City District Sumenep

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
Prior to 2012, all Licensing Service Policies were still concentrated in Sumenep Regency. This fact complicated the communities, who are living far away from the government centers, to handle all their licensing/permits needs. The problems was even worse by the inadequate road infrastructure as well as the separated geographical condition. Besides, the public opinion about the bureaucracy process in government agencies were so alarming. Public thought that the whole process of the licensing/permit registration and submission must be very lengthy and convoluted, not to mention other worries about illegal levies and personal appearance and attitude of the government officials. This condition surely limited the development of most SMEs since the first thing they need to take care when then wanted to started the business was the licensing/permit stuff. The ability to get loans from banks were also limited, once again, due to the inexistence of the formal documents of the businesses. Many potential SMEs had to suspend their export/import activities due to such obstacles in the past. To answer people's expectations regarding service improvements in the field of Public Service, The Local Government of Sumenep Regency declared the Year of Public Service in 2012. The local government implemented new ideas and policies in the field of public service. The main goal of the innovation are to improve the public service, to accelerate the whole process of the official administration matters, as well as omitting the time and place constraints for such administration matters for the communities.

B. Strategic Approach

 2. What was the solution?
The key initiator of the innovation is the Regent of Sumenep. The Regent declared the 2012 as the Year of Public Service. Soon after that, the local government formed the Local Integrated Licensing Service Agency (BPPT) to the Regency and District level by issuing the Regent Decree No. 22 Jo. 55 year 2012 on the Authorities Delegation from the Regent to District Heads, regulating the what-so-called PATEN program implementation. The PATEN innovation ease the public to take care all their licensing registrations. The residents are also able to register their other administrative papers including the civil registrations. People do not need to regency office; they only need to submit to the administrative requirements of their local government and the maintenance will be conducted by the local government. So the service was completed in the district. As for the kinds of small-scale licenses can be left entirely to the district. To ensure the smoothness of the implementation, as well as to avoid any deviations, violations, or illegal levies, the regency government had issued the decree about the PATEN Service Standards which regulates the type of service, the legal background, the terms, the rates and tariffs, and service time and service procedures, which was then packaged in the service menu and Standard Operating Procedures displayed in every related offices to support the transparency and accountability of the services.

 3. How did the initiative solve the problem and improve people’s lives?
• PATEN has been proved as a mean to avoid any deviation, violation, as well as any illegal levies due to the clear, brief, and comprehensive Standard Operating Procedures; • PATEN Program applied the “One Stop Service” method. All the process and procedures are widely informed to the public through the big information board in the office, allowing the public to monitor the whole process from the beginning; • PATEN officers are equipped with adequate competencies so that they are able to provide excellent service including the art and the ethics of the services. Complaints, aspirations and suggestions from the public immediately receive responses from the officers. This is realized by the provision of services edicts at the office; • In order to set up the excellent service, the Regency Government formed PATEN Service Team and PATEN Performance Evaluation Team to the District level; • Should the time of the process exceeds the standard, the public will be compensated in the form of special privileged of having the whole documents delivered to their residences.

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
The implementation of the innovation was conducted by applying some of the strategies as follows: a. The Regent delegates some of the below authorization to the District Heads: 1. Licensing 2. Recommendation 3. Coordination 4. Development 5. Supervisory 6. Facilitation 7. Inauguration 8. Implementation b. The District Heads are authorized to: 1. Issue the ID Card using online systems; 2. Issue the License of Event/Crowd/Exhibition; 3. Issue the License of Country Road Use and Closure in the district area; 4. Issue the Business Location Permit; 5. Issue the License of Salon Business; 6. Issue the Building Permit for Type 36; 7. Issue the Group C Mineral Mining Permit; 8. Issue the Logging Permit; 9. Issue the Restaurants Permit; 10. Issue the Workshops Permit; 11. Issue the Family Card for Residents; 12. Supervise the existence of unpermitted housings; 13. Supervise the kerosene warehouse; 14. Supervise the development projects in the district area; 15. Issue the DP3 Recommendation for Local Taskforce Unit Heads; 16. Inaugurate the Village Heads, Village Officials, and BPD; 17. Conduct written test for the village secretaries’ candidates. c. In order for the delegation of authority to the Head of the Regent can be implemented effectively, the following steps are required: 1. The forming of Technical Team of Regent’s Authority Delegation; 2. The inventory monitoring activities; 3. The facilitation of technical meetings between departments/regional technical institutions and district heads to match the parts that can be delegated to and be implemented by District Heads; 4. The preparation of the policy draft on the part of the authority delegated to the District Heads; 5. The reordering of District Organizational Structures; 6. The recruitment for the newly rearranged organizational structures; 7. The calculation of the estimated budget for each district in accordance with the load task; 8. The adjustment of the budget with the level and load of the authorities delegated; 9. The calculation of logistical needs estimation; 10. Setting up performance benchmarks.

