Governmental Institution
Secretariat of Banda Aceh Municipality

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
Bureaucracy has an important role in the journey of life of nation and state, bureaucracy also plays a major role in the development process. In addition, the bureaucracy has been instrumental in supporting the implementation of government functions such as public services, regulation, protection and distribution. Bureaucracy itself is described as a formal organization that has position and way of working that is bound by the rules, have the appropriate competencies and job positions, has a spirit of public service, a strict separation between the organization's and individuals, and the organization's resources are tied by external control. Attempting to accelerate the achievement of good governance through bureaucracy reforms and in compliance with the Presidential Decree of the Republic of Indonesia Number 81/2010 on the Bureaucracy Reform Grand Design 2010-2025, Government of Banda Aceh has made several notable and important breakthroughs which includes eight areas of change, with the main objectives are lean organization (right sizing) and the effective and efficient bureaucracy. In the Year of 2011 or exactly a year before the implementation of e-performance application program, the Government of Banda Aceh found some observable obstacles in improving the performance capacity within the officials in the Government of Banda Aceh, which led some implications for public services deliveries and provisions. These issues are as follow: 1. Job Analysis Document (known as Anjab) and Workload Analysis (or known as ABK) should serve as guidelines in day-to-day duty performing; however those guidelines remain paperworks and rarely consulted or observed; 2. Organization performance capacity is rather difficult to measure; benchmarking the performance using the budget disbursements has not given the maximum indications of performance capabilities thusfar; 3. Remuneration pattern (reward and punisment) are not clear and non measurable; 4. Government officials performance evaluations are challenging and might be subjective; 5. Rewards, that are provided to improve the welfare of employees, did not satisfy the fairness and just. Diligent or lazy employee will basically earn the same; 6. Career development is not guaranteed (promotion and mutation of government officials tend to be subjective) 7. Difficulty to enforce diciplinary measures against indisciplinary conducts due to lack of sufficient proofs; 8. Inavailability of monitoring instruments on monitoring the government officials performance; 9. Government institution performance is difficult to measure; mainly the measurement is focused on budget spending and disbursement; 10. Budget transparency is not optimized; 11. Government officials performance is not properly documented;

B. Strategic Approach

 2. What was the solution?
Responding to the abovementioned problems, the Banda Aceh Municipal Government attempted several strategic integrated breakthroughs which aimed to solve some of the issues, such as temporarily discontinued recruitment, initiated the government official needs analysis, and engaged in establishing proper performance measurement for government institutions, established Minimum Service and Operational Procedure Standards. One notable strategic breakthrough was by utilization of information technology to develop E-Kinerja applications. Through the implementation of E-Kinerja applications, a civil servant is required to work in accordance to the duties and functions so that the stereotype image attached to the public as lazy and passive could be changed. It is expected that such changes will impact on the improvement on the quality of service provided to the public. This application is one of the tools to measure the performance of civil servants in the Government of Banda Aceh, which has been very difficult to measure previously because of the unavailability of adequate measurement means. The previous performance measurement based solely on the presence status, has to be changed toward more objective performance indicators. Job analysis document must be observed as main reference for performance measurements. Successful implementation of the strategy and implementation of the application as a tool to measure the performance of the test apparatus began in 5 (five) pilot government institutions, namely the City Secretariat, Department of Population and Civil Registration, Department of Civil Service and Training, Office for Integrated Permit Service (KPPTSP) and Department of Finance and Assets (DPKAD) and subsequently rolled out gradually on all government offices in Banda Aceh Municipal Government. The application of E-Kinerja has become a strategic tool for the Government of Banda Aceh to deal with issues in local public servant, especially in improving of the performance of the apparatus, and also set the performance measurement baselines for reward and punishment provision. The E-Kinerja application has also provided variety of advantages, including minimal use of paper (paperless) and easy to use (user friendly) so it becomes a simple tool for documenting employee performance on a daily, monthly and even yearly basis. Through the application of E-Kinerja, effective communication was enabled between subordinates and superiors because all the input work provided by subordinates through the application were reported to superiors. Such communication provided the monitoring function to ensure the observance of job analysis documents in day-to-day performance. The application also enabled to monitor and to evaluate the government institutions performance and achievements at any time in accordance with the number of programs/activities managed by an organization unit.

 3. How did the initiative solve the problem and improve people’s lives?
Paperless and use friendliness have become two strong features in the implementation of the application. The application of E-Kinerja could be easily used to measure of performance of the apparatus. The traditional way to present report, either orally or in writing was costly. However, with the use web-based application of E-Kinerja, such process has become cheaper, easier and very helpful to conduct the monitoring of the execution of duties Data is presented in real time and limitless. The application of E-Kinerja enabled mindset and work culture changes. Civil servants started to become proactive, and creative. The application also enabled informal technology use training, yet it might have influenced civil servants to adapt the utilization of technology. Such learning process may have led the civil servants to adapt creative, innovative, integrated, discipline, responsible values in their workplaces. E-Kinerja application provided the basis of additional income for a civil servant. The output of the results obtained by the work of civil servants became a benchmark in the provision of reward and punishment respecting the fairness aspect, the greater the workload of a civil servant has, the benefit will subsequently greater. But low performers will earn less with possible punishment to boost the future performance.

