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THE REPUBLIC OF INDONESIA NEWS
No. 2113, 2016 BPKP. Human Resources Development Plan. 2018-2022.
REGULATION OF THE HEAD OF FINANCIAL OVERSIGHT AND
DEVELOPMENT
NUMBER 24, 2016
ABOUT
HUMAN RESOURCES DEVELOPMENT PLAN
2018-2022 IN THE ENVIRONMENT
THE FINANCIAL OVERSIGHT AGENCY AND THE DEVELOPMENT
WITH THE GRACE OF GOD ALMIGHTY
THE HEAD OF THE FINANCIAL AND DEVELOPMENT OVERSIGHT AGENCY,
DRAWS: A. that under the terms of Section 70 of the paragraph (1) Invite-
Invite Number 5 Year 2014 on Civil Aparregulated
The State, declared any State Civil Service Employee
has the right and opportunity to develop
competence;
b. that in order to improve the quality of
the execution of organizational tasks and functions and
supports the implementation of bureaucratic reform, as well
supports the embodied vision and mission of the Agency
Financial and Development Oversight
in the strategic plan of the Financial Oversight Board
and Development, the education program required,
training and other development to
enhance the ability, competency, and
professionalism for employees in the Agency environment
Financial and Development Oversight;
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2016, No. 2113 -2-
c. that based on consideration as
referred to letters a and letter b, needed to establish
Financial Supervising Board Regulation and
Development of the Source Development Plan
Human Power of 2018-2022 in the Environment Agency
Financial and Development Oversight;
Given: 1. Law No. 5 Year 2014 on Aparatur
Civil States (State Gazette Indonesia Year
2014 Number 6, Additional Gazette Republic of State
Indonesia Number 5494);
2. Government Regulation No. 60 of 2008 on
Government Intern Control System (Sheet
The State Of The Republic Of Indonesia In 2008 Number 127,
Additional Republic Of Indonesia's Republic Number
4890);
3. Presidential Decree No. 192 of Year 2014 on
Board of Financial and Development Oversight
(State Sheet of the Republic of Indonesia Year 2014
Number 400);
4. Rule of the Chief Financial Oversight Board and
Development Number PER-211/K/JF/2010 about
Standards of Auditor Competence;
5. Rule of the Chief Financial Oversight Board and
Development Number PER-1362/K/SU/2012 about
Education Qualification for Functional Officials in
The Financial Oversight Board Environment and
Development as it has edited with
Rule of the Financial Oversight Board and
Development Number 34 of 2013;
DECIDED:
Establits:
AND THE DEVELOPMENT OF THE PLAN
HUMAN RESOURCES DEVELOPMENT OF 2018-
2022 IN THE FINANCIAL SUPERVISING BODY ENVIRONMENT
AND DEVELOPMENT.
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Article 1
In the Chief Ordinance of this Agency referred to:
1. Human Resources, which is further abbreviated as SDM,
is a civil servant in the Agency environment
Financial and Development Oversight.
2. The Financial and Financial Oversight Board, which
subsequently abbreviated as BPKP, is the apparatus
of the internal oversight of the government.
3. Human Resources Development plan is
a comprehensive planning that includes
human resource development programs
organizations of title programs and nondegree programs
by reference on the organization needs that
is reflected from the vision, mission, strategy, duties and functions of the BPKP
as well as the strategic plan of the government of the Republic of Indonesia.
4. The Degree Program is a source development program
human power through a formal education level
level one, strata two and strata three.
5. The Nondegree Program is a development program
human resources through training, workshops, or
certifications both at home and abroad.
6. A competency is the ability and characteristics that
belongs to an employee of the knowledge, expertise,
and behavioral attitudes required in the execution of
the assignment of his position.
7. Technical competence is a competency group that
relates to the ability to execute
technical work.
8. Managerial competence is a competency group that
relates to the ability to set
jobs and build relationships with other
parties.
9. Competency gaps are gaps (gap) that
shows the presence of employee competencies that need
enhanced through education programs, training and
development.
