Hasil Pencarian  ::  Simpan CSV :: Kembali

"Universitas Indonesia (UI) sedang dalam transformasi pcrubahan status menjadi Badan Hukum Milik Negara (BI-IMN). Hal ini berarti UI memiliki Otonomi unluk mengambil kepulusan sendiri lcrlcpas dari Pemerintah dan oleh karcna ilu UI harus mampu membuklikan diri bahwa UI mampu unluk dapal berdikari. Keputusan UI unluk mcnggudakan Oracle Financial Sebagai sislem keuangan Standar rnengubah sislcm keuangan fakultas dalam hal ini Iermasuk Fakullas Kedokleran Universiias Indonesia (FKUI).FKUI saat ini sedang mengimplementasikan Oracle Finance Kesulitan dalam hal pengimplemenlasian sistem ini adalah pada level deparlemen yang terdapat sam level di bawah level fakultas. Oleh karena bisnis proses departemen yang spesiiik, departemen akan lebih mudali menggunakan sistem keuangan sendiri yang sederhana dan lebih tepat guna sbagai entry untuk data Oracle Financial.Dalam Karya Akhir ini, penulis mencoba untuk mcnuangkan kebutuhan-kebutuhan yang teridentifkasi dari sistem baru yang akan diajukan, kemudian menganalisa dan menterjemahkan kebutuhan tersebut rnenjadi suatu sistem keuangan yang sederhana dan tepat guna. Analisis sistem dilakukan dengan menggunakan data flow diagram, entity relationship diagtam, rancangan antar muka, Serta diagram use case unmk mendapatkan gambaran secara utuh. Dengan sistem haru yang diajukan, penulis berharap sistem ini memiliki implikasi yang baik sebagai masukan dari sislem baru yang akan diimplementasikan.

---

University Indonesia (UI) is transforming into BHMN (Badan Hukum Milik Negara) status which means UI now has its own autonomy in making decision and therefore UI has its ovm need to establish on its own ground. UI?s decision to use Oracle Financial as the standard financial system that will be used throughout the university change the faculties lie beneath UI, including the faculty of Medicine (F akultas Kedokteran) or known as FKUI.

FKUI at this moment has to implement Oracle Financial System The difficulties to implement this system is that each department level under FKUI need a new simple information system as entry to Oracle Financial System because Oracle isn?t implemented information system in the department level.

In this thesis, writer trying to capture those needs of the new implementation system, translate those needs to an easy and understandable information system that can be implemented. There is study about current system, the needs of the new system caused by the environment changes, then analysis of the new propose system Analysis of new propose system will be descrnaed in data How diagram, entity relationship diagram, interface diagram, and also use case diagram With the new propose system, writer look forward seeing the good impacts of the system in the FKUI departments."

"The efforts of improving the quality of knowledge, skills and attitudes of human resources within the Ministry of Justice and Human Rights of the Republic of Indonesia through technical training and education programs have so far been implemented. However, there has not been any study on the effectiveness of their implementation, and the perception of participants regarding the curricula, lecturers/facilitators, organizers, training facilities including venues and room accommodation, as well as the benefits of the programs for the participants and their institutions. There has been an impression that training and education programs are conducted as a routine work. Further, it seems that the organizers of training and education programs do not fully realize and understand the weaknesses of the implementation of the programs due to the lack of inputs from the alumni that can be used to improve the implementation of next programs.

This research was based on a positivists paradigm where, according to this school, a research is regarded as an objective observer on the features of the nature on which researchers do not have any influence. Further, this research was conducted in order to find out the perception of the participants of the training and education programs by using a descriptive and quantitative approach. An analysis of descriptive statistics was used to analyze and describe the perception of the participants regarding the implementation of training and education programs including aspects of curricula, lectures/facilitators, organizers, and training facilities.

This research was conducted in the effort to describe and analyze variously relevant features by using a population of 194 alumni of 5 types of training and education programs as the focus of research, including training for civil servant investigators of immigration, training for intelligence officers of corrective institutions, training for senior officials of corrective institutions (2nd level), training on prime and excellent services, and training on the drafting of laws and regulations.

Having analyzed various data and facts, and information in the form of suggestion and inputs, the research can be summarized as follows:

1. Aspect on curricula as the key input factor in the implementation of a training course is valued / regarded by participants adequate but not yet focused.

2. Aspect on lecturers/facilitators as core resources in the implementation of a training course is valued/regarded average/good by participants of training for intelligence officers of corrective institutions, training for senior officials of corrective institutions (2nd level), and training on prime and excellent services. The uses of methods and supporting facilities by lecturers/facilitators are not adequate.

