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.