Adi BudiarsoIndonesian Ministry of Finance - University of

Canberraadi.budiarso@canberra.edu.au

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