THE POLICY IMPLEMENTATION OF
SIMPLIFICATION BUREAUCRACY FOR PERFORMANCE IMPROVEMENT IN THE MINISTRY
OF ADMINISTRATIVE AND
BUREAUCRATIC REFORM
Naptalina Sipayung, I Nyoman Sumaryadi, Dahyar
Daraba, Sampara Lukman
Institut
Pemerintah Dalam Negeri Jakarta, Indonesia
E-mail: [email protected]
|
KEYWORDS Policy Implementation, Simplification
Bureaucracy, Organization Performance |
ABSTRACT The bureaucratic simplification policy is a direct
direction from the President and that policy was the first policy which
changed structure massively form structure to functional. Ministry of
Administrative and Bureaucratic Reform as a pilot project for that policy
implementation. This research aims to know The Policy Implementation of
Simplification Bureaucracy For Performance
Improvement in The Ministry of Administrative and Bureaucratic Reform and whats is the problems that opportunities and challenges the
policy implementation of Simplification bureaucracy for Performance
Improvement and what is the ideal model for Bureaucratic Simplification and
then find what is the ideal models for optimize policy implementation. This
research focuses on functional officers who were transferred from structural
officers to functional) and locus in the Ministry of Administrative and
Bureaucratic Reform. Research design uses qualitative with description
approach. The object of this research is a number of 141 officer structure
which transferred to functional (52 from echelon 3 and 89 echelon from 4).
Data is obtained by using interview, observation and documentation study from
35 informants . Primary data that was obtained by interview and processed
with analyzes on theory Policy Implementation by Edwards George III 1980,
Theory and Simplification Bureaucracy with Guollart
& Kelly with Development Organization Theory and for increasing
performance using Cascio Theory 1992. All primary data especially from
interview put in to coding with each informant as formulation regulator
(Echelon I), implementor (echelon II) and target group (functional from
echelon 3 and 4), but cause of the covid situation, part of officers work from home, I do less observation but do in
deep interview via zoom. The result finds that the implementation policy of
simplification bureaucracy has not optimize yet in accordance with the goals
and objectives or has not brought significant changes especially in
increasing performance. To do implementation for this policy needs another
policy (lack of policy) especially for reward and punishment, performance
appraisal, work mechanism) and changed culture organization (mindset and
culture set). |
INTRODUCTION
Progress a country not could separated
from role important bureaucracy a country. If there is problem in country development then could said that still there
is problem in bureaucracy that. Bureaucracy is key for answer not fasting
public to service and bad bureaucracy by a government. Therefore, to ensure the implementation of development in
accordance with the demands of the community, it is necessary to carry out
Bureaucratic Reform to realize good and
clean governance.
The
implementation of bureaucratic reform is a process of continuous change and
improvement. The need for change is inevitable given the demands for change
from society as well as the development of information technology,
globalization and increasing the nation's competitiveness .
Bureaucratic Reform is
instrument important in modern society whose presence is bound to happen.
Existence bureaucracy this as consequence logical from Duty main state
(government) for organize well-being Public (social welfare).
Bureaucratic
reform must impact direct to improvement in the environment bureaucracy. because It's Bureaucratic Reform
Becomes a necessary needs fulfilled in skeleton ensure
creation governance improvement government. Governance good governance is
precondition main development national. The moregood governance government a country,
the morefast wheel development national will marked
rotating with increase trust Public to government caused by a government that
respects tall integrity, clean and free from corruption, collusion and nepotism
as well as give good service to society.
As was conveyed by the Minister of PAN RB that
Simplification Bureaucracy conducted for reduce range long and convoluted
bureaucracy complicated, so that moresimple and
lively. So that with simplification bureaucracy could increase speed up
service, efficient simple and agile which in the end increase performance
government and service public. Tjahyo also said as
act carry on simplification bureaucracy, updates are also carried out management
performance through mechanism more work and business processes simple based
functional and based System Government based Electronics (SPBE) so that more
flexible and created more bureaucracy dynamic, agile, professional, effective and efficient in serve society. Mechanism work based
functional indicators of performance agency Becomes base for organizing work
across work units in a
agency and HR work in Team Team in accordance goals
and management flexible and able exchanged however permanent accountable.
As base diversion position structural to
position functional has conducted inauguration by the Minister of PANRB Tjahjo
Kumolo on February 11, 2020 at the Holding Room Building of the Ministry of
PANRB with attended by officials Echelon I and Echelon II as well as visitor
representative invitation agency including: BKN, LAN, KPK, BPKP and so on.
Diversion office structural Becomes office functional by whole that is office
Echelon III and IV a total of 114 officials Becomes only 3 officers left structural
of course will impact to performance and service as intent and purpose did
simplification bureaucracy that .
Various phenomenon in implementation policy
simplification bureaucracy that is still be a limiting factor in implementation
policy the between others: Policy basis simplification bureaucracy PANRB
Ministerial Regulation Number 25 of 2019 concerning Organizational
Structure and Work Procedure of the PANRB Ministry
and PANRB Ministerial Regulation Number 28 of 2019 concerning Equalization Position Administration to in Position Functional is very
prompt and arriving policy arrive without do in- depth study . So that in
implementation not yet there is complete understanding against substance policy
that. Policy it's just premature accommodate or is transition from position
administration to position functional Beside that still there are
multiple interpretations of substance by granting the positions of coordinator and sub coordinator to functional
officials in
Regulation of the Minister of PAN RB Number 28 of 2019.
