FINAL REPORT Development of Human Capital Blueprint (HCBP) 2020 – 2024: A Roadmap to Become the HR Business Partner Directorate of Population and Civil Registry Apparatus Management Directorate General of Population and Civil Registry Ministry of Home Affairs AA-P166294-ASA-TF0A8945 - Advisory Services and Analytics Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 1 / 53 Table of Contents 1. Background ..................................................................................................................................... 5 2. Objective ......................................................................................................................................... 7 3. Purpose of Reporting ...................................................................................................................... 8 4. Framework & Activities ................................................................................................................... 8 4.1 Framework of Human Capital Blueprint (HCBP) Development .............................................. 8 4.2 Work Method .......................................................................................................................... 9 5. Strategic Insights ........................................................................................................................... 11 5.1 Strategic Contexts ................................................................................................................. 11 5.1.1 National Medium-Term Development Plan 2020-2024 ............................................... 11 5.1.2 MOHA and DUKCAPIL’s Vision, Mission, Values, and Strategic Plan ............................ 13 5.1.3 BAKPS’ Roles and Responsibilities ................................................................................ 16 5.1.4 BAKPS’ Demographics ................................................................................................... 18 5.1.5 BAKPS’ Human Capital and Organizational Challenges................................................. 19 5.2 Expectations of Stakeholders ................................................................................................ 24 6. Human Capital Blueprint of BAKPS ............................................................................................... 26 6.1 Vision, Mission, and Values................................................................................................... 26 6.1.1 Vision and Mission ........................................................................................................ 26 6.1.2 Values ............................................................................................................................ 27 6.2 Strategic Objectives & Critical Success Factors..................................................................... 27 6.2.1 Strategic Objectives ...................................................................................................... 27 6.2.2 Critical Success Factors ................................................................................................. 29 6.3 Strategic Initiatives................................................................................................................ 30 6.4 Strategy Map & Implementation Plan .................................................................................. 33 6.4.1 Strategy Map ................................................................................................................. 33 6.4.2 Implementation Plan..................................................................................................... 35 6.5 Performance Indicators & Targets ........................................................................................ 36 7. Implementation and Sustainability of HCBP ................................................................................. 42 8. End Note and Next Steps .............................................................................................................. 43 Annex .................................................................................................................................................... 45 Annex. 1: Demography of employees of DINAS DUKCAPIL .................................................................. 45 Annex. 2: Details of BAKPS’ Demography (as of April 2020) ................................................................ 46 Annex. 3: DINAS DUKCAPIL Consolidated Performance Appraisal (2018) ............................................ 47 Annex. 4: Mapping of BAKPS’ Performance Indicators with HCBP ....................................................... 48 Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 2 / 53 List of Figures Figure 1 – Grand Design of the DUKCAPIL Civil Administration System ................................................. 5 Figure 2 – Steps for Development of HC Blueprint ................................................................................. 8 Figure 3 – Strategic Directives on Human Capital Development .......................................................... 12 Figure 4 – Strategic Directives on Bureaucracy Reform & Governance ............................................... 13 Figure 5 – MOHA Strategic Directives ................................................................................................... 15 Figure 6 – Dave Ulrich’s Roles of HR ..................................................................................................... 17 Figure 7 – Three-Legged Stool Model of HR Roles................................................................................ 17 Figure 8 – BSC Perspectives .................................................................................................................. 33 Figure 9 – Proposed Strategy Map for BAKPS’ HCBP ............................................................................ 34 Figure 10 – Proposed Implementation Plan for BAKPS’ HCBP .............................................................. 35 Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 3 / 53 List of Tables Table 1 – Programs of DUKCAPIL until 2020 ........................................................................................... 6 Table 2 – Demography of DINAS DUKCAPIL............................................................................................ 7 Table 3 – Activities Performed up to April 2020 ..................................................................................... 9 Table 4 – MOHA’s Organizational Values Based on Regulation 78/2018 ............................................. 14 Table 5 – BAKPS’ Roles and Responsibilities Based on Regulation 8/2018 .......................................... 16 Table 6 – Employee Demographic of BAKPS as of April 2020 ............................................................... 18 Table 7 – Age Demographic of BAKPS’ Employees ............................................................................... 18 Table 8 – Identified Expectations of BAKPS’ Stakeholders ................................................................... 24 Table 9 – Keywords in Proposed HCM Vision for BAKPS ...................................................................... 26 Table 10 – Key Behaviors Shared by MOHA and DUKCAPIL’s Values ................................................... 27 Table 11 – Proposed Strategic Objectives for BAKPS’ HCBP ................................................................. 28 Table 12 – Proposed Critical Success Factors for BAKPS’ HCBP ............................................................ 29 Table 13 – Proposed Strategic Initiatives for BAKPS’ HCBP .................................................................. 31 Table 14 – Proposed KPIs and Targets for BAKPS’ HCBP ...................................................................... 37 Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 4 / 53 FINAL REPORT Development of Human Capital Blueprint (HCBP) 2020 – 2024: A Roadmap to Become the HR Business Partner Directorate of Population and Civil Registry Apparatus Management Directorate General of Population and Civil Registry Ministry of Home Affairs AA-P166294-ASA-TF0A8945 - Advisory Services and Analytics 1. Background 1. The Government of Indonesia (GOI) understands the importance of a robust population and civil registration system as a foundation for strengthening public services in a fair and equitable manner and cater the needs of the people, in accordance with the mandate of Law number 24 year 2013 regarding Amendment of Law number 23 year 2006 regarding Civil Administration (Law 24/2013). The Directorate General of Population and Civil Registry (DUKCAPIL) of the Ministry of Home Affairs (MOHA) as the unit with the accountability to manage the population and civil registration has made a significant progress in recent years, through initiatives such as implementation of Civil Administration Information System (SIAK) in 2006, the issuance of 16-digit National Identification Number (NIK), and the introduction of the Electronic Identity Card (e-KTP) with embedded individual biometric data in 2011. These initiatives have been carried out as part of the DUKCAPIL’s Civil Administration Roadmap (see figure 1) to develop a strong basis for developing Indonesia's civil administration ecosystem in the future. Figure 1 – Grand Design of the DUKCAPIL Civil Administration System Source: DUKCAPIL (2018) 2. As part of the implementation of the Stage 2 of the Roadmap, DUKCAPIL has been implementing 14 programs since 2016 (see Table 1). One of the key initiatives is "DUKCAPIL Go-Digital� program, which includes the implementation of digital signatures for all population and civil registry documents. In 2020 DUKCAPIL placed automated machines for printing e-KTP and other documents in public spaces called ADM (Anjungan DUKCAPIL Mandiri) in public spaces and developed a national platform for online processing of documents, such as birth certificates. Using this platform, customers can apply documents using a website and print their documents at home. These initiatives are implemented to promote: (1) faster production of e-KTP and other population and civil registry documents to achieve the population and civil administration targets set by the Government; (2) higher level of satisfaction among citizens as the key stakeholders of population and civil administration Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 5 / 53 service delivery; and (3) higher level of trust and organization image of DUKCAPIL among the stakeholders as the result of DUKCAPIL’s improved services. 3. Due to the importance of population and civil registration as the foundation of government planning and strategy, the Government aim to achieve 100% of citizen to possess the relevant civil administration documents, such as National Identification Number (NIK), Birth Certificate, Marriage Certificate, Divorce Certificate, and Death Certificate (including the cause of death), as stated in the National Medium-Term Development Plan (RPJMN) 2020-2024. 4. To meet its performance targets, DUKCAPIL needs to acquire and maintain human resources with the right skills and the right mindsets, especially for jobs or functions related to their key mandate of providing population and civil registration service delivery to the public. In the context of DUKCAPIL, these people are the ones working in the Regional DUKCAPIL Offices (DINAS DUKCAPIL) in provinces, regencies, and cities across Indonesia. It is essential that the employees and officials of DINAS DUKCAPIL have the right technical competencies to perform the population and civil registration services to the public and have the right mindset to provide such services in a timely, accurate, professional, and accountable manner. Table 1 – Programs of DUKCAPIL until 2020 No. Program No. Program Integrated “one-package� civil registry services, update relevant documents based Change of data due to change of domicile with on one request (include e-KTP, Family 1. 8. copy of e-KTP, with no reference from RT, RW, Certificate, Death Certificate, Marriage and Kelurahan Certificate, Birth Certificate, and Child Identity Card/KIA) Issuance of e-KTP based on copy of Family Presentation of population data down to village Certificate, without the need to inform 2. 9. level using Geographical Information System neighborhood and sub-district officials (e.g., (GIS) RT, RW, and Kelurahan) Ability to record and issue e-KTP outside of Face Recognition based e-KTP photo for law 3 region of domicile if no data changes 10. enforcement purposes required Expedite the issuance of Birth Certificate “DUKCAPIL Going Digital�, electronic signatures 4. with the Letter of Absolute Responsibility 11. for all civil administration documents Statement (SPTJM) Establishment of DUKCAPIL Diploma-4 Program Development of ecosystem where civil in collaboration with the University of Sebelas 5. administration data and documents will be 12. Maret – Solo, Central Java to develop used for all relevant needs professional DUKCAPIL human capital Provide convenience in services for first-time 6. Implementation of Online Birth Certificate 13. voters in tribe of Baduy, region of Papua, correction facilities, and people with illness Utilization and access of civil administration Issuance of identity for all age groups through 7. 