Strengthening of the Coordination of the National Agency for Border Management (BNPP) in Border Management in Indonesia

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1 International Journal of Applied Business and Economic Research ISSN : available at http: Serials Publications Pvt. Ltd. Volume 15 Number Strengthening of the Coordination of the National Agency for Border Management (BNPP) in Border Management in Indonesia Rusdiyanta 1 1 LS.I.P., SE., M.Si., Lecturer of Faculty of Social Science and Politics of Universitas Budi Luhur. rusdiyanta@budiluhur.ac.id Jalan Ciledug Raya, Petukangan Utara, Jakarta Selatan, Indonesia. 515 Abstract One crucial issue is the management of institutional issues, notably coordination. Therefore, this study focuses on strengthening the coordination pattern of BNPP in managing the border. This study aimed to describe the existing pattern of vertical and horizontal coordination BNPP as well as efforts to strengthen coordination. This study used a qualitative approach and descriptive analytic. From this study showed that the design of border management consists of program policy, budget requirements, coordination of implementation, and monitoring and evaluation of needed coordination. Strengthening of the coordination of BNPP done with regulatory reform, strengthening leadership, strengthening the authority, networking, interdependency and mutual trust and support of the government s political will. Keywords: Strengthening coordination, BNPP, border management. 1. Background Development of the border area Indonesia has not been encouraging. There are still many problems associated with the segment delimitation of the territory has not been agreed (delimitation), the assertion boundaries (delimitation), border area development and management (administration). This condition is potentially great against the threat of state sovereignty and territorial integrity of the Unitary Republic of Indonesia as well as the welfare of border communities. In addition, the activity of cross-border law violations such as illegal trading, illegal mining, illegal migration, illegal logging, human trafficking, and so on are also very prevalent. As a result of development in the border region tends to lag behind in terms of availability of infrastructure, and the economic gap with neighboring countries. Even in some areas, depending on the state border communities, especially in public services, social and economic as occurred in the Border Republic of Indonesia-Malaysia in Sebatik Island. International Journal of Applied Business and Economic Research

2 Rusdiyanta There are four strategic issues in the management of the dimensions of the border border border management, cross-border management issues, development of border areas, and institutional issues. In this study, the focus of attention is on institutional issues which is not optimal mechanism and the implementation of the coordination, integration, synchronization, and synergy border management program countries in central and local levels, attempts institutional management between countries has not been effective, as well as well as the lack of resources (human resources, facilities supporting infrastructure, budget, information technology support). This is compounded egosectoral stakeholders. There is also an indication of kekurangtaatan on legislation that applies precisely by elements of the government itself. Coordination is an old problem in public organizations. Coordination problems was a serious obstacle for border management (Honey 2010). Less than optimal BNPP in the coordination of development programs to be more focused and targeted is recognized by the Deputy Assistant State Transboundary Management BNPP, Soni Sumarsono (Koran Jakarta, November 6, 2012). Whereas co-ordination is an important part in maximizing development in the border. To that end, the creation of BNPP as a singleagency management and leading sector in border management is expected to perform better coordination so integrated. Based on the description, the issues discussed in this study is how the pattern BNPP strengthened coordination in the management of the state border? 2. Literature Review In order to execute common tasks and to mobilize and facilitate the implementation of development, government activities need to be integrated, harmonized and aligned so that there is no overlap, the clash, or chaos. Therefore, the need of coordination. Coordination is a process strategies and instruments of government to coordinate the organization or program in the public sector. Coordination among organizations in the public sector are considered as instruments and mechanisms aimed at improving the alignment of tasks and efforts of organizations in the public sector. This mechanism is used in order to create greater coherence, reduce wasteful policies and implementation or redundant, useless and contradictory (Bouckaert, Peters, and Verhoest, 2010). Coordination within the public service shows a hierarchical relationship with the central government. There are three types of coordination (Bouckaert, Peters, and Verhoest, 2010). First, Coordination type hierarchy (hierarchy-type mechanisms/htm) refers to a set of coordination mechanism which is based on authority and domination. They involve setting goals and rules, allocation of tasks and responsibilities and establish control lines directly. Both management instruments (such as the rules of procedure, the system of top-down planning or financial management systems traditionally oriented input and structural instruments (such as mergers organization, function coordination, lines of direct control and accountability) can be used. Secondly, coordination type of network (network-type mechanisms/ NTM). Coordination of this type is based on the relationship of interdependence and mutual trust. Coordination of this type run well when there is the same knowledge, values and norms that have been agreed, and the existence of a common strategy with their knowledge, values and norms and strategies of international cooperation organization of spontaneous or automatic. Third, coordination type of market mechanisms (market-type mechanisms/mtm). coordination between market players and government can be intentional to make the market (supply and demand) encourage coordination and competition among organizations. International Journal of Applied Business and Economic Research 516

