In the context of national supervisory framework, Badan Pengawasan Keuangan dan Pembangunan (BPKP) or Indonesia's National Government Internal Auditor has consistently shown a significant role in supporting the President and his executive apparatuses, as well as subnational authorities such as local governments, to carry out their policies and programmes, which are translated into development agenda. The involvement of BPKP in the sphere of national development ranges from assisting the execution of strategic development plans and policies to creating supervisory policies and government's internal control system, ultimately attributed to ensure the fruitfulness and the accountability of the national development programmes.


To remain in the path of becoming a well-performing government's internal auditor, the institution has also been transforming very progressively, to the extent that organisational repositioning is directed not only to conduct oversight activities but also to assure the effectiveness of overall public management and governance system, as a working stimulant to the development agenda. Thereupon, the elaboration of supervisory activities of BPKP has now been intensified with consulting and assurance assignments with specific approach on control, risk, and governance. To forge the assignment projection, we have also promulgated four strategic directions comprising of supervision of national development, supervision of fiscal capacity through optimisation of government's revenues and efficiency of government's spending, safeguarding government's assets, and enhancement of governance system.


Nationwide, we have so far conducted reviews, evaluations, monitoring, quality assurance, and management consultation in the perspective of public finance, performance, cross-sectoral activities, and other president's mandates; vary but not limited on financial statement review, probity audit (procurement audit), Good Corporate Governance (GCG) for State Owned Enterprises (SOEs), corruption eradication taskforce, in collaboration with Corruption Eradication Commission (KPK), audit for loans and block grants reimbursement, professional cooperation and partnerships with other law enforcers, developing strategy of internal control maturity, and the training and capacity assesment of internal auditors. Moreover, to cope with the demand of changing environment, BPKP has also proactively and continuously captured satrategic opportunities in the sight of internal control such as joint development of information system for village finance management with the Ministry of Home Affairs, the advancement of internal control capacity under the flag of State Accountability Revitalisation (STAR) programme, and oversights on national infrastructure projects and other strategic projects to support the President's Priority Agenda in Nawacita.


Credibility wise, BPKP still has a massive responsibility not only in maintaining its function and identity as the government's internal auditor but also in responsively facing the dynamic global forces, especially when it is correlated to the goal of becoming a world-class internal auditor, as vividly stated in our organisation's vision. That beng said, we would pertinently continue accelerating our capacity from the fundamental supervisory perspective whilst simultaneously supporting and corroborating national development agenda.


Finally, as the chairman of the institution, I personally wish that this organisation profile could provide relevant information and a big picture of BPKP, in which you might dissect the organisation's milestones, strategic values, stakeholders, as well as the functions and services our organisation delivers in the context of national supervisory authority.


Jakarta, 2016




Dr. Ardan Adiperdana, AK., M.B.A., CA., CFrA., QIA