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Imrovement of Quality Public Service onLand Utilizing Information Technology Model of The LARASITA
The Karanganyar Regency Land Office
Indonesia

The Problem

The situation before the initiative: Based on reports via the Local Council, Regent, NGOs and directly from the public to the officials of the Land Office that office’s services in providing and certificate were difficult, expensive, bureaucratic far from transparent. Besides, the limited knowledge on the part of the public that they did not request the certificate application themselves, but through those who were not professional or brokers instead. In its implementation, their documents after being checked and analysed, were not available in the office or somewhere in the village office, or in the hands of those brokers. Also there was no media in place that can quickly handle all complaints on land problems.

Solution and Key Benefits

 What is the initiative about? (the solution)
An initiative to make the land certification easy, transparent, fair and inexpensive was then intiated. People no longer need to pay for transportation because a ”pick the ball” model was intriduced by which land officials on a specifically equipped car move around the entire sub-districts and villages located away from the city. There will be no more third parties (brokers) who will render their services as people who own the land apply for themselves. People who were earlier reluctant to apply for the certificate have now only to wait in their respective homes. Services have been provided online from Vilages to the Regency Land Office using the LARASITA (People’s Services for Land Certification) model.
Aside from such a service model, people are also given a 24-hour facility to obtain information regarding land services via text messages (SMS Request) pertaining to cost, requirements, finishing time as well as complaints.

Actors and Stakeholders

 Who proposed the solution, who implemented it and who were the stakeholders?
The idea to propose such a ”pick the ball” initiative came from officials of the Karanganyar Land Office who were very concerned about the above bad reports as well as public complaints. Costs as regards the purchase of a mobile infrastructures and its equipments came from the Karanganyar Regency Council and later on implemented by the office. This is to complement the already available Land Office Computerization provided by the National Land Agency earlier.
In order to give a specific icon, as part of such innovation, as proposed by the Head of the National Land Agency, the land service is called LARASITA, an acronym of People’s Service for Land Certification.

(a) Strategies

 Describe how and when the initiative was implemented by answering these questions
 a.      What were the strategies used to implement the initiative? In no more than 500 words, provide a summary of the main objectives and strategies of the initiative, how they were established and by whom.
The srategy adopted by the Karanganyar Regency Land Office was in line with the main objective of the initiative e.g. public trust building. We deem it absolutely necessary so that land services are made easier meaning, there is a clarity of requirements, cost, finishing time.
The key development and implementation were undertaken by utilizing applied information and technology according to Karanganyar regency’s necessities.

(b) Implementation

 b.      What were the key development and implementation steps and the chronology? No more than 500 words
The main obstacles, at first, were that cyber or internet technology had not been known up to the village level of the Karanganyar regency, and therefore, public understanding on the iniative such as the ”pick the ball” service was varied, and some officials at village level had not been aware of the LARASITA service model, and consequently some of them were not supportive of the idea. The chronology of implementation which began in 2006 were started from public demands requesting a fair and affordable land services.

(c) Overcoming Obstacles

 c.      What were the main obstacles encountered? How were they overcome? No more than 500 words
To overcome the obstacles, in a village which was not covered by the system for instance, people were served the normal off-line services so that the main objective of serving the people on land remained available. On top of that, a socialization program on the initiative had been intensified either through electronic media such as television, radio as well as portal:www.bppn.go.id and print media such as newspapers, leaflets, etc. On the oher hand, cooperation between the government of Karangnyar regency, Karangnyar regency council has also been intensified.

(d) Use of Resources

 d.      What resources were used for the initiative and what were its key benefits? In no more than 500 words, specify what were the financial, technical and human resources’ costs associated with this initiative. Describe how resources were mobilized
As regards financial resources, they come from the national budget (APBN) and the Karanganyar regency local budget (APBD). On human resources who master the information, communication and technology were made avaliable internally through specific training on the subject. An evaluation on the mobile and online service is made every three months to get to know and altogether overcome the prevailing obstacles so that, public service deivery stays excellent

Sustainability and Transferability

  Is the initiative sustainable and transferable?
The initiative to improve public service delivery using the LARASITA model is in fact a sustainable and routine activity by picking up people’s land documents at their very residence. Such a model that has been started since 2006, has been replicated in a number of land offices throughout Indonesia. In 2007 this model then was taken over by the National Land Agency and was adopted to become the national programme. As many as 30 land offices were planned to implement the model. In 2008, with the support of the country’s House of Representatives in the form of budget allocated for another 94 land offices to implement the model. The core service of this model, the mobile and online LARASITA service, and the Karanganyar Land Office computerization have become the national icon. Therefore, in 2009 also from the national budget, an additional 134 locations or land offices are set to implement this model, making this kind of service will be implemented by about 256 land offices, throughout the country, meaning it covers more than half of the amount of regencies and cities of Indonesia.

Lessons Learned

 What are the impact of your initiative and the lessons learned?
The real impact that can be seen from this initiative is the public trust that has been built on land certification services. The public are getting more confident that the Land Office has tried its best to shift its paradigm from bad to good so that Public Trust has been created. Consequently, there is a significant increase in the number of land being registered; land disputes are becoming scarce; people’s feeling of security for having their own land certificates and thereby creating legal certainty for them. On top of them, economic access is wide open for the registered lands.

Contact Information

Institution Name:   The Karanganyar Regency Land Office
Institution Type:   Government Department  
Contact Person:   WAHYUDI, SH, MM WAHYUDI
Title:   Head of the Karanganyar Land Office  
Telephone/ Fax:   (0271) 495026
Institution's / Project's Website:   (0271) 495062
E-mail:   kab-karanganyar@bpn.go.id  
Address:   Jl. Lawu No. 202 Karanganyar
Postal Code:   57716
City:   Karanganyar
State/Province:   Central Java
Country:   Indonesia

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