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'` ,,,,,,..„4';1 irt'tr0cCucing A Double-entry
i Accounting System In Bekasi
KOTA JAKARTA '
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UNITED STATES INDONESIA
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Background-Bekasi .r+. ;i:' ; Back round—Gresham
•Population:1.5 million g
•"Suburb”of Jakarta •Population.91,000 1
•Primary Industry Trade and Services •Suburb of Portland.Oregon `�
•Primary Industry Manufacturing—electronics,
fabricated metal products,printing and publishing,food.products
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Problem Statement—Finance
Problem Statement—Transportation ” £
•Mechanisms for accounting are outdated ;;-'�}rm i`ty
•Traffic jams clog city streets and major arteries in and out of the cityr k s
•Vendors contribute to traffic problem by blocking streets • •No mechanism for tying revenues to enpendttut'S arld
•Transportation terminals are not strategically located expenditures to performance
•Time lost to commuting is an economic,environmental, •Need to comply with central government requirement to upgrade
and public health problem budget and accounting systems
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Key Steps—Transportation and
Project Descriptionj 413 rl., P*1.m, ..-c; Land Use Planning
Partnership with Gresham ':, •Review,refine and confirm the existing transportation plan and
focused on two key Issues for Bekasi: • „, identify and prioritize transportation projects needed
•Transportation and Land Use Planning •Implement transportation modeling in a pilot area
•Upgrading Accounting Systems •Evaluate project alternatives
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Key Steps—Upgrading Accounting Systems '.,
Key Steps—Upgrading Accounting Systems Accounting:
•Sharing information on Gresham's accounting system and
•Improving the financial data gathering process discussing the applicability to the situation In Bekasi,
•Determining revenue sources
•Providing training on double-entry accounting
•Developing a method to link revenues to expenditures •Identifying account classifications and fund types
•Walk through Budget development process •Learning recording,posting and balancing procedures '
•To determine new sources of revenue/improve revenue generation •Preparation of basic financial statements
•Discussion of internal control objectives and procedures
(i.e.segregation of duties)
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Key Steps—Upgrading Accounting Systems Results—Transportation
Financial Reporting: •Transportation data now analyzed through software program:`
•Examining existing financial reports/charts of accounts and •Over 100 million person-hours of commuting time saved through
retiming of traffic lights.
determining how they were produced
•Strategic location for bus terminal identified
•Determining reporting requirements •Special area reserved for street vendors , ;
•Work through production of the Comprehensive Annual Financial Reportt :a
•Traffic management control room v,
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Results-Upgrading Accounting Systems Lessons Learned-
•On-going training and internships on double-entry accounting far Transportation and.Land Use PI a nn in
city staff •Reliable data is critical to being ahie to analyze traffic patterns and
•Beginning to implement double-entry accounting system in some E address existing and potential problems
departments •Simple solutions can yield tremendous results
•Departments implementing new system have noticed improvements •Smooth flowing traffic can improve the econonuc,environmental.
and public health aspects of citizens'lives
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Lessons Learned-Upgrading Accounting"'
' Sustainability- 4y'xItOs
Systems ieefrAf
Y Transportation and Land Use PlannCng y,•
•Reliable data is critical •Dedicated staff and area for transportation management
•Socializing the training helps to prevent information loss caused •Implementation of traffic management software
by staff transfer •Successful pilot project—traffic light timing
•Improved accounting can lead to improved management and '
improved service delivery
Transfer-Transportation and Land Use Planning Sustainability-Upgrading Accounting Systems
•Local governments with traffic issues •Socialization of accounting training to all department of Bekasi
•Suburbs of major cities—Jakarta,Surabaya,Bandung,etc. •Continued e-mail contact between Bekasi and Gresham
•Local governments with vendor issues •National mandate to upgrade accounting standards
•Local governments with limited budgets that cannot absorb mistakes
in transportation and land use planning •i .� � �_•
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Contact
W alikota:Achmad Zurfaih
Address:JI.Ir.H.Juanda 100-Bakasr
Transfer—Upgrading Accounting Systems
All local governments will need to upgrade accounting systems Tri Adhlante-Peas Perhubungan Bekaa'E-mail
as mandated by the centralgovernment Phone 62-21 880 282oo.com
Phone 62-21-8802823
Fax :62-21-88342723
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,,,,,..:,,,,;w:1, Strategic Planning For New Town
Development And Management
Information Systems In j
Kabupaten Bandung 4f 3 i ----Sri
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Background-Bandung
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6 •Prima IndustryTextile Manufacturing,Agriculture eddy and CarticuIt
�, •Area 300,000 hectares
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INDONESIA
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. Voigilpa Problem Statement
�"s \ •High population growth rate in the city and kabupaten leads tO
� y.,�, congested roadways,heavy water and air pollution,flooding and
Background—Santa Clarita
„;- .,; A high volumes of solid waste,deforestation,urban sprawl without
•Population:150,000 ^� S .