Next Simplification has not had an impact on changes in work patterns and improvements performance. In simplification bureaucracy
with diversion office structural to office functional not yet followed with
description position functional as well as agreement performance with size
SMART performance. Achievements performance office functional
still not yet could be measured by objective.
Competence is not in accordance
with the functional position held by the official functional that. For could work
optimally of course competence (knowledge,
skill and attitude) will greatly affect somebody in reach performance. Low
competence or no Fulfill standard competence will troublesome for individual
employee in reach performance. For it is very necessary enhancement competence
in support performance office functional that.
Spencer
and Spencer, convey that competence is as
characteristics owned basis a related individuals by causal in Fulfill Required
criteria in occupy something position.
With thereby for could work optimally every employee
must Fulfill standard competence in the position functional that.
With thereby need modeled,
Standard operational standard procedure in doing duties on the job new functional
occupied by
office functional that, so that switching employee to position functional
no experience difficulty in doing duties on the job new functional held. With
implementation of Models and SOPs, efficiency from each work unit organization
will could upgraded by significant, good from side time, work process, energy
work, as well as cost operational. What's more if all work units in
organization agreed for disciplined and consistent in implement Model, SOP
accordingly the interests and needs of each work unit.
According to Ekotama, SOP (Standard
Operating Procedure) or translated become PSO (Procedure Standard
Operation) is compiled system for make it easy, tidy up, and publish profession
us.
System this containing order of process do profession
from beginning until end . Built - in standards something organization used for
ensure that all decisions and actions as well as use process facilities
performed by people.
As instruction President
about Simplification bureaucracy emphasized by the Minister of PANRB that the
Ministry of PANRB must Becomes example from
implementation policy that. By implementing policy simplification
the expected will bureaucratic reform structure that will cut off eye chain
echelon 3 and echelon 4 which only 2 structures left that is echelon 1 and
echelon 2. Related with tree discussion in study this is problem simplification
bureaucracy, researcher more focus on structure organization and to formation
position functional as� transition from
echelon III and IV as stipulated in the policy of the Minister of PANRB Number
25 of 2019, Chapter X concerning Position Functional, in article 120 paragraph
1 states : that Group Position functional have Duty give service functional in
implementation tasks and functions position Primary High Leader in accordance
with field expertise and skills , Furthermore , in paragraph 2 it is stated
that in implementation Duty as referred to in paragraph (1) is determined
Coordinator Executor Function Service functional in accordance with room scope
field tasks and functions� Position
Primary High Leaders respectively. Next on verse 3 is mentioned that
Coordinator Executor Function service Functional as
referred to in paragraph (2) has Duty coordinate and manage activity service
functional in accordance with field each task. In verse 4 it is stated that
provision more carry on about distribution Duty coordinator executor function
service functional determined by the Minister.
As base for simplification
bureaucracy has set PANRB Ministerial Regulation Number 28 of 2019 concerning
Equalization Position Administration to in Position Functional. Regulation this
made as base equalization Position Administration to position functional as
deletion echelon III and IV. As for understanding Equalization Position is
Appointment office Administration to in Position Functional through Adjustment
/ Inpassing on Position Equivalent functional.
On Equal Position
Administration has set equalization position as in article 6, namely
Administrator positions are equal with Position Functional Associate Expert
level, Position Supervisor equalized with Position Functional Young Expert
Level and Position implementers (echelon IV) are equalized with Position
Functional First Expert Level.
Phenomenon formulation
policy and implementation policy simplification the bureaucracy at the Ministry
of PANRB is interesting for conducted research , however in� study this researcher only will limit
problems with implementation policy simplification bureaucracy as well as look
for policy models simplification bureaucracy in enhancement performance in the
Ministry of PAN RB and focus to implementation policy simplification
bureaucracy against officials functional expert intermediate and functional
expert young who is transition from office structural echelon 3 and 4, ith put forward fact fact
empirical in the field related with Thing under this :
First, Policy Simplification
bureaucracy is instruction President on Bureaucratic Reform Structural
delivered at the time speech inauguration President period 2020 -2024 on
October 20, 2019. Further Bureaucratic Reform Structural follow up with
trimming structure echelon III and IV and V so that structure bureaucracy only know 2 layers position. Ministry of PANRB as formulator
Policy, follow up policy the with set Regulation of the Minister of PANRB,
namely: Number 28 of 2019 concerning Equalization Position Administration to in
Position Functional. Next published PANRB Ministerial Regulation Number 25 of 2021 concerning Simplification Structure Organization at Agency government
for Simplification Bureaucracy. Formulation policy it's
very fast as base for accommodate transition office structural echelon 3 and 4
transferred Becomes functional. Policy this is Top down and very impressed
conducted without in- depth study so that in implementation still experience
various problem. Order policy the implemented with good in accordance with
destination simplification bureaucracy, right? must conducted study or analysis
related with the impact that will caused consequence
from policy the good impact repair performance service, efficiency and impact
to changing models and culture organization consisting of from pattern thought
and culture work office functional. Policy Simplification Bureaucracy is
Instruction President could said is Top down, thing
this in line with opinion Tachjan who concluded that implementation policy public is an activity process
administration carried out after policy established and approved.
