IMPROVING THE PERFORMANCE CAPACITY THROUGH E-KINERJA (E-PERFORMANCE) APPLICATION
Secretariat of Banda Aceh Municipality

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
The problems before the implementation of the initiative are as follows: a. The publics have not been satisfied with the quality of services provided by the apparatus. b. The performance of the apparatus and the organization is not transparent . c. The public didn’t have access of information on the job descriptions and responsibilities of certain government position. d. The level of transparency of budget management by the work unit/ organization is still low. e. Not every job or position had Standard Operating Procedure (SOP). f. Creativity and innovation apparatus is still very low. g. 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. h. Assessment of organizational performance and the performance of the apparatus is highly subjective and difficult to measure. i. 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. j. Career development is not guaranteed (promotion and mutation of government officials tend to be subjective) k. Difficulty to enforce diciplinary measures against indisciplinary conducts due to lack of sufficient proofs. l. Apparatus’s performances is not properly documented.

B. Strategic Approach

 2. What was the solution?
The problems above were identified through public complaints and reports services provided by the public either through SMS-based complaint service , website , print or delivered in person. All inputs from the publics were channeled in productive ways in order to improve organization’s performance. (Examples of public complaints and reports received from the public through public complaints, the city of Banda Aceh -based web and SMS can be accessed at the address : www.lpm.bandaacehkota.go.id). Banda Aceh City Government is determined to improve its service as a respond to those complaints. The first strategic step taken was to develop software to manage performances, utilizing the latest development in information technology. The step was fully supported by high rank officials in Banda Aceh City Government. It goes to show that all elements in Banda Aceh City are eager to improve government’s performance. The software, named e-Kinerja whence kinerja being Indonesian word for performance, has changed the mindset and the culture set of the organization and apparatus. With the operation of e-Kinerja, government apparatus are obliged to maximize their work, to become more creative and innovative in fulfilling their duties and functions. It is expected that the application can optimize the services provided for the society. Due to significant changes that it would bring, e-Kinerja was implemented gradually. The first stage was a pilot project in 2012 in which e-Kinerja was implemented in 5 work units. Then in 2013, all work units in Banda Aceh City Government operated it (38 units of work). Drastic changes, like the ones brought by e-Kinerja, would also face resistances. Public education and socialization was key to deal with such obstacles. Banda Aceh City Government formed a Team whose responsibility was to provide information to all work units, to facilitate meetings between high rank officials with the heads of the work units, and to socialize its implementation in religious events. e-Kinerja Implementation Team is led directly by City Government Secretary, whose members are coming from each related work units, and have the required competence. Team structure is available at http://kinerja.bandaacehkota.go.id/anjab. E-Kinerja applications has become a strategic tool for the Government of Banda Aceh in solving the problems mentioned above.

 3. How did the initiative solve the problem and improve people’s lives?
The initiative is creative and innovative seen from the following perspectives: a. Budget Efficiency and Human Resources Optimization: The application is developed internally by Banda Aceh City Government, thus reducing its dependency on suppliers, increasing the efficiency of its budget allocation, and creating an optimal deployment of human resources. b. Intellectual property rights: e-Kinerja is registered in the Ministry of Justice and Human Rights with the registration number : 061 546 , March 1st, 2012 ( http://kinerja.bandaacehkota.go.id/anjab ) . c. Regulation: e-Kinerja application is built based on the regulations that are applied nationally. d. Technology: The concept of the application is user friendly , web-based and has a responsive display can be used by all the apparatus , can be accessed from anywhere via any device. e. Information: The information available in e-Kinerja can be used for quantifying reward and punishment based on performance and the budget realization of which can be accessed in realtime. f. System Integration: This application has been integrated with financial applications and is planned to be integrated with employee and disciplinary application. g. Replication: e-Kinerja can be easily replicated and customize because it is develop base on open source code. As of 2014, the application has been adopted by the Ministry of Internal Affairs and will be replicate by Palangkaraya City Government and Banyuwangi Regency. (http://www.bandaacehkota.go.id/berita711-Pemko_Palangkaraya_Serius_Ingin_Terapkan_e-Kinerja.html#.VE3lUIuUc-M)

