ISBN 978-602-71510-4-8
Cetakan 1 - Juni 2015
Diterbitkan oleh :
Kementerian Pendayagunaan Aparatur Negara dan Reformasi Birokrasi
Jln. Jend. Sudirman Kav. 69, Jakarta 12190
Sanksi pelanggaran Pasal 44, UU 7 Tahun 1987 tentang Perubahan atas Undang-Undang No.
6 tahun 1982 tentang Hak Cipta
1. Barang siapa dengan sengaja dan tanpa hak mengumumkan atau memperbanyak suatu
ciptaan atau memberi izin untuk itu, dipidana dengan pidana penjara paling lama 7 (tujuh)
tahun dan/atau denda paling banyak Rp. 100.000.000,- (seratus juta rupiah)
2. Barang siapa dengan sengaja menyiarkan, memamerkan, mengedarkan atau menjual
kepada umum suatu ciptaan atau barang hasil pelanggaran Hak Cipta sebagaimana
dimaksud dalam ayat (1), dipidana dengan penjara paling lama 5 (lima) tahun dan/atau
denda paling banyak Rp. 50.000.000,- (lima puluh juta rupiah).
2 Juara dan 3 Finalis
UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015
dari INDONESIA
2 Winners and 3 Finalists
UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015
From INDONESIA
K
ementerian Pendayagunaan Aparatur Negara dan Reformasi
Birokrasi melaksanakan kegiatan tahunan Kompetisi Inovasi
Pelayanan Publik. Kompetisi ini mendorong program “Satu
Instansi, Satu Inovasi” (One Agency, One Innovation) yaitu setiap
Kementerian, Lembaga, Pemerintah Propinsi, Kabupaten, dan Kota
diwajibkan menciptakan minimal satu inovasi setiap tahunnya.
Dari hasil Kompetisi Inovasi Pelayanan Publik tahun 2014 dan
5 finalis UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2014
diikutsertakan dalam UNPSA 2015 yang merupakan tahun ke 13.
Puji syukur dipanjatkan kepada Tuhan Yang Maha Kuasa atas berhasilnya Indonesia
mendapat 2 Juara dalam Kategori 1 dan 3 (Kabupaten Aceh Singkil dan Kabupaten Sragen),
serta 3 Finalis (Kabupaten Pinrang dan Kabupaten Sumenep, serta Kota Cilegon) dalam UNPSA
2015 untuk wilayah Asia dan Pasifik. Kemenangan tersebut kami apresiasi dengan menerbitkan
Buku yang berjudul: “2 Juara dan 3 Finalis UNITED NATIONS PUBLIC SERVICE AWARDS
(UNPSA) 2015 dari INDONESIA”. Buku ini merupakan bagian dari transfer pengetahuan
inovasi pelayanan publik agar direplikasi atau ditiru oleh unit pelayanan publik lainnya.
Prestasi ini luar biasa dan merupakan hadiah bagi seluruh rakyat Indonesia, dimana
menjadi juara untuk pertama kali sejak keikutsertaan Indonesia di tahun 2008.
Akhirnya, saya menyampaikan penghargaan kepada para juara dan finalis UNPSA 2015,
dan semua pihak yang telah bekerja sama untuk mencapai prestasi dan peluncuran buku ini.
iv 2 Juara dan 3 Finalis UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015 dari INDONESIA
Foreword
The Ministry of Administrative and Bureaucratic Reform hosts annual event of Public
Service Innovation Competition. The competition stimulates One Agency, One Innovation
program i.e. each Ministry, Institution, Province, Regency, and City are obliged to create at least
one innovation per year.
The winners of 2014 Public Service Innovation Competition and the finalists of 2014 United
Nations Public Service Awards (UNPSA) were nominated as the Indonesian representation in
the 2015 UNPSA.
All praise due to God the Almighty for achievements of Aceh Singkil Regency and Sragen
Regency that won the second place (2nd Winners) in the 2015 UNPSA for Asia Pacific Region
and the accomplishments of Pinrang Regency, Sumenep Regency, and Cilegon City as Finalists
in the similar event. We appreciate those outstanding achievements by publishing a book titled
“2 Winners and 3 Finalists of the 2015 United Nations Public Service Awards From Indonesia”.
This book is part of public service innovation transfer for the replication purposes among the
public service units.
These are remarkable achievements and tributes to all Indonesians because this is the
first time for Indonesian delegates become the winners since its participation in 2008.
Finally, I would like to convey gratitude to the winners and finalists of the 2015 UNPSA, and
all parties who have worked together to achieve the accomplishments and the book launching.
2 Winners and 3 Finalists From INDONESIA in UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015 v
Menteri Pendayagunaan Aparatur Negara
dan Reformasi Birokrasi
Sambutan
T
erdapat banyak cara untuk meningkatkan kebanggaan dan
nasionalisme warga Negara terhadap negaranya. Cara yang
paling nyata adalah dengan mencapai prestasi-prestasi di
kompetisi global. Inilah yang kita saksikan dari partisipasi kita pada
United Nations Public Service Awards (UNPSA) 2015.
UNPSA 2015 telah menempatkan Indonesia sebagai juara pada
dua kategori. Dua inovasi pelayanan publik dari pemerintah daerah
yaitu Kabupaten Aceh Singkil dan Kabupaten Sragen telah mengemuka
di antara 960 inovasi negara anggota PBB.
Saya menyampaikan selamat kepada semua pihak yang telah
terlibat dalam proses pencapaian ini. Tentu saja, usaha yang sungguh-sungguh meliputi visi yang
kuat, kerja keras yang konsisten, dan sumber daya yang besar telah dikerahkan dalam proses
mencapai prestasi ini.
Prestasi ini telah membawa sekurang-kurangnya dua makna. Pertama, unit pelayanan
publik di Indonesia memiliki kemampuan untuk menciptakan inovasi-inovasi sejati yang bertaraf
internasional. Kedua, partisipasi di kompetisi internasional telah menyemangati unit pelayanan
publik di Indonesia untuk meningkatkan kinerjanya. Oleh karena itu, kementerian yang saya
pimpin akan memberikan dukungan semaksimal mungkin untuk pastisipasi selanjutnya di
kompetisi UNPSA maupun kegiatan yang serupa.
Saya berharap Tuhan Yang Maha Kuasa memberkahi niat baik dan amal kebajikan untuk
berbakti kepada bangsa dan negara.
vi 2 Juara dan 3 Finalis UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015 dari INDONESIA
The Minister Of Administrative And Bureaucratic Reform
Republic Of Indonesia
Greetings
T
here are many ways to improve pride and nationalism of citizens toward their country. The
most obvious way is to achieve accomplishments at the global competition. This is what we
saw from our participation in the United Nations Public Service Awards 2015.
The 2015 UNPSA placed Indonesia as winners in two categories. Two innovations of public
service from the Indonesian local administration, namely Aceh Singkil and Sragen, have excelled
among 960 UN member countries innovations.
I congratulate all parties that have involved to the making of this achievement. Surely, extensive
efforts consist of a strong vision, consistent hardworking, and huge resources have been allocated
in the process.
This achievement has brought at least two meanings. Firstly, public service agencies in
Indonesia have the ability to invent the world-class and genuine innovations. Secondly, participation
in the international competition has encouraged public service agencies in Indonesia to perform
better. Therefore, our ministry will provide tremendous supports to the incoming participations
in similar competitions.
I wish God the Almighty bless our good intentions and actions to serve the nation and the
country.
Minister of Administrative
and Bureaucratic Reform
2 Winners and 3 Finalists From INDONESIA in UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015 vii
Daftar Isi
Kata Pengantar Deputi Bidang Pelayanan Publik iv
3. Reformasi Pelayanan Pajak Daerah Kota Cilegon (Dari Rakyat Oleh Rakyat
Untuk Rakyat) di Kota Cilegon 75
viii 2 Juara dan 3 Finalis UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015 dari INDONESIA
Table of Contents
Foreword Deputy Public Service v
Greetings The Minister of Administrative and Bureaucratic Reform Republic of Indonesia vii
Table of Contents ix
2 Winners and 3 Finalists From INDONESIA in UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015 ix
TOP 99 INOVASI PELAYANAN PUBLIK INDONESIA
x TAHUN 2014
Akhmad Sukardi (Sekda Provinsi Jawa Timur), Safriadi (Bupati Aceh Singkil), Agus
Fatchur Rahman (Bupati Sragen), Mirawati Sudjono (Deputi Bidang Pelayanan
Publik KemPAN RB)
x 2 Juara dan 3 Finalis UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015 dari INDONESIA
TOP 99 INOVASI PELAYANAN PUBLIK INDONESIA
x TAHUN 2014
Akhmad Sukardi (Sekda Provinsi Jawa Timur), Sitti Hasnah Syam (Direktur RSUD
Lasinrang, Kab. Pinrang), Abuya Busyro Karim (Bupati Sumenep), Mirawati Sudjono
(Deputi Bidang Pelayanan Publik KemPAN RB)
2 Winners and 3 Finalists From INDONESIA in UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015 xi
TOP 99 INOVASI PELAYANAN PUBLIK INDONESIA
x TAHUN 2014
xii 2 Juara dan 3 Finalis UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015 dari INDONESIA 2 Winners an
TOP 99 INOVASI PELAYANAN PUBLIK INDONESIA
x TAHUN 2014
Plakat Juara 2 UNPSA 2015 wilayah Asia Piagam Juara 2 UNPSA 2015 wilayah Asia
dan Pasific: Kabupaten Aceh Singkil dan Pasific: Kabupaten Aceh Singkil
nd 3 Finalists From INDONESIA in UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015 xiii
TOP 99 INOVASI PELAYANAN PUBLIK INDONESIA
x TAHUN 2014
Plakat Juara 2 UNPSA 2015 wilayah Asia Piagam Juara 2 UNPSA 2015 wilayah Asia
dan Pasific: Kabupaten Sragen dan Pasific: Kabupaten Sragen
xiv 2 Juara dan 3 Finalis UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015 dari INDON
TOP 99 INOVASI PELAYANAN PUBLIK INDONESIA
x TAHUN 2014
Para Ketua Delegasi berfoto bersama dengan wakil dari PBB sesudah
Penghargaan UNPSA 2015
NESIA 2 Winners and 3 Finalists From INDONESIA in UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015 xv
TOP 99 INOVASI PELAYANAN PUBLIK INDONESIA
x TAHUN 2014
TOP 99 INOVASI PELAYANAN PUBLIK INDONESIA
x TAHUN 2014
2 Juara
UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015
dari INDONESIA
2 Winners
From INDONESIA in
UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015
2 Juara
ANALISIS MASALAH
1. Apa masalah yang dihadapi sebelum inisiatif ini dilaksanakan?
Aceh Singkil adalah salah satu dari 23 kabupaten di Provinsi Aceh, dan 110.707
warganya dilayani oleh 11 pusat kesehatan masyarakat (Puskesmas) yang tersebar di
daerah pesisir, perbukitan, dan daerah aliran sungai. Roda perekonomian di daerah
ini terutama digerakkan oleh perkebunan sawit.
Sebelum inisiatif ini mulai dilaksanakan, banyak bayi dilahirkan dengan bantuan
dukun di Aceh Singkil, khususnya di desa-desa daerah aliran sungai. Laporan Badan Pusat
Statistik menunjukkan bahwa 38,28 persen kelahiran di kabupaten ini ditangani oleh
dukun pada tahun 2010. Data kabupaten menunjukkan bahwa 122 dukun terlibat
aktif dalam membantu proses persalinan pada tahun yang sama.
