Background

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The National Agency for Drug and Food Control (NADFC) was established based on Presidential Decree No. 103 on the Status, Tasks, Functions, Organizational Structure and Work Procedures of Non Departmental Government Agency, as already amended by Presidential Decree No. 64 of 2005. According to the regulations, NADFC is in charge of the Drug and Food Control to ensure health development efforts in Indonesia. The Mission of NADFC is embodied in a full-spectrum monitoring system, starting from pre-market to post-market control along with law enforcement and community empowerment.

In carrying out its mission, NADFC faces a lot of external challenges, obstacles and opportunities namely:

  1. ASEAN Harmonization and the globalization of food and drug control have led to the increase in the complexity of the competitiveness of domestic products, the potential for market disruption of local products and the potential rejection of export products. To cope with those challenges, the government has established policies that is pro-growth, among other things, the growing industry demand for registration services from 18,704 in 2008 to 30,092 in 2010 and certification of medical products and food through the provision of the Certificate of Import (SKI) and Certificates of Exports (SKE) from 38,506 in 2008 to 81,407 in 2010.
  2. Circulation of illegal and counterfeit products as well as increasing trans-national crimes such as narcotics, psychotropic substances and precursors as well as bioterrorism resulted in increasing public expectations for protection. Economic growth that continues to increase has created economic opportunities for manufacturers to provide products including illegal and counterfeit products. The circulation of illegal products will continue to happen as long as the public demand is still high and there is still a lack of knowledge and purchasing power.
  3. The increasing number of small and medium enterprises affected by economic crisis will raise the risk of the use of hazardous materials, chemicals, in products other than drugs and reduce certainty of products hygiene.
  4. Changes in society demand with the emergence of new diseases, a trend of going back to natural materials, and changes in modern lifestyles.

In order to achieve good governance, NADFC is obligated to carry out thorough Bureaucratic Reform through 5-year stages until 2025. Various regulatory foundations to accelerate the implementation of the Bureaucratic Reform have been issued by the Government, namely: 1) Presidential Regulation No. 81 of 2010 on Grand Design of Bureaucratic Reforms; 2) Ministry Regulation of State Apparatus Empowerment and Bureaucratic Reforms No. 20 Year 2010 on the Road Map of Bureaucratic  Reforms 2010-2014; and 3) Nine (9) Ministry Regulations of State Apparatus Empowerment and Bureaucratic Reforms as operational guidelines for the preparation and implementation of Bureaucratic Reforms in the Ministry/ Institutions and Local Government.

Presidential Regulation No. 81/2010 reiterates that in 2011 the entire ministries and institutions are committed to implementing Bureaucratic Reforms gradually to achieve the Vision of Bureaucratic Reforms 2025 “The Realization of World Class Government”, i.e. professional governance with high integrity capable of providing excellent service to the public and practicing the management of democratic governance. Bureaucratic Reforms Vision aims to maximize the role of the state apparatus in order to realize the vision of national development based on Law No. 17 of 2007 on the National Long-Term Development Plan, namely: “An Independent, Developed, Just and Prosperous Indonesia”.

The mindset of achieving the vision of Bureaucratic reforms (Figure 1.1), starting from national policy refinement of the state apparatus according to the tasks and functions of NADFC. The policies are implemented through the reforms and strengthening of legislation, organization, governance and human resources and supported by a system of monitoring and accountability capable of realizing government with strong integrity. Through change management, implementation of points above will change the mindset and cultural set of NADFC bureaucrats towards culture that is more professional, productive and accountable to meet all three objectives of the Bureaucratic Reforms in order to enhance public confidence to establish the expected Bureaucratic profiles in 2025.


The realization of the Vision is conducted through four (4) Mission as follows:

  1. Establishing/enhancing the legislation in order to realize good governance;
  2. Restructuring and strengthening of the organization, the regulation, management of human resources personnel, monitoring, accountability, quality of public services, and changes in the mind set and cultural set;
  3. Developing an effective control mechanism;
  4. Managing the administration disputes effectively and efficiently.

The Bureaucratic Reform Objective is to create a professional government Bureaucratic with adaptive character, integrity, high-performance, clean and free of corruption, capable of serving the public, neutral, prosperous, dedicated, and uphold the basic values and code of ethics of the state apparatus. To reach the professional government Bureaucratic, fundamental changes to the 8 (eight) areas of Bureaucratic Reforms must be made (table 1.1).

Changes Area

Expected Results

Organization

Organization with appropriate and proper function and size (right sizing).

Governance

Management: systems, processes and procedures that are clear, effective, efficient, measurable, and in accordance with the principles of good governance.

Legislation

A more orderly and conducive regulation, not overlapping.

Human Resource Apparatus

Human resources with integrity, neutral, competent, capable, professional, high performance and free of corruption

Accountability

Increased capacity and accountability performance of the Bureaucratic

Public Service

Excellent services that meet people’s needs

Mind Set and Work Culture of Apparatus

Bureaucratic with high integrity and performance.

Achieving these changes will accomplish the target goals of Bureaucratic Reforms focusing on the first 5 (five) years (2010-2014), namely:

  1. Strengthening government bureaucratic that are clean and free of corruption;
  2. Increasing the quality of public services to the community;
  3. Increasing the capacity and accountability of the performance of the bureaucratic.

Achievement of these goals will be measured nationally using goals and success indicators of Bureaucratic Reforms as shown in Table 1.2 below.

Target

Indicator

National Baseline (2009)

NADFC Baseline (2010)

NADFC Target (2014)

The realization of clean governance and free of corruption

Corruption Perception Index (IPK)

2,8

 

5,0

OPINI BPK (WTP)

42.17%

WTP

Retaining WTP

The realization of the increased quality of public services to the community

Public Service Integrity (for Permit Services)

6.64

> 6,64

8,0

The increased capacity and Bureaucratic accountability performance

Government Effectiveness Index

-0.29

 

5

 

Accountable Government Agency

24%

LAKIP Score of CC (a bit poor)

8


NADFC prepares proposals and Bureaucratic Reform Road Map of NADFC in 2010-2014 which refers to the planning documents, namely the Long-term Development Plan (RPJP), National Medium-term Development Plan (RPJMN) and the Strategic Plan of NADFC 2010-2014 and the Grand Design and Road Map of National Bureaucratic Reforms. NADFC Bureaucratic Reform Road Map is prepared based on nine (9) Bureaucratic Reform programs to meet the goals that have been targeted until 2014.