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
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.

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
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.
 6. How was the strategy implemented and what resources were mobilized?
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.

 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
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.

 8. What were the most successful outputs and why was the initiative effective?
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.

 9. What were the main obstacles encountered and how were they overcome?
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: . 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.

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
The benefits resulting from this initiative, among others are: 1. Government Officials: - Capable to input and record the workloads; - Managed to deliver proper SOP to outline duties in accordance with the performance of civil servants. - Avoiding overlap of work. - Ensure career certainty and improve the welfare of employees. 2. Government offices: - Knowing the workload on each government institution; - Knowing the physical realization of financial and program / activities in accordance with the determination of the performance; - Knowing the work load and the contribution of each stakeholder 3. Head of Government offices SKPDs - Knowing workload and duties of subordinates - Knowing the work performance of subordinates / employees - Possessing control instrument 4. Mayor, Deputy Mayor and Municipal Secretary - Knowing the work performance of civil servants and the offices; - Possess the tool to support the implementation of reward and punishment for civil servants; 5. Public - Knowing the institutional profile, organizational structure, and the correlation map positions and position information including specification and terms of office - Transparency and information on government office performance; Significant changes related to the implementation of this program include: 1. The level of discipline that increased In the Year 2011 before E-Kinerja application was launched, the presence of officials within the Government of Banda Aceh was relatively low because there was no evidence of sanctions provided against the employees. However, after the implementation of this application, their presence level increased due to the presence of employees was taken into one of the parameters which directly influence the income support received by the employee each month. 2. Improved Human Resources Apparatus At the time of all personnel required to operate these applications using a computer / laptop, then the employee should be facilitated for training. Improvement in numbers of human resources who operated the work equipment has increased. 3. Internal Controls Supervision and evaluation by superiors to subordinates become easier and scalable. Each supervisor now can immediately see the results of the work of subordinates based on the input report. 4. Equitable Performance Benefit Cross-subsidy occurred in the amount of benefits received by an employee, where employees who have low performance will subsidize high-performing employees (equal pay for equal jobs). So that the budgeted expenditure by local government officials to be spending constant. During the period 2012-2013 a decline in personnel expenditures by 4.64% from 63.66% to 59.02%. 5. Improving Human Resource Management Banda Aceh did not recruit employee since 2007. Application of E-Kinerja support was very helpful in this process because the moratorium created better human resource management. Available human resource can be managed optimally. Employee jobs are distributed in accordance to organization needs.

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
E-Kinerja application was built independently by employees of the City Government of Banda Aceh. It is a web-based application and developed by using open source program, so it would be easy to costumize and can be developed according to the needs of the organization. The application itself is still continuing its development to comply with the Government Regulation No. 46/2011 on Job Performance Assessment. For sustainability alone, there were more than 22 Districts and Cities, two national ministers (i.e. Ministry of Home Affairs and Ministry of Civil Servant Empowerment and Bureaucracy Reform and 2 (two) countries, namely the Netherlands and Sweden have come and observed first hand the workings of this application.

 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)
General experiences obtained as follows: a. Each employee has mastered the computer, understood the duties in accordance with the position and used to write and read. b. Top managers can directly access the recapitulation of the subordinate's performance through the application. c. Forming personal attitudes, mental and discipline of civil servants. d. Development of a monitoring and evaluation between superiors and subordinates. e. Values of good governance, especially the values of honesty, openness and transparency of all parties involved are a prerequisite of success of this program. Recommendation to forward to this application as follows: a. Necessary to develop the application as a whole, especially in the field of public service more broadly and integrated with all applications that are built by the Government of Banda Aceh. b. Community satisfaction survey needs to be done to increase the performance of the apparatus. c. Need to form a working unit echelon III to manage the implementation of e-performance programs. d. Assessment results can be considered for the lead in decision-making (promotion or demotion). e. Policies to provide rewards to employees to work overtime and certain achievements.

Contact Information

Institution Name:   Secretariat of Banda Aceh Municipality
Institution Type:   Government Agency  
Contact Person:   Saifuddin TA
Title:   Municipal Secretary, Banda Aceh Government  
Telephone/ Fax:   (+62651) 22744/ (+62651) 21910
Institution's / Project's Website:  
Address:   Jl. Abu Lam U No. 7 Banda Aceh
Postal Code:   23242
City:   Banda Aceh
State/Province:   Aceh

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