3 Strengthening of the Coordination of the National Agency for Border Management (BNPP) in Border Management in Indonesia Coordination within the context of a state border management cooperation between agencies, institutions, units in the implementation of specific tasks related to the development of border areas that complement each other, helping each other, and complement each other. Coordination is a business that synchronous/regularly to provide the amount and timing and direct the implementation to produce a uniform and harmonious action on specific targets (Terry, in Muta ali, 2013). Based on this description, coordination can work well if the following are met: (1) a sense of cooperation, sense of mutual cooperation were seen in parts-per-executing agency concerned; (2) rivalry, the great institution frequent interdepartmental competition for advancement; (3) team spirit, every part of the mutual respect of each other; (4) esprit de corps, part of mutual respect will be more excited Research Methodology This study used a qualitative approach with descriptive research type. Techniques of data retrieval is done with the study of literature and interviews. Data analysis was performed using an adaptation of thought Seiddel (in Moleong 2004) qualitative data analysis process is recorded; collecting, sorting, classifying, synthesized, summarize, and make the index; and thinking, by making so that the categories of data that has meaning, search for and find patterns and relationships, and make the findings public. 4. Discussion 4.1. Border Management Coordination Analysis Border management in Indonesia handled by specialized agencies, namely BNPP at the national level, BPPD Province, and BPPD Regency/City. In accordance with Law No.43/2008 on the territory of the State, each level has the authority, as well as the duties and functions like any other public institution. BNPP has limited authority coordination with other ministries and non-ministerial agencies at the central level, and vertical coordination with BPPD BPPD provincial and regency/city. In accordance with the Presidential Decree No.12 of the year 2010 on the BNPP, BNPP regarding load in coordination as Head of BNPP in performing their duties can invite and involve ministers, leaders of non-ministerial government agencies, and other officials of government agencies; in organizing tasks and functions, BNPP coordinating with the governing body at the local level; BPPD coordination between BNPP and includes coaching, facilitation and supervision; in organizing tasks and functions BPPD Province coordinated by the Governor in his capacity as representative of the Government and members of BNPP; and procedures for BNPP working relationship with the border services in the area governed by the Head of BNPP. Coordination between BPPD and BNPP regulated through the Minister of the Interior 2 of 2011 on the Establishment of the Regional Border Management Agency. In Article 24, paragraph 2 states that the national coordination meeting with BPPD BNPP BPPD provincial and regency/city are held at least two (2) times within one (1) year or at any time as needed. Furthermore, coordination meetings referred to in Article 25, namely the coordination of planning, organizing/implementation, monitoring and evaluation and reporting development of state borders and border areas. (See Figure 1) In accordance with Law No.43/2008 on the territory of the State, state border management design is a description of how management in handling the state borders and the development of border areas. This design includes four (4) components, namely policy program, plan budget requirements, coordination of implementation, and evaluation and monitoring. International Journal of Applied Business and Economic Research

