Journal of new Government Paradigm
Volume 2, 2014
PUBLIC SERVICES BUREAUCRACY REFORM IN ROTE NDAO REGENCY Bambang Supriyadi1
ABSTRACT Public service is one of the goals of the bureaucracy reform, which the public service has been known to be very bureaucratic, long-winded, complicated and not transparent. With the reform of public services is expected bureaucracy better, equitable, transparent and accountable as public expectations. This can happen when the bureaucrats integrity and high berkinaerja. Rote Ndao is one of the districts of the division of Kupang district. According to public perception of public service has been good, in terms of the procedures and requirements of service easier, quicker justice ministry in peyananan good, better safety and comfort, and time schedules are often delayed. Everything that has been achieved since the regional head of integrity and high performance and siding with the public. Keywords: bureaucracy, lack of transparency, integrity, high performance,
A. INTRODUCTION The issue of increased public services was the main reason of the expansion area was not being met. Public complaints about public services approximately 70% from 2001 and 2002, and the highest complaints about service PLN, while the (water service taps) and the mechanism of ID cards are also having problems2. In education, 38% of the buildings in West Lombok have been unsuitable but dipaksanakan used. In Bandar Lampung 50% educational buildings were also damaged. Prior to decentralization, the learning process as a means of procuring books, chalk and school, handbooks and textbooks for lessons regularly every year come to each school, but after autonomy was no single book to come to school.
1
Bambang Supriadi is a Lecture in Intitute of Home Government Affairs (IPDN-Indonesia). Can be contacted by email :
[email protected] 2 Piliang Indra J, Ramdani Dendi, Pribadi Agung. 2003. Otonomi Daerah, Evaluasi danProyeksi. Jakarta : Divisi KajianDemokrasi Lokal Yayasan Harkat Bangsa bekerjasama dengan Partnership for Governance Reform in Indonesia.
108
Journal of new Government Paradigm
Volume 2, 2014
Banggai in implementing regional autonomy from the aspect of basic services is not optimal3. Should the regional growth can lead to improved public services because the number of service units the more so as the number of people who served also more evenly4. "For example, the number of KUA (Office of Religious Affairs) to be a lot," he said. But now that the case is precisely the greater bureaucracy costs. "For example, one district was divided into four regions, it would need a huge cost to establish agencies in the districts divided".
The increase in State spending happens because each of these new regions need a new police station, new religious office, office new trial, the addition of new employees, and others5. Ismail in 2010 writes districts in East Kalimantan, which is rich in natural resources, namely West Kutai-commonly called Kubar, this district was once the largest gold producer in East Kalimantan with a total production reached 14 tonnes of gold per year. However, if a similar fate with the aquatic mammal, the number of poor people also ballooned, reaching 51 267 of the population lives Kubar 157 847 inhabitants. Another with the East Kutai Regency of East Kutai.The population as much as 203 156 people, while the number of poor reached 98 025 people or 48.25%, it means that almost half the population of East Kutai, is poor, and the poor are actually located in the vicinity of the mine are concentrated in three (3) districts that have been into the pockets of mining South Sengata Rantau Pulung and totaling 73 981 people (45.69%) of the total population of 203 156 souls Kutim.
Thus, the problem is how the public service in Rote Ndao which is a division of Regency Kupang district. Therefore, the purpose of the study is to describe the public service in Rote Ndao.
3
Baswan. 2009 Sunarno. 2008 5 Ratnawati Tri. Potret Pemerintahan Lokal Di Indonesia Di Masa Perubahan – Otonomi Daerah tahun 2000-2005. Yogyakarta : Pustaka Pelajar dengan Pusat Penelitian Politik LIPI. 4
109
Journal of new Government Paradigm
Volume 2, 2014
B. LITERATURE The existence of autonomous regions as a subsystem of national government, would be associated with the implementation of the enforcement of the rule of law,geographic redistribution, and macroeconomic steering. Enforcement of the rule of law an autonomous role to ensure that the civil rights free from misuse by local authorities, in addition to ensuring that the requirements of the production of public services by local officials to be efficient. Role to ensure the implementation of geographic redistribution, then the local government have been instrumental in framing the production and distribution of public benefit and burden of the inevitable, which is intended to bring about justice in the whole society. As for driving macroeconomic, regional or local governments autonomous role is to ensure that any attempt to drive the national economy, including implementing any policy to control aggregate demand and consumer spending, requiring intervention in local financial center6.
