INDONESIAN GOVERMENT DIRECTORATE GENERAL OF IMMIGRATION

DIVISION OF INFORMATION TECNOLOGY AND MANAGEMENT SYSTEM STRATEGIC PLANNING 2013-2017 (By Sigit Mardiman, 2091334)

A. Introduction The Information Technology and Management System (ITMS) Strategic Plan recognizes the critical role of information technology (IT) services in supporting the DGOIs business and the provision of services for our costumers and our stakeholdersthe government, the public and our directorates business partners. The plan supports the DIAC Strategic Plan 201112 and describes how the DGOIs priorities, as well as other external factors such as the local and international political context, will shape our IT services and defines our major IT priorities over the next four years. The plan also provides to the key actions and detailed plans that underpin those priorities. Since 2008, we have delivered one of the largest projects of e-government programs in the Indonesian public sectors through the Immigration e-services program. The program has provided a foundation for the DGOIs current transformation agenda, as we look to continue to reform our organisation, processes, systems and infrastructure. A key priority is to create transformation of bureaucratic management and services towards a clean and clear organisation as well as the lessons learned from the Immigration e-services program as we progress the roll in of all immigration services into the new DGOIs Portal. This will support advanced risk management practices for visa and passport processing, a more agile response to policy and legislative change, globally consistent business processes, the consolidation of visa processing, and improved online services. The ITMS strategic plan 2013-2017 are aimed to reinforce the need for DGOI to enable the organisation to meets it statutory requirements, and defines IT strategies that will consolidate and extent the existing e-service systems. This strategic plan shapes upon the achievements of earlier plans to position DGOI to serve public more efficient, effective, responsive, and greater accessibility.

Vision statement To be a high-qualified provider of IT strategies and services for the DGOI Mission statement Department of ITMS will develop a comprehensive and integrated IT services, and supporting the DGOIs business and services towards a good governance organisation. Values We recognize the values of trust, accountability and accuracy. We commit to perform the value of innovation and partnership. We present our values through leadership and responsiveness.

B. Current Situation Since 2008, Division of ITMS has built a foundation for overall operation and technology support appropriate to meet e-government requirements in immigration services. The foundation, which described in the strategic planning year 2008-2012, have been implemented or progressed, with corporate systems in place to manage services to stakeholders, finance and human resources. The 2013-2017 ITMS Strategy is going to harvest the benefits from the previous ITMS Strategy. With most foundation system now in place or in active distribution, DGOI is well positioned to focus on a program that unsure the users are serviced more effectively and efficiently, and the DGOIs objectives can be achieved. The major project required to meet the organisations business needs is the Integrated Migration System (IMS), which was described in the previous strategic plan, but has been partially established. Establishing IMS of this system is considered an essential. The ITMS is currently supporting DGOI in implementation of a number of these initiatives. Developing Immigration e-services (IMS) include e-passport, e-visa, and human resource management system. Process re-engineering to standardise transactions and enable an increased use of decision support systems. A standard architecture of record management system consistent with the Indonesia Achieve Institution. Provide of the digital information management and statistics (Centre of Statistic Boards)

C. Stakeholder analysis Since 2005, the ITMS has engaged and actively involved with key stakeholders who have contributed to the division on delivering its services within internal of DGOI or external. The many cooperation and collaborations in our services, national and international, are supported by a steering committee at department level chaired by the head of DGOI. The steering committee is running in based of accountability and partnership. Key stakeholders significantly and continuously provide assistants to ITMS division in various areas based each key stakeholders interests. Thus, stakeholders contribution cannot be separated for the successful work of ITMS. To avoid confusion and ensure consistency in the use of terminology of stakeholders and client, these are the definition: Stakeholders refer to any person, group or organisation that have interests in the outcome of an organisation. Key stakeholders refer to any stakeholders that provide significant influence on, or significantly impacted by, the work. Clients or consumers are people who use our services and programs or are subject to our regulation.

One of good governance indicators is to build strong cohesion with key stakeholders. ITMS are committed to achieving this by ensuring our initiatives are recurring and consulting regularly with stakeholders. The initiatives include: Recognizing our key stakeholders Consistent in developing of a stakeholder mapping template so all areas can identify and categorize stakeholders Continue to seek mutual relationships with key stakeholder groups Involving key stakeholders to review organisations achievements Implement monitoring and measurement systems towards the effectiveness of relationships with our stakeholders.