3. Aspect of organizers as the group that has the competency to conduct training and education programs is valued/regarded not adequate by participants of trainings for civil servant investigators of immigration. Meanwhile, participants of training for intelligence officers of corrective institutions, and training on the drafting of laws and regulations valued this aspect adequate. Lastly participants of training for senior officials of corrective institutions (2nd level) had a good evaluation on this aspect.

4. Aspect of learning facilities as means used in obtaining the purposes of training and education programs is valued/regarded not adequate by participants of trainings for civil servant investigators of immigration.

Meanwhile, participants of training for intelligence officers of corrective institutions, training on prime and excellent services and training on the drafting of laws and regulations valued this aspect adequate. Lastly participants of training for senior officials of corrective institutions (2nd level) had a good evaluation on this aspect.

5. Aspect of venue facilities including accommodation as supporting aspect for participants while attending the programs and in relation to physical and spiritual health so that all participants stay fit during the programs is valued/regarded adequate by almost all of participants except participants of trainings for civil servant investigators of immigration, and participants of training for intelligence officers of corrective institutions valued it not adequate.

Based the analysis of these 5 types of training and education programs, the implementation of training and education programs in the future needs better planning and preparation, which includes:

1. Trainings of program planning, curriculum preparation, methods and standards of training and education programs, and training evaluation;

2. Selection of lecturers/facilitators which is based on competency, abilities and talent, and experiences in certain fields, and based on the policies of head of institution;

3. The upgrading of formal education and TOC for the organizers of the training and education programs as well as the repositioning of staff;

4. The upgrading of quality and quantity of learning facilities including libraries, computer and Internet centers, as well as training materials; and,

5. The improvement of food quality and health facilities including doctors as well the upgrading of sport facilities that can accommodate all participants."

"Departemen Keuangan Republik Indonesia memelopori pembentukan Inspektorat Bidang Investigasi (IBI) pada Inspektorat Jenderal Departemen Keuangan dengan Keputusan Menteri Keuangan (KMK) Nomor 302/KMK.Ol/2004 tanggal 23 Juni 2004. Hal tersebut merupakan langkab yang beriringan dengan semangat percepatan pemberantasan korupsi nasional yang digulirkan melalui Instruksi Presiden Nomor 5 Tabun 2004 mnggal 9 Desember 2004.Tugas IBI adalah melaksanakan kegiatan investigasi, berdasarkan kebijakan dan aturan hukum yang berlaku, atas dugaan penyimpangan dan penyalabgunaan wewenang yang berkaitan dengan tugas dan fungsi unsur Departemen, tugas lainnya dari Inspektur Jenderal, serta pernbinaan teknis pelaksanaan investigasi. yang tata cara pelaksanaannya diatur dengan keputusan Menteri Keuangan nomor 4621KMK.0912004 tanggal23 Juni 2004.Untuk mewujudkan sistem pengelolaan audit investigasi yang berbasis teknologi informasi tersebut, penulis mencoba melakukan analisis dan merancang sistem infonnasi pengelolaan audit investigasi pada lnspektorat Bidang Investigasi dan menuangkannya dalam suatu karya akhir untuk memenuhl sebagian dari syarat-syarat guna meraih gelar Magister Akuntansi pada Program S-2 Magister Akuntansi Universitas Indonesia, yang akhirnya dihasilkan diagram konteks use-case, diagram use-case, narasi use-case, ERD, Context DFD, DFD level 0, DFD level 1, spesifikasi proses, dokumentasi datastore, dan dokumentasi entitas dan atribut. serta dihasilkan rancangan physical DFD, skema database, dan interface input maupun output."

