Bureaucratic Reform Report

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The report of the implementation of bureaucratic reform consists of the progress, the outcome, and the impact of eight programs of bureaucratic reform changes areas in accordance with Presidential Regulation Number 81 of 2010 on The Grand Design of Bureaucratic Reform, 2010 – 2015, and the Regulation of Minister of State for Administrative Reform and Bureaucratic Reform, 2010 – 1014.
 
The implementation of National Agency for Drug and Food Control (NADFC) Bureaucratic Reform is done gradually and continuously. The general purpose of Bureaucratic Reform is to develop profiles and attitudes of State Officials who have high integrity, are productive and able to provide service excellence for the society. However the specific aim of this program is to develop bureaucratic which is effective, efficient, transparent and accountable in serving and empowering the community. Other purposes are to develop and to form the bureaucratic in NADFC that is clean, efficient, effective, productive, transparent, and accountable.
 
With the spirit of Bureaucratic Reform, NADFC keeps refining and improving the implementation of its Bureaucratic Reform programs.
The Bureaucratic Reform Implementation targets of Eight Changes Areas:
  1. The Change Management in Mindset and Culture Set
  • The establishment of a compilation of Change Management Communication Strategy indicated by the existing of the Communication Strategy Guidelines of NADFC (2015).
  • The establishment of the Bureaucratic Reform Team of NADFC (2015) consisting of Managing Team, Implementing Team, Monitor and Evaluation Team, Assessor Team, PMPRB (2015).
  • The establishment of a Code of Ethics of Government Employees for NADFC Workers (2014).
  • Supervision and Assistance of the Main House of Learning Organization/ NADFC Agency (2013).
  • The establishment of Learning Organization Guidelines (2012).
  • The establishment of Change Management Team (2011).
  • The establishment of Change Management Strategy (2011).

 

  1. The arrangement of the Law
  • The establishment of Standard Operational Procedure (SOP) on Regulation Drafting (2011 – 2013).
  • The software procurement for managing the Information Legal and Documentation Network (JDIH) as a part of National Information Legal and Documentation Network (JDIHN) in 2011 – 2013.

 

  1. Structuring and Strengthening the Organization
  • The establishment of a Regulation of Chairman of NADFC Number 3 of 2015 on Goods and service procurement Unit of NADFC (2015).
  • The establishment of the Provincial Office of NADFC in Sofifi (December 16, 2014).
  • Organizational Evaluation (2014).
  • The Provincial Office of NADFC in Mamuju Academic Paper.
  • Autonomous system of Provincial Office of NADFC in accordance with the decision of the Chairman of NADFC Number HK. 04.1.21.03.12.1517 Year of 2012.

 

  1. The Arrangement of Corporate Governance
  • The Flagship Programs of “IONI mobile version”, “PJAS Let’s Check the Nutrition” (‘Ayo Cek Gizi PJAS’), “E-SiAPIK” (2015).
  • The Flagship Programs; Reregistration of Traditional Medicines – Health Supplements, e-registration, INRASFF, e-MESO, PKP e-learning, Food Safety Clearing House (2014).
  • The Certification and Implementation of ISO 27001 (2014).
  • PNBP e-Payment Service (2014).
  • E-transparency Award, Rank 6 out of 47 sites, Ministry/Agency (2013).
  • PeGi Award, First Rank of 19 Non-ministerial Government Agency (LPNK) (2013).
  • A member of Pharmaceutical Inspection Cooperation (PICs) in 2014.
  • The Development of Integrated Reporting Information System (SIPT) in 2013 – 2015.
  • In 2011, the Single Sign On (SSO) System, the feature of Indonesian National Trade Repository (INTR), the implementation of Indonesian Customs Tariff Book, and the Service expansion of INSW were launched.
  • The implementation of ISO 9001: 2008 (2011).

 

  1. The Managing of Human Resources
  • Open selection of High and Middle Rank Officials, and Administrative Officials (2015).
  • The recruitment selection of government employees around NADFC is carried out in transparent, objective and fair way in which the registration process done through online using the Website of the Administrative and Bureaucratic Reform Ministry (KemenPAN RB). The recruitment selection of civil servants has been done using the Computer Assisted Test (CAT) from 2011 until 2014.
  • The Guidelines of Training and Education Need Analysis.
  • The Guidelines of Granting the Learning Task (2013).
  • Employees’ Work Target (SKP) (2013)
  • Employee Administration Information System (SIAP) (2012).
  • Competency Assessment for 3012 employees (2012).
  • The Establishment of Job Competency Standards (2012).

 

