| 4. In which ways is the initiative creative and innovative?
In 2006, the Karanganyar Land Office together with the Regency Government of Karanganyar launched an innovation as a breakthrough in developing a computerized land services at the front office counter. Supported by Karanganyar legislatures the innovation was implemented on 19 December, 2006 after undergoing a trial on 10 June, 2006.
Steps taken for the implementation of LARASITA were :
1. Policy Determination and Preparation of Working System.
In support of LARASITA’s implementation, the Karanganyar Regency Government shared tasks with the Land Office of Karanganyar. The Regent of Karanganyar issued a Decision No. 590/554/2006, while the Karanganyar Land Office issued a working system or standard operating procedure (SOP).
2. Preparation of officials by holding trainings of working system, and application system, LARASITA’s mobile network, including of course its tools and means.
3. Infrastructure Financing.
The Karanganyar Regency Government prepared local budget (APBD) 2006 to finance LARASITA’s infrastructure such as a four-wheel SUV car containing 2 units of Hyperlink Antenna Omny 15dB, 2,4 Ghz Wireless SENAO 2611, Mercury 100mW and Amplifier 1000mW outdoor 2,4 Ghz – OEM standing over 60 meters of triangle tower built behind the moving office for online data entry. Operational cost of the LARASITA system is financed by the Karanganyar Land Office. In support of smooth data entry, an antenna plus its equipments was positioned behind the office, and the second antenna, as a repeater was placed in the site of ancient Ceto Temple 1000 meters above sea level in order to be able to cover the whole Regency having a variety of topography.
Preparation of LARASITA’s Operational Implementation:
1. Selection of location by considering :
a. The Area and People’s Social and Economic Conditions
i. Remote area and far away from Land Office
ii. Middle to lower people’s social and economic level
iii. People’s request or proposal
iv. Other things considered important for regency/city concerned.
b. Land conditions
i. High imbalance of land control, ownership, usage and utilization (P4T)
ii. Number of neglected land
iii. Number land dispute and conflict
iv. Low number of registered land
v. Other conditions
2. Scheduling of activities considering :
a. Number of employees in the Land Office
b. Prediction of registered land number
LARASITA’s implementation schedule is announced on the announcement board of the Land Office, Village Office and Subdistrict Office. Beside, announcements also available via any media such as radio, leaflets, letter, banners, mobile phone, etc.
Head of Land Office or any assigned official holds socialization before the LARASITA’s implementation begin on the field. It’s held
at the regency level for regency, subdistrict, village officials and community organizations. But for socialization directly participated in by community members is held at subdistrict and village level.
Technically speaking, LARASITA’s land services is carried out by giving information and services in the field as follows :
- Receives application documents
- Undertake front office activities by entering applicants’ data and other documents
- Receives administrative cost by giving payment and document’s receipt
- When land measurement is ready, at the same day or two times in a week measurement officials rifing on motorbikes measure the registered land.
- Provides assistance and people’s empowerment in the field of land.
| 5. Who implemented the initiative and what is the size of the population affected by this initiative?
Stakeholders who are involved in the LARASITA’s implementation are Karanganyar Regent as the initiator, Head of Land Office the initiator, advisor and team coordinator of LARASITA’s implementation, DPRD (local legislatures), Service and Operational Manager as well as the driver of LARASITA’s caravan, Field Operators, each of whom takes steps for process coordination.
The Regent initiated the first idea of service development committed to following up the idea of LARASITA’s formation supported by policies and budget. The Head of Land Office holds coordination regarding LARASITA’s implementation with the Regent and the Head of Central Java Provincial Land Agency. He also holds routine communicati-on with team members using telephone, short message service, Internet/ intranet and email discussing about LARASITA’s implementation. In short, all stakeholders mentioned above stick to their respective tasks and functions to ensure LARASITA’s implementation runs well.
| 6. How was the strategy implemented and what resources were mobilized?
Knowledge becomes an important asset in pulic organization to run innovative practices of public services. Therefore, skills are needed to support the LARASITA’s program namely :
1. Legal Matters
Helps arrange the legal basis of LARASITA’s program and rules that regulate developments of LARASITA’s function and organization in accordance with the objective of serving the public.
2. Computer Technology
- Develops computer program according to the need to support land services
- Maintains computer networks, hardware and Land Office server
- Trains LARASITA’s team in using computer program and hardware maintenance
- Manages the LARASITA’s application.
3. Land Expert
- Gives inputs on the solution of land problems
- Gives directions on land affairs to the public
- Measures people’s land
- Designs the main tasks and functions of LARASITA and management information system
- Designs apropriate administrative system to record, entry data and ensures the smooth and easy LARASITA’s operational activities
- Counts time needed for LARASITA’s services.
- Formulates the need of land services operational fund either on daily, monthly dan yearly basis
- Counts the income received from land services on daily, monthly and yearly basis.
Parties who play their roles on LARASITA are as follows :
1. Head of National Land Agency
Nurtures LARASITA’s practices and determines its policies
2. Head of Central Java Provincial Land Agency
- Carries out supervision and control of LARASITA’s implementation in their respective working areas
- Reports periodically LARASITAS’s implementation to the Head of Land Agency.
