Sistem kliring dan pemindahan dana elektronik di indonesia

          1.      Prinsip kliring

Kliring (dari Bahasa Inggris “clearing”) sebagai suatu istilah dalam dunia perbankan dan keuangan menunjukkan suatu aktivitas yang berjalan sejak saat terjadinya kesepakatan untuk suatu transaksi hingga selesainya pelaksanaan kesepakatan tersebut. Kliring sangat dibutuhkan sebab kecepatan dalam dunia perdagangan jauh lebih cepat daripada waktu yang dibutuhkan guna melengkapi pelaksanaan asset transaksi. Klorong melibatkan manajemen dari paska perdagangan pra penyelesaian, ekposur kredit guan memastikan bahwa transaksi dagang terselesaikan sesuai dengan aturan pasar walaupun pembeli maupun penjual menjadi tidak mampu melaksanakan penyelesaian kesepakatannya. Proses kliring adalah termasuk pelaporan pemantauan marjin risiko netting transaksi dagang menjadi posisi tunggal, penanganan, perpajakan dan penanganan kegagalan.

Sistem kliring yang dilaksanakan BI saat ini sudah dapat berlangsung secara nasional melalui Sistem Kliring Nasional BI (SKNBI). Maksudnya, proses kliring baik kliring debet maupun kliring kredit yang penyelesaian akhirnya dilakukan secara nasional. Selain itu ada tiga sistem kliring lain yang lazim dikenal, yakni Sistem manual, Sistem Semi Otomasi, dan Sistem Otomasi. Kliring manual adalah penyelenggaraan kliring lokal yang dalam perhitungan, pembuatan bilyet saldo kliring serta pemilihan warkat dilakukan secara manual oleh setiap peserta kliring. Perhitungan kliring didasarkan pada warkat yang dikliringkan oleh peserta kliring.

Sedangkan sistem semi otomasi adalah kliring lokal yang perhitungan dan pembuatan bilyet saldo kliring dilakukan secara otomasi melalui alat bantu komputer. Namun pemilihan warkat tetap dilakukan secara manual oleh bank peserta kliring. Sementara sistem kliring lokal yang dalam perhitungan dan pembuatan bilyet saldo kliring dan pemilahan warkat dilakukan secara otomatis dengan bantuan komputer.

 Mekanisme proses kliring elektronik

Mempersiapkan warkat dan dokumen kliring meliputi pemisahan warkat menurut jenis transaksinya (warkat debet atau warkat kredit), pembubuhan stempel kliring dan pencantuman informasi MICR code line baik pada warkat maupun pada dokumen kliring.

Bank pengirim merekam data warkat kliring ke dalam sistem TPK dengan menggunakan mesin reader encoder atau meng-input data warkat untuk menghasilkan DKE.

Mengelompokkan warkat dalam batch kemudian menyusunnya dalam bundel warkat yang terdiri dari: BPWD/BPWK; Lembar Substitusi; Kartu Batch Warkat Debet/Kredit ; Warkat Debet/Kredit.

Mengirimkan batch DKE secara elektronik melalui JKD ke SPKE di penyelenggara. Fisik warkat dari DKE selanjutnya dikirim ke penyelenggara untuk dipilah berdasarkan bank tertuju secara otomasi dengan menggunakan mesin baca pilah berteknologi image.

 Peserta dapat melihat status DKE di TPK masingmasing, apakah pengiriman tersebut sukses atau gagal. SPKE akan memproses DKE yang diterima secara otomatis setelah batas waktu transmit DKE berakhir.

Selanjutnya SPKE akan mem-broadcast informasi hasil kliring kepada seluruh TPK sehingga peserta dapat secara on-line melihat posisi hasil kliring melalui TPK.

Hasil perhitungan DKE tersebut (Bilyet Saldo Kliring) selanjutnya dibukukan ke rekening giro masing-masing bank di sistem Bank Indonesia.

2.      INFORMASI PADA CEK DAN STRUKTUR KODE MIRC

 Di dalam chek code ini terdapat berbagai informasi yyang berkaitan dengan transaksi nasabah. Mulai dari Paye, Draw e, Draw bank, Drawer Account, Chek number, Amoun, Currency , Payee Bank Number, Payee account, Dat, Autorized signature of makers.

