CONFRONTING E-GOVERNMENT ADOPTION IN INDONESIAN LOCAL GOVERNMENT J NDONESIAN

Available at Indonesia, on the other hand, are slowing the adoption of e-government, which has progressed to the second stage of implementation, which is the introduction or integration of cross-sectoral systems. This article claims that local governments face challenges in this second stage as a result of departmental egos that make it difficult to unite around shared objectives. The whole government approach is suggested in this paper as a concrete policy strategy for eradicating sectoral egos within local government departments. It places a premium on collaboration in order to accomplish the government's vision and objectives.


INTRODUCTION
INDONESIA IS ADAMANT about developing a transparent, accountable, and participatory governance system. Indonesia is attempting to use information technology to build a nation and improve its effectiveness and performance. Presidential Regulation No. 3 of 2003, which defined a National Policy and Strategy for the Development of E-Government, reflected this initiative. This Presidential Regulation is the government's response to the community's demand for more effective, productive, quick, affordable, and timely government services. Additionally, the introduction of e-government in Indonesia establishes a direct line of communication between the public and the government.
According to Yunita and Aprianto's study, e-government adoption is generally very slow in Indonesia. The slow pace of adoption of e-government by local governments at all levels, from planning to maturation, consolidation, and use, reflects these findings 1 . In this case, Loura's research confirms that e-government in Indonesia is still in the interaction stage and has not yet progressed to the transaction, let alone transformation, stage 2 .
Djunaedi explained that the growth rate of e-government is influenced by several elements such as (i) data system infrastructure,  According to the report, the aforementioned conditions indicate that Indonesia is falling behind the rest of the world in terms of e-government growth. This study recommends that additional research be performed to determine the factors underlying Indonesia's sluggish adoption of e-government 5 .
The aim of this article is to discuss the challenges that Indonesian local governments face when implementing egovernment. The first segment begins with an introduction outlining the current state of e-government in general and Indonesia's specific challenges. Following that, there will be a discussion of the concept of e-Government and its development, followed by a discussion of the e-government architecture. The following section discusses the roadmap for Indonesia's e-government architecture, accompanied by a review of the challenges associated with incorporating egovernment in the practice of local governments in Indonesia, and concludes with recommendations.
The Authors gathered primary and secondary data for this investigation. The primary data collecting approach was an interview with Semarang City's head of information and technology, while 5 Yunita and Aprianto, supra note 1.
Available online at http://journal.unnes.ac.id/sju/index.php/jils secondary data collecting methods included regulation, document, and journal articles.
SHORT-TAIL E-GOVERNMENT NUMEROUS E-GOVERNMENT ideas have been suggested by experts. They all refer to the same thing, however: a government structure that provides services to the public and business worlds through the use of information technology, with the aim of increasing efficiency, efficacy, transparency, and interaction speed, as well as significantly reducing service costs 6 . Thus, this definition encompasses three major components: the use of information and communication technology (ICT) to enhance government efficiency, efficacy, transparency, and accountability, and, most importantly, government services to the public and private sectors 7 . According to Fang, there is a significant distinction between e-Government and e-Governance. The initial e-government concept seemed more static than others, with the government concentrating exclusively on uploading services to the website. Nonetheless, the second concept's meaning is more inclusive. E-governance requires more than just providing access to government websites and e-mail systems. It is not limited to discussing the delivery of government services through the internet. It is not restricted to having access to government-issued digital documents. The fundamental shift in the relationship between government and community, as well as between communities, is The word "e-government" was coined for the first time by former US Vice President Al Gore. He wished that someday there would be a way to connect individuals to various government agencies and public services. According to Al Gore, this can be accomplished by the use of information technology by reducing the amount of time 9 , the level of service, and the speed at which it is provided to the public 10 . Al Gore's definition was then captured by information technology experts in the concept of e-government, which is a government activity carried out through electronic communication for the purpose of providing digital services to the public, community, and business world 11 . By and large, egovernment aims to provide people with government services that are reliable, timely, accurate, and cost-effective 12 . According to Zhiyuang, this will improve the city's government services' results 13 .
Thus, Middleton asserts, the use of cutting-edge information technology is crucial to e-success governments or failure 14 .
Tamara continued by emphasizing that e-government is a continuous and gradual process. Each government will approach egovernment differently, beginning with electronic mail (e-mail) and  389-394 (2003). 10  Available online at http://journal.unnes.ac.id/sju/index.php/jils a. Phase I: Information dissemination for the benefit of individuals and companies (via the web/internet) often enables two-way communication.
b. Phase II: An intranet program allows data to be collected (online), processed, and disseminated in a more efficient manner (to increase efficiency); although certain service delivery processes remain offline, the public may monitor performance online.  1. the application framework community whose primary objective is to offer direct services to its customers (front office applications).
2. the application framework community whose primary objective is to administer government and perform official and administrative functions (back-office applications). 25 Id.
Available online at http://journal.unnes.ac.id/sju/index.php/jils 3. for a primary and broad category of application systems, a more specific application system is needed. The bulk of essential application services are classified as back-office.
Each of these structures is further classified into three subgroups according to the user orientation it represents: 1. the category of e-Government application frameworks whose functionality focus is oriented towards the needs and The acute challenge facing Semarang City's Regional Government in advancing e-Government is sectoral ego, which some experts say is a "latent" disease in Regional Government 27 . The sectoral ego is marked by a strong sense of autonomy in the execution of development programs and a reluctance to collaborate with other departments 28 . This sectoral ego is impeding development by refusing to conform or be collectively supervised 29 . It will foster an unhealthy competitive spirit amongst sectors inside a government bureaucratic system rife with sectoral egos. In comparison to other industries, one sector seems insignificant. As a result, the government has incurred considerable waste in financing the Regional Government's information technology system, which, while achieving 65 percent utilization through SPBE, is not integrated 30 .
Additionally, as a result of this situation, major disconnects in vision and mission existed between agencies. As a result, Hadinagoro "A policy that unifies the actions of a government's departments and agencies in pursuit of a shared goal.
Another term for it is the interagency method. The phrases "unity of effort" and "unity of goal" are often used interchangeably to refer to collaboration between all participants, both government and non-government." All organizations embrace the following values in this strategy: collaboration, togetherness, unity, common goals, and the participation of all participants at all levels of government.
Technically, the key to successful e-Government implementation is a single policy for everyone based on these principles.  Along with the few provinces that had their respective scores, the provinces that were not reported "expressed reluctance" to announce their SPBE achievement ratings. It is a cause for concern that some regions of the province are opposed to releasing the SPBE evaluation results. Transparency is the primary condition for electronic governance. On the other hand, this fact raises questions about the central government's stance, which is unable to "coerce" regions into transparently publishing their SPBE data. According to Arief Budiman, e-government implementation in local government is  Table   2. 34 The imbalance between decision-makers and E-Government is being addressed at the monthly meeting in order to level the playing 33 Valentina (Dardha) Ndou, E-Government for Developing Countries: Opportunities and Challenges, 18 EJISDC 1-24 (2004). 34 Almarabeh and AbuAli, supra note 6.
Available online at http://journal.unnes.ac.id/sju/index.php/jils field. Additionally, this strategic plan includes remuneration or special benefits. 35 The problem with SPBE's implementation in Indonesia is a matter of regulatory impediments. According to Arief Budiman, Semarang City believes it retains control in developing SPBE. The primary impediment is the conflict between sectoral egos and policy discontinuity.