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10. A term family is a set of posts that
has a closely related function and task
in carrying out one of the common tasks
governance.
Section 2
(1) Human Resource Development Plan
intended for resource capacity development
human to support BPKP capacity in
achieving vision, mission, strategic plan and attainment
bureaucratic reform.
(2) The Human Resource Development Plan
as referred to in paragraph (1) is compiled according to
with the development of strategic environment and
the needs of the competency of office families in the environment
BPKP.
(3) Human Resource Development Plan
as referred to in paragraph (2) to be a reference
major in the development of human resources and
drafted
Article 3
(1) Resource Development Plan Human
as referred to in Section 2 includes
the development of human resources through the Program
Title and Nondegree Program.
(2) The Title and Nontitle Program in question
on the paragraph (1) applies to All BPKP employees who
meet the specified requirements and requirements.
Section 4
(1) Human Resource Development Program of the year
2017 refers to the document Human Capital
Development Plan BPKP Tahun 2012-2017.
(2) Human Resource Development Plan of the Year
2018-2022 for Title Program and Nondegree Program
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listed in the Attachment that is not
integral to the Rule of the Agency.
Section 5
The Body Heads Regulations are in effect on the date
promulgated.
So that everyone knows it, ordering
invitates of this Body Head Regulation with
its placement in the Republic of Indonesia News.
Set in Jakarta
on 29 December 2016
CHIEF OVERSIGHT AGENCY
FINANCE AND DEVELOPMENT,
ttd
ARAND ADIINAUGURAL
Reundfiled in Jakarta
on December 30, 2016
DIRECTOR GENERAL
REGULATION
THE MINISTRY OF LAW AND HUMAN RIGHTS
REPUBLIC OF INDONESIA,
ttd
WIDODO EKATJAHJANA
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ATTACHMENT
BODY HEAD REGULATION
FINANCIAL SUPERVISION AND
DEVELOPMENT
NUMBER 24 YEAR 2016
ABOUT
DEVELOPMENT PLAN
HUMAN RESOURCES YEAR
2018-2022 IN THE GOVERNING BODY
FINANCIAL SUPERVISION AND
DEVELOPMENT
HUMAN RESOURCES DEVELOPMENT PLAN
2018-2022 IN ENVIRONMENT
THE FINANCIAL AND DEVELOPMENT SUPERVISING AGENCY
A. Background
Board of Financial and Development Oversight (BPKP), as agency
internal supervision that is mandated to improve
accountability of financial management and national development, attempt
to always adapt to the needs of stakeholders. BPKP
seeks to quickly respond to changes in the environment and
the government's internal supervision needs. In addition, to realize
The Vision of the BPKP as the Internal Auditor of the Government of the Republic of Indonesia (RI)
World-class to enhance the Accountability of Financial Management
and National Development, it takes Human Resources (which
further is called SDM) which is professional and has a high competency.
With that background, the management and planning of SDM that
proactive is required to assist the BPKP in fulfilling expectations
stakeholders in the present and future.
As one of the efforts improving planning quality and
development of the SDM, BPKP compiling the Development Plan
Human Resources for the period 2018-2022 as a guide
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SDM development at BPKP, which is a continuation of Human
Capital Development Plan BPKP Tahun 2012-2017.
B. Intent, Goal, and Objective
The intent of creating a Human Resource Development Plan
is formulating comprehensive planning regarding the
SDM development to support the latent of vision, mission, strategy,
task and the BPKP function as well as the Government Strategic Plan of RI, as well as
anticipate the strategic environment changes and profession demands,
so that it can provide added value and competitive advantage to
the organization.
The purpose of drafting the Human Resource Development Plan
is:
1. Be a reference to the increased capacity of the SDM capacity
supports BPKP capacity in the labations of vision, mission, strategy,
BPKP tasks and functions as well as the Strategic Plan of the Government of Indonesia.
2. Be a major reference in the development of the SDM in the BPKP environment.
The expected output of the drafting of the Source Development Plan
Human Power is:
1. The form of a competency-based SDM development plan
is comprehensive for the next 5 years (2018-2022) in
the BPKP environment.
