Adaptasi Organisasi Badan Pengawasan Keuangan Dan Pembangunan (BPKP) Di Era Otonomi ..
| Main Author: | Perpustakaan UGM, i-lib |
|---|---|
| Format: | Article NonPeerReviewed |
| Terbitan: |
[Yogyakarta] : Universitas Gadjah Mada
, 2006
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| Subjects: | |
| Online Access: |
https://repository.ugm.ac.id/25869/ http://i-lib.ugm.ac.id/jurnal/download.php?dataId=8876 |
Daftar Isi:
- Abstract: The regional autonomy policy in Indonesia applied since 2001 has, as one of its impacts, changed the nature of relationship between the central goverment and local governments. Except five authorities, the central government has delivered almost all authorities to the local governments. This change has also affected the Financial and Development Supervisory (Badan Pengmvasan Keuangan dan Pernbangunan/BPKP). As a national government institution, with 24 branches, spread in almost all of province in Indonesia, BPKP has got to adapt to the change of its environment. As power tends to corrupt, transferring power from the central to local governments means also transferring corruption, collusion and nepotism to local governments. To tackle this problem, the audit authority as BPKP's domain in the local level should be increased. Unfortunately, the regulation of government released in the regional autonomy era has not yet supported BPKP's role of the central body to supervise the local governments. The research is aimed at describing the steps of BPKP's organizational change to adapt to the local autonomy policy since 2001. The research method used was qualitative based on depth interviews published in magazine named Warta Pengawasan, and study of related documents. Theoritica.11y, the most fundamental approach to adaptation is identifiying and fulfilling stakeholders' needs. On that framework, BPKP changed its vision and mission, to a new paradigm, from a mere " auditor" to "catalyst". The extention of audit domain led to reorganization and product diversification. Now, BPKP has produced not only audit but also several new consultancy products. The old paradigm, from being auditor with high supremacy in deciding other party's credibility and thefore having tendency to be served, changed into the new paradigm, the serving one. This BPKP's adaptation has turned to exactly fit with the need of local governments from all over Indonesia. The local governments' need in setting performance accountability and financial system has become an opportunity for BPKP to adapt. The dominant factor to drive this BPKP's adaptation has been the first-rate quality and development of human resource. The research has shown that the organizational adaptation is essential for the governmental organizations as well as for the private organizations. The going concern of a governmental organization is not only because of its authority but also of its benefit. In this case, the governmental organization's human resource is vital for making the government's going concern is not only based on coercive power but also on expert power. But in the case of BPKP, since the increasing tendency of corruption, collusion and nepotism in the local level, it is recommended for the central government to grant BPKP an authority to audit the local governtments which should be based on concise applicable regulation. Key Words: Adaptation, Stakeholders' Needs, New Paradigm, Human Resources Competences