Penyelenggaraan kliring di Jakarta pada awalnya dilaksanakan secara manual. Namun dalam perkembangannya, sejalan dengan meningkatnya transaksi perekonomian nasional khususnya di Jakarta dimana pada akhir tahun 1989 volume warkat telah mencapai 82.052 lembar warkat perhari dengan jumlah bank peserta mencapai 613 bank. Hal ini menyebabkan penyelenggaraan kliring secara manual dirasakan tidak efektif dan efisien lagi dan suasana pertemuan kliring yang hiruk pikuk sering kali diibaratkan dengan suasana “pasar burung”.

Melihat kondisi tersebut, Direksi Bank Indonesia dengan SKBI No. 21/9/KEP/DIR tanggal 23 Mei 1988, kemudian menetapkan untuk mengubah sistem penyelenggaraan kliring lokal Jakarta dari sistem manual menjadi sistem otomasi kliring. Meskipun demikian baru pada tanggal 4 Juni 1990 sistem otomasi  dapat diimplementasikan untuk memproses kliring penyerahan. Sementara untuk proses kliring pengembalian tetap dilakukan secara manual, sampai kemudian pada tahun 1994 diganti dengan sistem semi otomasi yang kemudian dikenal dengan sebutan SOKL .

Pada tahun 1996 rata-rata volume warkat kliring Jakarta mencapai 216.911 lembar per hari, dengan pertumbuhahan rata-rata dalam tiga tahun sekitar 6%. Hal tersebut menyebabkan meningkatnya tekanan dalam kegiatan proses warkat kliring baik di bank peserta maupun di Bank Indonesia karena keterbatasan kemampuan sarana kliring yang ada dibandingkan dengan peningkatan jumlah warkat kliring. Pada gilirannya hambatan-hambatan tersebut menyebabkan terjadinya keterlambatan dalam settlement dan penyediaan informasi hasil kliring. Hal ini berpotensi mengurangi kepercayaan masyarakat terhadap bank dan merugikan lembaga lain yang terkait serta menimbulkan efek negatif berantai (systemic risk)

Sehubungan dengan itu, sesuai acuan pokok pengembangan sistem pembayaran nasional (Blue Print Sistem Pembayaran Nasional Bank Indonesia;1995) yang antara lain memuat visi, kerangka kebijakan dan langkah-langkah yang perlu dikembangkan dalam menciptakan sistem pembayaran nasional yang lebih efektif, efisien, handal dan aman, maka pada tahun 1996 konsep penyelenggaraan kliring lokal secara elektronik dengan teknologi image mulai dikembangkan oleh Urusan Akunting dan Sistem Pembayaran Bank Indonesia. Pada tanggal 18 September 1998, Bank Indonesia mencatat sejarah baru dalam bidang sistem pembayaran dimana untuk pertama kalinya di Indonesia diresmikan penggunaan Sistem Kliring Elektronik (SKE) oleh Gubernur Bank Indonesia, DR. Syahril Sabirin. Penerapan SKE tersebut dilakukan pada Penyelenggaraan Klring Lokal Jakarta dimana pada awal implementasi, jumlah peserta yang ikut serta masih terbatas 7 bank peserta kliring (BRI, BDN, BII, BCA, Deutsche Bank, Standard Chartered, Citibank) dan 2 peserta intern dari Bank Indonesia (Bagian Akunting Thamrin dan Bagian Akunting Kota). Keikutsertaan kantor-kantor bank dalam Kliring Elektronik dilakukan secara bertahap sesuai dengan kesiapan teknis masing-masing peserta. Bagi kantorkantor bank yang belum menjadi anggota Kliring Elektronik, perhitungan kliring tetap menggunakan sistem kliring otomasi. Implementasi Kliring Elektronik secara menyeluruh kepada seluruh peserta kliring di Jakarta baru dilaksanakan pada tanggal 18 Juni 2001.