' adequate infrastructure planning
•Primary Industry:Services,retail and wholesale trade 1ftf$i11td •Lack of integration of information management systems leads to
•Area:50 square miles problems with development planning and monitoring and overall
communication within and between local government departments.
•There is a need to plan new developments to ease pressure on
overcrowded areas,and address problems from persistent flooding.
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n Key Steps—New Town Planning
Project Description—Workppatrl V
•Sarna Clarita to train select Bandung staff unite strategic purring process
•Develop a vision for the new town that takes a s (Training of Trainers)
��• •New trainers train other local ovemment staff on the same strategic
the geographical constraints including noedlne aa•: G g planning
of the community. Conduct
•Conduct strategic planning process for Kabupaten Banuuig using multi-
•Identify the critical resources necessary for the new towff. = °gstakeholder approach
development and MIS(management information system) •Determine the institutions or parties with a vested interest in the protect,and
•Provide materials and training on strategic planning to Kabupaten Santa Clarita with facilitate these stakeholder meetings to develop support trod
partnership for the new town.
staff,who will then provide the whole Kabupaten new town team •Obtain local and regional support is critical to the success of the marketing plan.
with a common understanding of the concepts. •Develop a monitoring handbook for senior management in trying to Involve
•Developing a strategic plan for the new town that incorporates stakeholders to gain political support from the community and council and
financial support from the business sector.
information technology components for the defined scope of the •Train senior management in ire use of the handbook for mongering the
technology pilot. progress of the implementation of the strategic plan
•Develop a Request for Proposals(RFP)to solicit international investors for the
new town concept.
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Key Steps—Information System T! Results 5 4 a
•Overview of information technology management In :N 'n': •Kabupaten Bandung team was trained i ct w '
•Review Santa Clarita Technology Strategic Planning P - on how to conduct strategic planningl 't 1 ;
to determine technology needs,short-term and longterm itachtialogy ,Mz '•- session. ' s
planning and funding,service and support •Kabupaten Bandung and Santa Clarita
•Review existing Bandung's Technology and Infrastructure developed a strategic plan Investors to guide the new town process
•Develop the technology pilot—identify the agencies/departments to ' •Marketing plan develop to market the new town to international investors
link with LAN and the necessary data for the new town project • •Santa Clarita GIS team designed and created an internet forum to
•Develop the implementation plan communicate with Kabupaten Bandung and all others that are interested on
•Next steps refinement and completion,initiate business analysis for the topic of program using hto:://fgum.rblphifgruys_comikoh_opptep; :.
GIS(Geographical Information System)and LAN(Local Area Network). •On going process:"Kabupaten Bandung IT Team'has been developing a
blue print of IT development for Kabupaten Bandung(5 year plan)
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Lessons Learned Sustainability
•The multi-stakeholder planning process introduced by P.tBrtt5 •Support from top leadership in the local g5•'
Ciente and adopted by Bandung will help the10051 goverf ff Sfttto stakeholders,and from the community '
conceptualize,plan,and make informed decisions and pol t es&1 �'''' future success of the new town planning .
the future. •Kabupaten Bandung must allocate resourCea tD•• "" :"
•By introducing a culture of participation,the local government for them to be successful
engender the trust of their citizens. •The new town planning team must be empowered to make
•Once the LAN and GIS systems are in place,Bandung will have decisions and allocate resources
an integrated system for monitoring land use.which will assist •Innovative funding sources(including public/pnvate funding
them with project development. partnerships)will be essential for the new town
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Transfer
More inclusive planning and decision-making Is somebangih d \ Contact
could benefit all local governments in Indonesiaby helping H.Obar Sobarna Sip.,Bupatl
them to make more informed decisions and policies,and to Calera Amlyaru,staff of BAPEDA
Address Jalap Raya Soreang KM.17
•
create a sense of trust within the local community. Bandung
Plebe/Fax:62-22-5894900
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\ COOS BAy
Resolving Intergovernmental s
Conflict On Land Use e
Management In Bitung � s i..,
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�, . ,'..,..,,*•,€'41C::!''01.',,' Population 158,000
"�'4 , •PrimaryIndustry Man8me trading Servides•I$ttir O, • y
small retail,government,coconut
' processing and products
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- r; °,..,:,,' .';'eploopl Problem Statement
t •The Port of Biking has the potential to be the major engirt&
Background—Coos Bay k,.
.$i v r� � for economic development and job creation in the fegit7n.
•Population:15,500 •The central government has committed to developing the
•Primary Industry:Government,services,tomb Port of Bitung as a major cargo consolidation center(CCC).
manufacturing,retail trade,maritime commerce •Conflicts between the development plans of the port
management and the city have stymied the development of
the port and prevented it from reaching its full economic
potential.