�Activity this located between formulation
policy and evaluation policy. Implementation policy contain logic top-down,
I mean lower or interpret alternative still abstract or macro Becomes
alternative that is concrete or micro. According to Merilee
S. Grindle the Top-Down implementation model is Identical approach
with command and control.
second, Formulas
multi-interpretation policy, policy as stipulated in the Regulation of the
Minister of PAN RB Number 28 of 2019 concerning Equalization Position
Administration to in Position Functional�
has give rise to multiple interpretations this
caused clause in article 12 paragraph 2, that implementation activities in class position
Equalized functional with implementation activities in class in level the
position to be occupied� could given activity tasks and functions coordination and
management activity in accordance with field his job.
Giving activity tasks and functions coordination and management activity
cause different interpretations. Because really function coordination is
function managerial should be is in echelon 2, is n't
it? lowered to office functional, so
that there is perception that actually term coordinator and sub -coordinator is
echelon 3 and 4 are changing term just (change clothes).
Next formula function Coordination and manager activities (article 12 paragraph 2) get number real credit no is
function position functional, so that cause different perception to function
from position functional. Some think that function coordination is refine
position removed structural and impressed this is " disguise and the term
" fine from echelonization� which is position
simplified echelons 3 and 4. Notice the content
of the policy on in accordance with opinion Merilees
Grindle, difficulty implement policy according to Merilees
Grindle is very related with contents policy (content of policy). Success something policy according to Maarse could determined by
content from policy, policy the must clear and not faint so that no confusing
the implementers policy. Next if analyzed from side regulation
legislation invitation that appearance formula function coordination and
management activities in PerMenPANRB Number 25 of
2019 concerning Structure The Organization of the Work Procedure of the
Ministry of PANRB and also in the Regulation of the Minister of PANRB Number 28
of 2019 is term new ones that don't known by the regulations more tall about
Apparatus State Civil Code Number 5 of 2014 as well as in the Regulations The
executor, namely Regulation Government�
about� Defined civil servant
management with PP No. 17 of 2020 concerning Change on Regulation Government
Number 11 of 2017 concerning Civil Servant Management. From the side
formulation policy seen that formulation policy it turns out or Theory payload
/ content has give
rise to multiple interpretations so that cause resistance specifically for
officials who comply criteria coordinator however no get function coordination
and management activity. Condition this has cause implementation simplification
bureaucracy experience obstacle because the content is multi-interpretation and
vague so that cause confusion.
This thing in line with opinion Maarse
in Sunggono, that success something policy could determined by content from policy, policy the must clear
and not faint so that no confusing the implementers policy. Success
implementation policies can also determined
by level information obtained of the actors involved and is determined by the
number of must support owned so that the policy could implemented and shared
from potentials differentiation authority in structure organization.
third, Policy Simplification
bureaucracy with diversion position structural to position functional no based
to analysis needs and analysis burden work. Planning needs position functional
no based to analysis job title and analysis burden work in accordance with
needs PANRB Ministry organization , but just eye accommodate office affected
echelon 3 and echelon 4 impact simplification / trimming bureaucracy . Truly in
charging position good structural nor functional must based
to analysis job title and analysis needs burden work so that in planning needs
formation position functional based on analysis . This thing required for count
how many the number of human resources and quality needed for work burden Duty
that.
Different with simplification bureaucracy that is carried out by
simultaneous / massive that is not based to planning needs formation position
functional. As consequences on the job functional without consider competence
and discipline knowledge as well as experience in accordance with field his
job. Like example someone from the background behind accounting and assignments
everyday in charge of evaluation bureaucratic reform
policies, accountability apparatus and supervision then diverted Becomes
analyst policies, employees the no have competence (knowledge and experience)
as well as skills) in To do analysis policy. The need
competence in the position the as base for Fulfill
standard Required competence in position functional that.
Simplification bureaucracy at the Ministry of PANRB diverts position
structural a total of 141 officials echelon 3 and
echelon 4 become Associate Expert 52 officials and Junior Expert 89 officials.
From structural echelon 3 and 4 positions transferred Becomes position most
functional Becomes analyst policy i.e. 35 analysts
policy middle and 49 analysts policy young whole to 84 analysts policy whereas
the rest a total of 40 people became position other functional. If you pay
attention amount PNS of the Ministry of PANRB
as of April 2020 is 440 employees with composition consist of 49 employees as
analyst policy describe no proportional in determine analysis needs formation position
that. On the contrary to position functional designer regulation legislation
invitation from results simplification bureaucracy only there is 1 official
functional added before simplification has there is office functional 2
employees so a total of 3 positions functional designer regulation legislation.
one reason To do
simplification bureaucracy that is for speed up and improve performance service
which is performance from every ASN so that researcher will To do study how
implementation policy simplification bureaucracy at the Ministry of PANRB in
push enhancement performance. As step act carry on policy simplification
bureaucracy the so whole transferred office the quick adapt with method new
work and carry out Duty with prioritize speed so that taking decision could
conducted with fast as well as service to partner work as receiver services / stakeholders
increased. Hope with simplification bureaucracy the will impact to
achievement and improvement of performance within the
Ministry of PANRB. However if pay attention to the
average data performance after policy simplification bureaucracy precisely
there is a number of components that experience drop namely the SKP Value and
Achievement Value work.