14. data for all relevant needs e-KTP and KIA Source: DUKCAPIL (2018) 5. The directorate within DUKCAPIL that is responsible for managing the Human Capital and Organization (HCO) aspects of DINAS DUKCAPIL is the Directorate of Population and Civil Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 6 / 53 Registry Apparatus Management (BAKPS). Given the essential nature of the optimal performance of DINAS DUKCAPIL, it is also essential that the staff and officials of BAKPS have the right technical competencies to perform their jobs in effective and efficient way per ministry’s decree and to have the right mindset to become the “Human Resources Business Partner� for DINAS DUKCAPIL to ensure that DINAS DUKCAPIL can generate and maintain the adequate level of performance to serve the citizens. 6. BAKPS has a strategic role to ensure HR policies and their implementation, particularly appointment & termination, career development, performance management, and learning & development of civil servants in DINAS DUKCAPIL offices are in accordance with criteria and standard set forth. Across Indonesia, BAKPS oversees more than 7,700 public servants working in 548 DINAS DUKCAPIL offices across 34 provinces, 416 Districts, and 98 Cities; providing services to a total of 70.8 million households (see Table 2). This shows how the crucial role of BAKPS in: (1) managing and overseeing the overall performance of DINAS DUKCAPIL; and (2) equipping its staff to be able to perform their duties effectively. Table 2 – Demography of DINAS DUKCAPIL Number of DINAS No BAKPS Sub-Directorate DUKCAPIL Offices Total Province District City Level Level Level 1 Area 1: Sumatera 10 120 34 164 2 Area 2: Java 6 85 34 125 3 Area 3: Kalimantan 5 47 9 61 4 Area 4: Sulawesi and Gorontalo 6 70 11 87 Area 5: Maluku, North Maluku, Papua, West 5 Papua, West Nusa Tenggara, East Nusa 7 94 10 111 Tenggara and Bali Source: BAKPS (2019) 7. Given the critical role that BAKPS has in managing the HCO aspects of DINAS DUKCAPIL, the TA Team was assigned to assist BAKPS in developing a Human Capital Blueprint (HCBP) to provide guidance to BAKPS in improving its HCO aspects, which in turn will improve BAKPS’ services to DINAS DUKCAPIL and other key stakeholders. 2. Objective 8. Understanding the important role of BAKPS as a directorate under DUKCAPIL in achieving the objectives and targets set forth, BAKPS needs to have a solid and reliable human resource strategy to manage the HCO aspects of DINAS offices in effective and efficient way. The objective of the Blueprint is to provide BAKPS with such a vision and strategy, objectives, and initiatives as well as road map to improve BAKPS’ capacities and capabilities in the area of human capital and organization to perform its core duties and functions effectively and efficiently for the next four year. This, in turn will improve BAKPS’ services to its key stakeholders: DINAS DUKCAPIL and internal staff. The World Bank through its technical assistance provided its technical support to the Directorate of Population and Civil Registry Apparatus Management (BAKPS) to assist in developing BAKPS’ HCBP. Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 7 / 53 3. Purpose of Reporting 9. The purpose of this report is to document the design and development of Human Capital Blueprint for BAKPS for the period of 2020 – 2024, which includes the strategic contexts of HCBP development; expectations of stakeholders; vision and mission for Human Capital Management; strategic objectives, critical success factors, strategic initiatives, strategy map, implementation plan, and key performance indicators and targets. 4. Framework & Activities 4.1 Framework of Human Capital Blueprint (HCBP) Development 10. The development of HCBP for BAKPS has referred to good practices (Figure 2), which consists of the following steps: a. Understand the context and landscape of population and civil registration in Indonesia and roles and responsibilities of BAKPS as a subset of DUKCAPIL; b. Review of BAKPS’ current Human Capital Management (HCM) practices to identify strategic HCM issues; and perform strategic discussions with BAKPS’ key internal and external stakeholders to obtain their expectations related to BAKPS’ roles and responsibilities; c. Develop BAKPS’ Human Capital vision, mission, and values in alignment with MOHA and DUKCAPIL’s organization vision and strategy; d. Develop the HCBP based on the developed vision, mission, and values with clear strategic objectives, critical success factors, strategic initiatives, implementation plan, and performance indicators & targets with consideration to the organization’s budget; and e. Manage the implementation of HCBP through adequate program management practices. Figure 2 – Steps for Development of HC Blueprint Source: WB Analysis (2019) Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 8 / 53 4.2 Work Method 11. A series of reviews, discussions, and workshops were conducted to develop the Blueprint. Below are activities performed up to April 2020: Table 3 – Activities Performed up to April 2020 No Activities Details of Performed Activities 1. Determine Position • Conducted desk review and literature analysis on 1) relevant regulations and policies; and 2) the progress, issues and challenges, development and way forward of population administration and civil registry in Indonesia under which DUKCAPIL of MOHA has performed the duties and responsibilities; • Obtained insights on BAKPS’ strategic HCM issues and employees’ expectations, through discussions with representatives of employees and Echelon II & III officials of BAKPS; • Conducted site visits to Jakarta, Aceh, East Kalimantan, North Sulawesi, and Papua to perform Focused Group Discussions (FGDs) with employees of DINAS DUKCAPIL in those regions to obtain insights on HCM issues and employees’ expectations on BAKPS’ roles; • Performed discussions with other key stakeholders (e.g., MOHA Learning Center) to obtain insights on HCM issues related to BAKPS and stakeholders’ expectations on BAKPS’ roles; and • Presented the findings to high rank officials and middle management of DUKCAPIL and BAKPS and gained inputs and feedbacks from them. 2. Develop strategy • Studied the national strategy as stated in the National Medium-Term Development Plan (RPJMN) 2020-2024; • Studied the vision, mission, and values of MOHA and DUKCAPIL; • Studied the designated roles & responsibilities and employee demographics of BAKPS; • Developed and proposed the outline of HCBP; • Developed and proposed the Human Capital Management vision & mission and the values of BAKPS and obtained reviews and confirmations from BAKPS; and • Developed and proposed the Strategy Maps for HCBP of BAKPS and obtained reviews and confirmations from BAKPS; Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 9 / 53 No Activities Details of Performed Activities 3. Build Blueprint • Developed the draft of HCBP based on the agreed vision, mission, and values with solid Strategy Maps: clear strategic objectives, critical success factors, strategic initiatives, implementation plan, and performance indicators & targets; and • Performed discussions and mini-workshops with key officials and staff of BAKPS to review and finalize the draft of HCBP for BAKPS 4. Manage Performance • Provided recommendations and proposal of action plans on how to implement and maintain the sustainability of HCBP implementation through reliable and realistic program management practices and performance management; and • Performed discussions with key officials and employees of BAKPS to finalize the recommendations. Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 10 / 53 5. Strategic Insights 5.1 Strategic Contexts 12. The following are the strategic contexts within the national, DUKCAPIL, and BAKPS levels that have been used as consideration factors in the development of BAKPS Human Capital Blueprint: 5.1.1 National Medium-Term Development Plan 2020-2024 13. The National Medium-Term Development Plan (RPJMN) 2020-2024 which has been formally established through Presidential Regulation number 18 Year 2020 regarding the RPJMN 2020-2024 stated the strategic plan for population and civil registration as part of President’s Main Directive on Human Capital Development (see figure 3), as follow: 1) Expediting the coverage of population and civil registration, through: a. Expanding the coverage of services on population and civil registration to all Indonesians within and outside the country, through: (1) Expansion of services to village and sub-district levels, and to all representative offices overseas; (2) Improve the speed and convenience of population and civil registration services; (3) Development of cross-sector and IT-based population and civil registration system; and (4) Connectivity of systems from various government agencies. b. Improvement of awareness and proactivity of Indonesians to voluntarily report on important population and civil registration events, through: (1) Involvement of various government sectors and community elements to actively perform the dissemination and advocacy; and (2) Development of the right incentive system to encourage Indonesians within and outside the country to report on population and civil registration events. c. Expediting the issuance of population and civil registration documents for special groups. 2) Integration of population and civil registration systems, through: a. Improvement of availability and quality of vital statistics in terms of accuracy, completeness, and timeliness for national development planning and implementation purposes, through: (1) provision of accurate vital statistics from cross-sector data; and (2) Optimal utilization of vital statistics for development and public services. b. Strengthening the coordination, collaboration, and synchronicity of various government agencies, provincial government, city/regency government, and the stakeholders of population and civil registration services and vital statistics development, through: (1) development of policy and procedure framework on a comprehensive, synchronized, cross-sector population and civil registries; and (2) Implementation of a synchronized governance for population and civil registration system between central and sub-national governments. 14. In terms of target, RPJMN 2020-2024 stated that by 2024, 100% of citizens will have possessed the relevant population and civil registration documents, such as National Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 11 / 53 Identification Number (NIK), Birth Certificate, Marriage Certificate, Divorce Certificate, and Death Certificate (including the cause of death). 15. The RPJMN 2020-2024 also stated the policy and strategic direction on Bureaucracy Reform and Governance, under the theme of Strengthening the stability of politics, law, defense, and security; and transformation of public services (see figure 4), as follow: 1) Strengthening of Civil Apparatus (ASN) management through implementation of national ASN talent management, improvement of ASN merit system, simplification of echelons, and management of functional positions; 2) Management of organization and business process through organization design and implementation of integrated electronic-based procurement system; 3) Reform of performance accountability system through extension of integrity system implementation, strengthening the organization performance accountability and bureaucracy reform management, and reform of planning and budgeting systems; and 4) Transformation of public service through electronic-based public service, strengthening the public monitoring on public service performance, strengthening the innovation ecosystem, and improvement of synergized services. 16. Based on the review of RPJMN 2020-2024, it is indicated that expansion of coverage, quality, and synchronicity of population and civil registration services has become a strategic agenda that wants to be achieved by the GOI by 2024 and must be supported by the key stakeholders, such as the MOHA and SNGs. The GOI also re-emphasizes its commitment to implement the bureaucracy reform and governance through improvement of state civil apparatus’ professionalism, integrity, and performance. In the context of MOHA, DUKCAPIL, and BAKPS; this translates into expectations of optimal HCM, especially for employees and officials of various DINAS DUKCAPIL units that provide population and civil registration services to many Indonesians on daily basis. Figure 3 – Strategic Directives on Human Capital Development Source: RPJMN 2020-2024 (2020) Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 12 / 53 Figure 4 – Strategic Directives on Bureaucracy Reform & Governance Source: RPJMN 2020-2024 (2020) 5.1.2 MOHA and DUKCAPIL’s Vision, Mission, Values, and Strategic Plan 5.1.2.1 Vision and Mission 17. Vision is a desired state that wants to be achieved by an organization in the future. Mission is the ways to achieve the desired state. Based on the publicly available information, the vision and mission of the Ministry of Home Affairs are: Vision: “The Ministry of Home Affairs has the capability to become the “Axis� of domestic governmental and political activities, improve public services, uphold democracy, and keeper of nation’s integration� Mission: “To achieve the vision through: 1. Strengthening the ideology and nationalism insights through implementation of Pancasila, 1945 Constitution, diversity, unity, democratization, nation’s character, and stability of the country; 2. Achieving effectiveness in overall governmental activities through harmonization of central-sub-national relations, create peace and public order, and improve utilization of civil administration; Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 13 / 53 3. Achieving effectiveness in implementation of decentralization and regional autonomy through capacity improvement in governmental activities supported by accountable and people-first budget and financial management; 4. Facilitating the achievement of equity and harmony in inter-regional development through development of outskirts, villages, and borders; and 5. Achieving the good, clean, and effective governmental governance, supported by competent and monitored state civil apparatus to strengthen public services.