image and services of the school/madrasah quality sound and accountable manner. These objectives can be achieved through, autonomy and decentralization of education, school-based management/madrasah, community-based management, and image enhancement.

scholarly journals Implementation of Management Based School in Improving The Quality Of Secondary Education

2019 ◽  
Vol 1 (8) ◽  
pp. 904
Author(s):  
Atiek Istijarti ◽  
Yatim Riyanto ◽  
Sri Setyowati
Keyword(s):  
Secondary Education ◽  
Basic Education ◽  
Management Model ◽  
Education Department ◽  
Education Policies ◽  
National Education ◽  
School Based ◽  
National Education System ◽  
School Based Management

The implementation of school-based management in Indonesia itself is contained in the Act National Education System Number 20 of 2003 which reads "management of education units early childhood, basic education and secondary education are implemented based on standards minimal service with the principle of school-based management. education Department National Republic of Indonesia calls SBM with School-Based Quality Improvement Management which is defined as "a management model that gives school more autonomy and encourage participatory decision making that directly involves school members to improve the quality of schools based on national education policies.

scholarly journals STRATEGI PENERAPAN MANAJEMEN BERBASIS SEKOLAH (Studi Kasus di MI Nurul Islam Ngaliyan Semarang)

2016 ◽  
Vol 3 (1) ◽  
pp. 99
Author(s):  
Munif Kholifah Sulistiyoningrum
Keyword(s):  
Implementation Strategy ◽  
School Organization ◽  
Qualitative Approach ◽  
Educational Institutions ◽  
New Paradigm ◽  
National Education ◽  
School Based ◽  
National Education System ◽  
School Based Management ◽  
Implementation Stage

<p><strong>Abstract</strong></p><p>School based management determines e? ectiveness, e? ciency and productivity of school organization. It constitutes a new paradigm on educational system that gives wide autonomy to manage human and ? nance resources depending on priority. Its implementation is based on UU No.20 in 2003 regarding national education system article 51. MI Nurul Islam is one of the basic educational institutions that have successfully implemented school-based management. Th is is proved by academic and non-academic outcomes, supported by competitive quality, especially on religious discipline; good implementation stage of school based management (MBS); decentralization of educational implementation and successful character of headmaster of MI Nurul Islam. By using descriptive-qualitative approach, this study tries to explore the implementation strategy of school based management (MBS) in MI Nurul Islam Ngaliyan Semarang.</p><p>Keywords: <em>School Based Management, Implementation Strategy, MI Nurul Islam, autonomy, decentralization.</em></p>

MANAJEMEN BERBASIS SEKOLAH: STRATEGI ALTERNATIF DALAM PERSAINGAN MUTU

2018 ◽  
Vol 4 (01) ◽  
pp. 57
Author(s):  
Busthomi Ibrohim
Keyword(s):  
Quality Assurance ◽  
San Francisco ◽  
School Effectiveness ◽  
Or Education ◽  
Self Assessment ◽  
School Committee ◽  
School Based ◽  
Annual Reporting ◽  
School Based Management ◽  
Decentralization Of Education

