Embed Size (px)
Citation preview
ANNUALPROGRESS REPORT
A n n u A l P r o g r e s s r e P o r t 2 0 1 7
l o C A l s o l u t I o n s t o P o V e r t Y
2018
The World Bank
LocaL SoLutionS to Poverty
The World Bank Office Jakarta
Indonesia Stock Exchange Building, Tower II/12th Floor
Jl. Jend. Sudirman kav. 52-53
Jakarta 12190
P (6221) 5299-3000
F (6221) 5299-3111
W www.localsolutionstopoverty.org
This publication is a product of the Local Solutions to Poverty Facility.
rightS & PermiSSionS
The material in this publication is subject to copyright. Because The World Bank encourages dissemination of its knowledge,
this publication may be reproduced, in whole or in part, for noncommercial purposes as long as full attribution to this work is
given. Nothing herein shall constitute or be considered to be a limitation upon or waiver of the privileges and immunities of
The World Bank, all of which are specifically reserved.
A n n u A l P r o g r e s s r e P o r t 2 0 1 7
l o C A l s o l u t I o n s t o P o V e r t Y
1
table of Contents
CONTENTS
01 executive summary 6
02 Introduction 9
03 lsP Context 11
16
27
36
04
05
06
3.1 LSP’s Operating Context and Progress in the Broader Sector 11
3.2 LSP’s Operational Framework: The Theory of Change 12
3.3 Key LSP Programs and Activities 14
4.1 Outcome 1: Strengthening local frameworks and systems to improve governance
and downward accountability to communities 16
4.2 Outcome 2: Communities have more effective and structured participation at the village level 194.3 Outcome 3: Local governments have development plans and budgets
that better reflect community needs, including women and the poor 24
5.1 Outcome 1: Beneficiaries experience increased equity of access to services 28
5.2 Outcome 2: Beneficiaries increasingly utilize services 30
5.3 Outcome 3: Beneficiaries have improved quality of health and education services 33
6.1 Outcome 1: Strengthen national frameworks and systems for tracking village finances and outputs 37
6.2 Outcome 2: Pilot villages demonstrate financial allocations that are equitable, needs-based and pro-poor 39
6.3 Outcome 3: Village communities and government have improved capacity to manage increased finances 40
6.4 Outcome 4: Data-driven planning and budgeting at the local level are strengthened 41
Progress towards eoFo one: local governments Become More responsive and Inclusive
Progress towards eoFo two: Beneficiaries receive Improved Basic service Delivery
Progress towards eoFo three: national and local governments Make Better use of Financial resources
2CONTENTS
07 gender and social Inclusion 42
09 Future Directions 48
4508 8.1 Key Challenges and Lessons Learned 45
8.1.1 Fragmented coordination and varied levels of commitment among counterparts 45
8.1.2 Partner in human resourcing and capacity building 46
8.2 Risks 46
Key Challenges, lessons learned and risks
Annexes 50
Annex 1: Theory of Change 2017 50
Annex 2: Financial Overview 51
Annex 3: Activity Implementation Summary (Planned vs Actual Activities) 56
3
Abbreviations and Acronymsaa Affirmative Allocation
aDD Alokasi Dana Desa
(Village Funds Allocation)
aPBD Anggaran Pendapatan dan Belanja
Daerah (Regional Budget)
aPBDes Anggaran Pendapatan dan Belanja
Desa (Village Budget)
aPBn Anggaran Pendapatan dan Belanja
Negara (State Budget)
Bappenas Kementerian Perencanaan Pemban-
gunan Nasional/Badan Perencanaan
Pembangunan Nasional (National
Development Planning Agency)
BKn Badan Kepegawaian Negara (National
Civil Servant Organization)
BPKP Badan Pengawasan Keuangan dan
Pembangunan (Finance and Develop-
ment Supervisory Agency)
BPD Badan Permusyawaratan Desa (Village
Council)
BPS Badan Pusat Statistik (Central Bureau
of Statistics)
Btor Back to Office Report
Bupati Head of District
cDD Community Driven Development
cgaP Country Gender Action Plan
cSo Civil Society Organization
DD Dana Desa (Village Funds)
DFat Australian Government’s Department of
Foreign Affairs and Trade
Dg Directorate General
DgteP Directorate General for Teachers and
Education Personnel – Ministry of Edu-
cation and Culture
DJ Bina Pemdes Direktorat Jenderal Bina Pemerintahan
Desa, Kementerian Dalam Negeri
(Directorate General for Village Gov-
ernment Oversight, Ministry of Home
Affairs)
DJPK Direktorat Jenderal Perimbangan
Keuangan Kementerian Keuangan
(Directorate General of Fiscal Balance,
Ministry of Finance)
DJ PPmD Direktorat Jenderal Pembangunan dan
Pemberdayaan Masyarakat Desa –
Kemendesa PDTT (Directorate General
Village Community Development and
Empowerment – Ministry of Village, De-
velopment of Disadvantaged Regions
and Transmigration)
DPmD Dinas Pemberdayaan Masyarakat
dan Desa (Agency of Community and
Village Empowerment)
DPr Dewan Perwakilan Rakyat (Indonesian
Parliament)
DSt Daerah Sangat Tertinggal (Significantly
Disadvantaged Region)
Dt Daerah Tertinggal (Disadvantaged
Region)
eceD Early Childhood Education and Devel-
opment
eoFo End-of-Facility Outcome
etP Executive Transformation Program
FgD Focus Group Discussion
Fm Financial Management
goi Government of Indonesia
goa Government of Australia
gmt Grand Master Trainer
hDW Human Development Worker
ie Impact Evaluation
ig Inspectorate General
iKg Indeks Kesulitan Geografis
(Geographical Difficulty Index)
iKK Indeks Kemahalan Konstruksi
(Construction Cost Index)
iney Investing in Nutrition and Early Years
inpres Instruksi Presiden
(Presidential Instruction)
Jit Just in Time
Kabupaten District
ABBREVIATIONS & ACRONYMS
4
Kecamatan Sub-district
KDP Kecamatan Development Program
Kepmendesa PDtt Keputusan Menteri Desa, Pembangu-
nan Daerah Tertinggal dan Transmi-
grasi (Ministerial of Village, Develop-
ment of Disadvantaged Regions and
Transmigration Decree)
Kemenko PmK Kementerian Koordinator Bidang Pem-
bangunan Manusia dan Kebudayaan
(Coordinating Ministry for Human De-
velopment and Culture)
KemenPanrB Kementerian Pendayagunaan Aparatur
Negara dan Reformasi Birokrasi (Minis-
try of Empowerment of State Apparatus
and Bureaucracy Reform)
Kiat guru Kinerja dan Akuntabilitas Guru (Teach-
ers’ Performance and Accountability)
KomPaK Kolaborasi Masyarakat dan Pelayanan
untuk Kesejahteraan (Governance for
Growth)
KPK Komisi Pemberantasan Korupsi
(Corruption Eradication Commission)
KPmD Kader Penggerak Masyarakat Desa
(Village Development Cadre)
KSP Kantor Staf Presiden
LaD Lembaga Adat Desa
(Village Customary Institutions)
Lan Lembaga Administrasi Negara
(State Administration Institution)
LeD Local Economic Development
Lg Local Government (Pemerintah Daerah)
LKD Lembaga Kemasyarakatan Desa
(Village Community Institutions)
LSP Local Solutions to Poverty
L/t ie Long Term Impact Evaluation
m&e Monitoring and Evaluation
mca-i Millenium Challenge Account-Indonesia
mDtF Multi-Donor Trust Fund
meLayani Menguraikan Permasalahan Perbaikan
Layanan Dasar di Indonesia
(Untangling Problems to Improve Basic
Services in Indonesia)
meLP Monitoring, Evaluation and Learning Plan
miS Management Information System
moec Ministry of Education and Culture
moF Ministry of Finance
moh Ministry of Health
moha Ministry of Home Affairs
mov Ministry of Villages, Development of
Disadvantaged Regions and Transmi-
gration
mt Master Trainer
musDes Musyawarah Desa (Village Meeting)
musDus Musyawarah Dusun (Hamlet Meeting)
ngo Non-Governmental Organization
ABBREVIATIONS & ACRONYMS
5
omSPan Online Monitoring Sistem Perbenda-
haraan dan Anggaran Negara (Online
Monitoring for Treasury System and
National Budget
PaSa Programmatic Advisory Services and
Analytics
PaD Pelatihan Aparatur Desa (Training for
Village Apparatus)
Pamsimas Penyediaan Air Minum dan Sanitasi
Berbasis Masyarakat (Water Supply
and Sanitation for Low Income Commu-
nities)
Perbup Peraturan Bupati
(District Head Regulation)
PDt Pembangunan Daerah Tertinggal (De-
velopment of Disadvantaged Region)
Permendagri Peraturan Menteri Dalam Negeri
(Minister of Home Affairs Regulation)
Permendes Peraturan Menteri Desa (Minister of
Village Regulation)
Perpres Peraturan Presiden (Presidential Regu-
lation)
PFm Public Financial Management
Pforr Program for Results
PKK Pembinaan Kesejahteraan Keluarga
(Family Welfare Movement)
PmK Peraturan Menteri Keuangan (Minister
of Finance Regulation)
PnPm Program Nasional Pemberdayaan
Masyarakat (National Community
Empowerment Program)
Podes Potensi Desa (Village Potential)
P3mD Program Pembangunan dan Pem-
berdayaan Masyarakat Desa (Village
Community Development and Empow-
erment Program)
Posyandu Pos Pelayanan Terpadu (Local Health
Service Post)
Puskesmas Pusat Kesehatan Masyarakat
(Community Health Center)
PPm Pay for Performance Mechanism
PSF PNPM Support Facility
ABBREVIATIONS & ACRONYMS
PtPD Pendamping Teknis Pemerintahan
Desa (Village Government Technical
Facilitators)
Pusdatin Pusat Data dan Informasi (Center of
