| 4. In which ways is the initiative creative and innovative?
INTAN BERKILAU through its five service components implements innovative, creative, and inclusive approaches that distinguishes it from previous mechanism as follows:
a. Integrated approach that combines information and communication technology-based service and social-based service, which comprehensively generates pro-active, public-oriented and quality land services;
b. Automated information and communication technology-based approach that is provided for free to access relevant information regarding agrarian and spatial planning matters, which has made this initiative accessible, affordable, and equitable;
c. Simplification of procedures, which is applied as an approach to undertake land certification program for citizens to gain economic resources and reform access that has enabled the poor, low income, and vulnerable people to empower themselves properly and economically and to promote feasible local economic growth;
d. Spatial analysis-based and web-GIS based services that provide real-time result and accurate spatial analysis to support one map one policy and licensing process undertaken by local and central government, as well as to assure legal certainty in the area of agrarian rights; and
e. Participative and evaluative approach that involves public participation and provides sufficient space for public to monitor, control, and give feedback concerning land services administration.
| 5. Who implemented the initiative and what is the size of the population affected by this initiative?
The implementing organization of INTAN BERKILAU is Kantah Pemalang as the inventor of the initiative and this corresponds with the accomplishment of its authorities as stipulated in Presidential Regulation Number 20 Year 2015 and The Regulation of Ministry of Agrarian and Spatial Planning/Head of National Land Agency Number 38 Year 2016. Kantah Pemalang is vertical institution of Ministry of Agrarian and Spatial Planning/National Land Agency that is established in regency/city and is under and responsible to Minister of Agrarian and Spatial Planning/Head of National Land Agency through the Head of National Land Agency Regional Office (Kanwil).
The idea of the development of INTAN BERKILAU originated from the Head of Kantah Pemalang. This idea was later discussed within the internal organization of Kantah Pemalang for consolidation and finalization of the the initiative conception. The development of the initiative acquired full support from all personnel of Kantah Pemalang.
Following the series of discussions, Land Service Innovation Development Team was established as a part of Bureaucratic Reform Team of Kantah Pemalang. The main tasks of The Innovation Development Team were to design and build the system, to formulate technical policy and procedures of services, to evaluate and to test the system as well as to ensure the reliability and the operation of the system especially during trial. The execution of these task was directly under monitoring and supervision of the Head of Kantah Pemalang to ensure its effectiveness and acceleration of development of INTAN BERKILAU.
The development of INTAN BERKILAU was also intensively communicated and reported to Kanwil of Central Java Province. Besides, this initiative was also communicated, disseminated, and deliberately discussed with Pemalang Regency Government, House of Representative of Pemalang Regency, NGOs, mass media, and citizens of Pemalang Regency.
INTAN BERKILAU has been implemented since February 2013 and has given benefits in the area of land service administration for about 1,3millions population of Pemalang Regency.
| 6. How was the strategy implemented and what resources were mobilized?
The strategy implemented in INTAN BERKILAU was as described below:
a. Intra-institutional Approach
Focused on the strategy of capacity building and strengthening the organization of Kantah Pemalang, which comprised but not limited to the aspects of brain-ware, hardware and software, financial resources, and facilities and infrastructure of land services. At this point, the following measures were taken:
1) The establishment of the Innovation Development Team, which was assigned:
a) to assess the real condition and quality of service;
b) to identify the obstacles and problems of service;
c) to propose the solution and its steps;
d) to formulate technical policy and procedures of services;
e) to design and build the system;
f) to evaluate and test the system;
g) to ensure the reliability of the system especially during trial.
2) Commitment building of all personnel of Kantah Pemalang together with the signing of integrity pact of each individual.
3) Development and testing of INTAN BERKILAU to discover individual trustworthiness, to get feedback, to ensure the reliability, responsiveness of the system and the accuracy of the results.
4) Internalization of the concept and methodology of five service components through on-the-job training completed with the user’s guide and handbook of each service component.
5) Implementation of INTAN BERKILAU in front-office service or through mobile services equipped with the devices and performed by well-trained service officers.
6) Daily briefing prior to service hours and review of the service performance fortnightly.
7) Monthly evaluation and weekly report.
8) Introduction and publication of INTAN BERKILAU and participation in the public service exhibitions at local, regional and national levels.
b. Inter-institutional Approach
Focused on the strategy of reinforcing co-ordination, co-operation and partnership with relevant institutions that was achieved through below actions:
1) Establishment of partnership co-operation to form synergy and mutual program networking at all levels.
2) Introduction and dissemination of INTAN BERKILAU to all stakeholders.
3) Involving village government to actively participate and to encourage people to utilize INTAN BERKILAU.
4) Engaging land notaries and their professional association in using INTAN BERKILAU to process land transactions and transfer of land rights transactions.
c. Socio-culture Approach
Emphasized the strategy of encouraging inclusiveness of the people and propelling public participation in the delivery of service and social control with social and cultural circumstances being taken into considerations. In this context, these measures were put into action:
1) Involvement of public figures, traditional leaders and religious leaders to take a part in the introduction and dissemination of INTAN BERKILAU in informal gatherings or other relevant social assemblies.
2) Engagement of journalist to transmit news or announcement regarding INTAN BERKILAU via mainstream and social or social mediadi media cetak maupun online.
3) Co-operation with the local government-owned radio to air talk-show and interview program concerning spatial planning issues and land services delivered with INTAN BERKILAU on evening prime time broadcast.
4) Utilization internet-based publications and social media for more mobile and real-time access.
