Sekjen Kemendagri Ajak Pejabat Baru Tinggalkan Pola Kerja Lama

The directive, delivered at the Kemendagri Office in Jakarta on Friday, July 24, underscores a broader governmental commitment to transforming Indonesia’s bureaucracy into a dynamic, results-oriented engine of development. Tohir’s message highlights a critical juncture for public service, where traditional approaches are no longer sufficient to meet the complex and evolving demands of a modern populace. He stressed that a forward-thinking mindset is paramount, challenging officials to break free from conventional habits and embrace creative problem-solving.

"Therefore, whatever your respective fields of duty, try to think not just confined to certain habits," Tohir stated, emphasizing the need for a paradigm shift within the bureaucratic machinery. This statement serves as a foundational principle for the newly appointed officials, positioning them at the forefront of Kemendagri’s drive for progressive governance. The call extends beyond mere procedural adjustments, advocating for a fundamental change in how public service is conceptualized and executed, with a strong emphasis on proactive engagement and measurable impact.

Main Facts: A Clarion Call for Bureaucratic Transformation

Secretary-General Tomsi Tohir’s address was more than a ceremonial speech; it was a strategic declaration outlining Kemendagri’s vision for a revitalized public administration. The core of his message revolved around several key tenets designed to steer the ministry and, by extension, local governments, towards greater effectiveness and accountability.

Firstly, the unequivocal rejection of "routine work patterns" marks a departure from a bureaucracy often criticized for its procedural rigidity and lack of dynamism. Tohir challenged officials to view their roles not as mere executors of established protocols but as innovators capable of identifying and implementing novel solutions. This requires a shift from a process-centric approach to one that prioritizes outcomes and public value. The goal is to dismantle mental barriers that perpetuate inertia and to foster an environment where continuous improvement and adaptability are the norms.

Secondly, the emphasis on innovation is not merely about adopting new technologies but about cultivating a culture of creative problem-solving. Tohir explicitly linked innovation to "answering the needs of society and providing real benefits." This citizen-centric perspective is crucial, ensuring that bureaucratic endeavors are not self-serving but are directly aligned with improving the lives of ordinary Indonesians. Whether it involves streamlining public services, developing more efficient administrative processes, or crafting responsive policies, the yardstick for success will be the tangible positive impact on communities.

Furthermore, Tohir highlighted the strategic utilization of additional budget allocations as a "momentum to generate new breakthroughs." This is a critical point, as increased funding often risks being absorbed by existing, sometimes inefficient, programs. Instead, Kemendagri intends for these resources to be catalysts for transformative initiatives, particularly those that bolster the performance of local governments. This implies a strategic allocation of funds towards capacity building, digital infrastructure, and pilot projects that can demonstrate scalable innovations, moving beyond simply "multiplying routine activities." The underlying message is clear: public funds must be invested wisely to yield significant, long-term returns in governance quality.

A pivotal aspect of Tohir’s directive is the cultivation of a "results-oriented mindset." He underscored the necessity of designing programs with long-term impacts in mind, ensuring that Kemendagri’s guidance to local governments translates into "measurable changes" and an "increase in the quality of public services." This demands a comprehensive approach to planning, implementation, and evaluation, moving away from activity-based reporting to performance-based metrics. Officials are encouraged to envision the end-state, anticipate challenges, and develop robust strategies that guarantee meaningful societal improvements.

Finally, Tohir reinforced the timeless virtues of integrity, dedication, and professionalism. He reminded the newly appointed officials that their roles are a sacred trust, requiring them to uphold ethical standards, commit fully to their duties, and operate with the highest level of competence. Complementing these values, he stressed the importance of fostering good communication, strengthening interpersonal relationships (silaturahmi), and working with unwavering honesty. These attributes, Tohir noted, are not just administrative best practices but are foundational principles aligned with universal moral teachings, ensuring that public service is conducted with both efficacy and moral rectitude.

Chronology: The Evolution of a Mandate

The call for innovation and a results-oriented bureaucracy from Secretary-General Tomsi Tohir on July 24, 2023, did not emerge in a vacuum. It represents a culmination of ongoing efforts and a response to persistent challenges within Indonesia’s public sector. The timeline leading to this specific directive can be traced through several key phases of national bureaucratic reform.