� 18. It is the fact that MOHA’s statement of vision and mission are still based on the interpretation of RPJMN 2015-2019 and other relevant prevailing government policies. Review on the alignment between RPJMN 2020-2024 and MOHA’s current vision and mission reveals that the strategic statements in the two documents in terms of the intent to improve civil administration utilization, public services, competency, integrity, and state civil apparatus performance are still relevant. 5.1.2.2 Values 19. Organizational Values is a set of basic principles that are embraced by and shape the behavior of people in an organization. MOHA has established its organizational values through the enactment of Ministerial Regulation number 78 Year 2018 regarding the Development of Work Culture in the Ministry of Home Affairs (Regulation 78/2018). It consists of six values and the correspondent key behaviors (see Table 4). Table 4 – MOHA’s Organizational Values Based on Regulation 78/2018 MOHA Values Key Behaviors • Perform role and function with required job competency standard; Professional • Committed to improve performance and achieve targets; and • Improve knowledge and skills relevant to the job. • Comply to all prevailing laws and regulations; Discipline • Consistently use systems and procedures; and • Use work facilities efficiently. • Build productive collaborations; • Avoid sectoral ego; Synergy • Develop the best solutions to problems; and • Perform coordination with relevant stakeholders. • Renounce corruption, collusion, nepotism, bribery, and gratification; Integrity • Uphold the State Civil Apparatus’ code of ethics; and • Uphold self and organizational reputation. • Continuously improve in performing role and functions; • Fast to adapt to changes which impacts role and functions; Innovative • Be open-minded to new and constructive ideas; • Dare to breakthrough in solving problems; and • Utilize information technology. Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 14 / 53 MOHA Values Key Behaviors • Be proactive and fast in providing services; Service • Perform services in professional and corteous manner; and • Be accountable for the services provided. 20. DUKCAPIL has also established its organizational values deriving from MOHA’s values mentioned above. No evidence has been found on the formal enactment of these values, but based on publicly available information, DUKCAPIL’s values was particularly known as “BISA� (or Can Do in English), consisting of four values: Berkarya (Being Productive), Inovatif & Inisiatif (Being Innovative & Taking Initiative), Sabar namun tetap Semangat (Be Patient yet Enthusiastic), and Adaptif & Amanah (Being Adaptive & Accountable). 5.1.2.3 Strategic Plan 21. Regarding the strategic plan of MOHA, by the time this report is written, it is still not yet finalized and ready to be shared. However, based on the publicly available information, there are indications that MOHA is developing its new strategic plan, by combining the five Main Directives of RPJMN 2020-2024 with MOHA’s strategic directives (see Figure 5). 22. DUKCAPIL has developed its 2020-2024 Work Plan (Rencana Kerja) which consists of performance indicators, targets, and initiatives to be performed within the period. The Work Plan also outlines the indicators, targets, and initiatives for each Directorate under DUKCAPIL, including BAKPS. The Work Plan will be used as one of major considerations in developing BAKPS HCBP’s Strategic Objectives and Strategic Initiatives (see Annex 4). Figure 5 – MOHA Strategic Directives Source: MOHA Website (2019) Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 15 / 53 5.1.3 BAKPS’ Roles and Responsibilities 23. The roles and responsibilities of BAKPS is based on the MOHA Regulation Number 8 Year 2018 concerning the Second Amendment of MOHA Regulation number 43 Year 2015 concerning Organization and Workflow of MOHA. According to the regulation, BAKPS has five main tasks: (1) Management of Apparatus; (2) Facilitation of activity program development; (3) Facilitation of Financial Management and Reporting; (4) Organizational Strengthening; and (5) Management of assets of DUKCAPIL in sub-national Governments. Table 5 – BAKPS’ Roles and Responsibilities Based on Regulation 8/2018 Roles Sub-Roles • Appointment and Termination • Competency Standards • Management of Apparatus • Performance Evaluation • Rotations, and • Development • Facilitation of Activity Program Development • Facilitation of Financial Management & Reporting • Organizational Strengthening • Management of DUKCAPIL’s Assets in Regions 24. A study on relevant regulations and discussions with employees and officials of BAKPS suggest that BAKPS’ focus is still mainly on the role of Apparatus Management, namely: (1) Appointment and termination; (2) Competency standards; (3) Performance evaluation (see Annex 3); (4) Rotation; and (5) Development. The other four roles (e.g., Program Development, Financial Management & Reporting, Organization strengthening; and Asset Management) are newly added roles as the consequence of the introduction of Ministerial Decree No. 8/2018, which appeared not to have been effectively performed by the institution. To expedite BAKPS’ performance in assuming the new roles, MOHA has issued the Ministerial Decision number 470.05 Year 2019 regarding the Formation of Team for Expediting the Implementation of Program and Activities in BAKPS (Minister Decision No. 470.05/2019). However, the performance of the new four roles is considered not yet optimal, due to the perceived limited capabilities among BAKPS’ staff to perform the new roles. 25. It is recommended that BAKPS assumes the role as the Human Resources Business Partner (HRBP) that provides strategic advisory role in the areas of Apparatus Management and other areas as mandated by prevailing laws and regulations . HRBP is an HR work unit or an experienced professional who actively integrates the organizational strategy with sound Human Resources Management (HRM) practices. The HRBP model was introduced in the early 1990s but started to gain attention when Dave Ulrich (1997) through his book ‘Human Resource Champions’ proposed a set of new roles for HR. These were strategic roles, in which HR would work together with the leadership and management to create business value. Next to be an administrative expert and a champion for employees, HR should also be a change agent and a strategic partner. The HRBP role fits best with what Ulrich called the Strategic Partner. Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 16 / 53 Figure 6 – Dave Ulrich’s Roles of HR Source: AIHR (2020) 26. The goal of an HRBP is to make HR contribute to organizational strategy. This includes the design of HR strategies that align with the business; contributing to the organization’s values, mission, and planning; having a seat at top management table; and participating in strategic planning. Effective HR would have three roles: 1) specialized Center of Excellence (COE), with specific HR expertise like performance management, compensation and benefits, and more; 2) Shared Service Center (SSC), which is the customer-facing part of HR; and 3) business-facing embedded HR, which includes the HRBP role. This model is referred to as the three-legged stool. Effective implementation of Ulrich’s approach to HR roles would drive efficiency, standardization, and strategic HR impact. Its enormous popularity led to the rapid introduction of the HRBP role in many organizations. Figure 7 – Three-Legged Stool Model of HR Roles Source: AIHR (2020) Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 17 / 53 27. There are several competencies required to perform the HRBP role: (1) Deep understanding of HR processes and activities; (2) Able to connect organizational challenges to HR activities; (3) Able to read dashboards and analyze data; (4) A good understanding of the business and business priorities; (5) Excellent stakeholder management; (6) Excellent communication and presentation skills; (7) Effective at dealing with resistance; and (8) Able to operate on a tactical and strategic level. 28. To assume the role of HRBP, at minimum BAKPS should revisit, review, and improve its current core duties and functions (TUPOKSI). Also, all competencies which are required to perform the role effectively, should be reflected in the job descriptions of all level of employees within BAKPS. To ensure that all staff, managers, and leaders are well equipped with the required competencies to operationalize the role effectively, a systematic capacity building program needs to be well planned, designed and delivered. 5.1.4 BAKPS’ Demographics 29. BAKPS, as of April 2020, has 56 employees which are assigned into six work units (see Annex 2 for details). 27% and 46% of the total employees hold Structural and Functional Positions respectively, while the rests of the total employees are hired under contractual scheme (non- ASN, with three, six- or twelve-months work contract that could be extended based on performance). BAKPS could maintain the existing number of employees while improving its performance through various initiatives, such as: 1) Improvement on the capability of employees and implement performance driven HCM practices to increase the productivity of each individual employee; 2) Increase the utilization of a Human Resources Information System (HRIS) and other relevant information systems as enablers to improve effectiveness and efficiency in managing tasks and people in BAKPS and DINAS DUKCAPIL; and 3) Improvement of HCM practices, especially remuneration and performance incentive aspects, for employees under contractual scheme (Non-ASN) to enhance their motivation and increase their loyalty towards the organization. Table 6 – Employee Demographic of BAKPS as of April 2020 NUMBER OF EMPLOYEES General Non-State NO. WORK UNIT Echelon II Echelon III Echelon IV Functional Civil Position Apparatus TOTAL M F M F M F M F M F 1 Sub-Department Administration - 1 - - - 1 1 2 2 2 9 2 Sub-Directorate Region I - - 1 - 1 1 2 2 - 3 10 3 Sub-Directorate Region II - - - - 2 - 1 3 1 - 7 4 Sub-Directorate Region III - - - 1 - 2 1 4 1 1 10 5 Sub-Directorate Region IV - - 1 - - 2 1 3 2 1 10 6 Sub-Directorate Region V - - - - 1 1 3 3 - 2 10 TOTAL - 1 2 1 4 7 9 17 6 9 56 Source: BAKPS (2020) Table 7 – Age Demographic of BAKPS’ Employees Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 18 / 53 AGE RANGE (Years) NO. WORK UNIT 20 – 30 31 – 40 41 – 50 51 – 60 TOTAL M F M F M F M F 1 Sub-Department Administration 2 3 1 - - 1 2 9 2 Sub-Directorate Region I 4 - 1 - 1 1 1 2 10 3 Sub-Directorate Region II 1 - - 1 - 2 3 7 4 Sub-Directorate Region III 1 1 - 2 - 3 1 2 10 5 Sub-Directorate Region IV 2 1 - - 1 1 1 4 10 6 Sub-Directorate Region V 1 1 3 3 - 1 1 10 TOTAL 11 6 4 6 3 6 6 14 56 Source: BAKPS (2020) 30. Analysis performed indicated that almost 36% of BAKPS’ employees will enter the retirement age within the next 5-10 years. On the other hand, 30% of the total employees are in the age range of 20-30, which suggests that BAKPS has a relatively adequate number of potential talents to be developed. However, 88% of the total employees in the age range of 20-30 are hired under contractual scheme. These conditions represent significant risks for BAKPS in terms of career management, successions of senior and top leaders, and learning & knowledge management. BAKPS can rectify the situation through several strategic initiatives, such as: 1) Conversion of selected high performing employees in the age range of 20-30 through in- passing mechanism to become contractual term government employees (P3K) and place them in the Functional Positions, and/or applying for PNS positions if available; 2) Improvement of HCM policies and practices for employees under contractual scheme to enhance their motivation and increase their loyalty; 3) Development of new career path options and career management policies & mechanisms for BAKPS and DUKCAPIL; 4) Establishment of succession planning mechanisms for BAKPS and DUKCAPIL; and 5) Establishment of learning & knowledge management policies and mechanisms, especially for capturing the tacit knowledge from the senior employees who are about to enter retirement. 5.1.5 BAKPS’ Human Capital and Organizational Challenges 31. Based on various discussions with BAKPS, several DINAS DUKCAPIL offices across Indonesia, and other key stakeholders; and study of available information, there are several challenges in HCO aspects that BAKPS and DINAS DUKCAPIL are currently facing, such as: 1) Organization Design: BAKPS and DINAS DUKCAPIL have limited authority in developing and strengthening their organization structures, roles, and responsibilities. In this matter, BAKPS has dependency on the works and authority of the Secretariat General (SG) of MOHA and the Secretariat of DUKCAPIL, while DINAS DUKCAPIL has dependency on the Organization and Governance Bureau of their respective Sub-National Governments (SNGs). Also, BAKPS does not have full authority to adequately perform and maintain Human Capital Management practices in DINAS DUKCAPIL due to the semi-vertical nature of DINAS DUKCAPIL. Semi-vertical refers to an organization design Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 19 / 53 in which DINAS DUKCAPIL were formally established, staffed, funded, and have the ultimate accountability to their respective SNG; while also fulfilling a portion of accountability to DUKCAPIL based on the prevailing laws and regulations. Hence, DINAS DUKCAPIL are the extension of DUKCAPIL’s presence and services in regions, but they are not “entirely owned� by DUKCAPIL in terms of organization aspect. Furthermore, BAKPS and DINAS DUKCAPIL also have concerns on the GOI’s plan to delayer the Echelon III and IV levels, which may have a significant impact on the organization design of all government agencies and units, including BAKPS and DINAS DUKCAPIL. 