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Adi BudiarsoIndonesian Ministry of Finance - University of
Leadership and Reform in Indonesian Ministry of
Finance
Leadership and Reform in IMOFThe toughest job in the world is to
teach public servant to change. Leadership is central in
accelerating the bureaucratic reform process.
Strategic leadership practices has been successful in piloting reform in Indonesian Ministry of Finance.
Indonesian Bureaucratic Reform requires more active participation of strong leadership in other Ministries as well.
Organizational Restructuring
ImprovingBusiness
Processes
Improving HR Management
Reform in Public Financial Management:•Law No. 17/2003; No. 1/2004; No. 15/2004
Performance Improvement
Public Services
Good Governance
Reform in the Ministry Bureaucracy : 30/KMK.01/2007
Indonesian Ministry of Finance’s Reform Framework(The Pillars)
Key Performance Management (BSC Approach)
Source: IMOF 2009
8
Stakeholder
Perspective/
Strategic O
utcom
es
Custom
er
Perspective
Learning
and G
row
th
Perspective
Internal P
rocess
Perspective
DK 1Tingkat pendapatan
Yang optimal
PengelolaanKeuanganNegara
yang AkuntabeldanBerkesinambungan
DK 6Kepastianhukumdan
transparansi
DK 2Alokasidan
pelaksanaanbelanjanegarayang tepat
waktu, tepatsasaran, efisien, dan
adil
DK 3Pembiayaanyang
amanbagikesinambungan
fiskal
DK 4Pengelolaan
kekayaannegarayang
optimal
DK 5Terciptanyapasar
modal yang efisiendanlembagakeuanganyang sehatuntukmelindungikepentinganmasyarakat
Perusahaan, Perorangan, & KL
DK 7Transparansi
danmekanismeygsederhana
KL & Pemda
DK 8Balanced Transfer
DK 9Tranparansi& Kredibilitas
Lender & Investor
DK 10Persetujuantepatwaktu
KL & BUMN
DK 11PelaksanaanPengaturan,
Pembinaan, danPengawasan yang
Profesional
Pelaku pasar modal & LKNB
DK 12MelakukanKajiandanperumusankebijakanygberkualitassertamenjaminkepastian
hukum
Perumusan Kebijakan
DK 13MeningkatkanPelayanan
prima
Pelayanan, Pengelolaan, dan Pengembangan
DK 15Meningkatkanpemahaman
masyarakatdanpelakuekonomiakan
fungsiDepkeu
DK 14Meningkatkan efisiensi
danefektifitaspengelolaan keuangandankekayaan negara
Pengawasan danPenegakan Hukum
DK 16MeningkatkanMonitoring dan
evaluasi, kepatuhandanpenegakan
hukum
DK 17Merekrutdan
megembangkanSDM ygberintegritasdanberkompetensi
tinggi
SDM Organisasi
DK 18Mengembangkan
organisasiyghandaldanmodern
DK 19Mewujudkangood
governance
Informasi
DK 20Membangunsistem
informasiyang terintegrasi
PENDAPATAN BELANJA PEMBIAYAAN KEKAYAAN NEGARA
PASAR MODAL-LK
Executive Summary Depkeu-Wide
Depkeu-Wide (5 Tema)
DJPb DJP DJBC DJKN DJPU SETJEN BKF
BPPK
ITJEN
BPPM-LKDJPKDJA
Depkeu-One
9 Unit
Es.
I 7 Unit
Es.
I 9 Unit
Es.
I 4 Unit
Es.
I 4 Unit
Es.
I
Customer Satisfaction Survey Result Year 2008:2007
Customer Satisfaction Based on Unit(Comparative Survey Result Year 2008 : 2007)
SATISFACTION LEVEL (%)
UNSATISFY MODERATE SATISFY
2008 2007 2008 2007 2008 2007
TAX OFFICE 5.1 6.4 19.6 30.8 75.3 62.8
CUSTOMS 6.9 11.6 29.8 34.2 63.4 54.2
BUDGET OFFICE
7.1 10 31.6 53.3 61.3 36.7
TREASURYOFFICE
3.7 3.6 12.3 20.4 84.0 76.0
STATE ASSET MANAGENT
5.1 9.9 15.7 22.2 79.2 67.9
Bapepam-LK 1.6 2.4 18.6 32.9 79.6 64.6
Total 5.1 6.9 20.4 29.4 74.4 63.6
SOURCE: UNIVERSITY OF INDONESIA DES.2008
CUSTOMER SATISFACTION BASED ON CITY(COMPARATIVE SURVEY RESULT YEAR 2008 : 2007)
Persen %SATISFACTION (%)
UNSATISFY MODERATE SATISFY
2008 2007 2008 2007 2008 2007
Jakarta 7.1 9.8 25.4 39.8 67.6 50.4
Medan 4.0 2.9 21.7 25.7 74.4 71.4
Surabaya 1.7 1.4 19.2 25.7 79.0 73.0
Balikpapan 4.3 11.9 6.5 8.3 89.2 79.8
Makasar 3.5 5.2 16.9 20.6 79.6 74.2
Batam 5.4 NA 19.8 NA 74.8 NA
Total 5.1 6.9 20.4 29.4 74.4 63.6
SOURCE: UNIVERSITY OF INDONESIA DES.2008