Data and Information)
ria Regulatory Impact Assessment
rPJmn Rancangan Pembangunan Jangka
Menengah Nasional (National Medium
- Term Development Plan)
Satgas Satuan Tugas (Task Force)
SiPD Sistem Informasi Pembangunan Desa
(Village Development Information Sys-
tem)
Siskeudes Sistem Keuangan Desa (Village Finance
System)
Siswaskeudes Sistem Pengawasan Keuangan Desa
(Village Financial Oversight System)
SoP Standard Operating Procedure
SSKe South-South Knowledge Exchange
SKB Surat Keputusan Bersama
(Joint Decree)
Susenas Survey Sosial Ekonomi Nasional
(National Social Economics Survey)
ta Technical Assistance
taPm Tenaga Ahli Pemberdayaan Mas-
yarakat (Community Empowerment
Facilitators)
tK Tunjangan Khusus (Teachers’ Special
Allowance)
tnP2K Tim Nasional Percepatan Penanggu-
langan Kemiskinan (National Team for
the Acceleration of Poverty Reduction)
tor Term of Reference
tSP Technical Service Provider
uPK Unit Pengelola Keuangan (Sub-district
Financial Management Unit)
vig Village Innovation Grants
viP Village Innovation Program
viPer Village Public Expenditure Review
vL Village Law
6CHAPTER ONE
executivesummary
Reducing poverty and inequality are top priorities for Indonesia. Out of a population of 252 million, 35 percent remain poor or vulnerable to falling into poverty. 1 Inequality, while trending down after years of stagnation, is still relatively high; the
differences in consumption, access to services, and equality in opportunities be-
tween the bottom 40 percent of the poorest segment of the population and middle
40 percent remain wide. To continue to move the needle on poverty and inequality
in a country as large and diverse as Indonesia requires enabling citizens, villages,
local governments (LGs) as well as the private sector to identify and implement local
solutions to these problems. It also requires ensuring that the significant increases
in government spending at the local level are more effective and focused on devel-
opment priorities.
The Local Solutions to Poverty (LSP) Multi-Donor Trust Fund (MDTF) enables the
World Bank to work at four levels to support the Government of Indonesia (GoI) to
enable local development solutions to poverty. First, it works at the highest levels
of government to help focus the national policy agenda on reforms and instruments
that the national government can use to empower and incentivize local actors to re-
duce poverty and inequality. This includes high-level policy dialogue with ministers,
tapping into the World Bank’s global expertise as well as using national forums such
as the regular Indonesia Economic Quarterly to raise media and public awareness
of national development priorities. Second, LSP enables the World Bank to pro-
vide policy and technical advice to ministerial officials, including at the Ministries
of Finance, Planning, Home Affairs, Villages as well as Health and Education. Third,
enhanced implementation support assists the GoI to deliver complex and innovative
operations, including the Village Innovation Program (VIP), Healthy and Smart Gen-
eration (Generasi), Teachers’ Performance and Accountability (KIAT Guru), and the
Early Childhood Education and Development (ECED) project. Finally, LSP commis-
sions special studies, undertakes rigorous impact evaluations, facilitates Knowledge
Exchanges, and leverages the World Bank’s global expertise in community develop-
ment, public financial management (PFM), local economic development (LED), stunt-
ing and community health, and impact evaluation.
Four major contributions the LSP made in 2017 to support the GoI’s development
efforts are:
(i) Making four percent of the national budget more pro-poor and service deliv-
ery focused. As a result of LSP led rigorous analytical work and policy dialogue,
the Ministry of Finance (MoF) put forward, and the Indonesian Parliament (Dewan
Perwakilan Rakyat, or DPR) approved, a change to the Village Fund2 (Dana Desa) resource allocation formula for the Village Law. The revised formula allocates
T H E M D T F A L L O W E D
L S P T O P R O V I D E
I N G R A N T F U N D S T O
T H E G O V E R N M E N T T O
I M P R O V E B A S I C
H E A L T H & E D U C A T I O N
S E R V I C E S F O R
B E N E F I C I A R I E S I N
1 1 P R O V I N C E S
F O R 2 0 3 R E M O T E
P R I M A R Y S C H O O L S
I N 5 P I L O T D I S T R I C T S
T O F O R M C O M M I T T E E S
T O M O N I T O R S C H O O L
P E R F O R M A N C E
US$ 17 M
2.1 million
US$ 2.4 M
01
1 World Bank, 2017, Aspiring Indonesia: Expanding the Middle Class. 2 The Village Fund accounts for approximately 60 percent of fiscal transfers under the Village Law. In 2017 these transfers amounted to about four per-cent of the national budget. Similar budget levels are expected in 2018.
7
a greater share of money to villages with higher numbers of poor people, in-
cluding those that need basic health, education, economic development and
infrastructure services, and in disadvantaged and remote areas.
(ii) generating innovation and learning across indonesia’s villages to identify solutions to local development challenges and improve the impact of the significantly increased fiscal transfers to district and village governments. There is a high likelihood that for every development challenge with which one
of Indonesia’s 74,954 villages is confronted, another village may have an inno-
vative way to address the same challenge. In recognizing this, LSP leveraged
the GoI’s VIP national platform and the Generasi program to provide to the Min-
istry of Villages, Disadvantaged Regions and Transmigration (MoV), as well as
many provincial and district governments, specialized technical assistance (TA)
and implementation support to hold innovation and knowledge exchanges for
villages to learn from one another. In 2017, Village Innovation Exchanges (Bursa
Inovasi Desa) brought together tens of thousands of villages at the district level
across Indonesia, from Papua to Sumatra.
(iii) Piloting initiatives to improve the effectiveness and quality of education ser-vice delivery. Indonesia spends 20 percent of its national budget on education,
of which half is spent on teacher salaries and allowances. The LSP, through the
KIAT Guru project, is tying payment of teachers’ special allowances (Tunjangan
Khusus, or TK) to performance in 203 remote primary schools in five districts.
The Ministry of Education and Culture (MoEC) issued two ministerial decrees to
enable its pilot implementation, and to pave the way for tying TK payments to
teacher performance. To help address early childhood development outcomes,
particularly in poor rural areas, LSP helped GoI address serious supply side
constraints in ECED or, more specifically, the lack of qualified ECED teachers.
The LSP ECED pilot project implemented a novel district-based training system,
which empowered district governments, civil society, and local communities to
train more than 15,000 teachers across 25 districts. The training not only helped
improve access to and quality of ECED services in rural areas but also provided
women in remote areas with an opportunity to upskill and access formal employ-
ment (over 98 percent of the training participants were women). By the end of
the pilot project in 2017, demand from villages – including those not covered or
financed by the project – increased, and village governments began using their
own village budget to procure district-level training for ECED teachers
(iv) Developing and launching a multi-sector national strategy to reduce stunting. About 37 percent or approximately nine million children in Indonesia are stunted,
which not only affects quality of life but, as international evidence has shown,
hampers economic growth and labor market productivity in the long run. The
LSP leveraged its access to international expertise and global knowledge (in-
cluding a knowledge exchange field trip with key GoI counterparts to Peru to
learn about their success in addressing stunting), and its extensive experience
with implementing multi-sector programs (such as PNPM, Generasi, the ECED
pilot project, and other donor and GoI financed programs such as Pamsimas,
which increases access to water and sanitation) to help the GoI develop a Presi-
dential National Action Plan to reduce stunting.3 The National Action Plan aims to
converge or bring together existing national, regional and community programs
to deliver a set of priority nutrition-specific and nutrition-sensitive interventions in
the first 1,000 days of a child’s life and up until age six. The GoI have requested
a new World Bank operation – Investing in Nutrition and Early Years (INEY) – and
additional support from LSP to help implement the Presidential National Action
Plan to reduce stunting.