The implementation of regional autonomy can be called a failure if the two fundamental problems in the area have not been addressed: (1) socio-economic inequalities between regions and between citizens, and (2) poverty can not be eradicated completely. The third problem is unemployment (especially open unemployment) is more a matter of modern economic sector that economists are often considered "fairly easily addressed through sustainable economic growth". Other types of unemployment in developing countries, namely unemployment subtle (hidden) can not easily be overcome though, through poverty reduction programs and economic empowerment of the people7.
The main task of the government is to implement justice, democratic organizing, organize their governance, decentralization, control the economy, provide security, maintain unity, preserve the environment, protect human rights,
6
Hamdi Muchlis. 2007. Implementasi Kebijakan Otonomi Daerah di Indonesia. Jurnal Pamong Praja Forum Komunikasi Alumni IIP. Edisi 9-2007. 7 Mubyarto. 2011
110
Journal of new Government Paradigm
Volume 2, 2014
and promote economic growth and meet the needs of public goods (allocation), reducing inflation and unemployment (stabilization), and implement social justice (distribution)8. Changes in the system of government that in practice there is a tendency centralized to decentralized in order to realize the government's main task.
Regional divisions form a new autonomous region will affect the development of the biophysical aspects of the environment, management of economic aspects, social aspects of cultural / institutional, and political aspects of the spatial aspect as its axis because of changes in the spatial existing autonomous regions (mother) and newly formed9. The purpose of regional expansion in the theory of regional development is to reduce the gap between the regions with a comprehensive approach covering the physical, economic, social and cultural as well
as
providing
customer
satisfaction
oriented
services
(community). Development of the region is an attempt to encourage the harmonious development of the region through a comprehensive approach that includes aspects are physical, economic, social and cultural. The development of the area is an improvement efforts or some kind of territory for all components in the region can function and live a life as normal. Regional development is supported by four pillars, namely (1) natural resources / physical-environment, (2) artificial resource / economy, (3) human resources, and (4) socio-institutional resources10.
Redistricting occurs in many other countries such as in Canada, Russia, Nigeria, Pakistan or other countries. The problem was that expansion that occurred in Indonesia today is less rational and based on the consideration of weak11. The division no longer promote the real purpose of decentralization, which is to bring
8
Partowidagdo Widjajono. 1999. Memahami Analisis Kebijakan- Kasus Reformasi Indonesia. Bandung : Program Studi Pembangunan Program Pasca Sarjana – ITB. 9 Sadu Wasistiono. 2009 10 Suwardji dan Tejowulan. 2008. Pengembangan Wilayah Lahan Kering di Provinsi NTB untuk Mendukung Otonomi Daerah. Makalah bebas. 11 Ferrazzi statement in Kumorotomo Wahyudi. 2009. Pemekaran versus Kemakmuran Daerah. Dalam : Pramusinto Agus dan Purwanto Erwan Agus (edior). Reformasi Birokrasi, Kepemimpinan dan Pelayanan Publik : Kajian tentang pelaksanaan otonomi daerah di Indonesia. Yogyakarta : Penerbit Gava Media, Jian – UGM, dan MAP – UGM.
111
Journal of new Government Paradigm
Volume 2, 2014
public services to the people, creating a responsive local government system, and improve the welfare of the people in the area as a whole12.
Public service can be an important instrument for achieving good governance. This is where the greatest challenge to be met by the government as a major
stakeholder
public
service.
When
norms
for
achieving
good
governance agreed upon, then there is no other option that the government must also adopt various standards of public service internationally recognized in providing good public services13. Problems emerged, where the time demands on the role to be played by the government has been changed because of the demands but the mindset of the public service bureaucracy often still dominated by the old paradigm (old public administration) are still heavily influenced by the Weberian bureaucracy is characterized by a service culture low.