Notice the above phenomenon, seen that still
many found problem implementation policy simplification bureaucracy in the
Ministry of PANRB, so that writer interested for To do study dissertation with
title �Implementation Policy Simplification Bureaucracy in Performance
Improvement in the Ministry of Empowerment State Apparatus and Bureaucratic
Reform."
METHOD RESEARCH
Study this aim for
describe implementation policy simplification bureaucracy in enhancement
performance within the Ministry of Empowerment State Apparatus and Bureaucratic
Reform. because of that for get comprehensive results
so design study this is design study qualitative. Creswell says that
"research" qualitative as something complex picture, word research,
report in detail from view respondents and do study of natural situations�.
Whereas type research
used is study descriptive. Type study this used because nature and purpose
research you want find or build hypothesis no test a hypothesis, will but
attempted for get a comprehensive picture about implementation policy
simplification bureaucracy in enhancement performance in the Ministry of
Empowerment State Apparatus and Bureaucratic Reform.
According to Surahmad that study with method descriptive aim for solve
problem in the present among them there is study with narrative, analysis and
classification, so that method this normal called method analytics.
Implementation method
the no limited to data collection and compilation, but also includes analysis
and interpretation of the data.
Method descriptive
qualitative according to Sukmadinata addressed for
describe or describe phenomenon existing phenomenon, good phenomena that are
natural or manipulation human.
Next according to Sukmadinata that " understanding " obtained
through analysis various linkages from participant and through decomposition,
meaning about situation situations and events event. Meaning participant cover
feelings , beliefs , ideas , thoughts and activities from participant ."
Method descriptive
qualitative according to the quoted Bogdan and Taylor Moleong,
defined as " Procedure " research that produces descriptive data in
the form of words written / oral of people and behaviors that can observed.
Furthermore, research
qualitative addressed for understand phenomenon social from corner or
perspective participant with observing various symptom from information,
description, event from results implementation policy simplification
bureaucracy that will revealed and presented in words and expressed by deep
with up-to- date data or up to date.
Election method study
descriptive caused symptoms information, phenomena, descriptions, events which
are situations and events social in implementation� policy simplification bureaucracy in
the Ministry of PANRB, so that� will more
appropriate when revealed in the words presented by deep and real� with data and information� up to date, so that more emphasize to true
meaning happens when implementation policy simplification the as well as
analyze and solve existing problem.
RESULTS AND DISCUSSION
The Ministry of
PANRB as the formulator of the National Policy on Empowerment of State
Apparatus and Bureaucratic Reform should be a barometer successful implementation
of the implementation of Bureaucratic Reform nationally. Referring to President
Jokowi's directives on Bureaucratic Reform, namely Structural Reform, which was
followed up by the direction of the PANRB Minister Tjahjo Kumolo, who set the Ministry
of PAN and RB as a pilot project for the implementation of Bureaucratic
Simplification by transferring structural positions to functional officials, as
shown in the table below:
Table 1
Number of Echelon III and Echelon IV Structural Positions
Who Becomes a Functional Officer
Source: ������ Presentation
of the Deputy for Institutional and Management of the Ministry of PAN and RB,
on November 5, 2019 and the HRU Bureau of the KemPANRB, on February 11, 2020
In this study, the theoretical basis used by the researcher based on �applied theory with� use the theory
of George C Edwards III 1980, in Subarsono theory� Implementation policy / Policy
Implementation. Research on the Implementation of Bureaucratic Simplification Policies in Ministry of PAN and Bureaucratic Reform with 4 Factor
approach that is�
1.
Communication
with Dimension Transmission, Clarity and Consistency _
2.
Resource
with dimensions Finance, Resources people, authority and infrastructure
3. Disposition with dimensions Attitude implementers and
incentives
4. Bureaucratic Structure with dimensions of Relationships between Organizations, Standard
Operating Procedures (SOP) and Fragmented.
Communication Analysis
the process of implementing the Bureaucracy simplification policy within
the Ministry of PANRB, it is still not optimal, marked by
various phenomena of problems that arise, in connection with this an analysis
will be carried out based on applied theory uses the Edwards III
(1980 ) Model Theory in Subarsono that is Implementation policy / Policy Implementation with 4 factors including 1 Communication
2. Resources 3. Dispotition 4. Bureaucracy
Structure can be described by the approach of 1) Factor Communication with the
dimensions of Transmission,
Clarity and Consistency; 2) Factor
Resources with
Financial, Human and Authority dimensions
; 3) Factor Disposition with dimensions
of clarity of
orders, accuracy and certainty of follow-up; and 4) Factor Bureaucratic Structure with dimensions of Relationships between Organizations, Standard
Operating Procedures and Fragmented.
