| 4. In which ways is the initiative creative and innovative?
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The strategy took to implement the program, among others:
- Shifting paradigm of passport services into tangible and fundamental change;
- Improving the business process by identifying bottlenecks and management constraints;
- Cutting the ‘waiting time’ using e-payment system;
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| 5. Who implemented the initiative and what is the size of the population affected by this initiative?
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The stakeholders among other things are :
a. The general public who give input through media,
b. Guidance of Vice Minister of Law and Human Rights through an informal meeting and discussion with the management and staff of the South Jakarta Immigration Office,
c. Heads of Directorate General of Immigration,
d. Immigration Office, all structural Officials and satff of the South Jakarta Immigration Office, and
e. The BNI Bank which conducted a joint role with the immigration office to design a business process for passport payment through the bank.
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| 6. How was the strategy implemented and what resources were mobilized?
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Resources used for the initiative are :
a. Financing of the initiatve for passport services change is made available from the South Jakarta Immigration Office’s budget (DIPA);
b. The Management of the Ministry of Law and Human Rights (DIPA approval);
c. The Ministry of Finance (related to the change of PMK for the the non-tax income uses/PNBP), and
d. Directorate General of Immigration (for consultation on the use of Immigration’s PNBP).
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| 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
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The most successful outputs are :
1. An increase in the percentage of the community satisfaction index (IKM) from 70 percent in 2012 to 75 percent in 2013 on passport services, and variables used in the IKM survey are :
a. Services Procedures
b. Services Requirement
c. Clarity of Services Employees
d. The Services Employees’ Discipline
e. Services Employees’s Accountability
f. Services Employees’ Capability
g. The fastness of Services
h. Fairness in Obtaining Services
i. Friendliness and Politeness of Services Employees
j. Fittingness of Payment Services
k. Certainty of Services Cost
l. Certainty of Services Schedule
m. Environmentally Friendly
n. Services Security, and
o. Middlemen’ Practices.
2. The percentage of application users of on line passport increased from 55 percent (45.000 applications) in 2012 to 65 percent (55.000 applications) in 2013. It means that the public felt the easiness impact of using the oline passport application facilities as compared to walk-in method (directly come to the immigration office).
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| 8. What were the most successful outputs and why was the initiative effective?
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The systems that were put in place to monitor progress and evaluate the activities are:
a. Informally, the public monitor the implementation of passport services in the South Jakarta Immigration Office and provide their inputs or critics directly through the office’s customer care, or electronic media such as the office’s twitter or facebook. It has an immigration information and data management (PPID) which continuously monitors and provides feedback of inputs, critics and suggestions of the general public regarding passport services given by the Office. All of these become an evaluation materials for the new passport business process.
b. Formally, the Head of the South Jakarta Immigration Office established a Review Team for the new passport business process consisting of structural officials and passport division staff to conduct monitoring and evaluation of passport business process comprehensively.
The main obstacles encountered, and efforts to overcome them are:
a. Regarding the innovation of passport business process change, staff’s lack of sufficient knowledge was a specific challenge that consumed time and energy. To mitigate that, and provide a better understanding of the innovation, a socialization and “coffee morning” session were held every Friday morning before the service time open.
b. Staff’s resistance who, as part of mindset and culture set problems, did not want their “comfort zone” taken away as a result of the new business process’s implementation. To mitigate that, a reward and punishment methods were applied both for the staff who followed the change and those who did not want to. As it’s not an easy task, through an informal approach, they were invited to attend a joint coffee meeting and altogether discuss the changes around their respective tasks. Qualitatively, the staff concerned changed their mindset and eventually understood the benefits of the new business process for better serving the public.
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| 9. What were the main obstacles encountered and how were they overcome?
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The main obstacles encountered, and efforts to overcome them are:
a. Regarding the innovation of passport business process change, staff’s lack of sufficient knowledge was a specific challenge that consumed time and energy. To mitigate that, and provide a better understanding of the innovation, a socialization and “coffee morning” session were held every Friday morning before the service time open.
b. Staff’s resistance who, as part of mindset and culture set problems, did not want their “comfort zone” taken away as a result of the new business process’s implementation. To mitigate that, a reward and punishment methods were applied both for the staff who followed the change and those who did not want to. As it’s not an easy task, through an informal approach, they were invited to attend a joint coffee meeting and altogether discuss the changes around their respective tasks. Qualitatively, the staff concerned changed their mindset and eventually understood the benefits of the new business process for better serving the public.
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