2. The development of efficient and effective employee development to
supports the tasks and functions of the BPKP.
C. Scope
The scope of the SDM development plan in the Development Plan
Human Resources includes:
1. Development of SDM through degree and non-
degree programs through training, certification, and other development, both in
in the country and abroad.
2. All BPKP SDM which meets the provisions and requirements that
is determined.
D. Human Resource Development Plan Drafting Principle
The drafting of the Human Resources Development Plan as
the comprehensive planning document SDM BPKP pays attention to the environment
internal and external organizations. Some of the environment developments
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considered in the drafting of the Resource Development Plan
Humans as follows:
1.Plans of the National Intermediate Development
As the Government's Internal Oversight Commission Republic of Indonesia,
strategic planning of SDM in BPKP refers to the national target
the level of labor education in Indonesia. The national target of the force
Indonesia's work is 8% of the workforce has a higher education in
by 2025.
2.Vision BPKP
The vision of BPKP is to be " Internal Auditor of the Government of the Republic of the World
to Increase the Accountability of Financial Management and
National Development " so that the development policy of SDM in
BPKP has the aim to form the SDM internal supervision
the trusted and front-runner SDM that has qualifications
professionals, both professional education and certification qualifications, nor
adequate professional development of sustainable.
3.Plan Strategic Plan
One of the assumptions used in the The composition of the Plan
The development of the BPKP Human Resources is taken from the strategic direction
the organization contained in the BPKP Strategic Plan 2015 -2019.
The drafting of the Human Resources Development Plan
aligning the strategic planning of the SDM development with
organizational strategic planning. Development Plan
Human Resources start from vision, mission, principal task and function
organization. The strategic planning of the SDM in BPKP is designed to
meet the organizational framework and objectives stated in
the BPKP strategic plan. Implementation of the strategic plan
SDM development will be a reference for development
sustainability of employee capabilities in the BPKP environment.
4.Needs of the profession
High HR competency profile indicator is a combination of strata
education, certification ownership of the profession and membership in
professional body and its length of work experience in the field surveillance
internal. Using a similar thinking plot, BPKP
can improve the profile of the SDM competency by raising criteria
posts for employees before occupying a particular post.
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The rise of this post criteria will increase organizational competence,
anticipating changes in organizational roles and accommodating
the needs of more complex stakeholders.
5.Change the Role of Internal Auditors
The evolution of the role of Internal Auditor is internationally shifted from
the auditing assignment becomes more strategic as a facilitator
in the achievement of the organization ' s objectives. This means the Internal Auditor to
front is more focused on organizational governance and risk management.
With the role change BPKP is expected to have
adequate competence in governance and risk management.
6.Gap the number of hours of training per employee
Based on educational data and BPKP SDM practice since the year
2013, the average employee training hours per year range from 50-59
training hours/Year, so it is required the upgrade to
meets the mandate of Law Number 5 of the Year 2014 about
State Civil Aparregulated: 80 hours of training/year.
E. Framework Development Plan Human Resources
Human Resource Development Plan developed with
tilting the expected SDM profile based on needs
BPKP competence accordingly Strategic environment analysis, environment analysis
internal with existing SDM profiles, so indicating the presence of
the SDM qualification gap.
Expected SDM Profile
External/Strategic Environment Analysis
Non Title
Internal Environment Analysis
Existing SDM Profile
Gap
SDM Development Plan
Title
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1. External/Strategic Environment Analysis
a. Vision and Mission of BPKP
The BPKP Human Resources Development Plan 2018-
2022 was compiled by referring to the BPKP's Vision and Mission as
The Internal Auditor of the Government of the World Class of the Republic of Indonesia to improve
Accountability National Financial and Development Management. The vision
and the mission is downgraded to an expected SDM Profile
can support the organization's strategic objectives.
b. BPKP Assignment Focus
The direction of future BPKP assignments is expected to focus on
escort development, improve fiscal space, secure
assets, and improve the system of good governance. Direction
This assignment requires the support of SDM BPKP which has
a multi-talented competency capable of accommodating the needs of
the organization ' s interest owners.
c. The BPKP Assignment Mandate
BPKP obtained a mandate from the President of the Republic of Indonesia to improve
accountability of financial management and national development as well as
doing APIP coaching.
d. The ASN Act
In Law No. 5 of 2014, the increase
employee competence was one of the key factors in
the career coaching of the State Civil Aparatur. The competency development
referred to in such regulations may be an improvement
technical competence, managerial competence, and social competence
cultural.
