05 Kelembagaan Kemenkeu ULP

(1)

July 2017

TRANSFORMASI PENGADAAN BARANG/JASA KEMENTERIAN

KEUANGAN

MELALUI

PROGRAM MODERNISASI PENGADAAN

(2)

1081 Satker di 34 Provinsi

Satuan Kerja yang

DIilayani

12 ULP, terdiri dari:

11 ULP Kantor Pusat

Eselon I

1 Koordinator ULP

Daerahn (Pusat

LPSE)

ULP

634 paket, terdiri dari :

ULP Pusat : 268 paket (42%)

ULP Daerah : 366 paket (58%)

Paket Pengadaan

2,31 Trilyun Rp.,

terdiri :

ULP Pusat : 633

Milyar

ULP Daerah : 2,02

Trilyun

Belanja Pengadaan

Pusat LPSE (Eselon II)

Digunakan oleh 139

Kementerian/Pemerintah

Daerah/Institusi

Jasa E-Proc

338 Personil terdiri dari:

ULP Pusat : 187 personil

ULP Daerah: 151 personil

(3)

STRUKTUR ORGANISASI ULP KEMENTERIAN KEUANGAN

Struktur Saat Ini

Target waktu penyelesaian:

(4)

PERUBAHAN KELEMBAGAAN

ULP Kantor

Pusat Eselon I

Kantor Pusat Eselon I Pusat LPSE, Setjen Biro Perlengkapa n, Setjen

Fungsi ULP

Setjen

Fungsi LPSE

Fungsi ULP

Daerah

Fungsi

Manajemen

Aset

Unit Kerja Pengadaan

Barang/Jasa

(UKPBJ)

- Fungsi ULP seluruh Kemenkeu

- Fungsi LPSE

- Fungsi Pengelolaan SDM dan

kelembagaan B/J

- Fungsi Pembinaan PBJ

(5)

Proses Bisnis UKPBJ setelah Program

Modernisasi Pengadaan

(Peran semula hanya melakukan Eksekusi

pengadaan)

(6)

PERUBAHAN PARADIGMA

SETELAH PROGRAM MODERNISASI PENGADAAN

COMPLIANCE FOCUS

CUSTOMER FOCUS

Fokus pada administrasi pemilihan Fokus untuk memenuhi kebutuhan

pelanggan

Tujuan Utama: menjalankan aturan

dan kebijakan

Tujuan utama: berkontribusi pada

pencapaian target program

organisasi

Kegiatan bersifat reaktif

Kegiatan yang proaktif dg

perencanaan strategis

Hanya menjalankan tugas

pemilihan penyedia

Memantau fungsi pengadaan

secara keseluruhan

Orientasi aktifitas

Orientasi hasil

Ketrampilan teknis sebagai hal

penting

Membutuhkan ketrampilan teknis,

manajerial dan kepemimpinan

Hanya menjalankan kegiatan

operasional

(7)

ASPEK

SEBELUM

SESUDAH

Organisasi/Kelembagaan Terpisah

Terintegrasi dalam satu

koordinasi UKPBJ Kemenkeu

Pusat Unggulan

Pengadaan

Nilai indikator CoE 36% 73% di Juni 2017 dan target

100% di Desember 2017

Pengembangan SDM

Hanya sertifikat PBJ

Pemerintah

Sertifikat PBJ Pemerintah +

Sertifikat Profesi Teknis dan

Manajerial Pengadaan

Jabatan Fungsional PBJ

belum ada

Pemenuhan jabatan fungsional

sesuai ABK dan sudah ada UPI

(Unit Pembina Internal)

Perlindungan Hukum

belum ada tata kelola

standar untuk

penanganan aspek

hukum PBJ

Dibentuk SOP Perlindungan

Hukum, MoU dengan APH, dan

Kode Etik Pengelola Pengadaan

Proses Bisnis

Fokus pada proses

pemilihan penyedia

Membangun End-to-End Proses

PBJ dari Perencanaan, Pemilihan,

hingga pengawasan kontrak

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OUTCOME PROGRAM MODERNISASI PENGADAAN

