This document summarizes a study examining the role of change management in bureaucratic reform in Tangerang Regency, Indonesia. It discusses how the Tangerang Regency government developed a 2020-2024 Bureaucratic Reform Roadmap to guide reforms across 8 areas. The roadmap aims to improve public services and follow up on achievements and findings from the previous roadmap. Change management programs in the new roadmap include improving civil servant management, posting public service notices, and conducting regular training. The document also examines efforts to develop an "integrity zone" through socialization activities and commitment pacts signed by the head of the population and civil registration service and employees. While reforms have been implemented, developing change agents and an independent quality

1. Strengthening Governance: The Role of
Change Management in Bureaucratic
Reform in Tangerang Regency
Arif Ramadhan
Witra Apdhi Yohanitas
Ardy Firmansyah
2023

2. Bureaucratic
Reform
Change
Management
Process of designing, implementing and evaluating
organizational changes carried out in a systematic and
structured manner. In the context of bureaucratic
reform, change management is applied to change the
bureaucratic work culture from one that is corrupt and
ineffective to one that is transparent, accountable and
oriented towards public services.
INTRODUCTION

3. INTRODUCTION
Change management focuses on the emotional side of change
and can be divided into four core themes: 1. development,
communication, and implementation of a vision or target
image; 2. continuous communication with interested parties; 3.
intensive participation of those affected and; 4. needs-based
qualifications of the people concerned. The theory above
discusses change management from a personal perspective.
In implementing Bureaucratic Reform in Tangerang Regency,
planning documents are very important, namely in the form of a
Bureaucratic Reform Roadmap as a tool for the Regional
Government to realize good governance. The Bureaucratic
Reform Roadmap is a form of operationalization of the Grand
Design for Bureaucratic Reform which is prepared and carried
out every 5 (five) years.(Kurniasih et al., 2017)
CASE IN TANGERANG REGENCY …
NEXT INTRODUCTION …

4. INTRODUCTION
• The Tangerang Regency Government Bureaucratic Reform Roadmap Document, which
was introduced in 2015-2019, is one of the Tangerang Regency government's efforts to
overcome problems in the bureaucratic sector and improve the quality of government
services. However, there are several limitations in the Tangerang Regency Government
Bureaucratic Reform Roadmap document which are not yet in line with the changing
needs of Tangerang Regency: The limited time to implement it is a problem in itself.
The Tangerang Regency Government Bureaucratic Reform Roadmap document is valid
until 2019, so it does not cover changes that have occurred in recent years.
• Apart from that, there are limited provisions in preparing certain sectoral fields. This
document includes general provisions, areas of change in bureaucratic reform,
systematics, bureaucratic reform team, implementation of bureaucratic reform,
financing, other provisions, and closing provisions. However, some important aspects
may not be described or explained in detail in this document. Implementation of
Bureaucratic Reform is also limited to certain sectors.
• Although the Tangerang Regency Government Bureaucratic Reform Roadmap document
has been introduced, there may be limitations in the implementation and
implementation of bureaucratic reform in different areas. Not all of the planning
sustainability can be fulfilled. This document covers changes in mindset and
performance culture, change management, monitoring, and bureaucratic reform teams.
However, there may be a need for a sustainability representative to ensure that
bureaucratic reform in Tangerang Regency is successful and sustainable according to
local needs and conditions.
• The issue of evaluation is also a problem in itself. Although this document covers
change management, monitoring, and evaluation of bureaucratic reform, there may be
limitations in the methods and criteria used in the evaluation.
PROBLEMS

5. INTRODUCTION
1. Has the RB Roadmap document been aligned with the needs of Tangerang
Regency's change towards Good Governance?
2. Has the existing Roadmap been implemented in an integrated manner to
encourage a culture of organizational performance?
3. What are the results and internalization of the RB Roadmap for employees in
Tangerang Regency?
Formulation of The Problem ..
Research Methods ...
This study examines the role of change management in
Bureaucratic Reform in Tangerang Regency. The research method
used was descriptive qualitative. Data were collected through
interviews, FGDs with regional apparatus within the Tangerang
Regency Government and document studies.

6. The preparation of the 2020-2024 Tangerang Regency RB Roadmap was carried out
to design concepts and programs for 8 (eight) areas of change in realizing good
government based on the achievements and findings of the 2014-2019 Roadmap.
The objectives of this roadmap are:
1. develop concepts and programs for public policy direction in the Tangerang
Regency Regional Government in creating good public services in order to create
a prosperous society;
2. following up on the achievements and findings of the 2015-2019 Road Map
which has been implemented by the Tangerang Regency Regional Government;
3. as an effort to realize good government by the Regional Government of
Tangerang Regency through the preparation of systematic and directed public
service programs; And
4. as a form of concrete action from the mandate of Presidential Regulation
Number 81 of 2010 concerning the Grand Design of Bureaucratic Reform 2010-
2024.
Change Management is the key to achieving good public service. In the 2020-2024 Bureaucratic Reform
Road Map document , this area formulates several achievement programs including:
1. encourage improvement in the quality of management of state civil servants in a Merit System based
on qualifications, competencies and performance starting from the recruitment and selection process
for competency development, placement, promotion, rotation and career;
2. the obligation of Regional Apparatus to post public service notices in the office, so that they can be
read and serve as a reminder of the purpose of the service;
3. placing the service motto "fast, precise, friendly and smiling" as a stimulus and reminder for
employees to work; And
4. implementing training based on employee abilities, team work and character building on a regular
basis, as an effort to create an effective and efficient work environment.
DATA AND ANALYSIS

