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At the end of the second year of United Indonesia Cabinet two (KIB II), the reshuffle issue heated up again. In fact, the insistence for reshuffling is now much more tightly than six months ago. Performance remains the main focus, besides other factors such as the alleged involvement of corruption and personal problems.
Actually, the quality of KiB II has been read from the beginning. Remember, how difficult the ministers to make the 100-day program. The result, seem sober and without any lost interest. Does not indicate that it was made by a minister. President Susilo Bambang Yudhoyono (SBY) seems to have put a serious style, but he did not clearly and explicitly in terms of follow up. That was enough to show that how weak he is in terms of managerial and technical.
The Minister who always get the red value of the Presidential Working Unit for Supervision and Control of Development (UKP4), is Darwin Zahedy Saleh (DZS), minister of energy and mineral resources (EMR). The public also considers that DZS not working optimally, so he’s always on the list of reshuffling.
What’s wrong with Darwin?
In this case, there are two mistakes have been made by DZS.
First, DZS did not know how to publish performance. In fact, it could easily be done at the site EMR. There are several possibilities, why she did not, such as do not know what kind of performance is demanded, not being creative in terms of reporting, no one has the courage to openly describe the performance, yet there are needs and demands of the president, and so on. He’s already locked by the current problem, or have been trapped as the fire extinguisher, which in fact can not be extinguished by himself.
In addition, his performance can still be seen from the presence or absence of culture change in EMR. That is, a work culture that is increasingly effective, productive, and efficient with clear measurable parameters, both quantity and time. Of course, the change must also be perceived by internal and external EMR. For that, needed a strong management style. The question, “Over the past two years on duty, whether DZS has contributed in making the cultural change in the EMR?
Second, DZS was not responsive and nimble in addressing current energy issues, such as the ineffectiveness of completion subsidized fuel, hesitated to decide the plan to increase the basic electricity tariff (TDL), and others. He was not very sensitive to the potentially explosive issue in the future such as energy security, including the achievement of the target mix of fossil and renewable energy. The problem lies in the lack of energy vision, causing the dropping strategy implementation.
Indonesia’s future challenge is the need of energy, which increased along with increasing population and economic growth, while the reserves declining fossil energy sources, and will soon run out like oil. The difficulty of creating a culture of energy-saving and renewable energy exploration would be disastrous for future generations. That’s the result of the energy policies that were created today.
Dream figure for Minister of EMR
Actually, it is not difficult to become a minister in EMR. Everything that should be done and aspired, already embodied in the vision, mission and functions of EMR, of course, with clear guidance on the blueprint and road map of national energy. Now, how does the minister run it and make it happen? However, there are three things that must be possessed by the Minister of EMR to guarantee success.
First, a minister of EMR must have a brilliant vision in energy, able to see the future energy problems, but also able to resolve the current energy problem clearly. Of course, with his/her vision, he should be able to run the entire task. He/she should be able to measure the achievement of his/her subordinates, supported with a realistic and measurable action plan. He/she should be more responsive and sensitive to the issue of energy, able to anticipate the increasingly complex energy issues, present, and future.
Second, a minister of EMR must have a strong management style. He/she should be able to make changes precisely and quickly, such as reform of the bureaucracy, and so on. With three more years remaining, he/she must work more focused, effective, and productive, monitor and supervise the department tighter. All must be supported by communication skills and good coordination. Then, coordination with other ministers should be further improved. For that, “customer satisfaction” from the relevant departments /agencies should be measured for evaluation purposes.
Third, a minister of EMR should dare openly expose his performance to the public. Surely, the rules concerning the performance must be adhered to, either vertically or horizontally. If the site of EMR can be further optimized by delivering regular performance, then understanding and assessment of EMR by the public would be fairer, in addition, to give more motivation for internal EMR.
Two years is more than enough to judge. Please be replaced if it does not excel, but do not also be maintained if it is not enabled. The new face will not necessarily be any better than the old one, but the old faces were not necessarily going to change the situation more quickly, due to adaptation. SBY is only the person who knows the reason why DZS must (not) be replaced.
Writer: Erkata Yandri, researcher on Solar Energy Research Group, Dept. Vehicle System Engineering, Faculty of Creative Engineering, Kanagawa Institute of Technology – Japan.
https://www.thejakartapost.com/news/2011/10/12/why-darwin-must-not-go.html
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