Abstract. Politically, School Based Management (SBM) becomes the mouthpiece of all issues in the field of education that will be portrayed in schools, because the school is the last network of educational bureaucracy. SBM is also a form of operationalization of the decentralization or education autonomy policy in relation to regional autonomy. Theoretically, SBM is also a concept that offers autonomy to schools in order to improve quality, efficiency and equity of education in order to accommodate the interests of local communities as well as establishing close cooperation between schools, communities and governments. Operationally SBM is an idea that places the authority of school management in a system entity. Based on the above view, this article outlines the basic framework of SBM as a strategy for improving the quality of education. With SBM, principals, teachers and learners get the opportunity to innovate and improvise in schools related to curriculum, learning, managerial and others. So the principal serves as an educator, manager, administrator, supervisor, leader, innovator, motivator, figure, and mediator. SBM also calls for the creation of new institutional arrangements and institutions, including: the establishment of school boards, development of school strategy planning, develop of annual school planning, internal monitoring and self-assessment, annual reporting, school opinion surveys of school stakeholders. Keywords. School Based Management, Decentralization of Education, Quality Assurance, Autonomy of Education, School Committee Abstrak. Secara politis, Manajemen Berbasis Sekolah (MBS) merupakan muara dari semua kebijakan dibidang pendidikan akan tergambarkan di sekolah, sebab sekolah merupakan jaringan terakhir dari rangkaian birokrasi pendidikan. MBS juga sebagai bentuk operasionalisasi dari kebijakan desentralisasi atau otonomi pendidikan dalam hubungannya dengan otonomi daerah. Secara teoretis, MBS merupakan suatu konsep yang menawarkan suatu otonomi kepada sekolah dalam rangka meningkatkan mutu, efisiensi dan pemerataan pendidikan agar dapat mengakomodir kepentingan masyarakat setempat serta menjalin kerja sama yang erat antar sekolah, masyarakat dan pemerintah. Secara operasional MBS merupakan gagasan yang menempatkan kewenangan pengelolaan sekolah dalam suatu keutuhan entitas sistem. Berdasarkan pandangan di atas, artikel ini menguraikan kerangka dasar MBS sebagai strategi dalam peningkatan mutu pendidikan. Dengan MBS, kepala sekolah, guru dan peserta didik mendapatkan peluang untuk melakukan inovasi dan improvisasi di sekolah berkaitan dengan masalah kurikulum, pembelajaran, manajerial dan lain-lain. Maka kepala sekolah berfungsi sebagai educator, manajer, administrator, supervisor, leader, inovator, motivator, figure, dan mediator. MBS juga menuntut penciptaan tatanan dan budaya kelembagaan baru, yang mencakup: pembentukan dewan sekolah, pengembangan perencanaan strategi sekolah, pengembangan perencanaan tahunan sekolah, melakukan internal monitoring, self-assesment, menyusun laporan tahunan, melakukan survei pendapat sekolah terhadap stakeholder sekolah. Kata Kunci.     School Based Management, Desentralisasi Pendidikan, Jaminan Mutu, Otonomi Pendidikan, Komite Sekolah   Daftar Pustaka Fiske, Edward. 1999. Decentrilization of Education atau Desentralisasi Pengajaran (Terjemah). Jakarta: Grasindo. Bappenas. 1999. School Based Management. Jakarta: Bappenas bekerja sama dengan Bank Dunia. Binde, Brome. 2001. Keys to the 21st Century. Paris: UNESCO Publishing. Bryson, Jhon M.. 1995. Strategic Planning For Public and Nonprofit Organiztions. San Francisco: Jossey-Bass Publishers. Delors, Jacques. 1996. Learning: The Treasure Within. Australia: UNESCO. Engkoswara. 2002. Lembaga Pendidikan sebagai Pusat Pembudayaan. Bandung: Yayasan Amal Keluarga. Finn, C.E dan Prash J.C dalam Dimmock Clive. 1993. School Based Management and School Effectiveness. London: Routledge. Formasi, Jurnal Kajian Manajemen Pendidikan, No. 2, Tahun II Maret 2000. ---------, No. 8 tahun IV November 2003. Gorton, Richart, A. 1976. School Administration Challenge and Opportunity For Leadership. Lowa: Brown Company Publishers. Malen, Ogawa, Kranz dalam Abu-Duhon Ibtisam, School Based Management. Paris: UNESCO, 1990. Mulyasa, E. 2003. Manajemen Berbasis Sekolah: Konsep, Strategi dan Implementasi. Bandung: Rosdakarya. --------. 2003. Menjadi Kepala Sekolah Professional Dalam Konteks Menyukseskan MBS dan KBK. Bandung: Rosdakarya. Naisbitt, John. 1994. Global Paradox, terjemah Budijanto. Jakarta: Binarupa Aksara. Paul I, Dressel. 1980. The Autonomy of Public Colleges. San Francisco: Jossey-Bass Inc. Peraturan Pemerintah No.25 Tahun 2000 tentang Kewenangan Pemerintah dan Kewenangan Provinsi sebagai Daerah Otonom. Satori, Djam’an. 1999. Pengembangan Sistem “Quality Assurance” Pada Sekolah, Naskah Akademik Untuk Pusat Pengujian. Jakarta: Balitbang Depdiknas. Slamet et.al. 2001. Manajemen Peningkatan Mutu Berbasis Sekolah (buku 1, 2 dan 3) Konsep dan Pelaksananya. Jakarta : Depdinas Dirjen Dikdasmen. Suyatno. 2001. Penerpan Manajemen Berbasis Sekolah. Makalah disajikan pada Colloqium Pendidikan Universitas Muhammadiyah Prof. Hamka Jakarta 15 Mei 2001 di Jakarta. Thomas L. Wheeler dan J. David Hunger. tt. Strategic Management and Business Pilicy. New Jersey: Upper Saddle iver. Tilaar, H.A.R. 2000. Paradigma Baru Pendidikan Nasional. Jakarta: Rineka Cipta. Wahjosumidjo. 2000. Dasar-Dasar Kepemimpinan dan Komitmen Kepemimpinan Abad XXI. Jakarta: LAN-RI.