INDIKATOR

2014 -

2015

2016

Kesesuaian Rencana Durasi

Pemilihan vs Peraturan

44%

99%

Kesesuaian Rencana Metode

Pemilihan vs Peraturan

73%

83%

Gagal Lelang

35%

15%

INDIKATOR

Sebelum

Sesudah

Efisiensi Inisiatif Konsolidasi

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TANTANGAN DALAM PELAKSANAAN PROGRAM

MODERNISASI PENGADAAN

Perubahan

Mind-set terkait

pengadaan sebagai

fungsi yang

strategis saat ini

belum terjadi di

seluruh pemangku

kepentingan

Cakupan wilayah

kerja Kementerian

Keuangan yang

luas (tingkat

nasional) dan

struktur yang

berupa holding

Masih sangat

terbatasnya ahli

pengadaan di

Kementerian

Keuangan (kualitas

(10)

02

01

Dukungan yang Dibutuhkan untuk

memastikan keberhasilan dan

kesinambungan program Moderninsasi

Pengadaan

Pembelajaran pada tingkat

Internasional

Keberlanjutan Program

setelah selesainya Fase II –

Maret 2018

03

Program Modernisation

Pengadaan perlu dieskalasi

menjadi bagian dari

(11)

July 2017

BPPBJ DKI JAKARTA MENUJU

PUSAT PENGADAAN BARANG /- JASA YANG UNGGUL/

KOMPETITIF

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Main Subject:

•

Procurement goods/ services Profile

•

Procurement modernization

program in DKI Jakarta

•

The program benefit

•

The program learning

(13)

Procurement News in DKI Jakarta

23/09/17

13

(14)

Procurement Performance in DKI

Jakarta

23/09/17

14

YEAR

PACKAG E AMOUN

T

HPS VALUE (Rp) CONTRACT VALUE (Rp)

2014 3822 13.474.792.868.663_,00 12.414.311.583.049,₀₀

2015 2343 5.175.265.643.724,₀₀ 4.548.328.472.616,0₀

2016 847 7.835.030.504.435,₆₂ 7.264.182.655.597,0₇

2017* 449 6.355.358.556.468,₁₀ 5.069.132.437.987,8₇

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Procurement Modernization Program in BPPBJ

DKI Jakarta

23/09/17

15

The

establishment of

Procurement

Modernization

Team

Managerial &

Technical Training

Mentoring activity

Organization

Development

Monthly Status

Report

• The BPPBJ head decision No. 126/ 2015 about modernization procurement goods/ services project/ program team in DKI Jakarta • Program Manager, Program Officer, 9 Program Advisor, 7 Project

Manager and 15 project team

• MCA-I training for 12 managerial module (Partially via CBT) and 18 technical module

• DKI Jakarta’s participant in the first phase: + 17 participants • DKI Jakarta’s participant in the second phase : + 87 participants

• Asesment the level of maturity and the CoE status achievement (including repitition asesment)

• Preparation the road maps and action

• The action planning implementation per project

• Monitoring monthly status among project team and MCA-I mentor

• PBJ performance report based on negotiated target (DKI Jakarta government version and MCA-I version)

• CoE achievement status report

The Preparation

of Local Catalog

Preparation of local catalog DKI Jakarta government, for •Service uniform catalog

•Work equipment catalog

Participation in

National

PBJ Forum

• Interviewees related to the institution and human resources management in the beginning and also the second Jakarta Forum which is held by MCA-I

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The Benefit of Modernization Procurement

Program

23/09/17

16

Permanent & Independent Institution

and also the optimalization PBJ

function

Encourage procurement

strategic practice

(including local catalog implementation) Performance management via PBJ performance indicator application Implementation remuneration system

based on performance in the DKI Jakarta provincial government

enviroment

Competency development for PBJ performer according to organizational needs

BPPB towards to Center of Excellence

Procurement

BPPB towards to Center of Excellence

Procurement

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Learning

23/09/17

17

Procurement modernization program

requires:

•

Comittment to the entire element

on BPPBJ

•

The actively participation from the

leader

•

Colaboration proactively with

SKPD/UKPD

•

Competency development PBJ

performer should be held

continuesly

•

Technology optimalization in order

to improves PBJ performance

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23/09/17

18

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“THE JAKARTA FORUM”

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OUTLINE

Backgro

und

Objective

s

Targets

Participa

nts

Activities

JF 1-3

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Background

From 44 Pilots, there are 8

strategic

Ministry/Institution/Local Government with huge

potential and procurement budget.