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Project Description—Workplan Objectives ,7".•,43:',":',,i,;:,.., Key Steps
•Reach a solution on the tate of the disputed land in the •Familiarize the city and port officials with communttybased land
use planning principles and practices,including citizen Involvement
port area through a conflict mediation approach '
methods.
•Develop a marketing plan designed to maximize the •Introduce community-based local decision-making models
economic potential of Bitung •Leam about mediation and facilitation,including formal and
”^• ,r�. infomral conflict resolution techniques.
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,;:rf<0.q 1414141111 Results -
KeySteps—The Mediation Prows •The city and Pon worked together to readve`
p i F, K4f, conflict,which had been stalling further• . . -
•Identify parties with interest in the disputed land In the POtt•8Y9a development of the area.
•Identify each their concerns and other issues pertaining to the •The City is now free to concentrate on developing its marketing
disputed land plan to attract businesses and tounsts.
•Identify ways to solve the conflict by determining certain finding •The City and the Port are working together to identify an
common ground between the parties and using that as the •
alternative location for the development projects the cdy had
foundation for possible solutionsplanned in the area now under the Port development plan
•The City and Port have committed to working together in the
future to review each others development plans and mediate
areas of conflict.
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Unanticipated Results Lessons Learned v'
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•A Memorandum of Understanding(MOU)for codpp ,'> i(r •The City and the Port are now partners rather than adverearie$
between the Business Development Center(BDG)Of i and have established a precedent of collaboration that will guide
Southwestern Oregon Community College and STIE Petra their future interaction.
•Grant from Rotary International for t`'`, •The City and the Port now have new skills for resolving conflict at
school supplies fg all levels of their own organizations and with other actors-
national,local,public,or private.
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Transfer ,
Sustainability •Conflict mediation is a useful tool for any Igoat r„
•This process of conflict mediation has been socialized at all •The process can be used at the community level as well:
levels in both the city and the port the national or regional level.
•High level officials from both organizations have given their ��
endorsement to the process ' x r .
13
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Contact fi
'Mitten Kansil,WalikoU i'' w�'- '
Intergovernmental Coordination
Jamas Rompas,Ka Bap Pengembangen Bina Program
Address-Jalan Dr.Sam Ratuarr i Na.46 InRBasin
Keung Sulawesi Utara
Mforanagemetegratednt in Eastiver Kalimantan
Phone: 62-438-21002
Fax: 62-438-21008
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Background-East Kalimantart , t ,,,,.,,,,,1-:
•Population:3 million ,, Ea ,c;
Background—the State of Oregon
•Primary Industry.Oil and gas;logging and '^. -'' •Population:3,421,399
forest products;mining(coal,gold); - t e •Primary Industry:timber,paper products,farming(wheat,
s
palm oil. cattle),mining(coal),computer equipment,electronics
14
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oProblem Statement . ? ;er:,,
•Intergovernmental cooperation is a top priority for Governor Project Description—Workplan Objectives
•Environmental management issues effect all local governments •Coordination and communications training for intergovernrn
in the province relations in the post-reformasi era
•The Mahakam River is the lifeblood of the province and touches •Identification of cross-border Issues in the "/:,e.-1......*..,...
many jurisdictions Mahakam River Basin r y'
•There is a lack of coordination on issues the cross jurisdictions •Spatial planning cooperation. '`i�, ,„..!,,:..;..:::„.„..;'•:..y
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•Environmental issues in the Mahakam River Basin need to be � e '•;
approached comprehensively `
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Key Steps
Results
•Recommending and creating a cooperative governance structure
for the management of the Mahakam River Basin •The establishment of the East Kalimantan Working Group.
•Collaboratingin assessing,identifying,and developing ad uete •First ever joint television call-in show with Samartnda,Kutai,and
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information and databases and data management syslehrs!Or the Province discussion issues of coordination and cooperation
river basin management by sharing the aver basin management •A vision on the Mahakam over Is stated and shared among
systems used in the State of Oregon. stakeholders.
•Collaborating in a water quality monitoring pilot project. ••Increased awareness about the importance of an integrated and
•Collaborating in the development of public awareness techniques, coordinated approach on river basin management among
tools,and strategies that will support management practices in the government officials and other stakeholders.
Mahakam River Basin and watersheds.
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lilliki
Results-Continued ,•.:riE, R-162,•'
Lessons Learned
•A new practice to communicate more directly among relate. z.. 2. •Sets a good precedent for better communication between local
officials at different local governments,and to form a secretariat ar,�� officials regarding cross-boundary issues.
team to maintain ongoing contacts. ra+' •Increasing awareness among local officials that collaboration in
•A new coalition among river stakeholders with other organizations, essential for finding effective solutions.
public forums(such as Water Forum of East Kalimantan)and •Sharing of experience with outside omganizatvums.Oregon in
international agencies that advocate for environmental protection particular,has given She Province . � ,,
in the river basin. increased awareness that it is ;,,,,,;;•;!,,,,;;;;.,;;;;;;00,,,,
•More information available to the public through those possible to do new things and to .i
organizations and the media about potential problems for the river make improvements on current :` •v
basin if current practices continue. practices by forming a coordinating a
body. I
• 't .