·         Warkat

Warkat merupakan alat pembayaran bukan tunai yang diperhitungkan melalui kliring. Jenis warkat yang dapat diperhitungkan dalam kliring adalah :

1.    Cek;

2.    Bilyet Giro;

3.    Wesel Bank Untuk Transfer;

4.    Surat Bukti Penerimaan Transfer;

5.    Nota Debet; dan

6.    Nota Kredit.

·         Dokumen Kliring

Dokumen kliring merupakan dokumen kontrol dan berfungsi sebagai alat bantu dalam proses perhitungan kliring yang terdiri dari :

1.      Bukti Penyerahan Warkat Debet – Kliring Penyerahan (BPWD).

2.      Bukti Penyerahan Warkat Kredit – Kliring Penyerahan (BPWK).

3.      Kartu Batch Warkat Debet.

4.      Kartu Batch warkat Kredit.

5.      Lembar Subsitusi.

3.      SISTEM KLIRING ELEKTRONIK DI INDONESIA

Setiap warkat dan dokumen kliring yang digunakan wajib memenuhi spesifikasi teknis yang ditetapkan Bank Indonesia antara lain meliputi kualitas kertas, ukuran, dan rancang bangun. Setiap pembuatan dan pencetakan warkat dan dokumen kliring untuk pertama kali dan atau perubahannya oleh peserta wajib memperoleh persetujuan secara tertulis dari Bank Indonesia Dalam Kliring Elektronik, agar data pada warkat dan dokumen kliring dapat dibaca oleh mesin baca pilah yang ada di Penyelenggara maka warkat dan dokumen kliring tersebut wajib dicantumkan Magnetic Ink Character Recognition (MICR) code line. MICR adalah tinta magnetic khusus yang dicantumkan pada clear band yang merupakan informasi dalam bentuk angka dan symbol.

·         Penyelenggara Kliring

Siklus Kliring Nominal Besar, terdiri dari :

1.      Kliring Penyerahan Nominal Besar.

2.      Kliring Pengembalian Nominal Besar Kedua kegiatan kliring tersebut dilakukan pada hari yang sama.

·         Siklus Kliring Ritel, terdiri dari :

o   Kliring Penyerahan Ritel.

o   Kliring Pengembalian Ritel Kedua kegiatan kliring tersebut dilakukan pada tanggal yang berbeda yaitu kegiatan kliring pada huruf b dilakukan pada hari kerja berikutnya setelah kegiatan kliring pada huruf a dilaksanakan.

4.      BANK INDONESIA REAL TIME GROSS SETTLEMENT (BI-RTGS)

Untuk mendukung efektifitas implementasi kebijakan moneter dan untuk mempercepat pemulihan industri perbankan, kebijakan system pembayaran akan diarahkan untuk mempercepat pengembangan dan implementasi suatu system pembayaran yang efisien, akurat, aman, dan konsisten melalui peningkatan kualitas layanan. Salah satu cara untuk mencapai hal tersebut adalah melalui implemnetasi Real Time Gross Settlement System (BI-RTGS) yang sudah dimulai sejak 17 November tahun 2000 di  Jakarta. Tujuan RTGS:

1.      Memberikan pelayanan sistem transfer dana antar peserta, antar nasabah peserta dan pihak lainnya secara cepat, aman, dan efisien.

2.      Memberikan kepastian pembayaran.

3.      Memperlancar aliran pembayaran (payment flows).

4.      Mengurangi resiko settlement baik bagi peserta maupun nasabah peserta (systemic risk).

5.      Meningkatkan efektifitas pengelolaan dana (management fund) bagi peserta melalui sentralisasi rekening giro.

6.      Memberikan informasi yang mendukung kebijakan moneter dan early warning system bagi pengawasan bank.

7.      Meningkatkan efisiensi pasar uang.

Sumber: http://wahyudirm.wordpress.com/2013/06/28/8-sistem-kliring-dan-pemindahan-dana-elektronik-di-indonesia

Sistem Perbankan Eektronik

Perkembangan Teknologi Perbankan Elektronik :

Dengan perkembangan teknologi informasi saat ini, telah menciptakan jenis-jenis dan peluang-peluang bisnis yang baru di mana transaksi-transaksi bisnis makin banyak dilakukan secara elektronika. Sehubungan dengan perkembangan teknologi informasi tersebut memungkinkan setiap orang dengan mudah melakukan perbuatan hukum seperti misalnya melakukan jual-beli. Perkembangan internet memang cepat dan memberi pengaruh signifikan dalam segala aspek kehidupan kita.