2) Manpower Planning: BAKPS and DINAS DUKCAPIL have the ability to propose their manpower needs. BAKPS submits the proposals to the Secretariat of Directorate General (SDG) of DUKCAPIL, while DINAS DUKCAPIL submitted them to SNG’s Personnel Agency (BKD). SDG of DUKCAPIL and BKD then work with various stakeholders to fulfill the manpower needs, which frequently result in situation where the supplied manpower tends to be “generalist� in terms of qualifications. In addition, BAKPS and DINAS DUKCAPIL do not have the adequate authority to ensure that they will be provided with the required manpower. This condition has resulted in less than optimal fulfilment of BAKPS and DINAS DUKCAPIL’s manpower requirements in terms of both quantity and competency aspects. 3) Recruitment and Placement: BAKPS and DINAS DUKCAPIL have the ability to propose the number and qualifications of employees that they require. However, they do not have the adequate authority to ensure that the key stakeholders will recruit and place the employees according to their requirements. In this matter, BAKPS and DINAS DUKCAPIL again rely on the works and authority of key stakeholders, such as the SG of MOHA and on SNG’s BKD. In terms of the recruitment of fresh graduate Civil Servant (ASN) employees, BAKPS and DINAS DUKCAPIL depend entirely on the results of Central Government and SNG’s annual recruitment programs, which are considered unfavorable in terms timing (e.g., the recruitment process was performed only once a year, taken months to complete, and was frequently postponed) and results (e.g., allocated fresh graduates were short in numbers and less than optimal in qualifications). BAKPS has been managing DUKCAPIL’s initiative in developing future employees of DINAS DUKCAPIL through the establishment of a Diploma-4 Program in collaboration with the University of Sebelas Maret (UNS) in Central Java. However, the program is not designed as a pre-service school which means that the graduates of the program will not automatically become ASN when they graduated1. Furthermore, like other institutions, BAKPS has the authority to recruit employees using contractual schemes. However, recruiting contractual employees which have adequate competencies is considered difficult due to constraints in budget for remuneration. 1 DUKCAPIL has been in discussions with the Ministry of Administrative and Bureaucracy Reform (MENPAN-RB) to give a special treatment to the graduates to become a civil servant that will be placed in the less developed areas in Indonesia Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 20 / 53 4) Learning and Development (L&D): Activities related to L&D for BAKPS’ employees are mostly managed by MOHA’s Learning Center (BPSDM) and BAKPS’ informal learning initiatives. For employees of DINAS DUKCAPIL, L&D activities are mostly managed by Regional BPSDM. BAKPS also managed the L&D activities for DINAS DUKCAPIL in terms of providing disseminations of newly/updated DUKCAPIL-related technical knowledge, skills, and policies. MOHA’s BPSDM also has a role in managing L&D activities for DINAS DUKCAPIL, given they are MOHA’s semi-vertical units. However, BPSDM’s role is considered not yet effective, due to lack of collaboration between BPSDM and BAKPS in designing L&D activities for DINAS DUKCAPIL. Employees of BAKPS and BOX 1: LEARNING & DEVELOPMENT DINAS DUKCAPIL considered L&D COLLABORATION activities as very limited in terms of BAKPS has been struggling with the identification of learning needs and cascading of new DUKCAPIL-related implementation of classroom training or technical knowledge, policies, and skills e-learning sessions, especially in to DINAS DUKCAPIL. Indonesia’s preparing employees for the challenges geographical condition presents of the future (e.g., digital technology, challenges in terms of budget, time, and Industrial Revolution 4.0). One indication resources to perform disseminations of this is that many of BAKPS employees sessions or classroom training. Hence, e- did not receive any training in the last 2- learning is considered as the future learning platform for DINAS DUKCAPIL. 3 years. Discussions with leaders regarding learning aspirations exist, but BAKPS is the owner of the knowledge no tangible follow-up. and skills needed by DINAS DUKCAPIL, but does not have the capability and 5) Performance Management: BAKPS and infrastructure in developing the e- DINAS DUKCAPIL use the ASN learning curriculum, material, and IT Performance Management System resources. On the other hand, MOHA’s (PMS) governed by prevailing Learning Center (BPSDM) has all the regulations, such as Government resources and infrastructure needed to Regulation Number 30 Year 2019 build the e-learning programs, but BAKPS regarding Performance Appraisal of ASN, never utilizes BPSDM expertise to achieve it its goals in developing the MOHA Ministerial Decree Number 100- competencies of the people of DINAS 1077 Year 2017 regarding Technical DUKCAPIL. Guidance on Performance Appraisal of Officials in Provincial and District/City As part of the Technical Assistance, the Level Units Handling Population Bank’s team is working with BAKPS and BPSDM to develop a productive Administration, and MOHA Ministerial collaboration in effectively managing the Decree Number 100-1882 Year 2018 competency development of the people regarding Technical Guidance on of DINAS DUKCAPIL. Performance Appraisal of the Secretary of Provincial and District/City Level DINAS DUKCAPIL. The PMS involves performance planning activity at the beginning of the year, mid-year performance monitoring, and performance appraisal at the end of the year. The performance management system consists of two aspects: (1) Work Result, which relates to the achievement of the Key Performance Indicators (KPI) and targets; and (2) Work Attitude, which relates to employees’ compliance to the work ethics and behavioral standards. Regarding Work Result aspect, it is indicated that DUKCAPIL’s organizational KPIs were not properly cascaded to all positions within the Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 21 / 53 organization structure, including to positions within BAKPS. The developed KPIs for BAKPS’ employees tend to be process-oriented (e.g., percentage of absenteeism, number of completed items in a year) while DUKCAPIL’s organizational KPIs were result and quality-oriented (e.g., coverage of e-KTP, average lead-time on issuance of Birth Certificate). This condition has created the disconnection between employees’ performance and DUKCAPIL’s organizational performance. In terms of Work Attitude aspect, performance appraisals were performed using a few criteria that were easily subjected to leaders’ discretions. This condition created the notion of limited transparency and fairness within the performance management system. Regarding performance monitoring, BAKPS performed periodical meetings to review the performance of the unit and developed action plans to ensure the achievement of the targets. On the other hand, there were very limited practices of performance dialogue, monitoring and coaching for individual employees. BAKPS has the responsibility to manage the performance of DINAS DUKCAPIL in achieving DUKCAPIL’s targets set by the GOI. However, BAKPS only focused on the administrative side of the performance management, through activities such as the collection of agreed performance targets and results of performance appraisal of every DINAS DUKCAPIL unit. BAKPS can represent DUKCAPIL as the HR Business Partner to assist DINAS DUKCAPIL units in developing, maintaining, and improving their performance through monitoring and coaching activities; however, in practice they do not have such adequate capacity and capability to do it. In addition, due to the semi-vertical nature of DINAS DUKCAPIL units, BAKPS has very limited authority to represent DUKCAPIL in providing adequate recognition to selected DINAS DUKCAPIL units which shown optimal performance. 6) Remuneration: Employees of BAKPS and DINAS DUKCAPIL conveyed their expectations on the need to improve the performance-based reward practices, especially for the employees of DINAS DUKCAPIL performing the core and front-line activities to achieve DUKCAPIL’s targets set forth by the GOI. Employees of DINAS DUKCAPIL also conveyed their expectations on improvement of remuneration structures to be equal (or better) compared to other agencies within the Sub-National Government and compared to the same offices in other Regions. On the other hand, the employees are very much aware that this issue heavily depends on their SNG’s budget capability and the Ministry of Finance (MOF)’s decision. Furthermore, employees of BAKPS and DINAS DUKCAPIL also suggested that a harmonization of remuneration structures between ASN and Non-ASN (contractual) employees need to be carried out. This initiative should be performed to improve the capability of BAKPS and DINAS DUKCAPIL in retaining Non-ASN employees that in practice have better performance and technical competencies when performing their jobs. Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 22 / 53 7) Career Management: Practices of career management in BAKPS and DINAS DUKCAPIL are governed by MOHA and the respective SNG through a mechanism called Appointment and Grade Deliberation Committee (BAPERJAKAT). The Committee has the accountability to decide the career movements of all employees based on several criteria such as education, current echelon level, current employee grade, history of disciplinary actions, past performance, current competency level, and tour of duty in a unit, based on the prevailing ASN laws and regulations. For Functional Positions, employee grade and level increment BOX 2: CHALLENGES IN PLACEMENT OF are earned through credit point ASN IN DINAS DUKCAPIL accumulation. Further analysis indicated that MOHA and SNGs do not To appoint ASN in DINAS DUKCAPIL, especially for the Head and Secretary have policies and procedures which positions, SNGs are required to propose specifically govern the career path three candidates to MOHA through options and career planning for BAKPS for review. The competency employees. This condition could criteria for candidates are governed in the hamper the career aspirations and MOHA Ministerial Decree number 76 Year career planning conversation practices, 2015 regarding the Appointment and due to limited information of career Performance Management of DINAS management that can be discussed DUKCAPIL ASN Officials. If approved, then between Leaders/Coaches with the MOHA will formally appoint the selected employees. In addition, due to the candidate through Appointment Decree. semi-vertical nature of DINAS In many cases, candidates from SNGs do DUKCAPIL, BAKPS has been not meet the criteria, which lead to experiencing challenges in enforcing DUKCAPIL’s rejection of the candidates the career exposure requirements for and vacancy of the position for months due to the lengthy bureaucratic process the positions of the Head and the to find other candidates and resubmit the Secretary of DINAS DUKCAPIL since proposal. many regions frequently submit candidates with very limited experiences to be qualified in these positions. Employees of BAKPS and DINAS DUKCAPIL also perceive that career management is an “off-limits� subject and considered a discretional policy of leaders in MOHA or SNG. Furthermore, the employees also have perceptions that: (1) career path options and how to pursue them are not clear; (2) transparency in timing of announcement of employee transfers or promotions is limited, and; (3) length of tour of duty is not consistent. Finally, the GOI’s plan to delayer Echelon III and IV levels also raised questions and concerns among employees of BAKPS and DUKCAPIL on the impact of such plan to their career progressions as ASN. At the same time, employees of BAKPS and DINAS DUKCAPIL also have concerns regarding the career management of employees with contractual schemes. Many of the them have been working for many years in BAKPS and DINAS DUKCAPIL, performing core activities (e.g., front-liners, database administrators), and possessed adequate level of technical and non-technical competencies; however, uncertainty in their career development may trigger them to resign and look for better career opportunities, and will create a big loss of critical competencies for BAKPS and DINAS DUKCAPIL. Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 23 / 53 5.2 Expectations of Stakeholders 32. Stakeholders are individuals, groups, and/or units inside and outside the organization that have stakes in BAKPS’ performance and services. Primary stakeholders are those who use BAKPS’ services regularly or have stakes at BAKPS’ sustainable performance. Secondary stakeholders are those who use BAKPS’ services on ad-hoc basis. 