EXECUTIVE SUMMARY
3 As documented in Perpres No. 42/2013 Gerakan Nasional Percepatan Perbaikan Gizi; Inpres No. 01/2017 Gerakan Masyarakat Sehat (Germas); and
Perpres No. 83/2017 Kebijakan Strategi Pangan dan Gizi.
8
The support of the Australian Government’s Department of Foreign Affairs and Trade (DFAT) and Millennium Challenge Account
- Indonesia (MCA-I), which finance the MDTF, made these results possible. In 2017, the MDTF allowed LSP to provide US$17
million in grant funds to the GoI to improve basic health and education services for 2.1 million beneficiaries in 11 provinces, and
US$2.4 million for 203 remote primary schools in five pilot districts to form committees to monitor school performance. It also
provided US$9.6 million to enable LSP to supply a package of knowledge programs, including just-in-time (JIT) policy advice
and technical assistance on Village Law implementation, evaluations including the Long-Term Generasi Impact Evaluation (IE),
KIAT Guru Impact Evaluation, ECED Evaluation and enhanced implementation support, including implementation support for the
VIP and Generasi transition.
In 2017, LSP welcomed Drs. Pungky Sumadi, MCP, Ph.D. (Deputy Minister, Population & Employment, Bappenas) as the Chair of
its Steering Committee and programmed US$6 million to support the GoI priorities on stunting, including the National Action
Plan, through frontline delivery of a core package of nutrition-specific and nutrition-sensitive interventions, and on LED.
CHAPTER ONE
9 CHAPTER TWO
Introduction02LSP Facility is a Multi-Donor Trust Fund (MDTF) that aims to assist the Government
of Indonesia (GoI) to improve the quality of life of poor and vulnerable Indonesians
through delivering local solutions to reduce poverty and inequality. LSP also aims
to help the GoI to maximize the impact of the Village Law No. 6/2014 (“the Village
Law”) and to secure the legacy of GoI and development partner investments in
community empowerment approaches to poverty reduction. LSP builds on its pre-
decessor, the PNPM (Program Nasional Pemberdayaan Masyarakat, or National
Community Empowerment Program) Support Facility (PSF),4 to enable the World
Bank to better meet the GoI’s ongoing demands for knowledge products, well-de-
signed and innovative lending operations, and enhanced program implementation
support.
The Annual Progress Report 2017 provides an overview of the LSP Facility, its oper-
ating context and framework; and highlights key program achievements and prog-
ress towards the End-of-Facility Outcomes (EOFOs), cross-cutting themes (gender,
social inclusion and innovation), and key challenges and lessons learned during
the January to December 2017 reporting period. It also identifies LSP’s key future
priorities and direction into 2018 and beyond. The report is structured around the
Facility’s three major EOFOs:
(i) Local governments become more responsive and inclusive;
(ii) Beneficiaries receive improved basic service delivery; and
(iii) National and local governments better use fiscal resource.
It also highlights progress towards cross-cutting issues, such as gender, social in-
clusion and innovation.
Partnering with the GoI, DFAT and MCA-I, LSP is managed by the World Bank.
4 LSP represents the latest incarnation of the World Bank’s primary program for addressing these is-sues, and is the culmination of 16 years of expe-rience working with, across, and at different levels of government to help innovate and scale up local development and community empowerment pro-grams, such as the Kecamatan Development Pro-gram (KDP) and PNPM.
10INTRODUCTION
Box 1.
relevant InvestmentAgainst a backdrop of far-reaching GoI reforms, one of
the challenges for LSP is to maintain its relevance. LSP
constantly evolves to remain in line with the GoI’s needs
and to meet its development partners’ expectations, as
the agenda around village development and basic ser-
vice delivery has changed. In 2017, LSP and its mandate
were realigned in close consultation with the GoI and the
MDTF donors (particularly DFAT) to maintain relevance
and to maximize its contributions to the GoI’s develop-
ment priorities to improve the quality of life for all Indo-
nesians.
LSP’s current mandate is “Supporting the GoI to improve
the quality of life of poor and vulnerable Indonesians
through local solutions to reduce poverty and inequality.”
This mandate directly aligns with the GoI’s National Medi-
um-Term Development Plan 2015-2019 (RPJMN) and the
President’s Nawa Cita, which prioritizes improving village
development and basic service delivery, and ultimately
reducing poverty and inequality. LSP’s work also directly
aligns with the objectives of the GoI’s Village Law agenda,
which focuses on providing systematic and continuous
Village Law implementation support; strengthening vil-
lage government institutions; and increasing the availabil-
ity of and access to education and health facilities. LSP
and its mandate also directly align with the Government
of Australia’s (GoA) DFAT Aid Investment Plan FY16-FY19,
particularly Aid Objective 3, “An Inclusive Society through
Effective Governance.” LSP supports the DFAT Aid Invest-
ment Plan’s objectives through financing programs and
initiatives that promote good governance and develop-
ment principles that are transparent, accountable, open
and more inclusive. Like the GoA, LSP recognizes the
importance of inclusive growth to reduce inequality and
poverty. LSP’s programs promote more effective, struc-
tured and inclusive participation at the village level to en-
sure that village development is more open and respon-
sive to local needs, including the needs of the women
and other vulnerable groups.
In line with its mandate, the LSP portfolio includes a wide
mix of projects, pilot projects and analytics related to
health, education, infrastructure and economic opportuni-
ties as evidence shows that unequal access to these ser-
vices is a major contributing factor to inequality and pov-
erty across Indonesia. LSP leverages the World Bank’s
deep operational knowledge of Indonesian systems and
social institutions: 17 years of engagement with the GoI
and its past CDD programs across multiple sectors; and
global expertise in CDD, PFM, LED, stunting, nutrition
and impact evaluations to work with the GoI and other
development partners to effectively deliver this suite of
activities.
To continue to maintain relevance and alignment with
GoI priorities, LSP regularly engages with Bappenas and
other key government counterparts through the LSP
Steering Committee (chaired by Bappenas and includes
DFAT, MCA-I and the World Bank as core members),
Technical Working Groups and other communication
channels. In December 2017, the LSP Steering Committee
met to approve LSP’s 2018 work program (including the
INEY Operation and LED pilot program), and a workshop
is scheduled in early February 2018 to present LSP’s
progress to the Steering Committee and seek feedback
and opportunities for refinement.
11 CHAPTER THREE
lsP Context
03
chaPter 3.1
lsP’s operating Context and Progress in the Broader sector
With considerable success to date, the GoI has long had a major focus on reducing
poverty. Since 1999, Indonesia has made large gains in reducing poverty, largely
through sustained growth and job growth. Despite a slowing of poverty reduction,
especially between 2013 and 2016, poverty fell by about 0.58 percent in 2017, or by
about 1.2 million people (Figure 1). Out of a population of 252 million, 35 percent re-
main poor or vulnerable to falling into poverty.5 Rising inequality, poor service deliv-
ery performance and lagging health and education outcomes also continue to per-
sist, particularly in rural and remote areas, despite increases in GoI spending in these
areas. For example, even though Indonesia has allocated 20 percent of the state
budget to education since 2009, student outcomes have failed to improve. Despite
the country’s decentralization efforts and increases in local government spending,
many of its human development outcomes are on par with lower income countries;
for example, it has the second highest incidence of child stunting in Southeast Asia
5 World Bank, 2017, Aspiring Indonesia: Expanding the Middle Class.
12LSP CONTEXT
with 37.2 percent of children under age five, and
an estimated maternal mortality rate of 126 wom-
en per 100,000 births in 2015.6 Regional dispari-
ties tend to exacerbate these challenges with ru-
ral areas often suffering more from limited basic
health, education and infrastructure services.
Against this backdrop, the GoI is placing height-
ened attention to increase the impact of cur-
rent spending on reducing rural poverty and
inequality. Over the past year, the GoI’s Village
Law provided US$ 7.3 billion (Rp 100 trillion) to
villages via Dana Desa and Village Funds Allo-
cation (Alokasi Dana Desa) – a huge opportunity
to improve rural infrastructure and services, insti-
tutionalize effective community empowerment,
and address key rural development challenges.
