https://bcsdjournals.com/index.php/jareas/issue/feed 2025-11-12T09:55:10+07:00 Dr. Mosab Tabash editor@bcsdjournals.com Open Journal Systems <p><strong>Journal of Advanced Research in Economics and Administrative Sciences</strong> <strong>(JAREAS)</strong> <strong>ISSN 2708-9320(print) and 2709-0965(online)</strong> is an international open access and peer-reviewed journal that publishes high quality research in economics and administrative sciences. The journal maintains a high scientific standard, scrutinizing submitted articles through multiple peer-review revisions. After a preliminary assessment by the Editorial Board, all submitted papers will undergo a double-blinded refereeing process. The Review aims at providing all authors with a decision within two weeks since submission. The Editorial Board consists of scholars and practitioners in a broad spectrum of sub-fields of the economic and administrative sciences.</p> <p>Articles in <strong>JAREAS</strong> are published quarterly and the journal maintains a high scientific standard, scrutinizing submitted articles through multiple peer-review revisions. After a preliminary assessment by the Editorial Board, all submitted papers will undergo a double-blinded refereeing process. The Review aims at providing all authors with a decision within two weeks since submission. The Editorial Board consists of scholars and practitioners in a broad spectrum of sub-fields of the economic and administrative sciences.</p> <ul> <li><strong>P-ISSN</strong>: <strong>2708-9320</strong></li> <li><strong>E-ISSN</strong>: <strong>2709-0965</strong></li> <li><strong>DOI:</strong> Yes (10.47631)</li> <li><strong>Frequency: </strong>Quarterly</li> <li><strong>Publication Dates:</strong> | February, May, August, November|</li> <li><strong>Acceptance Rate</strong>: 54% (2020-2021)</li> <li><strong>Rejection Rate:</strong> 46% (2020-2021)</li> <li><strong>Format</strong>:<strong> </strong>Online &amp; Print</li> <li><strong>Scope: </strong>Economics, Commerce, Business Management</li> <li><strong>Open Access: </strong>Yes</li> <li><strong>Indexed: </strong>Yes</li> <li><strong>Policy: </strong>Peer-Reviewed/Refereed</li> <li><strong>Review</strong> <strong>Time: </strong>Four Weeks Approximately</li> <li><strong>E-mail: </strong><a href="mailto:editor@bcsdjournals.com">editor@bcsdjournals.com</a></li> </ul> https://bcsdjournals.com/index.php/jareas/article/view/1001 2025-11-12T09:55:10+07:00 Jitro Paputungan jitropaputungan@yahoo.com Udin Hamim udinhamim@yahoo.com Rustam Tohopi rustamtahopi11@gmail.com

<p><em>The purpose of this research is to find out and describe: 1) The Gorontalo City Government Policy in the Sub-district Head Appointment Model in the Gorontalo City Regional Government Environment. 2) Factors that determine the success of the sub-district head appointment model in Gorontalo City. The approach used in this research is qualitative with descriptive qualitative methods. By involving informants who are in accordance with the capacity related to the focus and sub-focus of the research. The informants consist of authorized officials such as personnel development officials, regional secretaries, heads of regional personnel agencies, and sub-district heads. Data collection techniques in the form of observation, interviews, and documentation, then analyzed using the concept of Miles and Huberman which consists of data collection, data reduction, data presentation, and drawing conclusions or checks. As a conclusion in this research is, 1. The Sub-district Head Appointment Model in Gorontalo City, has not fully complied with the provisions of Article 224 of Law Number 23 of 2014 concerning Regional Government, which is based on a). Educational Background, namely not all sub-district heads appointed to office are those who master the technical aspects of government as evidenced by a bachelor's degree/diploma in government science or a civil service certificate. b). The selection method, carried out in a closed manner in accordance with regulatory provisions, but it is best to do it with an open method because the sub-district head position is a public position that is in direct contact with the community. c). The availability of resources exceeds the number of seats or sub-district head positions available, but the appointed apparatus does not fully match the qualifications. The bureaucratic structure is through the Mayor's policy to transfer to the Personnel Agency or the performance assessment team (TPK). Furthermore, the TPK conducts a selection of ASN who meet the requirements to be recommended to the Mayor for appointment as sub-district heads.</em></p>

2025-11-12T00:00:00+07:00 Copyright (c) 2025 Jitro Paputungan, Udin Hamim, Rustam Tohopi https://bcsdjournals.com/index.php/jareas/article/view/998 2025-11-03T11:12:42+07:00 Sakbir Sakbir sakbir@yahoo.com Arifin Tahir arifintahir@yahoo.com Sukarman Kamuli sukarmankamuli69@yahoo.com Yanti Aneta asiam131@unm.ac.id

<p>Indonesia’s rapid development, particularly in democratic governance, has highlighted the importance of regional autonomy. The establishment of regional autonomy aims to empower local governments to manage their own affairs, including infrastructure development. The role of the Regional People’s Representative Council (DPRD), especially in overseeing infrastructure projects, is crucial to ensure the effective use of allocated funds. This research adopts a qualitative approach, with data collected through interviews, observations, and documentation. The study focuses on the oversight function of the DPRD Gorontalo City, specifically Commission C, in managing infrastructure development funded by the National Economic Recovery (PEN) program. The findings reveal that the DPRD Commission C’s oversight function is not fully optimized. Despite regular hearings and field visits, the lack of concrete corrective actions has resulted in delayed and substandard projects. The community's pressure has been more effective than the DPRD’s oversight in ensuring project completion. Evaluations and corrective actions are often procedural, with limited follow-up, and the political influence affects the DPRD's ability to push for significant changes. The DPRD Commission C’s oversight in infrastructure development has not been fully effective, especially in ensuring projects meet targets. It is recommended that the DPRD conduct more rigorous field inspections, involve independent experts, and enforce stricter penalties for non-compliance to improve the quality of oversight and project outcomes.</p>

2025-11-04T00:00:00+07:00 Copyright (c) 2025 Sakbir Sakbir, Arifin Tahir, Sukarman Kamuli