33. Various primary and secondary stakeholders of BAKPS have been identified and insights on BAKPS’ strategic HCM issues and stakeholders’ expectations were obtained through various activities, such as discussions with representatives of employees and Echelon II & III officials of BAKPS, site visits to the province of DKI Jakarta, Aceh, East Kalimantan, North Sulawesi, and Papua to perform Focused Group Discussions (FGDs) with employees of DINAS DUKCAPIL (see Annex 1 for the Demography of DINAS DUKCAPIL) in those regions, and discussions with other selected key stakeholders (e.g. MOHA Learning Center in Jakarta). The insights from the key stakeholders are used as main considerations in the development of the Human Capital Blueprint for BAKPS (see Table 8). Table 8 – Identified Expectations of BAKPS’ Stakeholders Roles Stakeholders Expectations Main Sub-Roles Primary Secondary • Secretariat of • Fulfilment of BAKPS and DINAS Directorate • Sub-national DUKCAPIL’s manpower needs, General (SDG) of Government especially for critical positions, DUKCAPIL Appointment (Pemda) according to needs with adequate • Secretariat & • DINAS DUKCAPIL competencies General (SG) of Termination • Regional • Faster and more transparent MOHA Personnel Agency recruitment process • Relevant (BKD) • Optimal utilization of employees Educational under P3K scheme Institutions • DINAS DUKCAPIL • Employees acquire competencies • SDG of Competency • MOHA’s Learning that support completion of tasks DUKCAPIL Standard Center (BPSDM) and achievement of performance • SG of MOHA • BKD targets Apparatus • KPIs are developed for substantial Management aspects and focused on results and quality • Fair and transparent performance • SDG of Performance • DINAS DUKCAPIL evaluation DUKCAPIL Evaluation • BKD • Adequate competency standard • SG of MOHA for employees under P3K scheme • Adequate incentives to drive the achievement of performance targets • Clarity of career in BAKPS and • SDG of • Pemda DINAS DUKCAPIL Transfers DUKCAPIL • DINAS DUKCAPIL • Clarity of scheme and impact of • SG of MOHA • BKD Echelon III and IV delayering for BAKPS and DINAS DUKCAPIL Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 24 / 53 Roles Stakeholders Expectations Main Sub-Roles Primary Secondary • Clarity on talent management and succession planning • Consistency of competency development practices using • Other various methods and technology Directorates • Improvement on technical training within DUKCAPIL • DINAS DUKCAPIL management by MOHA/DUKCAPIL Development • BPSDM • BPSDM Pemda • Training provided by BPSDM to be • SDG of • BKD more relevant against roles and DUKCAPIL responsibilities • SG of MOHA • Development of monitoring practices on compliance and corruption • SG of MOHA • Development of BAKPS • SDG of • DINAS DUKCAPIL employees’ capability on Facilitation of Activity DUKCAPIL • Bureau of Planning development of activity program Program Development • Other and Finance in • Assistance on the design and Directorates Pemda implementation of activity within DUKCAPIL program for DINAS DUKCAPIL • Development of BAKPS • DINAS DUKCAPIL employees’ capability on financial • SG of MOHA Facilitation of Financial • Bureau of Planning management and reporting • SDG of Management and Reporting and Finance in • Assistance on financial budgeting DUKCAPIL Pemda and reporting process for DINAS DUKCAPIL • Development of BAKPS employees’ capability on organization strengthening • DINAS DUKCAPIL • Organization strengthening for • SG of MOHA • Bureau of BAKPS Organization Strengthening • SDG of Organization in • Uniformity of DINAS DUKCAPIL’s DUKCAPIL Pemda organization design • BKD • Post-Echelon III and IV delayering organization design for BAKPS and DINAS DUKCAPIL, including the transition process • Development of BAKPS • DINAS DUKCAPIL employees’ capability on asset • SG of MOHA Management of DUKCAPIL’s • Bureau of Asset management • SDG of Asset in Regions Management in • Accuracy of status of state’s assets DUKCAPIL Pemda under DUKCAPIL’s custody in sub- national level Source: WB Analysis (2019) Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 25 / 53 6. Human Capital Blueprint of BAKPS 6.1 Vision, Mission, and Values 6.1.1 Vision and Mission 34. The proposed Vision and Mission statement for Human Capital Management (HCM) for BAKPS based on the best understanding of the vision and mission of MOHA and DUKCAPIL, and insights from the stakeholders are as follow: Vision: “To become the apparatus management supporting organization that has integrity, is competent, and demonstrates optimal performance; to support the service excellence and inclusive public services in population administration and civil registry� Mission: “To realize the vision of population and civil registry apparatus development, through: 1. Development of the quality of human capital to achieve the state of BAKPS’ human capital that is “BISA� (Being Productive, Being Innovative & Taking Initiative, Be Patient yet Enthusiastic, and Being Adaptive & Accountable); and 2. Development of BAKPS’ human capital in the areas of apparatus development, program management, financial management, organizational strengthening, and asset management; to achieve optimal performance and stakeholders’ satisfaction� 35. Keywords to elaborate the Vision are as follow: Table 9 – Keywords in Proposed HCM Vision for BAKPS Keyword Description Population and Civil Based on BAKPS’ main role and function as the manager of population and civil Registration Apparatus registration administration apparatus as mandated in MOHA decree No. 8/2018 Development Organization Comply to all prevailing and relevant laws and regulations; uphold the ASN’s Integrity Code of Ethics; and renounce corruption, collusion, and nepotism Consistently perform the designated roles and provide optimal services to all Professional stakeholders Competent Possess and able to utilize competencies to perform roles and provide services Optimal Performance Consistently achieve or exceed the performance targets/standards Excellence in Service Consistently deliver services according to standards and free of charge Inclusive Provide services to all population and citizen from all aspects of life Source: WB Analysis (2019) Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 26 / 53 6.1.2 Values 36. Given the fact that either MOHA or DUKCAPIL has its own Values, BAKPS can integrate and embrace both values as they share similar key behaviors (see Table 10). Table 10 – Key Behaviors Shared by MOHA and DUKCAPIL’s Values MOHA’s Key Behavior DUKCAPIL’s Values Values • Perform roles and functions with required job competency standards; Professional • Committed to improve performance and achieve targets; and • Improve knowledge and skills relevant to the job. • Comply to all prevailing laws and regulations; Discipline • Consistently use systems and procedures; and Being Productive • Use work facilities efficiently. • Build productive collaborations; • Avoid sectoral ego; Synergy • Develop the best solutions to problems; and • Perform coordination with relevant stakeholders. • Renounce corruption, collusion, nepotism, bribery, and gratification; Integrity • Uphold the State Civil Apparatus’ code of ethics; and • Uphold self and organizational reputation. Being Innovative & Taking Initiative • Continuously improve in performing role and function; • Fast to adapt to changes which have impact on role and function; Being Adaptive & Innovative • Be open-minded to new and constructive ideas; Accountable • Dare to breakthrough in solving problems; and • Utilize information technology. • Be proactive and fast in providing services; Be Patient yet Service • Perform services in professional and corteous manner; and Enthusiastic • Be accountable for the provided services. Source: WB Analysis (2019) 6.2 Strategic Objectives & Critical Success Factors 6.2.1 Strategic Objectives 37. Strategic Objectives (SOs) are developed to support the achievement of BAKPS’ Vision and Mission through implementation of a series of value-added activities to achieve a set of strategic outcomes. SOs were formed based on BAKPS’ core roles & functions, DUKCAPIL’s 2020-2024 Work Plan, and the identified expectations of BAKPS’ key stakeholders (see Table 11). 38. The overarching objective of the development of the SOs is to develop the competency of BAKPS’ employees to enable them to assume the role of HR Business Partners, especially on: (1) understanding of HRM processes and activities, (2) the ability to connect DUKCAPIL’s objectives to HRM activities for DINAS DUKCAPIL, (3) the ability to analyze data and use relevant information systems, (4) stakeholder management, and (5) communication skills. The Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 27 / 53 SOs were also considering the directives of the Director of BAKPS who wanted to focus the HCBP more inward to enhance BAKPS’ organizational and people capability. Table 11 – Proposed Strategic Objectives for BAKPS’ HCBP Role Stakeholders’ Expectations Strategic Objectives Main Sub-Role • Fulfilment of BAKPS and DINAS DUKCAPIL’s manpower needs, especially for critical positions, according to the needs, with Improvement of effectiveness Appointment adequate competencies and efficiency of manpower & Termination • Faster and more transparent recruitment fulfilment for BAKPS and process DINAS DUKCAPIL • Optimal utilization of employees under P3K scheme • Employees acquire competencies that Enhancement of competencies Competency support completion of tasks and of BAKPS and DINAS Standard achievement of performance targets DUKCAPIL’s employees • KPIs are developed for substantial aspects and focused on results and quality Improvement of fairness and • Fair and transparent performance transparency of performance Performance evaluation management and recognition Evaluation • Adequate competency standard for for BAKPS and DINAS employees under P3K scheme Apparatus DUKCAPIL’s employees • Adequate incentives to drive the Management achievement of performance targets • Clarity of career in BAKPS and DINAS Enhancement of consistency DUKCAPIL and transparency of career • Clarity of impact of Echelon III and IV Transfers and talent management delayering for BAKPS and DINAS DUKCAPIL practices for BAKPS dan DINAS • Clarity on talent management and DUKCAPIL’s employees succession planning • Improvement of consistency • Consistency of competency development and relevance of practices using various methods and competency-based employee technology development practices for • Improvement on management of technical BAKPS and DINAS Development training by MOHA/DUKCAPIL DUKCAPIL’s employees • Training from BPSDM which is more • Improvement of compliance relevant with roles and responsibilities level among BAKPS and • Development of monitoring practices on DINAS DUKCAPIL’s compliance and corrpution employees • Development of BAKPS employees’ capability on development of activity Enhancement of effectiveness Facilitation of Activity program and impact of program Program Development • Assistance on the design and implementation to implementation of activity program for stakeholders DINAS DUKCAPIL • Development of BAKPS employees’ Improvement on compliance Facilitation of Financial capability on financial management and to financial budgeting, Management and Reporting reporting management, and reporting Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 28 / 53 Role Stakeholders’ Expectations Strategic Objectives Main Sub-Role • Assistance on financial budgeting and processes as governed by reporting process for DINAS DUKCAPIL prevailing regulations • Development of BAKPS employees’ capability on organization strengthening • Organization strengthening for BAKPS Enhanced effectiveness of • Uniformity of DINAS DUKCAPIL’s Organization Strengthening BAKPS and DINAS DUKCAPIL’s organization design organization design • Post-Echelon III and IV delayering organization design for BAKPS and DINAS DUKCAPIL, including the transition process • Development of BAKPS employees’ Improvement of current status Management of DUKCAPIL’s capability on asset management of state’s assets under Asset in Regions • Accuracy of status of state’s assets under DUKCAPIL’s custody in sub- DUKCAPIL’s custody in sub-national level national level Source: WB Analysis (2019) 6.2.2 Critical Success Factors 39. Critical Success Factors (CSFs) are the main factors or elements that need to be established or performed to ensure the achievement of Strategic Objectives (SOs). Identification of CSFs also helps organizations sharpen the SOs and provide insights on the development of suitable Strategic Initiatives (SIs). The proposed CSFs are as follow: Table 12 – Proposed Critical Success Factors for BAKPS’ HCBP Role Strategic Objectives Critical Success Factors Main Sub-Role Improvement of effectiveness Consistent, effective, and enforced Appointment & and efficiency of manpower implementation of recruitment, Termination fulfilment for BAKPS and DINAS appointment, and termination DUKCAPIL procedures Implementation of competency Enhancement of competencies of Competency model and standard for all BAKPS and DINAS DUKCAPIL’s Standard position in BAKPS and DINAS employees DUKCAPIL Improvement of fairness and transparency of performance Consistent implementation of Performance management and recognition for performance management policies Apparatus Evaluation BAKPS and DINAS DUKCAPIL’s and procedures Management employees Enhancement of consistency and transparency of career and talent Consistent application of career Transfers management practices for BAKPS and talent management policies dan DINAS DUKCAPIL’s and procedures employees Improvement of consistency and Consistent Implementation of relevance of competency-based curriculums, plans, and methods Development employee development practices of employee development to all for BAKPS and DINAS DUKCAPIL’s employees employees Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 29 / 53 Role Strategic Objectives Critical Success Factors Main Sub-Role Improvement of compliance level Availability of a consistent among BAKPS and DINAS compliance monitoring practices DUKCAPIL’s employees Consistent application of policies Enhancement of effectiveness Facilitation of Activity Program and procedures related to and impact of program Development program management according implementation to stakeholders to the prevailing regulations Improvement of compliance to Implementation of financial financial budgeting, Facilitation of Financial management policies and management, and reporting Management and Reporting procedures consistently based on processes as governed by the prevailing regulations prevailing regulations Enhanced effectiveness of BAKPS Readiness of options of Organization Strengthening and DINAS DUKCAPIL’s organization design for BAKPS and organization design DINAS DUKCAPIL Implementation of policies, Improvement of current status of Management of DUKCAPIL’s procedures and information state’s assets under DUKCAPIL’s Asset in Regions system for asset management in custody in sub-national level DUKCAPIL Source: WB Analysis (2019) 6.3 Strategic Initiatives 40. Strategic Initiatives (SIs) are value-added activities that are developed and implemented to support the achievement of each of organization’s Strategic Objectives (SOs). The selection of the SI are based on considerations of several factors, like internal capacity and capability of BAKPS to implement and measure/track down the progress of such initiatives, ability to produce intended outcomes/impacts and whether within a full control of the BAKPS. Further, the characteristics of SI are: 1) Have an element of action for improvements and have implementation timeline (start and end). Daily routine activities cannot be used as an SI; 2) Involve the use of various resources, such as people, budget, and tools; and 3) After the implementation, tangible or measurable outcomes are expected 41. The SIs are designed to operationalize the development of the competency of BAKPS’ employees to enable them to assume the role of HR Business Partners . It is acknowledged that some of the proposed SIs are beyond BAKPS’ control given the fact that the authority to approve the proposal lies on other key stakeholders, such as the SDG of DUKCAPIL, SG of MOHA, BKD of SNGs, and BPSDM of MOHA and SNGs. 42. Based on the developed Strategic Objectives, the following are the proposed Strategic Initiatives for BAKPS’ HCBP (see Table 13). Further details of mapping between SO, SI, and BAKPS’ performance indicator can be found in Annex 4 of this report. Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 30 / 53 Table 13 – Proposed Strategic Initiatives for BAKPS’ HCBP Strategic Objectives Critical Success Factors Strategic Initiatives • Improvement of • Consistent, effective, • Improvement of policies and procedures of effectiveness and and enforced recruitment for BAKPS and DINAS DUKCAPIL efficiency of manpower implementation of with sources from Educational institutions fulfilment for BAKPS recruitment, and P3K scheme* and DINAS DUKCAPIL appointment, and • Improvement of Apparatus Management cessation procedures Information System related to recruitment, appointment, and cessation of employees and officials of DINAS DUKCAPIL • Enhancement of • Implementation of • Development and implementation of competencies of competency model and Technical, Managerial, and Socio-Cultural BAKPS’s employees to standard for each competency standards for employees of assume the role of position in BAKPS to BAKPS to assume the role of HRBP and of HRBP and DINAS assume the role of DINAS DUKCAPIL DUKCAPIL’s employees HRBP and in DINAS • Improvement of Apparatus Management DUKCAPIL Information System related to employee competency standards for employees of DINAS DUKCAPIL • Improvement of • Consistent • Improvement of BAKPS’ and DINAS fairness and implementation of DUKCAPIL’s Key Performance Indicators transparency of performance (KPIs) performance management policies • Improvement of policies and procedures of management and and procedures performance management and recognition recognition for BAKPS for employees of BAKPS* and DINAS DUKCAPIL’s • Improvement of Apparatus Management employees Information System related to performance management for employees of DINAS DUKCAPIL using government’s Special Allocated Funds (DAK) mechanisms • Enhancement of • Consistent application • Improvement of career management and consistency and of career and talent career paths for BAKPS* transparency of career management policies • Establishment of Functional Positions in and talent management and procedures BAKPS and DINAS DUKCAPIL, in lieu of the practices for BAKPS dan delayering of Echelon III and IV positions* DINAS DUKCAPIL’s • Improvement of policies and procedures of employees talent management and succession planning for BAKPS* • Improvement of Apparatus Management Information System related to career and talent for BAKPS and for DINAS DUKCAPIL • Improvement of • Implementation of • Development of curriculum and contents of consistency and curriculums, plans, and competency-based training for BAKPS in relevance of methods for employee collaboration with BPSDM to support HRBP competency-based development • Development of e-learning programs for employee development consistently to all employees of BAKPS, DINAS DUKCAPIL, practices for BAKPS and employees overseas representatives, and related DINAS DUKCAPIL’s stakeholders employees Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 31 / 53 Strategic Objectives Critical Success Factors Strategic Initiatives • Improvement of • Existence of a • Enhancement of existing structure and compliance level among consistent compliance procedures for internal monitoring in BAKPS and DINAS monitoring practices DUKCAPIL and DINAS DUKCAPIL * DUKCAPIL’s employees • Improvement of Apparatus Management Information System related to employee development of DINAS DUKCAPIL • Enhancement of • Consistent application • Enhancement of BAKPS and DINAS effectiveness and of policies and DUKCAPIL employees’ capability in the impact of program procedures related to design, implementation, and reporting of implementation to program management activity program stakeholders according to the • Enhancement of MOHA’s Program prevailing regulations Management Information System to manage the activity programs of DINAS DUKCAPIL* • Improvement on • Implementation of • Enhancement of BAKPS employees’ compliance to financial policies and procedures capability in data analytics, financial budgeting, on financial budgeting and reporting management, and management • Enhancement of MOHA’s Financial reporting processes as consistently, based on Management Information System to governed by prevailing the prevailing manage financial budgeting and reporting of regulations regulations DINAS DUKCAPIL* • Enhanced effectiveness • Readiness of options of • Option development for BAKPS and DINAS of BAKPS and DINAS organization design for DUKCAPIL’s post-delayering of Echelon III DUKCAPIL’s BAKPS and DINAS and IV organization design, including the organization design DUKCAPIL transition process to HRBP’s role • Development of BAKPS employees’ capability in the implementation of new organization design which supports the HRBP role and change management to support the transition • Enhancement of Apparatus Management Information System related to implementation of new role as HRBP and new organization design in DINAS DUKCAPIL • Improvement of current • Implementation of • Development of policies and procedures of status of state’s assets policies, procedures, regional asset management for DUKCAPIL under DUKCAPIL’s and information system and DINAS DUKCAPIL* custody in regions for asset management • Improvement of BAKPS employees’ in DUKCAPIL capability in managing DUKCAPIL’s assets in regions • Enhancement of MOHA’s Asset Management Information System to record and manage DUKCAPIL’s assets in regions *: BAKPS does not have full control and influence on the results of these initiatives Source: WB Analysis (2019) Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 32 / 53 6.4 Strategy Map & Implementation Plan 6.4.1 Strategy Map 43. A Strategy Map for BAKPS’ Human Capital Blueprint (HCBP) is developed to provide a holistic view of the Blueprint, using the Balanced Scorecard (BSC) system. BSC was originally developed by Dr. Robert Kaplan of Harvard University and Dr. David Norton as a framework for measuring organizational performance using a more “Balanced� set of performance measures. BSC added non-financial strategic measures in order to better focus on long-term success. The system has evolved over the years and is now considered a fully integrated strategic management system. 44. BSC is a strategic planning and management system that organizations use to: (1) Communicate what they are trying to accomplish; (2) Align the day-to-day work that everyone is doing with strategy; (3) Prioritize projects, products, and services, and (4) Measure and monitor progress towards strategic targets (Balanced Scorecard Institute, 1998). The system connects the dots between big picture strategy elements such as mission (our purpose), vision (what we aspire for), core values (what we believe in), strategic focus areas (themes, results and/or goals) and the more operational elements such as objectives (continuous improvement activities), measures (or key performance indicators, or KPIs, which track strategic performance), targets (our desired level of performance), and initiatives (activities/programs that help you reach your targets). Figure 8 – BSC Perspectives 45. BSC suggests that we view the organization from four perspectives, and to develop objectives, measures (KPIs), targets, and initiatives relative to each of these points of view: • Financial: often renamed Resources or other more appropriate names in the public sector, this perspective views financial performance in profit organizations or the use of financial resources in public/government institutions; • Customer/Stakeholder: this perspective views organizational performance from the point of view the customer or key stakeholders that the organization is designed to serve; • Internal Process: views organizational performance through the lenses of the quality and efficiency of key business processes to deliver services or products; and • Organizational Capacity (originally called Learning and Growth): views organizational performance through the lenses of human capital, infrastructure, technology, culture and other capacities that are key to drive internal business processes to achieve organizational performance. Source: Palladium (2006) 46. One of the most powerful elements in the BSC methodology is the use of strategy mapping to visualize and communicate how value is created by the organization. A strategy map is a simple graphic that shows a logical, cause-and-effect relations between strategic objectives. Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 33 / 53 The Resources perspective (the bottom row), combined with improving performance of objectives found in the Organizational Capacity perspective (the next row up), enables the organization to improve its Internal Process perspective (two rows up), which, in turn, enables the organization to create desirable outcomes or impacts in the Customer/Stakeholder perspective (the top row). These four perspectives are the building block of a strategy map. 47. Based on the findings and analysis which have been discussed and presented in the previous sections and paragraphs, the proposed Strategy Maps for BAKPS’ HCBP is developed (Figure 7). In terms of the structure or building block, the proposed Vision and Mission of BAKPS’ human capital management is on the top, while the developed Strategic Objectives (SOs) take the Stakeholder Perspective, and the developed Strategic Initiatives (SIs) take Internal Process, Organizational Capacity, and Resources perspective. Figure 9 – Proposed Strategy Map for BAKPS’ HCBP VISION To become the apparatus management supporting organization that 1) has integrity, 2) is competent, and 3) demonstrates optimal performance to deliver excellent and inclusive public services in civil registry and population administration MISSION To realize the vision of civil registry and population administration apparatus development, through: 1. Development of the quality of human capital to achieve the state of BAKPS’ human capital that is “BISA� (Being Productive, Being Innovative & Taking Initiative, Being Patient yet Enthusiastic, and Being Adaptive & Accountable); and 2. Development of BAKPS’ human capital in the areas of apparatus development, program management, financial management, organization strengthening, and asset management; to achieve optimum performance and stakeholders’ satisfaction STAKEHOLDERS 1. Improved recruitment, competency standard, performance management and recognition, career and talent management, employee development, and compliance monitoring practices of employees of BAKPS and DINAS DUKCAPIL 2. Enhanced effectiveness and impact of program implementation; compliance to financial budgeting, management, and reporting process; effectiveness of organization design; and accuracy of status of DUKCAPIL’s assets in regions 1. HC Planning & Recruitment A.1. Improvement of policies and procedures of recruitment for BAKPS and DINAS DUKCAPIL with sources from Educational institutions and P3K scheme 2. Competency Development A.2. Development and implementation of Technical, Managerial, and Socio-Cultural competency standards for employees of BAKPS to assume the role of HRBP and of DINAS DUKCAPIL A.3. Development of curriculum and contents of competency-based training for BAKPS to assume the role of HRBP INTERNAL PROCESSES A.4. Development of e-learning program for employees of BAKPS, DINAS DUKCAPIL, overseas representatives, and related stakeholders 3. Management of Performance A.5. Improvement of BAKPS’ and DINAS DUKCAPIL’s Key Performance Indicators (KPIs) A.6. improvement of policies and procedures of performance management and recognition for employees of BAKPS 4. Career & Talent Management A.7. Enhancement of career management and career paths for BAKPS A.8. Development of policies and procedures of talent management and succession planning for BAKPS 