Bureaucratic reform within the Ministry is implemented through nine key programs: change management; regulatory reform; organizational restructuring and strengthening; business process improvement; human resource management reform; strengthening internal oversight; enhancing performance accountability; improving public service quality; and monitoring, evaluation, and reporting.
MARITIMEPOSTS.COM – Reform in the marine and fisheries sector requires full concentration and strong determination. It begins with a firm commitment that there will no longer be illegal fishing practices in Indonesian waters.
Combating Illegal, Unreported, and Unregulated Fishing (IUU Fishing) requires bureaucratic reform within the Ministry of Marine Affairs and Fisheries.
Bureaucratic reform is a prerequisite for achieving good governance. Distortions in good governance represent one of the greatest losses to the state. Without good governance, it is impossible to formulate any plans aimed at achieving economic sovereignty.
As a state institution committed to bureaucratic reform, the Ministry of Marine Affairs and Fisheries has designed various programs and initiatives to realize good governance.
The Minister issued Ministerial Decree No. 4 of 2016 on the Bureaucratic Reform Road Map of the Ministry of Marine Affairs and Fisheries for 2015–2019.
The overall goal of bureaucratic reform within the Ministry is to improve the effectiveness and efficiency of its bureaucracy through a systematic approach to achieving good governance and creating a clean, professional, and accountable civil service that continuously produces innovations in delivering the best public services.
The drive for bureaucratic reform stems from the real conditions faced by public institutions.
Many weaknesses persist in carrying out their roles as public service providers, such as poorly structured organizations, disharmony in regulations, overlapping functions among organizational units, suboptimal human resource performance and development, and inadequate public service delivery. These challenges require comprehensive, thorough, and continuous improvements to achieve good governance.
Bureaucratic reform within the Ministry is implemented through nine key programs: change management; regulatory reform; organizational restructuring and strengthening; business process improvement; human resource management reform; strengthening internal oversight; enhancing performance accountability; improving public service quality; and monitoring, evaluation, and reporting.
Gradually, changes in mindset and work culture among leaders and staff have emerged, with a shared commitment to building a Ministry that is more professional, efficient, integrity-driven, and patriotic.
These changes have led to improvements in regulatory frameworks, organizational restructuring based on appropriate functions and processes, enhanced accountability and oversight, improved human resource management, and better public service delivery.
The progress achieved is not the end goal but rather motivation to continue advancing bureaucratic reform. Reform is an ongoing process that must be consistently maintained and implemented.
The success of bureaucratic reform can be measured through several indicators, including: alignment of reform implementation with established objectives; harmonized and synchronized regulations; elimination of overlapping functions; optimal organizational performance; and the development and implementation of appropriate Standard Operating Procedures (SOPs).
Additional indicators include: full accessibility of e-government services; transparent and accountable recruitment systems; clear job analysis and classification; measurable individual performance; reduced internal audit findings; implementation of Government Internal Control Systems (SPIP); improved Government Agency Performance Accountability Reports (LAKIP); establishment of Key Performance Indicators (KPI); implementation of service standards; improved public service quality that is faster, more affordable, safer, and more accessible; and increased public participation.
To improve public access and service quality, the Ministry has also optimized the One-Stop Integrated Service (PTSP), located in Mina Bahari Building IV, inaugurated on January 15, 2015 by Minister Susi Pudjiastuti.
The facility includes 20 service counters and a Bank BRI counter, providing services such as import permits for fish feed, recommendations for live fish import/export, monitoring fishing vessel activity, export registration numbers, HACCP certification, and other services. This system is expected to facilitate public investment in the marine and fisheries sector.
The Ministry’s efforts in bureaucratic reform have yielded significant results. In 2016, it achieved an “A” rating (very good) in performance accountability from the Ministry of Administrative and Bureaucratic Reform, with a score of 80.76. It also received an integrity score of 7.22 from the Corruption Eradication Commission (KPK). Compliance with public service standards has been rated in the “green zone” by the Ombudsman, with continued focus on integrity and performance.
Budget Policy
Regarding budgeting, the Ministry identified inefficiencies and budget inflation due to procurement costs exceeding market prices. Additionally, unclear budget nomenclature created opportunities for further inefficiencies.
To address this, the Ministry restructured its priority work framework to build a government institution that is appropriately sized, functional, and process-oriented. Organizational structures were simplified to improve effectiveness. A new budgeting paradigm was introduced, known as “Susinization,” named after Minister Susi Pudjiastuti.
Key elements of the Ministry’s budget policy include:
First, simplifying budget nomenclature by allocating 80% of the budget to stakeholders such as fishermen and fisheries-related economic actors, and 20% to routine operational expenses.
Second, eliminating vague and ambiguous program terms such as “development,” “enhancement,” and “empowerment.”
Third, reducing unnecessary expenditures, including official travel and off-site meetings.
Fourth, improving procurement mechanisms and strengthening oversight through competitive bidding to prevent price inflation.
Fifth, limiting borrowing strictly to investments or asset acquisition.
Through these policies, in 2015 the Ministry saved IDR 1.5 trillion (15% of the revised national budget allocation of IDR 10.5 trillion) without compromising performance targets. In 2016, it reduced the budget by IDR 5.5 trillion (42%) from an initial allocation of IDR 13.9 trillion.
In 2017, the budget structure was fundamentally reformed to improve transparency and accountability. Personnel expenses were separated from technical directorates, with salaries managed by the Human Resources Bureau and travel budgets centralized under the Secretariat General. This allowed all directorates to operate more efficiently and effectively.
The 2017 budget was reduced by 20%, from IDR 10 trillion to IDR 8 trillion, as part of broader government efforts to address fiscal constraints and liquidity challenges.
___
Written by K. Azis, source from the book of Laut Masa Depan Bangsa (2018)