scholarly journals The Madrasa in Indonesia (Authority, Knowledge and Discourse Surrounding its Development)

2020 ◽  
Vol 15 (2) ◽  
pp. 231
Author(s):  
Syamsul Kurniawan ◽  
Muhammad Miftah
Keyword(s):  
Public Schools ◽  
Educational Institution ◽  
Poor Quality ◽  
West Kalimantan ◽  
National Education ◽  
The Public ◽  
Sociological Approach ◽  
The Poor ◽  
National Education System

<p class="06IsiAbstrak"> </p><p class="06IsiAbstrak">The focus of this paper is the madrasa in Indonesia and its development which is examined from the perspective of Michel Foucault regarding their authority, knowledge and discourse.<strong> </strong>The madrasa’s performance, which is still relatively low and unable to compete with public schools or pesantrens (Islamic Boarding Schools), will be examined from this perspective. This paper departs from the study of literature with a historical-sociological approach. The sources of the data come from the literature related to the history and development of madrasas. From Foucoult's perspective, the performance of the madrasa--which in its development shows a decline trend and is of relatively low quality and less competitive compared with general schools or pesantrens-- is closely related to power, knowledge and discourse factors. My argument is supported by the evidence that there is no an established “blueprint” for the supervision and development of madrasas in Indonesia, in contrast to schools or pesantrens. Likewise, the problem of interplay of madrasa policies in the integration of the national education system has put the madrasa in the midst of domination of schools and pesantrens, especially in the midst of society since the appreciation and level of community participation in the madrasa are not very encouraging. In addition, there is an opinion among the public which perceives the madrasa as the second educational institution after schools or pesantrens. This opinion is, of course, supported by empirical data, such as research from Nur Hamzah (2017) and Sukino (2017) which examined the madrasas in West Kalimantan Province, and revealed the poor quality of some madrasas in this area, which in my opinion is the "top of the iceberg" of the madrasa, especially in the outermost, interior and underdeveloped areas of Indonesia.</p>

scholarly journals POSTURE ANALYSIS APBD AND EDUCATION APBD IN KOTA KUPANG

2020 ◽  
Vol 12 (2) ◽  
pp. 182-192
Author(s):  
Fellyanus Habaora
Keyword(s):  
Data Collection ◽  
Public Welfare ◽  
Posture Analysis ◽  
National Education ◽  
The Public ◽  
National Education System ◽  
Ex Post ◽  
The World ◽  
Ex Post Facto ◽  
Direct Expenditure

This research uses an ex post facto design because researchers only took data from the Education Budget from in 2013-2019 which was subsequently concluded to be a conclusion. This research uses data collection with documentation techniques. Information can be obtained through facts stored in the form of documents. This research was conducted for 6 months, namely January-June 2019. Posture of APBD in Kota Kupang shows two different paradigms, namely the period 2013-2016 shows the proportion for indirect expenditure (apparatus expenditure) is higher than direct expenditure (expenditure for the public), while the 2017-2019 period shows that direct expenditure on society is greater than indirect expenditure for apparatus. Then the posture APBD of Education for the period 2013-2017 shows that alignments government to expenditure public are still very weak because indirect expenditure is greater than direct expenditure, but the period 2013-2017 showed a significant increase in direct expenditure compared to indirect expenditure. Likewise, the commitment of Kota Kupang Government to the implementation of the National Education System Law shows that the support Kota Kupang Government in the 2013-2017 period against the provisions Law tends to weaken because of the proportion of the education budget from the total APBD in decreased significantly from 42.36% to 25.75%. While the 2017-2019 period shows the existence of the government's partiality towards the world of education where Kota Kupang Government in addition to increasing the direct expenditure budget that oriented to reduce the burden on the households of its population also increases the education budget posture from 25.75% to 29.56%. In general, factors of leadership and commitment to development of public welfare have more influence on the preparation of budget postures in APBD Kota Kupang.

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