Penggunaan internet tidak hanya terbatas pada pemanfaatan informasi yang dapat diakses melalui media ini, melainkan juga dapat digunakan sebagai sarana untuk melakukan transaksi perbankan. Bank di Indonesia mulai memasuki dunia maya yaitu internet banking atau yang lebih dikenal dengan E-Banking, yang merupakan bentuk layanan perbankan secara elektronik melalui media internet. E-Banking pada dasarnya merupakan suatu kontak transaksi perbankan antara pihak bank dan nasabah dengan menggunakan media internet

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INF RESOURCE MANAGEMENT

REPORT ON HUMAN RESOURCES MANAGEMENT

I. INTRODUCTION

1. Effective human resources management continues to underpin the efficiency of the

Organization and the effective delivery of programme and operational activities in support of

the IOM Strategy. The importance of human resources management has been amplified over

the reporting period as a number of critical organization-wide reforms took place, including

the structure reform and the development of the unified Staff Regulations applicable to all

IOM staff members.

2. The implementation of the staff rotation policy continued in 2010. One of the

objectives of rotation has been the placement of senior managers from Headquarters in the

Field and a corresponding transfer of Field colleagues to key positions at Headquarters. This

movement of senior officials bodes well for improved coherence between Headquarters and

the Field. At the same time, it is recognized that rotation has placed additional pressure on the

Organization in terms of its structural and financial capacity to absorb change. The

Administration will therefore take into consideration lessons learned in next year’s rotation

exercise, in particular to manage the impact of restructuring.

3. The Human Resources Management Division (HRM) teams in Manila and Panama

have continued to provide operational human resources support to the IOM Field Offices,

while the HRM team at Headquarters has focused on a number of policy reforms and other

activities that seek to enhance human resources management in IOM. Specific activities

include the following:

(a) Finalization of a unified version of the Staff Regulations for all IOM staff.

(b) Review of the existing Performance Development System together with the first steps

taken towards the development of a new and integrated system that will embed staff

evaluation within the broader managerial architecture of the Organization.

(c) Completion of the second year of the annual rotation exercise supported through the

development and use of the Rotation Management System software, which operates as

an electronic database for storing relevant information and producing related reports

and statistical data.

(d) Active HRM engagement in the structural review at Headquarters and in the Field

Implementation Team.

(e) Ongoing support for rapid deployment of staff in response to emergencies in Haiti and

Pakistan.

II. IOM STAFFING

Vacancies and placements

4. During the period under review, there was no significant change in the staff strength of

the Organization: 7,735 in June 2009 and 7,699 at the end of June 2010, representing a 0.5 per

cent decrease in the number of staff over the year. Between January 2009 and June 2010,

IOM issued 94 vacancy notices for officials and recruited or placed 73 officials through

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internal (51) and external (22) advertisements. Furthermore, 8 vacancy notices were placed

for General Service staff at Headquarters and 56 short-term vacancy notices were issued for

officials. Recruitment activities were weighted towards the recruitment and deployment of

staff to support IOM’s response to natural disasters and post-crisis activities, in situations

such as the aftermath of the earthquake that struck Haiti in January 2010, and to meet staffing

needs in Afghanistan, Pakistan, Sri Lanka and Sudan.

Associate Experts

5. During the period under review, five new Associate Experts funded by the

Governments of Italy, Japan, Sweden and the United States of America joined IOM, bringing

the total number of Associate Experts deployed within the Organization to 23. IOM’s

Associate Experts Programme comprises 16 agreements with donor countries and fosters the

link for matching donor priorities with ongoing and potential IOM programmes, providing a

valuable opportunity to achieve mutually beneficial developmental goals. As a result of the

ongoing initiatives by the Organization to encourage donors to fund Associate Experts from

developing countries, the Italian Government funded a national of Zimbabwe under the

Programme. Administrative procedures are under way for a further three Associate Expert

positions to be filled. The Organization retained two Associate Experts during the reporting

period.