2. Expected Human Resources Profile
The expected future SDM profile is derived from
vision demands, BPKP strategic mission and plan and direction focus
BPKP assignment.
Table 2. Target Profile SDM BPKP Year 2022
No SDM Profile Indicators Target
A. Education
1 The proportion of employees with educational qualifications
% of employees who have a bachelor's education qualification
66%
% of employees who have post-graduate qualifications
15%
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No Profile SDM Target Target
2 Sebaran Employees with Graduate Education Qualifiers
Minimal number of employees with education S2/S3 in each working unit
8
3 Proportion Structural Officer with Education Qualification Pasca Scholar
% Structural Officer with education S2/ S3 Senior High Leadership and Madya: S2/S3 Chief Operating Pratama: S2/S3 Administrator's Office: S1/S2
100%
Certification
The proportion of employees with professional certification qualifications
% Employees with the audit profession certification
13%
% Employee with Accounting Professions
7%
% Employee Other profession certifications
4%
% Auditor Madya with Professional Certification 1
100%
C. Education and Training
1 Proportion of employees with a Specialized Technical Competency
% employees with investigative specialist competence
13%
% employees with the Central Government Instancy Surveillance Specialist competence
58%
% employees with State Accountant Specialist competence
14%
% employees with Regional Government Accountability Specialist competence
15%
2 The Number of Training Hours per employee
Average number of hours training per employee per year
80 Hours/Pegawai/
Year
1 Auditor Madya who Per year 2017 still has a BUP period of more than 5 years. 2 Basic calculations are the analysis of the ABKJ recapitulation for each type of assignment at BPKP.
3. Internal Environment Analysis
a. BPKP Business Process
Implementation of audit assignment, technical guidance, evaluation, revivation, and
consulting services with the goal of providing opinions/opinions, suggestions,
recommendations, socialization, and/or mugging to
Ministry/Institute/Local Government and its stakeholders
other external interests.
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b. Competency standards
Standards of competence that apply and are used as the basis
The drafting of the Human Resource Development Plan as
following:
1) Behavior Competency
The behavioral competency is the attitude behavior should be held
by BPKP employees to be able to exercise responsibility
in office.
Behavioral competence at BPKP matches the competency profile
used in assessment employees That is:
a) General Behavior Competency
This competency must be owned by all employee at all
family of office. These competencies include: achievement
orientation, integrity, organizational commitment, value for
knowledge sharing, and service orientation.
b) Leadership-related Behavior Competency
This competency must be owned by all employees at all
families, but the required proficiency level
is different for each level and career path that is different.
c) Behavioral Competencies
This competency can differ in part to each
family of office. These competencies include information seeking,
analytical thinking, conceptual thinking, concern for order, stress
management, relationship building, organizational awareness,
as well as communication.
2) The technical competence
Technical competence is the knowledge, skills and
expertise required to carry out the duties as
BPKP employees.
a) General Technical Competency
This competency must be owned by all employees at all
families of office. These competencies include capabilities
computers, English skills, reform knowledge
bureaucracy, administration of administration skills, knowledge
regarding governance, risk, and organizational control,
The implementation of financial management, service standards, and
the knowledge of the perinvitation regulations regarding BPKP.