3. Head of Sudistrict (Camat) and Head of Village (Lurah)
Help holding the socialization process of LARASITA’s programs and become facilitators between the public and Karanganyar Land Office.
4. Mass Media
Monitors the implementation of information services and complaints (UPIK), and disseminates the UPIK’s devlopments.
5. Non-Governmental Organizations (NGOs)
Monitors the effectiveness of LARASITA’s services
In the frame work of LARASITA’s operations, its human resources, namely LARASITA’s operators under the Head of Land Office’s Decision consist of Coordinator (Echelon IV), Service Manager (Echelon V), 2 (two) Counter employees, Treasury, and Driver. The budget used is made available from the Land Office’s funds.
As for equipments to support the operational activities, they use 2 (two) Connecting Systems namely : Wi-Fi Connecting Model (a system utilizing radio frequency network on 2,4 GHz; and Internet Connecting Model, a connecting system utilizing cable internet lane as central node and GPRS modem as mobile client.
In further development, using the 2007 Karanganyar Regency’s local budget (APBD) one unit of LARASITA’s car, complete with support equipments in the form of 2 units client node as an outdoor repeater, was added to the team. In addition, in accordance with the National Land Agency’s 2008 program, LARASITA received two motor bikes, digital measurement tools, support equipment for information technology.
Since the implementation of LARASITA program at national level, budget allocation every year has been included in National Land Agency’s budget plan either for equipments management, human resources development and infrastructure procurement. It shows the commitment for land certification prime services has created LARASITA to grow according to technological advancement.
| 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
The most successful output of the LARASITA programs are :
1. People were difficult to access land services
2. Transportation cost spent by the public were high because they had to come several times to the Land Office to get their land certificates.
3. Time needed for land services were not certain, the public might wait until four months to get their certificates completed.
4. Number of certificated land in 34 villages in 10 subdistricts were less than 100 pieces (around 20-25 percent of the total piece of land in the village).
5. Middlemen practicess were rampant in Karanganyar Land Office.
6. No cooperation for public services between vertical institutions and regional governments.
1. Public easiness to access land services through LARASITA
2. Reduced transportation cost spent by the public to apply for land certificate.
3. Service time for land certification is more measured. One month for certificate completion or even alot faster than that when the One Day Services was launched in 2012, making the public economic activities grew even faster. The one day service products in 2012 has resulted as many as 88 pieces of lands, while until 31 October 2013 there were 245 pieces.
4. The increase of Karanganyar Land Office’s productivity started from 2008 up to 2010. In 2008services productivity was 28.271 pieces, in 2009 was 34.063, in 2010 was 35.857 pieces,in 2011 was 34.418 pieces, in 2012 was 35.201, and up to 31 October, 2013 it was 36.938 pieces.
5. Becomes a benchmark of land office both at local and national level.
6. The World Bank appreciates LARASITA for its success of giving certainty of prime land services.
7. The Head of National Land Agency’s (BPN) Regulation No. 18/2009 adopted LARASITA as the national program.
8. Averting application of land certification through middlemen
9. Set up good cooperation between vertical institution (BPN) and local government to create the best services on land certification.
10. Reduced the bias information on land as indicated in the lowering of complaints number in the field of land on local media.
11. Improvement of public knowledge about land administration as indicated by the reduction of land dispute number in Karanganyar Regency.
| 8. What were the most successful outputs and why was the initiative effective?
LARASITA is a front office mobile system which is online with its land office. The whole services process from its mobile car, at the same time online with the data in the land office. The LARASITA’s mobile car is aduplication of the National Land Agency (BPN) in the form of a moving car with an acces and fast movement visiting and serving land certificati-tion and other people’s need on land information. Coming to this mobile car is similar to coming to the land office with all service procedures are met in this mobile car.
Every unit of the car is proviided with information and communi- cation technology equipments covering 3 units of mobile laptop an printer, and wireless mobile communication system plus a number of 5 skilled personnels. Those equipments are the main facility for the personnels to entry data and serve registrations in which, by using internet facility (VPN), at the same time directly accessible to the Land Office.
Currently, LARASITA keeps on moving from village to village routinely from Monday to Thursday. In order that the public know the LARASITA’s activities, it’s socialized through subdistrict heads, television and Karanganyar Regency’s radio. For this purpose also, based on information technology, a number of applications has been developed to, among other things, monitor and control the Karanganyar Land Office’s performance in providing services journal, SPOPP analyses, and measurement works.
LARASITA’s supervision and program evaluation is conducted gradually from coordinator to the LARASITA’s advisory team. Other controlling equipment used is Services Program Quality Control System (SKMPP). This Karanganyar Regency’s SKMPP shows good impact and therefore, there’re so many reasons that the LARASITA’s innovation was nationally appreciated.
| 9. What were the main obstacles encountered and how were they overcome?
In implementing the LARASITA’s programs, the obstacles found mainly the availability communication networks on human resources quality available at the Land Office because :
a. The communication networks used in LARASITA’s car is GSM (GPRS/3G/HSDPA which is available in the networks location) so that the communication quality highly influence the fastness of data communication which in turn,slowingdown the application performance. This obstacle was overcome by preparing the off-line services, making the land services remain on track.
b. In mastering information technology, the human resources of the Land Office is at “awareness” level or still comparatively low. This obstacle was overcome through continuous and sustainable technical training.