Staff exchanges, secondments and loans

6. A total of 29 people were seconded to or from IOM during the reporting period. The

secondments to IOM included one senior official from the Ministry of Justice of the

Netherlands who was deployed to Haiti. In addition, 20 staff were seconded from SYNI1 to

IOM. Of these, 14 have been deployed at Headquarters and 6 have been deployed in Field

Offices in Eastern Europe. Discussions leading to the secondment of a researcher from the

Migration Policy Institute to work for IOM were initiated during the reporting period. IOM

seconded officials to the Global Forum on Migration and Development, the International

Labour Organization (ILO), the World Health Organization and the World Intellectual

Property Organization and is also discussing the loan of a Legal Officer to the United Nations

Office for Project Services with cost coverage provided by the Office.

The IOM Internship Programme

7. The IOM Internship Programme continues to be a valuable source of support to IOM’s

core expertise, providing students or recent graduates with the opportunity to learn about the

Organization’s activities and to gain initial work experience. During the reporting period,

70 interns were hosted at Headquarters and 123 in the Field from a wide range of educational

backgrounds and nationalities. In addition, new agreements for hosting interns have been

signed with the Nagoya University and the Tokyo University of Foreign Studies in Japan.

1 SYNI is a non-profit-making professional project carried out by Lausanne City Council which offers motivated

professionals the possibility of participating in formative international cooperation assignments in Switzerland and

abroad. To that end, it facilitates short-term subsidized assignments for professionals residing in Switzerland and

interested in acquiring international work experience. SYNI is funded and commissioned by the Swiss State Secretariat

for Economic Affairs (SECO) and Lausanne City Council.

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Rotation

8. The 2009 rotation list was made up of 61 officials and included rotations that had been

deferred from the 2008 exercise. A total of 33 officials were rotated as part of this cycle and

out of these 26 officials were eligible for rotation. The remaining seven rotations were a result

of necessary changes in the structure or emergency rotations brought about by the specific

needs of some projects. Officials whose rotation was deferred from the 2009 rotation process

will be included in the next rotational cycle. The Administration and the Staff Association

Committee held several consultative meetings including a one-day retreat with senior

managers to address issues related to staff mobility and rotation and to examine lessons

learned from the first rotation exercise. Participants were aware that the rotation process had

required a significant cultural change for the Organization and also recognized that the

management of the next rotation cycle, together with the implementation of the structural

review recommendations, will require a great deal of consultation and coordination in 2011.

III. EFFECTIVE HUMAN RESOURCES SERVICE DELIVERY

HRM policy and services

9. During the reporting period, the Human Resources Policy and Systems Unit, working

in coordination with the Office of Legal Affairs and the Staff Association Committee,

finalized the revised unified version of the Staff Regulations that will apply to all IOM staff at

Headquarters and in the Field. A summary document explaining the new Regulations and

comparing them to the previous Regulations for officials and employees will be submitted to

the Standing Committee on Programmes and Finance for review and submission to the

Council.

10. In the past year, the following additional policies and guidelines were developed and

implemented:

(a) The IOM policy and guidelines on employment contracts were reviewed and

standardized. The revised guidelines define the different types of contracts and

associated entitlements and regulate the conditions required to obtain each type of

employment contract. A new fixed-term contract for two years was introduced and the

conditions for granting regular contracts with no fixed period of employment were

modified to require, among other things, a minimum of 10 years of continuous service

instead of the 5 years required under the previous instructions.

(b) New guidelines defining the administration of sick leave and submission of sick leave

requests under the human resources information system (PRISM HR) were developed.

(c) New instructions to establish uniform and transparent rules related to the appointment

and employment of close relatives of IOM staff members, while respecting the

principle of non-discrimination, were established.

(d) A policy to update and clarify the mandatory nature of IOM’s internal controls for

payroll management and other financial procedures was instituted.

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Staff well-being, health insurance and improved working conditions

11. During the year under review, IOM joined the Dual Career and Staff Mobility

Programme as part of an initiative to support officials moving to various duty stations as part

of the rotation process. The Programme is supported by the United Nations system and

partnering organizations to assist globally mobile families to adapt to new duty stations and to

help expatriate spouses/partners find jobs and maintain their professional careers.