For decades, Indonesia has grappled with the complexities of its vast and diverse bureaucracy. Post-reformasi, there was a strong push for decentralization, transferring significant authority and resources to local governments. While this was intended to bring governance closer to the people, it also introduced new layers of administrative challenges, including variations in local government capacity, accountability gaps, and inconsistencies in service delivery.

In the early 2000s, initiatives like the National Bureaucratic Reform Road Map began to lay the groundwork for a more efficient and accountable public administration. These efforts focused on institutional restructuring, human resource management, and improving service quality. However, progress has often been incremental, with entrenched practices and a risk-averse culture sometimes impeding radical transformation.

More recently, particularly under the current administration, there has been a heightened emphasis on digital transformation and efficiency. The COVID-19 pandemic further accelerated this urgency, demonstrating the critical need for agile, responsive, and innovative public services in times of crisis. The rapid shift to remote work, digital platforms for public information, and online service delivery highlighted both the potential and the existing gaps in bureaucratic readiness.

Kemendagri, as the central authority responsible for overseeing local governments, plays a pivotal role in this national agenda. Its mandate includes fostering good governance at the regional level, ensuring policy coherence, and providing technical guidance. The ministry has been actively involved in various programs aimed at strengthening regional capacities, promoting transparency, and enhancing public participation.

The specific context of July 2023 sees Indonesia emerging from the immediate aftermath of the pandemic, with a renewed focus on economic recovery and sustained development. This period is characterized by significant investment in infrastructure, human capital, and digital transformation. As such, government ministries, including Kemendagri, are being tasked with ensuring that public funds are utilized optimally to achieve national development targets. The "additional budget allocation" mentioned by Tomsi Tohir likely reflects this broader governmental spending strategy, positioning it as a strategic opportunity rather than merely an increase in operational funds.

The inauguration of new officials provides a timely platform for such a strong directive. New appointments are often seen as opportunities to inject fresh perspectives and energy into the bureaucracy. By addressing them directly, Tohir aims to imbue these individuals with a sense of purpose and a clear mandate to drive change from the outset of their tenures. This strategic timing ensures that the message of innovation and results-orientation is disseminated to a cohort of leaders who will be instrumental in its implementation across various levels of Kemendagri’s operations and its interactions with local governments.

Supporting Data: The Case for Change

The urgency of Tomsi Tohir’s message is underpinned by a growing body of evidence highlighting the need for bureaucratic transformation in Indonesia. Public administration scholars and international development organizations have consistently pointed to areas where traditional bureaucratic models fall short, while demonstrating the benefits of innovation and a results-oriented approach.

Challenges of Traditional Bureaucracy:
Studies on public sector efficiency in Indonesia often reveal several recurring issues. A 2022 report by the Institute for Development of Economics and Finance (INDEF) indicated that despite incremental improvements, public service delivery still faces hurdles such as:

• Procedural Complexity: Many administrative processes remain cumbersome, requiring multiple layers of approval and extensive paperwork, leading to delays and frustration for citizens and businesses.
• Limited Innovation Adoption: A prevailing culture of risk aversion and adherence to established norms often stifles the adoption of new technologies and methodologies that could enhance efficiency and service quality.
• Budgetary Inefficiency: While budgets have increased, concerns persist regarding the optimal allocation and utilization of funds. A significant portion of local government budgets, for instance, is often consumed by routine operational expenditures rather than capital investment or innovative programs with long-term developmental impact. The Ministry of Finance’s data sometimes shows discrepancies between allocated funds and actual impact on key development indicators.
• Public Trust Deficit: Surveys, such as those conducted by Transparency International Indonesia, occasionally highlight public perception of corruption and inefficiency, leading to a erosion of trust in government institutions. This underscores the critical need for integrity and transparency, which Tohir also emphasized.
• Lack of Performance Metrics: Historically, bureaucratic success has often been measured by activity completion rather than tangible outcomes. This can lead to programs that are technically "implemented" but fail to achieve their intended societal benefits.

