MATURITY MODEL TO MEASURE THE GOVERNMENT INSTITUTIONS OF INDONESIA (THE ENVIRONMENT BUREAUCRACY OF EDUCATION) IN THE IMPLEMENTATION OF E-GOVERNMENT

Implementation of e-Government are expected to be solution in the care system, but in the process will be a challenge that has a risk of failure. In this study will result in a maturity model that becomes the size of maturity/readiness of a government institution when it will make the process of e-Government implementation. With the results of this dissertation study is expected to have the readiness of government institutions and the risk of failure of the implementation process will be smaller.


INTRODUCTION
Government is a sector policy makers, administrative and public services such as (Presidential Decree No. 24 of 2010). The success of government services supported by many factors, one of the supporting factors is to implement e-Government (Presidential Instruction No. 3 of 2003). The Implementation of e-Government are expected to be solution as the service system, but the process will be a challenge that has a risk of failure. This paper will result in a maturity model that becomes the size of maturity or readiness of a government institution when the implementation of e-Government. It's also expected to minimize the risk of failure the implementation of e-Government.

Maturity Model
This paper discussed a maturity model for measuring the maturity and readiness of government agencies (the bureaucracy of education) in Indonesia. This study will used references on maturity models: Capability Maturity Model Integration (CMMI) and Maturity of Indonesian Software Industry or commonly known by its Indonesian CMM. The five maturity levels of the capability maturity model (GCMM, 2001).

Capability Maturity Model Process Areas
An incremental measurement scale based on a score ranging from 1 to 5; this scale is associated with the following generic qualitative model (Valdés et al., 2011): Level 1: Initial Capability. The key domain area is addressed reactively and individually on a case by case basis; and there is evidence that it has been recognized and needs to be addressed Level 2: Developing Capability. A regular intuitive pattern is followed in addressing the key domain area. Different people follow similar procedures to address the same tasks; however, there is neither formal training nor dissemination of procedures

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Level 3: Defined Capability. Procedures related to the key domain area have been defined, documented and communicated; they are not sophisticated, but rather correspond to the formalization of existing practices. There is formal training to support initiatives related to the key area Level 4: Managed Capability. It is possible to monitor and measure procedure fulfillment and compliance and to take action when the key domain area appears to work ineffectively and established standards and rules-related to the key area are applied throughout the organization Level 5: Integrated Capability (Optimizing). Procedures related to the key domain area have reached the level of best practices and continuous improvements are applied. The key area is optimized through the use of ICT and it works in an integrated manner with other related areas The evolving structure of the maturity levels suggests a roadmap for improvements, to be followed in moving up from lower levels of maturity up to level 5 (Optimizing) ( Fig. 1-2). For illustrates the key domain areas and their minimum capability level required in each organizational maturity level Table 1.

Critical Success Factors
The implementation of e-Government will use some of the theories discussed on "The Study of Critical Success Factors for Implementation of e-Government" which will be the study of success factors on the implementation of e-Government (Darmawan, 2014).
Maturity model have CSF dimension Table 2. Maturity model has three dimensions: Maturity stage dimension, CSF dimension and assessment dimension (Niazi et al., 2003).
CSFs (Critical Success Factors) define the limited number of areas in which satisfactory results will ensure successful competitive performance for the individual, department or organization (Darmawan, 2014).

IT Leadership
The implementation of e-Government is strongly influenced by the IT Leadership (Fig 3-4). In many information technology companies give a lot of support and to transform its business growth. Likewise in governance and the role of IT Leadership is essential to make changes in management.  Good planning 3 Using portal/Application 4 Training 5 Good system usability 6 System campaign 7 Prototype 8 Good team skills and expertise 9 Strong leadership 10 Good coordination between all project participants 11 Best practice consideration 12 Enough funding 13 Make bettet business process 14 Supportive government policy 15 Political support and strategy 16 Good outsourcing strategy 17 Supportive ICT infrastructure/service availability 18 User/citizen computer/internet literacy 19 Good and clear organizational structure 20 International support 21 System security 22 Legal framework 23 Monitoring and evaluation 24 Good partnership with other institution 25 Good change management 26 Supportive cultural environment 27 Good system modeling 28 Deal with bureaucratic processes 29 Citizen relationship management 30 Top management support 31 Support interoperability 32 Good project management 33 Good Information quality 34 Good system quality

Organization Culture
The implementation of e-Government is also greatly influenced by organizational culture, especially the culture of work. In Many information technology companies give a lot of support, and transform their business for growth. Likewise in government, IT Leadership role is essential for change management (Deborah, 2009)

PROBLEM INDENTIFICATION AND STATEMENT
This paper presents the author's issues regarding the implementation of e-Government, especially studies related to the size of the model that will provide the measurement of maturity (maturity models). How this will Maturity Model can be a measure of the maturity of government institution (the bureaucracy of education) in Indonesia to the implementation of e-Government. In the implementation of e-Government does IT Leadership and Organizational Culture has a role and influence in the process?

THEORETICAL FRAMEWORK
The implementation of e-Government in Indonesia is solution to improve government services to the general public with a performance-based electronics for effectiveness and efficiency. From the literature review made a research frame as follows.

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This paper presents two approaches they are Critical Success Factor and Maturity Models that can be used for the implementation of e-Government in Indonesia.

HYPOTHESES AND PROPOSED RESEARCH MODEL
From the theoritical frame of thought which there are several hypotheses: H-1: CSF impacts on Maturity Model H-2: Maturity Model impacts on Implementation e-Government H-3: There is relationship between IT Leadership and Implementation e-Government H-4: There is relationship between Organization Culture and Implementation e-Government

RESEARCH METHODS
This paper will conduct a survey process to all the factors supporting success factors (critical success factors) in implementation of e-Government. Having determined that these factors can be adapted to existing conditions in Indonesia, especially needed in the governance environment. The research will see for a maturity model to measure the maturity or readiness of the implementation of e-Government. The author's will explain that there's a relationship between the Critical Success Factors (CSFs) with a maturity model to be created.
The first test for descriptive hypotheses, the formulation of the hypothesis is: • IT Leadership affects the maturity value of a government institution for implementation of e-Government • Organizational Culture Work, especially the culture of work also affects the value of the maturity of a government institution for implementation of e-Government

ACKNOWLEDGEMENT
I am using this opportunity to express my gratitude to everyone who supported me throughout of this paper. I am thankful for their aspiring guidance, invaluably constructive criticism and friendly advice. I am sincerely grateful to them for sharing and illuminating views on a number of issues related to this paper. I express my warm thanks to Mr. Kastum for his support and guidance at The Ministry of Education and Culture. I would also like to thank my project external guide to all staff in research and community service at BINUS University.