Business organizations rely heavily on their customers, the business organization's survival is dependent on the number of customers who buy their products. In contrast to the bureaucratic organization whose existence is not directly dependent on the number of customers who make bureaucratic organizations become less dependenton the customer. This is because the budget for a more bureaucratic organization is determined through the political mechanism through the state budget or the budget. In addition, the bureaucrats did not have the urgency to provide good service because they are paid by fixed income and almost no incentive when they provide better service or more. Even for the bureaucrats, the less the customer to be served even more better because it means less work they have to do. Unfavorable conditions are indeed strongly associated with the
12
Kumorotomo Wahyudi. 2009. Pemekaran versus Kemakmuran Daerah. Dalam : Pramusinto Agus dan Purwanto Erwan Agus (edior). Reformasi Birokrasi, Kepemimpinan dan Pelayanan Publik : Kajian tentang pelaksanaan otonomi daerah di Indonesia. Yogyakarta : Penerbit Gava Media, Jian – UGM, dan MAP – UGM. 13 Statement Agus Dwiyanto in Kumorotomo Wahyudi. 2009. Pemekaran versus Kemakmuran Daerah. Dalam : Pramusinto Agus dan Purwanto Erwan Agus (edior). Reformasi Birokrasi, Kepemimpinan dan Pelayanan Publik : Kajian tentang pelaksanaan otonomi daerah di Indonesia. Yogyakarta : Penerbit Gava Media, Jian – UGM, dan MAP – UGM.
112
Journal of new Government Paradigm
Volume 2, 2014
paradigm adopted by the public service bureaucracy. During this paradigm used is the Weberian bureaucracy (Old Public Administration, OPA), which has a characteristic: hierarchical, rigid, slow and convoluted. By implication, the public service provided by the bureaucracy will also be of poor quality. In addition only the effectiveness and efficiency oriented, Weberian bureaucratic paradigm also run using the assumption of low trust to the communities it serves. Using this assumption, the community has always been associated with lower things like: do not understand their rights and obligations, deceitful, and has a culture that needs to be monitored bypass.Bureaucratic task then is to make a series of rules to ensure that people do not do such a variety of lies. Therefore, to obtain public services, such as ID cards, licenses, birth certificates, and other communities are always required to go through a series of procedures that must be proven by the various letters of introduction and approval from RT, RW, village, sub-district to district. In Indonesia, the adoption of OPA paradigm is compounded by the reality that the modern Indonesian bureaucracy bureaucracy inherited two characters who have a previous bad character, the royal bureaucracy that is always asked to be served the community and the colonial bureaucracy is always oppressive society that should be taken care14.
In line with that, bureaucratic reform in the public sector that Public Sector Reform In Developing Countries, said:" Public sector reform is about strengthening the way tha the public sector is managed. The pubic sector may over-extended attempting to do too much with few resources.it may be poorly organized; decision making process it may be irrational; staff may be mismanaged; accountability may be weak; public programs may be poorly designed and poorly delivered public services. Public sector reform is the attampt Reviews These problems to fix15. The essence of the show that bureaucratic reform goal is to solve various problems that arise in the administration of pemerintahanan especially the public sector, which is rapid, precise, accurate, in tune with the public interest. 14 15
Ibid view of Mark Schacter. 2000
113
Journal of new Government Paradigm
Volume 2, 2014
Area changes in bureaucratic reform concerns: institutional proper function and proper size, the regulation of which is s complement system, processes and procedures are clear, effective, efficient, scalable and in accordance with the principles of good governance, including regulation more orderly, and conducive not overlap. In addition, Sinergy human apparatus resources, neutral, competent, capable, professional, high-performance and prosperous facilitate the discharge of its functions and powers, Internal and exernal control,. Mindset and Cultural Set Apparatus in which the presence of a heightened awareness of the whole b irokrasi with high integrity and performance in accordance with the duties and responsibilities as a public service (Ministry of Administrative Reform, 2013).
Further stated, bureaucratic reform have systemic linkages between areas of change with the aim of reforming the bureaucracy. First, change the mindset and culture of bureaucrats. Secondly, structuring and strengthening of regulations and laws. Third, structuring and institutional strengthening; kempat, structuring and strengthening penata- carrying on of the system of values and culture of the organization through the area change bureaucratic reform, leading to the essence of the reform goals of the bureaucracy that is effective and efficient in governance based on the quality of service, empowerment, development and social order that led to good governance and true;fifth, structuring and strengthening of human sumbedaya apparatus resulting in the execution of their duties effectively and efficiently; sixth, structuring and strengthening supervision and seventh, structuring and strengthening accountability for performance resulting in a government that is clean and free of corruption, collusion and nepotism;and eighth, improving the quality of public services that can give satisfaction to the public.
