2014 04 30 Presentation Colleagues Energy and Climate Change_db

8/11/2019 2014 04 30 Presentation Colleagues Energy and Climate Change_db

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Seite 128.09.2014

TRANSFORMASI :

Transforming Administration Strengthening Innovation


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Content

Outcome objective and indicators

Five intervention areas and partners

Our contributions

Proposed work on Good Financial Governance of climate finance


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TransformASI what does it mean?

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- Breaking the Circle

- Bridging the Gap


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Approach of Transformasi / Alignment to NationalPriorities RPJMN 2010-2014


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Take the Programmes for acceleration of bureaucracy reformas a basis for the cooperation

9 ACCELERATIONPROGRAMS FORBUREAUCRACYREFORM

Civil Service Distribution and

Quality Management

Open Recruitmentand Promotion System

Civil ServiceProfessionalization

Remuneration Management

e-Government Enhancement

Business Licensing Deregulationand Debureaucratization

Transparency and Accountability Enhancement

Organization Management

Efficient use of state facilities,resources and equipments. .

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Basic information TRANSFORMASI

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Duration 2,5 years (April 2014 September 2016)

Budget EUR 6 mio from German Ministry for EconomicCooperation and Development

Counterparts KemPAN (lead partner), Ministry of Finance, Ministry ofHome Affairs, BAPPENAS, LAN, BKN, APEKSI

Implementing

Organization

GIZ


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Indicators

TheGovernment

EffectivenessIndex showsan improvedcondition of

publicadministration

Xadministrative

units adjusttheir reform

actions basedon feedback

from theSecretariat forBureaucracy

Reform

A gendersensitive

approach in twoof the three

fieldsrecruitment,

remuneration orhuman resourcedevelopment isimplemented in

x institutions

Key actors ofbureaucracy reformconsider X analyses

and conceptsdeveloped by the

Fiscal Policy Boardon fiscal policy

issues for decision-making on

bureaucracy reform

Outcome objective:Public administration is more effective,

efficient, accountable and citizen-oriented.

In X cases,citzens

demandsdocumented

throughparticipatory

approaches areconsidered in

priority-settingof the BR

agenda

Programme objective and indicators


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2. Supporting 3 selected priorities of BR-reform: Open Recruitment and

Promotion, CS professionalization,remuneration management

level: KemPan, BKN, LAN/Universities,Bappenas, MoHA, MoF. Lead: KemPan

1. Strengthening BR Architecture:planning, M&E (PMPRB), internal learning.

level: Support to UPRBN in managing theinterface between KemPan and MOHA,

BAPPENAS, MOF; M&E of BR; reform thereformers. Lead : KemPan

4. Ensuring Citizen-Orientation of BRreform embracing the spirit of Open

Government

level: Supporting selected CSOs in theirparticipatory and accountability function,holding Dialogue Fora. Lead: KemPan

3. Fiscal Impacts of BR reform:remuneration management, selected

priority topics (climate finance)

level: MoF SG, BKF, DGB, DGFB, BPPK,regional universities, training centers. Lead

MoF

Goal: Cleaner,more effective,

efficient,accountable andservice oriented

Bureaucracy

Approach: Identification and development of feedback loops between standardsand innovation in selected areas of BR reform

Global networking and knowledge sharing approach with OECD, selecteduniversities, ASEAN

5. Subnational Innovation Hub: collectinggood practices in service delivery,feedback to reform implementation

level: Identification of innovations and best

practices (MoHA, UPRBN ). Lead: KemPanand MoHA


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Main Objectives of Intervention Areas

1. Strengthening BR Architecture and mainstreaming of BR reformto ensure its sustainability: Strengthen UPRBN to become integratedand coherent national hub for reforms ( KemPAN-RB and changeagents in related ministries such as Bappenas, MOHA, MOF)

2. Supporting Selected BR Programs: Assist main actors (KemPAN-

RB, BKN, LAN, universities) in designing, and implementing key HRpolicies further

3. Fiscal Impact of Selected BR Programs: Support main actors (BKFas think tank, Task Force KemPAN-RB, Bappenas and MoF) inbasing policy on sound impact assessment. Governance of climatefinance.

