You are on page 1of 10
INDONESIAN GOVERMENT DIRECTORATE GENERAL OF IMMIGRATION DIVISION OF INFORMATION TECNOLOGY AND MANAGEMENT SYSTEM STRATEGIC PLANNING 2013-2017

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 DGOI’s business and the provision of services for our

costumers and our stakeholders—the government, the public and our directorate’s business partners. The plan supports the DIAC Strategic Plan 2011–12 and describes how the DGOI’s 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 DGOI’s 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 DGOI’s 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

DGOI’s 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 DGOI’s objectives can be achieved. The major project required to meet the organisation’s 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 stakeholder’s interests. Thus, stakeholder’s 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 organisation’s 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)

NGO’s

Clients

Academic Institutions

IT Expertise

IT Providers

Industry

Internal stakeholders (employee)

PEST Analysis of Information Technology and Management System

 

POLITICAL

 

ECONOMIC

IMF and World Bank urged Indonesian public services to

Indonesia has been projected as an Asian rising in the economic

provide adequate e-services. Indonesian government set year of 2013 as year of e-

development. Foreign direct investment in to Indonesia has been increasing since

government.

2008.

The House of Representative has issued E-government

Rising oil prices has forced public to act effectively and efficiently.

Laws as regulatory foundation to integrate public

Electronic and IT service prices has reduced by 10% in year 2011 as

database. In 2010, The House or Representative has passed Public

result of Rupiah currency has been getting better.

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

 

TECHNOLOGICAL

The quality of immigration services has not significant

IT science has improved significantly.

improved.

Immigration services need to be integrated into single system to

Public demand of public service improvements is getting stronger.

provide integrated and technological high profile for future immigration issues.

The Transparency Public Sector Laws have boosted

Upgrading IT knowledge for DGOI’s IT team.

public demands of accountability in public sector. Passport demands has been increased 13% per year as

Accessibility and portability data has been a focal point in the record management science.

result of the improvement of economic condition.

Technological security of school data and personal information

The number of Asylum seekers has increased 15% in

 

2011.

The number NGO’s are growing.

Environmental sustainability becomes a major focus

School reputation and culture to be

SWOT analysis

   

INTERNAL

 

EXTERNAL

STRENGTHS OPPORTUNITIES
 

STRENGTHS

   

OPPORTUNITIES

Reputation for record management

 

Potential corporate cooperation with academic

ITMS division has distinctive culture. We did

institutions

not put hierarchy based on ranks but based on

Public demands of better e-government

skills and knowledge

Political support from the House of Repetitive on

Culture of hunger of knowledge

e-government programs

 

Head of ITMS has managed the division into good management structure with clear decision making processes

Increasing of IT content developers The number of broadband users in Indonesia has increased more than 10 million users in 2011.

Qualified IT staff

 

Facebook and twitter are potential space for DGOI

   
 

Good work environment Has special space to relief work stress

ITMS division is located in Indonesian’s silicon

 

to gain reputation in social network Indonesia is second highest number of Facebook users.

valley. Sustainable master planning

 

Increasing perception of the e-government of public services in a good governance

 

Increasing perception of green solution in an IT world.

WEAKNESSES THREATS
 

WEAKNESSES

   

THREATS

DGOI’s reputation in delivering public services

There are immigration offices in rural and remote

is still considered as low profile because of red tape and corruption.  areas, which have

is still considered as low profile because of red tape and corruption.

areas, which have got broadband connections. Political situation in 2014 has been predicted in

 On one hand, ITMS division has qualified staff. On the other hand, DGOI has limited
 On one hand, ITMS division has qualified staff. On the other hand, DGOI has limited
 On one hand, ITMS division has qualified staff. On the other hand, DGOI has limited

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

delivering e-services

is boring, stressful

and

turmoil because national elections will be held in 2014. It potentially poses uncertain political support in immigration issues.

good public services.

Changing leader may lead

to changing in the

Lack of challenges.

strategic priorities.

Most DGOI employee has a mindset that

E-government is still considered as a threat by some people. It is because some people want to cut

considered

as

a

routine

activity.

Thus,

the queues and procedures to have super quick and

 empl oyee’s motivation is low. High of maintenance costs.  no hassle process.

employee’s motivation is low. High of maintenance costs.

no hassle process.

Maintaining IT infrastructure has been increased because a lot of IT infrastructure is broken as result

Maintaining IT infrastructure has been increased because a lot of IT infrastructure is broken as result of low sense of belonging among employee.

Hackers has been improving they capability to hack vital objects

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
Establishing IMS
System used as primary tools to deliver services
System used as primary tools to deliver
services
Strong Record Management
Strong Record Management
Focus on regulation and SOP
Focus on
regulation and
SOP
Establishing IMS
Establishing IMS
System used as primary tools to deliver services
System used as primary tools to deliver
services
Robust Record Management
Robust Record Management
Network connection Building Infrastructure
Network connection
Building Infrastructure
2008-2009 New
2008-2009
New
Network connection Building Infrastructure 2012
Network connection
Building Infrastructure
2012
Fully Implemented
Fully
Implemented

2010-2011

Partially Implemented
Partially
Implemented
Largely Implemented
Largely
Implemented

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 DGOI’s 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-government’s business goals.

