| 4. In which ways is the initiative creative and innovative?
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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.
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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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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.
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| 6. How was the strategy implemented and what resources were mobilized?
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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.
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| 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
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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.
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| 8. What were the most successful outputs and why was the initiative effective?
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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.
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| 9. What were the main obstacles encountered and how were they overcome?
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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.
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