ABSTRAK
Dinas Pengelolaan Pasar Kota Surakarta merupakan salah satu instansi yang berwenang melakukan pemungutan retribusi pelayanan pasar. Besarnya potensi penerimaan retribusi pelayanan pasar di Kota Surakarta tidak terlepas banyaknya keberadaan pasar tradisional di Surakarta yakni 43 pasar. Namun realisasinya penerimaan retribusi pelayanan pasar yang dikelola Dinas Pengelolaan Pasar belum mencapai target. Dengan demikian Dinas Pengelolaan Pasar dituntut untuk bisa mempertanggungjawaban segala tugas dan fungsinya. Tujuan penelitian ini adalah untuk mengetahuibagaimana pertanggungjawaban Dinas Pengelolaan Pasar dalam pemungutan retribusi pelayanan pasar serta mengetahui hambatan yang dihadapi sehingga belum tercapainya target penerimaan retribusi pelayanan pasar.
Penelitian ini merupakan penelitian deskriptif dengan menggunakan metode kualitatif. Teknik pengumpulan data dilakukan dengan cara wawancara, observasi dan dokumentasi. Untuk menjamin validitas data maka menggunakan trianggulasi data. Analisis data dengan menggunakan model analisis interaktif.
Hasil penelitian ini menunjukkan bahwa pertanggungjawaban Dinas Pengelolaan Pasarcukup baik dapat dilihat dari masing – masing indikator penelitian ini, yaitu: (1) ResponsivitasDinas Pengelolaan Pasar cukup baik diliat dari adanya kemudahan pembayaran retribusi dan kemudahan menyampaikan keluhan, kekurangannya hanya belum disediakan kotak saran; sikap ramah yang dimiliki petugas saat melakukan pemungutan retribusi; dan komunikasi yang terjalin dengan baik antara DPP ke pedagang ditunjukan dengan adanya sosialisasi setiap ada peraturan baru dan menumbuhkan rasa kekeluargaan diantara keduanya. (2) ResponsibilitasDinas Pengelolaan Pasar cukup baik karena telah melakukan pemungutan retribusi pasar sesuai dengan peraturan dan SOP yang ada, kekurangannya saat ada kenaikan pasar perhitungan tarif retribusi tidak langsung bisa dijalankan. (3) Akuntabilitas Dinas Pengelolaan cukup baik karena pelaporan penerimaan retribusi pelayanan pasar berjenjang dari pegawai pemungut, kepala pasar, kepala dinas Dinas Pengelolaan Pasar sampai Walikota Kota Surakarta dalam bentuk laporan harian, mingguan, bulanan dan tahunan namun dapat dioptimalkan lagi apabila sistem pelaporan sudah terhubung jaringan (online). Hambatan Dinas Pengelolaan Pasar dalam pemungutan retribusi pelayanan pasar adalah masih banyak kios dan los yang kosong dan adanya tunggakan karena pembangunan pasar.
Kata Kunci :Pertanggungjawaban, Retribusi Pelayanan Pasar
ABSTRACT
The existenceSurakarta City’s Market Management Office (DPP) as one public institution that collecting market service retribution. The potential revenue of market service retribution in Surakarta City, It cannot be separated from the existence of many traditional markets in Surakarta, consisting of 43 markets. But the realization of market service retribution revenue managed by Market Management Office has not achieved the target. In addition,Market Management Office (DPP) required being able to provides comprehensive accountability for all the duties and functions. The objectives of research were to find out how the accountability of Surakarta City’s Market Management Office (DPP) for collecting market service retribution and to find out the constraints encountered so that the target of market service retribution revenue had not been achieved.
This study was a descriptive research using qualitative method. Techniques of collecting data used were interview, observation and documentation. To validate the data, data triangulation was used. Data analysis was carried out using an interactive model of analysis.
The result of research showed that the accountability of Market Management Office (DPP) was good enough could be seen from each of research indicators including: (1) the responsiveness of Market Management Office was good enough as could be seen from the facilitation of retribution payment and complaining; the weakness was no suggestion box available; manners, the personnel’s good manner during collecting retribution, and communication was developed well between DPP and sellers, as indicated with the socialization of any new regulation and kinship feeling between both parties. (2) The responsibility of Market Management Office was good enough because it had collected market retribution corresponding to the existing regulation and SOP; the weakness was that when there was an increase, the retribution tariff calculation could not be implemented directly. (3) The accountability of Market management Office was good enough because of multilevel report on market service retribution revenue from collector, market head, Market Management Office head to the mayor of Surakarta City in the form of daily, weekly, monthly and annual reports but it could be optimized more when the reporting system had been connected to network (online). The constraints the Market Management Office collecting market service retribution revenue were many empty kiosks and retribution arrear due to market development.
Keywords: Accountability, Market Service Retribution.