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b) Technical Competence related to the Position
Competency is technically required to perform the tasks
and functions specific to the position of the post. The technical competence
for each branch of the office is as follows:
1. Supervision
Standards of Auditors Competency in accordance with the BPKP Chief Regulation
No. 211 of 2010 is the minimum capability measure
that the Auditor should have that includes the aspect
knowledge, skills/expertise, and attitude behavior
to be able to perform tasks in the Title
Functional Auditor with good results, consists of:
a. General competency
General competencies are competency-related competencies
with general requirements to be able to be appointed as
Auditors.
b. Supervising Technical Competency
Surveillance technical competence is a competency that
is related to the requirement to be able to execute
supervising assignment in accordance with the window
in office.
c. General surveillance field capabilities are required
to support at least 4 (four) tasks
deputian in the BPKP environment as follows:
Control Rate
competence
a. Proficient-Generalist
− Applied Statistics − Macro Economy − Technical Guidance-Technical Guidance − Technology Information − Business Process & Public Service − Public Financial Management − Governance, Risk, and Control − Strategic Thinking − Analysis and Dissolving Problems of the Cross-sectoral Audit − Policy Evaluation and Analysis − Development Planning − Regulation of surveillance objects
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b. Knowledge Comprehensive
− Reception Of Tax − Bea and Excise − Reception Of The State Not Tax − Utilization Of State Assets/Regions − Anger − Energy Resistance − Food Resistance − Infrastructure − Education − Development Financing Process National/
Region − Health and Indonesian Card Program
c. Specialist − Asset Management and Policy Evaluation − The Government's Intern Control System − Financial Audit (Government Instancy
Center, Loan and Overseas Grants, Local Government, State/Region Owned Business Agency)
− Specific Objective Audits Of Central And Regional Government Agencies and Regions
− Operational Audit (Central Government Agency, Local Government, Procurement Of Goods And Services, Loans And Overseas Services, State/Area Owned Enterprises)
− Reviu over Financial Report − An Agency Performance Accountability System
Government − System Government Agencies accounting
Center-Performance-Based Services and Systems
Regional Finance Accounting − Region Management Information Systems − Evaluation of the Hosting Report
Pemda − Risk Management and Key Performance
Indicator − Drafting The Corporate Plan − Performance Audit Technique − Good Corporate Governance − Electronic Data Process Audit − The Umum/BLU Service Agency Region − Banking and Financial Industry Non
Bank − Audit Claims − Evaluation Of Kelancaran Barriers
Construction − Audit Escalation − Expert Adverts − Fraud Control Plan − Calculations Financial Loss Of State − Audit Investigation
2. Information and Communications Technology
-Information Technology.
-The Management Information System.
-Communication Sciences.
3. Law
-Law of Law.
-System of Laws and Networks
Documentation and Legal Information (JDIH).
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-Engineering Drafting Laws (legal
drafting).
-Telaah and the study of law.
4. Finance
-Accounting, budgeting, and Treasury.
-State Financial Systems.
-Rules in finance.
5. Equipment and General
-Asset Management.
-Kearsipan.
-Protokoler.
-The Study of the Management.
6. Human Resources
-SDM Management.
-The Workforce Regulation.
-Training Management.
7. Planning
-Strategy Planning.
-Oversight.
-Surveillance Management.
-Engineering Substance Planning.
8. Research
-Technique Of Substance Research and Development.
-Research methodology.
-Technical Writing Work Scientific and Statistical Science.
c. Employee Competency mapping
The competency mapping is performed to know the competency profile
SDM BPKP in accordance with the task demands.
1) The Technical Competency mapping is conducted by the Bureau of Employees
and the Organization with How to weigh the level of formal education,
employee attitude, assignment experience, professional certification and
employee last post.
2) The Behavioral Competency Mapping is conducted with an evaluation that
is implemented by Management Assessment Center.
4. Existing SDM profile
a. The composition of SDM
SDM Composition in the background of education as of October 2016:
S3: 16 employees or 0.25%
S2: 589 employees or 9.56%
S1: 3,037 employees or 49.26%
DIII: 1,685 employees or 27.34%
: 5 employees or 0.08%
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SD s.d. High school: 833 employees or 13.51%
Total number: 6,165 employees or 100%
Composition of Certification Profession:
Certification of the profession (CCSA, CIA, CfrA, etc.): 14%
b. Behavioral competency profile
Based on behavioral competency measurement obtained
level of competence held by the employee with the office of Eselon II,
Eselon III and the Coordinator of Oversight, Eselon IV, Auditor Madya,
and Auditor Young. Development is required for employees-
employees who have a competency at level 1 and 2 are employees
who do not have or have no characteristics that
supports the emergence of a competency.
