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06 Oct 2020

Towards WBK and WBBM, National Library Holds Integrity Zone Socialisation

Medan Merdeka Selatan, Jakarta - Integrity zone development is a miniature of the implementation of Indonesian bureaucratic reform, which has the aim of building bureaucratic reform that is able to develop a work culture in anti-corruption locations, has high performance, and provides quality public services. This is in accordance with Regulation of Minister of PAN and RB Number 10 of 2019 on integrity zone development towards Corruption Free Area (WBK) and Clean and Serving Bureaucracy Area (WBMM) in government institutions.

This was conveyed by KPK National Strategy Expert for Corruption Prevention, Yulita Windayani in Integrity Zone Socialisation, Tuesday (6/10). "This corruption prevention strategy contains a spirit of collaboration so that it is expected that there will be no more sectoral egos in preventing corruption. It can be carried out together with all institutions to make Indonesia free from corruption," she said.

Yulita said, in the development of this integrity zone, a strategic unit could be appointed which is considered important, especially in terms of public services. There are three criteria, including strategic units or those playing important role, having a large number of human resources and a fairly high success rate of bureaucratic reform.

It is explained that in integrity zone development towards WBK and WBMM there is lever component value of 60 percent and result component of 40 percent. There are leveraging components, such as change management, structuring HR management procedure, strengthening performance accountability and increasing the quality of public services.

Meanwhile, result component includes the implementation of corruption perception survey, percentage of completion, and service quality perception value. "To get to WBK and WBMM, the two components must be fulfilled," she continued.

In addition, the leadership's commitment in integrity zone development is also very important and involves all levels in the implementation of the bureaucratic reform programmes. Furthermore, simplification and service innovation in providing public services for an institution. For example, during Covid-19 pandemic to encourage change within institutions. Such as reducing face-to-face meetings by utilising information technology.

"Think of the types of work and skills required to run a work unit. Build infrastructure that supports the creation of a new culture of integrity," she concluded.




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