"Biro Keuangan mempunyai tugas membina dan melaksanakan pengelolaan keuangan dilingkungan departemen. Untuk melihat tingkat keberhasilan program dan kegiatan yang selama ini dilakukan terhadap tugas yang diberikan perlu dilakukan pengukuran kinerja. Adapun pengukuran kinerja yang selam ini dilakukan mcngacu pada aspek keuangan dan Laporan Akuntabilitas lnstansi Pemerintah (LAKIP). Hasil kedua laporan tersebut belum bisa dijadikan pedoman untuk rnenilai tingkat kinerja Biro Keuangan yang sebenamya. Dalam penelitian ini penulis mempraktekan pengukuran kinetja dengan pendekatan Balanced Scorecard. Alat pengukuran jni mengukur kinerja dari 4 perspektif yaitu perspektif pcmbelajaran dan pertumbuhan, perspektif proses bfsnis internal, perspektif pelanggan dan perspektif keuangan.Populasi untuk perspektif Pertumbuhan dan Pembelajaran dan perspektif Proses Bisnis Internal adalah pegawai Biro keuangan yang berjumlah 77 orang. Adapun mengambilan sampelnya (selain indikator kehandalan sistem informasi) menggunakan teknik sensus. Sedangkan sampel untuk indikator kehandalan sistem informasi menggunakan non random sampling yaitu hanya pejabat Biro Keuangan yang berjumlah 17 orang. Populasi untuk pelanggan adalah pegawai yang ada pada Sekretariat Jenderal selain Biro Keuangan dan pejabat pegawai yang mengurus biaya mutasi/pindah. Teknik pengambilan sarnpelnya non random sampling, untuk pegawai Sekretariat Jenderal berjumlah 65 orang dan 50 orang untuk pejabat/pegawai yang mengurus biaya mutasilpindah. D.isamping itu untuk teknik pembobotan menggunakan 6 orang responden ahli yang diambil dari pejabat di Sekretariat Jenderal yaitu dua orang pejabat eselon 11 dan empat orang pejabat eselon Ill.Hasil dari penelitian dapat disimpu!kan bahwa kinerja Biro Keuangan Departemen Hukum dan HAM dengan pendekatan Balanced Scorecard adalah baik dengan total skor 35, dan hasil pengukuran skor serta bobot yang diberikan oleh para ahli untuk keseluruhan aspek sebesar 3,57 angka ini masuk dalam kategori cukup baik.Perincian hasil pengukuran ini adalah sebagai berikut ; kinerja pembelajaran dan pertumbuhan yang diukur dengan kepuasan pegawai, internalisasi visi dan misi serta kemampuan sistem informasi rnemperoleh skor 9 ruasuk dalam predikat cukup baik. kinerja proses bisnis internal yang diukur dengan menggunakan satu indikator, yaitu operasi memperoleh skor 4 masuk dalam kategori baik, kinerja pelanggan yang diukur dengan lima indikator yaitu tangibility, reliability, responsiveness, assurance dan empathy memperoleh skor 18 masuk dalam predikat baik dan kinerja pada aspek keuangan yang diukur dengan indikator penyerapnn anggaran memperoleh skor 4 masuk dalam kategori sangat baik dengan tingkat penyerapan anggaran sebesar 85~1 %.

---

Bureau of Finance has the task to develop and implement financial management for the Ministry of Law and Human Rights. In order to see the success of the program and activities that have been carried out on the tasks assigned, the bureau has to do performance measurement. The diving performance measurement is done based on the financial aspects and Government Accountability Report (LAKIP). The results of both reports cannot be used as guidelines for assessing the performance level of the actual condition of Finance Bureau. In this study author analyze performance measurement practices in the bureau using the Balanced Scorecard approach, This approach was used to measure the performance from four perspectives: learning and growth perspective, internal business process perspective, customer perspective and financial perspective. Population for growth and teaming perspective and Internal Business Processes perspective is Finance Bureau staff total 77 people. The sampling (other than the information system reliability indicator) is using census techniques. The sample taken to study the indicator of reliability of information systems using non-random sampling of lhe total population of Finance Bureau officials. Population to the customer is employee to the Secretariat General and employees who take care of the cost of mutation I move, Sample taking technique of non random sampling, for the General Secretariat staff are 65 people and 50 people for officers/employees who take care of the cost of mutation I move. In addition to weighting techniques author using 6 expert respondents taken from officlais at the Secretariat General of the two echelon II officials and four echelon Ill officials.

Results of research can be concluded that the performance of the Bureau of Finance Ministry of Law and Human Rights using the Balanced Scorecard approach is wen with the total score of 35, and the results of measurement and weighting scores given by experts for ali aspects of this figure is 3.57 in the good category.

The details of these measurements are as follows: learning and growth performance as measured by employee satisfaction, internalization of the vision and mission and capabilities of information systems scored 9 in the predicate is quite good, internal business process performance as measured by using a single indicator, namely the operation scores 4 fall into either category, customer performance as measured by five indicators namely tangibility, reliability, responsiveness, assurance and Empathy scores of 18 in both the predicate and performance on the financial aspects, as measured by indicators of budget absorption of 4 scores entered in the

category very well with budget for the absorption rate 85,31%."