4. Ensuring Citizen-Orientation of BR-reform: Ensure BR is targetingcitizens needs; feeding main ideas back into priority actions andplanning (mainstreaming)

5. Subnational Innovation Hub : Assist in identifying innovations

through dialog fora/research - and feed back into reform design(KemPan, MOHA)28.09.2014


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Central level

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Feedback Loop An Example

Bureaucracy Reform

Subnational LevelInnovative Service Delivery and BR

Reform implementation

GlobalNetworking

Knowledge Sharing on ServiceInnovation Architecture Content Re-/Design

Identify andFeedbackInnovation

Multiply

Apply

Discuss /Dialogue

Train

Disseminate


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Additional information regarding planned Germancontributions

1 Programme Director

1 international advisor, 1 junior advisor

6-7 national advisors (also covering MoF, MOHA, BAPPENAS)

2 integrated experts: LAN and APEKSI (later BKN?)

2 development advisors for citizen-oriented reforms

Cooperation with German Universities (Potsdam, Speyer, Berlin)

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Climate Finance from a Good Financial Governance Perspective

1. Follow up on Transfer Mechanism to Finance Climate Change Mitigation

Support follow-up on grant (hibah) mechanism to finance RAD GRK Finalisation of draft PMK for grants (hibah) as one financing mechanism optionDevelop DAK / DID mechanism to finance RAD GRK

2. Good Financial Governance perspective on ICCTF steering and MRV introduction, andanalysis of the role of non-tax and tax revenue for steering consumption and investmentchoices linkage with BKF tax unit.

3. Development of a strategic approach towards climate finance which acts as a frameworkfor the sector-financing perspective towards a more coherent balancing and policy approachSupport policy papers that guide development priorities across different sectors with a view

to adherence of Good Financial Governance procedures.

4. Work on systemic questions of public finance/governance, focusing on continuation ofresearch and process to advise on the phasing out of fuel subsidies :

Development of road map for reduction of subsidiesSupport follow-up on dialogue fora on fuel energy subsidyPilot Project (DKI Jakarta?)

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Towards greater impact of GIZ work

Development of an appropriate set-up and steering mechanism for theGIZ-Good Financial Governance (GFG) approach to climate finance.

The current set-up focuses on the servicing of projects / helpdesk function,but has not yet developed its potential to generate a coherent approachacross and beyond the projects.

The current structure could be enriched with:

(i) a vision and support strategy for GFG compliant climate finance,

(ii) refined mandates for the experts comprised in the team,

(iii) a knowledge management/information sharing

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Proposed Climate Finance Team in MoF

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Position Tasks Financing

Climate FinanceCoordinator

Coordinates and steers GIZ Climate Finance Advisory Services tothe MoF.

PAKLIM

Senior Advisoron PF/FG Manages TRANSFORMASI Public Finance issues as well asassuring integration of Good Financial Governance in ClimateFinance.

TRANSFORMASI

InternationalAdvisor onClimate Finance

Coordinates the activities related to the implementation of the newBMU project: Strategic Partnership for Supported NAMAs andClimate Finance with the M of.

ICCTF

Advisor on

Climate Finance

Support the preparation and organization of activities being

developed by MoF and GIZ Climate Finance Advisory Team.

TRANSFORMASI/

PAKLIM (50:50)

Advisor onPF/FG

Steer processes for the support provided to the MoF in bothTRANSFORMASI-PF and climate finance activities.

TRANSFORMASI

Office Manager Responsible for TRANSFORMASI-PF and Climate Finance Advisory Services to the MoF.

TRANSFORMASI


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Terima Kasihfor your attention

Questions andAnswers

Documents

2014 04 30 Presentation Colleagues Energy and Climate Change_db