INSIATIF ANTI KORUPSI KPK & PEMERINTAHAN SBY JILID

II SERTA REFORMASI BIROKRASI

Vishnu JuwonoDosen Fakultas Ilmu Sosial dan Ilmu Politik Universitas Indonesia

sWhite Collar Crime

Kembali ke insiatif Anti Korupsi di Indonesia

• Presiden SBY-JK setelah 2,5 tahun melakukan reshuffle terakhir, Mei 2007

• Menteri-menteri mendapat perhatian masyarakat karena kasus korupsi terkena reshuffle: Mensekneg dan MenkumHam

• Pergantian Jaksa Agung dengan jaksa karir dari bagian pidana khusus

KPK Jilid II

• Masa Kepemimpinan lima pimpinan KPK jilid I habis pada akhir 2007

• Diadakan seleksi baru pimpinan KPK – hanya Amien Sunaryadi yg maju dari kepemimpinan sebelumnya

• LSM anti korupsi dan media menyoroti kandidat dari kejaksaan dan kepolisian yang dianggap bermasalah, diantaranya Antasari Azhar

• Antasari Azhar terpilih sebagai Ketua Baru KPK dengan 41 suara di Komisi III DPR

Start KPK jilid II

• Kalangan LSM anti korupsi dan media mempunyai ekspektasi rendah terhadap pimpinan baru KPK

• KPK jilid II bergerak cepat dan meningkatkan aksi penindakan lebih agresif dibandingkan awal2 kepemimpinan KPK jilid I

• Kasus Artalyta dan Jaksa Urip dalam kasus dugaan suap sebesar US $ 600.000, diduga terkait kasus BLBI

• Akibat kasus ini tiga petinggi kejaksaan dirotasi dari jabatannya

Start KPK jilid II

• Beberapa Anggota maupun mantan DPR di tindak oleh KPK – kasus pengalihan hutan lindung di Sumatera Selatan

• Puncaknya adalah penahanan besan Presiden – Aulia Pohan – akibat kasus aliran dana dari YPPI yg disalurkan ke anggota DPR, November 2008

• Antasari dan Presiden SBY menjadi tokoh populer dalam konteks anti korupsi

• Penahanan besan Presiden scr tdk langsung menolong kampanye Presiden SBY

KPK Jilid II mengalami masalah

• Terkait dengan dugaan pembunuhan terhadap Nasarudin – Antasari Menjadi tersangka

• Revisi UU tindak Pidana Korupsi – ekspansi dari

• Penetapan Bibit-Chandra sebagai tersangka atas dugaan penyalahgunaan wewenang

• Cicak VS Buaya

Pemerintahan SBY ke II• SBY dan Wakil Presiden baru Boediono• Masyarakat memiliki harapan yang tinggi dalam

agenda Good Governance krn ketokohan keduanya relatif bersih

• Pembentukan Kabinet lebih mencerminkan akomodasi partai politiki daripada signal akselerasi reformasi institusi

• Terdapat unit baru yakni UKP4 yang dipimpin Kuntoro Mangkusubroto untuk memonitor kinerja kabinet serta implementasi kebijakan

• Akibat kasus Gayus dibentuk Tim Satuan Tugas Pemberantasan Mafia Hukum dipimpin oleh Kuntoro Mangkusubroto

REFORMASI BIROKRASI: KASUS KEMENTERIAN

KEUANGAN

Reformasi Birokrasi Departemen Keuangan

Peningkatan Kinerja

Good Governance

Pelayanan Publik

Kelembagaan

Manajemen SDM

Ketatalaksanaan (Business Process)

Kelembagaan (Organization)• Menekankan pada fungsi • Memanfaatkan Teknologi Informasi dan

Komunikasi• Orientasi kepada pemangku kepentingan• Membentuk unit kepatuhan internal• Membangun pusat pengaduan layanan

(complaint center)

Ketatalaksanaan (Business Process)

Standard Operating Procedure:– Sederhana– Transparan– Efisien dan cost effective– Memuat janji layanan: persyaratan, biaya

dan waktu – Akuntabel

Pemanfaatan Teknologi Informasi dan Komunikasi– Built in Control System– Automatic and Integrated Reporting

System– Menuju ke Paperless Administration

Mengurangi kontak langsung

dengan pengguna jasa

Menerapkan manajemen resiko

Monitoring kinerja melalui

indikator kinerja utama proses

bisnis

Ketatalaksanaan (Business Process) -2

Manajemen SDM

Berbasis kompetensi

• Assessment Center

• Rekrutmen

• Penempatan pada jabatan

• Training

Penerapan kode etik dan majelis kode etik

Pengaturan pola karir (mutasi dan promosi)

Penerapan individual key performance

indicators

Implementasi Reformasi Birokrasi

A. Aspek Kelembagaan

DJP :

•KPP WP Besar : 3 Kantor

•KPP Madya : 28 Kantor

•KPP Pratama : 91 Kantor

DJBC :

•KPU BC Tanjung Priok dan KPU BC Batam

DJPb :

•KPPN Khusus Banda Aceh

•KPPN Percontohan : 18 Kantor

Implementasi Reformasi Birokrasi -2

B. Aspek Ketatalaksanaan

35 layanan unggulan yang

memuat:

• Transparansi prosedur

• Kejelasan persyaratan

• Kepastian biaya dan waktu layanan

Jenis layanan unggulan

Implementasi Reformasi Birokrasi - 3

C. Aspek Manajemen SDM

Rekrutmen berdasarkan kompetensi melalui

Assessment Center

• DJP (KPP Modern) : dari 32.000 pegawai

direkrut 14.000.

