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Pbb Management Model

1666 Words7 Pages

This paper will try to address the challenges of PBB implementation in the public sector, particularly in Directorate General of Agro-Based Industry, as one department in Ministry of Industry Indonesia. The primary purpose of this paper will be to analyze the existing performance indicators for PBB system, based on three criteria most used, which are “validity”, “clarity” and “reliability”. It also aims to observe whether the “punishment system” for bad performance would really motivate the organization to implement better PBB system.
Hypotheses
H1 : Valid, clear, and reliable performance indicators that are linked with organization’s strategic plan will result in successful performance-based budgeting
H2 : Reduction of funding for the following …show more content…

CASE STUDY: DIRECTORATE GENERAL OF AGRO-BASED INDUSTRY – MINISTRY OF INDUSTRY INDONESIA
Ministry of Industry releases Accountability Performance Report of Government Agencies (in Indonesian: Laporan Akuntabilitas Kinerja Instansi Pemerintah or LAKIP) annually. LAKIP is a form of public managers’ responsibilities to the society with regard to the annual government agencies performance. It focuses on the accountability improvement and outcomes-based performance at the same time. Basically, each department/unit in the ministries made their own performance report before it went to the internal and external audit team to be evaluated.
Directorate General of Agro-Based Industry (DGAI), as one department in the ministry, established their vision as “to be a globally competitive agro industrial sector by 2025” through several missions, which are “to be a supporting medium for people’s need”, “to enhance the number of productive business activities”, “to improve high-technological industrial capability”, “to enhance natural resources-based industries”, “to develop competent industrial human resources”, and “to support food security and availability of alternative energy”. The vision and missions were described into 16 strategic targets with 27 performance indicators. The following Table 2 contains targets that were classified into three perspectives: stakeholders, organizational tasks and functions, with 2013-2014 …show more content…

As it has been mentioned before, if the indicators didn’t validly gauge government’s working projects, then it could lead to budget misuse issue. For example, if we look at the “agro-based market share” indicator, it’s possible for DGAI to not really put an efficient use of the allocated budget to this area and instead start working on something else because the performance itself is already ideal. This might also be the reason of the “inefficient” result because the existing performances for several indicators have already been met so the budget expenditure would tend to be

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