Improving business processes to develop standard operation procedures on government building maintenance work in Indonesia

Preventive and corrective work carried out on government structures requires that Standard Operating Procedures for financial planning be developed to put an end to sharp practices which often result in budget wastage. The risk factors that can be instrumental to waste in the planning, implementation, maintenance, and supervision of government structures include Standard Operating Procedure that is not yet developed and organizational functions that are yet to be perfect. Hence, Standard Operating Procedure (SOP) requires good risk management. It will result in risk management strategy to enhance maintenance performance and maintenance of government building with respect to building health, building safety, comfort of the building and ease of constructing government building. The aim of this study is to find out how business processes and activities are organized for the planning, maintenance, implementation as well as supervision of government structures. The methodology used included expert validation, respondent survey and benchmarking analysis to determine its business process. The results of this study indicate that there are 164 activities in 16 business processes for preventive and corrective work relating to execution, planning, and supervision of government structures.


Introduction
Government buildings are structures for official purposes which are owned by the government and maintained with funds derived from APBN and/or other legal gains. They include office buildings, hospital buildings, school buildings, country houses, warehouses, and others [1]. They need maintenance to extend their lifespan so that services to the community can be met indirectly. Maintenance of buildings includes requirements relating to health, safety, comfort, and ease of buildings [2].
If buildings are not maintained, they will have a short lifespan. This is because there will be a damage to their structural, architectural, electrical, and mechanical parts. Damage that occurs will cause the failure of the buildings which can result in a collapse. Low-quality materials used can make the construction to fail [3]. According to the independent daily (2017), people no longer have faith in government buildings found in various institutions because of the various complaints from different users who are of the opinion that the buildings are -below standard. The huge amount of money expended to maintain government buildings has been a source of concern because the quality of work done falls below expectations. The result is that the target of maintaining government structures is not achieved. Factors that make achievement of feasible performance in the maintenance of government buildings impossible include the lack of readiness on the part of workers to undertake these activities and lack of standard procedures to be followed organizations in maintaining government buildings. These factors result in research questions on the organizational structure, business processes, activities, inputs and outputs and time taken for maintaining government buildings.
The government sought to enforce SOP implementation and this led to the issuance of the regulation of the Minister of Government and State Apparatus Number 35 Year 2012 [4]. With regards to governance, SOP assists the government to be more effective and efficient in providing services to different communities. SOP will help companies control their operational activities [5]. Development of Standard Operational Procedures (SOP) in planning, implementation, maintenance, and supervision guard against budget wastage. It is anticipated that the results of this study will lead to an improvement in the maintenance and its effects on government structures.
This research is geared towards finding out the business process leading to the development of standard operational procedure in the process of Maintenance Planning, Implementation, Supervision Works, and Constructing Government Buildings 2 Theoretical study

Managing building maintenance
A building is a structure located in air, on land or in water, which people use for shelter or residence, business activities, religious activities, culture, social activities, and special activities [3]. Building maintenance is an effort geared towards maintaining the reliability of buildings functional at all times. Building maintenance entails repairing and/or replacing parts of buildings or building materials for the perpetual functionality of the buildings. [1]. Maintenance of buildings takes into consideration comfort, safety, health, and ease of building [1].

Standard operating procedures
Standard Operating Procedures (SOPs) are a set of instructions that regulate the administrative processes of government with respect to when and how to do, where and by whom (Regulation Empowerment of State Apparatus, No. 52 Year 2011) [6]. The objective of (SOPs) is to unify the perceptions of parties involved to have a better understanding of the tasks to be undertaken [7]. SOPs, as an important component of quality management system, will greatly help to strengthen transparency and reduce errors in the implementation of procedures, as well as improve the efficiency and quality of service by reducing the level of error and uncertainty [8].

Business processes and activities
The business process encompasses resources, roles, and rules that are required production and delivery of products or services for customers. Majority of the organizational activities are carried out in this process. Nowadays, companies are becoming more aware of the importance of processes for effective performance of business [5]. In this research, Business Process in Maintenance of Government Building is divided into 2 (two) business processes; these are Maintenance and Maintenance. Again, it is divided into 3 (three) namely planning, execution and supervision. Business process activities of budgeting, implementation and maintenance of government buildings are spelt out in line with the literature results and also by archival analysis and interviews with those parties who have carried out the business processes.

Research method
Descriptive qualitative method was used in this research. The regulation relating to building maintenance and previous studies served as input for this study. The arrangement of the instrument to be used in data retrieval was the next step. Then, content and construct validity was carried out to determine the variables used. The following steps were taken out of pilot survey as well as continued survey of respondents. The respondents in this research were authorities in building maintenance's field. The results of the analysis were then substantiated by experts Also made use of in this study was the delphi method which helped to validate business processes and existing activities to the relevant experts. Hence, the results of validation by experts were processed and re-analyzed. To obtain the approval of previous experts, the results were revalidated.

