LARASITA: Reaching the Unreached (LARASITA)
Karanganyar Regency Land Office

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
Karanganyar Regency (Central Java Province) shares the border among others with Sragen Regency and Surakarta Municipality as well as East Java Province to the east. The Regency covers the area of 77.378,64 hectares with 10 subdistricts and 177 villages. Due to the extent of the area, the people often find difficulty to access the various public services. Beginning from people’s complaints about the poor and intricate beaurocracy plus certain individuals utilizing that poor situation eventually led to apathetic public opinion on land certification procedures. The people’s complaints were caused by lacked of socialization on the land activities information either in the form of land certification and other land programs, in particular, about time certainty, rules and regulations as well as the costs of the application process for land certification. The impact of these condistions led to the people’s low awereness to register the pieces of their land. The people then, inclined to stay away if it comes to their land rights, while land certificate is an important part of as regard legal certainty of their land ownership and one of the doors to improve their economic activities. Based on the 2002-2004 evaluation, it’s noted that the addition of certificated land in Karanganyar was less than 100 pieces and was found in 34 villages in 10 subdistricts or about 20-25 percent of the land pieces in the area. Those villages are normally located in the subdistricts which are fairly far enough from the city center or about 20 kilometers from the city of Karanganyar. As transportation means are also rare and limited, the people in remote areas find difficulties to access the services. The Karanganyar Regent then proposed an intiative to the Regency’s Land Office to solve the problem through the “pick the ball” program by regularly visiting each village on a mobile office to provide land services. It means the people do not have to go to the Land Office, but keep waiting in their respective villages. All they have to do is to submit their land documents, pay the cost and then receive their land certificates. The service model is called LARASITA that stands for People’s Services for Land Certificate. LARASITA is the development of a product deriving from Land Office Computerization (LOC) application system. The LOC mobile application system is electronically linked to data center (server) at the Regency’s Land Office in the city. People know LARASITA as a mini office or mobile front office which is online with the Land Office. This mobile front office regularly come to the village to serve the people in a fast, cheap, accountable and orderly manner. Based on this background there are four causes that becomes the basis of the emergence of the land certification initiative (LARASITA) : a. People’s low knowledge about land administration as a result of their lacking of information regarding land administration. b. The people’s low knowledge also means their low intention to legalize their land asset. c. The high transaction cost (the cost of transaction outside the formal cost) that should be paid by land services users. d. The unavailability of the media which can fastly handle people’s complaints regarding people’s negative reports on land services.

B. Strategic Approach

 2. What was the solution?
Based on the above problems also, an intiative to minimize the recurrence of the problems was taken. An intense discussion was held by the Land Office, Karanganyar Regency Government, and Local Legislative members. An initiative was later formulated to overcome the low knowledge and awareness of the people regarding land administration, the lack of intention to legalize their land asset, and the high transaction cost and to make a complaint handling media available. The initiative was in the form of a mobile office that moves closer to the people to disseminate land information so that the information bias could be straightened, low intention to legalize their land rights could be awakened to the whole people, cut the high transaction cost of land taht altogether became a media for people’s complaints on the land services products. The active movement of the land services qonsequently need a high mobility facility. Therefore, the initiative should be integrated into service tranporatation, which can actively come closer to the people. Such a service infrastructure is a set of Information and Communication Technology used to access information from the Land Office as the main service center. The implementation of this service system had undergone a trial before the Minister of Administrative Reform and Minister of Cooperatives and Small and Middle Businesses during their working visit to Karanganyar Regency on 10 June, 2006. The location of trial was at Segorogunung Village, some 20 kilometers from the Land Office in the city. Significantly, the implementation of this services has improved the people’e knowledge about land administration. The improvement of that knowledge was in line with the improvement of land registration quantity in Karanganyar Regency. It also has an impact on the lowering of the land middlemen use, and therefore, the mission to minimize the high cost of land transaction could be materialized as the people do not have to go to the Land Office, the mobile office instead go to people. In its process, the service is called LARASITA which was launched on 19 December, 2006 by the Head of National Land Agency together with Karanganyar Regent. In its development, after undergoing further improvement it was relaunched by Indonesian President on 16 December 2008, at national level, in front of Prambanan Temple, Central Java. The objectives of the LARASITA program initiatives are: 1. People get easier access to land services which was previously done only in the Land Office. 2. People only need to come to the mobile land service in their villages, so, the need not to pay for transportation. 3. Registration of the neglected land. 4. Eradicates middleman practices on land services. 5. Accountability and certainty on land services. 6. Increase the number of certificated lands. 7. Facilitates land dispute completion. 8. Provides assistance and empowerment to the people in the field of land usages.

