Majority studies on electoral dynamics in Indonesia are reinforce patronage as a pattern of relationships between candidates, winning team, and voters. One of winning team element which have little attention from scholars is bureaucrat. Although, normatively, bureaucrats are required to neutral in all type of general election, but in fact bureaucrats is very involved deeply in general elections. Based on empirical research in Sintang District and Ketapang District, West Kalimantan, Indonesia, we found that bureaucrats have a significant role as a winning team in pilkada (direct election for local leader). Patronage is a keyword to explain political relation between bureaucrats and candidate in pilkada. This situation was triggered by the fact that there are many candidates who have social background as civil servant and, consequently, have direct access to bureaucracy. Bureaucrats have high motivation to participate in pilkada as a broker due to protecting their vested interest. In our cases, the vested interest of bureaucrat is career stability which is promising additional personal revenue and social status. Consequently, staffing (circulation of position) within bureaucracy does not followed by auction mechanism (merit system), but following nepotism mechanism (spoil system). The winner of pilkada is socially pressured to accommodate all bureaucrats who has become their winning team. Finally, we discuss our finding and propose future agenda research to understanding this phenomenon.

AbstrakPenguatan Sinergitas stakeholders Pasar Tradisional melalui Pendampingan KKN-PPM dilatar-belakangi oleh beberapa persoalan mendasar yang saling terkait yaitu pengelola pasar kurang menjalankan tugas pokok dan fungsinya, pegagang pasar belum tertib, pasar dan lingkungannya terlihat kumuh, sebagian pedagang meminjam uang kepada pemilik modal dengan bunga yang tinggi dan minat konsumen berbelanja tergolong masih minim. Oleh karena itu, program ini mempunyai tujuan untuk penguatan manajemen pengelola pasar dan membangun kerjasama yang sinergis antar stakeholders yang menguntungkan. Untuk mewujudkan tujuan, implemetasi kegiatan difokuskan pada pemberdayaan manajamen pengelola pasar dan penguatan kerjasama yang sinergis antar stakeholders. Pemberdayaan manajamen dilakukan melalui diskusi pengurus serta evaluasi tugas pokok dan fungsi serta didampingi serta penetapan bendahara, sedangkan penguatan kerjasama yang sinergis antar stakeholders dilakukan melalui penertiban dan gerakan kebersihan kios dan lapak, dengan dukungan petugas kebersihan, ajakan kepada warga desa rasau Jaya I, II, III dan Rasau Jaya Umum untuk hadir berbelanja dan peringatan hari konsumen melalui berbaga acara lomba dan hiburan yang dapat menarik perhatian publik serta pembentukan koperasi pasar. Hasilnya, pengelola pasar dapat lebih berfungsi, konsumen pasar makin ramai dan pedagang makin meningkat keuntungnnya serta pasar dan lingkungannya terlihat lebih bersih.Kata Kunci : Penguatan, sinergitas, pengelola pasar, pedagang dan masyarakatAbstractThere are several reasons why the traditional market should be strengthening through KKN-PPM, that is: market management does not function correctly, the trader is not orderly and still borrow money from the loan shark, the market environment looks likes shabby, and the consumer is less interested in going to traditional market. The purpose of KKN-PPM is to establish cooperation between various traditional market stakeholders such as local government as market owner, market management, trader, distributor, and consumer. To achieve these goals, KKN-PPM executes several programs such as program evaluation based on participative mechanism, build the social movement to protect and cleaning the market environment, and launching various event in Consumer Day. The result is that the market management can function correctly, consumer willing to go to traditional market, the trader can get more profit, and market environment is clean and beautiful.Keywords: Strengthening, synergy, market management, traders and community

Perilaku Tim dan Badan Anggaran Dalam Formulasi Kebijakan Umum Anggaran KotaPontianak, dari waktu ke waktu dilatar belakangi oleh fenomena adanya keterlambatan yang terus menerusterjadi. Untuk itu, peneliti bertanya: “Mengapa formulasi Kebijakan Umum Anggaran yang dilakukan timanggaran dan badan anggaran mengalami keterlambatan ?”. Pertanyaan ini akan dijelaskan melalui teoriperilaku birokrasi. Hasil penelitian menunjukkan bahwa Keterlambatan formulasi Kebijakan UmumAnggaran (KUA) terjadi karena perilaku tim dan badan anggaran kurang bertanggung jawab. Tanggungjawab yang kurang terlihat dari penyerahan draf KUA dan pengesahan dokumen KUA yang terlambat,kehadiran tim perumus yang kurang dalam proses pembahasan formulasi KUA dan tidak dipatuhinyajadual pembahasan formulasi KUA. Di sisi lain, keterlambatan yang terjadi karena ada unsur kesengajaandan dimotivasi untuk mendapatkan keuntungan materi dan non materi.