15
s
1116
'',''.','' ''‘'4:',.tit' k,
Sustainability
Transfer `'
•Continued support from the Governor and Bupatis for the Waking
Group will ensure success Tonew el!at
intergoveheEastrnmentalKalimantan coorWdinationrkig that
Group canisa'benadaptemodd by aH kigal
•Coordination with the private sector and NGOs will broaden the governments in Indonesia
reach and resources of the group € x z n �
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fail4,,, ,,,,,
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'` ","` f 1,,Contact
Address:Jalan Gaiahn
Mada 1 Samannda.K
Phone: +62-541733333 developing a r..OfnfllUnity-
Fax: +62-54174155s Based Sustainable
A.S.Sumanto,Kabid Perigembangan SDA clan Forestry Program In Pasir
Prasarana W Aayah.
Address:Jalan Kusuma Bangsa Samarinda,Kattim
Plmne: +62.541202044
Fan:. +62-541 202044 -
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COQUILLE ( 3 ,,�
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J KABUPATEN PASIR B
4 ..1 j3l!,
UNITED STATES INDONESIA
16
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Background-Pasir Background—Coquille
•Population:250,000 `
•Primary Industry:Palm oil plantations,logging. •Population:4,300—city;81,000-.county
gold and coal mining •Primary Industry.Retail trade,gateway to 10900 OpMrOtipn8 r i'.'C
close to major tourist destinations
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Project Description—Workplatt Obj'f3Ctlyjprt
Problem Statement •Develop methods of forest protection and improvingrelaffore
•Regional Autonomy partially devolved responsibility for the between potential investors and local indigenous Communities.
management of natural resources to local governments •Work with the local indigenous community to involve them of the
•Lack of enabling framework has led to confusion over how to: policy making process to ensure that their interests are
properly manage its new responsibilities represented.
•Conflicting interests of businesses and indigenous population living •Institute a multi-stakeholder process for the development of local
on the land make forestry management complicated environmental(i.e.,forestry)regulations.
•Creating a template for developing local regulations.
•Lack of enforcement of logging policies •Establish guidelines for constructive and sensitive interactions
with indigenous peoples in forested areas.
W., -:.,,,o,,,„,4„,,.,,,,,,..„..., Kt ...,...,....,,,:.„..„7„....„.„„..„,„.„,,,,,,..„...„....,,„,,,
.............................,..,.................,.....„,....„...,,„ ,
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•Gunungesults Lumut designated as a f - i
Key Steps protected forest R ,
•Observe and learn about the process of forestry management in
•Logging operations conducted at r ,t
Oregon Gunung Lumut have ceased ` """
•Hold discussions with key stakeholders on ways to improve ••Development of a draft forestry regulation using a multi-
forestry management stakeholder process.
•Work with Oregon partners to develop sound,enforceable •Increased awareness about the importance of implementing
regulations that consider all stakeholders'interests proper forest management practices among a variety of stakeholders
•Newly formed coalitions among local Pasir stakeholders
•This multi-stakeholder policy-making process has been highlighted at
national and international conferences.
17
RI, ,',''''''"
IW.' -.:
Lessons Learned
•Stopping illegal logging in the Gunung Lu
helping to conserve remaining forest area "'':r
•Increasing awareness among local Oayuk commundieS Sustainability
slow down the rate of forest destruction. ''-,- -- "'a..,-
•Support from top leadership in the local government wlq - ,
•Sharing of experiences with outside organizations has given to re to the future success of the forestry management policies -
increased awareness that it is possible to do new things and to make
improvements on current practices. •The draft regulation needs to be passed in the new future tp
•The use of an inclusive process to develop policy can be employed sustain the momentum and trust of all the stakeholders .,.w -s"y
in other areas of the government for policy development,dispute •Once passed,the regulation must be enforced by the local
settlement,and general decision-making. government and the stakeholders
•The involvement of Oregon partners has given credibility to what
Pasir has done and shown that it is possible for the Kabupaten to
adhere to the basic principles of good forestry management.
>'' ``` � a
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Transfer Contact y'vn v Ie oa
Yusriansyah Syarkawi,Bepaa
•Local governments with natural resources Abdul Axis Moutons,Head of Forestry Dept 4.0•,,,,,0„..:.',,,,',,,
.0
•Areas facing conflicts with an indigenous population Address:Jalan R.M.Nets Sunartli "f''
•Local govemments in more,constructive community Involvement Tanah Grogot,Pose
Kalimantan Timur
and improving policy development. ,0.€:, ^'.`" Phone: 62-543.21002
;#" Fax: 62-543-21079
E•M it Q.k,.p44!i.rdaiw14:t xt
Improving The Permitting
Process and Promoting
Cultural Tourism Yogyakarta s
:-.'..•:r1 .:. ----t---•''„•;i1-4,„,..:'
P" x ,Y,yc r : �.' } • SAVANNAH
•
,1F y. r i' i[ .. UNITED STATES
18
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, s
,..
t 74 r l Background-Yogyakart,`
4.„.
