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Call “SOS” (Service On the Spot) for Receiving Excellent Vehicle Tax Services
Technical Implementation Unit Local Revenue Office of East Java Province, North Malang and Batu City

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
SAMSAT (the Vehicle Document Registration Center) Karangploso is located in Karangploso sub-district, Malang Regency. Its service covers eight sub-districts in Malang Regency with total working area up to 105.383 km2. It covers the sub-districts of Singosari, Lawang, Karangploso, Dau, Tumpang, Poncokusumo, Pakis, and Jabung. SAMSAT Karangploso handles vehicle tax registration of 513.877 vehicles, with potential income tax up to IDR 180,389,959,925 (USD 13.876 million, USD 1 = IDR 13,000) consisted of 66,598 cars (four or more wheels vehicles) with potential tax up to IDR 87,911,338,775 (USD 6.762 million), and 447,279 motorcycles with potential tax up to IDR 92,478,621,150 (USD 7.114 million). SAMSAT Karangploso operates under the control of Technical Implementation Unit (UPT) North Malang and Batu City area Office, namely “UPT Dinas Pendaptan Provinsi Jawa Timur Malang Utara and Batu Kota”. The UPT is an implementing institution under East Java Province Revenue Office. This UPT is targeted to collect regional revenue of vehicle tax (PKB) and vehicle ownership transfer fee (BBNKB) of IDR 138,500,000,000 (USD 10.654 million) and IDR 95,640,000,000 (USD 7.357 million) respectively. In order to meet the target, the main revenue is collected via 2 payment points, namely Lawang payment point and Tumpang payment point. These collecting offices can cover 355 tax services per day. In addition, Lawang and Tumpang payment points deliver 175 services under SAMSAT mobile service, and 53 services under e-SAMSAT. Thus, the total revenue is IDR 231,025,000 (USD 17,771) per day. At the end of semester II in 2016, the outstanding tax debt in UPT Malang Utara and Batu reached IDR 29,965,716,300 (USD 2.305 million). Compare to the annual target, this local revenue collection only reached 59.83% of target. Based on the evaluation and spatial mapping, there are evidences of large amount of debt in Lawang Sub-district and Singosari Sub-district caused by: (i) Limited service hour and service locations; (ii) Limited time for taxpayers, mainly those who work in companies to pay vehicle tax, SWDKLLJ (compulsory donation for traffic accident insurance), and also to validate STNK (vehicle registration document); (iii) Taxpayers remain has to come to service point, both in the central SAMSAT or SAMSAT payment points.

B. Strategic Approach

 2. What was the solution?
In order to address the problem, the East Java SAMSAT steering committee meeting decided to develop a pro-active service to visit the spot where taxpayers located. This featured service is called “SOS” or Service on the Spot. SOS has a tagline as solusi orang sibuk (solution for busy people) in which SAMSAT’s officers visit all taxpayers where they are located, thus, it can save taxpayers’ cost and time (Short video about SOS can be reached athttps://www.youtube.com/watch?v=gonqSMOjs5M)
 3. How did the initiative solve the problem and improve people’s lives?
The main goal of SOS is to cut distance of SAMSAT’s services getting closer to taxpayers and to provide information about taxpayers’ rights, for example, information about tax administration or government policies relating to motor vehicle tax that would reduce the potential of outstanding debt. This is a pro-active service supported by information technology-based devices. It can also serve all tax payers who live in all cities in East Java province. In addition, SOS can reduce taxpayers’ costs and save their time for paying vehicle tax (PKB). SOS works by request of Company/Institution/College. A taxpayer group can contact call center number (0341)-463 234. SOS will meet all institution-based requests with more than 500 total numbers of taxpayer. The Full implementation of SOS was started in December 2015. Until December 2016, the average transaction of tax services was 46 per day with total revenue of IDR 16,936,400 (USD 1,302) per day. Thus, SOS Service contributed to increasing the total of vehicle tax payment at SAMSAT Karangploso from amount IDR 231,025,000 (USD 17,771) to IDR 247,961,400 (USD 19,073) per day. SOS raised up KB SAMSAT Karangploso’s revenue by 7.3% in 2016. Meanwhile, in 2017, SOS is targeted to double the revenue collection to IDR 37,645,583 (USD 2,895) or 95 tax objects per day. SOS has contributed to the increase of East Java’s local revenues. The upsurge is used to finance the construction of public infrastructure and the implementation of relevant programs to improve social welfare as targeted in the 2014-2019 Medium Term Development Plan of the Province of East Java. These development activities include: (i) Constructing and improving the quality of roads connecting among districts in East Java; (ii) Contributing to improve the acceptance of labor market. In September 2016, labor market was able to absorb 95.79 percent or 19.11 million of labor forces. It relatively improved compared to the previous year; (iii) Contributing to the improvement of equity and expanding access to education. From 2013 to September 2016, provincial government succeeded to build 2,691 kindergartens, 97 inclusive schools, 236 elementary schools, 313 junior high schools, 62 senior high schools, and 459 vocational high schools; (iv) Improving the degree of public health, especially for the poor and most vulnerable by building 115 units of new health facilities, especially in remote areas and vulnerable to health problems; (v) Accelerating and expanding poverty alleviation by making aid programs. It has reduced the number of the poor by 1.85 percent (89,850 people) from 2013 to September 2016. (vi) Increasing food security with a surplus of 3,956,144 tons of rice and 117,020 tons of meat in 2016; (v) Improving the quality and sustainability of environment by planting trees on dry land and the provision of water pumps for floods prevention; (vi) Improving the quality of religious live and inter-religious harmony by distributing social fund assistances for repairing religious facilities and social religious activities; (vii) Improving people's live for being safe and orderly, improving law and better respect for human rights (HAM); (Source: Dynamic Data of East Java province, 2016)

