| 10. What were the key benefits resulting from this initiative?
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The impact of the system implementation are as follows:
1. A decrease in the number of documents fraud or manipulation from the approximately 13% in 2009 to 0%. The numbers of findings by the Inspectorate through audit decreased from 13 cases (13%) in 2009 to the level of 4 cases in 2010, 2 cases in 2011, and 0 case in 2012. While the number of undocumented official trips decrease from 3% in 2009 to in 2010-2013.
2. Effectiveness, efficiency, and accountability of the official trip budgets are increasingly measurable.
Prior to the implementation of the system, the realization of official trip expenses in 2009 reached IDR 11.41 billion, and after the introduction of the system, the absorption of the budget in 2010 only reached IDR 7.12 billion. If the value is associated with the findings of the Inspectorate in 2009 as a case in point 1 above, it is indicated as state financial loss.
The official trip budget absorption level are also relatively stable and comparable to the increase in the number of trips and an increase in the expenses index, ranging from 5-10% annually. Official trip budget absorption in 2011 was IDR 8.03 billion, IDR 11.67 billion in 2012, and IDR 10.4 billion in 2013. This figure is still relatively good compared to the data in 2009, prior to implementation of the system. With a total operational cost of only IDR 120 million, the aggregate savings before and after the implementation of the system was IDR 8.4 billion.
3. The existence of the ease of control and supervision, especially to perform data synchronization for the official trip and employees’ attendance data through a system of regular reporting to the Division of Organization and Inspectorate. The impact on the number of trips can be monitored from the decreasing number of 2,086 trips in 2009 to 1,490 trips in 2010, 1,612 trips in 2011, 1,819 trips in 2012, and 2,236 trips in 2013.
4. The development and the addition destination control and trip duration control features in 2011, proved to lower the findings from Inspectorate on the audit.
Based on the results of the 2009-2012 year, the amount of overpayment findings due to differences in place and trip duration decrease from 10 cases in 2009 to 11 cases in 2010, 1 case in 2011, and 0 case in 2012 and ever since.
The development of the system also decrease the case of transport cost overpayment, from 61 cases in 2009 to 17 cases in 2010, 11 cases in 2011, 0 case in 2012.
5. The changing of official trip administration management system from manual/conventional method to an integrated ICT-based application system.
6. Improving the quality of service management.
7. The reluctance from the event organizers to accept the officials with incomplete documents which will force the officials to prepare more completed documents.
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| 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
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This system has been applied since January 1st, 2010 and continues to operate until present time. Several steps were taken, including:
1. Incorporating this system as one of the programs and activities through the Budget of Public Relations and Protocol of Nunukan Regent Secretariat, financed by the Government of Nunukan Regency. For 2014 fiscal year, the implementation of this system are included in the program and general office administrative service activities with a budget of IDR 10,000,000.
2. The Public Relation and Protocol Division also prepares qualified and trained staff to deal with the system sustainability.
3. Since all government institutions and agencies are also conducting official trips, this system shares great probability to be replicated at those entities.
4. Several dissemination and socialization activities are done through some of the followings:
a. Sharing of practices by other donors;
b. Official Trip Technical Workshop by the Centre of Regional Performance Study - Jakarta and Ministry of Internal Affairs involving all local task units;
c. Socialization of public service innovation by Institut Era Indonesia – Jakarta to several regencies/cities.
d. Being a place of visitation for Leadership Training Batch IV held by National Administration Agency and Training Agency of Kalimantan Timur Province, on the material of public service innovation.
5. Online integration is on progress for future development. The integration include the electronic attendance machine connected to the system, financial matters administration and controlling system, as well as government internal supervisory system.
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| 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)
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The system was initially established to improve the staff performance at Public Relation and Protocol Division, particularly the Official Trip Documents Issuance unit. However, in a period of more than 4 years since this system is used as per January 1st, 2010, the lessons learned from the application of this system becomes more widespread, including:
1. The system makes it possible to create more effective corruption eradication and prevention method by altering the system involved in the official trip documents issuance matters.
2. The application can be used in offline condition as well as available online through local host.
3. The growth of work culture that becomes more creative, innovative, and systematic then ultimately improve the quality of service and service user satisfaction.
4. Integrity, commitment and strong will to reform the bureaucracy are a key to succeed this system, because many challenges and obstacles in the initial implementation of this system. It is common to know that the budget for the official trips are most prone to fraud.
5. The growth of the value of trust in the institutions resulting from building a culture and systems of work that become more honest, transparent and accountable, so that support for the program is getting stronger.
6. the increasing of capacity and human resource performance quality, changes in work culture and mind-set performance, increase of transparency and accountability that starts from oneself (official trip's budget is a budget that is managed by Civil Servants without involving the public), from small things, and begins as soon as possible (Public Relations and Protocol division started to stand at 8 October 2008, meaning that only takes 6 months to review the implementation of an official trip and design of this system) Become a strong capital for institutions to do the bureaucratic reform agenda.
Recommendations:
1. It will take great leadership commitment to apply this system to the whole task units. The challenge is surely huge, given the state that official trips are sensitive to interfered by other agencies;
2. Wider coordination with other agencies/institutions are required to implement the system in greater environment.
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