WORKING CULTURE DEVELOPMENT TEAM OF BPKP

alhamdulillah...akhirnya paper UAS jadi. Pengganti UAS tertulis 25 Mei 09....

The history of BPKP can't be separated from the history of the development of government functional supervision, which is now known as Government Internal Auditor (Aparat Pengawasan Internal Pemerintah/APIP). Based on the Presidential Decree number 3 year 1983 about BPKP, practically, BPKP takes over all main duties and functions of The Directorate General of Supervisory for Government Finance (DJPKN = Direktorat Jenderal Pengawasan Keuangan Negara) which was a part of the Ministry of Finance.

Due to cabinet restructuring, the Presidential Decree number 103 year 2001 concerning The Position, Duties, Functions, Authorities, Organizational Structures, and Procedures of Non Ministerial Government Institution was issued. That Presidential Decree has been revised several times, the last revision is revision by Presidential Regulation number 64 year 2005. Article 52 of this Presidential Regulation mentions that BPKP's duties are conducting governmental functions in the area of financial and development supervisory within the related enforcing laws.

On the year of 2001, BPKP has set its vision and mission. The vision of BPKP is “The New Era of Government Management Catalyst Through Professional Supervisory Service”. Catalyst is one of object to speed up the changing process so it can not run outside the process itself, but it can blend inside the changing process. New Era of Government Management means effort to change strict birocrate government management and orientate into the process of new government management. On the other hand, professional supervisory service should be done using methodological based, integrity, and partners oriented in term of creating their value added.

By the time BPKP’s role changed, from the real auditor which used represived approach into asisstant which use preventive approach. Socialization, assistancy, and evaluation are new activities of BPKP. Meanwhile, audit function can be done if any request from the government official for law enforcement in calculating government loss. During this reform era, BPKP has taken many activities to help local government and ministerial/institution based on the Memorandum of Understanding (MoU). Something that never happen in the past is that the local government and ministerial/institution is not an audit object anymore, but they are BPKP’s partner for increasing their performance to achieve good governance.

On December 11th, 2006, The President of The Republic of Indonesia asked BPKP to do second functions about reposition and revitalisation. This reposition and revitalisation should be followed by better vision, mission, and strategic. Therefore, the new vision of BPKP is “Become the Credible Internal Auditor for Government in Transforming Government Management to Achieve Clean Government and Good Government” By this new vision, BPKP emphasizing its main tasks to the expanding of preventive function. The preventive audits result become a management system model to create pre-emptive activity. If there is a negative indication founded during the analysis process of preventive audits, then it needs deeper audits and the non justicia represive audit will be held. This audits are held as basic to build a better government management system to banned moral hazard or fraud. Assistency tasks with the Police Investigator, District Attorney and the Commision Againts Corruption, should be conducted as a duty to eliminate corruption criminal acts, give deterrent repressive justicia effect, and also as guiding function to save government assets.

Changing the role should be followed by changing the officer behaviour. In order to support this role, BPKP has set up the values of “PIONIR”. PIONIR is stand for Profesional, Integritas, Orientasi pengguna, Nurani dan akal sehat, Independen, and Responsibility. It influences all the officer. In Bengkulu that I’ve been live there over two years for example, I joined to “working culture development team” (tim pengembangan budaya kerja). The team consists of stuctural and fungsional officers viewed as agent of change.

Generally, its very difficult to find corporate culture at govermental agencies. However in BPKP, I find what “working culture” is. At beginning, I'm not exactly sure, but I knew it when I saw it. We know, changing govermental culture is fundamental and thus more difficult. Now, I can say that it is possible. Changing officer culture won't be easy, mostly because it's about changing attitudes and behaviors and some people aren't going to go with us. The key is, clearer we can define and quantify what's to be changed, faster we can help those people find something else to do and get everyone else engaged. The main problem is ethic.

Ethic covers various areas of life: personal, public and professional relations. Personal ethic studies the well-being of certain individual and its development methods. Social ethic emphasizes well-being of society and duties of individual persons in the society. Employees which is working in public sector such as BPKP inevitably stuck with ethic and working culture problems. Perhaps even more than the representatives of other fields, because they are constantly communicating with people, help them to solve their problems every day, and inform people about governmental decisions (Wagner-Tsukamoto, 2005). When having some contact with employees at municipality, people judge the morality and working culture of higher officers and public institution according to their behaviour. Therefore ethic and working culture of municipality employees should be as high as possible. Ethic is important not only in communication with customers (external environment), but also internally in the organization, in the mutual relations between colleagues and staff members. Ethical problems might cause various different consequences. Some of them are being solved almost unnoticed; the others have strong impact on individuals separate persons and organizations. Ethical problems might occur and disappear or have continuous character. We try to eliminate the ethical problem by organize islamic discussion in the office mosque.

In the simple definition offered above, I noticed that corporate culture is comprised of what employees experience, and what customers experience. In the bussiness operation, the manager should be focus on "employees first, customers second, and profits third". Can it be used in public institution? We know, employees describe culture as "what should be done here". For the customer, your culture is "what it's like to do business with you". Together with BPKP, The Customers are the stakeholder, such as President, House of representatif, Finance Auditory Board, Commision Againts Corruption, District Attorney, Police investigators, and The society.

Now, I have the conclution that working culture of public officers is important because they have to communicate with people. I can also say that as the medium link between the citizens and political power, state officer’s behaviour and working culture forms the people’s opinion about the whole authorities, morality and ethics of high officers. It is very important to educate officers, to recognize and solve ethical problems, because this could be one of the ways to avoide them. The last, conflicts in the works of public officers are the negative appearance because of their negative impact on the person itself and the people around that are customers and colleagues. It has negative impact on the efficiency of work, communication, and working atmosphere. Now, the working culture development team of BPKP is widely received by the BPKP officer in many moment and activities, such as the sport field, spiritual activity, moral and ethics discussion, transfer of knowledge, etc. And the final and the most important impact is the increasing of the officer performance. (@gus Sulistiyo-09460004869).