•Population 500,000m,
c P
�� •Primary Industry:Cultural Tourism, ,t,�.a,
-,44 .47 Educational Institutions
D.I.VOGvuvuRTA
INDONESIA
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;
Problem Statement
•Lengthy process 10 obtain building permits leads to decrease In
revenue and increase in illegal structures
Background—Savannah •Tourism on a steady decline due to numerous local and world
•Population 140,000 events
•Primary Industry:Tourism based on historical preservation •Overall revenue down due to drop in tourism and inadequate
collection of taxes and fees
•Out-dated financial system makes it difficult to keep track of
N''
revenues
gl''''' '1gl'kjii,440Ellik'”.
Project Description--lnll:rovitfg the Buildinj Project Description—Tourism o..,r ,
Permitting Process •Update the tourism master plan -
•Improve the efficiency and effectiveness of the permitting procc<s •Better coordinate marketing efforts of the private sector,province,
•Reduce the number of days required to process a pemtil and the city
•Increase the amount of revenue collected for permits •Promote cultural heritage tourism using existing historic,cultural,and
•Determine the possibility of improving the permitting process through commercial assets
the development of an on-line system •Develop promotional and expositional ,
•Better educate permit applicants on permitting requirements and materials ,
regulations - •Increase visitation through the promotion •r 'r ,b,,. :,.-,-
-
•Increase compliance with permitting requirements of additional festivals and conferences f '
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Project Description—Revenue Generation< its $
•Thoroughly document existing reve sue collection processes for Results , '
hotel/restaurant taxes and building permit tees •Completed plan to reduce permitting pr a i'"•-`"
•Improve processes through streamilning,Improvement of f enm and .Jogja Heritage Society took the lead In convening a public
computerization a9
between the Yogyakarta community and the Savannah
•Research different approaches to organizing the revenue colle:Uoo -
function discuss"Lessons from Savannah on Urban ;,- s
�
•Develop a system to audit/investigate revenue collection using Heritage Management and Notes for
hotel/restaurant taxes and building permit fees as pilot projects Yogyakarta"at the Vredeburg Fort,an hislonc
•Develop a program to help citizens better understand the connection site in Yogyakarta.
between the taxes/fees they pay to the City and services they receive ".:'•' •'
i rr
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...,,
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Lessons Learned
1111110
•Yogyakarta has teamed from Savannah how to organize to be able P� r;
to generate revenue without neglecting culture arid the city's Sustainability.:.
important historical environment. c;
Historical preservation concerns will most likely require that airier
•Restoring and preserving cultural assets will create opportunities for actors,including the private sector,become a part oi the team that
economic growth through tourism and job creation. will ultimately insure that tourism increases while valuable historic
•The faster the permitting process the easier for people to register sites are protected and maintained.
their building and activities and the more likely they will pay the
permitting fees.
I Fill‘ ,1-ivx,r;:-iv,x;''. w
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Transfer "r� ✓. tir�'n fih §4.. x ti' _.
Contact '-'-`,,,,,Adv,...' r w
•Cities interested in streamlining bureaucratic veru 'e 'xSrxvhn°nnl x '�
g go Herr/2edlAR'MiM+1 r, x+741 n Pe'
or boosting economic development through enggureglrtg more" lvatt(sot igotyrgp fi,,,00,r� s�, ';
tourism could learn from Yogyakarta. - ' r ,M 4 Sv A '
•As Indonesia is a country with many historical and cultural sites; fatfOtivUocila 94 ,..Piwurd"rli 804 . }fir nn�� >trya��t ,:,
there are certainly numerous local governments that could Increase n;%s'la ?p,- ✓��
tourism simply by protecting and , + -- Joan KugdFIDy �`v
highlightingtheir natural assets. Phone: 82 274415 0 6 4 +•'
,•a FAX: 62274.5iki?2 ,,A
Y;
20
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�... m'prvvrn. ana ernen ..,
g
" Practices in Budgeting,Citizen
Involvement,and Environmental
Education in Samarinda t' ' ' V-I I ‘ \
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'1. , UNITED STATES
41
�'•‘rstKQ 4ANARINDA 2�
Background-Samarinda
t,4 e-.,- „ +r •Population:550,000
:' • -;•2 •Primary Industry:coal,:r:icilr'i
gas,agricultureand4• forestry,goldandothering n` 44 products;farming;handafts;cu a. ,ra „e..r% ,, ' "` �� '
• u.
