Previous research (Suryaningsum et al, 2014a) states at the first time Suyoto served as Bojonegoro the head regent of Bojonegoro, he realized that the level of citizens‘ reliance toward the previous government was low, because there were some problems in the bureaucracy. Since then, Suyoto tried to do a significant change of governance/bureaucracy, to reach a better government with the hope that the citizens could respect and support them again.
Bureaucracy transformation, as the fact that was found at that time that the level of citizens‘ trust toward the previous government was low, this transformation was arranged as one of the priorities. Hopefully bureaucracy transformation could refresh the situation and condition of politic leadership, social, business and bureaucracy itself. Transformative leadership as a movement and system of changing that runs sustainably. In leading Bojonegoro, Suyoto applied 6 pillars of Bojonegoro sustainable development and 6 transformation elements. These bases/principles cannot be done by only focus on status quo government orientation, reliability and harmony. These bases/principles should be maintained by applying harmonic and dynamic approach, according to Suyoto (2015a, 2015b). In term of reaching transformational leadership, a government should be fully supported by other aspects such as political parties, mass organizations and civil organizations. A good harmonization of them might be valued as and a source of a qualified government. The task of government is as a facilitator in the process of citizens and government communication. Government stakeholders, especially those who are in the position of DPRD, the chosen people, have to be responsive and reactive in this transformational leadership (Basri, 2007). The policies of bureaucracy transformation can be seen in 6 transformation elements. The first is vision transformation where Bojonegoro people need to know and understand the future vision that is arranged together. Hopefully this vision can be a reference to aim a good future. The future Bojonegoro is a district that is prosperous, happy, delightful and sustainably developed. The
92 second is transformational strategy, in this transformation, Suyoto focuses on basic problems (basic infrastructure and human qualification) and builds base strength of special quality of Bojonegoro that fulfils sustainable development principles (to save the weak, empower and facilitate the needy, give opportunity and freedom so that Bojonegoro people can develop their entrepreneurship well so that there will be good symbiosis between Bojonegoro people and government). Certain financial estimation policies and stakeholders‘ arrangement and empowerment are used to accelerate regional development. Horizontal relationship between government and the people is made by applying direct dialogue, so that there will be transparency, good communication and connection. The third is Governance Transformation, where this transformation tries to rearrange and even remove the existing complicated rule. The government of Bojonegoro tries to facilitate the license system by applying one way system. Suyoto also tries to computerize commodity service procurement. The fourth is Operational Level Transformation, where this transformation focuses on changing the ineffective, inefficient and non-synergy work performance into effective, efficient and synergy. The selection of state-worker is done strictly and in a transparent manner. The bureaucracy system of workers that oriented to structure is changed into coordination system which is more focused on the main issues of 6 pillars, strategy issue. It also changed structure oriented into function, close organization into open organization, and static into learning organization. The fifth is transformation on culture, the positive characteristic of Bojonegoro people such as strong, persevere and thorough. And the negative one such as worry, unconfident, jealous of others successfulness, and believe in issues. Positive characteristic of Bojonegoro should be kept, while the negative ones have to be left. The last is transformation of passion, which all of Bojonegoro people, the element of politic, business, education, and social activist must be together in performing their passion. The passion to cut off the negative aspect, to be friends in achieving better future of Bojonegoro.
To be expected Suyoto (2016) also makes some movements by applying slogan, ―Stakeholders: Proactive, Accurate, Fast Response and Beneficial for others‖. This slogan means that all of stakeholders in Bojonegoro government should be innovative. The stakeholders also should be proactive in responding to all of Bojonegoro people‘s lamentations and suggestions. Fast response means that the government stakeholders should work effectively and efficiently. All of the government programs and planning should be beneficial for others. These movements are understood by all of Bojonegoro people, so if there is something wrong in its implementation, Bojonegoro people may do such their correction or protest through some way that have been prepared, public dialogue, direct text messaging to Bojonegoro Regent, website www.bojonegorokab.go.id, Lapor media, Open Data, and others. In governing, Suyoto applies six pillars for the development of Bojonegoro. Hopefully these pillars can be done continuously and sustainable. These six points and pillars are economic development, environment, human and social resource, sustainable fiscal policy, governance pillar, and transformative leadership. Bojonegoro tries to apply smart, good and clean governance. Bojonegoro applies bureaucracy reformation and utilization of local officials. The management of bureaucracy system develops following public dynamics. The evaluation of SKPD is done every Friday morning to evaluate work performance. Transformative leadership spreads into politic, social, business and bureaucracy fields. It changes, develops, and maintains sustainably.
93 4. Conclusion
The discussion in this article is a real achievement of Bojonegoro development. Poverty reduction starts by increasing public trust. Bojonegoro democratic and transparent system is applied by having public dialogue every Friday after Friday prayers in Suyoto‘s official hall. There has always been sharing between the citizens and the government. Together they share about everything, about Bojonegoro‘s problem and try to find the solution to solve it, for the best future of Bojonegoro. The conclusion of this writing is Bojonegoro can rebuild itself since 2008 under Suyoto‘s control, by applying democratic and transparent system, with some sustainable development pillars and also Bojonegoro transformation. Public dialogue is supposed to be the best model in Indonesia. Public dialogue can improve public trust and eliminate corruption. Public trust and honesty are important capital for sustainable development.
The sustainable development pillars as the support of Bojonegoro development, which is sustainable, started from the leadership of the Regent Suyoto and forwards. Hopefully the plans that have been made and started are done sustainably. Bojonegoro chooses to do transformation rather than revolution because in transformation, there will be spirit to change. In governance, the good vision and mission will not be good if there is no support of good operations. The style of work is changed into informatics technology, transparent, to be more effective and efficient.
The passion here means that Bojonegoro people, together with the government, have to strengthen their passion to keep and increase the productivity to achieve a good future. Passion transformation is the passion to transform Bojonegoro to be more brilliant than before.
The next discussion is agenda of research. This agenda is based on the data of Local Development Planning Agency: Local (Regional) Offices of Bojonegoro Bappenas, the results of geospatial information. Bojonegoro needs to do 3 aspects of transformation. They are the transformation of today, oil and gas era, and also the era after oil and gas. It means that Bojonegoro has to transform from ego to eco system that has been applied by Suyoto. 5. Acknowledgement
The researchers‘ deepest gratitude go to Drs. Suyoto, M.Si. (the Regent of Bojonegoro, East Java, Indonesia), Drs. Soehadi Moeljono, M.M. (Sekda Bojonegoro), Drs. Gatot Sugiono, M.M., Agus Suprihanto, S.H., M.M., Amir Syahid, S.Sos., Nurul Azizah, S,Sos., Ir. Cahya Edi Nusantara, M.M., Rahmat Junaidi, M.Si., and Saleh Fathoni, S,Sos. The entire local official government in Bojonegoro, Bojonegoro District, DIKTI KEMENRISTEKDIKTI RI, LPPM UPNVY, Accounting Department of UPNVY, and Economic Faculty of UPNVY. Due to the process of this paper writing, we deeply thank to the research assistant, Berlina Ayu Suryana, S.E., Ak. and Intan Puspita Sari, S.S. Gratitude is also given to the people who give contributions in various ways during the accomplishment of this paper.
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