Human Resources
Human resources must be structured and managed with Egovernment goals in mind. A well-trained and motivated workforce is critical to E-government success.
• Articulate a timeline for implementation in a stepby-step manner so the reforms will not seem overwhelming to the bureaucracy. • Hold regular meetings between E-government policy leaders and the affected workforce, so 35 Lin, Fofanah, and Liang, supra note 12. 36 Almarabeh and AbuAli, supra note 6. According to the report by the Ministry of State Apparatus Empowerment and Administrative Reform, it also highlights the issue of SPBE resource disparities between regions in Indonesia during the 2019 period. The word "capital gap" applies to all aspects of implementing e-Government, including human resources, the internet, regulation, and finance. These four factors work in concert to advance e-Government. The aim of these four tools' estuary is to provide the city with satisfactory services. Four factors will affect public satisfaction with e-Government services: quality (time and cost), anonymity, responsiveness, and website services 37 . 37 Saha, Nath, and Salehi-Sangari, supra note 20. This situation becomes a distinct credit for the government in order to re-establish public confidence in government services that were previously regarded negatively due to slow response times, lengthy processes, and high costs.
Available online at http://journal.unnes.ac.id/sju/index.php/jils A regulatory framework that explicitly supports the requirements of e-Government technology is required-efforts to reform the current bureaucratic order around a single vision, namely one of shared development. Additionally, it is critical to continually enhance human resource capacity through relevant training items in order to support e-government. Meanwhile, comprehensive and ongoing socialization is needed to increase government-population interaction.