The Prakerja program introduces several innovative ideas, concepts, and approaches in the relevant initiative area that catalyze transformative change. Here are the specific points of Prakerja’s innovation: End-to-End Digital: - Prakerja's complete digital operation represents a novel approach to government programmes, eliminating red tape and intermediaries, streamlining processes, and enhancing transparency. - Digitalization has the potential to transform the delivery of government programs, making them more cost-effective and accessible to a broader population. User-centric Design: - Users have the liberty to choose from registration, marketplaces, courses, and bank/e-money accounts. - Courses are flexible, responding to the needs of users and industries, including skills required for future jobs. - User-centric design is incorporated into the system, processes, website interface, and product features. - During the pandemic, Prakerja has adapted to become a social protection instrument, providing skills and cash assistance. Multi-stakeholder Partnership: - Instead of replacing the private sector, Prakerja leverages private strengths for training, e-marketplaces, and job portals in the learning ecosystem. - Collaborating with multiple stakeholders to provide additional value to users, alumni, and broader society. Fintech Integration: - The integration of fintech services alongside traditional banks introduces a new dimension to financial assistance mechanisms. It offers an interoperable alternative for cash assistance, expanding financial inclusion. - The introduction of e-money can overcome barriers, reaching those in the last mile who lack access to modern financial services. Monitoring and Evaluation: - Using big data and real time and integrated contact center dashboard for monitoring and continuous improvement. - User evaluations are integrated into the programme. any external evaluations are conducted Institutional Breakthrough: - Policy committee: Led by the coordinating minister and consisting of cross-sectoral ministers/officials. - Regulation: adapt to changing situations and is evidence-based. - Implementing agency: A dedicated and unique Programme Management Office (PMO) is set up to ensure service delivery.

Prakerja is a new program that is delivered using new-transformative methods. Experimentation and risk calculation therefore, are crucial for PMO Prakerja’s operations and improvement. The identified risks are as below: 1-User Acceptance: - Prakerja is aware of the limitations in literacy and digital divide in society, which influence public acceptance. - Mitigation: Gradual and continuous improvements of the application; campaign, dissemination, education, and facilitation to users. 2-Policy and Regulatory: - Restrictive policies could limit innovation; but loose policies could lead to moral hazards. - Mitigation: stakeholder consultation, data-driven policy making 3-Managerial: - The implementing agency for Prakerja is a newly established PMO. Talents may fail to be recruited, or KPIs may fail to be delivered. - Mitigation: sourcing, talent acquisition, competitive remuneration, performance evaluation. 4-Operational: - Overloaded servers and unresponsive contact centers due to the program's large-scale operation, as well as fraud during e-KYC and face recognition, could occur. - Mitigation: two-step verification process. 5-Social: - Lack of transparency and fairness in participant selection can lead to public distrust, while slow service delivery in the midst of the pandemic can make people feel hopeless. - Mitigation: Prakerja provides clear information regarding participant eligibility, uses weighted randomisation, and establishes service level agreements with partners. 6-Financial: - The sustainability of the program depends on its performance and fiscal space. During the pandemic, the deficit has increased. - Mitigation: budget prioritization, process optimization, collaboration with private sectors to provide courses, matchmaking, events, seminars. 7-Legal and Reputational: - Dealing with new innovations posed legal challenges and uncertainties, particularly in contracts with private providers. Prakerja's reputation could be influenced by its partners and performance. - Mitigation: maintaining good performance through careful partners’ curation and monitoring for compliance.

The Objective of Prakerja is to enhance workforce competency, productivity, competitiveness, and entrepreneurship by providing access to adult learning and education in terms of reskilling and upskilling at scale, speed, and transparency. Contribution to SDGs: SDG 4 Prakerja provides high-quality courses through standardization, assessment, partnerships, and technology; addressing financial constraints, time limitations, and asymmetric information with scholarship, flexible microlearning including self-paced online courses, and e-marketplace model; spurring relevant courses; and partnering with multi stakeholders. To ensure inclusivity: - Non-restrictive eligibility criteria - Engaging various stakeholders to facilitate vulnerable groups - Multi-channel dissemination - User-friendly design - Program testimonials from vulnerable groups Outcomes: - 17.57M beneficiaries across 514 regions - 51% women, 18% elementary education, 12% elderly, 3% disabled, 64% rural, 29% poor, 2% disadvantaged regions, 3% ex-migrants, 86% first-time learners. SDG 8 Prakerja promotes economic growth by increasing workforce participation, reducing unemployment, and improving productivity, especially for women and youth. It builds collaboration with job portals to offer job recommendations and job search features, expediting placements; providing digital training certificates to enhance job applications; offering entrepreneurship training that benefits MSMEs and generates job opportunities; organizing events for sharing experiences and mentoring; educating recipients, particularly women and youth, about diverse job opportunities, including gig economy, project-based, part-time, and remote jobs; and disseminating programs to employers associations, chambers of commerce, and trade unions. Outcomes: Collaboration with four job portals providing 39,000+ job openings. SDG 17 Prakerja spearheads initiatives encompassing partner attraction campaigns, transparent selection processes, equitable contracts, SLAs, performance tracking, and compliance. It strategically engages reputable players to enhance program credibility while upholding good governance with data protection and privacy policies. Current outcomes feature 390+ training providers offering 5,600+ courses, 6 e-marketplaces, 24 assessor teams (universities, CSOs, business associations), 11 monitoring teams (universities, CSOs), 10 research institutes, 2 banks and 4 fintechs.

