TASIKMALAYA, Thecuy.com – The lead‑up to the handover of leadership in the Muslim Students’ Association (HMI) Tasikmalaya branch is heating up.
Amid the organization’s renewal process, critical voices are urging HMI to remain an autonomous cadre organization, not a venue for advancing political or power agendas.
The head of HMI’s Tarbiyah Cipasung branch, Mutaqin An-Nawawi, cautioned that HMI does not belong to any group, university, or special interest.
The dry season persists; SDN 2 Kersanagara in Tasikmalaya encourages students to pray for rain via Istisqa. Meanwhile, Roket Indonesia teams up with Everpro, leveraging JNE’s instant courier service to boost small‑ and medium‑sized enterprises through technology.
According to him, the organization serves as a shared space for all cadres of HMI’s Tasikmalaya branch.
Moreover, the cadres of HMI’s Tasikmalaya branch hail from 13 campuses spread across both the city and the regency.
Therefore, setting the organization’s direction should not be dictated by the interests of a select few.
“HMI’s cadre organization is a container not only for some members but for all cadres of the Tasikmalaya branch. This branch belongs to all its cadres,” said Mutaqin in a release received by Radar on Friday, 25 September 2026.
In his view, independence is a crucial element that must be preserved during both the cadre development process and leadership transitions.
Cadres are expected to adopt a systematic, objective, and original mindset when shaping the organization’s direction.
Mutaqin also cautioned that HMI should not be easily swayed by external interests, including political or regional power agendas.
A truck carrying bondek collided with a warung in Tasikmalaya, causing the driver to be thrown into a river. Meanwhile, a surveyor finance employee in Tasikmalaya was sentenced to three years in prison for manipulating data on 15 motorcycle credit applications, causing a loss of Rp367 million.
“May we be spared from interference by outside forces, such as political parties or regional ruling regimes that impose their own interests,” he said.
He believes that HMI’s leadership should emerge from the organization’s own processes, rooted in its established goals and values, rather than being the result of tug‑of‑war among external interests.
If leadership becomes a pawn for particular interests, Mutaqin warned, such a situation could jeopardize the independence of cadres in managing the organization’s activities.
Hence, the leadership transition process of HMI’s Tasikmalaya branch should be overseen objectively.
Several aspects—including deliberation mechanisms, loyalty to the institution, organizational track record, cadre progression levels, and regeneration—should be taken into account.
“Leadership change must be part of an effort to improve and transform for a better direction. Do not allow leadership to be seized by individuals driven solely by selfish interests,” he emphasized.
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