7. Change Management aims to systematically and consistently change the
work mechanisms, mindset and culture set of employees within the
Tangerang Regency Government to become professional individuals with
integrity. Change management indicators include the existence of an integrity
zone development team, the existence of an integrity zone development plan
document, monitoring and evaluation of integrity zone development, as well
as changes in mindset and work culture. The percentage of change
management in the WBK assessment is 5%.
The initial stage of the Integrity Zone Designation carried out by the
Tangerang Regency Population and Civil Registration Service carried out
socialization and the declaration of the Integrity Zone (ZI)
RESULTS AND
DISCUSSION
As a pilot, the Department of Population and Civil Registry is a pilot project
in building an Integrity Zone towards WBK/WBBM. In the context of
developing the Integrity Zone, the Tangerang Regency Population and Civil
Registration Service has prepared the necessary steps so that they are
measurable and targeted, including:
1. Align Integrity Zone instruments with Bureaucratic Reform evaluation
instruments; as well as
2. Simplification of process indicators and more focused and accurate result
indicators.

8. 1. Socialization of Integrity Zone Development;
Socialization is carried out so that the desire to make changes towards
WBK/WBBM is heard and understood by Internal and External, socialization
can be carried out in the form of:
a. make banners/banners/admonitions/brochures;
b. via the website tangerangkab.go.id/disdukcapil.;
c. via Social Media (FB, IG);
d. Meetings.
Everything done in points a to d is equipped with supporting data, including:
photos/documentation, website screenshots, social media screenshots.
2. Establishment of an Integrity Zone;
The launching is an activity that shows the seriousness and willingness of the Tangerang
Regency Population and Civil Registration Service to make changes in its ranks towards
WBK/WBBM, as the starting point for the construction of an integrity zone until
WBK/WBBM is achieved, including activities:
a. Externally, by implementing the declaration of the Integrity Zone which was witnessed
by OPD within the Tangerang Regency Government, Internal Auditor (Inspketorat),
community leaders, religious leaders and published.
b. Internally, by signing the Integrity Pact between the Head of Service and all employees
of the Tangerang Regency Population and Civil Registration Service; Commitment not
to charge fees outside the provisions; non-discrimination; Not carrying out
gratification (those who receive and give receive witnesses); Providing the best service
to the community.
RESULTS AND
DISCUSSION
RESULTS AND DISCUSSION (NEXT) …

9. RESULTS AND
DISCUSSION
• Apart from developing the Integrity Zone, regional apparatus within the Tangerang
Regency Government are still continuing to strive to improve the quality of
bureaucratic reform, one of which is by developing innovation in work units through
strengthening the role of Change Agents. The change agent was formed in an effort
to improve the quality of implementation of the Tangerang Regency RB and as a
means of developing innovation in each regional apparatus. Agents of Change
themselves are Individuals/Groups of Leaders and/or Government Agency
Employees who are pioneers of change and can also be examples and role models in
behavior that reflects integrity and high performance in their organizational
environment.
• Change agents are formed in each change area consisting of leadership and staff
elements, and are formed across units to support the knowledge sharing and cross
fertilization process . Apart from carrying out their main tasks and functions
according to their position, which are carried out regularly, Change Agents also help
in developing innovations that are useful in improving organizational performance.
• Apart from implementing discipline and sanctions, appreciation and appreciation for
achievements related to the roadmap is the key to encouraging a performance
culture. Recognize individuals and teams who have made significant contributions to
roadmap implementation. This will increase motivation and morale, and drive a
culture of better performance across the organization.
• Lastly is evaluation and improvement. Carry out regular evaluations of the progress
of the roadmap and the goals to be achieved. Identify areas where there are
deficiencies or where adjustments are needed. Based on the results of this
evaluation, make changes and improvements to the roadmap if necessary to ensure
the roadmap remains relevant and integrated with the desired performance culture.
To ensure that the evaluation runs, an Independent Quality Assurance Team needs
to be formed. Apart from reviewing and providing input on the draft RB Action Plan,
this Quality Assurance Team also provides sharpening and review of the
implementation of the RB Action Plan Program.
RESULTS AND DISCUSSION (NEXT) …

10. CLOSING/
CONCLUDING
REMARKS
Overall, the Tangerang Regency Government has implemented
action plans and quick wins in accordance with those in the
Bureaucratic Reform Roadmap. An important factor in change
management is promoting innovation in various areas of
government, especially improving organizational performance and
this is stated in the RB Roadmap. Change management is a vital
area of change in creating an enabling environment .
The existing action plans and quick wins are in line with the
National RB Roadmap, they have not shown real and sustainable
changes in driving change within the organizational scope. For this
reason, the development of the Change Agent work mechanism and
the need for an independent Quality Assurance Team to ensure that
the action plan runs and has an impact on improving organizational
performance.

11. Thank you