The institutional reform in 2014 had transformed BPJS Ketenagakerjaan into a new non-profit public entity which is directly responsible to the President of Republic of Indonesia. The creation of this new entity has had an enormous impact on its supervisory system, both external and internal, to ensure its transparency and accountability.

As a result of the new governance landscape, BPJS Ketenagakerjaan has been reconstructing its value and governance system toward the vision of good citizenship governance in 2018.

It is well known how to manage our regulations, standards, and working guidelines, but:

How do we manage knowledge that is not captured in typical documentary form, but which we systematically need to perform our work?

How do we manage our notebook of “useful facts” which we use for our work?

How do we ensure maximum access to:

Toward achieving its vision and objectives as well as implementing its strategy, the General Organization for Social Insurance (GOSI) initiated its transition towards an organization with an integrated performance management framework. GOSI has established the performance management project, which aims to develop individuals with the required commitment and competencies for working towards shared and meaningful objectives supported by and set in an efficient organizational framework.

Preparing the Strategic Plan of the SSO Investment During 2014-2019

The current law of the Social Security Organization of Iran dates back to 1975, in which one of the financing resources is investment. Before 1986, investment had been merely limited to depositing and after that the Social Security Investment Company (SSIC) was established as an independent entity in which all the affairs related to investment, mostly high risk assets, have been performed.

As a first attempt, the Public Authority for Social Insurance (PASI) prepared and adopted the first phase of its strategic plan to cover the period 2011-2015. In the final stage of strategic planning we took into account the principles of good governance in general and benchmarking with best practices from all over the world.

This is a test. 

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Driven by a commitment to providing Australians with access to convenient and cost effective services, the Service Delivery Reform programme (SDR) was announced in 2009. This AUD $1.25 billion programme included transforming the delivery of government social welfare services and integrating three large, separate service agencies into the Department of Human Services (the department).