2. Usaha Besar/Konglomerat :
• Kekayaan Bersih/th Lebih dari 10 M Jumlah ± 4,37 ribu (0,01%)
• Hasil Penjualan Lebih dari 50 M
Usaha Menengah:
• Kekayaan Bersih/th > Rp 500 Jt s.d 10 M Jumlah 39,66 ribu (0,08%)
• Hasil Penjualan > Rp 2,5 M s.d 50 M
Usaha Kecil :
• Kekayaan Bersih/th > Rp 50 Jt s.d 500 Jt Jumlah ± 520,22 Ribu (1,01%)
• Hasil Penjualan > Rp 300 Jt s.d 2,5 M
Jumlah ± 50,70 juta
Usaha Mikro : (98,90%)
Kekayaan Bersih/th < Rp 50 Jt
Hasil Penjualan < Rp 300Jt
Kreteria sesuai UU No. 20/2008 ttg UMKM SUMBER : DIOLAH DARI DATA UMKM TAHUN 2008, BPS 2009
2
Konsep Deputi Biidang Pembiayaan
3. USAHA MIKRO DAN KECIL
ATAP:
ADALAH PONDASI PEREKONOMIAN USAHA BESAR
NASIONAL ± 4,37 ribu (0,01%)
U U
S S
U
A A U
S U
H H S
A S U
A A U A U
H A S
U U S
A H M
S A
S
H
S A
PILAR :
M A A H A
M E E H A
A A H USAHA
N A H M H A
E N M
E A A
MENENGAH
N E E M E
E N N N M E N M ± 39,66 ribu
G E M E M E
N G E
A N
N
E N E N (0,08%)
G A N E
H G H E N G N E
A N
N E A E N
H A G
G N H N G
H A
A G G A
H
H A A H
H H PONDASI :
USAHA MIKRO
DAN KECIL
± 51,22 juta
(99,91%)
Konsep Deputi Biidang Pembiayaan
3
4. The Number of KUMKM in terms of
Sectors
Total Jumlah Unit Usaha
51,257,537 A. Pertanian, Peternakan, Kehutanan
dan Perikanan
H. 997,511 I. 2,178,749
B. Pertambangan dan Penggalian
G. 3,205,025
C. Industri Pengolahan
D. Listrik, Gas dan Air Bersih
F. 14,789,950 A. 26,400,869
E. Bangunan
F. Perdagangan, Hotel dan Restoran
D. 11,622 G. Pengangkutan dan Komunikasi
E. 174,359 B. 261,341 H. Keuangan, Persewaan dan Jasa
Perusahaan
C. 3,238,111
I. Jasa‐Jasa
Sumber data : BPS (diolah)
4
Konsep Deputi Biidang Pembiayaan
5. UMKM Contribution in terms of
Employment
Total Jumlah Tenaga Kerja Menurut Skala Usaha
93.672.484
C. 3,256,188 D. 2,776,214
B. 3,992,371
A. USAHA MIKRO
89.30 %
B. USAHA KECIL
4.26 %
A. 83,647,711
C. USAHA MENENGAH
3.47 %
D. USAHA BESAR
2.97 %
Sumber data : BPS (diolah)
5
Konsep Deputi Biidang Pembiayaan
6. UMKM Contribution as Percentage of GDP
Total Kontribusi Usaha Terhadap PDB
Rp. 4,696,481 Milyar
A. USAHA MIKRO
30.39 %
A. 1,505,308 B. USAHA KECIL
9.55 %
D. 2,087,121
C. USAHA MENENGAH
12.73 %
B. 473,267
C. 630,785 D. USAHA BESAR
42.13 %
Sumber data : BPS (diolah)
6
Konsep Deputi Biidang Pembiayaan
7. 1 Sebagai mayoritas jumlah pelaku usaha
(51,3 juta unit usaha atau 99,91%)
2 Penyerap tenaga kerja terbanyak
(90, 9 juta pekerja atau 97,1%)
3 Kontribusinya terhadap PDB
(Rp 2.609,4 triliun atau 55,6% )
4 Nilai investasi yang cukup signifikan
(Rp 640,4 triliun atau 52,9%)
5 Penciptaan Devisa
(Rp 183,8 triliun atau 20,2%)
7
Konsep Deputi Biidang Pembiayaan
8. KOPERASI : JUMLAH 141.326 UNIT
ANGGOTA 27,7 JUTA DAN
TOTAL SIMPANAN ANGGOTA RP 16,79 TRILIUN
TOTAL ASSET RP 38 TRILIUN
VOLUME USAHA RP 62,7 TRILIUN.
Jumlah KSP/USP‐Koperasin dan KJKS
/UJKS adalah 47.259 Koperasi yang
terdiri dari 2.192 KSP/KJKS (4,64%) dan
45.067 USP‐Kop./UJKS (95,36%).
KSP/USP Total asset Rp 8,917 triliun dengan
KOP dan jumlah anggota 5,47 juta.
