Analisis Pelaksanaan Kebijakan Penyederhanaan Birokrasi Di Lingkup Pemerintah Provinsi Kalimantan Selatan

Abstract

To realize effective governance, the central government has issued a policy to simplify the bureaucracy. One of these policies is implemented by equalizing Administrative Positions (JA) to Functional Positions (JF). The Provincial Government of South Kalimantan has followed the mechanism for equalizing JA to JF following the provisions of the applicable laws. However, in its implementation, it is still partially done. The equalization of JA to JF has been carried out by four agencies, namely Bappeda, Balitbangda, Dispersip, and DPMPTSP, with the number of JAs being equalized to as many as 32 people. The problem faced by the South Kalimantan Provincial Government after the implementation of equalization is that the work system needs to be adjusted. In addition, implementing a policy that is still partial creates jealousy, inequality and work demotivation. This also impacts the irrelevance of the job made and approved by the Ministry of Home Affairs to be implemented at the next inauguration due to mutations, promotions, and retiring employees. Related to this, the provincial government must immediately make (1) adjustment to the work system, which includes adjustment of work mechanisms and business processes as stated in PermenPAN-RB RI Number 7 of 2022 concerning Work Systems in Government Agencies for Bureaucracy Simplification, (2) Preparation of guidance maps /mapping of JF training and development priorities in each regional apparatus, especially for JF who must have certification at the JF that is being supervised, (3) Conducting consultations and rearranging the JA map that will be aligned by providing opportunities for JAs who will be equalized to then choose JFs that are in demand and adapted to the needs of the organization, (4) related SKPDs to conduct intensive and pro-active guidance in conducting training on equalization JFs in their respective SKPDs and accelerating the internalization of changes in ASN management policies.
 Pemerintah pusat dalam rangka mewujudkan tata Kelola pemerintahan yang efektif, telah mengeluarkan kebijakan penyederhanaan birokrasi. Salah satu kebijakan tersebut dilaksanakan melalui penyetaraan Jabatan Administrasi (JA) ke Jabatan Fungsioal (JF). Pemerintah Provinsi Kalsel telah mengikuti mekanisme penyetaraan JA ke JF sesuai dengan ketentuan perundangan yang berlaku, namun dalam pelaksanaannya masih dilakukan secara parsial. Penyetaraan JA ke JF telah dilaksanakan terhadap 4 SKPD, yaitu Bappeda, Balitbangda, Dispersip, dan DPMPTSP, dengan jumlah JA yang disetarakan adalah sebanyak 32 orang. Permasalahan yang dihadapi Pemprov Kalsel setelah pelaksanaan penyetaraan adalah belum adanya penyesuaian sistem kerja. Selain itu Pelaksanaan kebijakan yang masih parsial juga menimbulkan kecemburuan, kesenjangan dan demotivasi kerja bagi JF penyetaraan. Hal tersebut ini juga berdampak pada tidak relevannya peta jabatan yang telah dibuat dan disetujui oleh Kementerian Dalam Negeri untuk dilaksanakan pada pelantikan selanjutnya karena adanya mutasi, promosi, dan pegawai yang pensiun. Terkait hal tersebut, pemprov harus segera melakukan : (1) penyesuaian sistem kerja yang meliputi penyesuaian mekanisme kerja dan proses bisnis seperti tertuang dalam PermenPAN-RB RI Nomor 7 Tahun 2022 tentang Sistem Kerja pada Instansi Pemerintah untuk Penyederhanaan Birokrasi,(2) Penyusunan peta pembinaan /pemetaan prioritas pelatihan dan pengembangan JF pada masing-masing perangkat daerah, terutama bagi JF yang harus memiliki sertifikasi di JF yang diampu, (3) Melakukan konsultasi dan penyusunan ulang peta JA yang akan disetarakan dengan memberikan kesempatan bagi JA yang akan disetarakan untuk selanjutnya memilih JF yang diminati dan disesuaikan dengan kebutuhan organisasi, (4) SKPD terkait agar melakukan pembinaan secara intensif dan pro aktif melakukan pembinaan terhadap JF penyetaran di SKPD nya masing-masing dan mempercepat internalisasi perubahan kebijakan manajemen ASN.

The Leadership Role of Pratama Officials in Facing the Salatiga Government's Bureaucracy Simplification Policy

“…The main tasks & functions, benefits, facilities, and disposition hierarchy are still the same as the old organisation. This is in line with research by Nisa, et al (2022) that the implementation of bureaucratic simplification in local governments has not been in accordance with the work system. The changed position map has no impact on employee performance and motivation.…”

“…This is indicated by the provision of motivation, protection, and the head of the work unit who takes the role of being a place to complain for new functional officials. This is in line with research by Nisa, et al (2022) that the head of the work unit should be able to proactively motivate and internalize employees so that the bureaucratic simplification policy can be implemented more quickly. The things done by the head of the work unit also show that the leader as an authoritarian figure in the organization is expected to provide protection and take on the role of "father" for his subordinates.…”

“…In addition to the head of the work unit, the head of the field who is currently the sole administrative official in the field under his charge also increases his capacity by trying to master the technical competencies that were previously held by the structural officials below him. This is because it has become difficult for the head of the field to distribute work tasks with the elimination of the organizational structure under him (Nisa et al, 2022).…”

Implications of Functional Positions in the Career Development of Apparatus in Indonesia

“…According to Handoko (Tsauri, 2013), work career is defined as all jobs or positions handled or held during one's work life, while according to Greenhaus in (Marnis &;Priyono, 2008), career is defined as a pattern of work-related experiences that extend (Marthalina, 2021;Setiawan et al, 2022;Nisa et al, 2022) found that the application of equitable distribution of structural positions to functional positions does not have a direct impact on the career development of apparatuses, while competence and career development have a positive influence on performance (Garaika, 2020;Suhardiman, 2019) in addition, adaptation to work culture affects career development (Alim D.…”

“…The problems of the communication dimension, which has not worked optimally, so that it affects other dimensions of policy implementation. 2023) There are inconsistencies in the regulations governing the equalization policy, which means that simplification of competencies and age limits for equalized officials has the potential to impede their career progression, this was also noted in (Tuasamu et al, 2022) that the majority of administrators transferred to functional positions did not meet the educational and competency requirements of the functional positions they would occupy, as well as research (Nisa et al, 2022) that revealed a mismatch between educational qualifications and the requirements of the functional position they would occupy, this is also found in the research (Wahyuningsih et al, 2021) which states that there are still civil servants who occupy functional positions that are not in accordance with their educational background and competencies, as well as in the research (D. H. Pratama et al, 2023) related to job competence, if strict selection and competency tests are conducted, many supervisory and administrative civil servants will not qualify for functional positions. In addition to competency, issues were identified within the work system that had not been addressed by the Lubuklinggau City Government after position equalization.…”