4 Rusdiyanta Sumber: Adaptasi Peraturan BNPP No.1/2015 Figure 2: Coordination of Stakeholders Source: Adaptation, BPPN No In setting policy coordination program, compiled BNPP three (3) documents of border management: first, the preparation of the Grand Design Management of State Borders and Border Regions Second, the preparation of the Master Plan for Management of State Borders and Border Regions in and Third, Action Planning Management of State Borders and Border Regions each year. Determination of policy year regional development programs carried out by preparing the strategy and set of policies, programs, and regulations related to (a) infrastructure development, (b) and regional spatial planning, (c) the economic growth, and (d) an increase in basic social services and the quality of human resources in the area of the land border. In the establishment of the budget requirements, coordination with the Ministry of synergy between BNPP and Institutions (K/L) and stakeholders, the implementation of the budget needs menyusunan border development priorities/annual action plan for border management. Budget needs of border management plan is based on the total needs of all border management program, formulated in the action plan and agreed on appropriate mechanisms of planning and discussion of the budget year in force. Plan budget needs the authority sector, formulated each K/L coordinate with BNPP. Cross-sectoral planning and the budget needs to fill in the gaps not addressed sectoral program but is needed, then it becomes a task to formulate BNPP, facilitate, and coordinate. While cost recovery for border management programs and activities requires some budget, following the pattern set with the division of financial authority and the Regional Center. In the implementation coordination of border management is based on a master plan and action plan for the current year in accordance with the guidelines set BNPP. Improved coordination is done by facilitating and coordinating the implementation of the strategy (a) infrastructure development, (b) the arrangement of space, (c) efforts to increase economic growth, and (d) efforts to improve basic services and quality of human resources of the land border area. The programs that have been agreed upon and set forth in the master plan, implemented by each work unit K/L charge of the program. For example, the provision of basic infrastructure acceleration program implemented by the Ministry of Transportation, the Secretariat remains BNPP, the Ministry of Public Works and Housing, and the Ministry of Rural, Rural Development and Transmigration. Coordination of planning by the National Development Planning Agency (Bappenas), is being coordinated implementation by BNPP and the Coordinating Minister. International Journal of Applied Business and Economic Research 518

5 Strengthening of the Coordination of the National Agency for Border Management (BNPP) in Border Management in Indonesia Implemented in an integrated evaluation component, supported by intensive monitoring to determine the progress and barriers to the implementation of the programs and activities of K/L. held regularly evaluate annual and five yearly. Outside the periodic evaluation, the evaluation can be done part-time by a special purpose as needed Strengthening of the Coordination of Organizations BNPP In the implementation of coordination, there are several obstacles faced by BNPP. BNPP weak position and authority as a coordinator of the sectoral ministries because chaired by the Minister of Home Affairs (ex officio) and established by the Presidential Decree should coordinate the 15 member K/L. BNPP experiencing technical dependence because the implementation of border area development carried out by the technical ministries. Coordination at the level of provincial and district/city which is also chaired by the Chief BPPD echelon officials level with the head SKPD coordinated. As a result of coordination is not effective because there is no hierarchical authority which can force K/L and SKPD to focus on border management. To overcome these problems, we need regulatory reform that provides greater authority to BNPP as a coordinating agency border management. In addition, the head of BNPP should be led by the Vice- President/Coordinating Minister at the central level and at the level of Provincial Governor and Regent/ Mayor at district/municipality. With the authority of those expected to be able to coordinate effectively and efficiently. Match the views and priorities with reference to the grand design, master plans, and action plans for border management. Promoting networking, interdependence, and mutual trust among institutions must be improved. Through the preparation of the regulatory mechanisms of coordination and cooperation, then each institution has a clear position. All that must be supported by the political will of the stakeholders. 5. Conclusions BNPP coordination in setting program policy, budget, execution, and monitoring and evaluation of border management is set up with a clear, but the authority of the BNPP as a coordinating body is still weak. As a result, coordination between K/L, and vertical coordination with BPPD Provincial and Regency/City has not been effective. To that end, the strengthening of coordination needs to be done with regulatory reform, strengthening the authority, strengthening leadership, perception, promoting networking, interdependence and mutual trust, and the preparation of regulatory coordination mechanism. All that must be supported by the political will of governments. Reference Bangun, Budi Hermawan. (2013), Pemanfaatan Perjanjian Kerjasama Pengelolaan Perbatasan Negara bagi Pemenuhan Hak Ekonomi Masyarakat (Studi di Perbatasan Kalimantan Barat-Sarawak). Disertasi Doktor lmu Hukum, UNDIP, Semarang. Bouckaert, G., Peters, G.B., Verhoest, K., (2010), The Coordination of Public Sector Organizations, Shifting Patterns of Public Management. New York: Palgrave Macmillan Hilderbrand & Grindle, Merilee S. (ed.) (1997). Getting Good Government, Capacity Building in the Public Sectors of Developing Countries. Harvard Institute for International Development: Harvard University. 519 International Journal of Applied Business and Economic Research

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