Meskipun tenaga bidan yang telah menerima pelatihan medis sebenarnya tersedia
di kabupaten, tradisi masyarakat di daerah ini sangat kuat dan dukun merupakan
sesepuh yang sangat dihormati karena dipercaya memiliki kemampuan spiritual dan
pengobatan khusus. Kedudukan dukun yang dihormati di masyarakat dan tenaga
mereka yang murah menjadi alternatif yang menarik bagi sebagian besar keluarga
dari golongan ekonomi yang lebih rendah, tingkat pendidikan yang rendah dan
daerah terpencil yang jauh dari sarana kesehatan.
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2 Winners
PROBLEM ANALYSIS
1. What was the problem before the implementation of the initiative?
Aceh Singkil is one of 23 districts in Aceh Province, and 110 707 citizens
served by 11 community health centers spread in coastal areas, hills, and
watersheds. The economy in this area is mainly driven by oil palm plantations.
Before this initiative began, many babies were delivered with the assistance
of traditional birth attendants (TBAs) in Aceh Singkil. A report by Indonesia’s
Central Bureau of Statistics shows that 38.28% of deliveries in the district were
handled by traditional birth attendants in 2010. District data shows that 122
TBAs were active in child delivery services the same year.
2 Winners and 3 Finalists From INDONESIA in UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015 3
2 Juara
Sebuah proyek percontohan untuk menjalin kerja sama antara dukun dan bidan
diperkenalkan pada tahun 2012. Proyek ini bertujuan untuk memanfaatkan
keterampilan tenaga medis kepada banyak ibu sehingga dapat mengurangi penyakit
dan kematian yang disebabkan oleh kehamilan dan kelahiran. Dua tahun setelah
proyek percontohan diluncurkan, jumlah ibu yang melahirkan dengan bidan di dua
desa telah meningkat sebanyak dua kali lipat, dan resiko kematian turun secara
signifikan.
B. PENDEKATAN STRATEGIS
2. Siapa yang telah mengusulkan pemecahannya dan bagaimana inisiatif
ini telah memecahkan masalah yang dihadapi?
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2 Winners
B. STRATEGIC APPROACH
2. Who proposed the solution and how did the initiative solve the
problem?
The health department in Aceh Singkil aims to ensure that all births in the
district are attended by trained midwives or other medical personnel. However,
they have faced a number of difficulties in reaching all of the communities that
need support. After evaluating the pilot project, the health department learned
that all births in the two target villages had been attended by midwives since
the beginning of the program. This was a great achievement, and it inspired the
district to move forward with the initiative. Twenty nine villages signaled they
were interested in implementing the TBA-midwife partnerships, as they saw it
worked to take advantage of the respective strengths of both traditional births
attendants and midwives. The health office decided to continue working with
local NGO Daun, who had been the civil society partner during the pilot project.
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2 Juara
6 2 Juara dan 3 Finalis UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015 dari INDONESIA
2 Winners
The strategy for introducing and implementing the partnerships in 29 new villages
closely followed the process undertaken in the original pilot villages. Key stakeholders
were mobilized to take part in discussions on the problem of unskilled deliveries and
maternal mortality. The idea of partnerships between TBAs and midwives was presented
as a potential solution to these issues during the meetings, and after discussion, it was
supported by the village head, head of the local mosque, community leaders, religious
leaders, and local health volunteers, as well as by TBAs and midwives themselves.
Following these consultations, the partnerships were developed swiftly and with
wide support. The district health office issued an instruction letter on the replicating
of TBA-midwife partnerships; this provided formal support for the expansion of the
initiative. Decrees were also issued by the village heads of each replicating village, and
this served to further strengthen the importance of the partnerships in the eyes of the
community. These local regulations legislated that that every TBA would receive an
honorarium from the village for their services in assisting trained medical personnel
with child deliveries. It was decided that TBAs were also eligible under the regulation
to receive additional compensation from the national insurance scheme (Jaminan
Kesehatan Nasional) for sharing in the handling of the patient.
2 Winners and 3 Finalists From INDONESIA in UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015 7
2 Juara
Kemitraan antara dukun dan bidan telah menyebabkan penurunan kelahiran dibantu
oleh dukun bayi di 31 desa (2 percontohan dan 29 lanjutan). Sebaliknya, sebagaimana
diizinkan oleh MoU, dukun bayi kini sering terlibat dalam kelahiran di klinik kesehatan
setempat, di mana mereka memberikan dukungan spiritual kepada ibu saat melahirkan.
Ibu melaporkan merasa lebih nyaman sekarang karena mereka dapat dibantu oleh
dukun dan bidan terlatih, dan, yang paling penting, tidak ada kematian ibu terjadi
selama kelahiran yang dibantu oleh dukun bayi sejak kemitraan dimulai.
Inisiatif ini secara kreatif ditujukan untuk mengatasi sebuah situasi yang memiliki
potensi menjadi sangat kontroversial karena melibatkan budaya lokal, tradisi lama, dan
peran orang tua yang dihormati. Namun, dengan melibatkan dukun dalam pemecahan
masalah yakni mengundang mereka untuk berpartisipasi dalam kemitraan yang saling
menguntungkan, maka inisiatif ini sangat sukses. Wanita hamil sekarang memiliki
keuntungan dari bimbingan spiritual dan budaya dari dukun serta bantuan medis
yang terampil dari bidan terlatih.
Sementara kemitraan antara dukun dan bidan bukan sesuatu yang baru di Indonesia,
pelaksanaan kemitraan di Aceh Singkil berbeda dengan di kabupaten lainnya.
Mengeluarkan peraturan daerah dan menandatangani nota kesepahaman pada upacara
publik memberikan tambahan formalitas pada inisiatif tersebut. Komposisi MoU itu
sendiri juga berbeda dengan kebanyakan MoU dikembangkan di daerah lain - perbedaan
penting adalah struktur insentif keuangan untuk dukun yang berpartisipasi dalam
kemitraan, dengan dana yang berasal dari Dinas Kesehatan, skema asuransi nasional,
dan alokasi anggaran desa. Tidak ada dareah lain di Indonesia yang memiliki basis
pendanaan yang luas untuk kemitraan dukun-bidan. Kombinasi semua mekanisme
ini akan menjamin keberlanjutan inisiatif ini.
8 2 Juara dan 3 Finalis UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015 dari INDONESIA
2 Winners
The next step was to develop and sign the Memorandums of Understanding (MoUs)
between the traditional birth attendants and the midwives in each village. These MoUs were
a very important part of the process, as they represented an official agreement between
partners. The MoUs included information on the respective roles and responsibilities of
TBAs and midwives, and the honorariums and compensation due to TBAs. The MoUs
were all signed during public events, witnessed by the village heads and staff from the
district health office. The formal event increased the importance of the partnerships from
the viewpoint of the community, as community members could see for themselves the
people and effort involved in developing and implementing the initiative. The events also
served to raise awareness of the new partnerships and of the importance of giving birth
with medical assistance.
The partnerships between TBAs and midwives has ultimately led to a decrease in
births assisted by TBAs in all 31 villages (2 pilot and 29 replications). Instead, as permitted
by the MoUs, TBAs are now frequently involved in births at local health clinics, where
they provide spiritual support to mothers during delivery. Mothers report feeling more at
ease now that they can be assisted by both TBAs and medically-trained midwives, and,
most importantly, no maternal deaths have occurred during births assisted by TBAs since
the partnerships began.
This initiative creatively addressed a situation that had the potential to be extremely
controversial since it involved local culture, long-standing traditions, and the roles of
respected elders. However, by involving TBAs in the solution by inviting them to participate
in a mutually beneficial partnership, the initiative was very successful. Pregnant women
now have the benefit of both the spiritual and cultural guidance of TBAs and the skilled
medical assistance of trained midwives.
While partnerships between TBAs and midwives are not new in Indonesia, the
manner in which they have been implemented in Aceh Singkil is different to that of many
other districts. Issuing government decrees and signing the MoUs at public ceremonies
give an extra degree of formality to the initiative. The composition of the MoUs are
themselves also different to most MoUs developed in other areas – the critical difference
is the structure of the financial incentives for TBAs participating in the partnerships, with
funds coming from the district health office, the national insurance scheme, and village
budget allocations. No other district in Indonesia has such a broad funding base for its
TBA-midwife partnerships. All these mechanisms combined will ensure the initiative’s
sustainability.
2 Winners and 3 Finalists From INDONESIA in UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015 9
2 Juara
10 2 Juara dan 3 Finalis UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015 dari INDONESIA
2 Winners
One of the first steps in implementation of the action plan was to hold a focus
group discussion with government and non-government stakeholders to identify health
problems and identify solutions. One of the main problems related to safe delivery was
a lack of public trust among the residents of both the pilot and the replicating villages
in the abilities of newly-posted medical personnel who had recently completed their
midwifery courses, had little practical experience, and could not speak local dialects.
A wide range of stakeholders attended the discussion, including health clinic directors,
midwife coordinators, village midwives, health volunteers, village heads, religious elders,
community leaders, representatives of the midwives association, youth representative,
media, district-level Health Committee, and NGOs. Information on the results of the
TBA-midwife partnerships already implemented in 2012 in other villages in Aceh Singkil
was also incorporated into the discussions.
2. Issuance of the instruction letter from the Head of Aceh Singkil’s Health Office on
replication of the TBA-midwife partnership
Given that the district health office supervises community health centers, the head
of district health office issued an instruction letter to ensure each clinic implements the
TBA-midwife partnership.
A public workshop was held to gather midwives, TBAs, village heads, religious leaders,
village health workers, community leaders, representatives of the Indonesian Midwives
Association, midwife coordinators, health clinic directors, health department officials, and
youth to emphasize the importance of and solidify support for the partnership program.
From this workshop, the heads of each replicating village allocated village fund in the
amount of IDR 50,000/month for each TBA as a “base salary”, and an agreement was
reached to provide an additional incentive of IDR 50,000 per delivery from funds in
the national insurance scheme. During this workshop stakeholders agreed upon the
rights and responsibilities of midwives and TBAs prior to delivery and during the
delivery later codified in the MOU for partnership between midwives and TBAs).
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To institutionalize the incentive structure that had been developed for TBAs, the village
heads drafted and signed decrees for TBAs in each of the 29 replicating villages, which
provided a strong, sustainable legal basis for the TBA-midwife partnership.
After negotiating the terms the agreement, the partnership was further legitimated
through the signing of MoUs between midwives and TBAs, and was witnessed by officials
from the health department, heads of the health clinics, village heads, members of the
Indonesian Midwives Association, religious elders, and community leaders.
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2 Juara
Sebuah LSM lokal, Daun, memberikan pengembangan kapasitas dan dukungan advokasi
di bidang tata kelola kesehatan, melalui kerja sama dengan tenaga relawan kesehatan
lokal, kepala desa dan pejabat dinas kesehatan dan memfasilitasi diskusi secara teratur
selama pelaksanaan inisiatif. Secara bersama-sama, para pemangku kepentingan
ini mengadakan analisis masalah dan membahas struktur dan kerangka perjanjian
kemitraan termasuk struktur insentif yang cocok. Daun juga mendukung pemangku
kepentingan terkait untuk melaksanakan kegiatan pemantauan dan evaluasi guna
mengukur dampak dari kemitraan dan kesempatan untuk pengembangan lebih lanjut.
