| 4. In which ways is the initiative creative and innovative?
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There were several steps taken in developing the strategy:
1. Preparation of job and workloads analysis documents by all Banda Aceh Government Institutions
All government institutions within Banda Aceh Municipal Government was tasked to develop and then to submit a proposed job and workloads analysis document to the Organizational Affairs Office. After all documents were submitted, the Organizational Affairs Office carefully reviewed, clarified and verified the documents to ensure the quality and accuracy.
2. The planning process of making the E-Kinerja application
Simultaneously, Development Administration Office began to plan the design of the E-Kinerja application, including the application business plan, structures, coding, testing and production of application manual book.
3. Regulation preparation by the Legal Affairs Office
Regulation as the basis of application implementation was prepared by of regulations made by the Legal Affairs Office, Organizational Affairs Office and Development Administration Office. The regulations deliberated carefully in ensuring the strong legal basis for application’s Standard Operating Procedures (SOP), Municipal Major Regulation (known with the abbreviation: Perwal) and Interoffice Circular Letter (or known with abbreviation: SE) which would certainly serve as the legal basis of implementation of E-Kinerja throughout the government services.
4. Inputting Data
Organizational Affairs Office used the verified job and workload analysis documents to administer the application. The Office also inputted the job load and workloads into the E-Kinerja application in accordance with the organizational structures and respective workloads for each respective government officials.
5. Socialization of the E-Kinerja applications and substances
After the data inputation is completed, the E-Kinerja application was tested in five selected pilot institutions through socialization and training in the use and application and the substance of E-Kinerja application.
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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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Overall leadership in the process of preparation and implementation was supervised directly by the Municipal Secretary. Special Adhoc Team was established to handle the overall process of preparation, implementation and monitoring / evaluation of E-Kinerja application. Each member of the team was provided with specific duties and tasks for the implementation of E-Kinerja application.
Organizational Affairs Office initiated the job and workload analysis documentation for all positions within the Municipal Government of Banda Aceh. This process was completed in multistages. Every job and workload analysis documentation filed by government institutions was clarified by the The Office. IT Unit within the Development Administration Office began the construction of the application following the analysis to job and workload documents for the application within the system.
Municipal Secretary monitored and led the weekly coordination meetings to discuss the issues encountered in the initiation, implementation and dissemination process. All obstacles encountered were discussed in a special meeting to seek for proper solution and follow ups.
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| 6. How was the strategy implemented and what resources were mobilized?
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The whole of human resources in preparing the application of E-Kinerja came from the Government of Banda Aceh internal resources to handle both regulatories and technicalities aspects. Financial-related issues to the implementation of e-performance applications were done independently and generated from the local budget without involving a third party.
The Municipal Major was the instrumental and fundamental driving force to bring this initiative forward by providing a committed regulatory and financial supports, from early planning to latter implementation process. The Major disseminated the implementation of E-Kinerja to all head of institutions. The entire structural officials had important roles to motivate and to monitor all subordinate in their respective units in the process of inputting the daily work reports.
In addition to personnel, IT personnel seconded this program also supported the initiative. IT personnel provided supports to repair and made several important adjustments on the application in accordance with the needs of employees.
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| 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
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Application Performance Performance e is as follows:
1) Major Regulation No. 38/2012 about the implementation of E-Kinerja in Banda Aceh.
2) Major Regulation No. 12/2013 about the Standard Operating Procedure (SOP) for the implementation of E-Kinerja within the government institution in Banda Aceh.
3) Mayor Circular Memorandum No. 065/2012 on Guidelines for Performance Assessment Team and the E-Kinerja functionaries in Banda Aceh.
4) Mayor Decree No. 87/2013 about the unit costs for additional revenue based on E-Kinerja performance in Banda Aceh
5) Perwal 25/2013 on Structure and Technical Implementation Unit for Performance Assessment Agency
The output has contributed to the achievement of the following:
1) Job and Workload Analysis Documents have become a guideline for a civil servant in carrying out duties in accordance with the duties and functions.
2) Top managers can directly assess the performance of subordinates based on the input and output of the work provided by subordinates.
3) Income earned by diligent civil servants and lazy civil servants will be different. This system will change the amount of additional revenue income of a civil servant becomes more equitable (equal pay for equal job). Employees who have provided more working hours will receive additional income.
4) All employees’ deliverables were properly recorded and documented in the system. This application can be used as the foundation and leadership to facilitate the process of mutation to support the career of a civil servant.
5) Disciplinary measures against government official can now be implemented by looking at the results of the performance. Low-performing employees as indicated in the E-Kinerja will imply lower workloads or not performing..
6) Information on budget realization from top 10 government institutions is provided on the front page of the E-Kinerja applications that can be accessed by the public. This measure is taken to present information related to the financial management for the public.
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| 8. What were the most successful outputs and why was the initiative effective?
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Government of Banda Aceh established a team to disseminate the use of E-Kinerja application to employees throughout government institutions. A team from Organizational Affairs Offiec and Development Administration Office provided complete explanations of the use for the E-Kinerja application and the SOP for government institutions with proper infrastructures to implement the system (i.e. the pilot institutions).
The selected institution implemented the one-month trial and the following months would be official implementation of the system. The process of monitoring and evaluation on the implementation of this system was conducted through weekly meetings by the Monitoring and Evaluation Team which directly led by the Municipal Secretary.
To assess the outputs provided by the E-Kinerja, The Performance Assessment Team was established. The team performed tasks to assess the suitability and correctness of input provided by civil servants. The team conducted an assessment of the performance of civil servants on monthly basis. Assessment results were presented to the system and the relevant civil servants could consult final results directly from the application. Civil servants who objected the assessment results were provided opportunity to file objections/complaints through their immediate supervisors addressed to Banda Aceh Municipal Secretary who served as the Assessment Team Chairperson. The team called the next plenary meeting to discuss the objection files and took decision collectively.
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| 9. What were the main obstacles encountered and how were they overcome?
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Major problems in implementing the system include:
a) Changing the Mind-Set and Culture Set
Ministry of Civil Servant Empowerment and Bureaucracy Reform in 2002 had indicated and identified some negative mindset that have become a challenge. Some indications, among others, are:
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1. Commitment and consistency to the vision and mission of the organization is still low
2. Lack of integrity, loyalty and professionalisms.
3. The absence of obvious merit system for measuring the performance of staff and follow-up results of the assessment.
4. Sensitivity to people's complaints is considerably low.
Prior to the implementation of this program, civil servants did not know the vision and mission of the organization as a result of disobeying the job and workload analysis. Government officials was passive and tended to wait for instructions. This system changed the tendency and helped to familiarize civil servants with searching and digging work in accordance with their duties and hence, would have a positive impact on organizational performance. Organizational performance is largely determined by the performance of civil servants for civil servants performance is directly proportional to the performance of the organization.
b) Quality of human resources
In the early implementation stage, the system faced enourmous problems with lack of capacity to opearte computers. To increase the quality of human resources, Government of Banda Aceh provided and conducted training to all civil servants through Development Administration Office.
c) The lack of quality and quantity of reports / input performance In the early stages of the implementation,
Civil servants in the Government of Banda Aceh was still constrained by the quality and quantity of reports/inputs to their immediate supervisors. Performance reports were generally submitted at the end of the month so that the immediate supervisors have had difficulty for reviewing the performance, but this mechanism was improved through the application because the performance report must be submitted by subordinates to superiors at least once a week.
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