C. METHODS 1.
Location and Time Research The study was conducted at the Rote Ndao for 2 (two) months, starting
September - October 2011.
114
Journal of new Government Paradigm
2.
Volume 2, 2014
Research Approach This study used a descriptive approach - using a qualitative case study. The
case study is a form of descriptive - qualitative researching the economic growth of the region in depth and comprehensive.
3.
Data Types and Data Collection Techniques In this study, the type of data that is needed is the primary data and
secondary data. The main source of secondary data derived from the BPS. While the primary data obtained by distributing questionnaires. Besides this, in-depth interviews conducted some competent source. Another source is needed as reports and research studies conducted by agencies and individuals, scientific reports, legislation and other sources relevant to this study. 4.
Data Analysis Techniques The collected data will be analyzed by quantitative and qualitative
analysis. Quantitative data presented in frequency tables then interpreted and narrated to answer the research objectives of bureaucratic information in improving public services.
D. PUBLIC SERVICE IN ROTE NDAO Public perception of the service he earned for service procedures in Rote Ndao high. This is due to service at the Rote Ndao centralized in the Office of Local Government. Regent of Rote Ndao said: "Service to the community is as the basis of my administration, for example, the government subsidizes fertilizer, health care and making ID cards for free to people who can not afford. People who are not able to go to the doctor, midwife, or to paramedics financed, until I got the nickname "Crazy Regent". If there are complaints, the public wants nothing facilitated the government, do not want to try a little bit to get the free palayanan. Though all of these policies should be accounted for, both administratively and financially. "
115
Journal of new Government Paradigm
Volume 2, 2014
Similarly to the terms of service, public perception in Rote Ndao stated more simply. As for the speed of service. This is because the service procedure displayed in strategic places, so that fast service is straightforward. Public perception of fairness in the service, in Rote Ndao better. This is due to the service provided more open, anyone can ask for and find information on its affairs, and officers served him well and happy.
Table 4.1 The economy, pro-poor programs and services Rote Ndao Regency Rote Ndao
-
-
-
Economy Increasing of economic development and more high than society development Lack of Society Prosperity Level Farm base
-
-
Program Take treat to Doctor, Paramedic which fund by Local Budget Fertilizer subsidy
-
Servicing Service procedures and requirement easier Services faster Best of service justice Better of Safety and Convenient Time schedule always not on time
Source: BPS, 2011 and the primary data, 2011 Reasonableness of service charges in Rote Ndao, according to the perception of a better society, it is due to the regulation of many known people about the service charge to be incurred on an errand., And taped in the open. Similarly, on the charge, the people in Rote Ndao surer pelayanannnya costs.
Discipline officials serving in the district pretty well, the ability of the officer is also quite good. The attitude of officers in providing services on average good, friendly, polite and courteous. The comfort of the service is relatively comfortable, because there is a TV, seating and so on. So is security on-site service, the community is quite safe. They said there was a security officer at the service location. Overall, the service at Rote Ndao good, although there were some
116
Journal of new Government Paradigm
Volume 2, 2014
respondents who stated service schedule is uncertain, it is because the clock service officer concerned is not in place.
Public perception of the discipline in general services officer stated discipline, nevertheless perception they split some say the discipline and the other side says no discipline. This suggests that care workers in Local Government agencies are not the same Rote Ndao in applying the rules of discipline of service personnel in providing services to the public. Interview with one of the officers on October 20, 2011 at his office said: "We can not serve requests the father, because the officers concerned so sick child does not come to work. Now in season at DB pack and computer passwords ". On the other agencies the same thing happened: "I'm sorry father officers no", "What else can give the data I need?", He replied: "Can not you, because we do not know".
Public perception in Rote Ndao on the ability of service personnel in general say 'able' to provide services, even though some say do not know. This suggests that there are some people who doubt the ability of service personnel.