Para kepala desa dari dua desa percontohan dan 29 desa replikasi merupakan pendorong
utama dari inisiatif ini, dengan memberikan dukungan regulasi dan sumber daya
keuangan untuk kemitraan. Dengan masukan dari bidan, dukun, staf klinik kesehatan,
Dinas Kesehatan Kabupaten dan Asosiasi Bidan Indonesia, para kepala desa mampu
menyusun dan memberlakukan peraturan yang menjadi landasan kesuksesan inisiatif ini
Para tokoh lokal bidang budaya dan agama memberikan dukungan sosialisasi mengenai
inisiatif ini untuk memastikan agar informasi yang akurat tentang kemitraan dukun-
bidan disampaikan kepada saluran-saluran lokal yang terpercaya, termasuk pertemuan
keagamaan dan informal masyarakat. Upaya-upaya tersebut juga didukung oleh
kelompok PKK di desa.
Di dua desa percontohan, forum pengawasan pelayanan kesehatan berbasis masyarakat
melakukan evaluasi rutin program dan membantu klinik dan pemerintah daerah ketika
desa-desa mengalami masalah yang mereka tidak bisa memecahkan sendiri. Pada
29 desa replikasi, anggota masyarakat juga terlibat dalam pengawasan dan evaluasi,
tetapi pada tingkat yang lebih informal, bekerja secara langsung dengan bidan desa
dan bidan kepala klinik setempat untuk melaporkan kehamilan dan dukun yang
bekerja di luar tugas yang diizinkan.
6. Sumber daya apa saja yang digunakan untuk inisiatif ini dan bagaimana
sumber daya itu dimobilisasi?
Untuk melaksanakan kemitraan dukun-bidan di Aceh Singkil, berbagai pemangku
kepentingan menyediakan dana guna mendukung inisiatif ini:
Daun, a local NGO, provided capacity development and advocacy support for health
governance in conjunction with local health volunteers, village leaders, and health office
officials. Daun also facilitated regular discussions throughout the implementation of the
initiative. Together these stakeholders conducted problem analysis, and discussed the
structure and framework of the partnership agreement, including deciding on appropriate
incentive structures. Daun also supported the related stakeholders to conduct monitoring
and evaluation activities to measure the impact of the partnership and opportunities
for further improvement.
The village heads of the two pilot and 29 replicating villages were key drivers of this
initiative, providing regulatory support and financial resources for the partnerships. With
input from midwifes, TBAs, health clinic staff, the district health office and the Indonesian
Midwifes Association, the village heads were able to draft and enact regulations that
proved foundational for this initiative’s success.
Local cultural and religious leaders provided outreach support for the initiative to
ensure accurate information about the partnership was distributed among trusted local
channels, including religious and informal community gatherings. These efforts were
also supported by the village branch of the Organization for Women’s Empowerment
and Family Welfare (PKK).
In the two pilot villages, the community-based health service oversight forums
conducted regular evaluations to the program and advocated the clinics and local
governments when the villages encountered problems that they could not solve on their
own. In the 29 replicating villages, community members are also involved in monitoring
and evaluation, but on a more informal level, working directly with village midwives
and the head midwives of the local clinics to report pregnancies and any TBAs working
outside of the duties permitted.
6. What resources were used for the initiative and how were they
mobilized?
To implement the TBA-midwife partnership in Aceh Singkil, different stakeholders
provided funds to support this initiative. The breakdown was as follows:
- Aceh Singkil Health Department (2012): IDR 56,250,000 (USD 4,634) to support
implementation of the pilot TBA-midwife partnerships.
- Aceh Singkil Health Department (2013): IDR 37,577,000 (USD 3,081) to replicate
the partnerships to additional villages and health clinics throughout the district.
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- Aceh Singkil Health Department (2014): IDR 80,000,000 (USD 6,590) to hold a public
workshop on the good practices and impacts of the pilot TBA-midwife partnerships,
and to further support implementation.
- Aceh Singkil Health Department (2014): IDR 146,000,000 (USD 12,028) to increase
the financial incentives offered to midwives taking part in the partnerships.
- Singkil Health Clinic (2013): IDR 25,000,000 (USD 2,059) from National Health
Allocation Funds (BOK) to ensure sustainability of the partnerships.
- IMPACT-Yayasan Daun (2013): IDR 40,000,000 (USD 3,280) from an international
grant to support the government in implementation.
- Yayasan Daun (2013): IDR 141,346,584 (USD 11,590) from self-sourced contributions
to provide further implementation support.
- Yayasan Daun (2014): IDR 25,000,000 (USD 2,048) from an international grant to
support the government in replicating the initiative.
- 5 health clinics via the National Health Insurance Scheme (2014): IDR 50,000 (USD
4.20) per delivery per TBA for deliveries referred to the clinics.
- 31 villages via the Village Allocation Funds (2013-2014): IDR 50,000 (USD 4.20)
per month per TBA participating in the partnerships.
Human resources involved in implementing the partnerships between midwives and TBAs
are as follows:
All resources listed above played an active role in supporting and encouraging the
implementation and expansion of the initiative in Aceh Singkil. The strong commitment
to the partnerships was built over two years through a series of discussions in the form
of FGDs, coordination meetings, and workshops. These discussions, held in an open and
public manner, were crucial in building a common understanding among residents, health
workers, and the government, creating buy-in from all partners to ensure the success of
the program.
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The concrete outputs achieved by the TBA-midwife partnership include the following:
1. An instruction letter from the Head of Aceh Singkil Health Office No. 441/1515.a/2013
was issued, instructing health centers in 4 sub-districts to replicate the TBA-midwife
partnerships in order to improve maternal and child health.
2. Village head regulations were issued in each of the 2 original and 29 replicating villages
on the partnership.
3. Memorandums of Understanding (MoUs) were signed in a total of 31 villages between
midwives and TBAs to formalize their ongoing working relationship.
4. Emergency contact cards were created and distributed to all 31 villages so that pregnant
women and their families can contact health workers to request an ambulance or a
midwife.
5. A public workshop was held to discuss the results of the initial pilot project, and was
widely attended by the community. This workshop was a key part of gaining the local
communities’ support in expanding the TBA-midwife partnerships to 29 additional
villages in 4 sub-districts.
Each of the five health clinics involved in the program are responsible for ensuring
the partnerships work effectively and smoothly. The midwife coordinator from each clinic
conducts monthly field visits to each village with a TBA-midwife partnership to monitor
adherence to the MoUs and to compare achievements against planning documents. The
coordinating midwife also records data of all pregnant women, post-natal women, and
babies in her clinic’s area.
The district health office compiles data from all health clinics to conduct annual
evaluations of the TBA-midwife partnerships. This data includes the number of births
attended by midwives and the percentage of pregnant mothers who attend all four
recommended antenatal checkups.
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9. Apa saja kendala utama yang dihadapi dan bagaimana kendala tersebut
dapat diatasi?
Kendala utama yang dihadapi dalam pelaksanaan inisiatif adalah adat istiadat
yang sudah tertanam kuat dan penolakan warga masyarakat untuk berubah.
Puskesmas di beberapa wilayah di Aceh Singkil pernah melakukan kampanye,
kegiatan dan kunjungan promosi dan sosialisasi kesehatan; tetapi perilaku
masyarakat terhadap kesehatan tidak banyak berubah. Tradisi seperti lebih
senang melahirkan di rumah atau kepercayaan bahwa membagikan informasi
tentang kehamilan masa awal kepada petugas medis dapat menyebabkan sang
bayi rentan terhadap “ilmu hitam”, masih tertanam kuat.
Bertahannya kebiasaan-kebiasaan ini sebagian disebabkan oleh kenyataan bahwa
dukun hanya memiliki sekilas pemahaman tentang aspek medis perawatan
kehamilan, praktek persalinan aman atau perawatan pasca melahirkan dan
banyak bidan tidak dapat berbicara dalam bahasa lokal yang menghambat mereka
untuk menghadapi tradisi tersebut dengan contoh-contoh berbasis bukti.
Namun, pendekatan berbasis masyarakat yang diambil pada dua desa percontohan
dan 29 desa replikasi dengan melaksanakan kemitraan dukun-bidan menyajikan
kesempatan untuk bertemu dengan wanita hamil dan keluarganya, serta
masyarakat yang berpengaruh dan pemimpin agama, untuk membahas pentingnya
inisiatif baru untuk kesehatan keluarga di masyarakat. Pengikutsertaan dukun
dalam pembentukan sebuah ‘tradisi baru’ melahirkan di psuskemas membantu
mengurangi resistensi terhadap perubahan, sementara juga tetap menghormati
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One example of how monitoring and evaluation findings have already had an
effect on the program is the creation of the emergency contact cards for each sub-district.
The cards were created as a response to the communities’ desire to be able to contact
the village head, the village midwife, the health clinic, and the health service oversight
forum more easily. The cards ensure that pregnant women and their families have the
ability to request emergency services such as ambulances and midwives as soon as they
are required, as well as being able to put complaints and concerns to the oversight forum.
9. What were the main obstacles encountered and how were they
overcome?
The main challenges encountered during implementation were the embedded nature
of traditional customs and community members’ resistance to change. Health clinics in
several parts of Aceh Singkil had previously conducted several health promotion and
health outreach campaigns and programs; however, the impact on changing health-related
behaviors had been minimal. Traditions, such as the preference to give birth at home or
the belief that telling others about one’s pregnancy during the first trimester could leave
the baby vulnerable to dark magic, remained entrenched.
The continuation of these practices was due in part to the fact that TBAs had only
a cursory understanding of medical aspects of ante-natal care, safe delivery practices, or
post-natal care. The inability of many village-based midwives to speak local languages
compounded this, as they their lack of language skills prevented them from challenging
these traditions with evidence-based examples.
However, the community-based approach taken by the two pilot and 29 replicating
villages in the implementing TBA-midwife partnerships presented an opportunity to meet
with pregnant women and their families, as well as influential community and religious
leaders, to discuss the importance of the new initiative for the health of families in the
community. The incorporation of TBAs in the formation of a ‘new tradition’ of giving
birth at health clinics helped to mitigate resistance to change, while also respecting their
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- 1.047 kelahiran dihadiri oleh bidan di lima kecamatan antara Januari dan akhir
Agustus 2014. Jika diekstrapolasi berdasarkan tren kelahiran sepanjang tahun ini,
diperkirakan bahwa 1.570 wanita akan melahirkan dengan bidan pada tahun 2014;
ini merupakan peningkatan kecil tapi signifikan sebanyak 61 kelahiran dibandingkan
tahun 2013, ketika 1.509 kelahiran dibantu oleh bidan.
- Statistik dikelola oleh Singkil Health Center (pusat kesehatan untuk program percontohan)
menunjukkan penurunan jumlah kelahiran hanya dihadiri oleh dukun bayi di daerah
sekitar klinik dari 17 pada tahun 2011, delapan tahun 2012, hanya dua tahun 2013. Ini
Perlu dicatat bahwa dua kelahiran didukung oleh dukun bayi pada tahun 2013 terjadi
di desa-desa di luar wilayah program percontohan. Tidak ada kelahiran hanya dibantu
oleh dukun bayi di Kabupaten Singkil sepanjang tahun 2014, tetapi dukun telah terlibat
dalam memberikan dukungan spiritual di Puskesmas, yang didorong oleh MoU.
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trusted position within society and providing access to modern medical birthing assistance
as well as pre- and post-natal healthcare and counseling.
