BANYUWANGI – The enacted Law No. 20/2023 on the State Civil Apparatus (ASN) mandates the acceleration of the establishment of implementing regulations in the form of Government Regulations.
Intensive discussions have been held by the Ministry of Administrative and Bureaucratic Reform to accelerate and strengthen the formulation of the Draft Government Regulation (RPP) on ASN Management which is a derivative regulation of the ASN Law.
Input and proposals from the House of Representatives (DPR), the Regional Representatives Council (DPD), and all non-ASN personnel have also been received.
This time, the government wants to enrich the perspectives of academics, practitioners, and professionals who are members of the Independent Panel Team (TPI) and Evaluation Team (TE) of the Public Service Innovation Competition (KIPP).
“Of course, the end of the entire ASN transformation through the ASN Law is to realize better public services and a more prosperous society,” said Minister of Administrative and Bureaucratic Reform Abdullah Azwar Anas in the Coordination Meeting on Strengthening Public Service Policy through Increasing ASN Professionalism, in Banyuwangi, Monday (18/12).
“Thank you for your willingness to attend and contribute your thoughts in discussing the substance of this ASN Management RPP,” he added.
Anas said he hoped the input from TPI and TE KIPP could be part of the efforts and steps to ground the ASN Law so that it can be implemented properly in the ministries/agencies and regional governments.
He further explained that there are 16 substances included in this ASN Management RPP.
Among these are strengthening work culture and institutional image, expanding the scope and mechanism of working for Government Employees with Work Agreements (PPPK), structuring non-ASN personnel, managerial and non-managerial positions, reciprocity between ASN and TNI soldiers/police members, improving ASN welfare, ASN rights and obligations, determining ASN needs, and procuring CASN.
Furthermore, there are substances related to strengthening the performance of ASN employees, talent and career development, competency development, dismissal of ASN, ASN professional organizations, digitalisation of ASN management, and dispute resolution.
He revealed that to speed up the drafting of the RPP Management, the government has formed a cross-agency drafting team.
The drafting team involves the National Civil Service Agency (BKN), the State Administration Institute (LAN), the Ministry of Finance, the Ministry of Home Affairs, and other relevant government agencies.
“This PP must be able to formulate that our bureaucracy is not only stuck at the upstream but directly targets its impact. Including related to the arrangement of non-ASN personnel, which we continue to look for the best solution,” said Anas.
On the same occasion, KIPP Evaluation Team Leader Ida Bagus Wyasa Putra conveyed a number of inputs related to the acceleration of ASN transformation towards a professional bureaucracy.
He assessed that professional bureaucracy is certainly driven by ASN professionalism as well.
ASN professionalism, he said, is influenced by various factors, one of which is the public service performance target.
“The performance component of quality public services may be raised as an assessment parameter in the future. Fulfilment of quality technical targets needs to be included in the performance assessment component,” he said.
He added, in encouraging ASN professionalism, the government also needs to pay attention to the ecosystem that affects the ASN work spirit.
The said ecosystem includes objective leadership, comfortable work environment, collaborative work, fair reward and punishment, and other psychological factors.
“No matter how sophisticated the ASN is, if the performance ecosystem is slow, this will definitely affect performance. To encourage professionalism, innovative ASNs also need to get special awards so that they can motivate others to be creative,” said the Udayana University Professor.
He believes that digital bureaucracy is already a prerequisite for professional bureaucracy. This will also relate to a more agile bureaucracy.
“However, the parameters must be appropriate to the object and model of performance. The object of performance is not just to agile the institution. The measure must be clear when the performance model is agile and when it must obey the structure,” Wyasa concluded.