12. Agreements were concluded with additional hospitals in Switzerland, the Philippines

and Kenya, to facilitate admission procedures and improve the cost-effectiveness of health

services. Other agreements are being negotiated in other IOM Field locations.

13. The extension of the Medical Service Plan health insurance coverage to IOM Field

Offices is still in progress. Twelve additional offices have been enrolled in the Plan during the

reporting period. A total of 115 Field Offices are now enrolled, with 6,148 participants (staff

members and eligible dependants).

14. In response to the increasing risks of violence against humanitarian workers and

exposure to traumatic events, the Occupational Health Unit (OHU) and the Health and

Insurance Medical Unit (HIM) in Manila delivered and participated in different training

activities for staff (first aid training for drivers; tactical emergency first aid training; security

training for frequent female travellers) to reduce risk exposure and allow better initial

reactions that can save lives. To minimize post-traumatic stress among staff, OHU/HIM also

offered stress management and medical support to offices in Afghanistan, Haiti, Myanmar,

South Africa and Sri Lanka in coordination with Stress Counsellors from the United Nations

Department of Safety and Security’s Critical Incident Stress Management Unit. A stress

management booklet focusing on staff working in conflict zones was produced to help staff

cope with stress under traumatic conditions.

Staff relations

15. HRM has continued to work closely with the Staff Association Committee. Regular

meetings are convened between the Administration and the Staff Association Committee and

HRM has sought to be proactive in addressing issues and concerns raised by the Committee in

relation to staff matters.

16. At the beginning of the year HRM initiated the Staff Welfare Group,2 which meets

once a month to address and initiate strategic mechanisms to help staff members and

management cope with difficulties and problems which, if left unresolved, could adversely

affect the work and effectiveness of Offices and the Organization as a whole.

17. In relation to staff grievances, the Joint Administrative Review Board received

10 appeals in the 12 months ending on 30 June 2010. No complaints were filed with the

ILO Administrative Tribunal.

2 The Staff Welfare Group is composed of the Ombudsperson, the Gender Officer, the Head of the Staff Development and

Learning Unit, the Head of the Occupational Health Unit, the Policy Specialist, the Legal Officer and the Insurance and

Provider Specialist and is chaired by the Director of HRM.

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Staff development and learning

18. The Training Advisory Committee was established in October 2009 with the aim of

providing guidance on the overall orientation of Staff Development and Learning Unit (SDL)

initiatives. The Committee has been consulted several times during the reporting period, and

its recommendations have been embedded in the overall application of staff development and

learning tools.

19. Continuing the trend established in 2009, Phase 2 of the IOM Project Management

Training Package is now delivered in Field Offices in order to facilitate staff access by

reducing travel costs. Five sessions were organized in 2009,3 as opposed to four in 2008.4 Six

sessions are planned for 2010, one in Geneva and five in the Field.

20. Recognizing the complex role that IOM Chiefs of Mission have to play, SDL has

advocated for a modular approach for targeted and meaningful training for Chiefs of Mission.

As such, the first module “Managing IOM Resources” will be piloted in October 2010, with

new modules on managing the security of IOM Staff, operations, media and mediation skills

planned for delivery in 2011.

21. The Performance Development System was reviewed at the end of 2009 by a group of

Resources Management Officers and HRM Specialists in Manila and Panama. Taking on

board the recommendations of this review, HRM and SDL have now taken the first steps in

developing a more robust system that will embed staff evaluation within the broader

managerial architecture of the Organization. The intention of the IOM Administration is to

launch the new system in the first half of 2011.

IV. CONCLUSION

22. The coming year will present heightened challenges for the Administration as it

implements the Field re-structuring procedures. It is anticipated that recent and ongoing

reforms such as the new Staff Regulations and the implementation of a new staff evaluation

system will facilitate HRM’s support to this implementation process. HRM continues to take

important steps towards improving the quality of human resources management in IOM.

3 Sessions were organized in Brussels, Geneva, Manila, Nairobi and Panama.

4 All these sessions were organized in Geneva.