The GoI continued to make progress to improve
village disbursements, strengthen the regulatory
framework, review and improve the Dana Desa
allocation formula, and roll out and upgrade sys-
tems to track village finances and outputs. In par-
allel, policymakers focused increasingly on un-
derstanding why this large investment in villages
is not yielding greater reductions in rural pov-
erty and inequality, and understanding the con-
straints that limit the quality of village spending.
Concerns surfaced, following KPK investigations,
regarding governance and corruption problems
related to the use of village funds. Multiple cab-
inet meetings focused on how to improve the
impact of the Village Law, and the GoI issued a
Joint Ministerial Decree of four ministries (MoHA,
MoV, MoF and Bappenas) on the matter.7
In parallel, the GoI increasingly focused its at-
tention on ensuring that village and other ex-
penditures are converted into effective frontline
services that address Indonesia’s high levels of
stunting, provide children a better start in their
early years, and improve the quality of educa-
tion and other rural services. For example, the
Vice President launched a National Action Plan
to reduce stunting8 and, in 2018, will pilot a Hu-
man Development Workers (HDW) project in 31
districts with the highest stunting prevalence in
Indonesia.9
Source: BPS
Note: Poverty line based on national poverty line
4
2005 2007 2009 2011 2013
8
12
16
20
Poverty rate
unemPLoyment rate
chaPter 3.2
lsP’s operational Framework: the theory of Change LSP uses a Theory of Change (ToC)10 operational framework to plan the
program’s scope and measure the extent to which it achieves its goals
of reducing poverty and inequality (see Box 5. Monitoring and Evaluation
(M&E), p. 28). This report describes LSP’s progress against the following
three EOFOs:
(i) Local governments become more responsive and inclusive;
(ii) Beneficiaries receive improved basic service delivery; and
(iii) National and local governments better use fiscal resource.
These three EOFOs are underpinned by 10 Intermediate Outcomes (Figure 2).
Several other cross-cutting issues are also addressed by LSP activities,
with a specific focus on gender and social inclusion. See Annex 1 for the
LSP Theory of Change framework and Annex 3 for an update of all LSP
planned vs. actual activities for 2017.
6 In comparison, the maternal mortality rate is 20 in Thailand, 40 in Malaysia, 54 in Vietnam and 114 in the Philippines (WHO, 2015). 7 Joint Decree regarding the Harmonization and Strengthening of Implementation Policy of Village Law No. 6/2014 about the Village (No.140-8698/tahun 2017 (MoHA), No. 954/KMK.07/2017 (MoF), No. 116 Tahun 2017 (MoV) and No. 01/SKB/M/PPN/12/2017 (Bappenas)). 8 As documented in Perpres No. 42/2013 Gerakan Nasional Percepatan Perbaikan Gizi, Inpres No. 01/2017 Gerakan Masyarakat Sehat (Germas) and Perpres No. 83/2017 Kebijakan Strategi Pangan dan Gizi.9 In 2017, National Team for the Acceleration of Poverty Reduction (Tim Nasional Percepatan Penanggulangan Kemiskinan, or TNP2K) released the Buku 100 Kabupaten/Kota Prioritas un-tuk Intervensi Anak Kerdil (Stunting) (100 Priority Districts and Municipalities for Stunting Intervention Reduction report). The districts were chosen based on (i) the number of stunted children under five; (ii) stunting prevalence; and (iii) poverty rate. Thirty one of the 100 districts are Generasi Districts. All 31 Generasi stunting priority districts are included in the HDW pilot project. 10 The ToC is a thinking tool that is used to clarify the pathway between the goals of the LSP Facility, the activities it undertakes, and how the outcomes are anticipated to be achieved.
Figure 1
Poverty and umployment rate (percent)
13 CHAPTER THREE
Figure 2
end-of-Facility outcomes (eoFo)BroaDer
goaLS
Enabling citizens, villages, local governments as well as the private sector to identify and implement local solutions to
reduce poverty and inequality in Indonesia
Improved pro poor, inclusive, community driven, and impactful local development at village level
eoFoS 1. Local governments become more
responsive and inclusive
2. Beneficiaries receive improved
basic service delivery
3. Central and local governments
make better use of fiscal resources
intermeDiate
outcomeS
• Strengthenedlocalframeworkand
system to improve governance
and downward accountability to
communities
• Communitieshavemoreeffective
and structured participation at
village-level
• Localgovernmentshavedevelop-
ment plans and budget that better
reflect community needs, including
women and poor people
• Beneficiariesexperienceincreased
equity of access to services
• Beneficiariesincreasinglyutilize
services
• Beneficiarieshaveimprovedquality
of education and health services
• Strengthenednationalframework
and systems for tracking village
finances and outputs
• Pilotvillagesdemonstratefinance
allocation that is equitable, needs
based and pro-poor
• Villagecommunitiesandgovern-
ment have improved capacity to
manage increased finances
• Data-drivenplanningandbudget-
ing at local level is strengthened
Program
activitieS
• DataforResults
• EarlyChildhoodEducationandDe-
velopment
• Generasi
• KIATGuru
• MELAYANI
• VillageLawPASA
• EarlyChildhoodEducationand
Development
• Generasi
• InvestinginNutritionandEarly
Years
• KIATGuru
• VillageInnovationProgram
• DataforResults
• EarlyChildhoodEducationand
Development
• Generasi
• InvestinginNutritionandEarlyYears
• KIATGuru
• LocalEconomicDevelopment
• MELAYANI
• VillageLawPASA
LSP main aim is to institutionalize the principles of community empowerment into core government functions; and improve the
capacity of GoI agencies, service providers and communities to implement local development solutions by leveraging the World
Bank’s core competencies through six approaches (see Figure 3).
Figure 3
lsP six Approaches
managing muLti-Sector anaLySiSProducing and disseminating high-quality re-
search and analytics including from ongoing
projects, and in collaboration with other devel-
opment partner activities.
technicaL aSSiStanceProviding TA to the GoI and development part-
ners to implement poverty reduction programs
through local solutions and innovations.
FoSter PoLicy DiaLogueConducting high-level policy dialogue and pro-
moting evidence-based policy to reduce pov-
erty and inequality, and strenghtening relevant
government data and M&E systems.
PiLot ProJectSFinancing pilot projects to test innovations and
then scale-up.
FaciLitateD KnoWLeDge exchangeFacilitating the exchange of knowledge and
experience between relevant actors, in Indo-
nesia and beyond.
inStitutionaLiZe Large-ScaLe oPerationSBy leveraging government-executed grants
and World Bank loans.
14LSP CONTEXT
chaPter 3.3
Key lsP Programs and Activities
early childhood education and Development (eceD): This pilot project aims to
increase the availability of high-quality, affordable and professional training for early
childhood teachers in poor rural districts. The pilot project tests a frontline service
delivery approach to address constraints that impede the quality of early childhood
education services in rural areas, specifically the availability of qualified teachers.11
The district-based, community-focused training system was piloted in 25 districts
over a two-year period. The project leverages and enhances existing GoI teacher
training programs, strengthens local capacity to deliver ECED training at the sub-dis-
trict level, and introduces community participation into the service delivery process.
generasi: Focusing on poor, rural sub-districts across 11 pilot provinces, the Gener-
asi project aims to empower local communities in about 5,800 villages to increase
the utilization of health and education services. Generasi uses community planning
and incentivized sub-district grants to improve outcomes in terms of 12 priority
health and education indicators, utilizing agreed-upon targets that promote com-
munity participation in decision-making to identify and implement local solutions.
Kiat guru: This innovative pilot project empowers communities in villages to im-
prove education service delivery by tying the payment of the special allowance (Tun-
jangan Khusus, or TK)12 payable to teachers working in remote areas to improve-
ments in teacher service quality. The KIAT Guru pilot project empowers communities
to: (i) verify teacher attendance using mobile phone-based applications; and (ii) eval-
uate teacher quality performance using community scorecards. The KIAT Guru pilot
project started in July 2016, with a baseline survey conducted across 270 primary
schools in five disadvantaged districts. Of these 270 schools, 203 were selected for
subsequent KIAT Guru assistance, potentially benefitting over 26,000 students.
monitoring and evaluation (m&e), and Special Studies: As part of its analytical
support to the GoI, LSP emphasizes the importance of using evidence-based ana-
lytics to inform policy design and program implementation. LSP produces high-qual-
ity analytics and data for its key community empowerment poverty reduction proj-
ects, such as Generasi and Village Law implementation, to generate evidence that
informs program operations, performance and advice to policymakers on how to
achieve better results. LSP supported the Generasi Long-Term Impact Evaluation
(L/T IE), KIAT Guru IE and ECED evaluations. LSP also conducts in-depth research on
local and development priorities in Indonesia, such as the Sentinel Villages Study,
the Civil Service Data Analysis project and just-in-time (JIT) analytics.
village innovation Program (viP): The VIP, for which the LSP provides enhanced
implementation support, aims to improve the capacity of villages to plan (and ulti-
mately use) their fiscal transfers for village investments that focus on village entre-
11 A professional development package costing Rp 1.5 million (US$111) per teacher is provided from Generasi funds to 25 pilot districts to test the viability of scaling up the system to villages across Indonesia. 12 TK is a non-permanent allowance of up to one times basic salary for the hardship teachers encounter in working in poor and remote areas.