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
The creative and innovative aspects of SOS are: (i) Public transparency, SOS is an excellent service that brings services closer to taxpayers. SOS also attempts to meet the rights of taxpayers related to vehicle tax information in an open and accountable manner; (ii) Effective and efficient service provision, SOS services address the problem of busy taxpayers who are constrained by distance, location, and time in order to pay vehicle tax. By providing SOS service in place, tax payment services can be conducted in an uncommon situation: (a) At certain time, which means the SOS service is not only conducted during working hours, but also in the agreed time between taxpayers and SOS officers; (b) At the location of taxpayer, which means the taxpayers do not need to come to SAMSAT Karangploso; (c) Without distance, which means the services can be provided on the spot wherever the taxpayer located. (iii) System change, SOS service changes the paradigm of how public services are delivered. SOS service changes the system by having the officers of public services visit the taxpayers not only to create public trust but also to meet an excellent service.
 5. Who implemented the initiative and what is the size of the population affected by this initiative?
Parties involved in the development and implementation of SOS service are: (i) East Java SAMSAT Steering committee consists of East Java Police Command, East Java provincial government, and PT Jasa Raharja (insurance) of East Java branch; (ii) East Java SAMSAT technical team consists of Directorate of Traffic of East Java Police Command, East Java Revenue Office, and PT Jasa Raharja (Persero) of East Java branch; (iii) North Malang and Batu City UPTs’ Technical Team consists of the Head of North Malang and Batu City UPTs, Head of Traffic of North Malang Police force and Head of PT Jasa Raharja Representative of Malang as SOS’s initiators; (iv) The UPTs act as the director in tax information section and as the hub between the technical team and steering committee at the provincial level; (v) Head of Traffic of North Malang Police force acts as director of vehicle registration, STNK, BPKB and number plate (TNKB) update section; (vi) PT. Jasa Raharja representative of Malang acts as the director of Jasa Raharja tariff imposition section; (vii) UPT’s Head of Payment and Collection conducts socializations to companies and institutions having more than 500 taxpayers, followed by preparation of database and SOS Service scheduling; (vii) PKB and BBNKB Service Administrator of SAMSAT Karangploso coordinate with the police office and PT Jasa Raharja for scheduling SOS service; (ix) Call Center officers (0341-463234) receive request from companies proposing SOS service. (x) The management of PT. Sumber Alfaria Trijaya (private sector) is the hub as well as a company conducting socialization to all employees regarding the SOS services and schedule (time and days).
 6. How was the strategy implemented and what resources were mobilized?
The implementation strategy of SOS Service : (i) Funding of these activities in principle be charged to the Local Government Budget of East Java province, especially the budget in East Java Revenue Office good for Coordination, Infrastructures (Car Service SOS) and outreach to the stakeholders SOS; (ii) SAMSAT technical team and steering committee conducted studies regarding the development of excellent services which is fit with local wisdom in all working area of East Java SAMSAT; (iii) Establishing implementation unit of SOS service. The establishment of this unit consists of North Malang and Batu City East Java Regional Revenue agencies, Police force of Malang District and PT. Jasa Raharja (Persero) of Malang Representative; (iv) Promoting SOS Service. The promotion is addressed to all stakeholders and targeted beneficiaries of SOS Service that consist of several stages : (a) Spot selection (Location target); (b) Resources preparation; (c) Implementation; (d) Evaluation. (v) Development of SOS Service action plan consisted of 3 main stages: (a) Promotion by the head section of Payment and Collection. The officers approach the companies and institutions with more than 500 taxpayers. If an agreement is achieved, socialization to all taxpayers will be conducted using leaflet and banners regarding requirements and implementation timeline; (b) The spot selection (location targeting) is set based on criteria, such as companies or institution with 500 taxpayers. Several institutions meeting the criteria have been recorded in the annual schedule of SOS service, that are PT. Bentoel, PT. Sumber Alfaria Trijaya, PT. Indomarco, PT. Otsuka, PT. BDF dan PT. Adiputro and PT. Restu Abadi. Moreover, two universities with thousand taxpayers are also included namely Institut Teknologi Nasional (ITN) Malang and Universitas Muhammadiyah Malang; (c) The resources preparation stage is conducted by setting and preparing the SAMSAT officers who will be involved in the SOS service calendar: (-) The head of section of Payment and Collection prepares the data and develop SOS service schedule; (-) Implementing administrator coordinates with the police office and PT. Jasa Raharja regarding the SOS service schedule; (-) Call Center’s officers receive request from