4.040,061* and trading
l
INDONESIA
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Problem Statement •
•legislation on Regional Autonomy granted local.gevemrrtents
,,,,,,,„,k,,.„,,,,,,.,,,,,,‘,.,.,.„..., increased authority to raise revenue and allocate feuds for providing
public services at the local level.
•Regional Autonomy legislation calls for the introduction of
Background-Tigard
performance budgeting and higher accounting standards to be used
•Population:43,000 •Double-entry accounting systems are not used at anest
y level of
•Primary Industry.Wholesale trade,retail trade,service industry government in Indonesia,so there is no experience to draw from.
•city fees are not bed to the cost of delivering services.
•citizen participation is not developed to a point that the level of
knowledge of city government allows the city to pass fee increases for
needed capital investment.
•
••••
City staff was not formally trained in the budgeting or accounting
'.. systems to be introduced.
21
KJ , ..
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Project Description—Workplan
Key Steps
Objectives
-- .,,,i,',„:"..7%„•„.4440...,,,,,,,� •Preliminary assessment of Samarinda s '`
•Introduce performance-based budgeting and double entry6(I, v ,,, reporting system Ali Fitri Noor,Samarinda f i"
accounting into the local government financial process. ="� * f.. •In-depth training for Samarinda financial staff ,.m�„ yz
•Improve citizen participation and improving communication between' •gooks,examples of city budget documents,and new financetools
citizens and city employees.
provided to Samarinda finance staff
•Develop an environmental education curriculum for the city schools , •Development of in-house training program for Samarinda accounting
with the aim of introducing responsible environmental behavior to the staff
community through the local students. •Recruitment of a new staff accountant in Samarinda.
ki.„.if .... .„„i„.,,,,,,.,...., ,. .
Results Lessons Learned
•Samarinda successfully adopted the perforrnance based -fir-'',''''''5 ,n,
budgeting system for Its 2003 budget. •Performance based budgeting provides a more struCtme -
•Samarinda used several methods to encourage citizen make decisions regarding allocation of city funds The neWbliffigOf
participation in the development of the budgetmodel improves monitoring of city services and identifyareas for
improvement.
•Samarinda established an electronic payment system for its city
•A transparent budgeting process will help to gain the trust of citizens
employees.Samarinda is in
:,:` and potential investors.
the process of adding an ..‘,..
u
•Using performance budgeting approach will improve the efficiencyy
environmental awarenessof resource allocation.
component to its school a, V. .r •Increased efficiency can lead to better and more services for
curriculum. ��
� ' citizens.
k .. - . •h aa,a�.. x. c 4 '"zL jai
b
Sustainability a�•. ' a
•Extensive training for both city technical staff u s
and council members Transfer
•Mayor and council are supportive of the new budgeting •All local governments will need to Implement similar
systems in the near future ' %ys
and accounting systems •Local governments interested in increasing citizen Involvement
•Citizens committees have endorsed t E "r
can benefit from Samarinda's experience
the budget t
I h r '*' t .•
r:
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`
22
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Contact
Drs.H.Ahmad Amins,MM.,Wailkota """`
MochdarMasan,K.tuaBAPPbDA " Improving Public Health and
Address JalanKesumagangsano.82 Public Service Management in
SamaKalimantan Ting Kutai Kartanegara
phone 62-5411-741741 733 g
Fax: 61-541.731 455
E-mail: 4dP169 16448SaPlahlula Ws
.-,..1.• ,...m.• -,-,.74,;i.
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''"'''"7-x---);.. , I's'''.•o"',ts.".'..to., s,-azive ii, '';',.3.lat..i.,,,s,.4.:„,‘,..#4,1044,,,,r,,,,, „..,:z .is..,-;,„.,,,1
•;iii - ; '.
WASHINGTON
COUNTY 1 S ,
• KAPAT CN KOTAI
Anuses : tb,�'r� � � � Ki A wu sneer
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•
UNITED STATES INDONESIA
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Background-Kutai Kartanegara- =`r it ,s
•Population:400,000 Background—Washington County
•Primary Industry coal,oil,gas,agriculture i.' i
- '
.•;, Population:445,000
and forestry,gold and other mining „ ,
r^ Primary Industry:high-tech,sportswear,manufacturing.agriculture
products;farming;handicrafts; ,
and trading ,i:'....-- '” �
.
23
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Problem Statement—Hospital M8naOd,..,,,,,..„,,,....:_..„,,,,.,...,a,„....,,,.„,,„,,,:„,.*,' Problem Statement—Public Admin .z ' . . . .., .