5. Organization Design A.9. Establishment of Functional Positions in BAKPS and DINAS DUKCAPIL, in lieu of the delayering of Echelon III and IV positions A.10. Option development for BAKPS and DINAS DUKCAPIL’s post -delayering of Echelon III and IV organization design, including the transition process to HRBP Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 34 / 53 ORGANIZATIONAL CAPACITY L.1. Development of BAKPS employees’ capability in apparatus management, program management, data analytics, financial management & reporting, asset management, organization strengthening and change management R.1. Enhancement of Apparatus Management Information System and utilization of MOHA’s program management, financial RESOURCES management, and asset management information system for BAKPS and DINAS DUKCAPIL R.2. Enhancement of structure and procedures of internal monitoring for DUKCAPIL R.3. Effectiveness and efficiency of BAKPS’ budget management Organizational Values of DUKCAPIL and the Ministry of Home Affairs Source: WB Analysis (2019) 48. Within the Government of Indonesia, a number of Ministries and Agencies have implemented BSC as an effective performance management tool . As an effort to enhance good governance and improve trust towards the institution, in 2008 Ministry of Finance (MOF) started to adopt BSC as a strategic management tool to translate strategy into operation, set inistitutional targets and measure performance. Afterwards, other Ministries and Agencies such as the Supreme Audit Board (BPK), Coordinating Ministry for Economic Affairs, Ministry of Foreign Affairs and Ministry of Maritime and Fishery followed suit and adopted BSC. 6.4.2 Implementation Plan 49. To translate the Strategy Map into action, the Implementation Plan is outlined for the period of 2020 – 2024. The implementation plan is divided into four development stages with the following sequences: (1) Competency, Organization, and Budget Foundation (2020-2021); (2) Performance and Development (2022); (3) Recruitment and Career (2023); and (4) Information Systems (2024). Figure 10 – Proposed Implementation Plan for BAKPS’ HCBP Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 35 / 53 Source: WB Analysis (2020) 6.5 Performance Indicators & Targets 50. Based on the proposed HCM vision, mission, strategic objectives, and strategic initiatives, performance indicators along with their targets for each Strategic Objective are formulated. To this effect, at least one Key Performance Indicator (KPI) is defined for each Strategic Objective and tracked over time. KPIs will indicate progress toward a desirable outcome, monitor the effectiveness of the organization's implementation strategies, and determine the gap between actual and targeted performance (see table 14). Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 36 / 53 Table 14 – Proposed KPIs and Targets for BAKPS’ HCBP Key Performance No. Strategic Initiative Target 2020 Target 2021 Target 2022 Target 2023 Target 2024 PIC Indicator Improvement of policies and procedures Average speed of Sub-directorate of recruitment for BAKPS and DINAS 45 days in 30 days in A1 manpower fulfilment N/A N/A N/A Region I and SDG of DUKCAPIL with sources from Educational average average (days) DUKCAPIL institutions and P3K scheme Development and implementation of Percentage of Technical, Managerial, and Socio-Cultural Minimum 40% Minimum 55% Minimum 70% Minimum 90% positions with Sub-directorate A2 competency standards for employees of N/A of all positions of all positions of all positions of all positions competency Region II and BPSDM BAKPS to assume the role of HRBP and of in BAKPS in BAKPS in BAKPS in BAKPS standards DINAS DUKCAPIL Development of curriculum and contents Percentage of Minimum 20% Minimum 40% Minimum 60% Minimum 80% Sub-directorate A3 of competency-based training for BAKPS to competencies with N/A of all BAKPS of all BAKPS of all BAKPS of all BAKPS Region III and BPSDM support HRBP role training curriculum competencies competencies competencies competencies Average percentage 50% of all 70% of all 90% of all of participated Sub-directorate N/A N/A BAKPS BAKPS BAKPS employees in e- Region IV and BPSDM Development of e-learning programs for employees employees employees learning programs employees of BAKPS, DINAS DUKCAPIL, A4 overseas representatives, and related stakeholders Minimum 50% Minimum 80% Employee satisfaction of all BAKPS of all BAKPS Sub-directorate index on e-learning N/A N/A N/A employees are employees are Region IV and BPSDM practices satisfied satisfied Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 37 / 53 Key Performance No. Strategic Initiative Target 2020 Target 2021 Target 2022 Target 2023 Target 2024 PIC Indicator Improvement of BAKPS and DINAS Percentage of Minimum 40% Minimum 65% Minimum 90% Sub-directorate A5 DUKCAPIL’s Key Performance Indicators position with new N/A N/A of all positions of all positions of all positions Region V and SDG of (KPIs) KPIs in BAKPS in BAKPS in BAKPS DUKCAPIL • Secretariat General Availability of of MOHA improved PM & N/A N/A N/A 100% 100% • Sub-directorate recognition policies Region V and SDG of and procedures DUKCAPIL Percentage of Improvement of policies and procedures of employees that have Minimum 50% Minimum 70% • Sub-directorate A6 Performance Management (PM) and implemented new N/A N/A N/A of all BAKPS of all BAKPS Region V and SDG of recognition for employees of BAKPS PM policies and employees employees DUKCAPIL procedures Employee satisfaction index on Minimum 50% • Sub-directorate performance N/A N/A N/A N/A of employees Region V and SDG of management are satisfied DUKCAPIL practices Availability of • Secretariat General improved career of MOHA Enhancement of career management and A7 management and N/A N/A N/A 100% 100% • Sub-directorate career paths for BAKPS career path policies Region I and SDG and procedures DUKCAPIL Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 38 / 53 Key Performance No. Strategic Initiative Target 2020 Target 2021 Target 2022 Target 2023 Target 2024 PIC Indicator Percentage of employees that have Minimum 50% Minimum 70% • Sub-directorate implemented new N/A N/A N/A of all BAKPS of all BAKPS Region I and SDG career management employees employees DUKCAPIL policies and Enhancement of career management and procedures A7 career paths for BAKPS (Cont’d) Employee satisfaction Minimum 50% • Sub-directorate index on career N/A N/A N/A N/A of employees Region I and SDG management are satisfied DUKCAPIL practices • Secretariat General Availability of talent of MOHA management and N/A N/A N/A N/A 100% • Sub-directorate succession policies Region II and SDG and procedures DUKCAPIL Percentage of key Development of policies and procedures of Minimum 15% vacant positions filled • Sub-directorate A8 talent management and succession of all BAKPS key with internal N/A N/A N/A N/A Region II and SDG planning for BAKPS vacant candidates from the DUKCAPIL positions talent pool Employee satisfaction Minimum 20% • Sub-directorate index on talent N/A N/A N/A N/A of employees Region II and SDG management are satisfied DUKCAPIL practices Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 39 / 53 Key Performance No. Strategic Initiative Target 2020 Target 2021 Target 2022 Target 2023 Target 2024 PIC Indicator Establishment of Functional Positions in Sub-directorate Percentage of policy 50% by the end 70% by the end 90% by the end 100% by the A9 BAKPS and DINAS DUKCAPIL, in lieu of the N/A Region III and SDG implementation of 2021 of 2022 of 2023 end of 2024 delayering of Echelon III and IV positions DUKCAPIL Options for BAKPS and DINAS DUKCAPIL’s Minimum 50% Sub-directorate post-delayering of Echelon III and IV Percentage of policy Minimum 50% 100% in DINAS A10 N/A 100% in BAKPS in DINAS Region IV and SDG organization design, including the implementation in BAKPS DUKCAPIL DUKCAPIL DUKCAPIL transition process to HRBP’s role Development of BAKPS employees’ Percentage of capability in apparatus management, capability 50% in average 60% in average 70% in average Sub-department program management, data analytics, L1 development based for all for all for all N/A N/A Administration and financial management & reporting, asset on results of employees employees employees BPSDM management, organization strengthening assessments and change management Enhancement of Apparatus Management Information System (SIBA) and utilization 100% for SIBA Sub-department of MOHA’s program management, financial Percentage of IS roll- 100% for SIBA R1 N/A N/A N/A and 100% for Administration and management, and asset management out and 50% SIK SIK SDG of DUKCAPIL information system (SIK) for DINAS DUKCAPIL Availability of Sub-department improved internal N/A N/A N/A N/A 100% Administration and monitoring policies SDG of DUKCAPIL Enhancement of structure and procedures and procedures R2 of internal monitoring for DUKCAPIL Percentage of Minimum 20% Sub-department implemented internal of all improved N/A N/A N/A N/A Administration and monitoring policies policies and SDG of DUKCAPIL and procedures procedures Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 40 / 53 Key Performance No. Strategic Initiative Target 2020 Target 2021 Target 2022 Target 2023 Target 2024 PIC Indicator Perception on N/A (to be Sub-department Enhancement of structure and procedures of R2 compliance level of N/A N/A N/A N/A performed in Administration and internal monitoring for DUKCAPIL (Cont’d) BAKPS’ employees 2025) SDG of DUKCAPIL Percentage of budget Minimum 60% Minimum 60% Minimum 60% Minimum Minimum 60% Director of BAKPS Effectiveness and efficiency of BAKPS’ R3 use directed to of annual of annual of annual 60% of annual of annual and SDG of budget management stakeholders’ needs budget budget budget budget budget DUKCAPIL Source: WB Analysis (2020) Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 41 / 53 7. Implementation and Sustainability of HCBP 51. It is highly recommended that BAKPS performs the following action plans to ensure effective implementation of HCBP: 1) Design programs/activities that need to be performed to implement HCBP’s strategic initiatives; 2) Discuss and confirm the KPIs and targets that will be used for each Strategic Initiative, and the implementation priorities and plans; 3) Disseminate the HCBP to BAKPS’ employees to gain inputs; 4) Disseminate the HCBP to the Director General of DUKCAPIL to gain feedbacks and endorsement; 5) Coordinate with HCBP’s key stakeholders and disseminate the improved HCBP to gain inputs and feedbacks; 6) Formalize the revised HCBP through a decree of the Director General of DUKCAPIL; 7) Facilitate the establishment of a dedicated BAKPS HCBP Implementation Team; 8) Develop the HCBP Implementation Charter, which include policies and procedures related to HCBP Implementation Program Management (e.g., communication strategy and plan, program planning, periodical monitoring, and evaluation), including the roles, responsibilities, KPIs and targets for BAKPS and the key stakeholders; 9) Formalize the HCBP Implementation Charter through a decree from the Director General of DUKCAPIL; and 10) Implement the HCBP according to the implementation plans and HCBP Implementation Charter accompanied by substantial efforts on: i. Using different communication media and channel as part of the change communication strategy and plan to better reach out different key stakeholders within BAKPS, DUKCAPIL and SNG DINAS DUKCAPIL to improve the awareness, understanding and acceptance of the HCBP; ii. Strengthening the benefits that all employees can obtain from the implementation of the HCBP in terms of career, performance and reward as well as learning and development; iii. Strengthening the coordination between SNG DINAS DUKCAPIL and BAKPS to manage, monitor and evaluate the progress of HCBP implementation in a regular basis and assigning specific positions as the persons in charge for this; and iv. Engaging relevant leaders at BAKPS/DUKCAPIL and DINAS DUKCAPIL to obtain their sponsorship to actively support the implementation. 52. To ensure sustainability of HCBP implementation, it is recommended that BAKPS performs the following activities, at strategic level: 1) Incorporate Strategic Initiatives along with their programs, KPIs, and targets into BAKPS’ Annual Work and Budget Plan (RKAT) to secure the formal support and budget; and 2) Set up annual performance contract for BAKPS’ leadership to ensure accountability. Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 42 / 53 And at operational level: 1) Incorporate and assign elements of HCBP management and implementation to the existing job descriptions of key, selected positions in BAKPS and DINAS DUKCAPIL; 2) Provide specific training as part of capacity building to equip key persons/positions in charge within BAKPS and DINAS DUKCAPIL that lead, manage, oversee/monitor and evaluate the progress of HCBP implementation; and 3) Consistently and periodically monitor the progress of HCBP implementation, including the progress of KPIs and targets’ achievement, such as through KPI monthly evaluation meetings and through using a simple and practical monitoring & evaluation system. 