By: Theofransus Litaay

Were Six issues emerging from my ongoing research in Nusa Tenggara Timur. They are 1) Autonomy and dependency, 2) Gap of policy and practices, 3) Pseudo-reality, 4) dysfunctional bureaucracy, 5) Function, structure and Communication, 6) Distortion by political competition.

1. Autonomy and dependency.
For many, Musrenbang (Council Development Planning / Development Planning Deliberation) is often praised as an example of the bottom-up planning methods.

Diagram 1. Flow of district-level Development Planning

The framework above shows only partial process of the planning process inside the district. In fact, the program Should be approved in the provincial and national forums Musrenbang Musrenbang forum before it WENT back to Regency.

The framework ideals to Provide more participation in the planning process, however, the Experiences in NTT show That this ideal is yet to be achieved. The mechanism has been Used not only to filter the unsuitable projects proposed by the bottom-up process but has been Used Also as the opportunity to assert central government's programs at the end deprives That Regional Autonomy. DPRD (local Parliament) Could do nothing about this issue. Will of local content comprises only around 10-20% of the budget (Regional Development Budget). Apart from the budget, there is' "deconcentration fund," Which is much Bigger than the budget Itself. All of the "deconcentration" fund's projects are central government's projects. The results are Some failure and rejection stories During implementation of the project. This situation has led to the dependent relationship from the local government to the national level.

Bias to local issues in fact occurred as the planning process MOVED up from the bottom. This will of local knowledge jeopardizes Because At The Same Time 'there is another Also Downward movement from the central government That Able to "eat up" the local planning (a term expressed by a local government planner in Kupang). In this context, it is clear That bottom-up planning alone is insufficient Enough as long as the Institution is weak to Participate in the higher levels.

2. Gap of policy and practice.
The first finding above created the gap Between the government policy at one side and the community practices at the other side. Government's programs do not answer the needs of the people, while the community practices Could not serve as the source of knowledge for policymaking. Grassroots level initiatives and Innovations meet Difficulties to flourish due to lack of government's support, whether in terms of budgetary subsidy, market access, and linkage to government's program.

As the result, although the community is independent from the government Influences Enough to manage their own life, however the limitation of resources cause Them Unable to improve on their welfare economically. At the other side, That government programs are heavily oriented project, made it ineffective Pls help the construction is finished. In Some cases, even left behind by the community.

3. Pseudo reality.
Change does not come solely from the policy but mainly from the community Themselves. Policy's impact is in small influences. Whether they want or not want to change is heavily Itself Depend on the community. At the other hand, the government reporting Also That change has done, this act will of pseudo reality at the end only unsuitable atmosphere for a sound policymaking.
In this behavioral context, there are two types of policy-makers exist.

First, the policy-makers, WHO insists That everything is fine and there is' nothing wrong about the policy or its impact. I would like to name it the denial type. Second, the one WHO thinks and talks openly Regarding Difficulties or problems in development activity. This type is the open-minded.
The denial type is the person WHO often relating his / her performance with the position held and the WHO want to be perceived as a Successful official. It is for These Reasons the denial-type person will from all deny unpleasant realities and created his / her own reality. When That reality is created-governmental organization imposed in position, it will from against the nature of bureaucracy as noted by Weber as rational entities.

The open-minded type Could Also be distinguished into two sub-types.
First sub-type they want WHO is already pushed aside in local politics-and carry no baggage to speak freely and openly, while the second sub-type is they want Who Are politically strong at the local level.
In the author's observation, political power is influenced by factors Standard Chartered Bank Standard and Poor 'genealogy, cultural power, and political affiliation. Genealogical factor is determined by Kinship / familyship strong relations with influential political figures or political patronage WHO Provider for the subject. Cultural factors related to traditional (indigenous) position in the social structure. The third factor is connected to the membership of the ruling political party. At the local level, a blend of These factors establish the political will of power.

4. Dysfunctional bureaucracy.
There are issues of competence, work ethics, motivation, and Dedication. Self-dealing occurred in the agricultural service victimized That the Farmers. That is the quick impression people are sitting in on their office for the salary and more on their lack of cause of on their job.

Being government employees (civil servants: the civil servants) is still seen as a means of social mobility. At the other side, as a symbol of social status, bureaucratic Also contributes to the high position Appreciation from the community. As the result, competition changed from civil servants is rarely seen as a competition to be a better servant, but to reach any social position or social status for the family. They enjoy the position more than enjoy the work to help the community.

Another issue often occurred in the Provinces: Jakarta is far out from the high dependency to the state budget, while the private sector is still weak. As the result, government bureaucracy changed from dominant power source and the Almost without control. The impact of this situation or lack of motivation disincentive for the bureaucrat to perform well, Because the control performance without the employees will from some notes on their worry of losing jobs.

5. Function, structure and communication.
There are Some existing offices in provincial and district levels served The Same function That lack coordination and communication, however. Duplication of function still exists. The striking example is the Research and Development section, Which exists in all levels, do the Same work, never coordinated with Each other.

Another lack attention relating That structure is the university - Whose core business is research but rarely Involved in any coordinated action of the government's research and development activities. Not to Mention the private-own university, even the state university-Owned herself is not Involved in the government's research activities.

6. Distortion by political competition.
Development programs in one particular period is often perceived partially Belong to respective period, while there is a need to approach it in a holistic approach. This factual situation is influenced by a wrong interpretation on the meaning of elections (local election) as a form of democratization process on district level since introduced post-1998 reform.

Which local elections ideally serve as healthy political recruitment mechanism, in fact perceived as a competition to negate the legacy of political competitors, including the competitor's ideas on development programs. Development programs are perceived more as the "leader's program" rather than a product of the system. This way of thinking resulted in the new May discontinues previous leader, program leader, including good programs needed by the people.