•Outdated,sub-standard medical equipment r
Skills
•Only one,94-bed hospital for entire population •Local government staff have insufficient access to public
•Ineffective bureaucratic hospital management. administration skill building
•Shortage of trained medical staff and specialists
•No training on organizational culture
•Inadequate,uncoordinated health delivery through local clinics at s
•Professional training usually run r
- the sub-district level %e;'r '•%"""
by the central government and -•
•Emergency medical procedures are not properly documented nor does not reflect local needs
are they widely distributed //
•Lack of uniform in-service training for its nursing staff �F'
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Project Description—Workplan Objectives
Key Steps
•Improve hospital nursing staff tralsng,emergency modlcal care •Establishment of task forces in each city to implement elements of
protocols,and medical equipment. the workplan
•Develop a core in-house public administration training program for
•Training needs assessment for hospital staff
supervisors,managers and executives. •Translation of emergency procedures manual for paramed
•Train staff to use double-entry accounting systems(joint activity with •Develop and conduct a"Public Service Training Program”
ics
Samarinda-Tigard). : •Develop plan to institutionalize public administration training at the
•Simultaneously refine existing revenue structures and identify new ' local university
revenue opportunities(joint activity with Samannda-Tigard).
„1 ..""_" '.
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a
Results
Lessons Learned
•Kutai Kartanegara received a <� g s ''�'
donation of three heart monitors l • •The Bupati and other local officials understand the need to improve
from Tualatin Hospital �I `', a�„ l' the skills of paramedics to improve the health caro fur the kabupaten
•A formal task force has been - as a whole.
established by each partner.The task forces are communicating •Cooperation with educational institutions in the Portland,Oregon
with one another via e-mail area will help Kutai to establish a strong public service training program
•The Washington County Task Force has designed training . •The Task Force is a useful mechanism for coordinating future
modules on public service management,which will be delivered at • development options.
a train-the-trainers program during the next exchange.
2n
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�ry a
Sustainability Transfers ��
I
•Continued support from the Bupati for the training programs Will 1 •Emergency procedure manuals and In-service training Carl be
ensure success easily adapted and transferred to other Indonesian local
•Communication between Task Forces in Kutal .�_rte; a„`•� governments
and Washington County is critical -It *k •Local governments officials training,or
q use their model to set
can up trainingsendtheir programsto of theirKutar own
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Contact
Syaukani Hassan Rais,Bupati
Bachruddin Noor,Kepala Bappeda i�-
Workforce Development
Alamaf:dalan Wolter Monginsdi-Tenggamnp
Kalimantan Timor Training In Balikpapan
Telp. 62-541-661085 -_
Fax: 62-541-662056
E-Mail: Baoo Miii Wmirrinda.orq
~�.' a �- s �, � � �' �,� .�,.. ,
•
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4* -,ii'3 Ot:, ALIKPAPAN «r ' 4
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t 1�'� a r� a 'Ki `moi
HOUSTON`4
AREA GOVERNMENTS UNITED STATES INDONESIA
25
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Background-Balikpapan
,
•Population:547,000(April 2003),Rate of Growth:1.7% RI
m
•Geographic Area:503.3 Km2,Developed area:21%, �`
•Remaining area is undeveloped land,protected forest Background—Houston Area Governments
and coastal areas „,;
•Economy:Growth of 8.18%.Structures:Primary- •Consortium of governments in Houston Area,Texas:
8.06%,secondary-43.29%,Tertiary-48.65% Dickinson,Texas City,Webster,Baytown,
•Primary Industry:Oil refineries;supports and services West University Place,Missouri City,and other cities.
for oil and gas industry;wholesale and retail trade, •Total population:1 million
service industries. e •Primary Industry:Petrochemicals,refineries;wholesale
♦ i ;..,;
Vt and retail trade,service industries,
It
i ;
s','"7 8!
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1.
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a
air Problem Statement . jk ,,-,:e;..sk,..111P",',r::, .,',,aa:
• Population below poverty line-25,601 or los _" <
€ o
total population s^ ;,
• Competitive labor market,with high ,,'�, jNis
unemployment rate 01 14,000(8.4%of .� ; Project Description—Workplan Objectives
total workforce) "'� •Assist in the development of a Community College for
• Local educational Institutions have limited Balikpapan to meet training needs of citizens
ability to prepare graduates for the • Provide opportunities for local government officials to
workforce increase their knowledge of governmental operations,
• Laborers from outside of the city fill jobs '•v' vv _,t:. including infrastructure development management,
and create social conflict with local port and industrial zone policies,and other municipal services
citizens. I • Improve citizen participation
= • Provide technical assistance for the development of
ACIi.:'.010"!Z, systems for municipal finance and budgeting
..! '. : .
k .
Key Steps—Community Celle e'A
v4*.- Results
•Assess and evaluate community buy-in,pa
rSS x1061 fir The exchanges have convinced the taty tti
•Assess and evaluate community and bubinaSs l78edb kir g+�idt -� r
vocational training as a top pdority z x`iY
and continuing education z v
•Local companies,such as Unocal,TotalFinaEf t Theiss( �,-
•Identify instructional and administrative staff from the city,
.3 €�,-
have allocated funds and committed to provide training ,,„,
businesses and educational community opportunities for local workers through Babkpapan's
•City has created a grand strategy for workforce development: new community college model.
