EVALUATION RESULTS OF BUREAUCRATIC REFORM OF NATIONAL AGENCY OF DRUG AND FOOD CONTROL (NADFC) BY THE MINISTRY OF ADMINISTRATIVE AND BUREAUCRATIC REFORM 2015

In accordance with the Presidential Decree Number 81 of 2010 on the Grand Design of Bureaucratic Reforms from 2010-2025, the Ministerial Regulation of the Ministry of Administrative and Bureaucratic Reform No. 11 of 2015 on the Road Map for Bureaucratic Reform from 2015 to 2019 and Ministerial Decree of the same ministry No. 205 of  2015 on National Bureaucratic Reform Management Unit (UPRBN), the Ministry of Administrative and Bureaucratic Reform has conducted evaluation on the implementation of bureaucratic reforms in NA-DFC. The evaluation is based on Ministerial Regulation of the Ministry of Administrative and Bureaucratic Reform No. 14 of 2014 on Guidelines for Evaluation of Government Agency Reforms.

The purpose of the evaluation is to assess the progress of the implementation of bureaucratic reform program in order to achieve the goal or result in the form of increased capacity and performance accountability, clean, good and corruption-free governance, and improved quality of public services in NADFC. The results of the evaluation are as follows:

1. Bureaucratic Reform Index of NADFC is 70.88 with the category of "BB" with the details below:

No

Rating Component

Max Score

Score 2014

Score 2015

% Achievement

A

Lever

 

 

 

 

1

Management of Change

5,00

3,43

3,76

75,13

2

Legislation Structuring

5,00

2,71

2,71

54,25

3

Organization Structuring and Strengthening

6,00

2,82

3,84

64,06

4

Management Structuring

5,00

3,34

3,60

71,90

5

HR Management System Structuring

15,00

7,50

12,03

80,19

6

Accountability Strengthening

6,00

2,65

3,80

63,40

7

Monitoring Strengthening

12,00

4,63

7,01

58,39

8

Quality Improvement of Public Services

6,00

3,56

3,89

64,90

 

Sub Total of Lever Components

60,00

30,64

40,64

67,73

B

Results

 

 

 

 

1

Capacity and Performance Accountability Organization

20,00

13,51

14,09

70,43

2

Clean, Good and Corruption-free Governance

10,00

6,13

8,83

88,30

3

Quality of Public Services

10,00

7,29

7,33

73,30

 

Sub Total of Component Results

40,00

26,93

30,24

75,60

 

Bureaucratic Reform Index

100,00

57,57

70,88

70,88

 

2.  NADFC has made every effort to progress the implementation of bureaucratic reform within its agency. The efforts have produced many significant advances in improved governance, such as:

a. NADFC has begun to change systematically and consistently its working mechanism, mindset, and culture set of its individual managers and employees to be better;

b. It has been revising rules and legislation which are not in harmony/sync, although not yet finished;

c. It has improved the effectiveness and efficiency of the internal management processes of the organization through Organizational Structure and Work Procedure Restructuring of NADFC among others by conducting, the preparation of mapping out the  organization's business processes, the use of Internet-based information technology (virtual secretariat), and information transparency to the public;

d. It has communicated most of its Bureaucratic Reform Self-Assessment (PMPRB) activities on each unit of work, and conducted sufficient training on most of the PMPRB team of assessors;

e. NADFC has been able to enhance the application of Performance Accountability System in line with the implementation of bureaucratic reform. NADFC has also pioneered the development of integrated performance-based planning ranging from the formulation of the Strategic Plan to the activities proposed in the application form which can monitor the development of performance achievements both in its institutions and work units. However, it has yet to integrate the various existing applications, whether related to performance, financial and individual assessment, in order to facilitate the implementation of performance management.

3. If the efforts that have been made above are associated with the bureaucratic reform results perceived by the public or the recipients of the services of NADFC, it can be explained as follows:

a. Quality Index of public services is the results of the survey of some of the main services of NADFC, which includes Cosmetics Notification Service, Registration of Food Processing, Issuance of the certificate of Food and Drug Import, Drug and Food Testing and Calibration of Laboratory Equipment, Application for Registration / Drug Registration, Application for Registration of Traditional Drugs, Health Supplements and Quasi Medical Products, Approval of the Draft of Drug Advertising, Traditional Medicine, Health Supplements, and Processed Food and Certifications of Good Manufacturing Product (CPOB) and Good Manufacturing of Active Medicinal Raw Material (CPBBAOB).

The results of perception surveys of services to 72 recipients of the services selected through purposive random sampling, shows the score of 2.93 in a scale of 4, which is slightly above the average of the Services of other Ministries/Agencies (2.90).

b. Anti-corruption perception index

Anti-corruption perception index is the perception of the service recipient on the integrity of the service provider. The integrity includes not only the system of the services that may potentially corrupt, but also the behavior of service providers, for example, offering faster service, the willingness to accept gratuities, handling complaints and so on. The results of the survey on anti-corruption perception index indicates the score of 3.34 in a scale of 4, which is higher than the average index of the state ministries/agencies of 3.13.

4. In order to further improve the quality of the bureaucracy and foster a performance-oriented culture set in NADFC, there are several things that still need to be improved, namely:

a. Developing and formalizing road map for the period of 2015-2019 which contains a concrete strategy of bureaucratic reform for the next five years on each area of change and Quick Win that match with the key performance of the organization’s core business and conducting internalization in all organizational units so that all employees know and participate in the development of the implementation of the bureaucratic reform in NADFC;

b. Evaluating the implementation of the control system of drafting legislation;

c. Analyzing the efficiency and effectiveness of business process mapping and procedures in accordance with the development of the bureaucracy;

d. Improving the quality of human resources management through capacity building of employees based on competency gaps and developing education and training plans sustainably;

e. Improving the quality of implementation of performance accountability system of government agencies to promote the establishment of a result-oriented/outcome organizational culture;

f. Assessing individual performance by linking it to the performance of the organization and aligned it with individual performance of those above his/her level, and monitoring and evaluating it on a regular basis, as well as utilizing the assessment results for determining allowances;

g. Following up the results of the evaluation of graft handling and conflicts of interest;

h. Setting controlled activities to minimize the risks that have been identified;

i. Socializing the application of Whistle Blowing System (WBS), including an evaluation to measure the effectiveness of its implementation;

j. Improving the quality of the establishment of integrity zone by following through on the recommendations of evaluation results of the national assessment team on the work units that have been proposed into work units that are Corruption-Free Zone/Clean and Serving Bureaucratic Zone (WBK/WBBM);

k. Conducting Review and improvement of SOP of standard service regularly;

l. Following up on community satisfaction survey results to improve service quality and integrity of service delivery to the public and other stakeholders;

m. Applying information technology-based services through e-government development in an integrated manner.

Areas for improvement mentioned above have mostly already emerged in last year evaluation report, but they have not been acted upon, so the same conditions can still be found in the current year.

NADFC has always made efforts to improve the implementation of bureaucratic reform progressively and sustainably.