J-PAL SEA and Presisi studies reveal that Prakerja participants, compared to non-participants, experienced significant advantages: - 18% higher probability of starting a new job - 30% more likely to own a business - Increased income by 10-21% (equal to IDR 122,500-315,000 monthly) - 10% more likely to use the internet at work - 49% improvement in entrepreneurial abilities - Presisi research highlights improved competence, competitiveness, and entrepreneurship for women and youth. Data from PMO and external studies (World Bank, TNP2K, and CIPG) show: - A high 96% course completion rate - Average pre-test score of 52, post-test score of 69 - Courses rated 4.9/5.0 on average - 96.1% participant satisfaction - 70% attaching certificates when applying for jobs - 38% using job search or recommendation features on their dashboard, with 71% applying through job portals, and 59% receiving interview calls - 89% found better work through skills improvement - 89% felt empowered in entrepreneurship - 91% encouraged to use the internet for training - 88% affirmed support for lifelong learning - 89% reported enhanced learning habits through digital technology - 90% found training aligned with their interests and needs Prakerja also had a positive impact on food and financial security, mental health, and financial inclusion, with 58.5% becoming first-time users of e-money or a bank account, thus enhancing financial literacy (90%). The program introduced digital payment methods, which were well-received by 91% of participants, and it proved to be a successful collaboration between the government and private institutions, as acknowledged by 89% of participants. PMO regularly tracks these metrics, surveying participants at 30, 90, and 180 days post-training completion, with about 14.2 million (81% of participants) responses. External parties evaluated the program's since the first three months of its implementation.

Several key aspects to highlight: 1-COVID-19 Response: Prakerja transitioned to semi-social assistance, acting as a safety net and moving its training programs online. As the pandemic subsided, Prakerja reverted to a regular scheme (online and offline training). 2-Job Market Alignment: Prakerja responds to shifts in the job market. It regularly references job portals and industry data to identify in-demand skills (AI, digital marketing, and soft skills), aligning its offerings with market needs. 3-Environmental Concerns: Prakerja adapts to environmental changes. Prakerja consults platforms like LinkedIn to identify trends and then offers relevant courses to address the growing demand for green jobs. 4-User-Centric Adaptations: Prakerja recognizes the diverse backgrounds and constraints of its users, who often come from disadvantaged economic conditions (78% working in the informal sector, 73% running informal MSMEs, etc.). Prakerja continuously improves its services to meet users’ needs based on data, prioritization, and optimization. 5-Digital Infrastructure: Prakerja adapts to its users' digital literacy and infrastructure constraints. It offers e-wallet and fintech solutions to facilitate financial transactions in areas where access to formal financial services are limited, demonstrating adaptability in its service delivery. 6-Scale: Prakerja has enhanced its governance structure, emphasizing risk management, regulatory compliance, and information security certification. These changes bolster its ability to adapt to evolving technical needs and ensure effective policy implementation. 7-Policy: Prakerja has made strategic adjustments: - Setting new target numbers for beneficiaries and prioritizing specific groups (for example: ex-migrant workers, 212 targeted districts for extreme poverty reduction). - Diversified training programs, such as programs in hospitality, AI, and green skills. 8-Regulation: Between 2020-2023, Presidential regulation was amended twice; coordinating minister for economics affairs regulation had been revised 4 times; the minister of finance regulation was adjusted once. The changes underlined the adaptability of policy and rule in response to changing socio-economic context, data, and evidence.