Local Health Post in East Sumba District, East Nusa Tenggara. In cooperation with
Generasi, the local health post (posyandu) provides supplementary meals for the children. Following the implementation of Village Law, the village government had agreed
to integrate Generasi Program into Village
Law by further support the Posyandu activities through village funds.
15
preneurship, human capital formation and village infrastructure. The program seeks
to enable and incentivize villages to allocate more fiscal transfers to entrepreneur-
ship and improve the technical quality of entrepreneurial activities. The VIP pro-
vides financing for three platforms: (i) a district-level innovation platform to better
institutionalize knowledge-sharing; (ii) a capacity-building platform for local technical
service providers (TSPs) to improve their ability to deliver technical services to vil-
lages; and (iii) a data platform to document datasets on village development needs,
priorities and outputs.
village Law Programmatic advisory Services and analytics (village Law PaSa): The Village Law PASA supports GoI efforts to ensure accountable village
governance and participatory village development, particularly related to: (i) re-
source mobilization, allocations and flows; (ii) village development governance,
accountability and capacity; (iii) community empowerment and inclusion; and (iv)
M&E thematic studies. The project delivers JIT policy advice and analytics, techni-
cal support for operationalizing policies and systems, and robust analytics.
meLayani: “Untangling Problems to Improve Basic Services in Indonesia” (Men-
guraikan Permasalahan Perbaikan Layanan Dasar di Indonesia, or MELAYANI) is
a 12-month pilot project that uses a problem-driven approach13 to tackle service
delivery issues. Under MELAYANI, World-Bank-supported coaches help pilot dis-
trict governments navigate through a process of breaking down local problems
(based on data and multi-stakeholder analysis), and identifying and implementing
solutions that are regularly reviewed and adjusted. Through this, MELAYANI aims
to develop a problem-driven model that can be scaled-up and replicated to im-
prove local public service delivery. The pilot project commenced in October 2017
and is being rolled out across three districts.
LSP also supports the LeD Pilot14 and Data for results15 projects. However, as
both projects will not commence until 2018, they are not reported in the LSP An-
nual Report 2017.
13 The approach draws on several methodologies, such as Problem-Driven Iterative Adaptation (PDIA), Deliverology and an earlier World Bank pilot instrument called the Rapid Assessment and Action Plan (the predecessor of MELAYANI).14 The LED pilot supports the GoI in introducing new models of LED, which focus on linking village farmers and entrepreneurs to markets, into the RPJMN 2020-2024. The proj-ect includes three components: national policy framework, enterprise networking and partnerships; and market-driven operational models.15 The Data for Results project aims to manage local data more effectively to deliver services locally. The project will help streamline local data systems to build more effective Data for Results systems.
CHAPTER THREE
Children of remote villages in East Nusa
Tenggara walk through challenging terrain on
to get to schools. Sometimes they need to walk for 30 minutes to 1 hour to get to school.
16CHAPTER FOUR
Progress towards eoFo one: local governments Become More responsive and Inclusive
04
Local governments (LGs) are responsible for most health and education services in
Indonesia and spend almost half of the entire state budget on these services. How-
ever, the quality of this spending remains low and does not always reflect the needs
of the community. In addition, LGs now play a key role in guiding and safeguard-
ing the implementation of the Village Law. To ensure that fiscal spending reflects
community needs, including those of women, the poor, and marginalized groups,
in 2017 LSP helped strengthen national regulations and systems in order to embed
more structured participation in the implementation of Village Law; strengthened
national and local government capacity to implement participatory processes using
data-driven evidence to inform decisions; and improved accountability mechanisms
at national, district and village levels. Together these efforts helped strengthen na-
tional and sub-national frameworks and processes to support more inclusive devel-
opment at the village level.
chaPter 4.1
outcome 1: strengthening local frameworks and systems to improve governance and downward accountability to communities
Under Village Law, villages have access to increased fiscal resources, and more
management and implementation responsibilities. Yet village systems and mechanisms
for tracking village management, oversight, implementation and performance are
weak, which inhibits transparent and accountable village development. During 2017,
LSP focused on strengthening national government systems and regulations to
improve village governance and downward accountability by providing technical,
analytical and capacity-building support. Going forward, LSP will focus on supporting
coordination and further building capacity to support the implementation and uptake
of these regulations and systems.
UNDERSTANDING kEY GOVERNANCE CONSTRAINTS LIMITING THE
qUALITY OF VILLAGE SPENDING
In 2017, the Village Law PASA, supported various foundational analytical work,
including the Sentinel Village Study, the World Bank-GoI Spot Check of Village
Governance and Financial Management, and the Village Public Expenditure Review
(ViPER) Analysis. This work aimed to identify and improve the GoI’s understanding
about key governance constraints limiting the quality and impact of village spending.
17 PROGRESS TOWARDS EOFO ONE
Using an evidence-based analytical
approach, the Sentinel Villages
Study analyzed how LG frameworks
and systems enable or hinder
community participation and bottom-up
accountability in village development.
The analysis found that not all village
meetings are inclusive, and village
heads do not always proactively
disseminate information to all villagers
through structured and open channels.
The ViPER Analysis, which analyzed
1,868 villages in 2017, found that
villages spent almost 40 percent of their
funds on administration,16 that village
spending on health and education is
quite small (five percent of the village
budget), and that inconsistencies in how
villages classify their finances hinder
accurate reporting on village spending
(see Chapter 6.1 for further details on
the ViPER Analysis). Drawing on these
studies, the Bank prepared an analysis of
Village Law implementation bottlenecks
and recommended actions for senior
GoI officials (MoHA, Bappenas, MoF,
MoV and Kantor Staf Presiden or KSP).
The results of the analysis contributed
to the formulation of the December
2017 joint ministerial decree on Village
Law implementation among MoHA,
Bappenas, MoF, and MoV.17
To further understand current
management and oversight practices
and constraints at the village level,
the Village Law PASA also finalized
an assessment of village complaints
handling systems (including a regulatory
analysis) and supported a joint World
Bank-GoI (MoHA and MoV) Spot Check
of Village Governance and Financial
Management with a focus on downward
accountability. The complaints handling
assessment was carried out in four
provinces18 over 2016 and 2017. The Spot
Checks were conducted in September
2017 in 64 villages across 27 sub-districts in 12 districts and six provinces. Both
exercises highlighted the need to strengthen complaints handling around village
funds. The Spot Check findings indicated that: (i) the most significant governance
risks around village funds are at the district level; (ii) many of the villages publish
information on their budgets and finances; (iii) the limited capacity of village staff in
managing village finances is a significant risk; and (iv) improvements are needed in
village financial management (VFM) systems, as well as in supra-village monitoring
and supervision.
Building on the Sentinel Villages Study, Spot Checks, and the ViPER Analysis, Village
Law PASA also reviewed provincial and district spending for villages, and began
an assessment of district capacities (institutional, financial and human) in providing
adequate support and supervision to villages. The district assessment will help
systematically unpack many of the challenges districts face, including lack of clear
guidance, capacity, incentives and funds to perform their roles effectively. Village
Law PASA will draw on these findings to help GoI shape more effective, demand
driven and sustainable support to villages.
16 This is above the 30 percent ceiling.17 Joint Decree regarding the Harmonization and Strengthening of Implementation Policy of Village Law No. 6/2014 about the Village (No.140-8698/tahun 2017 (MoHA), No. 954/KMK.07/2017 (MoF), No. 116 Tahun 2017 (MoV) and No. 01/SKB/M/PPN/12/2017 (Bappenas)).18 Complaints-handling fieldwork was carried out in two phases across four provinces—Central Java, East Java, West Sulawesi and East Nusa Tenggara. Phase 1 comprised a limited assessment of district and sub-district capacity to manage and resolve complaints relating to village governance. Study locations were Cen-tral Java (Wonogiri and Banyumas districts) and West Sulawesi (Polewali Mandar and Majene districts). Key respondents included representatives of Community Empowerment Agencies (Badan Pemberdayaan Masyarakat Desa or BPMD); Village Governance Units of Regional Secretariats (Bagian Pemerintahan Desa, or Pemdes); inspectorates; district prosecutors; sub-district governments and village facilitators.