  1. The Reinforcement of Performance Accountability
  • Monitoring and evaluating the realization of activities, budget, and performance indicator result, including the Indikator Kinerja Utama (IKU) or Main Performance Indicator regularly. Appointing a team that responsible for data collection to monitor in accordance with The Chairman of NADFC Decree Number HK.04.1.21.05.14.3222 Year of 2014.
  • The output of work unit center activities and Provincial Office of NADFC has been reported monthly using on-line monetary and evaluation (MONEV) DJA (2014).
  • The establishment of Pejabat Pengelola Informasi dan Dokumentasi (PPID) or Information and Documentation Management Officials to manage the information and documentation (2011).
  1. The Reinforcement of Supervision
  • The acceptance of Reasonable Without Exceptions (WTP) Opinion (2015).
  • NADFC has implemented the Government Internal Control System (SPIP) and risk appraisal evaluation for each work unit (2014).
  • The establishment of Chairman of NADFC Decree effected the overall management of the NADFC (2014).
  • The establishment of Chairman of NADFC Decree Number HK.1.6.08.14.5206 Date of 21 August 2014 on Whistleblowing System in the overall management of NADFC (2014).
  • The establishment of Chairman of NADFC Decree Number HK.04.1.6.01.13.653 of 2013 on the Guidelines of handling the conflict of interest in the overall management of NADFC (2013).
  • NADFC has evaluated the risk periodically in each center of work unit and Provincial Office of NADFC has evaluated the result of SPIP mapping (2013).
  • The Establishing of the Task Force of Work Unit and the mapping of controlled areas. The Education and Training of SPIP has been carried out (2013).
  • The establishment of Chairman of NADFC Decree Number HK.04.1.23.08.11.07430 of 2011 on the Implementation of SPIP in the overall management of NADFC (2011).
  1. The Improvement of Public Service Quality
  • The flagship programs, such as the applications of “IONI mobile version”, “Let’s Check the Nutrition of Student Snacks (PJAS) desktop and android version”, “E-SiAPIK (Advertising Agreement Application System)” (2015).
  • The flagship programs concerning information technology, such as e-registration, registration of traditional medicines and Health Supplements, INRASFF, and e-MESO (2014)
  • The establishment of Standardized Public Services in line with the Regulation of the Chairman of NADFC Number 39 Year of 2013.

 

The acknowledgement received by NADFC due to its performance, among others:

  • Received Reasonable without exceptions (WTP) Opinion (2015).
  • Certification and Implementation of ISO 27001 concerning the Security Management System in 2014.
  • The 2013 e-transparency award sixth rank out of 47 ministerial or institutional sites.
  • PeGi Award in 2013, the first rank for Non-Ministerial Government Institutions (LPNK) category out of 19 LPNK.
  • NADFC accepted as the member of PIC’s (2012).
  • Centre of National Laboratory Of Drug and Food (PPOMN) of the NADFC has been appointed as ASEAN Reference Laboratory.
  • Centre of National Laboratory Of Drug and Food (PPOMN) has been acknowledged legally by the Global Fund for AIDS, TB, and Malaria as one of laboratory accredited by ISO/IEC 17025 to carry out the examinations on the quality of drugs used by Global Fund to treat HIV, TB, and Malaria.
  • NADFC can defend the certification of QMS-ISO 9001 : 2008.
NADFC has undergone a comprehensive Bureaucratic Reform which is done gradually in five annual phase until 2025. This is referring to the Presidential Decree Number 81 of 2010 which states that in 2011 all of the ministries and institutions have implemented the process of Bureaucratic Reform gradually to manifest the vision of 2025 Bureaucratic Reform.
The mindset of achieving Bureaucratic Reform vision operationally is initiated by refining the national policy on state officials so that the related needed institutions can be established to implement the tasks and functions of NADFC. The policy is implemented through structuring and enforcing the regulations, organization, corporate governance, and Human Resources, and also supported by monitoring and accountability system, so that the government that has integrity can be formed. By implementing these change management programs in NADFC, it is hoped that the mindset and cultural set of NADFC Bureaucratic Reform can be more professional, productive and accountable to reach the 3 main goals of Bureaucratic Reform. The process and the goal of bureaucratic reform are to gain more trust from the society in order to form an ideal profile of bureaucratic in 2025.
The implementation of Bureaucratic Reform in NADFC is continuously done to reach the goals executing the visions and missions. All components in NADFC work together spiritedly. In 2015, NADFC was committed to continuously improve the performance quality of the bureaucratic of NADFC by enforcing society protection against food and drug which were harmful for the people, because of the increasing number of drugs and food distributed publicly as the impact of improved economic condition of Indonesia in 2014.
In 2014, the activities of NADFC were focused on the improvement of public service quality, revitalization of NADFC Task Force of Eradication of Illegal Drug and Food, increasing the effectiveness of drug and food control by enforcing the Provincial Office of NADFC, the competitiveness of exported products by improving the quality and safety of drug and food, establishing new policies to guard the Sustainable Development Goals (SDGs) and Global Development Framework, Implementing GN-WOMI all over Indonesia, and empowering the society through Communication, Information, and Education (KIE), free-harmful-substance market and food safety village movement (GKPD), implementation of Bureaucratic Reform, Quality Management System, and Internal Government Control System (SPIP).
Overall, the impact of Bureaucratic Reform carried out by NADFC is positive. The employees can accept the changing. They understand that the purpose of the program is to improve the individual performance and also the performance of organization.
  1. The survey result done by the outside parties has shown a positive outcome concerning the change management implemented by NADFC.
  2. The acknowledgment received from other countries concerning the performance of NADFC are among others the acceptance of NADFC as a member of PIC’s, PPOMN of the NADFC has been appointed as ASEAN Reference Laboratory, PPOMN has been acknowledged legally by the Global Fund for AIDS, TB, and Malaria as one of laboratory accredited by ISO/IEC 17025 to carry out the examinations on the quality of drugs used by Global Fund to treat HIV, TB, and Malaria, NADFC can defend the certification of QMS-ISO 9001 : 2008.
  3. The acknowledgement of Public Service Quality of NADFC:
    1. Certification and implementation of ISO 27001 concerning the Security Management System, January 2015.
    2. The 2013 e-transparency award sixth rank out of 47 ministerial or institutional Sites
    3. PeGi Award in 2013, the first rank for LPNK category out of 19 Non-Ministerial Government Institutions (LPNK)
    4. To boost the improvement of the performance of NADFC public service bureaucratic by doing various kinds of continuous improvements.
At present, the road map of NADFC Bureaucratic Reform of 2015 – 2019 is being developed. It is hoped that road map can be the continuation of Bureaucratic Reform done in 2011 – 2014.