 3. How did the initiative solve the problem and improve people’s lives?
The initiative is creative because it has been successful in creating direct communication between land service provider and the people as the stakeholders. Previously, direct communication was difficult to hold because of the third party’s role in preventing the communication process to make a bias information. It is also innovative because it has been successfull in introducing a new method namely making land services mobile by coming to the people in their villages, something that was previously impossible to do. Under the LARASITA program, there’s no problem about the distance of land applicants or community’s houses to the Land Office because people can meet the LARASITA team in their villages. Being services users, people do not have to use middlemen’s services because the mobile land office has similar functions like the one in the Land Office and both of them are electronically linked to each other. Having the function as the Land Office, currently, LARASITA’s services deal with land permit service, land certificate checking, land measurement, land registration, rights ownership, etc. To provide another prime land services, a “One Day Service” was introduced in which people can get their land certificate only in one day. It would help facilitate people’s interest in economic activities that demand procedural certainty.

C. Execution and Implementation

 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 3. Announcement 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. 4. Socialization 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. Service Mechanism 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 4. Management - 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. 5. Finance - 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 : Before : 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. After : 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.

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
LARASITA is a pro-active or “pick the ball” mobile land service that routinely visits the public. Being an innovative policy the birth of LARASITA was based on the intention to fulfil the sense of fainess needed, expected and tought by the general public, and consciousness that the heavy tasks will not be completed only from the office desks without opening itself towards public interactions whose welfare becomes the main objective of the land management. Apart from that, geographic distance is one of the obstacles. Difficulty in finding transportation to the Land Office sometimes makes people cancell their plan to receive land services. Just for information, people’s ownership of cars or motorcycles in villages is relatively low. This difficulty is multiplied by the small availability of public transportation which is safe to bring important land documents. These are the main factor about which the intensity of informations flow disturbed causing the flow of communication between the public and land offive stand sill. On this very point, LARASITA came forward as a soluition. The arrival of LARASITA in the villages (particularly in areas where people meet together) is able to close formality gap and psycholical geographic distance that has been spanned for a long time between the public and land office. During this LARASITA’s visit, close conversations between its personnels and the people are easily seen. The facts that people in their own villages have an influence on their communication healthines, meaning, when they come to the land office, the communication built is, as if, vertical by placing the officials (employees) above the people. But, if the LARASITA comes to their village, smooth flow of communication takes place Through the conducive communication condition, its employees would be easier to : 1. give knowledges, for instance, about agrarian reform; 2. assist and empower the people through land assets; 3. conduct supervision and control of land holding, ownership, and utilization as well as conduct land identification and research on neglected lands; 4. conduct actitiviies related to information delivery on land utilization and synchronization with Spatial and Areal Planning (RTRW) of regencies/municipalities; 5. facilitate and makes access closer to the creation of new economic resources in the framework of people’s welfare improvement; 6. conduct activities related to problems identification, land disputes and their solutions; 7. conduct socialization and interact to deliver land information and other land programs; 8. link the people’s need with the national Land Agency programs, and; 9. conduct asset legalization activities and other land tasks.