Box 2.
efficiencyIn 2017, the LSP MDTF disbursed US$29 million. As of the end of 2017, the
MDTF cumulatively disbursed a total of US$315 million (see Annex 2 for further
MDTF expenditures). From the 91 main LSP activities in the 2017 LSP work
plan/activity log, 44 percent of activities were completed, 37 percent are on-
going (expected completion in 2018), four percent are delayed and 15 percent
are under preparation.
To achieve better value for money (VfM) and more sustainable impacts, LSP
leverages the GoI and other development partners’ resources. For example,
in 2017, LSP:
• ComplementedandleveragedexistingGoIinitiativesandresourcestopro-
mote more sustainable impacts: LSP’s KIAT Guru pilot project leveraged
the GoI’s Tunjangan Khusus mechanism, which has a total annual budget
of US$118.5 million (Rp 1.6 trillion). In 2017, MoEC contributed US$392,600
(Rp 5.3 billion), the five districts contributed US$111,000 (Rp 1.5 billion) and
the village governments contributed US$62,700 (Rp 846 million) through the
village funds. MoEC has also committed an additional US$392,600 (Rp 5.3
billion) for 2018.
•Workedwithotherdevelopmentprogramstoenhanceoutcomesandmax-
imize the GoI commitments: LSP’s Village Law PASA worked with KOMPAK
to support the Directorate General of Fiscal Balance (DJPK) to revise the
2018 Dana Desa Formula Allocation to make it more pro-poor (PMK No. 199/
PMK.07/2017), which represents a positive step towards making the Dana
Desa more equitable. LSP and KOMPAK also worked together to support
the Village Government Oversight, Ministry of Home Affairs (Bina Pemer-
18
19 Includes the Peraturan Menteri Desa (Minister of Village Regulation) or Permendesa no. 22/2016 (for 2017) and Permendesa no. 19/2017 (for 2018)
CHAPTER FOUR
BOX 2 (CONTINUED)
intahan Desa, Kementerian Dalam Negeri, or Bina Pemdes) to revise Per-
mendagri No. 113/2014, which now incorporates strengthened village finan-
cial management and participatory elements (see Chapter 6.1).
• LeveragedotherWorldBankoperationsandglobalnetworkstoinformde-
cisionsandmaximizeimpacts: In 2017, LSP and the results from its programs
and studies were used to inform multiple other World Bank operations. For
example, results from Generasi and the ECED pilot project will inform the
new INEY Operation (see Chapter 5.2); and results from LSP’s BKN Civil
Service Analysis will inform the World Bank Governance Team’s Human Re-
source Development for Bureaucratic Reform (see Chapter 7).
• UsedlocalgovernmentfundstosupportLSPsupportedinitiatives: In 2017,
a number of local governments allocated village fiscal resources (APBDes)
to support or expand LSP-supported activities. For example, the Gorontalo
District (ECED pilot district) committed village funds to expand the ECED
training system program in 2017 (see Chapter 4.3). In Generasi integration
strategy locations, overall village spending (APBDes utilization) for health
and education activities increased from 10.9 percent (2015) to 15.8 percent
(2017) (see Chapter 4.3).
ProviDing eviDence-BaSeD aSSiStance anD aDvice to Strengthen governance FrameWorKS, SyStemS anD ProceSSeS
The Village Law PASA used the findings from these studies, which highlighted
Village Law bottlenecks as well as the fragmented and limited quality of village
spending, to inform its ongoing policy dialogue and advice to the GoI to strengthen
key regulations and systems that improve village governance and downward
accountability. For example, evidence generated through ViPER and Sentinel
Villages was used to inform LSP’s technical analysis and advice to the GoI (e.g.
through Village Law PASA-supported consultants) about revising the regulation
covering VFM (Permendagri No. 113/2014) and improving the system (Sistem
Keuangan Desa, or Siskeudes), which is being rolled out to help villages better track
and report their finances. ViPER’s findings on major inconsistencies in how villages
classify their findings directly informed LSP’s detailed analysis, recommendations,
and dialogue with the GoI about improving village financial classifications in the
revised Permendagri No. 113/2014 (see Chapter 6.1 for further details on revised
Permendagri No. 113/2014). Further, ViPER analysis, which showed that only a small
percentage of village budgets were spent on village-level health and education
services, have featured in policy dialogues and LSP-provided advice on the annual
national regulation on village priority setting19. The ViPER findings also complement
the Generasi integration strategy work to support villages to increase their funding
for frontline services.
The Sentinel Villages case study on village fund utilization found that villages tend to
fragment their development budgets into many small projects rather than financing
larger projects, which is a potentially critical bottleneck limiting the development
impact of the Village Law. This analysis informed Village Law PASA’s support to
MoV/MoHA to improve the rules, regulations, training, and M&E that strengthen
village planning and budgeting (e.g. technical analysis and recommendations
to inform the revision of Permendagri No. 114/2014). The findings will also inform
LSP’s planned support to the GoI to improve training on village planning. Analytical
work on the allocation formula, using village-level data, provided evidence on the
limitations of previous Dana Desa allocations, as well as detailed options for how
Dana Desa allocations could be made
more pro-poor (see Chapter 6.2 for
further details on the 2018 Dana Desa
Allocation Formula). These findings
contributed to the Bank’s overall
analysis outlining the key factors that
limit the quality of village spending,
and, in turn, village outputs, and the
poverty reduction and development
impact of the Village Law. For example,
this analysis contributed to the World
Bank Public Expenditure Review,
which included recommendations on
Village Law implementation and was
presented to the Minister of Finance
in June 2017; presentations about
improving the impact of the Village Law
(acceleration presentation) which were
provided to the Minister of Finance;
and multiple presentations provided to
MoV, MoHA, the National Team for the
Acceleration of Poverty Reduction (Tim
Nasional Percepatan Penanggulangan
Kemiskinan, or TNP2K), MoF, KSP,
and MoV on what the GoI can do to
improve the development impact of the
Village Law. In turn these presentations
contributed to the December 2017
Surat Keputusan Bersama (SKB), which
includes multiple provisions that reflect
the analysis and recommendations
provided by LSP as well as other
stakeholders.
In 2017, LSP continued to support
the KIAT Guru pilot program, and its
performance incentive mechanisms,
at the sub-national level to improve
education service delivery by
empowering communities and tying
teacher allowance to performance.
In 2017, key national-, district- and
village-level regulations were issued
that adopted KIAT Guru as a priority
program and made it possible for
teacher allowances in remote areas to
be performance based. MoEC issued
two key regulations, including:
• MoEC Decree No. 99/P/2017 on
the Priority Program in Delivery
of teachers’ special allowance
19 PROGRESS TOWARDS EOFO ONE
(Tunjangan Khusus, or TK), which identified KIAT Guru as a
MoEC priority program; and
• MoEC Decree No. 11788/B/HK/2017, which provided
technical guidelines for its implementation.
Subsequent sub-national regulations were issued (in total 435
regulations), which allowed the first TK payments to be made
in April 2017 (see Chapter 5 for further details). This regulatory
framework is expected to directly improve teacher presence
and teacher performance, which will benefit over 26,000
students in the pilot schools. During the implementation
process, KIAT Guru helped foster dialogue between various
stakeholders (MoEC and LG policymakers, teachers, members
of school-user committees and village cadres) to identify
education service delivery challenges and solutions at the
local level.
At the sub-national level, LSP, through Generasi, supported
a range of mechanisms to improve communities’ ability to
participate in monitoring and holding governments more
accountable for the services they provide. Specifically, during
2017, Generasi continued to support the implementation
of cross-village audit pilot projects, village accountability
meetings and the performance incentive systems (in the
three remaining block grant recipient locations). Generasi
also helped set up a complaints-handling system, which
was designed to capture complaints related to the quality
of service delivery (as opposed to financial management,
procurement and administrative issues). Specifically, LSP
supported consultants to train facilitators to set up the
complaints-handling system and rollout the new system in
Generasi villages. As of September 2017, 205 cases had been
raised in the new system and 183 were resolved. Generasi,
along with the Finance and Development Supervisory Agency
(Badan Pengawasan Keuangan dan Pembangunan, or BPKP),
is currently verifying this data, which will be reflected in the
BPKP audit document.