ITMS division has comprehensively identified key stakeholders. It includes many types of relationships, some central to our daily activity, others to tap into external ideas and experience. There are partnerships and formal advisory arrangements. There are also less formal but important relationships with groups or individuals with a particular interest in our work. The department currently groups its stakeholders into the following categories: Government (national and local) NGOs Clients Academic Institutions IT Expertise IT Providers Industry Internal stakeholders (employee) PEST Analysis of Information Technology and Management System
POLITICAL IMF and World Bank urged Indonesian public services to provide adequate e-services. Indonesian government set year of 2013 as year of egovernment. The House of Representative has issued E-government Laws as regulatory foundation to integrate public database. In 2010, The House or Representative has passed Public Sector Transparency Laws. Department of Home Affairs has started to issue single identity number as a base of integrated of public database. The House of Representative has put DGOI as one of targeted institutions of e-government program. SOCIAL The quality of immigration services has not significant improved. Public demand of public service improvements is getting stronger. The Transparency Public Sector Laws have boosted public demands of accountability in public sector. Passport demands has been increased 13% per year as result of the improvement of economic condition. The number of Asylum seekers has increased 15% in 2011. The number NGOs are growing. Environmental sustainability becomes a major focus School reputation and culture to be ECONOMIC Indonesia has been projected as an Asian rising in the economic development. Foreign direct investment in to Indonesia has been increasing since 2008. Rising oil prices has forced public to act effectively and efficiently. Electronic and IT service prices has reduced by 10% in year 2011 as result of Rupiah currency has been getting better.

TECHNOLOGICAL IT science has improved significantly. Immigration services need to be integrated into single system to provide integrated and technological high profile for future immigration issues. Upgrading IT knowledge for DGOIs IT team. Accessibility and portability data has been a focal point in the record management science. Technological security of school data and personal information

SWOT analysis
INTERNAL EXTERNAL

STRENGTHS Reputation for record management ITMS division has distinctive culture. We did not put hierarchy based on ranks but based on skills and knowledge Culture of hunger of knowledge Head of ITMS has managed the division into good management structure with clear decision making processes Qualified IT staff Good work environment Has special space to relief work stress ITMS division is located in Indonesians silicon valley. Sustainable master planning

OPPORTUNITIES Potential corporate cooperation with academic institutions Public demands of better e-government Political support from the House of Repetitive on e-government programs Increasing of IT content developers The number of broadband users in Indonesia has increased more than 10 million users in 2011. Facebook and twitter are potential space for DGOI to gain reputation in social network Indonesia is second highest number of Facebook users. Increasing perception of the e-government of public services in a good governance Increasing perception of green solution in an IT world. THREATS There are immigration offices in rural and remote areas, which have got broadband connections. Political situation in 2014 has been predicted in turmoil because national elections will be held in 2014. It potentially poses uncertain political support in immigration issues. Changing leader may lead to changing in the strategic priorities. E-government is still considered as a threat by some people. It is because some people want to cut the queues and procedures to have super quick and no hassle process. Hackers has been improving they capability to hack vital objects

WEAKNESSES DGOIs reputation in delivering public services is still considered as low profile because of red tape and corruption. On one hand, ITMS division has qualified staff. On the other hand, DGOI has limited human resources that able to deliver the IT system into good public services. Lack of challenges. Most DGOI employee has a mindset that delivering e-services is boring, stressful and considered as a routine activity. Thus, employees motivation is low. High of maintenance costs. Maintaining IT infrastructure has been increased because a lot of IT infrastructure is broken as result of low sense of belonging among employee. Employee integrity on delivering e-government is considered low because some of employee considered e-government is a brick wall for them to practice red tape and corruption Standard operational procedures of immigration e-services are still varies pa among immigration.

Diagram 1 Creating Better Public Services and Improving Information Management Establishing IMS
System used as primary tools to deliver services

Establishing IMS
System used as primary tools to deliver services

Strong Record Management

Focus on regulation and SOP

Robust Record Management

Network connection

Network connection

Building Infrastructure

Building Infrastructure

2008-2009

2010-2011
Partially Implemented Largely Implemented

2012 Fully Implemented

New

Diagram 1 shows that the priority for the ITMS Strategy is to establish good services, reinforce the focus on records management throughout Immigration Offices in Indonesia, and implement the Integrated Migration System to enable the directorate to meet its statutory obligations. IMS was designed as system that will enable the DGOIs business clients to engage in e-government services. IMS has been established to achieved the following organisational objectives: Deliver services more efficiently and effectively Achieve consistent outcomes Promote automation of passport and visa services Offer flexibility resulting in better customer experience.

Creating better services will be achieved by enhancing on-line access to e-government, through the extension of Web services. The introduction of the Integrated Migration System is the only foundation that will be robust base for the organisation to meet its statutory obligations.

D. Strategic Planning 2013-2017 Implementation of this plan will ensure that the agency is supported by responsive IT services that can rapidly provide access to stakeholders through a variety of channels. The projects that make up the 2013-2017 ITMS Strategy have been organized around three strategic goals that address the priorities of the ITMS. They are: To increase capability of the Integrated Migration System

Improving e-service delivery Strengthening the management of records with other institutions.

In Diagram 2 provides strategic themes that encompasses and expand strategic goals of ITMS, and ensure that each sub goals align with ITMS strategic business goals. The strategic goals are a combination of shared national e-government services initiatives. The projection in next three years is that national e-government will advance these strategic goals through an integrated program of projects, making greater use of information and knowledge to pursue national e-governments business goals.

