The issue of decentralization has become significant in the handling of COVID-19, especially for countries with large island territories and heterogeneous communities such as Indonesia. This paper presents an analysis of the relationship between the center and the local in dealing with the COVID-19 pandemic in Indonesia by conducting literature studies through books, journals, mass media articles, and sources from the internet. Initially, relations between the center and the regions in tackling COVID-19 showed a strong centralization of authority by the central government. In the end, local governments get a proportional role but still make the government conductor in policy orchestration. Synergies between the central and local governments will be the key to success in dealing with COVID-19 in Indonesia. However, cooperation must build within the framework of the unitary state of the Republic of Indonesia.

Civil servants as a government apparatus are required to have ethics. However, the phenomenon of many civil servants being convicted of corruption and still receiving salaries, even filed a lawsuit, left a big question mark regarding their compliance with ethics. The method used in this paper is a literature study. The results showed that corruption is a violation of ethics and the reluctance to resign and even sue when dismissal is clearly contrary to ethical behavior. Legal norms as a manifestation of ethics in the form of written law and an embodiment of good governance are good enough, it's just that law enforcement must be done by superiors, Staff Development Officers are not done and they become part of those who also violate ethics because they do not want to uphold ethics in his environment. This also is not in line with the spirit of good governance that not only wants the rule of law but also must have law enforcement. In the future, as an effort to create ethical Civil Servants, law enforcement must be carried out absolutely.

Proses administrasi dapat dilihat melalui proses umum, sedangkan tindakan administratif dapat dilihat pada tingkat program tertentu. Chain of custody (CoC), dalam konteks hukum, mengacu pada dokumentasi kronologis atau jejak kertas yang mencatat urutan penahanan, kontrol, transfer, analisis, dan disposisi bukti fisik atau elektronik. Dalam proses layanan, CoC berfungsi untuk melacak dokumen layanan atau jejak dokumen sesuai dengan prosedur yang ditentukan. Dalam pelayanan publik, kegiatan administrasi dilakukan untuk mengendalikan upaya instansi pemerintah agar tujuannya tercapai. Makalah ini bertujuan untuk mengkaji penerapan CoC dalam penyelenggaraan pelayanan publik di Indonesia. Berdasarkan pendekatan kuasi-kualitatif yang dilakukan, diperoleh kesimpulan bahwa penerapan CoC dalam penyelenggaraan pelayanan publik dapat memberikan kerangka kerja yang berguna untuk memahami dan meningkatkan upaya pengurangan masalah administrasi dalam pelayanan publik.Administrative processes can be seen through a general process, while administrative action can be examined at a certain program level. Chain of custody (CoC), in the context of law, refers to chronological documentation or paper traces that record the sequence of detention, control, transfer, analysis, and disposition of physical or electronic evidence. In the service process, the CoC serves to track service documents or document traces according to the procedures specified. In public services, administrative activities are carried out to control the efforts of government agencies so that their objectives are achieved. This paper aims to examine the application of CoC to the administration of public services in Indonesia. Based on the quasi-qualitative approach taken, it was produced that the application of CoC to the administration of public services can provide a useful framework for understanding and improving efforts to reduce administrative problems in public services.

Direktorat Jenderal Bea dan Cukai (DJBC) memiliki fungsi pengawasan, termasuk pengawasan di wilayah perairan dan/sungai, atau disebut dengan pengawasan laut. Dalam rangka melaksanakan kegiatan pengawasan laut tersebut, DJBC melakukan patroli laut. Seluruh rangkaian kegiatan patroli laut yang terdiri dari tahapan persiapan, pelaksanaan, dan pengakhiran patroli laut diadministrasikan dan didokumentasikan. Seiring dengan perkembangan teknologi saat ini, pengadministrasian kegiatan patroli laut yang semula dilakukan secara manual, saat ini telah dimodernisasi dengan menggunakan Aplikasi Manajemen Patroli Laut. Penggunaan Aplikasi Manajemen Patroli Laut, atau yang disebut dengan Customs-Excise Information System and Automation (CEISA) ini telah diterapkan secara penuh kepada seluruh satuan kerja yang memiliki proses bisnis pengawasan laut mulai tanggal 30 Juni 2019 melalui KEP-107/BC/2019. Tujuan penelitian ini adalah untuk menganalisis implementasi Aplikasi Manajemen Patroli Laut dalam mendukung kegiatan patroli laut DJBC, serta menganalisis hambatan-hambatan yang terjadi sekaligus upaya mengatasi hambatan tersebut. Metode penelitian ini adalah penelitian kualitatif deskriptif. Peneliti menguraikan kinerja implementasi kebijakan berdasarkan 4 (empat) faktor yang mempengaruhi implementasi kebijakan menurut Edwards III. Hasil penelitian mengungkapkan bahwa faktor komunikasi, sumber daya, disposisi, dan struktur birokrasi saling berkaitan dan memberikan pengaruh pada implementasi Aplikasi Manajemen Patroli Laut. Berdasarkan hambatan yang dianalisis dengan fishbone, diketahui bahwa hambatan pada implementasi kebijakan ini paling banyak terkait dengan kekurangan pada indikator sumber daya berupa Aplikasi Manajemen Patroli Laut tersebut sendiri serta telah dilakukan upaya dalam rangka mengatasi hambatan tersebut. Directorate General of Customs (DJBC) has a supervisory function including supervision in water and/or river areas, also referred to as maritime surveillance. To carry out these maritime surveillance activities, DJBC conducts maritime patrols. The whole series of maritime patrol activities consists of the preparation, implementation, and termination stages of marine patrols. All stages are administered and documented. Along with current technological developments, the administration of maritime patrol activities, which was originally done manually, has now been modernized using the maritime patrols Management Application. With this application, all maritime patrol administration activities are ensured to be more effective and efficient. The use of the maritime patrols Management Application has been mandated for all work units that have maritime surveillance business processes starting on June 30th, 2019 through KEP-107/BC/2019. The purpose of the study was to analyze the implementation policy of using the maritime patrols Management Application in supporting DJBC maritime patrols activities, analyze the obstacles that occur, as well as efforts to overcome these obstacles. The research method used descriptive qualitative research. The researchers described the policy implementation performances based on 4 (four) variables that influence policy implementation according to Edwards III, communication, resources, disposition, and bureaucratic structure. Based on the obstacles analyzed by the fishbone diagram, it is known that the obstacles in implementing this policy are mostly related to the lack of facility resource variables, such as the maritime patrols Management Application itself. Efforts have been made to overcome these obstacles.

This study discusses about the performance of the Public Complaints Section, Secretariat General of the House of Representatives in managing the delivery process of public aspirations and complaints. To deepen the analysis, this research incorporates the concepts of organization, bureaucracy, and performance. This study applies a qualitative approach with descriptive type of writing. This study collects data through literature studies, interviews, and field observations. This study reveals that the Public Complaints Section has problems in terms of quantity and quality of human resource analysts. Public Complaints Section is neither effectively nor efficiently able to manage complaints and aspirations of the community. This makes the performance of Public Complaints Section underperformed. Finally, this study recommends that the General Secretariat of Parliament has to optimize the quantity and quality of human resources in the Public Complaints Section. Furthermore, members of the House of Representatives are expected to involve in empowering the section.