The more participative the interaction between LGs and com-
munities at the village level, the more inclusive and respon-
sive LGs are likely to be, enabling citizens to better participate
in identifying and implementing local solutions to poverty and
inequality. Building on past community-driven development
(CDD) approaches, the Village Law incorporates principles of
community participation. However, in practice, community par-
ticipation in village planning is varied and not guaranteed. To
address these challenges, in 2017 LSP, by providing analytical
and technical support, informed and strengthened GoI deci-
sions and regulations so that they better incorporated partici-
patory principles and processes. At the sub-national level, LSP
piloted and supported various initiatives to empower commu-
nities to participate in village processes.
chaPter 4.2
outcome 2: Communities have more effective and structured participation at the village level
Figure 4
sentinel Villages longitudinal study Methodology (2015-2018)methoDoLogy anD Location
Quantitative
QuaLitativeS
JamBi : Merangin, Batanghari
centraL Java : Banyumas, Wonogiri
eaSt nuSa tenggara : Ngada
DISTRICTS5
2,125 WOMEN 1 ,956 MENVILLAGES
HAMLET HEADS
VILLAGES
COMMUNITY ACTIVISTS
STAY IN THE VILLAGES FOR REGULAR MONITORING
VILLAGE HEADS
HOUSEHOLDS
HEALTH SECTOR WORKERS
BPD HEADS
EDUCATION SECTOR WORKERS
112 1122,240
224
112
192112
10
222
5 Observers
20CHAPTER FOUR
tenDeD not to ParticiPate
tenDeD to ParticiPate
unDerStanDing viLLage LaW ParticiPation, incLuSion PracticeS anD conStraintS at the viLLage LeveL
In 2017, the Village Law PASA implemented foundational studies, including the Senti-
nel Villages Longitudinal Study, to understand participation and inclusion constraints
under Village Law. The study examined villages’ experiences with Village Law im-
plementation and village governance processes. Commencing in 2015, the Sentinel
Villages Study focuses on five districts across three provinces to analyze commu-
nity participation in village development processes, as well as examine district and
sub-district support for these processes (see Figure 4). In 2017, two additional case
studies, on facilitation and village utilization, were completed. Analysis from the Sen-
tinel Villages case studies found that (i) villagers’ awareness of village programs and
the use of village funds is low; (ii) village planning meetings are not open to all villagers
(see Figure 5); (iii) villagers have greater interest in participating at hamlet meetings
(musyawarah dusun or MusDus) compared to village meetings (musyawarah desa, or
MusDes), and even when they do attend the meetings their engagement is somewhat
limited; (iv) village activists (about 80 percent) were often invited to, attended and
engaged at the MusDus and the MusDes with female village activists being almost as
engaged as their male counterparts;20 and (v) district policies influence village gov-
ernance.21 The analysis also found that women tend to not attend village meetings
if their hamlet is far from the village office and if they have children under five. While
men are less likely to attend village meetings if they come from a female-headed
household or if they are less wealthy. The findings were widely disseminated through
presentations and other events attended by MoV, MoHA, BPKP, MoF, development
partners and other stakeholders to help foster policy dialogue.
Strengthening nationaL reguLationS to Be more incLuSive anD ParticiPatory.
During 2017, LSP used the study’s findings, which document limited inclusion in vil-
lage governance processes, to provide evidence-based technical advice to the GoI
to help ensure that various Village Law-related regulations are more inclusive and
participatory. The Village Law PASA supported MoHA to develop the Permendagri
on Village Community Institutions (Lembaga Kemasyarakatan Desa, or LKD) and Vil-
lage Customary Institutions (Lembaga Adat Desa, or LAD). Through facilitating various
policy discussions, public consultations, and analysis, LSP provided evidence-based
technical and policy advice to help ensure that the Permendagri draft incorporated
strengthened participatory principles and elements (see Box 3). The Permendagri is
currently undergoing internal MoHA review and is expected to be issued in 2018. The
direct extent of LSP’s influence on the Permendagri will be better understood once
it has been finalized and issued. LSP also provided technical assistance to support
MoV’s ongoing revision of the regulation on Village Development and Rural Devel-
opment (Permendagri No. 114/2014), which set the rules and framework for village
planning and implementation processes, including for inclusion and participation. The
team fostered policy dialogue by conducting a workshop with legal experts to provide
feedback and recommendations on the latest version of the draft. It is anticipated that
the revised Permendagri No. 114/2014 will be finalized in 2018.
SuPPorting anD PiLoting intiativeS to emPoWer communitieS in viLLage PLanning ProceSSeS
Generasi promotes community participation in decision-making by mobilizing fa-
cilitators with health and education training to work with communities to help di-
rect them to activities that address local needs. Specifically, Generasi-supported
facilitators work to ensure the principles of community empowerment (participation,
20 There is potentially an opportunity to involve activists as village representatives, to help enhance the role of village councils (Badan Per-musyawaratan Desa, or BPD).21 SMERU Research Institute. 2016. SMERU Policy Brief. Reforming BPD to Strengthen Villages.
Figure 5
Characteristics of village- and hamlet- meeting attendees and non-attendees
FEMALE
NO FORMAL EDUCATION
HOUSEHOLD HEADED BY FEMALE
COMPLETED SECONDARY AND BEYOND
ACTIVE IN LOCAL ORGANIZATION
CURRENTLY WORKING
ACTIVE IN POLIT ICAL PARTY
SUBMITTED COMPLAINTS OR REPORT PROBLEMS
VILLAGE HEAD IS RELIABLE IN IMPLEMENTATION
BOTTOM -40
DISTANCE TO VILLAGE HEAD OFFICE (KM)
21 PROGRESS TOWARDS EOFO ONE
D U R I N G T H E R E P O R T I N G
P E R I O D , G E N E R A S I
S U P P O R T E D T R A I N I N G
F O R A L L
5 1 % F E M A L E 4 9 % M A L E
( L O C A L F A C I L I A T O R S ,
V I L L A G E O F F I C E R S ,
H E A L T H & E D U C A T I O N
C A D R E S )
I N 1 1 P R O V I N C E S
G E N E R A S I V I L L A G E A C T O R S
38,314
transparency and accountable) are adopted in sub-district and village meetings.
The facilitators also ensure adequate representation of different stakeholder groups
in village meetings, including vulnerable groups like women and the poor. In 2017,
Generasi expanded its support in three provinces (West Kalimantan, Central Kali-
mantan and South Sumatera). In these provinces, Generasi continued to implement
block grants through a facilitated community decision-making process whereby
communities worked with health and education service providers to identify local-
ly appropriate ways to improve access and use of health and education services.
According to LSP’s 2017 monitoring data, from the three provinces receiving block
grants, about 74 percent of the block grants were used for health activities, includ-
ing health infrastructure, facilities, equipment, and medicines. While 26 percent of
the block grants were used for education activities, such as education infrastruc-
ture, facilities, and equipment, and financial assistance for poor students. Overall,
LSP 2017 monitoring data (from Generasi’s 11 provinces) showed that approximately
65 percent of women were involved in planning and decision-making meetings.
Generasi also continued to support the provision and training of district and sub-dis-
trict facilitators. In 2017, Generasi supported national and provincial consultants to
produce training packages for Generasi village actors (including facilitators). During
the reporting period, Generasi also supported training for all 38,314 (51 percent fe-
male and 49 percent male) Generasi village actors (local facilitators, village officers,
and health and education cadres) in 11 provinces.
In line with the Village Law’s mandate, LSP continued to support village govern-
ments to better integrate health and education service delivery into regular Village
Law implementation by continuing the Generasi Integration Strategy. The integra-
tion strategy, which commenced in 2016 as a one-year pilot in six districts across
West Nusa Tenggara (Nusa Tenggara Barat, or NTB), reorients Generasi’s facilitation
support towards assisting village governments and communities to ensure village
governments address health and education issues in regular village planning and
budgeting processes. In 2017, Generasi expanded the integration strategy from the
initial six pilot districts to 44 districts. For further details on the integration strategy
and its initial results, see Chapter 4.3 Outcome 3: Local government have develop-
ment plans and budgets that better reflect community needs.
Box 3.
Influencing Policy Change - Permendagri LKD and LAD DraftedThe Village Law recognizes inclusive village development, which accommodates representation and participation of
different groups in the villages, including the village community and customary village institutions.