At times, midwives’ commitment to the new arrangement waned, but the monitoring
and evaluation efforts of the 31 villages and the district health department helped to
maintain buy-in and to overcome issues as they arose.
- 1,047 births were attended by midwives in the initiative’s five sub-districts between
January and the end of August 2014. If extrapolated based on delivery trends so far this
year, it is predicted that 1,570 women will give birth with a midwife in 2014; this
represents a small but significant increase of 61 deliveries over 2013, when 1,509
deliveries were assisted by midwives.
- Statistics managed by Singkil Health Center (the health center for the pilot program)
show a decrease in the number of births attended only by TBAs in the area around
the clinic from 17 in 2011, to eight in 2012, to just two in 2013. It is worth noting that
the two deliveries supported by TBAs in 2013 occurred in villages outside of the pilot
program area. No births have been assisted by only TBAs in Singkil sub- district so
far in 2014, but TBAs have been involved in providing spiritual support at the health
center, as encouraged by the MoU.
- Collaborative communication developed between midwives and TBAs in the
29 replicating villages provided an avenue for earlier referrals to professional
medical help and ante-natal counseling. This helped to address the myth among
the community that providing information to medical professionals during the
early stages of a pregnancy may have adverse effects, such as leaving the baby
vulnerable to black magic. TBAs have proved crucial in encouraging pregnant
mothers to undergo at least one pre-natal check-up at proper medical facilities, and the
number of women doing so has risen dramatically since 2012. Based on 2014 data
from January to August, it is expected that by December, 1,739 women will have
undergone at least one prenatal check-up at the 5 health clinics implementing the
TBA-midwife partnership, compared to 1,649 in 2013 and 1,603 in 2012.
- Focus group discussions show that trust between midwives and TBAs has improved
in the pilot program areas. Both parties have noted that the partnership provides a
clearer delineation of duties and responsibilities. TBAs feel the partnership has made
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lebih mudah, karena bidan yang bertanggung jawab untuk aspek klinis dan dukun
bisa mengandalkan keberadaan bidan ketika komplikasi terjadi. Demikian pula, bidan
menyebutkan bahwa dukun bayi membantu berbicara dengan ibu dan keluarga serta
menghibur mereka selama proses kelahiran, serta menanganui aspek non-medis
yang penting.
- Kepala Klinik Kesehatan Singkil mengatakan, melalui jaringan dukun yang diperluas,
klinik mendapat posisi yang lebih baik dalam memperoleh informasi kehamilan
baru di daerah cakupan klinik. Sejak dukun berbagi informasi dengan klinik, potensi
kehamilan berisiko tinggi dan kelahiran lebih mudah diidentifikasi.
- Karena kemitraan, para ibu kini dapat mengakses layanan profesional perawatan
kesehatan dalam bahasa yang mereka mengerti. Dengan dukun berfungsi sebagai
jembatan linguistik untuk masyarakat desa, bidan yang telah bermigrasi ke Aceh
Singkil untuk bekerja sekarang dapat berkomunikasi lebih efektif dengan pasien
mereka.
- Diskusi kelompok terfokus telah menciptakan peluang baru bagi mitra desa untuk
berpartisipasi dalam pembangunan secara keseluruhan pelayanan kesehatan. Banyak
penerima manfaat langsung menjadi penganjur yang vokal untuk adopsi inisiatif yang
lebih luas dan replikasi lebih lanjut di desa-desa dan kecamatan lainnya.
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their jobs easier, as the midwives were now solely responsible for clinical aspects
and they could rely on them when complications occurred. Similarly, midwives
mentioned that TBAs helped talk to the mothers and families and comfort them during
the delivery process, handling important non-medical aspects.
- The head of the Singkil Health Clinic said that, through its expanded network of
TBAs, the clinic was better positioned to learn about new pregnancies in the
clinic’s coverage area. Since TBAs now share information with the clinic, potential
high-risk pregnancies and impending deliveries are more readily identified.
- The partnership program identified logistical challenges that created barriers
to health care. For example, when it was found that the community felt it was
sometimes hard to contact the health clinic, it triggered the creation of the Singkil
Health Clinic’s hotline service for emergency services. Through this hotline, mothers
going into labor could order ambulances and water ambulances for emergency
transport to the clinic. This service has not only affected pregnant women, but has
had a far broader impact on the surrounding community.
- Because of the partnership, mothers are now able to access professional health-
care services in a language that they understand. With TBAs serving as a linguistic
bridge to village communities, midwives who have migrated to Aceh Singkil for
work are now able to more effectively communicate with their patients.
- Public discussions and workshops have led to an increase in public awareness in
partnership villages about the importance of ante-natal visits and seeking medical
assistance for a safe delivery.
- Focus group discussions have created new opportunities for partnering villages
to participate in the overall development of health services. Many of its direct
beneficiaries have become outspoken advocates for its broader adoption and further
replication in other villages and sub-districts.
menyediakan penghasilan yang lumayan tapi juga mengurangi beban kerja dan
meningkatkan kesehatan bagi ibu dan bayi di desa mereka.
Meresmikan hubungan antara dukun dan bidan dalam bentuk MoU resmi adalah
langkah penting dalam memastikan keberlanjutan. Kedua mitra dalam perjanjian
memiliki pemahaman yang jelas tentang peran dan tanggung jawab mereka, dan
dapat merujuk kembali ke dokumen jika diperlukan. Ini juga berarti bahwa jika hal
MoU tidak diikuti, dukun yang bersangkutan tidak akan menerima gaji maupun
insentif lainnya.
Inisiatif ini juga mendapat dukungan baik dari masyarakat. Ibu sekarang
menerima perawatan kesehatan modern dari bidan di puskesmas tanpa
kehilangan dukungan spiritual dan emosional yang diberikan oleh dukun. Hal ini
sering membantu mengatasi hambatan keluarga di mana seorang ibu akan lebih
memilih untuk melahirkan di sebuah pusat kesehatan, misalnya, tetapi ibunya,
nenek atau ibu mertua percaya ia harus mengikuti tradisi dan menggunakan
dukun. Wanita sekarang dapat melakukan keduanya, dan memastikan mereka
menerima perawatan medis dan spiritual yang baik.
12. Apa saja pembelajaran yang dapat dipetik?
Inisiatif ini telah dan akan selalu sukses sebagai hasil dari komitmen dari
pemerintah daerah dan tokoh kunci masyarakat. Tanpa kerja sama ini, inisiatif
tidak akan diterima oleh masyarakat juga tidak akan terjadi perubahan perilaku
yang begitu cepat. Pendekatan yang menekankan pada partisipasi masyarakat
untuk meningkatkan kepemilikan dan akuntabilitas hasil telah terbukti penting.
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- Appropriate incentives are needed for any behavioral change. Clear regulations,
defining and protecting the roles and responsibilities of each party, were a significant
boost in the success of this program. The inclusion of financial incentives in the MoUs
helped to institutionalize the initiative and formalize the TBA-midwife relationships.
The identification of appropriate incentives and their sources was also crucial, as
TBAs have often become disinterested in participating in partnerships in other areas
of Indonesia when incentives are too low and do not provide an adequate income.
- Changing cultural traditions that have been maintained for decades, perhaps even
centuries, is not easy and requires a strategy and approach in line with the customary
practices of the community. In the case of the partnership between midwives and TBAs,
strengthening the role and responsibilities of TBAs was the appropriate strategy to
attempt these changes in recognition of their societal status at the village level. Their
importance in the cultural fabric of the community positioned them well to influence
behavior and promote wider coverage of safe delivery practices.
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A. ANALISIS MASALAH
1. Apa masalah yang dihadapi sebelum dilaksanakan inisiatif ini?
a. Keluarga miskin 17,59% dari total penduduk berdasarkan Survei Sosial dan
Ekonomi Nasional (Susenas) 2011.Mereka adalah keluarga yang memiliki
pengeluaran bulanan kurang dari Rp 280.488 (USD 25) dengan kualitas tempat
hidup, sanitasi, dan pendidikan yang sangat rendah.
b. 62,109 keluarga tinggal di rumah tidak layak huni. Pemerintah Kabupaten tidak
memiliki solusi yang tepat untuk masalah ini
Di masa lalu, masyarakat miskin tidak memiliki akses kepada kepastian informasi
mengenai lembaga-lembaga yang berkewajiban untuk mengurus masalah mereka.
Sosialisasi hanya memberikan potongan informasi sehingga pengetahuan masyarakat
mengenai lembaga tersebut tidak lengkap atau benar-benar tidak ada. Masalah lain
adalah fakta bahwa mereka mengetahui bantuan pemerintah tanpa pengetahuan
yang paripurna tentang prosedur apa yang harus ditempuh untuk mendapatkannya.
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PROBLEM ANALYSIS
1. What was the problem before the implementation of the initiative?
a. Poor families are 17.59% of its total population based on the National Social and
Economy Survey (Susenas) 2011. These are the family whose monthly spending is less
than IDR 280.488 (USD 25) with very low quality of living places, sanitations and
educations.
b. 62.109 families lived in with poor housing. Regency Government did not have proper
solution for this problem.
d. Sragen Regency had not provided special supports for the education of children from
poor family. True, the central government has provided scholarship for poor student,
but we identified that 1.500 of them don’t have access to it. Not to mention, no special
supports existed to allow children from poor family to obtain university education.
In the past, poor community did not have access to certainty of information regarding the
institutions that was obliged to take care of their problems. Socializations deliver only fragments
of information rendering their knowledge regarding such institutions incomplete or completely
non-existence. Another problem is the fact they know the kind of support that they will get from
government without full knowledge on what are the procedures to obtain it.
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Birokrasi masih panjang dan rumit dan tidak terkoordinasi. Sebagai contoh, seseorang
harus mengunjungi 8 kantor yang berbeda untuk mendapatkan surat rekomendasi
untuk pelayanan kesehatan gratis atau hibah obat atau untuk dimasukkan dalam
Asuransi Kesehatan setempat yang dikelola oleh Kantor Urusan Kesehatan. Siswa
yang ingin mendapatkan hibah pendidikan harus datang ke 6 kantor yang berbeda
untuk mendapatkan surat rekomendasi. Sebenarnya ada banyak lembaga yang
mendistribusikan bantuan pemerintah untuk masyarakat miskin; dari nasional,
provinsi, kabupaten dan kecamatan atau bahkan tingkat desa. Masalahnya adalah,
apa yang harus mereka lakukan untuk memenuhi syarat untuk menerima hibah. Ini
adalah jenis informasi yang kami gagal untuk memberikan.
Masalah ketiga adalah fakta bahwa database jarang terintegrasi atau dapat diakses
dengan mudah. Banyak lembaga pemerintah memiliki standar mereka sendiri untuk
kualifikasi keluarga atau orang miskin. Menambah komplikasi masalah di atas dengan
fakta bahwa database tidak terawat dengan baik. Semua masalah ini mencegah setiap
upaya untuk mengentaskan kemiskinan untuk mencapai targetnya, dan membuat
perencanaan menjadi sangat sulit.
B. PENDEKATAN STRATEGIS
2. Siapa saja yang telah mengusulkan pemecahannya dan bagaimana
inisiatif ini telah memecahkan masalah yang dihadapi?