Result and discussion
On premises of the theoretical studies discussed in the literature review, the implementation of maintenance work is categorized into 4 activities, namely, Planning, Implementation, Maintenance and Maintenance Supervision. The results of data collection by experts who performed further analysis revealed 16 business processes. Each business process had activities and the 16 business processes had a total of 164 activities. Reporting data about equipment's' condition X2. 4 Disseminating breakdown news (findings) X2.5 Creating an analytics report (letter of suggestion, drawing, boq, photo) X2. 6 Discussing locations with the assignor X2. 7 Discussing and waiting for the assignor's response X2.8 Receiving a job assignment letter from the assignor X2.9 Doing the work X2.10 Writing a Work Settlement Report X3 Overhaul X3. 1 Writing a schedule for preventive maintenance conducted by principal (brand holders) X3. 2 Accepting checklist results of equipment condition X3. 3 Accepting report of equipment condition data from principal X3. 4 Writing breakdown news event X3.5 Accepting proposal report from principal (plan, boq) X3. 6 Writing a proposal analysis report (letter of proposal, drawings, boq, photo) X3. 7 Sending a proposal report to the assignor X3.8 Discussing locations with the assignor X3.9 Discussing and waiting for the assignor's response X3.10 Receiving a job assignment letter from the assignor X3.11 Presenting assignment letter to the principal X3. Presentation to the planning section X5. 3 Moving into the budget section X5. 4 Presentation to the government / finance ministry X5.5 Accepting indicative ceilings X5. 6 Having discussions on budget Creating TOR, material specification to be used X11. 2 Creating TOR, material specifications to be used X11. 3 Assessing BoQ, RKS, Drawing and making HPS X11. 4 Applying General Procurement Plan to ULP X11.5 Writing a RUP Invitation Letter X11. 6 Implementing RUP (Discussing TOR) X11. 7 Writing a Letter of Invitation Procurement Plan Implementation X11.8 Implementing RPP (Discussing the draft contract and HPS X11.9 Auction Application to ULP X11.10 Presenting Auction Documents To ULP X12 Procurement Process of Direct Construction Services Below 200 Million X12. 1 Creating TOR, material specification to be used X12. 2 Creating TOR, material specifications to be used X12. 3 Assessing BoQ, RKS, Drawing and making HPS X12. 4 Creating SPT to procurement official X12.5 Presenting procurement documents X13 The Process of Implementing Maintenance Monitoring X13. 1 Making contract documents X13. 2 Assessing the contract documents X13. 3 Accepting the contract documents X13. 4 Contractors, and Supervision Consultants Go into Coordination X13.5 Holding coordination meetings for improvement implementation X13. 6 Overseeing and supervising the implementation of activities X13.7 Making an evaluation report recap X13.8 Assessing the recap of evaluation report of the implementation of the activity X13.9 Assessing the results of the activities X13.10 Presenting a letter of application to PPHP X13.11 Undertaking job inspection activities X13.12 PPHP Events Report X13.13 BAST 1 X13.14 Presenting a letter of application to FHO if there is a maintenance period X13.15 Doing the job inspection activities for maintenance X13.16 BAST 2

SUPERVISION OF GOVERNMENT BUILDING REPAIR X14
Implementation of Supervision of Selection of Providers (Goods and Services) X14. 1 Assessing Procurement Plan X14. 2 Assessing the procurement plan announcement X14. 3 Assessing SK Procurement Committee X14. 4 Assessing the Procurement documents on KAK HPS, the evaluation methods ncluding the Authorization X14.5 Assessing BA documents Aanwizjing X14. 6 Assessing proposed Winners X14. 7 Assessing the winner determination X15 Self-Monitoring X15. 1 Accepting SPT with SPMK, Picture, BOQ, RKS and completeness of activity document from Partner who will carry out the activity / project, prepare the disposition sheet. X15. 2 Assessing the received documents. X15. 3 Dispersing for follow-up X15. 4 Assessing the documents and preparing the draft of field supervisor's assignment These business processes will translate into SOP (Standard Operational Procedure) that will be used as a guide for maintenance activities, planning, implementation and supervision of maintenance work on government buildings. They are a series of activities that produce useful/valuable output [9]. In addition, Business Process is a key element in ensuring that projects are executed in line with specified requirements [10].

Conclusion
The results of data collection and analysis revealed that there are 16 (sixteen) business processes which consist of activities that will produce output relating to Maintenance and Planning. Each of these business processes will become SOP (Standard Operational Procedure) which is used as a guideline for implementing maintenance activities, planning, and supervision of building maintenance work on the government buildings which is expected to become a reference for a better and structured implementation in every process. The results of data collection and analysis revealed that there are 164 activities. These activities are associated with a series of flowcharts through which sequences of activities can be understood. The flowcharts also include information about inputs for starting activities, outputs of activities, personnel in charge of each activity, and duration of the activities. From the series of business process and activity flowcharts, a Standard Operational Document of Maintenance and Maintenance Procedure for Government Building has been prepared.