Providing real services for the public<\/p>\n
Piet Soeprijadi, Jakarta<\/p>\n
Graeme Macmillan, in his article Improving performance through
\npublic service reform (The Jakarta Post, Aug. 23), outlined the
\nneed for public service reform and made suggestions on how to
\nimprove public sector management to lift Indonesia's economic,
\nsocial and environmental performance.<\/p>\n
The article touched the real needs of the public.<\/p>\n
People want to get to work and go home on time, yet they have
\nto struggle to reach and to board public buses. People want an
\naffordable, quality education for their children, yet they to
\nhave to pay five times their salary to enroll their children into
\na substandard school.<\/p>\n
Drivers want a police force that helps the flow of traffic,
\nyet they have policemen who wait, hidden behind traffic lights,
\nto catch them as they run through a red light so as to collect
\nsome pocket-money. When under great duress because of the
\ncritical condition of a family member, people just want to be
\nreceived with kind and efficient attention by hospital staff, and
\ninstead, they are rejected and sent home because they cannot pay
\nthe outpatient fee.<\/p>\n
Good businessmen want to do business properly, in accordance
\nwith laws and regulations, yet they have to go through a number
\nof offices just to get a license, paying \"fees\" at every office.
\nGood taxpayers want to pay their taxes properly, yet they have to
\ndeal with tax inspectors who come with very high penalties at the
\nready for \"private negotiations\".<\/p>\n
The list is endless. This is not public service, in which the
\npublic is served -- instead, this is service by the public, in
\nwhich the public serve the so-called public servants.<\/p>\n
History shows that fulfilling the above basic needs is not at
\nall simple. As Macmillan said, \"The Public Service in Indonesia
\nis too big, too slow and too dysfunctional.\"<\/p>\n
On the other hand, the best way to solve a simple problem is
\nto provide a simple solution.<\/p>\n
The regents of Jembrana, Solok, Kebumen and Sidoarjo and the
\nmayors of Ambon and Malang are good examples of real public
\nservants, who have not only found simple solutions and
\nimplemented them, but also showed exemplary behavior in their
\nwork.<\/p>\n
In Sidoarjo, the regental administration created an integrated
\npublic service office for the public to procure licenses
\naccording to a predetermined schedule, placing representatives of
\nall relevant offices together to handle administrative details.
\nIn the case higher authorization is required, an internal courier
\n-- not the applicant -- brings the document to the appropriate
\nofficials. This has speeded up the licensure process and has
\neliminated the opportunity for corruption.<\/p>\n
In Kebumen, the recruitment of school principals has been
\nrestructured into a transparent procedure that involves the
\npublic. This solution has also eliminated corruption, while
\nimproving the odds of recruiting principals who serve the people.<\/p>\n
However, these champions of public service reform are a
\nminority and their success stories are not widely known. In this
\nrespect, the Jawa Pos Institute of Pro Autonomy -- which promotes
\nthe innovation and implementation of best practices through in-
\ndepth monitoring and competition between East Java regencies --
\nhas made a solid effort as a social institution to encourage
\npublic service reform.<\/p>\n
Installing real public servants -- or real leaders -- who do
\nnot stop at innovation but also lead by example, is another
\nsimple and effective solution that reaches the root of the
\nproblem. For example, Kebumen Regent Rustriningsih runs a daily,
\n30-minute radio talk show called Selamat Pagi Bupati (Good
\nmorning, Mrs. Regent), in which xhe responds directly to
\nquestions from the public and makes decisions to address their
\ncomplaints.<\/p>\n
This is an effective means to tackle the most difficult public
\nservice problem -- to change attitudes and mind-sets of the
\npeople to one of trust that the government listens to its people.
\nThe only way to achieve this is for the government to provide and
\nlead by example, show commitment, listen to the people and
\nfulfill its promises.<\/p>\n
If a direct electoral system is applied to regional leaders
\nand regents, mayors and governors like the Sidoarjo, Jembrana and
\nKebumen regents assume office, more than half of the country's
\npublic service problems will be solved satisfactorily.<\/p>\n
If the initiatives of the Jawa Pos Institute for Pro Autonomy
\ncould be implemented on a national scale, public service reform
\nwould be accomplished at a more rapid pace.<\/p>\n
Of course, these are not enough. Efforts by regional
\ngovernments should be supported with sufficient resources and
\nproper policies by the central government -- policies that are
\nconsistently applied, complementary and part of a comprehensive
\nlong-term strategy for public service reform.<\/p>\n
What we need is a simple solution for this seemingly complex
\nproblem, along with examples of leadership. Only then, could we
\nexpect real public service, through which people receive real
\nservice.<\/p>\n
The writer is Director of Administration for Partnership for
\nGovernance Reform in Jakarta.<\/p>",
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