51. Since COVID-19 provides enormous challenges and constraints in terms of resources and field implementation to all government institutions, including sub-national governments, BAKPS should consider the following activities to ensure effective implementation of HCBP going forward: a. Prioritize the implementation of the strategic initiatives based on timeline, complexity, cost and expected impact. However, given budget limitations, BAKPS should carefully choose the sequencing and prioritization of the implementation to help build support and clearly show the performance outcomes; b. As already mentioned before, include progress/achievement of the strategic initiatives as part of performance agreements/KPIs of senior staff. This will strengthen the narrative that these initiatives and reforms are important, and that senior staff should commit to fully implementing them; c. Leverage and take full advantage of the existing communication digital platform/media to effectively obtain employees’ awareness and understanding about the HCBP and what this means for the employees both in the national and in the sub- national level; and d. Look for and obtain a high-level sponsor within DUKCAPIL and MOHA for the reforms and engage them in the reform process facilitated by the WB’s ID4D program currently on-going. An influential sponsor like the Director General of DUKCAPIL may help with some targeted support for additional budget or advocacy with the WB for support for such strategic initiatives in this HCBP that require more significant investment, as part of the overall proposed reforms of DUKCAPIL under the upcoming Digital ID project the WB is working on now. 8. End Note and Next Steps 53. The HCBP is developed to strengthen the human capital management practices in BAKPS. Adequate implementation of this HCBP is expected to leverage the credibility of BAKPS in performing its services to DINAS DUKCAPIL as their HR Business Partner and other key stakeholders based on the prevailing regulations, and to support the achievement of DUKCAPIL and MOHA’s overall strategic plan on civil registry and administration. 54. To utilize the HCBP as the reference for improving Human Capital Management in BAKPS and DINAS DUKCAPIL, and for improvin BAKPS’ performance, the following necessary steps are to be implemented: Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 43 / 53 1) Review and obtain endorsement from key Stakeholders and the Director General of DUKCAPIL; 2) Formalize the HCBP through a relevant decree to support the implementation; 3) Disseminate the document to BAKPS internal team and key stakeholders to obtain their awareness, buy-in and support as soon as possible; 4) Prepare the modalities for monitoring progress and reviewing results, including the governance to ensure accountability; and 5) Evaluate periodically and act upon lessons learned. Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 44 / 53 Annex Annex. 1: Demography of employees of DINAS DUKCAPIL Source: BAKPS (2019) Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 45 / 53 Annex. 2: Details of BAKPS’ Demography (as of April 2020) Source: BAKPS (2020) Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 46 / 53 Annex. 3: DINAS DUKCAPIL Consolidated Performance Appraisal (2018) Source: BAKPS (2019) Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 47 / 53 Annex. 4: Mapping of BAKPS’ Performance Indicators with HCBP BAKPS’ 2020-2024 Performance Indicators Connection to Echelon I Unit Echelon II Unit Related HCBP's Strategic Objectives Related HCBP's Strategic Initiatives (Source: DUKCAPIL 2020-2024 BAKPS' Role Work Plan) • Development of e-learning programs for • Improvement of consistency and Number of Sub-national employees of BAKPS, DINAS DUKCAPIL, relevance of competency-based governments that performs the overseas representatives, and related employee development practices for documentation of civil registry Development stakeholders BAKPS and DINAS DUKCAPIL’s employees according to prevailing • Enhancement of existing structure and regulations • Improvement of compliance level among procedures for internal monitoring in BAKPS and DINAS DUKCAPIL’s employees DUKCAPIL and DINAS DUKCAPIL • Development of e-learning programs for Number of Sub-national • Improvement of consistency and Directorate of employees of BAKPS, DINAS DUKCAPIL, Directorate governments that performs relevance of competency-based Population and overseas representatives, and related General of management of documentation employee development practices for Civil Registration Development stakeholders Population and of population administration BAKPS and DINAS DUKCAPIL’s employees Apparatus • Enhancement of existing structure and Civil Registration Management according to prevailing • Improvement of compliance level among regulations procedures for internal monitoring in BAKPS and DINAS DUKCAPIL’s employees DUKCAPIL and DINAS DUKCAPIL • Development of e-learning programs for • Improvement of consistency and employees of BAKPS, DINAS DUKCAPIL, Number of Sub-national relevance of competency-based overseas representatives, and related government agencies that employee development practices for Development stakeholders receives mentoring on BAKPS and DINAS DUKCAPIL’s employees • Enhancement of existing structure and "Integrity Zone" • Improvement of compliance level among procedures for internal monitoring in BAKPS and DINAS DUKCAPIL’s employees DUKCAPIL and DINAS DUKCAPIL Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 48 / 53 BAKPS’ 2020-2024 Performance Connection to BAKPS' Echelon I Unit Echelon II Unit Indicators Related HCBP's Strategic Objectives Related HCBP's Strategic Initiatives Role (Source: DUKCAPIL 2020-2024 Work Plan) • Development of e-learning programs for employees of BAKPS, DINAS DUKCAPIL, • Improvement of consistency and relevance overseas representatives, and related Number of Sub- of competency-based employee stakeholders national government development practices for BAKPS and DINAS • Development DUKCAPIL’s employees • Enhancement of existing structure and agencies that receives assistance and • Program • Improvement of compliance level among procedures for internal monitoring in Management DUKCAPIL and DINAS DUKCAPIL facilitation on Integrity BAKPS and DINAS DUKCAPIL’s employees Zone assessment • Enhancement of BAKPS and DINAS • Enhancement of effectiveness and impact of DUKCAPIL employees’ capability in the program implementation to stakeholders design, implementation, and reporting of Directorate of activity program Directorate Population and Civil Development and implementation of Registration Percentage of certified General of Enhancement of competencies of BAKPS and Technical, Managerial, and Socio-Cultural SIAK Managers in Competency Standard Population and Apparatus DINAS DUKCAPIL’s employees competency standards for employees of Management structural positions Civil Registration BAKPS and DINAS DUKCAPIL Percentage of certified Development and implementation of SIAK Managers in Enhancement of competencies of BAKPS and Technical, Managerial, and Socio-Cultural Database Competency Standard DINAS DUKCAPIL’s employees competency standards for employees of Administrators’ BAKPS and DINAS DUKCAPIL positions Development and implementation of Percentage of certified Enhancement of competencies of BAKPS and Technical, Managerial, and Socio-Cultural SIAK Managers in Competency Standard DINAS DUKCAPIL’s employees competency standards for employees of Operators’ positions BAKPS and DINAS DUKCAPIL Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 49 / 53 BAKPS’ 2020-2024 Echelon I Performance Indicators Connection to Echelon II Unit Related HCBP's Strategic Objectives Related HCBP's Strategic Initiatives Unit (Source: DUKCAPIL 2020-2024 BAKPS' Role Work Plan) Development and implementation of Technical, Percentage of certified Competency Enhancement of competencies of BAKPS and Managerial, and Socio-Cultural competency Consular Standard DINAS DUKCAPIL’s employees standards for employees of BAKPS and DINAS DUKCAPIL • Development of e-learning programs for employees of BAKPS, DINAS DUKCAPIL, • Improvement of consistency and relevance of overseas representatives, and related competency-based employee development stakeholders Number of Sub-national practices for BAKPS and DINAS DUKCAPIL’s Directorate Directorate of • Development employees • Enhancement of existing structure and governments that has General of Population and improvement in capacity of • Program • Improvement of compliance level among procedures for internal monitoring in DUKCAPIL Population Civil Registration Management and DINAS DUKCAPIL SIAK services BAKPS and DINAS DUKCAPIL’s employees and Civil Apparatus • Enhancement of BAKPS and DINAS DUKCAPIL Registration Management • Enhancement of effectiveness and impact of employees’ capability in the design, program implementation to stakeholders implementation, and reporting of activity program Number of sub-national innovations to improve the Enhancement of BAKPS and DINAS DUKCAPIL quality of public services and Program Enhancement of effectiveness and impact of employees’ capability in the design, bureaucracy reform in Management program implementation to stakeholders implementation, and reporting of activity population administration and program civil registry Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 50 / 53 BAKPS’ 2020-2024 Performance Indicators Connection to Echelon I Unit Echelon II Unit Related HCBP's Strategic Objectives Related HCBP's Strategic Initiatives (Source: DUKCAPIL 2020-2024 BAKPS' Role Work Plan) • Development of e-learning programs for • Improvement of consistency and relevance employees of BAKPS, DINAS DUKCAPIL, of competency-based employee overseas representatives, and related development practices for BAKPS and stakeholders Number of higher education DINAS DUKCAPIL’s employees • Development • Enhancement of existing structure and institutions that performs • Program • Improvement of compliance level among procedures for internal monitoring in collaboration in HR Management BAKPS and DINAS DUKCAPIL’s employees DUKCAPIL and DINAS DUKCAPIL development with DUKCAPIL • Enhancement of effectiveness and impact • Enhancement of BAKPS and DINAS of program implementation to DUKCAPIL employees’ capability in the stakeholders design, implementation, and reporting of activity program Directorate of Directorate Number of Sub-national Population and Development of policies and procedures of General of governments that performs Asset Improvement of current status of state’s Civil Registration regional asset management for DUKCAPIL Population and consolidation of DUKCAPIL's Management assets under DUKCAPIL’s custody in regions Apparatus and DINAS DUKCAPIL Civil Registration assets in the region Management • Development of e-learning programs for • Improvement of consistency and relevance employees of BAKPS, DINAS DUKCAPIL, of competency-based employee overseas representatives, and related development practices for BAKPS and stakeholders Number of Sub-national DINAS DUKCAPIL’s employees • Development • Enhancement of existing structure and governments that performs • Program • Improvement of compliance level among procedures for internal monitoring in population administration Management BAKPS and DINAS DUKCAPIL’s employees DUKCAPIL and DINAS DUKCAPIL governance • Enhancement of effectiveness and impact • Enhancement of BAKPS and DINAS of program implementation to DUKCAPIL employees’ capability in the stakeholders design, implementation, and reporting of activity program Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 51 / 53 BAKPS’ 2020-2024 Performance Indicators Connection to Echelon I Unit Echelon II Unit Related HCBP's Strategic Objectives Related HCBP's Strategic Initiatives (Source: DUKCAPIL 2020-2024 BAKPS' Role Work Plan) Improvement of policies and procedures of Improvement of effectiveness and efficiency of Percentage of Database Appointment & recruitment for BAKPS and DINAS DUKCAPIL manpower fulfilment for BAKPS and DINAS Administrators with ASN status Termination with sources from Educational institutions and DUKCAPIL P3K scheme Improvement of policies and procedures of Improvement of effectiveness and efficiency of Percentage of Operators with Appointment & recruitment for BAKPS and DINAS DUKCAPIL manpower fulfilment for BAKPS and DINAS ASN status Termination with sources from Educational institutions and DUKCAPIL Directorate of P3K scheme Directorate Population Number of Sub-national General of and Civil governments that performs Improvement of policies and procedures of Population and Registration Improvement of effectiveness and efficiency of appointment and termination Appointment & recruitment for BAKPS and DINAS DUKCAPIL Civil Registration Apparatus manpower fulfilment for BAKPS and DINAS of DINAS DUKCAPIL officials Termination with sources from Educational institutions and Management DUKCAPIL according to prevailing laws and P3K scheme regulations Number of Sub-national Improvement of Apparatus Management governments that performs Improvement of fairness and transparency of Information System related to performance performance management for Performance performance management and recognition for management for employees of DINAS DINAS DUKCAPIL officials Management BAKPS and DINAS DUKCAPIL’s employees DUKCAPIL using government’s Special Allocated according to prevailing laws and Funds (DAK) mechanisms regulations Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 52 / 53 BAKPS’ 2020-2024 Performance Indicators Connection to Echelon I Unit Echelon II Unit Related HCBP's Strategic Objectives Related HCBP's Strategic Initiatives (Source: DUKCAPIL 2020-2024 BAKPS' Role Work Plan) Number of Sub-national Directorate of governments that implements Directorate Population online database application for Enhancement of consistency and transparency Establishment of Functional Positions in BAKPS General of and Civil DINAS DUKCAPIL officials and Transfers of career and talent management practices for and DINAS DUKCAPIL, in lieu of the delayering Population and Registration manages the Functional BAKPS dan DINAS DUKCAPIL’s employees of Echelon III and IV positions Civil Registration Apparatus Position of Population Database Management Administrators and SIAK Operators Final Report – Human Capital Blueprint Development for BAKPS – DUKCAPIL MOHA 53 / 53