The mobilized resources were:
1) Brain-ware of 1 front office service manager; 1 mobile service manager; 1 administrator of SMS Center; 1 administrator of web-based GIS; 4 front office operators, 4 mobile service operators; 1 CSO and back office assistants;
2) Hardware of HP DL 380 G9 server, PC, laptop, internet modem, printer, scanner, and EDC machine;
3) Software of Windows 2005 server, ARC GIS Web-Server, SQL Server, and INTAN BERKILAU application;
4) Data of relevant digital map and land registration data;
5) Facilities and infrastructures of services.
The financial resource of INTAN BERKILAU implementation was from State-Budget and Non-Tax State Revenue that was allocated on yearly basis.
| 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
The stakeholders involved in the design of INTAN BERKILAU were as stated below:
a. land service innovation development team of Kantah Pemalang;
b. bureaucratic reform team of Kantah Pemalang; and
c. Kanwil of Central Java Province.
In the implementation stage of INTAN BERKILAU, the following stakeholders were involved:
a. all personnel of Kantah Pemalang;
b. management of Kanwil of Central Java Province;
c. the Regent of Pemalang and local government institutions of Pemalang Regency;
d. House of Representative of Pemalang Regency;
e. Law enforcement institutions in Pemalang Regency;
f. Tax Office of Pemalang Regency;
g. State Auction Office of Pemalang Regency;
h. Office of Ministry of Religion of Pemalang Regency;
i. Indonesia Wakaf Agency of Pemalang Regency;
j. GSM operators;
k. financial institutions;
l. head of subdistricts and head of villages in Pemalang Regency;
m. public notary/land notary and the notary/land notary professional association;
n. state-owned enterprises, local government-owned enterprises, village-owned enterprises;
p. local mass media including radio and newspaper;
q. all citizens of Pemalang Regency as the users of land services;
r. groups of indigenous communities of Pemalang Regency; and
s. social and religious organizations and foundations in Pemalang Regency.
| 8. What were the most successful outputs and why was the initiative effective?
a. Outputs of INTAN BERKILAU are as follows:
1) Pro-active services of LAJU PEMALANG provide 12 services, which 11 out of 12 generate land rights certificates and the remaining generates information about land value.
2) STAR provides integrated land certification service and access to loan grant, which generates land rights certificate and land mortgage certificate.
3) SMS Center service generates the following outputs:
a) data/information of complaints handling, feedback, and response to public participation and aspirations;
b) information regarding among others procedures and requirements, duration of completion, and tracing position and latest status of applications;
c) data/information regarding 12 services; and
d) data/information to notify schedule of cadaster survey, verification, blocking by tax office or the court, postponement of service and announcement of physical and juridical data.
4) Spatial analysis with web-based GIS service generates the following outputs:
a) information about land value, land use and spatial planning;
b) document of technical recommendations regarding land acquisition for development for public interests and prerequisite of spatial and land use licenses;
c) worksheet map of land cadaster survey;
d) thematic map; and
e) documents of land parcels check plot.
5) Output of AYO WAKAF service is wakaf certificate.
b. INTAN BERKILAU commits and corresponds to SDGs as indicated below:
1) It enables the eradication of extreme poverty for all people in Pemalang Regency and ensures that all genders particularly women, the poor and vulnerable citizens benefit from equal economic resources and access to land services, land tenure and ownership and control over land as stated in GOAL 1 and GOAL 5.
2) It encourages the realization of GOAL 2 that the agricultural productivity and incomes of small farmers and fishers and other vulnerable group are improved and these people have secure and equal access to land and financial services.
3) It promotes the capability and empowerment of women to utilize information and communication technology to access land services as articulated in GOAL 5.
4) It fosters regional development planning of Pemalang Regency as set in GOAL 11.
5) It ensures the achievement of GOAL 16 through:
a) the eradication of corruption and bribery in land services;
b) effectiveness, accountability, and transparency of land services administration;
c) responsive, inclusive and participatory decision-making in the area of land administration and spatial planning; and
d) availability of public access to information and protection of land rights of the citizens.
| 9. What were the main obstacles encountered and how were they overcome?
The obstacles encountered during the implementation of INTAN BERKILAU are as follows:
a. The implementation of INTAN BERKILAU required vast and thorough adjustment in the delivery of services since it introduced new and different service mechanism, which applied full front-office service and the use of technology that made the former back-office services left. On one hand, the delivery of services had to continue with the new system applied and without delay due to the commitment to prioritize public necessities. On the other hand, this change had to be followed with the change of mindset, culture set and behavior set of all personnel, which demanded a process and could not instantly occur. Experiencing this challenge, the following is the taken way out:
1) internalization of the values of implementing the new system;
2) applying on the job training method;
3) providing coaching and adjunct technical assistance;
4) periodic and incidental supervisions;
5) convening daily morning brief 30 minutes prior to service hours;
6) weekly individual evaluation;
7) reward and punishment to stimulate optimum performance.
b. The unavailability and unstable internet connections since internet networks had not been evenly available throughout Pemalang. To overcome this hindrance, the mobile service of INTAN BERKILAU was operated in the locations where internet connections were available such as in sub-district office, post office or office of local government. Else, in an emergency situation INTAN BERKILAU was operated in offline mode.
c. Unreliable and unavailable of electricity infrastructure in remote areas to deliver mobile service that was anticipated with generator-set brought by Kantah Pemalang personnel for power supply.
d. Different level of public technology literacy and comprehension that was addressed through periodic and frequent dissemination of information, providing adequate and specific service guidance for special need customers and distribution of user-friendly manuals.