Strategic Goals

sub goals

To increase capability of IMS

Implementation IMS system as an open source Re-assessment of current system Critical to meet statutory requirements

To increase online users involvement

Increasing accessibility of Immigration eservices Improving capability of customer supports (CS) Enable online users to get what they want

Strengthening management record

Reduce the risk to ICT/ e-Government Establish a regulatory framework for the management of records as integrated assets Repositioning record system management among departments

Strategic Goal 1# to increase the capability IMS Background: IMS is partially established, as four components (e-passport, e-visa, border management, and human resources management) of e-services in DGOI are not integrated.

Online feedbacks showed that there is a space for improvement of IMS services .

Sub-goal 1.1 Implementation IMS system as an open source

Actions IT Team members should provide soft and hard infrastructure that gives simplicity for stakeholders to access e-services Ensure that system are developed with consideration to enhance customer services Revisited current capability and capacity of the infrastructure Identified areas needed for improvement and regeneration Research market of green solution in the area of IT Provide feedbacks Collaborative actions with IT consultants. Coordination with stakeholders and related department.

Who? Procurement and software divisions

Timelines Mid 2013

Performance Indicators Online Visitor Clients feedback Software and hardware

Targets Excellent feedback and online visitors rise above 20 precent by end of 2013.

1.2 Re-assessment of current system

Software Division

First quarter year 2013

Infrastructure assessment.

Report presented on time.

Hardware Division

1.3 Critical to meet statutory requirements.

Head of DGOI and IT Manager

First quarter year of 2013

Comprehensive feedbacks from stake holders and IT consultants.

No Gap of understanding of statutory requirements Stakeholders engaged actively.

Strategic goal 2# to increase Immigration e-services involvement by all customers Background special The number of Internet users in Indonesia has been increasing by 20% in 2011 The National Strategic Goal has highlighted e-government as a high priority goal. Feedbacks from clients, regarding immigration services, showed that the e-services are not user friendly.
Actions Web content appraisal Identify which web-content needed improvement IT teams create a single web that accommodates all immigration services Public campaign of e-services has to be increased. Who? IT division and Human Relation division Timelines Mid of 2013 Performance Indicators Online customer reports Customer feedback IT consultant appraisals Targets Feedbacks from customers and IT consultants are scored above 85% satisfied.

Sub-goal 2.1 Increasing accessibility of Immigration eservices

Continuously

2.2 Improving capability of customer supports (CS)

Appraise customer feedback Identify areas needed for improvement and provide training Re-assessment of current SOP Review by CS manager

CS manager And SC staff Third party.

Monthly

Results of customer assessments

Third party reports that CS has improved and new SOP is being demonstrated well

2.3 Enable online users to get what they want

IT teams need to ensure that customers are able to get what they need in website for 24/7. If there are obstructions in the web, consumers are notified. The website need to be friendly user.

IT teams

All times

Customers feedbacks E-services work 24/7

Online users leave good feedbacks Website is nominated as e-gov award in 2013.

Strategic goal 3# Strengthening interconnection of management of records with other institutions Background special Interconnection of database with other institution has not established. Lack of regulatory frameworks is a main problem to connect database among institution. Political supports are needed to integrate IMS to other e-services. Thus, Head of DGOI plays significant roles as a leader of diplomacy in the stage of political arena.

Sub-goal 3.1 Reduce the risk to ICT/ eGovernment

Actions IT teams provide regular report of IT risk management. Establish a new security respond system Refresh security awareness among staff

Who? IT team and HR

Timeline s Quarterly

Performance Indicators Assessment report of software, hardware and human resource

Targets Upgraded security firewall No gaps or lack understanding of security awareness

3.2Establish a regulatory framework for the management of records as integrated assets

Intensive meeting with other institutions Create agreements with other departments to integrate database. Set out strategic short, medium and long term goals that will lead to the regulatory framework

Head of DGOI and IT Division

2013-2014

Regulatory frameworks established Heads of other department commit to integrate database Long term goals of integrated database are visible

No gaps, or lack of commitment to integrate database 2013, planning of integrated database Mid of 2014 starting the plan

3.3Repositioning record system among departments

Identify requirements, while IT specialists provide technical solutions Establishing key aspects of interconnected database. The key players who will lead and steer the steps involved in developing the standards, practices, systems and tools. Building steering committee representing the departments, which provide e-government.

Record Managers

During 2013

Completion of training manual. Demonstrate to store manager or 2IC excellent customer service throughout shifts

Initiatives should be established to build partnerships among key players. Records managers and archivists contribute professional content expertise and, with program managers.

E. Scenarios for an unexpected political upheaval in the year 2014 Political situation in the year 2014 can be in turmoil because politicians is going to give more their concentration on national election than to other issues. DGOI would has to review the strategic priorities, thus would affect the ITMSs strategic goals. Political supports of program on integrated public database from the House of representative would be trimmed. National IT infrastructure also would be more focused into preparation national elections. The ITMSs strategic goals could still be part of the overall DGOIs strategy but would be reviewed into context of political rationalization. It would be no massive changing of the strategic goals of ITMS. The first and second strategic goal would be high priorities and on time scheduled; however, strengthening interconnection of management record potentially would be delayed until end of the year 2015. Although the third strategic goal is delayed, IT division has to keep their efforts to provide risk management of IT system.