Informasi tambahan roadmap usaha mikro

Appendix 1

Informasi tambahan roadmap usaha mikro

Kreteria sesuai UU No. 20/2008 ttg UMKM SUMBER : DIOLAH DARI DATA UMKM TAHUN 2008, BPS 2009

Usaha Besar/Konglomerat : • Kekayaan Bersih/th Lebih dari 10 M• Hasil Penjualan Lebih dari 50 M

Usaha Menengah:• Kekayaan Bersih/th > Rp 500 Jt s.d 10 M• Hasil Penjualan > Rp 2,5 M s.d 50 M

Usaha Kecil :• Kekayaan Bersih/th > Rp 50 Jt s.d 500 Jt• Hasil Penjualan > Rp 300 Jt s.d 2,5 M

Usaha Mikro :Kekayaan Bersih/th < Rp 50 JtHasil Penjualan < Rp 300Jt

Jumlah ± 4,37 ribu (0,01%)

Jumlah 39,66 ribu (0,08%)

Jumlah ± 520,22 Ribu (1,01%)

Jumlah ± 50,70 juta(98,90%)

2Konsep Deputi Biidang Pembiayaan

USAHA

MENENGAH

USAHA

MENENGAH

USAHA

MENENGAH

USAHA

MENENGAH

USAHA

MENENGAH

USAHA

MENENGAH

PONDASI :USAHA MIKRO

DAN KECIL ± 51,22 juta

(99,91%)

PILAR :USAHA

MENENGAH± 39,66 ribu

(0,08%)

ATAP:USAHA BESAR

± 4,37 ribu (0,01%)

USAHA MIKRO DAN KECIL ADALAH PONDASI PEREKONOMIAN

NASIONAL

USAHA

MENENGAH

USAHA

MENENGAH

USAHA

MENENGAH

USAHA

MENENGAH

3Konsep Deputi Biidang Pembiayaan

The Number of KUMKM in terms of Sectors

A. 26,400,869

B. 261,341

C. 3,238,111

D. 11,622

E. 174,359

F. 14,789,950

G. 3,205,025

H. 997,511 I. 2,178,749

A. Pertanian, Peternakan, Kehutanan dan PerikananB. Pertambangan dan Penggalian

C. Industri Pengolahan

D. Listrik, Gas dan Air Bersih

E. Bangunan

F. Perdagangan, Hotel dan Restoran

G. Pengangkutan dan Komunikasi

H. Keuangan, Persewaan dan Jasa Perusahaan I. Jasa‐Jasa

Total Jumlah Unit Usaha51,257,537

4Sumber data : BPS (diolah)

Konsep Deputi Biidang Pembiayaan

UMKM Contribution in terms of Employment

A. 83,647,711

B. 3,992,371 C. 3,256,188 D. 2,776,214

A. USAHA MIKRO 89.30 %

B. USAHA KECIL 4.26 %

C. USAHA MENENGAH 3.47 %

D. USAHA BESAR 2.97 %

Total Jumlah Tenaga Kerja Menurut Skala Usaha 93.672.484



UMKM Contribution as Percentage of GDP

A. 1,505,308

B. 473,267

C. 630,785

D. 2,087,121

A. USAHA MIKRO 30.39 %

B. USAHA KECIL 9.55 %

C. USAHA MENENGAH 12.73 %

D. USAHA BESAR 42.13 %


Total Kontribusi Usaha Terhadap PDBRp. 4,696,481 Milyar


Sebagai mayoritas jumlah pelaku usaha(51,3 juta unit usaha atau 99,91%)1

2

Kontribusinya terhadap PDB(Rp 2.609,4 triliun atau 55,6% )

3

Nilai investasi yang cukup signifikan(Rp 640,4 triliun atau 52,9%)

4

Penciptaan Devisa(Rp 183,8 triliun atau 20,2%)

5

Penyerap tenaga kerja terbanyak(90, 9 juta pekerja atau 97,1%)

7


KSP/USP KOP dan KJKS

Jumlah KSP/USP‐Koperasin dan KJKS/UJKS adalah 47.259 Koperasi yangterdiri dari 2.192 KSP/KJKS (4,64%) dan45.067 USP‐Kop./UJKS (95,36%).

Total asset Rp 8,917 triliun denganjumlah anggota 5,47 juta.

Simpanan yang diterima 1.779 milyar,dengan volume usaha (total pinjamanyang diberikan) sebesar Rp 14.650 m.