Prakerja, known for its high adaptability, flexibly scales its operations based on the decision of higher-level policymakers and Prakerja's internal research, adapting to specific situations and challenges it intends to address. Here's a chronological explanation of how this adaptability in scale is achieved: Thorough Baseline Review: As a new government initiative, Prakerja was crafted through rigorous literature reviews, data analysis, hundreds of stakeholders consultations, and review of the existing training system. From this review, it was determined that there were 9 Ministries and Agencies with the capacity to train 870,000 individuals in 2019, leading to a target of 2 million Prakerja participants for 2020. Flexible End-to-End Digital Approach: During the Covid-19 pandemic, Prakerja training could only be conducted online, and many banks were closed. With an end-to-end digital approach, Prakerja can provide services with scale, speed, and efficiency, evolving into a semi-social assistance program. The target grew from 2 million to 5.5 million recipients with a double budget, backed by robust ecosystem, competent team, and advanced technology. Scalability: Despite the ongoing challenges posed by the COVID-19 situation, Prakerja continued to operate within its existing framework. By reallocating unused funds from participants, Prakerja managed to reach 16,4 million participants in 2022. Dynamic Transformation: In 2023, as the pandemic waned, Prakerja underwent a significant transformation. It transitioned to a normal scheme offering both online and offline training, and no longer being part of a social protection program. However, the program's scale was reduced to only one million participants. This conservative step aims to assess the response from both the demand and supply sides of training under the new scheme and standards. Swift Evaluation: In 2024, Prakerja aspires to serve a higher number of participants than in 2023 based on the positive results from the rapid assessment.

Category on Innovation in Public Institutions.

In design and development, Prakerja pays meticulous attention to the needs of its users. The Prakerja program's design is formulated through multi-stakeholder consultations conducted in the form of hundreds of Focus Group Discussions (FGDs). These stakeholders include ministries and institutions, local governments, civil society organizations (CSOs), universities, research institutes, trade unions, employer associations, chambers of commerce, private sectors, student unions, and development partners. When Prakerja transitioned from a semi-social assistance scheme to a regular scheme, Prakerja conducted a pilot project involving actual users, both online and offline courses, real business processes, and new benefit packages. The purpose of this pilot is to (i) monitor the take-up rate of training institutions and users, (ii) track the course completion rate, (iii) assess the effectiveness of the training, and (iv) evaluate the adequacy of benefit packages. Prakerja conducts research not only for its entire program but also for developing service products that will be used by its users. -Prakerja most of the time uses Design Sprints methodology with rapid prototyping (low fidelity with sketch, draw.io, and high fidelity prototype with Figma, HTML, and CSS), testing to the nearest user sample, launch, and iteration. -Discovery process to get the objective, user pain point/problem, and the context of use. -User requirement gathering and feature/functionality for detailing and assessment. -Design the business process or business flow -Define positive and negative flow, and make sure a clear and seamless process during the onboarding to the function/feature. -Considering the user's gaps, like wide age range, various levels of education and digital literacy, and user-based location as main factors for the design solutions. -One gadget solution. -Gather user feedback after the feature/product launch for the next evaluation and iterations. Throughout its journey, Prakerja are adaptive and continuously adjusting to the needs of its beneficiaries.

Prakerja places people at the heart of its design philosophy and actively solicits user feedback through a variety of channels: 1-Evaluation Surveys: After users receive training incentives, surveys are used to gauge their satisfaction with the program. These surveys encompass user experiences, partner evaluations, assessments of the incentive distribution process, and the quality of the digital platform and training institutions. 2-User Surveys for Post-Release: After introducing new product designs, Prakerja conducts A/B tests to gather feedback on design and functionality relevance. 3-Multi-Channel Contact Center: Users can provide direct feedback through various channels, including calls, chats, and user complaint forms. 4-User Tracker Analytics and Log Monitoring (Front-end/Back-end): Routine monitoring of user activities during product usage, especially when introducing new features or designs. Drawing from this diverse feedback, Prakerja conducts simulations to analyze user behavior when using features. If any issues or bottlenecks are identified, the design is refined. Sometimes, these issues are not due to design flaws but may result from factors like micro-copy, inconsistent colors, or UI disparities. In such cases, the next step involves addressing the problem by revamping the UI. The UI revamp process follows a streamlined approach, starting with sketching and wireframing, followed by expert assessments. After rigorous wireframe testing, the design process advances to creating low and high-fidelity designs and building a prototyping version for pre-launch or during design solution phases, including usability testing for design and functionality relevance in the pre-development stage with UX experts.