companies proposing to get SOS service through call center (0341)-463234. (vi) Implementation stage consists of visiting the spot scheduled by the SAMSAT and the targeted companies or institutions : (a) Initial stage of SOS service implementation had been conducted as pilot with PT. Sumber Alfaria Trijaya located at Jl. Raya Singosari KM. 76 – 86 Singosari – Malang. This company is recorded to have about 1,500 taxpayers, both two wheels and four wheels vehicles; (b) The result of SOS Service at PT. Sumber Alfaria will be used as the evaluation and monitoring case for the improvement of future SOS service; (c) Evaluation stage is conducted by assessing the efficacy rate that is measured by the ratio of taxpayers compared to total taxpayers; (d) The validation and agreement stage by the SAMSAT steering committee regarding the determination of SOS Service as an innovative service in UPT North Malang and Batu City
 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
SOS involves several stakeholders in its design and implementation, which are: (i) East Java SAMSAT Steering committee consists of East Java Police Command, East Java provincial government, and PT Jasa Raharja (insurance) of East Java branch; (ii) East Java SAMSAT technical team consists of Directorate of Traffic of East Java Police Office, East Java Revenue Office, and PT. Jasa Raharja (Persero) of East Java branch; (iii) North Malang and Batu City UPTs’ Technical Team consists of the Head of North Malang and Batu City UPTs, Head of Traffic of North Malang Police force and Head of PT. Jasa Raharja Representative of Malang as SOS’s initiators: (a) The UPTDs act as the director in tax information section and as the hub between the technical team and steering committee at the provincial level; (b) Head of Trafic of North Malang Police force acts as director of vehicle theft registration, STNK, BPKB and number plate (TNKB) update section; (c) PT. Jasa Raharja representative of Malang acts as the director of Jasa Raharja tariff imposition section. (iv) UPT’s Head of Payment and Collection conducts promotions to companies and institutions having more than 500 taxpayers, followed by preparation of database and SOS Service scheduling; (v) PKB and BBNKB Service Administrator of SAMSAT Karangploso coordinate with the police office and PT Jasa Raharja for scheduling SOS service; (vi) Call Center officers (0341-463234) receive request from companies that want to receive SOS service; (vii) The management of PT. Sumber Alfaria Trijaya (private sector) is the hub as well as the one who conduct socialization to all the employees in companies regarding the SOS services and schedule (time and days). During the implementation of SOS Service (December 2015 to December 2016), the average transaction of vehicle tax payment reached 46 transactions per day. The total acquisition could reach IDR 16,936,400 (USD 1,302) per day. Therefore, the SOS succeeded to improve vehicle tax collection under SAMSAT Karangploso by 7.3 percent in a year (From IDR 231,025,000.00/USD 17,771 in December 2015 to IDR 247,961,400/USD 19,073) per day. SOS Services total transactions reached IDR 5,284,787,712 collected from the total payment of 14,462 taxpayers.
 8. What were the most successful outputs and why was the initiative effective?
Outputs and impacts of SOS service: (i) The improvement of number of vehicle taxpayer getting benefit of SOS service. During the implementation of SOS Service (December 2015 to December 2016), the average transaction of vehicle tax payment reached 46 transactions per day. The total acquisition could reach IDR 16,936,400 (USD 1,302) per day. Therefore, the SOS succeeded to improve vehicle tax collection under SAMSAT Karangploso by 7.3 percent in a year (From IDR 231,025,000.00/USD 17,771 in December 2015 to IDR 247,961,400/USD 19,073) per day. SOS Services total transactions reached IDR 5,284,787,712 collected from the total payment of 14,462 taxpayers. In 2017, SOS is targeted to collect vehicle tax of IDR 11,707,776,313 (USD 900,598) of total taxable income of 29,545 taxpayers, both two wheels and four wheels vehicles; (ii) The increasing number of institutions that have been visited by the SOS Service from 3 institutions/companies to 15 institutions/companies; (iii) The availability of economical, easy, fast, and transparent vehicle tax payment mechanism; (iv) Improving accessibility of SAMSAT Karangploso’s service among Taxpayers in order to raise tax compliance. SOS succeeded to reduce SAMSAT Karangploso’s outstanding debt of vehicle tax from IDR 27,766,584,676 (USD 2,135,891) in the beginning of 2016 to IDR 15,729,281,661 (USD 1,209,945) in the end of 2016. In other words, SOS succeeded to reduce the debt by 43.35 percent.
 9. What were the main obstacles encountered and how were they overcome?
There are some obstacles and solutions during the development and implementation of SOS service: (i) Unsynchronized schedule between SAMSAT Office and the targeted companies. To solve this problem, SAMSAT office adjusts the SOS service schedules to all companies and institutions’ requested schedules; (ii) Limited access to Internet to provide service at the targeted location/spot. The solution to this problem is by increasing the cooperation with Internet Provider by increasing the bandwidth (internet quota).

