JP/4/PRIJO

JP/4/PRIJO

A drop of hope in the bureaucracy

Prijono Tjiptoherijanto
Head, State Civil Service Agency (BKN)
Jakarta

President Megawati Soekarnoputri has complained more than once
about the bureaucracy. Confusion and inefficiency in the
bureaucracy have long been a subject of discussion.

Even in the New Order period, ministers complained about the
bad performance of their subordinates. Many were "free loaders",
receiving salaries without displaying significant performance.

The crucial role of the bureaucracy is not supported by
responsible and capable bureaucrats. Malaysia and Thailand are
third world countries with reliable bureaucrats. Thailand's
recovery from its economic crisis in less than three years proves
the high quality of Thai bureaucrats.

Malaysia's ability to largely escape economic problems shows
that the bureaucrats are quite clean and efficient. Malaysia's
bureaucracy has even been entrusted with the management of quite
big private funds from social insurance, tithe and alms.

The ability of a government to succeed depends much on the
quality and capability of its bureaucrats. According to a World
Bank' survey reported in The East Asia Miracle, the transparent
implementation of a civil servant selection and recruitment
system and the promotion and rotation system that ensures "the
right man in the right place" and public accountability guarantee
the success of a government bureaucracy.

Unfortunately these three factors are rarely found in Asian
countries, especially in East Asia. Civil servants' selection and
recruitment run based on the "marriage system" -- instead of the
merit system.

Nepotism is still rife in the selection of new civil servants
and in the promotion for certain positions. Promotion and
rotation or transfer to other departments are often used as a
means of removing unwanted officials from certain positions
because they are regarded as troublemakers by their superiors.
They are promoted to high but unimportant positions without
subordinates or authority.

Awareness about public rights is not the main agenda of the
bureaucracy. Many decisions ignore public interests and services.
For example, train tickets, boat and bus tickets are often sold
out before the ticket counters open. Railway officials'
reluctance to reveal the number of vacant seats indicates their
tendency to back scalpers, despite their statements to the
contrary. The transfer of policemen who have persevered in
eradicating drug traffickers by their direct superiors suggests
that responsibility for public interests is still an illusion.

Such disorder must be addressed. Attention should be given to
selection and recruitment systems. The recruitment of new civil
servants, including the necessary prerequisites and
qualifications, should be announced transparently.

Selection tests should be general, simultaneous and
transparent, and evaluated by independent appraisers from the
public including professionals or academicians who are neutral
and free of collusion.

Promotion and transfers should be transparent. Those who are
shifted to other assignments or other locations should have the
right to state their objection. Prerequisites should be focused
more on education and skill instead of age and position. It is
also necessary to consider the impact of public policy. Every new
regulation needs academic arguments. There must be no thirst of
power that can stimulate conflict and factions.

Urgent necessary measures should start with the collection of
data that can indicate the quality and skill of every government
apparatus. Such efforts indeed require large funds -- but if such
steps are taken soon, the result of the huge task of improving
the bureaucracy may be enjoyed in the coming three or four years.