Competencies behavior that is a priority development at BPKP
is:
Table 3. Behavioral competency development priorities
Leadership Leadership Competency
High Pratama
Administrator and Korwas post
Supervisory position
Auditor Madya
Auditor Young
Oral Communication √ √ √ √
Relationship Building √ √----
Flexibility √--√ √
Leadership -√ √ √ √
Teamwork and Cooperation
--√ √
c. Supervision of the Surveillance Technical Competency
Results of technical competency mapping conducted by the Bureau of Staff
and the Organization indicate that the average BPKP employee in
The Oversight office is at a sufficientlevel. Required
an increase of substantive technical competence through training,
certification and workshop to close the competency gap
that exists.
5. Human Resource Gap in BPKP
calculation of the BPKP SDM gap is obtained from tilting
the SDM criteria that are expected with current SDM conditions.
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Table 4. SPKP SDM Gap (Title Program)
Program per 20171 Target Gap
Bachelor's Degree 61% 3668 66% 3996 328
Postgraduate degree 11.53% 698 15% 908 210
Description: 1 Existing (Per 2017) takes into account estimates of the number of retired employees and passed the study assignment in 2017 assuming employee zero growth.
By referencing the target policy of employees who have qualified
professionals, calculation needs certification the profession must
be fulfilled by BPKP as follows:
Table 5. Calculation Of The BPKP Employee Profession Certification Requirement
Certification:
Another Accounting Audit
Target Gap
Target Gap
Number Of Gap Target
C.C.S. A 22 63 41
C.M. A 4
BKP A 1
C.F. E 39 71 32
C.P. A BKP B 1
C.Fr. A 147 70
C. A 77
C.R.M. O 1 59 58
C.G.A. P 18 63 45
C.C. A 3
C.R.M. P 25 58 33
C.I. A ' 11 63 52
C.P.M. A 58 58
C.H.R. P 19 6
C.I.S. A 5 63 58
USAAP 53 53
C.P.T. M 2 7 5
C.K. M 1
CFA 1
C.R.G. P 9 59 50
C.R.M. A 1 63 62
M.C. P 2
Q.I. A 5 62 57
CISCO 5 5
C.F.S. A 63 63
CLA 2 2
BJP 194 53
WI 10 10
Total 410 111 163
Profile of the Auditor Madya in BPKP with the Profession Certification Profession as follows:
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Table 6. Profession Certification Gap for the Auditor Madya BPKP
The number of all Madya Auditor (excluding Korwas) *
450
Certification (audit) 87
Certification (Accounting) 18
Certification (Other) 4
The gap 341
* Auditor Madya with a BUP period of more than 5 years in 2017
By taking into account the study of the profession Certification needs
in general and the gap of Certification Requirements for Auditor
Madya in BPKP, hence the profession ' s certification needs to be fulfilled
until 2022 is:
Table 7. Total BPKP Employee Profession Certification Requirements
Certification Gap
Auditor Madya Total
Accounting 111 171 282
Audit 410 170 580
Other 163 163
Total 1025
F. Formulation of the Human Resources Development Plan
To close the employee's competency gap above, Plan
SDM Development that BPKP will do in 2018-2022
as follows:
Table 8. BPKP SDM Development Plan Matrix
Period of 2018-2022
Total Program 2018 2019 2020 2021 2022
Title-Bachelor 328 49 82 115 82
-
Domestic Master Title 134 20 34 47 47
-
Title- Master of Foreign Affairs 37 6 9 13 9
-
Title-Master Linkage 18 3 5 6 4
-
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The Total Program 2018 2019 2020 2021 2022
Domestic Doctorate 11 4 7
----
Foreign PhDs 10 4 6
----
Non Title-Local Certification Programs
1025 205 And Other Cloud Service Title Program
By taking into account the number of employees who passed the study duty
S1/D4 and the number of employees who retired with the education strata
S1/D4 by the end of 2017, an estimated 60% of BPKP employees will
have Bachelor ' s education qualification in early 2018. The target that
must be achieved is 66% of the employees have educational qualifications
scholars, so the gap to be met is 328 employees.