The advantages of the model, the Edwards III Policy Implementation Model
(emphasizing the importance of communication, that communication is the main
capital in policy implementation, namely the human element in policy
implementation becomes dominant, as is the case with the disposition and
structure of the bureaucracy, requiring effective communication.
The Ministry of PANRB as a policy maker (policy maker) and at the same time as pilot project policy the must
be a barometer of success implementation Simplification Bureaucracy that . As Formulator The Bureaucratic Simplification Policy is committed and
consistent so that the implementation of the Bureaucratic Simplification policy
is immediately implemented accordingly
with intent and purpose from policy simplification bureaucracy that . However
as formulator policies by echelon 1 unit leaders in Thing These are the
Deputies and Secretaries of the Ministry and several officials in the
neighborhood Deputy Institutional and Management as a direct unit as in charge
in formulation Policy Simplification Bureaucracy the in carry out the
formulation process policy with very soon time and not through in - depth
analysis / study because is Instruction Direct The President who is Top down although policy the not
formally shaped Regulation President .
From the
results of an interview with the Deputy for Bureaucratic Reform, Apparatus
Accountability and Supervision conducted
via Zoom at the PANRB Ministry office, he said ;
The Bureaucracy Simplification Policy
is the President's Directive so that the Bureaucracy becomes faster, more agile
and effective. However, even though this policy is directed by the President,
it cannot be said to be top-down because it has not been formally stipulated. It
is said to be top-down if it has been stipulated in a formal form, for example
by a Presidential Regulation . Ministry of PANRB as formulator policy To do analysis based on empirical data, especially related to problems in
licensing services and uncertainty in the timing of licensing services.
In the implementation of the
Bureaucratic Simplification policy, there are still many problems and it
continues to undergo a process of improvement. This can be said as part of the
process of listening to various inputs from below or from functional officials
who are affected by the simplification. Policies are still being reformulated
to address various obstacles in their implementation and these changes must be
viewed more carefully in response to the national agenda.
When talking about the impact of
Bureaucratic Simplification on improving performance, it should be investigated
more deeply whether the performance at the input , process or output
stages of performance and if asked about the impact on performance outcomes
is still far away, it still takes 1 to 2 years.
To find out in more detail the
implementation of the Bureaucratic Simplification policy on performance, it is
better to deepen the focus on whether it is implemented only one deputy (Deputy for Apparatus HR) was investigated because there
the trial of functional positions including the working mechanism of the Squad
Team had been running.
The Bureaucratic Simplification Policy stipulated by the PANRB Ministerial
Regulation Number 28 of 2019 and which has been refined by the PANRB
Ministerial Regulation Number 17 of 2021 concerning Equalization of
Administrative Positions into Functional Positions and the PANRB Ministerial
Regulation Number 25 of 2021 concerning the Bureaucratic Simplification Policy
has been implemented within the Ministry PANRB. The implementation of the
Bureaucratic Simplification Policy begins with data collection for echelon 3
and 4 officials through the Circular Letter of the PANRB Minister No. 384 of
2019. Furthermore, the implementation of the Ministerial Regulation on
Bureaucracy Simplification and various policy instruments to become the basis
for the implementation of the Bureaucratic Simplification.
According to the PANRB Ministerial Regulation Number 25 of 2021, the definition
of Bureaucracy Simplification is part of the bureaucratic restructuring process
to make the government administration system more effective and efficient
through simplifying organizational structures, equalizing positions, and
adjusting work systems. Meanwhile, Simplification of Organizational Structure
is the streamlining of organizational units of Administrative Positions in
Government Agencies to reduce the level of organizational units. Equalization
of Administrative Positions into Functional Positions, hereinafter referred to
as Equalization of Positions, is the appointment of Administrative Officers to
Functional Positions through adjustment/ inpassing to equivalent
Functional Positions.
Based on the Regulation of the Minister of PANRB Number 25 of 2021, it can
be described that the simplification of the organizational structure is
different from the organizational arrangement in general. Simplification in this case it is more to simplify the position (administration) to
functional positions.
In relation to implementation
policy simplification bureaucracy factor communication is crucial success
policy the in accordance with intent and purpose formulation policy that . For
that HR factors that will communicate as implementer of targets/ targets policy
the namely officials functional, must have competence in understand policy that
and able communicate in accordance with intent and purpose policy that . But for
knowing to what extent success in implementation policy that's what's described
in accordance with the aim of simplifying the bureaucracy that is simple , agile and adaptive and an effective organization must have a clear and
measurable measure or indicator of success . This thing as conveyed by the Head of the Management Bureau
Performance and Cooperation (MK Ks) as
Implementor
stating:
The Bureaucratic Simplification Policy must be supported by other policies
so that the implementation of this policy can run optimally and it does take
time. The Bureaucracy Simplification policy should have been a
reconstruction/improvement of performance but what happened was no different
from the previous condition. In conditions with SKP (Employee Performance
Targets) as it is today, which does not describe performance, it will repeat
the same thing when the Bureaucratic Simplification policy has not been
implemented. Furthermore, the Promotion Policy has not been followed by the
Performance Agreement Policy / SKP with Performance Indicators that are
results-oriented / organizational performance, as well as the provision of
performance allowances is also not based on individual performance which is a cascading
of the performance of the Ministry of PANRB
The same thing
was conveyed by an Intermediate Policy analyst at the Bureau of Performance Management
and Finance and cooperation
which conveys
the following:
Every policy
setting must be carried out with an in-depth analysis or study or an evaluation
needs to be carried out so that the weaknesses are known. When implemented,
including the squad team work model plan that will be determined, is it
appropriate? before the policy is established, an analysis or evaluation of the
implementation of existing regulations must be carried out, including the
determination of measurable performance indicators. With the indicators set, we
can find out whether the implementation of the policy is successful or not,
including the Bureaucratic Simplification Policy at the PANRB Ministry.