Strategic Goals

sub goals

To increase capability of IMS
To increase capability of
IMS
 Improving e-service delivery  Strengthening the management of records with other institutions. In Diagram 2
To increase online users involvement Strengthening management record
To increase online users
involvement
Strengthening
management record
 Improving e-service delivery  Strengthening the management of records with other institutions. In Diagram 2
 Improving e-service delivery  Strengthening the management of records with other institutions. In Diagram 2
 Implementation IMS system as an open source  Re-assessment of current system  Critical to
 Implementation IMS system as an open
source
 Re-assessment of current system
 Critical to meet statutory requirements
 Increasing accessibility of Immigration e-
services
 Improving capability of customer supports
(CS)
 Enable online users to get what they want
   Reduce the risk to ICT/ e-Government Establish a regulatory framework for the management
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

 

Actions

Who?

Timelines

 

Performance Indicators

 

Targets

1.1

Implementation

 

IT Team members should provide soft and hard

Procurement and

Mid 2013

 

Online

Visitor

 

Excellent feedback and online

IMS system as

infrastructure that gives simplicity for

software

Clients

feedback

 

an open source

stakeholders to access e-services Ensure that system are developed with consideration to enhance customer services

divisions

Software and hardware

 

visitors rise above 20 precent by end of 2013.

1.2

Re-assessment

 

Revisited current capability and capacity of the

Software Division

First quarter

 

Infrastructure assessment.

 

Report presented on time.

of current

infrastructure

year 2013

   

system

Identified areas needed for improvement

and

 

regeneration Research market of green solution in the area of IT

Hardware Division

Provide feedbacks

1.3

Critical to meet

 

Collaborative

actions with IT consultants.

Head of DGOI and

First quarter

 

Comprehensive feedbacks

 

No Gap of understanding of

statutory

Coordination with stakeholders and related

IT Manager

year of

from stake holders and IT

statutory requirements

requirements.

department.

2013

consultants.

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.

 

Sub-goal

 

Actions

Who?

Timelines

 

Performance Indicators

 

Targets

2.1

Increasing

Web content appraisal

IT division and

Mid of 2013

Online customer reports

Feedbacks from customers and IT

accessibility of

Identify which web-content needed

Human

Customer feedback

consultants are scored above 85%

Immigration e-

improvement

Relation

IT consultant appraisals

satisfied.

services

IT teams create a single web that

division

Continuously

   
 

accommodates all immigration services Public campaign of e-services has to be increased.

2.2

Improving

Appraise customer feedback

CS manager

Monthly

Results of customer

Third party reports that CS has

capability of

Identify areas needed for improvement and

And SC staff

assessments

improved and new SOP is being

customer

provide training

Third party.

 

demonstrated well

supports (CS)

Re-assessment of current SOP

 
 

Review by CS manager

2.3

Enable online users to get what

IT teams need to ensure that customers are able to get what they need in website for

IT teams

All times

Customers feedbacks

Online users leave good feedbacks

they want

24/7.

E-services work 24/7

Website is nominated as e-gov

 

If there are obstructions in the web,

 

award in 2013.

consumers are notified. The website need to be friendly user.

 

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

 

Actions

Who?

Timeline

 

Performance Indicators

 

Targets

 

s

   

3.1

Reduce the

IT team and HR

Quarterly

Assessment report of

Upgraded security firewall

risk to ICT/ e-

 

IT teams provide regular report of IT risk

Government

management.

software, hardware and human resource

No gaps or lack understanding of security awareness

Establish a new security respond system Refresh security awareness among staff

   

Establish a

  • 3.2

 

Intensive meeting with other institutions

Head of DGOI

2013-2014

Regulatory frameworks

No gaps, or lack of commitment

regulatory

Create agreements with other departments

and IT

established

to integrate database

framework

 

Division

for the management

to integrate database. Set out strategic short, medium

and long

term goals that will lead to the regulatory

Heads of other department commit to integrate database

2013, planning of integrated database Mid of 2014 starting the plan

of records as integrated assets

framework

Long term goals of integrated database are visible

 

Repositioning

  • 3.3

 

Identify requirements, while IT specialists

Record

During 2013

Completion of training

Initiatives should be established

record

provide technical solutions

Managers

manual.

to build partnerships among key

system

Establishing key aspects of interconnected

Demonstrate to store

players.

among

manager or 2IC excellent

departments

database.

customer service

Records managers and archivists

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.

throughout shifts

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 ITMS’s 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 ITMS’s strategic goals could still be part of the overall DGOI’s 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.