Bureaucratic Reform Report Card

When a train runs slowly, passengers often look outside and wonder: where are we now? The rest of the passengers also look outside guessing and paying attention to any signs they remember. Maybe they don\'t know exactly. Thus, from the window of the couch at the end of the 2020 train, people ask: “How far have the bureaucratic reform efforts progressed?”

People are asking that because, what many have heard so far, is just mockery. Apart from that, public discussion only revolves around the unresolved problems related to nonpermanent employees, about the placement and acceptance of new employees, or news about the salary and benefits that will increase.

Those questions are only about insignificant things, yet they have become trending topics. Meanwhile, regarding the actual steps and forms of bureaucratic reform, people do not have a complete picture yet.

Also read: New Normal Bureaucracy

After several months of getting fed-up with gossip, President Joko “Jokowi” Widodo finally changed the composition of the Cabinet. Apart from changing ministers, he appointed five new deputy ministers. Have the problems been resolved? Certainly not. Because changing the ministers is not about bureaucracy, but about the Cabinet. There is also news of the elimination of several state institutions, but that is also not about bureaucracy. So what and where is the bureaucracy?

Abstract

Bureaucracy is not something tangible. It is abstract. It is invisible, untouchable and complex. It is abstract because it is a about authority, which is arranged in levels of positions from the highest to the lowest, and each is responsible from the bottom up.

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With such a concept, the bureaucracy only functions when it is pushed. First, by the people who are trained to use or exercise authority. If they are not trained, it will be messy. Second, it is organizationally formed to allow an institution to move according to clear rules.

Kompas

Minister of Administrative and Bureaucratic Reform (Menpan dan RB) Tjahjo Kumolo, held a press conference related to "Dissolving Non-structural Institutions" at the Kemenpan and RB Office, Jakarta, Tuesday (12/1/2020).

How many institutions are involved and how big are the organizations in them? How many levels are there and how long are the chains of command? How many and what kind of people are needed to run an institution, and what rules underlie its movement? These aspects can only be addressed if there are correctly designed organizational structures that fit with the mission and functions of the institutions in question. The organizational structure designs must be an accurate representation of the mission and function of the institution.

Bureaucracy is necessary, because, in the context of function, it is an instrument. That must be clearly said. Nothing more, and nothing less. The bureaucracy is indeed an instrument for implementing programs and policies. Thus, the bureaucracy is not itself a program or a policy. And that is true not only at the central government level but also at the regional level. Describing the bureaucracy as merely a ruler often provides a wrong point of view and can only encourage wrong action.

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As a tool, it only fits if it is attached to a clearly defined mission and functions. If the mission or function of the accommodating institutions are A, B and C, then it is the task of the bureaucracy which is organized in an organized manner to achieve the objectives of the missions and functions of A, B and C.

It\'s in the container

The organization of authority must be formed, structured and mobilized in such a suitable medium. It must be right in size, right in formula. Apart from general managerial experience, the people in charge must be educated and trained, so that they can exercise authority in specialized fields. Expertise in managing authority in the field of aviation is clearly different from expertise in law enforcement or in drafting laws and regulations.

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The same applies to such fields as mining, forestry, trade, industry, marine affairs and even treasury. Disaggregating into structural or functional groups is not a problem. All of the people in charge must be educated and trained to recognize and master the mission, functions, government programs and policies carried out by the institution as well as their job descriptions and how to exercise the authority attached to them. The rules of the game in the form of work procedures to run them must also be simple and clear.

KOMPAS/TOTOK WIJAYANTO

Poll workers from polling station 46 in Pakujaya subdistrict, North Serpong, South Tangerang, visit the homes of eligible voters unable to go to the polling station to exercise their voting right in the regional election in South Tangerang on Tuesday (9/12/2020). The poll workers wore hazmat suits to provide a sense of security for themselves and voters in the midst of the Covid-19 pandemic.

There is an actual example of the need for rules to exercise simple and clear authority. Bureaucratic reform also reduces the need to reform the regulations. Many people may remember when it comes to financial accountability, officials still have to be obedient in dealing with a lot of paperwork.

To account for official travel alone, many documents must be signed. That not only wastes time and energy but also other resources.

Do you still remember the complaints of research workers who have to deal with complicated paperwork to obtain research funds, or health workers who risked their lives against Covid-19 and have to go through complicated procedures to get their meager allowance? This causes difficulty not only to those who experience it but also those in charge, such as the treasurer and budget manager.

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Meanwhile, from the point of view of the responsibility check, failure to meet the rules of the game can be interpreted as a violation that causes state losses. It not only complicates and slows down the government administration, everyone must also understand that it may cause irregularities and state losses due to corruption.