For the S2 and S3 programs, by taking into account the amount
employees In retirement until the end of 2017 with Strata
Education S2 and the number of employees passed a S2 study assignment of the year
2017, then an estimated 12% of BPKP employees had qualifications
the education of S2 and S3 in early 2018. With a target of 15%
employees have a graduate education qualification, then still
required 210 graduate employees.
a. Study Field for the Home Office of Supervision
Alocations preferred major concentrations to meet the tasks
main in the area of supervision as follows:
1) The Bachelor's Degree Program
In the Resource Development Plan Human 2018-
2022, Workforce Learning Assignment Employees
for the S1/DIV Program will be directed for Science
Economics with a Management or Accounting Department with a total
262 employee.
2) Program Master ' s degree
Year 2018-2022, employee competency development plan
for the S2 program in the House of Supervision will
be directed to multi disciplines as follows:
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Program of Programs
Master
Total Attraction
Economy Science 30
Economic Sciences, Development Studies, Applied Economics, Economic Development and Planning, Evaluation Study Impact (Impact Evaluation Study)
Accounting 20
Professions Accounting, Accounting and Financial Information Systems, Financial Accounting, Accounting, Accounting, Forensic Accounting
Administration Science 36
Administration Business, Public Administration, Administration and Taxation Policy.
Engineering Informatics 25
Information Informatics and Informatics Systems
Legal Sciences 25
Legal Sciences
Political Science and International Relations
15 Politics, International Relations, International Studies and Diplomacy (International Studies and Diplomacy), the Study of Security and Terrorism (Security Studies and Terorism)
Attraction: The name of the majors for the Foreign Master Program is adjusted to the field of study set out in this Regulation.
3) The Degree Program Doctoral
The Employee competency development plan for the S3 Program in
The supervising office family will be directed as follows:
PROGRAM PROGRAM
doctoral
Total Description
Economy Science 5
Study of Development, Applied Economics, Development Economics and Planning, Study Evaluation Impact (Impact Evaluation Study)
Management Science 5
Organizational Behaviour and Strategic Management.
Administration Science 3
Public Administration, Business Administration and Administration and Taxation Policy.
Public Policy 4
Public Policy
Caption: The name of the major for the Foreign Doctoral Program is adjusted to the field of study set out in this Regulation.
b. Field of Study for Non-Supervision Office
1) Bachelor's Degree Program
The field of study for Program S1 for the employees of the Office
Non Oversight as follows:
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Department of Total Scholars Program
Economy 20
Economic Sciences, Accounting, Management
Information Technology 26
Information Engineering and Informatics Systems
Science Administration of 20
Business Administration and Public Administration
2) Master Degree Program
The field of study for the S2 Program for employees in the Office
Non Oversight as follows:
The Master Program business Description
Economic Sciences 6
Study of Development, Applied Economics, Economy Development and Planning, Impact Evaluation Study (Impact Evaluation Study), Management, Organization Behavior.
Accounting 4
Professed Accounting, Accounting and Financial Information Systems, Financial Accounting, Accounting, Accounting, Accounting, Accounting, Accounting, Accounting, Accounting, Accounting, Accounting, Accounting, Accounting, Accounting, Accounting, Accounting Forensic Accounting
Administration 4
Business Administration, Public Administration, Administration and Taxation Policy.
Informatics Engineering 10
Information Engineering, Informatics Systems
Psychology 5
Industrial Psychology
Education Administration 4
Legal Science 5
Description: The name of the major for the Foreign Master Program is adjusted to the field of study set up in this Regulation.