The Imperative for Innovation:
Conversely, international best practices and successful pilot programs within Indonesia demonstrate the transformative power of an innovative and results-oriented approach:

• Enhanced Service Delivery: Countries that have embraced e-government initiatives and citizen-centric design have seen significant improvements in public satisfaction. For example, the World Bank’s "Ease of Doing Business" report consistently links streamlined administrative processes and digital government services to improved economic competitiveness.
• Improved Resource Allocation: By focusing on measurable outcomes, governments can better identify programs that yield the highest returns on investment. Data-driven decision-making allows for the reallocation of resources from ineffective routine activities to impactful, innovative projects.
• Increased Accountability and Transparency: Innovation, particularly through digital platforms, can enhance transparency in government operations and provide clearer mechanisms for public feedback and oversight. This directly addresses issues of public trust and integrity.
• Economic Growth and Competitiveness: An agile and responsive bureaucracy is a critical enabler for economic growth, attracting investment, and fostering a dynamic business environment. The ability to adapt quickly to new challenges and opportunities is essential in a globalized economy.
• Alignment with National Goals: Indonesia’s long-term development vision (e.g., Vision 2045) hinges on a modern, efficient, and innovative public sector capable of driving sustainable growth, improving human capital, and ensuring equitable development across the archipelago. Tohir’s call directly supports these overarching national objectives.

The additional budget allocation mentioned by Tohir is particularly significant. Data from the National Development Planning Agency (Bappenas) or the Ministry of Finance often reveals that increased public spending, when strategically directed towards innovation and capacity building, can generate multiplier effects across various sectors. For Kemendagri, this means empowering local governments to experiment with new public service models, invest in digital infrastructure, and develop local solutions to unique regional challenges, rather than merely perpetuating existing, sometimes outdated, operational frameworks. The transition from process-driven to results-driven budgeting is a key component of this shift.

Official Responses: Echoes Across the Bureaucracy

Tomsi Tohir’s directive resonates deeply within Kemendagri and is likely to ripple across other government ministries and local administrations, reflecting a broader governmental consensus on the need for bureaucratic reform. While specific immediate responses from other officials were not detailed in the original report, the nature of such a high-level pronouncement from a key ministry suggests a coordinated push for change.

Within Kemendagri, the message is expected to be translated into concrete action plans. Directorate Generals and departmental heads will likely be tasked with developing strategies to foster innovation within their respective units. This could involve setting performance indicators tied to innovative output, establishing internal "innovation labs" or task forces, and revising standard operating procedures to allow for more flexibility and experimentation. Newly appointed officials, fresh into their roles, are expected to be the vanguard of this new approach, bringing enthusiasm and a willingness to challenge the status quo. Their training and professional development programs will likely be updated to reflect this emphasis on innovation, critical thinking, and results-oriented project management.

Beyond Kemendagri, the Ministry of Administrative and Bureaucratic Reform (KemenPAN-RB), which is primarily responsible for overall bureaucratic reform, would likely welcome and support Tohir’s statement. KemenPAN-RB has consistently advocated for a more agile, transparent, and service-oriented bureaucracy. An official from KemenPAN-RB, speaking on background, might emphasize that such directives from key ministries like Kemendagri are crucial for translating national reform policies into practical implementation across the government ecosystem, particularly at the local level where Kemendagri holds significant sway. They might highlight ongoing initiatives to simplify regulations, improve public service delivery standards, and promote a performance-based culture.

Experts in public administration and governance also weigh in on the significance of Tohir’s remarks. Dr. Sari Dewi, a senior analyst at the Institute for Public Policy Studies (IPPS), might comment, "Secretary-General Tohir’s call is timely and essential. For too long, bureaucracy has been synonymous with routine and rigidity. Shifting towards innovation and results is not just an aspiration but a necessity for Indonesia to achieve its development goals and enhance public trust. The challenge, however, lies in translating this rhetoric into systemic changes and overcoming inherent resistance to change within large organizations."

Local government leaders, the direct beneficiaries and implementers of Kemendagri’s guidance, are also anticipated to respond. Progressive regional heads and mayors who have already been experimenting with innovative public service models (e.g., smart city initiatives, digital public complaint systems) would likely feel validated and encouraged. For others, it presents a clear mandate to reassess their operational models and seek out opportunities for improvement. The call for utilizing additional budget for "breakthroughs" rather than "routine activities" will particularly impact local government financial planning and program development. It encourages them to think strategically about investments that yield long-term societal benefits, rather than merely fulfilling annual administrative cycles.

The message of integrity, professionalism, and good communication also resonates broadly. In an era where public scrutiny of government actions is high, these ethical foundations are critical for rebuilding and maintaining public confidence. Civil society organizations and anti-corruption watchdogs would likely view this emphasis as a positive step towards more transparent and accountable governance.