• DJBC (KPU): dari 11.000 pegawai direkrut 1.788

dan sudah ditempatkan di KPU Tanjung Priok

852 dan KPU Batam 281

• DJPb (KPPN Khusus dan Percontohan), dari

12.000 pegawai direkrut 703 dan sudah

ditempatkan 610 pada KPPN Khusus dan 18

KPPN Percontohan

REFORMASI BIROKRASI: KASUS KEMENTERIAN

LUAR NEGERI

Timeline on DFA Internal Reform

18

In 2002 Internal Reform in

(a) Organization (Deplu and Missions abroad),

(b) Profession,

to develop a professional diplomat based on competency, achievement, and meritocracy system.

Internal reform: 200219

1. Headquarters (Jakarta) structural and functional• Balance on multilateral-regional-bilateral issues,• Deputy Minister (Wamenlu),• Slim and effective organization

2. Missions Office (Abroad) functional(Based on Presidential Decree No. 108/2003)• Downsizing - rightsizing, • Mission index, • Review on multiple accreditation, • Profession reform : merge of PDK (diplomatic and

consular officials) and PA (administrative officials).

INTERNAL REFORM | A. Organization20

INTERNAL REFORM | B. Profession21

• Objectives: a. Improvement of quality and adjustment in quantity

b. Development of professionalism (knowledge, expertise, skills, code of conduct)

c. Improvement of competency (basic and professional competency)• Process

1.Recruitment2.Education and Training3.Career Development4.Self Development

– Human investment

– Meritocracy

• Vision: 1. better-quality and more professional officers

2. slim in number, but well-functioned3. competent

• Based on real workforce needs• Based on the principles of fairness, honesty,

transparency, and accountability• Requirements: age limit, GPA, university degrees,

language proficiency

Phase:1. Administrative2. Written test (general knowledge)3. Language proficiency test4. Interview on substantive issues (panel team)5. IT test6. Psychological test

1. Recruitment of Professionals22

Recruitment photos

23

Panel interview (inspected by the Minister)

Application and administrative selection

Language proficiency test Psychological test

Waiting for general test, PRJ

2. Education and Training

24

• Center for Education and Training (CET / Pusdiklat)

• Functional Diplomatic Training Course:1. SEKDILU (JUNIOR OFFICERS TRAINING COURSE)2. SESDILU (MID CAREER OFFICERS TRAINING COURSE)3. SESPARLU (SENIOR OFFICERS TRAINING COURSE)

• Linkage between recruitment, training and career development

– Rank promotion from Second Secretary to First Secretary must include SESDILU training;

– from Counselor to Minister Counselor must include SESPARLU training.

• Other opportunities:– Each staff is encouraged to pursue further formal education,

especially for doctoral and master degree, in subjects/majors related to diplomatic core competency

– Offers from third parties

• Basic competency1. Integrity2. Leadership3. Planning and Organizing4. Teamwork5. Flexibility6. Honesty7. Corporate Culture

• Professional competency1. Capability 2. Skills3. Expertise4. Knowledge5. Behavior6. Decision making7. Creative and Innovative8. Proactive9. Initiative

Improvement of Performance and Competency25

• Competency sets norm and standard for a promotion

• Indicators : performance, capacity, leadership, self development, code of conduct

• Improvement of performance and competency through education and training

• Training achievement• Performance in working unit Individual

Performance Target (SKI)• Self development >< Self destruction• Career position : structural post (echelon I – IV)

and functional post (first diplomat, young diplomat, middle diplomat, and senior diplomat)

3. Career Development26

SEKDILU SEKDILU (Age 28)(Age 28)

2. 2. MINISTERMINISTER

DCMDCMConsul Consul GeneralGeneralEchelon - IIEchelon - II

3. MINISTER 3. MINISTER COUNSELLORCOUNSELLOR

4. 4. COUNSELLORCOUNSELLOR

5. 15. 1stst SECRETARYSECRETARY

6. 26. 2ndnd SECRETARYSECRETARY

8. 8. ATTACHÉATTACHÉ

1. 1. AMBASSADORAMBASSADOR

4 4 yearsyears + SESPARLU + SESPARLU (Age 47)(Age 47)

4 4 years years (Age 43)(Age 43)

7. 37. 3rdrd SECRETARYSECRETARY

4 years 4 years (Age (Age 35)35)

3 years 3 years (Age (Age 31)31)

4 4 yearsyears + SESDILU + SESDILU (Age (Age

39)39)

Regular Diplomatic Rank Promotion

27

• PK (Communication officer) gets a special granted diplomatic rank (titular)