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
This LARASITA system can be developed not only for land certification, but can also be used for other activities such as demography, health, agriculture, etc. Besides, this system can also replicated in foreign countries which geographically, and socio-economi-cally similar to Indonesia. LARASITA’s implementation in Karanganyar Regency with its slogan “Reaching the Unreached” has been known by other Indonesians. There are many land offices’ officials of other places conduct studies on its implementation including a visit by participants of Workshop on Best Practices of Bureaucratic Reform of Governors/ Regents/Mayors and Local Parliament Speakers at held by the Office of the Ministry of Administrative Reform and Bureaucratic Reform (Menpan) in Surabaya. Besides, academic institutions in Central Java and Yogyakarta also did the same. Apart from that, the World Bank consultant also undertook survey of LARASITA in the framework of Information and Technology Utilization for land services at village level in Southeast Asia including the Land Agency (BPN). The country’s Commission III Parliament members also paid a visit to Karanganyar to observe the LARASITA’s implementation. All of the above visits paid by the many institutions including the World Bank showed the importance of the mobile front office role on land afffairs of LARASITA. No wonder that the World Bank called it “Pioneering Mobile Service Land Information”. The replication of the system has been done by all Land Offices throughout Indonesia. In 2007, the LARASITA program was taken over by the BPN and made it a national program. At the initial stage, a budget was prepared that year especially for training and procurement of communication equipments for 30 Land Offices. In 2008, implementation of this system was extended to 94 Land Offices, making the system is now implemented in 124 Land Offices or one fourth (1/4) of all regions of the country are served by LARASITA 2009 it’s planned to implement the system in as many as 134 Land Offices, making it a total of 258 land offices which means 60 percent of regions to be served by LARASITA.

 12. Were special measures put in place to ensure that the initiative benefits women and girls and improves the situation of the poorest and most vulnerable? (If applicable)
LARASITA is a program designed alongside the Karanganyar Regency Land Office towards the 2010 – 2014 BPN’s vision namely to become an institution which is able to make the land and the land affairs for the greatest benefit and welfare as well as justice and community, nationhood system’s sustainability of the Republic of Indonesia. LARASITA’s objectives is to create professional government bureaucracy with the adaptive, having high integrity and performance characteristics and free of corruption, collusion and nepotism (KKN) as well as able to serve the public, neutral, dedicative and holds the basic values and code of state apparatus ethics. These were in line with one of the objectives of bureaucratic reform to provide prime public services. The Karanganyar Regency Land Office carried out the pick the ball innovation under the slogan “Reaching the Unreached”. It was formulated together between the Karanganyar Regent and Head of the Land Office which showed the good cooperation between vertical institution and regional or local government. The local government provides support in the form LARASITA’s infrastructures, while the Land Office prepares personnels, trainings and carries out land services tasks. LARASITA’s program has been successful in improving the land services and making it closer to the people. This conclusion is taken on the basis of the background, objectives, goals, and programs of LARASITA as well as conformity of the program with the BPN’s main tasks. People who should, previous, come to the Land Office many times (four times at minimum) until their documents were completed, but now, they need to come only once to the mobile front office of LARASITA, and once to the Land Office to take the completed documents. If they could not take the documents in the land office, they could wait until the LARASITA’s car came to their village again. Quality develoment of personnels is done through gradual trainings. Material provisioning are about working rules, service network, work mechanism as well as service code ethics. Competency possessed by the Karanganyar’s land office personels are appropriate as they have specific ability in the land affairs so that, any rotation taking place in the office would not influence the quality of LARASITA’s services. Any personnel on duty must wear identity card to make the public identify the LARASITA’s personnels. Program input of LARASITA covers software, strategy of program implementation and hardware including funds. Software judgement shows that the implementation of LARASITA meets the good program qualification. The program implementation facilities are sufficient and supported by the use of information technology. The only obstacle to the operation lies on the availability of sufficient infrastructure. This was found that site personnels at some locations were difficult to get the connecting internet signs. Selection of pick the ball strategy was very suitable to be applied in Karanganyar whose area is very fast and it’s successful in making services closer to the public. The quality of public services can be seen from the public’s understanding of LARASITA’s program, meaning, the public directly feel the benefit of LARASITA’s program to fasten services on land certification which was, earlier, difficult to get. For the executing agency, LARASITA could improve the image and performance of organization and make relationship with external parties stronger. The service quality of LARASITA uses ISO 9001 standard and has been evaluated two times in 2008 and 2011.

Contact Information

Institution Name:   Karanganyar Regency Land Office
Institution Type:   Government Agency  
Contact Person:   Gunawan -
Title:   Head of Karanganyar Regency Land Office  
Telephone/ Fax:   +6271-495026/+6271-495062
Institution's / Project's Website:  
Address:   Jl. Lawu No. 202
Postal Code:   57719
City:   Karanganyar
State/Province:   Central Java

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