The next thing
is in line with the statement about understanding
the target group on policy simplification bureaucracy in order to implemented
with good in accordance with intent and purpose policy simplification
bureaucracy the need understanding no only at the implementor level but also at
the target group in Thing this office functional which is transition from
structural . The need understanding from the target group will intent and
purpose policy as well as clarity substance from policy so that the target
group knowing what to do prepared and done as well as held for success policy
the by effective and efficient . However from results Interview to informant planner
youth in the
Bureau of Performance Management and Finance and cooperation convey :
The purpose of
the Bureaucratic Simplification Policy is to speed up services through
improving performance, but in
destination success , does not specify what is the measure of its success. There are
no indicators of successful implementation of Bureaucratic Simplification. If
you say fast and agile what size? because in the assignment there is also no
specified time limit. So the implementation of the bureaucracy simplification
policy can be successful if all supporting policy tools must be prepared.
Including indicators of bureaucratic simplification aimed at being effective
and efficient, what are the measures?
Based on the
information from the informants above, according to the factors communication with dimensions transmission / transmission
and dimensions clarity / clarity yet describe clarity from indicator the
so - called success agile , simple , effective and efficient with not yet
existence performance
measurement system ( building the measurement system ), so that factor communication with dimensions clarity will
policy simplification not yet could understood and implemented because no there
is indicator success policy simplification bureaucracy that .
Dimension Transmission
How about in theory implementation
Edwards III policy on dimensions transmission want the policy public be
delivered no hanaya to policy implementers but also
delivered to group target policies and other interested parties good by direct
nor no straight away .
�Implementation of bureaucratic simplification policies in
the Ministry of PANRB when viewed from the perspective of dimensions transmission on factor communication still not
yet whole walk with good Thing this caused policy the arranged and set in very
fast and impressive time rush hurry, so in general both implementers,
especially target groups not yet whole get clear information intent and purpose
policy simplification bureaucracy in the Ministry of PANRB. Furthermore,
deep communication media form socialization too very conducted the rest are the
target group or target policy the still many are confused daan
not yet understand by whole. However there is some who
get explanation from the implementor at the meeting in the work unit echelon 2
and there office functional as target / target group initiative look for
information / intent and purpose from policy the through self-taught search in
various media, good by direct to those who have competence in Deputy
Institutional as well as in the Deputy of Human Resources who gave birth to
policy Simplification Bureaucracy that.
To understand intent and purpose policy
Simplification Bureaucracy �as well as change from office structural to functional officer with various rule about evaluation performance with number
credit that doesn't known on the job structural not yet conducted fully by the
implementer to group goals /targets as be delivered by a young policy analyst, at the
Deputy for Policy Formulating at the Deputy for Bureaucratic Reform, Apparatus
Accountability and Supervision as a Target group, who stated:
Policy simplification Bureaucracy impressed formulated
arrive arrive without existence study yayang deep. Until moment this no there is significant
change with Policy Simplification Bureaucracy this, because the working model
still like the old one, appraisal performance is also not changes, and what is
being done is still same like when in office structural echelon 4. It is felt that functional positions
still do not meet the competency standards (Lack of competence) as
policy analysts. So there has been no preparation or briefing as a policy
analyst, suddenly turning into a functional policy
analyst. So far, he has never been trained to be a good policy analyst. How to
learn self-taught, not getting education and training. Empower yourself because
there are no educational facilities from the agency.
to the Deputy of Public Service as the
target group which stated:
Policies are known not from the
Institute but rather from their own curiosity about the functional position of the policy analyst . Communication is not
that intense, there is general socialization, directly to analysts and credit
numbers but and even then it was done after the
policy of simplifying the bureaucracy was implemented for several months. After
3 months of inauguration of functional officials, they were invited from LAN as
a policy analyst advisory agency, but delivered in general and even then only 1
time.
Because the understanding is not
complete, so Jafung is looking for information on his own, especially about
compliance and how to obtain Credit Scores. Efforts were made by looking for
some friends who were more understanding, especially from HR who could explain.