Prakerja's testing strategy involves its internal UI/UX team, representing user perspectives during testing. The comprehensive testing process includes: 1-Scenario Testing: Prioritizing user-centered design and design sprints to identify potential user issues, emphasizing problem-solving and abductive reasoning. 2-Run Tests: Using tools like Maze, Figma, and Google Forms, internal experts represent various user personas. These tests yield detailed persona maps, offering valuable insights. 3-Prototyping: Providing product and feature prototypes with complete micro-interactions and user journeys. 4-Empathy Mapping: Gaining deeper insights into users' emotions and rationale during preliminary testing. 5-User Feedback Collection: Reviewing and collecting information from users to identify obstacles and difficulties. 6-Iterative Testing: Repeating tests after implementing improvements to ensure a user-friendly experience. 7-Continuous Improvement: Continuously enhancing the user experience at every step, focusing on constant refinement and increasing overall satisfaction throughout their journeys These tests are essential for pinpointing areas of user confusion within the UI based on their experiences when accessing the system.

Prakerja actively engages stakeholders at all stages: Prior to Prakerja's Establishment: - FGDs: Preliminary assessments were conducted through focus group discussions with a wide range of stakeholders, capturing aspirational goals and feedback through consultations. - Presentations: The final program design was presented at cabinet meetings, universities, research institutions, and in the media for additional input. - Public Announcement: The program's legal basis was made public in February 2020, followed by implementing regulations in March 2020. Following Prakerja's Initiation: - Social Media: Public engagement took place through platforms like Facebook, LinkedIn, TikTok, YouTube, and Instagram, and all feedback was welcomed. - Reliable Contact Center: Users had access to live chat, contact centers, and complaint forms for addressing questions and difficulties. - Alumni Meetups: The PMO organized meetups, even in remote areas, to provide updates and gather testimonials and feedback from local stakeholders including local government, local training providers, and local CSO. - Rapid Assessments: External agencies conducted rapid assessments to gather feedback during the initial implementation phase. - Evaluation Surveys: Internal and external surveys continuously collect data and evidence for analysis and improvements. - Annual Reports: The PMO documented annual task implementations, distributing reports to key stakeholders. - Meetings and Events: Various meetings with stakeholders, including House Representatives, were held to provide updates and collect feedback. - Press Releases: Policy program changes were communicated through press releases. - TV Appearances: Prakerja participated in open interviews, dialogues, or debates on related issues.

Relevant information regarding Prakerja's development and decision-making are made public in a timely and accessible manner through several forms. - Government Gazette: Legislation related to Prakerja is published and accessible to the public on the same day it is issued. - Press Briefing: The outcomes of meetings are communicated to the media immediately following the conclusion of the meeting. - Press Release: Decisions and statements made by Ministers or Deputy Ministers at Prakerja events are published on the official ministry website within 24 hours. - Social Media: Decisions and statements related to Prakerja are shared on social media platforms. - Reports: Prakerja releases multiple reports on its official website, including annual reports, impact evaluation studies, and policy briefs. These documents offer detailed insights into the program's results and the rationale behind policy decisions. Some research findings are disseminated to the public via YouTube live streams and recordings for easy access and comprehension.

Prakerja prioritizes accountability and transparency, adhering to legal requirements and best practices to maintain public trust while effectively serving Indonesia's population. The Financial Audit Agency (BPK) conducts regular audits to ensure compliance with regulations and financial protocols. BPK's findings are published on its official website, promoting transparency. The Program Management Office (PMO) shares annual reports and evaluation results on its website (www.prakerja.go.id) and updates the Policy Committee every two months, disseminating information through news releases and press briefings. The PMO actively engages with the media and seeks legal guidance from the Attorney General's Office when needed. Prakerja has undergone extensive scrutiny from oversight bodies like the Business Competition Supervisory Commission (KPPU), Corruption Eradication Commission (KPK), Policy Procurement of Goods and Services Agency (LKPP), Ombudsman, and Financial and Development Supervisory Agency (BPKP). Despite this, Prakerja's transparency, effectiveness, and commitment to public engagement are evident through successful program delivery, tangible outcomes, data, testimonies, and documentation. The program welcomes feedback and inquiries, refrains from censoring comments on its communication channels, and engages with beneficiaries directly through in-person discussions at universities and local communities, emphasizing its commitment to addressing concerns and answering questions. This rigorous accountability has yielded commendable results. The KPK recognized Prakerja as a best practice in 2021, and the Ombudsman reported no complaints in 2022. The KPPU confirmed no violations in 2020. The involvement of LKPP and BPKP in procurement and policy decisions emphasizes Prakerja's commitment to transparency. These mechanisms not only maintain transparency but also empower the public to hold policymakers accountable within the Prakerja program. Legal mandates, stakeholder dialogue, and external recognition underscore the program's dedication to good governance, transparency, and efficacy.