Pemecahan masalah ini kali pertama diusulkan oleh Bupati Sragen, yang selanjutnya
dibahas dalam Focus Group Discussion (FGD) yang dibentuk untuk mewadahi
gagasan-gagasan inovatif individual menjadi lebih sistemik dan terlembaga. FGD
menganggap urgent adanya lembaga khusus yang berfungsi menerima aduan
masyarakat miskin, memberikan solusi kepada mereka secara terpadu (kerjasama
lintas SKPD), serta berfungsi sebagai fasilitator bagi Satuan-satuan Kerja dan instansi
swasta dalam melaksanaan program penanggulangan kemiskinan. Singkatnya,
lembaga tersebut menjembatani pertemuan antara pihak pemberi layanan dan pihak
penerima manfaat, dalam satu pintu. Lembaga tersebut adalah Unit Pelayanan
Terpadu Penanggulangan Kemiskinan (UPTPK).
Bureaucracy was still long and complicated and uncoordinated. As example, one must visit
8 different offices to get the recommendation letter for free health service or medication grants
or to be included in Local Health Insurance managed the Health Affairs Office. Students who
wish to get education grants must come to 6 different offices to get recommendation letter. There
are actually many institutions that distribute government grants to poor people; from national,
provincial, regency and district or even village level. The problem is, what do they have to do
to qualify for receiving the grants. This is the kind of information that we failed to provide.
The third problem is the fact that database is rarely integrated nor can be accessed easily.
Many government agencies have their own standard for qualifying a family or a person poor.
Adding complication to the problem was the fact that the databases were not well maintained.
All this problems prevented any attempt to alleviate the poverty reaching its targets, and made
the planning very difficult..
B. STRATEGIC APPROACH
2. Who proposed the solution and how did the initiative solve the
problem?
The solution for this problem initiated by Sragen Regent, which were later reviewed
in Focus Group Discussion that was formed to facilitate individual ideas to form a systematic
working scheme. The group considered it was important to formalized a special institution to
administer complaints, channel their voice, provide an integrated solution for their problems
and facilitate one government unit, with each other and private institutions, in any attempts
to provide helps for the poor community. The new institution would consolidate meetings and
further discussion between service providers and service users. The institution is Integrated
Service Unit on Poverty Relief (ISUPR).
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UPTPK menjadi saluran yang sempurna bagi masyarakat miskin untuk mencari
bantuan tanpa melalui birokrasi pemerintahan yang panjang. Di bawah lembaga
baru, pelaksanaan layanan bantuan kemiskinan dibuat terpadu, dilengkapi dengan
instrumen survei yang valid dan “database tunggal kemiskinan” yang diperbaharui
secara berkala dan memiliki cakupan akses yang luas. Upaya bantuan untuk
mengatasi kemiskinan masyarakat dapat dilakukan dengan lebih terkoordinasi
dan tepat sasaran.
Dalam pendekatan ketiga, unit pelaksana teknis dan swasta yang terlibat dalam
upaya bantuan kemiskinan di Kabupaten Sragen wajib merujuk database. Database
diupload ke web Sistem Informasi Manajemen Bantuan Kemiskinan (simsaraswati.
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The formation of ISUPR had its strong logical basis considering the fact that poverty
is fundamentally a daily disaster that lies in the plain sight. The proper analog is with various
ad-hoc disaster relief institution formalized by the government in response to natural disasters.
Such institution coordinates efforts from various government and private institutions to help
communities in areas impacted by natural disaster. The same principle has been implemented
in the formation of Corruption Eradication Commission despite the fact that other institutions,
such as National Police, Department of Justice and Attorneys were also equipped with the ability
to deal with the problem.
ISUPR becomes the perfect channel for the poor to seek helps without the need to the
need for the poor to go through long government bureaucracy. Under the new institution, services
delivery regarding poverty relief is made unified, equipped with valid survey instruments and
“poverty single database” that is frequently up-dated and has wide access coverage. Efforts to
relief the society of it poverty can be done more coordinated and well targeted.
The strategic approach to achieve ISUPR’s goal are 1) directing the poor community
to seek relief to ISUPR as the coordinating body in handling poverty; 2) trimming bureaucratic
procedures by integrating efforts from various business entities, state owned and private corporate
in one coordinating institution; 3) forming the single database containing the details of poor
individuals thus in need of government’s helps.
The first approach allows the society to report their economic problems while the
employees in ISUPR will provide immediate respond. This approach is accompanied by socializing
the services through vertical bureaucratic lines and electronic media.
The second approach, the trimming of procedure for the poor to register themselves,
they are only required to bring with them Family Identification and Residents Identification
when reporting to our unit. As a sort of One Stop Service for poverty relief ISUPR is authorized
to take over part of other service unit’s roles and responsibility for example in verifying the
complaints filed by to poor people. Financial consequences of the actions taken are still the
responsibility of the technical units. The key factor is that our unit takes up the responsibility
to forward the kinds on helps they required –health, shelter, education- to other units in Sragen
Regency Government. This approach also includes coordination with business entities that
wish to execute their Corporate Social Responsibilities. Such coordination is needed to avoid
ineffective distribution of the CSR funds.
In the third approach, technical government units and private entities that involved in
poverty relief efforts in Sragen Regency are obliged to refer to the database. The said database
is uploaded to web based Poverty Relief Information Management System (simsaraswati.
sragenkab.go.id) and is linked to other similar system managed by other government’s technical
units, national or local zakaat amil, Society Welfare Partner (MATRA) and Corporate Forum
for Community Development. They are all given access to the database with certain level of
authority depending on the type of their responsibility.
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sragenkab.go.id) dan dihubungkan dengan sistem serupa lainnya yang dikelola oleh
unit teknis pemerintah lain, zakat nasional atau amil daerah, Mitra Kesejahteraan
Masyarakat (MATRA) dan Corporate Forum for Community Development (CFCD).
Mereka semua diberi akses ke database dengan otoritas tingkat tertentu tergantung
pada jenis tanggung jawab mereka.
Sebagai contoh One Stop Service untuk bantuan kemiskinan, Unit Pelayanan
Terpadu Penanggulangan Kemiskinan Kabupaten Sragen melayani masyarakat
dengan paradigma baru yang efektivitas dan efisiensi. Di masa lalu, pasien miskin
harus menghadiri verifikasi dan proses administrasi di 8 unit pemerintahan yang
berbeda. Unit kami memberikan kartu identitas Saraswati yang akan berfungsi
sebagai dokumen hukum bagi mereka untuk mendapatkan pelayanan. Siswa
miskin diminta untuk menjalani berbagai proses birokrasi sebelum memperoleh
beasiswa. Mekanisme baru, melalui kartu identifikasi Sintawati, telah menghilangkan
keseluruhan proses birokrasi.
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With Poverty Relief Management Information System, the previously dispersed databases
are now consolidated. With the common database, all government units are now connected to one
and another and allow them to identify which group of the poor community that have received
helps and which group that haven’t.
Ambulans Operasional
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d. 27 Mei 2012, gedung khusus kantor UPTPK diresmikan. Gedung baru ini
dilengkapi dengan infrastruktur yang memadai, kendaraan operasional,
ambulans dan unit komputer dengan konektivitas online. Ambulance diperlukan
untuk memberikan respon langsung gratis bagi masyarakat miskin yang
membutuhkan perawatan medis.
Kantor baru ini juga dilengkapi dengan meja-meja resepsionis dan loket-loket
layanan untuk empat bagian utama: kesehatan, pendidikan, sosial ekonomi dan
laporan keluhan. Setelah semua persyaratan administrasi selesai, pengguna
jasa diterima di satu meja namun jika mereka membutuhkan informasi lebih
lanjut mereka bisa mengunjungi meja lain.
Seksi Kesehatan UPTPK ini bekerja sama dengan Dinas Kesehatan Kabupaten,
Rumah Sakit Umum dan Puskesmas untuk memberikan pelayanan kesehatan
gratis. Seksi Pendidikan bekerja sama dengan Dinas Pendidikan Kabupaten
untuk mendistribusikan beasiswa untuk semua jenjang pendidikan. Seksi
Sosial Ekonomi bekerja sama dengan Dinas Tenaga Kerja dalam program
magang ke Jepang. Badan Pendidikan dan Pelatihan mengakomodasi mereka
dalam pelatihan dan lokakarya; Dinas Perindustrian dan Dinas Perdagangan
memberikan hibah bisnis; Dinas Sosial memberikan dukungan perumahan
dan Dana Pemakaman; Dinas Pertanian dan Peternakan menyediakan bibit
tanaman dan bebek anakan untuk pertanian dalam skala rumah tangga.
e. 12 Agustus 2012, kami membentuk Standar Pelayanan dan Standar Operasional
Prosedur berdasarkan SK Bupati.
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a. January 2nd 2012, Sragen Regency formalized the Integrated Service Unit on
Poverty Relief.
b. May 1st 2012, the employees of the unit were assigned by the Regent
c. May 27th 2012, the web based Poverty Relief Management Information System
was formed. All government units were given access to the database with various
security levels.
d. May 27th 2012, ISUPI’s dedicated office building was inaugurated. The new
building is equipped with appropriate infrastructures, operational vehicles,
ambulances and computer units with online connectivity. Ambulance is needed
to provide free immediate respond for the poor in need of medical attention.
The new office is also equipped with receptionist tables and service counters for four
major sections: health, education, social economy and report and complaints data.
After all administration requirements are completed, service users are received in
one respective table or if they require more information they can come another table.
ISUPI’s Health Section cooperates with Regency Health Service, Public Hospitals and
Community Health Center to provide free health care. Education Section cooperates
with Regency’s Education Agency to distribute scholarship for all education level.
Social Economy Section of the Unit cooperates with Labor Affairs Agency in an
internship programs to Japan. Training Centers provide accommodates them
in training and workshops; Industry Affairs Agency and Trade Agency provide
business grants; Social Affairs Agency provides housing supports and Funeral
Funds; Farming Agency and Husbandry Agency provide seeds and ducklings for
farming in household scale.
e. August 12th 2012, we formed Service Standard and Standard Operating Procedure
based on a Regent’s decree.
f. November 15th, we started the formulation of single database for poverty related
statistic. The sources are the data obtained by The National Team for the Acceleration
of Poverty Relief, National Bureau of Statistic, surveys and data validation. With the
consolidation of those databases, the classification of poor family will be cleared.
In the past, poverty relief efforts relied on national databases from 2012
and 2011, which excluded a number of poor families. In response, the Unit
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c. Pegawai Negeri UPTPK yang terdiri atas seorang Kepala 1 orang Kasubag Tata
Usaha, 4 orang Kepala Seksi dan 18 staf.
d. Satuan kerja Kabupaten Sragen yang terlibat: 1) Dinas Kesehatan, Rumah Sakit
Umum, dan Puskesmas membawahi program Asuransi Kesehatan; 2) Dinas
Sosial mendistribusikan dukungan perumahan, dana pemakaman, dan jaminan
sosial; 3) Dinas Pendidikan memberikan beasiswa; 4) Dinas Tenaga Kerja
mengoordinasikan magang kerja dan upaya pengentasan pekerja anak dan
putus sekolah; 5) Badan Pendidikan dan Pelatihan memberikan keterampilan
masyarakat; 6) Kantor Pengolahan Data Elektronik menyediakan konten online
pada sistem informasi; 7) Bagian Kesejahteraan Masyarakat bertanggung
jawab untuk beasiswa universitas; 8) Bagian Organisasi dan Bagian Hukum
memberikan dasar hukum bagi pembentukan Unit.
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performs its own survey and hands out identification card to those deemed
poor. This survey utilized a set of indicator that are valid and calculated.