KOPERASI : JUMLAH 141.326 UNITANGGOTA 27,7 JUTA DANTOTAL SIMPANAN ANGGOTA RP 16,79 TRILIUNTOTAL ASSET RP 38 TRILIUNVOLUME USAHA RP 62,7 TRILIUN.

8


A

B

C

D

E

KOPERASI

PASAR

UMK

AnggotaKoperasi Pelayanan

& SHU

Barang/Jasa

Simpanan

F

G

H

I

J

PERSEROANTERBATAS

PASAR

Laba

Barang/Jasa

Saham

SISTIM EKONOMI KERAKYATAN SISTIM EKONOMI LIBERAL

Koperasi berorientasi pada pelayanan kepada anggota

untuk meningkatkan kesejahteraanya

PT berorientasi pada peningkatan laba untuk

memperbesar perusahaan

9


Unfortunately…• Micro businesses, which make up over 95 percent of all Indonesian

business players have the least of technical support and funding• The involvement of micro and small businesses in Indonesia’s

economic development has been marginalized from producers, to suppliers, to vendors, and now buyers or even brokers with declining value creation

• The government’s current policy encourage growth of big industry and multinationals more than it supports majority of the economic players

• While the Indonesian business entities are lagging behind global standard in terms of capacity and quality, banking and finance has grown more sophisticated in line with global standard, making the gap between what banks can support and what the market can meet continuously widerning

• The principle is completely upside down: Government should support majority of the economic players as much as it can, not as much as it should

• Even cooperatives are only as weak as their members

Therefore…

• The current structure of the Indonesian economy must be adjusted to allow more space for micro and small businesses to strive

• Microcredit is the intervention needed to promote more equal opportunity among large, medium, small and micro players

• Microcredit, when successfully implemented, will be the prerequisite for the creation of large and sustainable micro finance industry

• Strong and sustinable Microfinance industry enables the Indonesian economy more in fighting poverty and promote equality

Background Studies and Findings • Based on studies conducted by various parties about the

potential and the ways to develop Indonesia’s large and diverse base of micro and small businesses, some important insights have emerged and can be useful.

• These studies and findings, while outdated in terms of the time they were conducted, still represent the existing situation and challenges of the K‐UMKM industry. This shows how slow the sector has progressed, mainly due to little policy and regulatory intervention (lack of political will)

• The Kadin K‐UMKM Roadmap (2010 – 2014) aims to address these challenges and accelerate the growth and development of K‐UMKM industry by providing a logical and factual framework, timeline, policy platform, programs, activities, and evaluation parameters to guide the industry stakeholders

Background Studies and Findings • IFC study about Microfinance in Indonesia (2005)

• Findings:

‐ There are abundant supply of funding and technical capacity available in Indonesia for microfinance development. But there is not yet a shared framework that link different stakeholders under a common goal

‐Misunderstandings: It is not the micro entities that lack the capacity, it is the provider of micro credit that must be well equipped before success rate can be improved.

‐ Other challenges are related to structural barrier including investment climate, policy and regulatory environment, as well competitive environment that inhabits creation of a healthy micro industry

Background study and findingsUniversity of Cologne Study (2001) about the success of Bank Shinta Daya as a Private MFI

Findings:‐ Bank Shinta Daya is the first privately owned and run MFI that has been extremely successful‐ Initial effort by BSD to distribute microcredit through a few NGOs was proven unsuccessful even abortive.‐ It then embarked on establishing its own MFI unit giving comprehensive technical Microfinance training before pushing further‐ BSD used both group and retail approach, starting with providing microcredit to groups of microenterprise, followed by retail microcredit. It then deepened its microcredit practice to generating micro deposits from both groups and retails customers ‐ BSD practice took hefty investment in its initial stage but later reaping the return and sustainability conveniently‐ when the Asian financial crisis took place in 1998, BSD was proven adept and strong, experiencing relatively lesser impact compared to other banks ‐ BSD’s practice is unique as it is zero subsidized fully relying on human resource capability, sound MF practice, and efficient operation ‐ however, BSD never modernized to a wider scope and higher level banking enterprise

Finding Conclusions

• Microfinance is proven effective in fighting poverty naturally

• Microfinance is proven effective when carried out independently of government control

• Microfinance success depends so much on government’s policy support

• Microfinance success relies on both improving capability, consolidating resources, and increasing political will

• Microfinance begins with microcredit

The Recommendations

• The ROADMAP must focus intensely on sustainable provision of microcredit to microenterprises

• In order to assure sustainability, the microcredit market must be prepared, built, modernized, deepened, and expanded using private funding, not government’s subsidy

• Government’s major role is mainly in promoting and creating a conducive environment