Implications: A Path Towards Future Governance

The implications of Secretary-General Tomsi Tohir’s strong mandate for innovation and results-oriented public service are far-reaching, potentially reshaping the landscape of governance in Indonesia for years to come. This directive is not merely an internal Kemendagri policy shift but a strategic move with profound consequences for local governments, public service delivery, and the nation’s overall development trajectory.

For Kemendagri and its Internal Operations:
Internally, Kemendagri is expected to undergo a significant transformation. The emphasis on innovation will likely lead to:

• Revised Performance Metrics: Departments and individual officials may be evaluated not just on adherence to procedures, but on their contribution to innovative solutions, measurable outcomes, and improvements in efficiency.
• Enhanced Capacity Building: Training programs will likely be revamped to foster critical thinking, problem-solving skills, digital literacy, and an entrepreneurial mindset among civil servants. Workshops on design thinking, agile project management, and data analytics could become standard.
• Streamlined Processes: The push to move beyond "routine work" will necessitate a review and simplification of internal administrative processes, leveraging technology to reduce bottlenecks and improve workflow efficiency.
• Culture Shift: Cultivating a culture where experimentation is encouraged, and failure is viewed as a learning opportunity, will be crucial. This requires strong leadership and a supportive environment for new ideas.

For Local Governments (Pemda):
As the supervisory body for regional administrations, Kemendagri’s directive will have a direct and substantial impact on local governments across Indonesia:

• Mandate for Local Innovation: Local governments will be expected to actively seek and implement innovative solutions tailored to their specific regional contexts, whether in public health, education, infrastructure, or economic development. This could spur a wave of localized digital initiatives and citizen-centric service designs.
• Strategic Budget Utilization: The call to use additional budget for "breakthroughs" will compel local governments to adopt more strategic, impact-driven budgeting practices. Funds are likely to be channeled towards pilot projects, technological upgrades, and programs that demonstrably enhance public welfare and economic growth, moving away from purely administrative spending.
• Improved Public Service Quality: The ultimate goal is a significant uplift in the quality and responsiveness of public services at the grassroots level. This means shorter processing times for permits, more accessible social services, and more transparent local governance.
• Enhanced Accountability: A results-oriented approach will necessitate clearer accountability frameworks for local officials, linking their performance directly to the measurable outcomes of their programs.

For Public Service Delivery and Citizen Engagement:
The most significant beneficiary of this transformation will be the Indonesian public.

• Citizen-Centric Services: The focus on "answering the needs of society" implies a shift towards designing services from the perspective of the user, making them more intuitive, accessible, and responsive.
• Increased Public Trust: By delivering tangible benefits, improving efficiency, and upholding integrity, the bureaucracy can rebuild and strengthen public trust, fostering greater civic participation and cooperation.
• Digital Transformation Acceleration: The drive for innovation will undoubtedly accelerate the adoption of digital technologies across government functions, leading to more online services, data-driven policy decisions, and transparent information sharing.

Long-Term Vision and Challenges:
In the long term, Tomsi Tohir’s mandate aligns with Indonesia’s broader national development goals, including achieving developed nation status by 2045. A modern, innovative, and results-driven bureaucracy is a fundamental pillar for sustaining economic growth, improving human capital, and ensuring equitable development across the archipelago. It positions Indonesia to better navigate global challenges and leverage opportunities in the digital age.

However, the path to achieving this vision is not without its challenges. Implementing such a profound cultural shift within a large bureaucracy will require:

• Overcoming Resistance to Change: Entrenched mindsets and established comfort zones can be significant barriers. Strong leadership, continuous communication, and incentives for innovation will be crucial.
• Capacity Gaps: Not all officials may possess the immediate skills or knowledge required for innovation and data-driven decision-making. Significant investment in training and professional development will be necessary.
• Resource Constraints: While additional budget is mentioned, ensuring adequate and sustained resources for innovative projects, especially at the local level, will be an ongoing challenge.
• Measuring Impact: Developing robust and reliable metrics to measure the long-term impact of innovative programs will be critical for demonstrating success and ensuring accountability.

In conclusion, Tomsi Tohir’s call for innovation, results-orientation, and integrity is a pivotal moment for Kemendagri and the broader Indonesian bureaucracy. It is a clear declaration that the era of mere routine is over, replaced by an urgent mandate for dynamic, citizen-focused governance that drives tangible progress and builds a more responsive and effective public sector for the future.