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
The stages for the implementation of e-Kinerja are as follows: 1. Planning • Meetings and discussion • Problems and requirement identification • Team arrangement • Construction of working plan 2. Regulation Regulations were prepared and issued by Banda Aceh City Secretariat’s Legal Division, Organization Division and Development Administration Division. Such regulations include all Standard Operating Procedures, Mayor’s Regulations that dictate the mechanism for the implementation of e-Kinerja in all work units. 3. Position Analysis and Job Load Analysis of every work units: All work units were required to submit Position Analysis and Job Load Analysis to Organization Division of the Secretariat of Banda Aceh City Government. The Division then conducted time normalized validations and verifications on the analyses. 4. Application and System Design Comprised of: • Constructing application architecture and business process. • Features Design • Interface Design • Infrastructure Design • Data collection 5. Application and System Design Comprised of: • Database Design • flow diagram Design • use-case diagram Design • Interface design 6. Application and System Construction Comprised of: • Program coding • Infrastructure development • Security system implementation • Application installation 7. Data Input Organization Division verify Job Position Analyses and Job Load Analyses and application administrator would input the function and responsibility of the position holders in each units according to the unit’s position mapping. 8. Review Comprised of: • Application test run • Application evaluation • Infrastructure evaluation 9. Socialization Once the data had been input, the application was run for a test at five working units. Parts of the test run were the training for operation of the application and the substances, and its socialization. 10. Monitoring and Evaluation Monitoring and evaluation of the implementation of e-Kinerja is conducted through the following stages: • Direct officer Every direct officer is obliged to monitor and evaluate the performance of his/her subordinates. • Head of work units Every head of a work unit is obliged to monitor and evaluate the performances of apparatus under his/her command. • Mayor Banda Aceh City Mayor formed monitoring team, headed by City Secretary and assisted by work units, evaluates the program monthly.

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
Banda Aceh City Secretary has formed Special Teams, who handle the preparation, execution, and the monitoring and evaluation of the application. a. Organization Division • Drafts the regulations needed • Facilitates the formation of Job Position Analyses and Job Load Analyses. • Verifies the documents. • Composes circular letters and the implementation manuals of e-Kinerja. • Composes remuneration amounts of the apparatus. • Provides a help-desk and service secretariat for the application. • Evaluates Job Position Analyses and Job Load Analyses documents. b. Development Administration Division • Designs the system/application • Designs the architecture of the system/application • Builds the system/application • Procures the infrastructure of the system/application • Inputs the data • Evaluates technical implementation • Take part in technical help desk • Develops the system/application • Integrates the system/application with other system and application c. Legal Division • Verifies and validates the regulations • Socializes the regulations d. Asset and Finance Management Office • Allocates the budget • Finalizes remuneration amounts of the apparatus • Facilitates the integration with finance application e. Apparatus Training and Education Agency • Performs apparatus’ performance assessment • Finalizes remuneration amounts of the apparatus • Performs the trainings of application operation f. Transportation, Communication and Information Office • Prepares network infrastructures • Disseminates the information through online media g. City Inspectorate • Performs the monitoring of the implementation of the application • Provides inputs and recommendations for the improvement of the application. Beside Banda Aceh City Government’s internal parties, e-Kinerja application has obtained supports from City Parliament and education institution such as Aceh Polytechnic
 6. How was the strategy implemented and what resources were mobilized?
Suggestions, complaints and criticisms from the publics are important inputs for the Mayor, as the main supporter of this initiative. The mayor is committed to provide legalities and allocate enough financial resources during all stages of the implementation of e-Kinerja. Every structural officer holds responsibilities to motivate and monitor the performance of employees under his/her command. Human resources for building and developing the application come from the internal parties of Banda Aceh City Government, and the financial resources are also taken from Banda Aceh City annual budget.

 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
The outputs of the application are as follows: 1. Acts as measurement tool for reward and punishment; 2. Provides information on the requirements, mapping, and correlations of various job positions; 3. Provides performance data of all work units based on budget and physical realizations, and of all apparatus periodically; 4. Provides data of apparatus compositions in all work units;( based on eselon , unit/organization and gender) 5. As best practice for several countries and government institutions.

 8. What were the most successful outputs and why was the initiative effective?
The steps for monitoring and evaluating the implementation of e-Kinerja are as follows: 1. Regular Meeting of the Heads of work units The meeting discusses and evaluates performance data of the apparatus and work units in both weekly and monthly basis; 2. Planned Meeting on Performance Assessment This meeting is held every month to evaluate the performance of apparatus and work units, and accommodates complaints on the assessments; 3. Evaluation Meeting on Finance and Physical Realization The meeting is conducted every week to evaluate finance and physical realizations of each work units; 4. Monitoring and Evaluation on Job Position Analyses and Job Load Analyses Documents Annual meeting to evaluate and verify all changes made on Job Post Analyses and Job Load Analyses. 5. Public Complaints Service Evaluates the performance of work units based on complaints filed by the member of the public through internet and SMS gateway.