At this point, all understand very well where it will all end. While such complex regulations do not run smoothly, bad judgment will appear in the bureaucracy. However, once again, bad examples concern not just the rules of the game. The same thing also applies to work procedures, ethics and how authority should be exercised, not to mention organization (positions of authority), qualifications of the personnel in charge as well as their recruitment and training. When such complicated aspects cannot be resolved, one can predict the quality and gloomy performance of the bureaucracy in the implementation of programs or in public service delivery.

Road map needed

Fixing a bureaucracy that is deemed ineffective, unresponsive and insufficiently dexterous, or fat and slow to put it more crudely, and that is often ridiculed as a “rice box” requires a road map. A comprehensive design map is needed, with clear objectives and stages.

What is the state at the end of 2020? Wasn\'t the goal of reforming the bureaucracy announced back in 2014? What about the five-year development program in this field that has been formulated so extensively? Until now, it seems that it has not been achieved, even when it was promised again in the 2019 presidential election campaign. Surely there should be a road map. But why doesn\'t it appear as a basic government action that can be seen and felt, wallahualam (only God knows)

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The initial problem occurred because the bureaucracy was based on the institution as a forum. The number and size of the organization became the first problem that had to be dealt with. In the context of the Cabinet, the program to form a lean, effective and professional bureaucracy was launched as early as 2014. The six visions for 2024 that were unveiled after the 2019 Presidential Election were even full of an aura of reform in the bureaucracy.

Therefore, if the mission and functions of the institutions are not sharpened (ministries and agencies inherited by the previous government, which clearly have different visions and targets), it is not only difficult to summarize the six visions, but it is also difficult to formulate the size of the organizational structure, authority, type and extent of authority therein.

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This is really the main thing. However, if the institutions currently in charge are seen as something that "no longer requires changes", at least the organizational structure of the authority and its function formulas must be clarified and sharpened. They must be adjusted to the vision, mission, direction and goals to be achieved. If all of that is not solved, it will not be easy to work with the authority and position in it. As an illustration, if the number is not changed, the specifications of buses that usually operate in Saudi Arabia should, for example, be adjusted if they would be operated properly in Nepal.

Not to mention the question of quality, competence and human capacity who must exercise this authority. They have to be regularly educated and trained in stages to be able to exercise authority. Even if they are selected by an assessment team, they will be able to do their jobs maximally especially those with technical functions. Why is that?

Kompas/Hendra A Setyawan

The state civil servants (ASN) work at the South Tangerang City Government office, Banten, Monday (28/12/2020). The South Tangerang City Government prohibits ASN from taking leave at the end of the year unless it is an emergency. This is to prevent and stop the spread of covid-19.

There is no ready-made bureaucracy

Many see bureaucracy as something simple, as something given, from a black and white perspective. The bureaucracy is seen as something that is always ready to use. But like a car engine, the bureaucracy must be regularly tuned up. Along with these weaknesses, there are also many who do not realize that the face, performance and temperament of the bureaucracy are indeed determined by the people behind it. It is the human beings who move and make the bureaucracy exist and function. If they are capable and good, the bureaucracy is also good. If the integrity and human capabilities are bad, the bureaucracy will also be bad.

Thus, the pathway for bureaucratic reform must and should be made clear, starting with the organization, the function formulation, the description in the composition of the positions, the qualifications of the stakeholders including the method of recruitment, as well as the rules for the implementation of positions and authority. Change can also be made to aspects of remuneration, working days and hours, uniforms and so on.

The bureaucracy is seen as something that is always ready to use. But like a car engine, the bureaucracy must be regularly tuned up.

The latter are in fact secondary. However, without touching the previous one, it is possible that only speech and dissatisfaction can be heard. Complaints about a bureaucracy that is fat, slow, unprofessional, unserviceable and the like are meaningless without addressing the improvement of these aspects.

The bureaucracy needs to be maintained

As a tool, like a vehicle, the bureaucracy requires maintenance, not only being used and being an object of anger. Bureaucratic executors are human beings who also seek professional satisfaction, have pride, and are even happy to be praised for their success. Operators at each level of positions and authority, therefore, need to be continuously educated and trained in stages to enable them to carry out their jobs. Their ability and experience in carrying it out determines the performance of the functions and performance of the bureaucracy.

In consideration of all the above remarks, the people who must he held accountable are those who are in charge in each institution. They are the builders of the bureaucracy in it. No matter how many kinds of meetings they are required to attend, there should also be time set aside for paying attention to education and training programs to improve the organization, rules of the game and work procedures. Building control over the mission and function of the institution as well as the organizational structure and types of authority within it is the key.

KOMPAS/LUCKY PRANSISKA

Bambang Kesowo

Likewise, the operator at each level of office should do the same thing. Recruitment is no longer just based on an academic achievement index. Their coaching and development should revolve around measures of integrity, capacity and competence. It is not a matter of a good friend or not, and it is not a matter of being happy or not.

Bambang Kesowo, Expert staff member at the Attorney General\'s Office

This article was translated by Hendarsyah Tarmizi.