KJKS
Simpanan yang diterima 1.779 milyar,
dengan volume usaha (total pinjaman
yang diberikan) sebesar Rp 14.650 m.
8
Konsep Deputi Biidang Pembiayaan
9. F
A Simpanan Saham
P G P
U B
A
M A
C KOPERASI S H
PERSEROAN
K TERBATAS S
D Barang/ A A
I Barang/
E
Jasa R Jasa R
Anggota J
Koperasi Pelayanan
& SHU Laba
SISTIM EKONOMI KERAKYATAN SISTIM EKONOMI LIBERAL
Koperasi berorientasi pada PT berorientasi pada
pelayanan kepada anggota peningkatan laba untuk
untuk meningkatkan memperbesar perusahaan
kesejahteraanya
9
Konsep Deputi Biidang Pembiayaan
10. 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
11. 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
12. 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
13. 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
14. Background study and findings
University 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
15. 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
16. 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 Pusat
Pengkajian Pendampingan dan Pengembangan Mikro
Indonesia (P4MI)
17. Pusat Pengkajian Pendampingan dan
Pengembangan Mikro Indonesia
(P4‐MI)
Business and Research and
Operation Development
Training
Data basing Facilitating Policy study and
Monitoring
Link and Sector Evaluating
Registering
match analysis and report
Resourcing Communicate Best Technical
practice partnering
18. The ROADMAP
Capability
(Sector‐driven)
Expanding
(2014)
Deepening
(2013)
Modernizing
(2012)
Political will
(geographical,
Building
(2011) policy driven)
Preparing
The starting point to begin developing a microcredit
(2010)
market must be done throughout Indonesia based on
geography and sectors
19. Preparing (2010)
Microenterprises
P4‐IMI
& Government
Funding resources Microcredit
environment
Civic community
(MFI)
At this stage, focus and invest in the preparation for establishing
a Microcredit institution and developing its market
20. Preparing (2010)
ACTION:
GOALS: 1. Data base of microenterprises
throughout Indonesia
1. Formal Institution 2. Effective and efficient registration
2. Formal agreement process for the unregistered
microenterprises
and commitment 3. Data base of micro technical
with Government 4.
capability providers
Developing data base of potential
3. Comprehensive 5.
funding sources
Policy and regulatory
data base recommendation to the government
6. Forming and registering P4MI
4. Microcredit 7. Training and certification for P4MI
taskforce and units 8.
staffers
Developing cooperation and
5. Mapping and collaboration mechanism with
modern financial institutions
Grouping 9. “Grouping, linking and matching”
6. Communication 10. Invest in the launching and
reputation building of P4MI
7. Quick wins 11. Research and development
21. Building (2011)
BUILDING (2011)
Building a microcredit market Building a microenterprise
requires grouping of sectors , requires capacity, capital
geographies (needs) followed by injection, and sales order or
matching them with market expansion
opportunities and capacities
Overall, building microcredit market is about securing and
distributing funding to microenterprises
22. Building (2011)
BUILDING (2011)
Pusat Pengkajian Pendampingan dan Pengembangan Mikro Indonesia
(P4‐MI)
GOAL 1. GOAL 2. GOAL 4.
GOAL 3.
Securing funding Channeling micro Researching and
Accompanying and
commitments: credits benchmarking:
monitoring:
Action: Action: Actions:
Actions:
‐ Developing ‐Mapping registered ‐Policy research
‐ Partnering with
microcredit and credit worthy ‐ Benchmarking
microenterprises in
proposals microenterprises with other markets
building their
‐ Road show to ‐ Begin channeling ‐ Proposing policy
businesses
potential funding micro credits recommendation
‐Assuring return on
sources ‐ Increase for government
investment rate
‐ increasing microcredit ‐ Improving
‐ Building technical
available funding distribution regulatory
capacity of the
reserve ‐ Assessing and framework
microcredit
‐ Developing variety monitoring success ‐ Improving market
receivers
of funding rate environment for
‐ Increasing
cooperation and ‐ Partnering with microenterprises
efficiency and
collaboration cooperatives ‐ Innovate
effectiveness
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
23. Modernizing (2012)
GOAL1: GOAL2:
Increasing Increasing credibility
competition among of P4MI and its
micro credit receivers: partners as micro
credit distributors
Actions: Actions:
1. Continuously 1. Digitalizing and
improving the automating
performance of microcredit data
existing microcredit bases and
receivers processes
2. Continuously 2. Improving MIS
promoting success capability
stories 3. Improving GCG
3. Increasing demand 4. Auditing and
and competition for reporting
microcredit 5.
24. Deepening (2013)
From Microcredit… …To Microfinance
Actions:
Actions: 1. Securing authority
1. Educating micro and endorsement
debtors on the from regulator for
importance of deposit solicitation
microfinance 2. Launching micro
products deposit products
2. Promoting micro 3. Utilize cooperatives
deposits product as main deposit
3. Strengthening generators
relationship through 4. Use both group and
after sales individual
4. Commercializing the approaches
relationship 5. Developing micro
5. Public campaign and insurance and
advocacy mutual fund s