 9. What were the main obstacles encountered and how were they overcome?
The main obstacles encountered during the execution of the program include: a. Apparatus’ resistance This obstacle has been tackled through education and socialization that include: • The formation of special team assigned to socialize the program to all work units. • Regular meeting between the Mayor and the heads of work units. • Socializations in religious events. b. The quality of human resources This obstacle is resolved through trainings held by Development Administration Division. c. Equipment and infrastructures Obstacles related to the lack of equipment and infrastructures are resolved through: • Procuring computers for performance assessment; • Adding the number of computer available in every work units; • Building interconnected networks d. The amount of remuneration • To solve this problem, remuneration has been increased 30% from the conventional system; • Ensuring that job loads are ranked accordingly;

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
The key benefits of this initiative are: a. As service users, the public can: • Have access to institutional profiles, organizational structures, job position correlation and mapping, as well as job position information that includes its qualification and specifications; • Obtain transparency regarding the finance and physical realizations in all work units. b. For the apparatus, the initiative has: • Produced standard operating procedure for their performance according their jobs and function; • Encouraged creativity and innovation in serving the public; • Improving apparatus discipline • Encouraged healthy and fair competition between apparatus • Increased apparatus’ understanding on the importance of technology and information system. c. For work units: • can obtain performance evaluation of work units based on the public’s need; • can improve coordination within each work unit in providing the best service. d. For the heads of Work Unit, the initiative has: • generated public oriented policy; • Improved the interactions with the publics to find solutions for various issues; • Served as apparatus’ monitoring and evaluation measurement e. Mayor, Deputy Mayor and City Secretary • Generated public oriented policy; • Increase the percentage of public spending from 35.80% in 2010 to 46.87% in 2014; • Increased interaction between the Mayor and the public citizen to find solutions to the various problems; • As measuring tool for monitoring and evaluating the performance of the entire apparatus

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
The sustainability and transferability of the initiative are ensured by: a. Commitment of Mayor , through: • Required all employees in Banda Aceh City Government to participate in e-Kinerja by Mayor Regulation No. 38 2010; • The Mayor formed e-Kinerja monitoring and evaluation team, led by City Secretary and assisted by all related work units; • The Mayor had made e-Kinerja priority program in City’s budgeting; • Using the performance assessment data from e-Kinerja as the basis for the reward and punishment. b. Technology • e-Kinerja application is built and developed internally by Banda Aceh City apparatus; • The application uses open source technologies; • Budget allocation is prepared every year to develop the application. For 2015, the development will be conducted through Clustering Server c. Organization • The Mayor has regulated the formation of Apparatus Performance Assessment Unit in 2013 based on mayor regulation No 25 ,2013 d. Regulation • Mayor Regulation No. 38 2010 on the implementation of e-Kinerja in Banda Aceh City Government; • Mayor Regulation No. 12 2013 on the standard operating procedure of the implementation of e-Kinerja; • Mayor’s Circular Letter No. 065 2012 on the guidelines for e-Kinerja Assessment Team and position holders. • Mayor’s Decree no. 87 2013 on performance-based additional salary as the consequence of e-Kinerja implementation. • Mayor’s Regulation No. 25 2013 on Organizational Structures of the Civil Servant Performance Assessment Agency e. Transferability • Banda Aceh City’s e-Kinerja has been used as reference for best practice in 2 countries (Netherlands and Sweden), 2 Ministries (Ministry of Internal Affairs, and Ministry of Government Apparatus Empowerment and Bureaucracy Reform), and 22 Cities and Regencies (Palangkaraya, Banyuwangi, Tangerang, Bogor, Bandung, Gresik, Lamongan, East Kutai, Banyuasin, Sukabumi, Ciahi, Pidie Jaya and BanjarBaru, etc.) • Has been adopted by Indonesian Ministry of Internal Affairs and replicated by Palangakaraya and Banyuwangi.

 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:  
E-mail:   t_saifuddin_ta@yahoo.co.id  
Address:   Jl. Abu Lam U No. 7 Banda Aceh
Postal Code:   23242
City:   Banda Aceh
State/Province:   Aceh
Country:  

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