Because the technical guidance budget is not available in our unit so it is
carried out through Technical Guidance itself wrapped in other activities but
the content is a discussion of factoring and invites from LAN and from the SDMU
Bureau. The material discussed is more about how the credit score assessment
method is, the discussion is not about the substance, how to make policy
papers, policy briefs or preparation of academic manuscripts, etc.[1]
Similarly, the opinion of a young policy analyst at the Deputy for Policy
Formulating at
the Deputy RB Kunwas, who stated
:
Specific training on policy analysts is not carried out by the PANRB
Ministry office, we are looking for ourselves and very much appreciate that
there is a series of webinars conducted by LAN as an approach analyst coaching
agency which consists of compiling organizational models (construction the
organization models), improving physical infrastructure (the configuring
the physical infrastructure), rearranging the work architecture (redesign
the work architecture ). The implementation of the bureaucratic
simplification policy at the Ministry of PANRB when viewed with a restructuring
approach or a change in structure, has undergone a structural change which
originally had 4 structures starting from echelon 1 to echelon 4 by simplifying
the bureaucracy into only 2 structures, namely echelon 1 and echelon 2, so that
with 2 (two) the structure becomes simpler and more effective and services can
be faster because the assignment can be directly to employees / functional
officials who have expertise.
Dimension
Clarity / clarity ���
As Edwards
III theory on factor communication there are also dimensions clarity / clarity
which requires that the policy be transmitted to implementers , target
groups and parties other interested parties by clear so that between they
knowing what be _ goal , goal as well as substance from policy public the so
that each will knowing what to do prepared as well as held for succeed policy
the by effective and efficient .
�This was conveyed by the Young Planner, to the Sedep at
the Deputy for Apparatus HR as the Target group, who conveyed the following:
�In fact, the Bureaucratic Simplification policy which abolished
echelons 3 and 4 made managerial duties are entirely in Echelon 2 which was previously divided into echelon 3
and 4. Changes in the structure level to only 2 layers in accordance with the
President's mandate and the PANRB Ministerial Regulation on Bureaucracy
Simplification as stipulated in PerMenPANRB Number 25 of 2021 and P ermenPANRB Number 17 of 2021 to become basics and guidelines to officials functional. But
what happened even though policy the already set but in implementation still
not optimal due to the policy on functional positions is very rigid with inappropriate credit
scores with item item
activity so that troublesome for office functional that .
So every office transferred functional the
must increase competence so that implementation policy Simplification
Bureaucracy could done in accordance with intent and purpose policy that has an
impact to performance individuals and organizations.
According to the millennial generation of young and first analysts,
functional positions are very challenging, so analysts are free to provide
input. do not be too rigid and time-consuming. Need to make policy support for policy simplification this comprehensive
in implementation and easy� understood by
clear implement redesigned the
performance reporting model
by clear that this PB policy can implemented with good
Dimension
Consistency
According to
Edwards III theory on factor Communication one dimensions consistency /
consistency is needed so that the policy is taken no intersection confused so
that confusing executor policies, target groups and parties interested parties.
In other words, anyone the leader policies that have been set to stay held by
consistent so the target group the could full heart
and sure that policy the permanent held although occur change leader. If
established policy only moment because influence leader in formulate policy
there is worries policy the no will held if occur change leader. So consistency is needed so that policy could implemented
optimally. Doubt will policies that do not consistent continue cause policy no
held optimally. Like submitted by informants planner
youth at the Bureau of Performance Management and Cooperation who delivered as
following:
Policy
this often change also and there is worries to front
if leader change so policy will change so that policy simplification
bureaucracy this no carry on held so will plus confused. Moment this currently
there is a tsunami of office functional (borrowed) the term Prof. Eko ) so
that required policy continued . If policy this no continue so our don't know if policy simplification this succeed or no.
because that required full package policies like omnibus law and sustainable
policies.
CONCLUSION
Based on description results research and discussion, then
researcher convey conclusion that is Implementation policy simplification
bureaucracy in the Ministry of PANRB yet walk good and optimally suitable
destination policy Simplification Bureaucracy, thing this influenced by several
factor support and inhibitor reviewed from a number of perspective
as following:
Perspective communication, supported by the implementor who
communicates to office functional as the target group and the presence
initiative from the target group for by self-taught look for information and
understanding from various source as well as strive implement policy
simplification bureaucracy by gradually. Next there is the wishes of the
officials functional for look for information from various source about
information and understanding policy simplification Bureaucracy.
Temporary that, at least activity socialization and absence
education and training against the target group by the SDMO Bureau and absence
or emptiness regulation supporter as well as enforcement sanctions and giving
appreciation to office functional implementing virtue Simplification
Bureaucracy not yet applied, p this is factor blocker implementation policy.
Perspective source resources, supported by availability, budget and
facilities adequate infrastructure support although human resource development
that has not been optimal. Temporary that, culture organization formed During
this still character wait disposition and still being in a comfort zone that
forms pattern thinking /mindset and culture work / culture set apparatus
Becomes factor blocker implementation policy.
Perspective disposition, supported by the presence of policy gift
incentive with no reduce well-being employee even in office functional
intermediate existence addition limit age pension from 58 years old to be 60
years old. In office functional analyst policy middle and young as well as on
some position there are other functional increase incentives and benefits
position functional compared to when position structural. Temporary that factor
punishment & reward schemes that have not been applied related with
performance not yet to awards received in the form of allowance performance.
Giving allowance performance still same to performing employee or no perform as
well as existence discrimination incentives on the job functional young Becomes
factor blocker implementation policy.