•20%complete higher education •These companies have also agreed to quotas for
•30%have higher education job skills acceptance of local workers that have gone through
•30%have mid-level job skills
the community college training.
•20%have basic job skills •Coalitions for workforce development have now been
•Identify resources-human and financial
built among local Balikpapan stakeholders,outside
•Convene multi-stakeholder advisory group to oversee organizations and international agencies.
establishment of college - •The Minister of Education has publicly supported this initiative.
•Develop training courses
26
m
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,..
Y
..,
Lessons Learned . „..... , ...
•By investing in workforce training,Balikpnpan
will improve the lives of its citizens and die overall ,-
prosperity of the communitySustainability l*;•The city has successfully turned workforce °.,
•Financial commitment from the government ,
shortages into an opportunity to develop the new" and private sector ensures a funding strea[ni'^ g.'
training program.
for the project '
•By supporting this initiative,the petrochemical .•• ;'
•Planned expansions in the petrochemical
industry can reduce in-house training costs industry guarantees a demand for labor
substantially and avoid having to recruit
nationally and internationally.
•Workforce training and education program are now
coordinated under the local government,in order to
meet local educational needs
k• „, ,,,,, ,; „
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,,
Contact
Transfer H.Imdaad Hamid,S:E.,Mayor
Sarlono,Head of BAPEDA
Model of cooperation between local
government and private sector can be used Address.Jalan Jerd.Sudirman No.1
in many different ways to leverage resources Balikpapan Kalimantan Timer
and increase economic development. 6 ''' Phone. 62.542-421420
t � Fax 62-542-425412
11 pxw E-mat: b onsC(abalikOapn_,g0.id or
? Rf `� •,;,. ^ 1 sall0w bonilyairev coin
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. , Background
• 04146.4., •Association of Indonesian Municipalities
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"'',r a � ��•••. :r •Association of Indonesian Regencies
'' VS '4.'v •Association of Indonesian Provinces
•r,+ t Founders'meetings in May and June 2000 1
KOTA JAKARTA .44 410r-
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INDONESIA lik4•x
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Background—Indonesia decentralization`
Background—League of Oregon Cities • reform legislation in 1999 t:` .
Almost 80 years'experience as a local government association in
member service provision,advocacy,and assisting improved •Central government establishes Board for Consideration of
management of local governments Regional Autonomy to advise President of Indonesia
•APKESI,APKASI,APPSI to have representative function
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Problem Statement
•Newly-founded LGAs with no experience in mamtror senrca Project Description
oriented organizations
•No experience with the role that local government associations play •Project League of Oregon Cities on three key areas for ansa a':an
in intergovernmental debate and discussion development.
•External conditions that inhibited their ability to foster member -Improve communication with and encourage active part cipat;on of
involvement and a sense of ownership members
•Size of country and lack of communications infrastructure mane it -Improve association advocacy
difficult to reach the membership -Training and staff human resource development in association
•No prior experience or exposure to member programs and services management and service delivery
or advocacy to improve management and services at the local
government level
28
'111L , „
Key Steps—Observation and Comparative
Study Tours
Key Steps—Training and Mentoring •Board of Directors,Executive Directors,secretariat staff observed
•"Advocacy and Coalition Building"workshop US local government administration
•"Board and Executive Roles and Responsibilities"workshop •Board of Directors,Executive Directors,secretariat staff observed •
•Junior secretariat staff"credentialed"in advocacy skills with 1-week LOC Board of Directors'meetings,association policy development
internships committees,and secretariat staff meetings
•Secretariat staff exposed to city a `
•Training on clarifying and defining the roles and responsibilities of resource center,member
Boards versus Executive Directors and secretariat staff "•°
conference development member `I `
services,member communications;
. R.
„,
Lessons Learned—Association aCI
Building Sustainability—Continuation of Part ip
•Providing meaningful membership services takes bme and effort •After a successful and valuable 16-month pa+meahlp.the Board of
and a lot of human resources
the League of Oregon Cities voted to extend the partnership
•Communications with members and identifying their issues is an
•Offer of a one-month intensive internship with APEKSI staff to
important effort for staff in figuring out what kinds of programs and • observe details of how association serves its members to Improve
services their members find valuable governance
•Building the trust and a sense of belonging by the members is
critical to the future success of the associations
•
Contact
Transfer—Other Indonesian Local Ruanvu„ewl
E+naC info®epeksl e b
Government Associations wbne(6z.z,)3na-e2o1
APKASI,APEKSI,APPSI can transfer skill sets,organIzational F APKASI
models and processes of professional - Novel Abdul corer
association management and services I* �' I `_ Phone e enkeell+wxm«u
:(62.21)386-7670
to the legislative association
counterparts i APPSI
I+Wkhlls
E-rnl secreleneteePP..v.id
( t°' Phone(62.21)391-3890
30