• Diplomatic rank promotion does not apply for Athan – Atnis (technical attaché – also titular)

22NDND SECRETARY -6- SECRETARY -6- 2 years + SESDILU (Age 32)2 years + SESDILU (Age 32)

11STST SECRETARY - SECRETARY -5-5-

2 years (Age 34)2 years (Age 34)

COUNSELLOR -COUNSELLOR -4-4-

2 years + SESPARLU (Age 36)2 years + SESPARLU (Age 36)

MINISTER -3-MINISTER -3- COUNSELLORCOUNSELLOR

DCM DCM Consul Consul GeneralGeneralEchelon II Echelon II (Age 38)(Age 38)

ATTACHÉ -8-ATTACHÉ -8- 2 years (Age 28)2 years (Age 28)

33RDRD SECRETARY SECRETARY -7--7-

2 years (Age 30)2 years (Age 30)

MINISTER -2-MINISTER -2-

AMBASSADOR -AMBASSADOR -1-1-

SEKDILUSEKDILU

Accelerated Diplomatic Rank

Promotion

28

Placement29

• After SEKDILU (1st functional diplomatic training course): – Three months of Apprenticeship Program in

Indonesian Missions abroad.– Placed in all units rotation policy– Posted to missions competency and

ranking• Assessment for placement by BAPERJAKAT

(Advisory Board)• Must fulfill certain process and procedures

administrative and substantive orientation, medical check-up, tax administration (NPWP)

• Emphasizing on regional specialization or specific issues

• Continuous observation of the performance (track record)

4. Self Development30

• Demand and willingness to improve competency through higher education, trainings, courses

• Higher competency for better performance

• Performance indicators :– Individual Performance Target (SKI)– Capacity assessment– Attendance record (fingerprint system)– Assessment by head of missions– Individual performance assessment sheet

(DP3)

Capacity and Performance31

Performance

Capacity

• A1 : high performance, high capacity stars

• A2 : high performance, low capacity questionable

• B1 : high capacity, low performance cash cow

• B2 : low capacity, low performance dogs

A2

B2 B1

A1

1. Sense of unity2. Togetherness3. Cooperation4. Responsibility5. Dedication6. Discipline7. Creativity8. Pride9. Sense of belonging

CODE OF CONDUCT – SPIRIT OF THE CORPS32

33

• Welfare allowances

• Based on merit system

• Extra compensation will be granted to diplomats who have outstanding expertise and skills

• Special allowance will be provided to diplomats who are assigned in hardship posts

COMPENSATION

REWARD AND PUNISHMENT34

• Reward– Grooming as a future leader in Deplu and Indonesian

missions– Accelerated structural promotion– Accelerated diplomatic level promotion

• Punishment– Demotion of diplomatic Level

– Shorter period of placement on missions abroad

– Postponement of placement to missions abroad

– Dishonor termination of foreign service officer

This Performance Appraisal is closely related with Jabatan Fungsional Diplomat based on Individual Performance

Target (Sasaran Kerja Individual - SKI)

3. Annual review year end

1. Set individual performance objectives at the beginning of the year

2. Ongoing coaching and feedback throughout the year

PERFORMANCE APPRAISAL35

REMUNERATION36

Why work in Deplu? challenges: low salary, cultural challenges

↓To develop a sense of pride and hope

• clear career planning • prestigious position

• intellectual stimulations• cross-cultural experience

• chance to travel/live abroad• incentives and facilities

JABATAN FUNGSIONAL DIPLOMAT (JFD)37

• Basic considerations– Diplomat is a profession which need specific expertise and

skills that required special education and training.– Require special regulation to ensure the development of

career, profession, echelon and rank

• Annually assessed through Individual Performance Target (Sasaran Kerja Individual – SKI)

– Based on five main functions of diplomats: (1) representing, (2) negotiating, (3) protecting, (4) promoting, and (5) reporting.

– Evaluation by the head of unit.

• Through JFD, diplomats must be anticipative to fulfill their functions and responsibilities set ahead.

GOALS38

Reformasi Birokrasi di Lembaga Negara lain

• Insiatif Departemen Keuangan diikuti oleh lembaga tinggi negara lain: Mahkamah Agung, BPK, Sekretariat Negara dll

• Namun pelaksanaannya lebih fokus pada remunerasi dibanding aspek perbaikan sistem

Pertanyaan Kuis

• Menurut dalam konteks perwujudan Good Governance pada pemerintahan SBY-Boediono agenda apa yg seharusnya menjadi prioritas utama serta pelaksanaanya bagaimana?

Format Jawaban Kuis

• Maximum 2 halaman kertas ukuran letter

• Diketik dengan 1,5 spasi

• Dicantumkan nomor mahasiswa, tidak perlu nama

• Dicantumkan pula judul “Kuis Good Governance and Anti Korupsi”, judul mata kuliah “White Collar Crime”

• Tugas diserahkan di ruangan Departemen Kriminologi minggu depan

TERIMA KASIH

e-mail: vishnu.juwono@gmail.com

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