From 44 Pilots, there are 8

strategic

Ministry/Institution/Local Government with huge

potential and procurement budget.

Potentially become

champions

and

role models

for

other M/I/LG



some have even implemented

sistering program.

Potentially become

champions

and

role models

for

other M/I/LG



some have even implemented

sistering program.

Procurement modernization in the 8 strategic M/I/LG

will have a very big impact

on the budget

effectiveness and efficiency in Indonesia.

Procurement modernization in the 8 strategic M/I/LG

will have a very big impact

on the budget

effectiveness and efficiency in Indonesia.

Have a big influence for

policy improvement

in

procurement

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OBJECTIVES

Forum for sharing: Knowledge,

Experience and Best Practices

Forum for sharing: Knowledge,

Experience and Best Practices

Accelerated forum for

procurement modernization in

strategic pilots

Accelerated forum for

procurement modernization in

strategic pilots

Forum for problem solving and

solution

Forum for problem solving and

solution

Policy advocacy

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TARGETS (2018)

Implementation of PMAchieving the PM

implementation targets in each strategic PSU

Institution

actualize of

permanent, strategic and integrated PSU

CoE

All strategic Pilots become CoE

Policies

Advocacy

Policies advocacy for procurement

HR

Profesional, Full-time HR and

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WHO ARE THEY?

INVITEEs

1. President

Excecutive

Office/KSP

2. Min. of

State

Apparatus

&

Bureaucrat

ic Reform

3. Ministry of

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Layer

Level

Participan

ts

LKPP

objectives

1

High level Minister

and/or

Secretary

general

Head of LKPP

•

Advocacy and

policy formulation

2

Technical

level

Es 2, Head of

PSU and team

Director of

Professional

Development

and team

•

To discuss the

PSU Technical

issues

(27)

ACTIVITIES

Conduct reguler meeting

every 3 months

Sharing progress,

information, knowledge

and best practices

Policies Advocacy

Working visit (comparative

study) between

(28)

Schedule and Host

Sched

ule Host Topics Participants Invitees

Mar,

7-8 Ministry of Finance

• Introduction

• To develop and

present Pilots action plans.

• Discussion on Permanent and integrated PSU institutions

Technical

Team Ministry of State Apparatus

-17-19

May of Public Ministry Work and

Public Housing

• Progress

• Discussion on improving HR professionalism in procurement agency

Technical

Team • Ministry of State Apparatus

• Ministry of Finance

• KPK

Sept/O

ct KSP

• Advocacy and policy

formulation level High (Minister

s)

- KPK

- Ministry of State

Apparatus

- Bappenas Dec TBD • Progress

• Legal protection Technical Team Feb’

2018 TBD

• Progress

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JAKARTA FORUM III

Strategic Pilots

Invitees

Minister of Finance

•

Minister of National

Development

Planning/Bappenas

•

Minister of State

Apparatus

•

Head of KPK

Minister of Public Work

and Public Housing

Minister of

Transportation

Minister of Health

Minister of Foreign Affairs

Rector of ITB

Head of BMKG

Governor of DKI Jakarta

Policy Advocacy Forum : High level

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JF 3: TOPICS & OUTPUTS

Topic

Preparation

Output

Main

•

Permanent PSU:

independent &

integrated

•

Professionals

Procurement HR

(Permanent/full time

Staff) :grading &

reward system

Assessment &

Policy Paper on:

•

Permanent PSU

Professionalism

Procurement HR

•

Cost Benefit

Analysis

Policy

Formulation

Additional Sharing/Update

progress

Progress in

strategic

pilots:

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