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
The main benefits of SOS Service are: (i) SOS succeeds to provide efficient and effective service since it can reduce distance and time for taxpayers; (ii) SOS service reduces significantly outstanding vehicle tax debt. At the same time, it increases local revenue; (iii) SOS Service has been promoted better image of provincial government’s effort to continuously improve its public services (public trust). There is also change of image on de-bureaucratization of public service in the reform era. People previously have to come to public service office. After the reform, public service officer pro-actively visit the people/taxpayers to provide service; (iv) SOS service has received great appreciation from the public, which is marked by the increasing index of public satisfaction survey: (a) Term I / 2016 index score 88,01; (b) Term II / 2016 index score 88,30; (c) Term III / 2016 index score 88,96; (d) Term IV / 2016 index score 88,97. (v) SOS service increases the synergy of 3 institutions in SAMSAT to be more solid, creative and innovative; (vi) SOS service creates the commitment to support the success of public services of SAMSAT Karangploso; (vii) SOS service creates the synergy with private sector as partners which support the implementation of a new approach in vehicle tax collection.
 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
SOS service meets several aspects of integrity and accountability of public service: (i) Public Transparency Aspect, SOS services aims to bring the service closer to the public, and provide the rights of public regarding vehicle tax information in an open and accountable manner; (ii) Effective and efficient Service delivery, SOS Service addresses some problem of busy taxpayers with distance and time availability obstacles. By implementing SOS service in place, there are several benefits that can be delivered: (a) Certain time which means that the SOS service is not limited by working hours or office hour, but more to an agreed time; (b) Service is brought to the location of taxpayers. They do not need to come to SAMSAT office; ; (c) Without distance means SOS service can take place at the location where tax payers are available at the moment. (iii) System change aspect, SOS services have changed the paradigm of public services, where people is no longer need to come to SAMSAT to get the service, instead the tax officers that bring the services to the taxpayer in order to build public trust and excellent services.
 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)
SOS has contributed to the increase of East Java’s local revenues, mainly for local tax. The upsurge is used to finance the construction of public infrastructure and the implementation of relevant programs to improve social welfare as targeted in the 2014-2019 Medium Term Development Plan of the Province of East Java. Two programs have been financed from local tax, namely : (i) The Program of Jalin Matra (Alternative Way for being Independent and Prosperous) for alleviating the Feminization of Poverty. The Jalin Matra covered 600 villages in all districts in East Java in 2016. The Jalin Matra performed three main activities in each village, namely the alleviation of Feminization of Poverty (PFK), the alleviation of Very Poor Households (RTSM), and the alleviation of households vulnerable to Poverty (PK2); (ii) The Programs of and Gender Equality and Justice, Women's Empowerment, Women and Children Protection, and Family Planning undertaken by Agency for Women's Empowerment and Family Planning (BPPKB) of East Java. These programs are carried out with the following targets: (a) The improvement of gender equality and equity in various development Sectors; (b) The improvement of protection against women and children; (c) The improvement of implementation quality of family planning program which is gender responsive.

Contact Information

Institution Name:   Technical Implementation Unit Local Revenue Office of East Java Province, North Malang and Batu City
Institution Type:   Local Government  
Contact Person:   Sumarsono Sony
Title:   Head of Technical Implementation Unit Local Revenu  
Telephone/ Fax:   +62341491654, +62341476100 (Fax), +628123030123 (T
Institution's / Project's Website:  
E-mail:   pajakdipendajatim@gmail.com  
Address:   Terusan Borobudur No. 28
Postal Code:   65142
City:   Malang
State/Province:   East Java
Country:  

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