3) Doctoral Degree Program
The development plan of the competencies of the employees (S3) at Rumpun
Non-Title Supervision will be directed as follows:
Department of Total Doctoral Program Description
Economic Sciences 1
Economic Sciences, Development Studies, Applied Economics, Economic Development and Planning, Study Evaluation Study (Impact Evaluation Study)
Management Science 1
Organization Behavior and Management Strategic.
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2016, No. 2113 -22-
Department of Doctorate Program Total Captions
Administration Science 1
Public Administration, Business Administration and Taxation Policy and Policy.
Public Policy 1
Public Policy
Attraction: The name of the major for the Foreign Doctoral Program is adjusted to the field of study set out in this Regulation.
2. Non-Degree Program - Professional Certification
The certification program targeted to be followed by the employee
BPKP as follows:
- Certification in Control Self Assessment. - Certified Fraud Examiner certification. -Certified Government Auditing Professional. -Certified Internal Auditors. -certified Information Systems Auditors. -Certification in Risk Management Assurance Certification. -Certified Professional Management Accountant. -Certified Financial Management Auditor. -Certified Financial Services Auditor. - Exam Certification Of Government Accounting. -Certified Risk Management Officer. -Certified Risk Management Professional. -Certified Human Resources Professional. -Certified Professional in Training Management. -Certified in Risk Governance Professional. -Certified Legal Audit. -Cisco IT Certification.
3. Non Degree Program-Education and Domestic Training and Outside
Country
a. Domestic Training
The BPKP SDM development plan through a good training program
local and overseas is targeted at improving
technical and managerial competence required at BPKP.
According to the Pusclassified Puss was BPKP, the technical dilat of the substance which
can be organized by Pusdiktwas consists of 37 subjects
training with a total of 1,780 hours of exercise. Based on the
type of the substance dilates submitted by the BPKP work unit, there is
56 dilates the substance required by the BPKP employee with a total
62 class. With an average class capacity is 30 people, then
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2016, No. 2113 -23-
per year dilates can accommodate training for 1,860
employees. In addition to training in the classroom, Pusdiktwas
is developing e-learning as one of the media for
improving employee competence. While this e- program
learning is part of a training program in
class.
In addition to the Pusdiktwas hosted training program,
employee development plans through Domestic training also
is taken by establishing the workshop's implementation policy
in BPKP Working Unit at least twice a year with class capacity
25 employees/workshops. Workshop topics are customized to
work unit needs. Independent workshop policy designation
it will increase the number of training hours from 1,860
to 5,010 per year.
b. Foreign Training
The foreign training programs are targeted to
the development of team capacity in BPKP. With the policy
the development of the team's capacity, then the delivery of employees
to follow overseas training should consider
the performance and potential of the employees. Employee delivery is done with
considering the performance and potential of more than average
other employees. With this policy expected results from
the training of the employee may have multiple effects in
a form of dissemination of knowledge and skills that
by it to other employees. In addition, the program
overseas training/workshop is expected to generate
direct output of benchmarking, best practices or
business process improvements in BPKP that can be applied to
Organization's interests. External training programs include:
1) Policy/Program Evaluation.
2) Performance Evaluation in Public Sector.
3) Risk Based Audit.
4) Forensic Audit.
5) Fraud Control Plan.
6) Information Technology/Information System audits.
7) Money Laundering.
8) Internal Control Assessment.
9) Enterprise Risk Management.
10) Communication skills.
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2016, No. 2113 -24-
11) Information Technology Analysis and Development.
12) Human Resource Strategic Development.
13) Public Asset Management.
14) Tax Policy.
15) E-learning Management.
16) Applied Statistic.
17) Consulting Technique.
18) Public Financial Management.
19) Governance, Risk, and Control.
20) Strategic Thinking.
21) Problem Analysis and Problem Solving.
c. Behavioral competency training
The behavioral competency development program is implemented in
the priority needs and results of competency competencies. Program-
the program is among others:
1) Leadership and Organizational Development.
2) Coaching.
3) Communication and Interpersonal Skill.
4) Team Management.
5) Relationship Building.
CHIEF SUPERVISING AGENCY
FINANCE AND DEVELOPMENT,
ttd
ARAND ADIINAUGURAL
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