Inclusion error in the old database is dealt with in the same fashion as the exclusion
errors: those deemed economically abled are excluded from the new database. The
steps in this survey are scoring, listing, interviews and consolidation meetings with
municipal heads.
g. December 8th 2012, the issuance of Saraswati and Sintawati identification cards.
The identification cards eliminate the need for complicated documents filing.
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6. Sumberdaya apa saja yang digunakan untuk inisiatif ini dan bagaimana
sumberdaya itu dimobilisasi?
c. UPTPK juga dipercaya untuk mengelola amal dari masyarakat umum, baik
itu organisasi atau individu yang tidak terkait langsung dengan kemiskinan
seperti air bersih, tapi sangat penting dalam membantu orang miskin.
Adapun sumber daya manusia, Unit dijalankan oleh 23 pegawai negeri sipil.
Karyawan yang sebelumnya bekerja di unit lain mengkhususkan diri dalam
menangani masalah sosial di Kabupaten Sragen, dan dipilih dari berbagai PNS
kinerja tinggi. Mereka semua memiliki kompetensi yang sangat dibutuhkan
dalam bidang masing-masing pekerjaan dan memahami prinsip-prinsip dasar
pelayanan. Di tingkat kabupaten, pihak yang terlibat dan menjadi bagian dari
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6. What resources were used for the initiative and how were they
mobilized?
a. Sragen Regency Annual Budget (Society’s Welfare Appropriation) for daily operations
of the Unit, meetings, surveys and ambulance.
b. National Annual Budget for Society Health Insurance, rice distribution, housing grants
and scholarship; Provincial Annual Budget for Local Health Insurance, scholarship,
and housing grants; Regency Annual Budget for Local Health Insurance, housing
grants, scholarship and funeral funds; Promotional and CSR funds from business
enterprises; the money managed by Society Welfare Partner that comes from Sragen
Regency’s civil servant’s charity is specially allocated housing grants.
c. Integrated Service Unit on Poverty Relief is also trusted to manage charities from
member of the general public, be it organizational or individual that are sometimes
not linked to poverty such as clean water, but very essential in helping the poor.
The management of funds is transparent and organized well. The society is given access
to monitor its distribution.
As for the human resources, the Unit is run by 23 civil servants. The employees were
previously worked in other units specialize in dealing social problems in Sragen Regency,
and selected from a range of high performance civil servants. They all have the much-
needed competence in their respective field of work and understand the basic principles of
service delivery. In the district levels, the parties involved and becomes part of the Unit’s
daily operation are District Heads, District Secretary, Section Heads, Society Welfare
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operasi sehari-hari Unit adalah Camat, Sekretaris Camat, Kepala Seksi, Tim
Kesejahteraan Masyarakat, kepala desa dan relawan sosial. Organisasi non
Pemerintah di Kabupaten Sragen adalah bagian terpadu dari tenaga kerja
kami di inisiatif ini.
Sumber daya teknis terdiri dari perangkat pengolahan data yang sangat
bergantung pada perangkat lunak berbasis web. Selain komunikasi konvensional
seperti telepon, kami menggunakan surat elektronik untuk berkomunikasi
di dalam dan antar unit. Karyawan kami menguasai teknik dasar survei dan
pengumpulan data meskipun pelatihan lebih lanjut akan meningkatkan kinerja.
Ada satu set peraturan pemerintah dan Standard Operating Procedure dan
Standar Dasar Pelayanan untuk memberikan legalitas dan kepastian operasi
kami.
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Teams, municipal heads and social volunteer. Non Government Organizations in Sragen
Regency are the integrated part of our workforce in the initiative.
Technical resources consist of data processing devices that rely heavily on web-base
software. Beside conventional communication like telephones, we utilize electronic mails
to communicate within and between units. Our employees master the basic techniques of
surveying and data collection although further training would increase the performance
even more. There are a set of government regulations and Standard Operating Procedure
and Basic Service Standard to provide legality and certainty of our operations.
a. The integration of various poverty relief efforts with simple procedure and free of
charge. The key component in the integration is the Poverty Relief Management
Information System. It is a useful tool in managing and processing the database, and
provides valuable supports in optimizing our service. With the system, the process of
relief efforts, from receiving individuals requesting helps, field inspections, printing
of the cards and the consolidation of services delivered by other units can be done
electronically.
b. Integrated Poverty Single Database. The database is essential in both action planning
and execution. It is an important part of Poverty Relief Management Information
System.
c. Saraswati Identification Card. The poor use this identification to get free health care
and to take part in social economy programs. We have served the treatments for 151.460
poor patients in Community Health Center, 17.590 poor patients in Public Hospital
of Sragen, and 3.969 patients in major public hospitals in Surakarta, Semarang,
Yogyakarta, Surabaya and Jakarta. With the identification card, we have managed
to distribute free medications for 126 kidney failure patients in need of hemodialysis,
and for 530 patients of mental illness. All patients are part of the 309.145 recipients
of Saraswati Identification Card. For social economy programs, by 2014 we have
distributed 6.718 housing grants, 5.062 funeral charities and sent 15 individuals for
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pada tahun 2014 kami telah mendistribusikan 6,718 hibah perumahan, 5,062
amal pemakaman dan mengirim 15 orang untuk program magang di Jepang.
d. Sintawati Identification Card. This identification card is used for the identification
of poor children in need of education grants. We have recommended 1.041 children
for high school scholarships, 102 university scholarships. Through Child Labor and
School Drop-outs Reduction Program, we manage to put 301 children back to school.
For basic level education, for which the central government has provided a large
allocation of its budget, our unit has identified 111 children who, for various reasons,
don’t have access to it. Overall, Sintawati identification card has been distributed to
87.810 students from poor families.
a. Time and Frequency. Integrated service in poverty relief is a new type of service
for which references are hard to come by. Our unit has continuously sought for the
best form and here lies the importance of monitoring and evaluation. Internally,
monitoring on the service delivery is conducted daily and evaluation meeting is held
every Thursday. Such gathering produces valuable ideas for further innovations such
as incognito survey method, more practical survey form, etc. Those evaluations are
discussed further in Focus Group Discussion.
b. Program. We monitor and evaluate how well the combination of different programs has
worked to provide helps for the poor community. Further analysis on the monitoring
and evaluation’s report is done in Focus Group Discussion, which should boost the
effectiveness of the program because the group consists of high rank government
officials in Sragen Regency.
c. Implementation. The monitoring and evaluation for the implementation of the initiative
is focused on public surveying. It is done by first analyzing the documents and continued
to field surveying. In this survey, our employee is equipped with survey forms that can
ensure that the questions asked and its further analysis is standardized. Such forms
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yang diajukan dan analisis lebih lanjut dalam bentuk yang di--standardisasi.
Bentuk survei tersebut diisi dengan nomor, bukan deskripsi kualitatif yang
rentan terhadap subjektivitas surveyor.
Secara umum, monitoring dan evaluasi didukung oleh Sistem Informasi Manajemen
Bantuan Kemiskinan, yang berbasis web dan dapat dipantau secara online oleh para
pemangku kepentingan dan masyarakat umum. Mereka dapat berkontribusi untuk
upaya bantuan kemiskinan dengan mengirimkan ide-ide dan informasi sementara
pada saat yang sama; mereka dapat memantau pelaksanaannya.
Database kemiskinan yang saat ini dikelola oleh UPTPK tidak diakui dalam
Database Kemiskinan Nasional. Database nasional bergantung pada survei oleh
Badan Pusat Statistik, yang rentan pada resiko inclusion error dan exclusion error.
Kasus terbaru terkait dengan masalah ini adalah pada distribusi beras bersubsidi;
kesalahan pengecualian adalah terjadi dan menyebabkan masalah besar. Untuk
mengatasi, unit kami telah meyakinkan Badan Pusat Statistik untuk memverifikasi
dan memasukkan data kami dan data yang dikumpulkan oleh Badan Perencanaan
dan Pembangunan Kabupaten Sragen, dalam database mereka.
Masalah juga timbul dari kenyataan bahwa beberapa bagian dari masyarakat
yang peduli terhadap upaya bantuan kemiskinan. Bahkan beberapa orang, karena
pergeseran budaya, tanpa malu-malu menyebut diri mereka miskin padahal gaya
hidup mereka boros. Orang ini sadar menutupi kemampuan ekonomi mereka
dengan misalnya menyembunyikan sepeda motor mereka selama pemeriksaan
lapangan dan sengaja mengenakan pakaian tidak layak. Satu-satunya solusi untuk
masalah ini adalah melalui sosialisasi dan menegakkan sistem survei untuk
membuktikan kecurangan.
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are filled with number, instead of qualitative description that is prone to surveyor’s
subjectivity.
9. What were the main obstacles encountered and how were they
overcome?
Problems are also raised from the fact that some part of the society is ignorant
towards poverty relief efforts. Even some people, due to cultural shift, shamelessly call
themselves poor while in fact their lifestyle is extravagant. This people consciously cover
their economic capability by for example hiding their motorcycle during field inspection
and purposefully wear unattractive clothing. The only solution for this problem is through
socialization and enforcing a foolproof surveying system.
Other service units in Sragen Regency sometimes failed to provide their full
attention on the efforts. It is mostly due to the fact that those service units have their
own distinctive job description. Poverty relief is only part of their work, and because of
this, coordination is sometimes very difficult. The solution for this problem is through
comprehensive and coordinated reprioritization of works in Sragen Regency Government.
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a. Through the initiative, the poor community can now obtain a certainty on what
government unit is responsible for the administration of their problems. In
the past, they must attend various verification process in 8 different units. To
obtain a recommendation letter they must come to 1) residential coordinator; 2)
municipal office; and 3) district offices. The recommendation letter is used to get
medical attention in 4) community health centers, which must be verified latter
by 5) Sragen Regency’s Health Affairs Agency. The recommendation letter would
be forwarded to 6) Head of Family Planning Agency and 7) Head of Planning
and Development Agency and finally from 8) Head of Health Affairs Agency.
After the formation of ISUPR, every citizen in the database is given identification
card and to get medical attention, all they need to do is showing the card to medical
administrators in community health centers or hospitals.
1) Housing grants. Prior to the enactment of ISUPR, housing grants were given
sporadically. With the initiative, we’ve renovated 1.020 houses in Tangen District
and t1.210 houses in Gemolong District in 2013. 1.500 house grants have been
delivered in Sumberwalang District in 2014. The number of poor housing have
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a. Secara finansial, sumber daya untuk bantuan kemiskinan berlimpah dan berasal
dari anggaran pemerintah sehingga memastikan keberlanjutannya. Rincian
anggaran adalah:
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3) Sragen Regency’s Labor Affairs Agency disregarded one’s economic condition when
selecting them for Internship Programs. It now refers to our database to finalize
the list of workers to be sent.
4) In Child Labor Reduction program, there was no special attention given to whether
or not the children that were put back to school continue their education. ISUPR
facilitates supervision programs on such students.
d. Based on National Social Economy Survey 2013, poverty rate in Sragen Regency is
reduced to 15.09%
The initiative will always be developed and sustained based on the following factor:
a. Financially, the resource for poverty relief is abundant and appropriated from the
government’s budget thus ensuring its sustainability. The appropriation details are:
2) IDR668.800.000 for poor student scholarship program, an increase from the previous
IDR200.000.000 and IDR447.000.000 in 2012 and 2013
b. Dalam aspek hukum, sebagai tindak lanjut dari ditetapkannya UPTPK ini, Bupati
Sragen mengeluarkan 2 peraturan khusus untuk operasi sehari-hari unit dan
total 6 peraturan yang diprakarsai oleh unit layanan lain untuk integrasi layanan
UPTPK mereka sendiri.