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
Some government offices/agencies providing support to the implementation of the PATEN innovation including BPPT, Office of Cipta Karya, Local Office of Ministry of Agriculture, Local House of Representatives (DPRD) of Sumenep Regency, the Local Secretariat, the Village Head and Officials, Local development Banks (BPD), entrepreneurs and NGOs who are all involved in the socialization of the innovation.
 6. How was the strategy implemented and what resources were mobilized?
PATENT teams at the operational level is filled by human resources personnel who have the commitment, integrity and dedication in providing public services. Those who become team members are then provided the knowledge and skills and behavioral attitudes as good service officers. The members are joining The Technical Workshop of Public Service and The Technical Workshop of AutoCad Software. Thus all officials at Sumenep Regency PATEN office have understood the scope of their duties, as well as understood the principles of service excellence. The infrastructures for the PATEN formal office were also well prepared. Such infrastructures include the office, the office furniture for registration activities, the place for documents processing, the place for data and information management, the place for finalization process, as well as the waiting room for customers were all provided. Though the completeness of each district office is different, at least all the offices have applied the same standards.

 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
a. The increase in local revenue (PAD) and the significant improvement of public service quality. According to the data from Central Statistics Agency (BPS) the local revenue have shown significant improvement since 2011 until 2013. In 2011, the revenue amount reached IDR 57,940,353,705, indicating 24.06% rise from the previous year. Subsequently, in 2012 local revenue rose 48.21% to IDR 85,871,823,979. Whereas in 2013, the local revenue reached IDR 93,425,523,103, rising to 8.80%; b. The PATEN innovation have also supported the growth of business practices, particularly the informal sector such as SMEs.

 8. What were the most successful outputs and why was the initiative effective?
The evaluation of the service is done every month through surveys box provided in the PATEN office to improve the implementation process. Technically, the box is divided into three parts, displaying the rate of BAD, ENOUGH, and GOOD. The service users are encouraged to insert a coin to the part of the box which they think represents the whole service they have received at the office. While to measure the satisfaction rate, the district government holds Community Satisfaction Index Survey every 6 month, once again, in order to improve the whole process of the innovation implementation.

 9. What were the main obstacles encountered and how were they overcome?
The obstacle faced in the implementation process was the delegation of Building Permit issuance from BPPT, particularly the Residence Building Permit. Some cases were found where several developers were trying to register the residence building permits through the districts office. This was not supposed to happen since the developers need to register at the regency level for they were registering building permits with the total amount above IDR 100 million. To overcome such deviation, the district office have coordinated with the BPPT office to separate such permits issuance.

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
a. The applicants do not need to travel far to get their licensing needs. They only need to come to the nearest district offices which provide the PATEN service; b. The integrated service in one office makes it easy for the applicants to deal with all their licensing needs; the applicants are able to monitor the whole process due to the widely displayed information about the procedural activities they need to go through; c. The lengthy procedures of dealing with government officials have been surely reduced due to the clear information provided and the short time of document processing and license issuance; d. Public are free to deliver their critics or complaint related to the service through the provided Complain Management Service Unit at the office; e. The evaluation process is done directly by the public through the survey box and the semester Public Satisfaction Index Survey.

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
Implementation of this patent will be sustainable because it is one of the implementation of the Public Service Act in Indonesia. To improve the quality of the human resources, the regency government must provide the designated training for the officials. It is expected in the future that the innovation will be synergized with the development and the integration of the technology-based service, allowing public to gain the access easily. The implementation of the PATEN innovation have been continuously developed that the Regency Government sets the target of widely implemented PATEN innovation in Sumenep Regency in 2014.

 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)
There are four pillars to build a welfare society, which is a fair law enforcement, management of good governance, economic growth, political and moral democracy. Associated with good government, good service, proactive, friendly and persuasive, transparent, prioritized processes and products, proportionate and professional, working systemically, lifelong learning and proper placements of stakeholder/shareholder are the traits of any good government. While related to the function of the district as a public service center, according to the principle of "close to the customers", the government should provide a service that is easy, cheap, affordable, and customers-oriented. Thus, the key points are the political will of the Regent/Mayor, the full political support from Parliament, the awareness of the community as the owner of sovereignty to demand good customer service and a commitment from the bureaucrats to change the way in carrying out duties and functions from applying the ruling paradigm to implementing the serving paradigm. It is expected in 2015 that the Sumenep Regency Government are able to apply the e-government service, utilizing the latest IT infrastructures to support the improvement of public service excellence, providing fast and affordable service for the public.

Contact Information

Institution Name:   City District Sumenep
Institution Type:   Government Agency  
Contact Person:   A. Busyro Karim
Title:   Sumenep Regent  
Telephone/ Fax:   (+62328) - 662801
Institution's / Project's Website:  
Address:   Panglima Sudirman Street, No. 425
Postal Code:   69411
City:   Sumenep
State/Province:   East Java

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