In general, people in requesting service in government agencies Rote Ndao feel comfortable and safe. However it turns out there are some members of the public who feel uncomfortable and insecure in asking for services in local government agencies. Said Mr. Cur: "Agencies here a narrow yard, and the building is also narrow so if we ask for the service uncomfortable and insecure". Many buildings Rote Ndao Government agencies are still in the development phase, so that the limited pages and capacity.
So the public perception of public services in Rote Ndao well, meaning that
costs the community in demanding justice
and definitely care
services. Schedule time service in Rote Ndao most problematic, meaning that the service schedule is uncertain. When drawn on a diagram of the economy and public services in Rote Ndao seen in the image below.
117
Journal of new Government Paradigm
Volume 2, 2014
Figure 4.1 The economy and public services in Rote Ndao Economy (+)
Public Service (-)
Public Service (+) * Rote Ndao
Economy (-) Ideally, the economy is high, the public welfare and public services are carried out both the district government officials. Rote Ndao public service has been good but the economy has not been good in terms of welfare is still low. With the arrangement of the legislation made by the State apparatus Development Ministry will be able to change the mindset and work culture (change management) bureaucratic actors. Change of mindset and work culture will bring changes to other elements which interact and mutually influence each other affects. In structuring elements and organization or institutional strengthening will affect the structuring of
Human
Resource
management
apparatus,
system-like
arrangement,
strengthening supervision, strengthening performance accountability and improve the quality of public services. And so on, each of these elements reinforce and influence each other which will lead to the welfare of society.
E. CONCLUSIONS AND RECOMMENDATIONS Public services in Rote Ndao in general public perception assessment 'good', as the Regent of Rote Ndao commitment of providing the best possible service to the public in accordance with the areas of change in the mindset of bureaucratic reform and cultur sets bureaucratic apparatus that impact on the integrity and high performance .To the suggestion for further research is the study of bureaucratic reform in Organizational Restructuring.
118
Journal of new Government Paradigm
Volume 2, 2014
REFERRENCE Hamdi Muchlis. 2007. Implementasi Kebijakan Otonomi Daerah di Indonesia. Jurnal Pamong Praja Forum Komunikasi Alumni IIP. Edisi 9-2007. [Kemdagri] Kementrian Dalam Negeri. 2010. Desai Besar Penataan Daerah di Indonesia Tahun 2010 – 2025. Jakarta : Kementerian Dalam Negeri Kartasasmita Ginandjar. 1996. Pemberdayaan Masyarakat : Konsep Pembangunan Yang Berakar Pada Masyarakat. Bandung : Institut Teknologi Bandung (ITB). Kumorotomo Wahyudi. 2009. Pemekaran versus Kemakmuran Daerah. Dalam : Pramusinto Agus dan Purwanto Erwan Agus (edior). Reformasi Birokrasi, Kepemimpinan dan Pelayanan Publik : Kajian tentang pelaksanaan otonomi daerah di Indonesia. Yogyakarta : Penerbit Gava Media, Jian – UGM, dan MAP – UGM. Partowidagdo Widjajono. 1999. Memahami Analisis Kebijakan- Kasus Reformasi Indonesia. Bandung : Program Studi Pembangunan Program Pasca Sarjana – ITB. Piliang Indra J, Ramdani Dendi, Pribadi Agung. 2003. Otonomi Daerah, Evaluasi danProyeksi. Jakarta : Divisi KajianDemokrasi Lokal Yayasan Harkat Bangsa bekerjasama dengan Partnership for Governance Reform in Indonesia. Ratnawati Tri. 2009. Pemekaran Daerah Politik Lokal dan Beberapa Isu Terseleksi. Yogyakarta : Pustaka Pelajar Offset. Ratnawati Tri. Potret Pemerintahan Lokal Di Indonesia Di Masa Perubahan – Otonomi Daerah tahun 2000-2005. Yogyakarta : Pustaka Pelajar dengan Pusat Penelitian Politik LIPI. Suwardji dan Tejowulan. 2008. Pengembangan Wilayah Lahan Kering di Provinsi NTB untuk Mendukung Otonomi Daerah. Makalah bebas.
119