Secara faktual, UPTPK telah direplikasi oleh Kementerian Sosial melalui Pro-
gram Pandu Gempita sejak bulan April 2013. Inisiatif ini mendorong semua kota
dan kabupaten di Indonesia untuk memiliki unit penanggulangan kemiskinan
sendiri berdasarkan model yang ditetapkan oleh UPTPK. Kementerian mere-
komendasikan Sragen sebagai studi kasus untuk setiap Kabupaten yang beren-
cana untuk membangun unit mereka sendiri. Contoh dari unit tersebut adalah
Unit Pelayanan Terpadu Kesejahteraan Anak Nagari Kabupaten Payakumbuh.
Menteri Sosial meresmikan UPTPK di 20 kecamatan di Sragen.
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c. In institutional aspect, the Regency Government has proposed the upgrade of ISUPR’s
institutional level from the previous fourth echelon to third echelon.
For it’s replication, ISUPR receives special attention from higher government
institutions especially The Ministry of Government Apparatus Empowerment and
Bureaucracy Reform, The Ministry of Internal Affairs, Ministry of Social Affairs, National
Planning and Development Agency and state universities. We have receive visits from ILO,
UNICEF, GTZ and local governments and Non Government Organizations. Sragen Regent
and the Head of ISUPR have been invited multiple times to give speeches in various ministries
and other government institutions. Haidar Bagir of Compassionate City offered cooperation
with our unit. In total, we have received 100 visits since 2012. Link : https://www.facebook.com/
photo.php?fbid=4900520801410&set=a.3024253215893.2111843.1549623894&type=3&theater
https://www.facebook.com/photo.php?fbid=4900521561429&set=a.3024253215893.
2111843.1549623894&type=3&theater
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b. Niat baik dan dukungan dari pimpinan daerah. Pelayanan publik yang berkaitan
dengan penanggulangan kemiskinan adalah kewajiban semua pimpinan daerah
dan untuk itu, kreativitas dan keberanian dalam pengambilan keputusan
diperlukan. Berdirinya UPTPK adalah produk dari komitmen Bupati Sragen
untuk memperbaiki layanan publik.
c. Dukungan dari lembaga legislatif. Semua dasar hukum pendirianUPTPK, baik itu
Peraturan Daerah atau alokasi anggaran, disetujui oleh DPRD Kabupaten Sragen.
f. Dukungan dari dan penguasaan teknologi informasi: sistem informasi kita adalah
faktor kunci dalam integrasi berbagai program dari unit-unit yang berbeda di
Kabupaten Sragen.
a. The philosophy of treating the poor properly. This initiative eliminates the practice of
treating the poor as mere social, economy and political commodity. It is no longer time
to manage them as side projects without proper budgeting, planning and policing.
b. Good will and the supports of regional leaders. Public service delivery related to
poverty relief is the obligation of all regional leaders and for that, creativity and bold
decision-making is required. The enactment of Integrated Service Unit on Poverty
Relief is the product of Sragen Regent’s commitment to improve it service to the public.
c. Supports from legislative institution. All legal basis for the enactment of ISUPR,
be it Regent’s Regulation or it budget appropriation, is approved by the House of
Representative of Sragen Regency.
d. Supports from all government units in Sragen Regency. The execution of the programs
under ISUPR’s coordination will not be successful without the full support of other
government units. Such projects are no longer supported for financial gains thanks
to the fact that the authority for the verification of grant’s recipient.
f. The support from and the mastery of information technology: our information system is
the key factor in the integration of various efforts by different units in Sragen Regency.
Our recommendations for the replication of the similar programs in other regions are:
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d. Setiap pemerintah yang ingin meniru UPTPK perlu menyiapkan rencana aksi
yang tepat, dan kami senang berbagi pengalaman dalam menjalankan sistem ini.
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c. It is important to maintain and expand the network that the government has with
private institutions, NGOs, and various community and individuals in the society.
d. Any government that wish to replicate ISUPR needs to set up a proper action plans,
and we will more than happy to share our experience in running the system.
2 Winners and 3 Finalists From INDONESIA in UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015 59
TOP 99 INOVASI PELAYANAN PUBLIK INDONESIA
x TAHUN 2014
TOP 99 INOVASI PELAYANAN PUBLIK INDONESIA
x TAHUN 2014
3 Finalis
UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015
dari INDONESIA
3 Finalists
From INDONESIA in
UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015
3 Finalis
Latar Belakang
Masyarakat mengeluh terhadap pelayanan kesehatan terhadap bayi baik dari sisi
akses, sistem jejaring dan kualitas. Angka Kematian Bayi (AKB) di RSUD Lasinrang pada
periode tahun 2009 sampai dengan pertengahan Oktober 2012 menunjukkan trend
peningkatan.
Inovasi
Pengembangan unit perinatologi meliputi sarana dan SDM dilaksanakan secara
bertahap sejak tahun 2012. Pertama, menyusun program kerja dan rencana anggaran.
Kedua, menyiapkan ruangan khusus untuk perinatologi, sehingga pemantauan khusus
terhadap bayi beresiko tinggi berjalan lebih baik. Ketiga, menempatkan SDM khusus
sehingga pengelolaan perinatologi tidak tergabung dalam perawatan anak.
1. Siap melayani pasien rujukan baik dari unit layanan primer, puskesmas, bidan
praktek swasta maupun dari klinik lain dalam kabupaten Pinrang maupun
dari luar kabupaten Pinrang.
2. Menyiapkan akses untuk percepatan layanan pasien rujukan yaitu melalui
nomor handphone khusus pelayanan kelahiran baru (082333328176).
3. Perawatan di unit perinatologi merupakan perawatan intensif dengan padat
SDM dan teknologi canggih, sehingga berdampak terhadap biaya yang cukup
besar, namun pelayanan berbiaya tinggi ini tidak menjadi kendala pelayanan
bagi masyarakat miskin. Cukup dengan membuat surat keterangan,
pasien dapat dilayani tanpa biaya.
4. Pelayanan ini terintegrasi dengan pusat pengaduan rumah sakit.
5. Menyiapkan ruangan khusus untuk melaksanakan pelayanan perawatan
metode kanguru. Perawatan metode kanguru adalah suatu cara perawatan
untuk Bayi Berat Lahir Rendah yang sederhana dan mudah dikerjakan di
mana saja dengan mendekap bayi agar kulit bayi bersentuhan langsung
dengan kulit ibu.
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Background
The community complained the infants’ health services in terms of access, networking
systems, and quality. Infant Mortality Rate (IMR) in Lasinrang Hospital in the period
of 2009 until mid-October 2012 showed an increasing trend.
Innovation
Development of perinatology unit includes infrastructures and human resources were
implemented gradually since 2012. First, developing a work program and budget
plan. Second, preparing a special room for perinatology, so that special monitoring
for high-risk infants run better. Third, placing special SDM so that the management
of perinatology is not incorporated in the care of children.
1. Ready to serve referral’s patients from primary care units, health centers, private
midwife or from other clinics either inside the Regency or outside the Pinrang
Regency.
2. Setting up access to the acceleration of services for of referral’s patients through a
special phone number for new birth service (082 333 328 176).
3. Treatment in perinatology unit is an intensive care with solid human resources
and advanced technology, impacting considerable cost, but high-cost services is
not an obstacle for the poor residents. Simply by making the explanation letter,
the patient can be served without charge.
4. This service is integrated with complaints center of the hospital.
5. Prepare a special room to carry out the method of kangaroo care services. Kangaroo
care method is a way to care for Low Birth Weight Babies that are simple and easy
to work anywhere with clutching the baby so the baby’s skin in direct contact with
the skin of the mother.
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Replikasi:
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Impacts on Society
The impacts that occur in society in general as follows.
Replication:
Each hospital can develop a perinatology services unit to reduce the number of
neonatal deaths, especially with high risk. As long as the hospital management and
the government, both central and local, have committed so the perinatology services
can be implemented in all regions. Lasinrang Hospital gets full support from the local
government in implementing such innovations. The Perinatology Unit of Lasinrang
Hospital has become a case study for several hospitals in the province of South Sulawesi
among others, the maternity hospital of Fatimah Makassar, RSIA Aisyiah St. Khadijah
Pinrang Regency, and some other hospitals.
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Latar Belakang
Kabupaten Sumenep memiliki 27 Kecamatan yang terdiri dari 19 kecamatan di
Wilayah Daratan dan 18 Kecamatan di Wilayah Kepulauan. Beberapa pulau jaraknya
lebih dekat dengan pulau Kalimantan dan Sulawesi dari pada ke Kabupaten Sumenep.
Kondisi ini membuat masyarakat yang letak rumahnya jauh dari kantor kabupaten atau
kota menjadi enggan untuk mengurus perizinan.
Inovasi
1. PATEN mencegah praktek pungutan liar dan penyimpangan lain. PATEN memiliki
Standar Pelayanan yang mengatur tentang jenis, dasar hukum, persyaratan, tarif,
waktu, dan prosedur layanan.
2. PATEN merupakan Manajemen Pelayanan Publik dengan konsep “One Stop
Service“. Pengajuan Ijin/Non Perijinan dilaksanakan dalam satu ruangan/
satu pintu dan penerbitan ijin atau rekomendasi juga dalam ruangan itu juga.
Didalam ruangan disediakan alur dan mekanisme perijinan/non perijinan serta
pengaduan. Setiap tahapan proses dapat ditelusuri dan dimonitor oleh pemohon.
3. Petugas PATEN dibekali dengan kompetensi yang memadai agar mampu
memberikan pelayanan yang prima. Keluhan, aspirasi, dan saran dari masyarakat
mendapat respon langsung dari petugas.
4. Tim kerja Paten meliputi Tim Pelayanan dan Tim Evaluasi Kinerja Pelayanan.
5. Bila melampaui waktu penyelesaian yang sudah ditentukan, pemohon diberikan
kompensasi yaitu petugas pelayanan akan mengantar berkas ke rumah yang
bersangkutan.
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Background
Sumenep regency has 27 sub-districts which consists of 19 subdistricts in the Mainland
and 18 sub-districts in the Islands. Some islands have a closer distance to the islands of
Borneo and Sulawesi rather than to Sumenep. This condition makes people who live far
from the location of the district office or town to be reluctant to take care of licensing.
For the improvement of Public Service, Government of Sumenep has conducted Public
Service Reforms. These reforms include the service standards and locations closer to
the people, processes run faster service, and all activities are conducted in one place.
Furthermore, the idea is embodied in the District Integrated Administrative Service
(PATEN)
Innovations
1. PATEN prevent extortion and other irregularities. PATEN has service standards that
governing the type, the basic law, terms, rates, time, and procedures of services.
2. PATEN is a Public Service Management with the concept of “One Stop Service”. An
applicant can apply for the licensing services / non-licensing services that are
administered in one room / one door and the issuance of a license or recommendation
also in the room as well. In the room, licensing mechanism / non-licensing and
complaints are provided. Each stage of the process can be traced and monitored
by the applicant.
3. Officers of PATEN are equipped with sufficient competence to be able to provide
excellent service. Complaints, aspirations, and suggestions from the public are
responded by the officials.
4. The team includes the PATEN Services Team and the Service Performance Evaluation
Team.
5. When the settlement has exceeded the specified time, the applicant is given the
compensation that service personnel will deliver the file to his home.