Perspective structure bureaucracy, supported by the existence of
mechanisms and means for implementation disposition through utilization
innovation Sufficient SMART technology understood and already internalized.
Meanwhile, the absence of SOPs and assessment models performance as well as
work models Becomes factor blocker implementation policy.
Implementation policy Simplification Associated bureaucracy with
enhancement performance at the Ministry of PANRB yet walk good and not show
repair performance Thing this�
can be seen from :
Factor resource with dimensions resource human, change policy from
office structural Becomes office functional no followed with change culture
work and pattern thought. Besides that no followed
with development competence through education and training in accordance with
position function held. To office functional not yet there is system evaluation
performance office functional, except regulations set by the agency builder.
During this a number of office structural only wait disposition and
very passive and not To do analysis to various policy.
This thing occur because no built competitive
competence then no there is correlation Among performance and reward for
performance. In Perspective resource man no occur enhancement sufficient
competence and performance significant because of the existing human resources
still same with HR who have competence below standard competence position
carried out functional. Trend office the structure that becomes office
functional take advantage of a very rewarding transition period tolerance to
office Intermediate functional with reason still in the process of adaptation
and new lost position structural. Activity education as effort HR empowerment
through training or effort other not yet intensive done.
Factor Structure Bureaucracy with SOP dimensions or mechanism work
no experience change and follow position functional as well as not yet there is
regulation supporter by comprehensive that can speed up happening mechanism
work in implementation policy simplification bureaucracy.
Simplification model related bureaucracy with enhancement
performance found researcher namely the Teamwork Model that AGILE (Agile Squad
Team) AGILE is acronym from aspect Adaptive, Group Working, Initiative,
Learning, and Effectiveness. The model seen in accordance with conditions and
dynamics as well as character office deep functional doing Duty must lively,
work as a team, have Initiative, keep going continuously study gone stop and
Effective and efficient in doing performance in accordance destination
simplification bureaucracy. While the Implementation Model Policy in
Performance improvement developing implementation model Edwards III policy with
add in factor structure bureaucracy that is Dimensions of the Work Model and on
factors Disposition add dimensions culture organization (pattern) thought and
culture work).
REFERENCES
Adul Wahab, Solichin. 1997. Analysis Policy : from Formulation to Implementation State Policy .
Jakarta: Earth characters.
Albreecht, Karl, 1985. Development Organization:
Approach Whole system for reach Positive Change in every Organization Effort.
Bandung:Space
Burns, JP. 2003.� Governance and Public Sector
Reform in the People,s Republic of China, � in Cheung & Scott, Governance
and Public Sector Reform in Asia; Paradigm shift or business as usual ? ,
London : Routledge Curzon.
Blau, Peters and Meyers, Marshall W.1987, Bureaucracy
In Modern Society . Jakarta: University of Indonesia.
Becker, BE, Huselid , MA, Ulricht , D. 2001. The
Human Resources Scorecard: Linking People, Strategy, and
performance. Boston, Massachusetts, USA: Harvard Business School Press.
Caiden, Gerald E. 1969, Administrative Reform.
Chicago, Illinois: Aldine Publishing Company.
Creswell, JW (1994). Research Design: Qualitative
and Quantitative Approaches . Thousand Oaks, CA:SAGE
Denhardt, JV and Denhardt, RBV 2003. The New Public
Service : Serving Not Steering. . ME Sharpe Inc. New York.
Denhardt, RB (2008). Theories of Public
Organizations. California: Thomson Wadsworth.
Dunn, William N. 1994. Public Policy Analysis: An Introduction . New Jersey: Prentice-Hall
International.
Dye, Thomas R. 1981. Understanding Public Policy . New Jersey: Prentice-Hall.
Edwards III, George C. 1980. Implementing Public Policy . Washington: Congressional Quarterly Press.
Effendy, Khassan,
2010. Development Organization . Bandung: CV. Indra Prahasta .
Ekotama, Suryono,
2010. Easy Way Make Standard Operating Procedure Editor , Yopi go
Paksi , Yogyakarta
: Media Pressindo .
Farazmand, Ali
(ed),1999, Bureaucracy and Administration ,Florida :CRC
Press.Blackman.Urban Policy in Practice.
Finer, Herman,
1949, The Theory and Practice of Modern Government (Revised Edition).
New York: Henry Holt and Company.
Fayol, Hendri,
1994, Theory Organization , Keys of the World, Mg. Grawhill , New York.
Goullart &
Kelly in Girot 1995/2001, Transforming The Organization . The Free, New
York.
Grindle, Merilee S. 1980. Politics and Policy
Implementation in the Third World. New Jersey, Princeton University Press
Princeton.
Gering Supriyadi and
Triguno 2006, Work Culture of Government
Organizations: Class III Pre-service Education and Training Module (Jakarta:
State Administration Institute.
Copyright holders:
Naptalina Sipayung,
I Nyoman Sumaryadi, Dahyar Daraba, Sampara Lukman (2022)
First publication right:
Devotion - Journal of Research and Community
Service
This article is licensed under a Creative Commons Attribution- ShareAlike 4.0 International