• The ROADMAP must be carried out by a private institutions or quasi governmental organization that is independent, professional, extensive, and authoritative

• We propose for the institution to be called PusatPengkajian Pendampingan dan Pengembangan MikroIndonesia (P4MI)

Pusat Pengkajian Pendampingan danPengembangan Mikro Indonesia

(P4‐MI)

Business and Operation

Research and Development

Policy studyData basing

Registering

Resourcing

Facilitating

Link and match

Communicate

Sector analysis

Best practice

Training and

Monitoring

Evaluating and report

Technical partnering

The ROADMAP

Preparing (2010)

Building (2011)

Modernizing(2012)

Deepening (2013)

Expanding(2014)

Political will (geographical, policy driven)

Capability (Sector‐driven)

The starting point to begin developing a microcredit market must be done throughout Indonesia based on geography and sectors

Preparing (2010)

At this stage, focus and invest in the preparation for establishing a Microcredit institution and developing its market

P4‐IMI &

Microcredit environment

Government

Microenterprises

Civic community (MFI)

Funding resources

GOALS:1. Formal Institution 2. Formal agreement

and commitment with Government

3. Comprehensive data base

4. Microcredit taskforce and units

5. Mapping and Grouping

6. Communication 7. Quick wins

Preparing (2010)ACTION:1. Data base of microenterprises

throughout Indonesia2. Effective and efficient registration

process for the unregistered microenterprises

3. Data base of micro technical capability providers

4. Developing data base of potential funding sources

5. Policy and regulatory recommendation to the government

6. Forming and registering P4MI7. Training and certification for P4MI

staffers 8. Developing cooperation and

collaboration mechanism with modern financial institutions

9. “Grouping, linking and matching” 10. Invest in the launching and

reputation building of P4MI11. Research and development

Building (2011)BUILDING (2011)

Building a microcredit market requires grouping of sectors ,

geographies (needs) followed by matching them with

opportunities and capacities

Building a microenterprise requires capacity, capital

injection, and sales order or market expansion

Overall, building microcredit market is about securing and distributing funding to microenterprises

Building (2011)

GOAL 1.Securing funding commitments:Action: ‐ Developing microcredit proposals‐ Road show to potential funding sources ‐ increasing available funding reserve‐ Developing variety of funding cooperation and collaboration

GOAL 2.Channeling micro credits Action: ‐Mapping registered and credit worthy microenterprises‐ Begin channeling micro credits ‐ Increase microcredit distribution ‐ Assessing and monitoring success rate‐ Partnering with cooperatives

GOAL 3. Accompanying and monitoring:Actions: ‐ Partnering with microenterprises in building their businesses ‐Assuring return on investment rate ‐ Building technical capacity of the microcredit receivers ‐ Increasing efficiency and effectiveness

BUILDING (2011)

Pusat Pengkajian Pendampingan dan Pengembangan Mikro Indonesia (P4‐MI)

GOAL 4. Researching and benchmarking:Actions:‐Policy research ‐ Benchmarking with other markets‐ Proposing policy recommendation for government ‐ Improving regulatory framework‐ Improving market environment for microenterprises ‐ Innovate

On the second year (2011), the focus is to channel microcredit, increase funding commitment, and improve capacity at both P4MI and the market sides through continuous education and advocacy

Modernizing (2012)GOAL1: Increasing competition among micro credit receivers:

GOAL2:Increasing credibility of P4MI and its partners as micro credit distributors

Actions: 1. Continuously improving the performance of existing microcredit receivers 2. Continuously promoting success stories 3. Increasing demand and competition for microcredit

Actions: 1. Digitalizing and

automating microcredit data bases and processes

2. Improving MIS capability

3. Improving GCG 4. Auditing and

reporting5.

Deepening (2013)

From Microcredit… …To Microfinance

Actions: 1. Educating micro

debtors on the importance of microfinance products

2. Promoting micro deposits product

3. Strengthening relationship through after sales

4. Commercializing the relationship

5. Public campaign and advocacy

Actions: 1. Securing authority

and endorsement from regulator for deposit solicitation

2. Launching micro deposit products

3. Utilize cooperatives as main deposit generators

4. Use both group and individual approaches

5. Developing micro insurance and mutual fund s

Expanding and Repeating (2014)

Increasing volume and widening outreach of Microfinance (NO LONGER MICROCREDIT)

Upgrading microfinance customers to become banking customers

Repeating the MICROCREDIT cycle (2015 – 2020)

Documents

Informasi tambahan roadmap usaha mikro