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7. Waktu layanan sudah pasti sehingga bila melampaui ketentuan waktu penyelesaian
maka menjadi kewajiban bagi petugas paten untuk mengantarkan dokumen
ijinnya kepada Pemohon.
8. Di ruang pelayanan paten disediakan meja dan petugas layanan pengaduan
sehingga keluhan ataupun komplain dari pemohon layanan dapat terlayani.
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7. The service has bounded by specific delivery time therefore when it goes beyond
the provisions of the settlement time, it becomes an obligation for the officers to
deliver documents to the applicant’s house.
8. In the PATEN, concierge services are provided so that complaints could be
accommodated and to be followed up.
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3 Finalis
Latar Belakang
Perkembangan era globalisasi dan dinamika pola pikir masyarakat yang semakin kritis
memberikan dampak kepada layanan publik. Hal tersebut mendorong pengembangan
inovasi pemerintah dalam peningkatan kualitas pelayanan publik menuju efisiensi dan
efektivitas yang optimal.
Inovasi
1. SIMPAD (Sistem Informasi Manajemen Pajak Daerah) terdiri dari pendataan,
penetapan, penagihan, pembukuan, dan pelaporan pajak daerah.
2. SIM BPHTB (Sistem Informasi Manajemen Bea Perolehan Hak atas Tanah dan
Bangunan) mengatur pengalihan hak atas tanah dan bangunan.
3. SIM PBB (Sistem Informasi Manajemen PBB) mengelola data Wajib Pajak dan
Objek Pajak PBB.
4. Sistem Pembayaran PBB Online (Host to Host) mendukung Wajib Pajak untuk
membayar pajak di seluruh jaringan kantor kas Bank BJB.
5. Sistem Informasi Tagihan PBB memberikan informasi tagihan Wajib Pajak Daerah
PBB-P2.
6. Sistem Monitoring Pendapatan PBB memberika informasi jumlah pembayaran yang telah
dilakukan oleh Wajib Pajak Daerah PBB-P2 secara Real Time.
7. SMS GATEWAY merupakan layanan kepada wajib pajak melalui SMS berupa
informasi, pengingat tanggal jatuh tempo penyampaian dokumen perpajakan,
pembayaran, serta hal-hal yang berkaitan dengan perpajakan daerah.
8. Sistem pengendalian dan Pengamanan dalam dokumen SPPT dan SSPD (Security
Printing) sebagai alat dan bukti pembayaran PBB.
9. ISO 9001:2008 dan ISO 8385:2000 merupakan standar atas mekanisme kerja dan
telah diakui oleh lembaga akreditasi (The British Standards Institution).
10. Pembentukan 2 (dua) UPTD Pajak Daerah yang masing-masing dapat melayani 4
(empat) kecamatan. Setiap UPTD sudah terintegrasi dengan sistem pada kantor pusat
(DPPKD Kota Cilegon) dengan menggunakan fasilitas Virtual Private Networking
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Background
The development of globalization era and the dynamics of the more critics of public
mindset have brought impacts on public services. It encourages the development of
government innovations to improving the quality of public services towards the optimal
efficiency and effectiveness.
Innovations
1. SIMPAD (Local Tax Management Information System) consists of data collection,
assessment, billing, bookkeeping, and local tax reporting.
2. BPHTB SIM (Management Information System of Tax on Acquisition of Land and
Building) arranges for the transfer of land and buildings.
3. Land and Property Tax SIM (PBB Management Information System) to manage
data of Taxpayers and Tax Object of PBB.
4. PBB Online Payment System (Host to Host) supports the taxpayer to pay taxes on
the entire network of Bank BJB cash offices.
5. PBB Billing Information System provides billing information of the local PBB-P2
Taxpayer.
6. PBB Monitoring Revenue System gives information on the number of payments
made by the local PBB-P2 Taxpayer in Real Time.
7. SMS GATEWAY is a service to the taxpayer via SMS in the form of information,
reminders of due dates or tax documents delivery, payment, and matters relating
to local taxation.
8. Control Systems and Security SPPT and SSPD documents (Security Printing) as a
means of payment and proof of the PBB.
9. ISO 9001: 2008 and ISO 8385: 2000 is the standard on the mechanism of actions
and have been recognized by the accreditation agency (The British Standards
Institution).
10. Establishment of 2 (two) UPTD Local Taxes, each of which can serve four (4) sub-
districts. Each UPTD is already integrated with the system at the central office
(DPPKD Cilegon City) by using Virtual Private Networking (VPN) so that the
security system is secured.
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1. Memberikan kemudahan kepada WP yang dibantu oleh Petugas Dinas Luar dalam
hal penyampaian dokumen pajak daerah seperti SPTPD, SKPD, dan SSPD
2. Tertatanya basis data Wajib Pajak Daerah yang memberikan kemudahan dalam hal
perpajakan daerah
3. Proses administrasi pajak daerah sesuai dengan SOP yang telah ditetapkan
4. Memberikan kemudahan dalam penyampaian informasi kepada Wajib Pajak Daerah
5. Kepastian dalam pelayanan pajak.
6. Meminimalisir dan menghindari kebocoran-kebocoran penerimaan pajak dari oknum-
oknum yang tidak bertanggung jawab.
7. Memberikan kemudahan kepada Wajib Pajak Daerah untuk dapat mengetahui jumlah
tagihan PBB yang dapat diakses melalui internet
8. Memberikan kemudahan dalam pembayaran yang dapat dilakukan melalui seluruh
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11. The Field Officers carry out the collection and processing of data object and subject
to tax by distributing and collecting SPPT, SPTPD, and SKPD to the local taxpayer.
12. Cooperation with the State Attorney of Cilegon in handling legal issues either Civil
or Administrative Cases. This cooperation is carried out when there are obstacles
in the tax collection.
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Pemaparan tentang pelayanan pajak daerah oleh Kepala dinas pendapatan dan pengelolaan
keuangan daerah Kota cilegon
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TOP 99 INOVASI PELAYANAN PUBLIK INDONESIA
x TAHUN 2014
TOP 99 INOVASI PELAYANAN PUBLIK INDONESIA
x TAHUN 2014
Komentar
Comments
Komentar
Ternyata inovasi kami, berhasil meraih Juara Kedua Kategori III untuk Wilayah
Asia dan Pasifik. Bagi kami, dipilih dan dikirimkan mewakili Indonesia di ajang kompetisi
internasional saja sudah membanggakan, apalagi sekarang sudah ditetapkan sebagai Juara.
Kami amat bersyukur, karena bisa mengharumkan nama bangsa di ajang bergengsi seperti
UNPSA.
Tantangan terberat bagi kami kedepan adalah mempertahankan prestasi yang sudah
diraih ini. Untuk menjawab tantangan tersebut, kami sudah mulai membentuk Tim Inovasi
dan Rumah Inovasi sebagai bentuk komitmen kami menjaga prestasi dan mewujudkan
peningkatan pelayanan kepada masyarakat melalui berbagai inovasi. Akhirnya kami mengajak
semua pihak (Provinsi, Kabupaten dan Kota se-Indonesia) untuk terus melakukan inovasi-
inovasi dalam rangka perbaikan pelayanan publik di Indonesia, kami sangat yakin kita pasti
bisa mengukir prestasi bila bekerja dengan ikhlas dan jujur.
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Comments
Evidently, our innovation won the Second Place Winner for the 3rd Category for the Asia
Pacific Region. Being sent to participate in an international competition, as the Indonesia
representative, is a glory; moreover, we won the competition. We are very grateful because
we can elevate the nation position in such a prestigious event of UNPSA.
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Komentar
Capaian tahun ini bukanlah prestasi yang pertama bukan pula yang terakhir.
Memenangkan dua kategori pada partisipasi kedua merupakan kinerja yang luar biasa.
Sehingga, saya percaya bahwa inovasi-inovasi layanan publik Indonesia dapat menjadi
juara di kategori yang lebih banyak pada tahun-tahun mendatang.
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Comments
This year’s achievement is neither the first nor the last accomplishment. Winning two
categories in the second participation is an outstanding performance. Thus, I do believe that
Indonesian public service innovations can be winners in more categories in years to come.
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Komentar
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2 Juara dan 3 Finalis
UNITED NATIONS PUBLIC SERVICE AWARDS (UNPSA) 2015
dari INDONESIA
Prof. Dr. R. Siti Zuhro, MA,
Lembaga Ilmu Pengetahuan Indonesia: LIPI
Tim Panel Independen Kompetisi Inovasi Pelayanan Publik Tahun 2015
The Indonesian bureaucratic reforms and efforts have reaped rewards. Since the reform movement (1998) has fought
against corruption, collusion, nepotism and created a grand design of bureaucratic reform of 2010-2025, the spirit to improve the
bureaucracy has never stopped. One of the concrete efforts of the bureaucratic reforms is the improvement of public services quality
provided by local governments (provinces, regencies/cities) and ministries/ agencies. Public service innovations competitions hosted
by the Ministry of Administrative and Bureaucratic Reform since 2014 are not only responded positively by ministries/ agencies
and the local governments, but also become the means of proof that they can make breakthroughs that are innovative, useful and
become role models for other government agencies. Their innovations are recognized not only nationally, but also internationally as
demonstrated through public service competition of the United Nations Public Service Award (UNPSA) 2014. Interestingly, of the 36
public service innovations that were nominated in the UNPSA, 14 of them qualified for the second round to competing with 80 other
countries. In 2015, in fact, of the five finalists, two of them managed to win. With such achievements, public service innovations in
Indonesia are quite prospective, promising and could be lessons learned to other countries.
Dadan S Suharmawijaya
Wakil Direktur Eksekutif JPIP, Tim Panel Independen Kompetisi
Pelayanan Publik 2015
Satu demi satu inovasi pelayanan publik di Indonesia naik ke pentas Internasional. Hal
ini nampak dari kembali masuknya lima inovasi pelayanan publik pemerintah daerah di Indonesia
menjadi Finalis UNPSA 2015. Bahkan UNPSA 2015 ini menjadi kebanggaan luar biasa karena
dua dari lima finalis tersebut berhasil meraih juara. Semua ini membuktikan bahwa inovasi
pelayanan publik yang “best practices” di Indonesia sebetulnya bertaburan. Hal ini sekaligus
membuktikan pula banyak aparatur negara yang bekerja baik. Persoalannya tinggal pada upaya
pemunculan, apresiasi, publikasi, diseminasi dan replikasi. Kami sangat mengapresiasi upaya Kementerian PANRB yang
dalam dua tahun terakhir ini giat mendorong dan memotivasi Kementerian/Lembaga/Provinsi/Kabupaten/Kota untuk terus
berinovasi. Selamat bagi para Juara dan Finalis UNPSA 2015 dari Indonesia.
The Indonesian public service innovations emerge in the global stage, one by one. It is apparent from the re-entry of five public
service innovations from the local governments became the Finalists of UNPSA 2015. Furthermore, two of them make us remarkably
proud by winning the competition. This achievement is evidence that the best practices of public service innovations in Indonesia
have spread. It also proves that a lot of government officials are working. The problem remains in efforts to appearance, appreciation,
publication, dissemination and replication of the innovation. We greatly appreciate efforts of the Ministry of Administrative and
Bureaucratic Reform especially in the last two years to encourage and to motivate the Ministries/Agencies/Provinces/Regencies/
Cities to innovate continuously. Congratulations are due to the Winners and the Finalists of UNPSA 2015 from Indonesia.