In 2017, LSP’s Village Law PASA supported the Directorate General (DG) of Village Government Oversight in MoHA to
draft the Permendagri on Village Community Institutions (LKD) and Village Customary Institutions (LAD). Specifically,
LSP provided technical assistance to support various discussions, public consultations, and policy and legal analyses
to inform the draft policy brief and Permendagri. Through this work, the World Bank brought together key stakehold-
ers (academics, practitioners and government officials) to discuss the prerequisites and procedures for LKD and LAD;
helped gather insights and data about community and customary institutions and the inclusiveness of vulnerable groups
(Indigenous Peoples, women, people with special needs and other community groups); and provided evidence-based
legislative TA.
This Permendagri provides formal recognition of community and customary institutions as LKD and LAD; promotes
more inclusive village development by recognizing more diverse village governance arrangements; and incorporates
strengthened participatory, gender equality, accountability, and transparency principles and elements. The regulation
also helps ensure that the villages better reflect the needs of communities.
22CHAPTER FOUR
Box 4.
sustainable nutrition gardens Boost nourishment, Income for Villagers in east nusa tenggara
The sweltering heat subsided as
the sun moved closer to the west
one afternoon in early August. For a
farmers group in Haikatapu Village,
Rindi Sub-district in Sumba Timur,
East Nusa Tenggara (one of the
Generasi integration location), that
only meant two things: watering and
weeding the nutrition gardens. The
two nutrition gardens occupy about
3,200 square meters of village
land, which are surrounded by rice
fields and close to a spring. A group
of eight farmers have managed the
gardens since 2012, when Generasi
handed out five sachets of vegeta-
ble seeds per person and 100 kilo-
grams of onion seeds, as part of the
initiative to improve the villagers’
nutritional intake. The farmers tend
the gardens every morning and
afternoon, and they work on their
own farms in between.
“We produce plenty of vegetables
now, from cabbage and spinach to
lettuce, eggplant and sweet pota-
to, as well as papaya,” said Ninda
Halawulang, member of the farmers
group.
The situation was very different a couple of years ago. During the dry season,
which can last up to eight months. It’s very dry in Sumba Timur and it is difficult
for people to grow vegetables, which created various nutritional issues among
the community. The farms were also not well organized, and inadequate public
transportation made it difficult for people to obtain seeds. So most people re-
lied on grocery sellers that infrequently passed through the area to purchase
vegetables.
During a village meeting, which the Generasi team attended, these issues were
discussed. Responding to the problem, the village community empowerment
cadre assisted the community to identify, budget for and buy seeds to set up
nutrition gardens. Following Generasi-conducted cadres training, the cadres
also worked with the community to establish nutrition gardens in each village.
Today, the gardens help ensure families meet their daily nutritional needs and
some of the produce is also given to seven posyandu in the area as supple-
mentary food for toddlers. The gardens also help serve as a source of income
as the communities sell the produce in the market.
“Themoneyhelpspayforourchildren’sschoolingandhouseholdexpenses,”
Ninda said, smiling.
Generasi, in coordination with the Health Agency, facilitated nutrition gardens
in three other villages in the area. A group of farmers that manages the garden
in Lukuhippa Hamlet near Haikatappu testified that the nutrition gardens have
improved their nutritional intake.
The success of the nutrition gardens has prompted village governments within
Generasi areas to discuss the initiative during village development planning
deliberative meetings with the aim to allocate village budget funds to support
the initiative’s sustainability.
23 PROGRESS TOWARDS EOFO ONE
Parents in KIAT Guru pilot locations initially lacked self-confidence in evaluating teachers. However, the pilot encouraged them
to participate, and helped bring teachers and communities together with the mutual goal of providing better quality education
for their children – “We as parents did not pay much attention to what happened in school, thinking there are teachers to do
that. With KIAT Guru, we are reminded that our children’s abilities mostly did not meet the standards. The teachers perform
betternow,andthecommunicationbetweenteachersandparentsnowexist,” said Maria Fransiska Di of Nggilat Village.
In 2017, the LSP ECED pilot project
successfully established a novel dis-
trict-based training system that empow-
ered local actors – district governments,
civil society, and communities – to deliv-
er professional development to teachers
to improve the availability of well-pre-
pared ECED teachers in remote rural
Indonesia. The pilot project supported
communities to actively participate in
selecting, implementing and monitoring
professional training for ECED teachers
across 25 pilot districts. The pilot proj-
ect used a structured village consulta-
tive process (either through MusDes or
a special MusDes/MD Khusus)22 to help
communities actively select three ECED
teachers from their community to partic-
ipate in the training. At the kecamatan
22 This process was usually undertaken through an existing platform, such as MusDes. However, in villag-es where MusDes had recently taken place, the selection process was done through a special MusDes (MusDes Khusus).
level, communities were also responsible for managing training funds and orga-
nizing training for community teachers, which was usually contracted out to a local
NGO. During the pilot period (2016 and 2017), 100 percent of the 2,674 pilot villages
nominated teachers through the participatory process. By the end of the project in
December 2017, 15,491 ECED teachers, of which 98 to 99 percent were women, had
benefitted from the training, ensuring a strong community role in ECED in the pilot
villages, and empowering women from poor rural villages to join the project (see
Chapter 5 for further details).
In 2017, like ECED, the KIAT Guru pilot built the capacity of communities to more ac-
tively participate in monitoring the performance of teachers to help hold them more
accountable. Specifically, LSP provided training and on-the-job capacity building for
2,030 village cadres and members of school-user committees from the 203 targeted
primary schools on how to hold teachers accountable based on teacher performance
(see Chapter 5.3 for further details).
24CHAPTER FOUR
chaPter 4.3
local governments have development plans and budgets that better reflect community needs, including women and the poor
Strengthening the sub-national government’s capacity to better plan and budget
based on community needs is critical to ensuring that village governments are more
responsive and resources are used more appropriately. During 2017, LSP conduct-
ed analytical studies to better understand village planning and budgeting practices
and constraints under the Village Law. LSP also provided technical assistance and
support at the sub-national level to improve government capacity in planning and
budgeting so that it better reflected community needs.
unDerStanDing viLLage PLanning anD BuDgeting PracticeS, anD conStraintS
During 2017, the Village Law PASA supported the Sentinel Villages study to bet-
ter understand the extent to which village planning and budgeting processes in-
clude women, the poor and marginalized groups, as well as the extent to which
village plans identify investments and services likely to have a development impact.
The analysis found that women, the poor (the bottom 40 percent), female-headed
households and individuals with no formal education are less likely to attend and
participate in village- and hamlet-meetings. This work was complemented by the
ViPER Analysis, which analyzed over 1,868 village budgets, to better understand
how villages utilize and spend their increased village finances (see Chapter 6.1 for
further details on the ViPER Analysis results). Spending on non-infrastructure pover-
ty reduction/economic opportunities were quite low. Further, the analysis found that
village development funds tend to be split up among the hamlets, which often led to
small projects with limited potential for development impacts.
Strengthening LocaL government caPacitieS to PLan anD BuDget For heaLth anD eDucation Service DeLivery
Generasi continued to support village governments better integrate health and ed-
ucation service delivery into regular Village Law implementation through the Gen-
erasi Integration Strategy. In 2017, LSP continued to support the integration strategy,
which is implemented in three phases over 2016 to 2018,23 by providing reoriented
facilitation support to local governments and communities, and operational funds
for capacity building (e.g. facilitation and training for village heads, apparatus and
village cadres, etc.). Analysis from the Generasi Integration Strategy’s pilot project in
six districts in NTB (2016-2017) indicated positive results in terms of village govern-
ments’ increasingly allocating APBDes funding for health and education services. In
2017, all six pilot districts in NTB issued draft district regulations that enable health
and education services to be funded under the APBDes. Some districts also en-
forced minimum health and education spending requirements to boost funding for
basic services. For example, Nganjuk District Government in East Java successfully
enforced a minimum APBDes allocation of 30 percent for health and education ac-
Before going to school, children in
Nggilat Village, West Manggarai District,
East Nusa Tenggara helps their parents to
get water in the morning to be used for
the daily domestic activities.
23 The three phases include: (1) pilot phase in six districts in NTB (2016-2017); (2) pilot expansion in 44 Gen-erasi districts (2017-2018); and (3) final expansion in all 66 Generasi districts (2018).
25 PROGRESS TOWARDS EOFO ONE
tivities. Analysis from LSP’s monitoring
data indicates that on average APB-
Des allocations for health and educa-
tion spending in 411 villages in the six
NTB pilot districts increased from 10.9
percent (2016) to 15.8 percent (2017).24
This included spending on posyandu/
poskedes buildings, toilets, supplemen-
tary feeding, and cadres incentives and
training. While allocations were main-
ly for infrastructure, non-infrastructure
budget allocations also rose from 2.8
percent (2016) to 4.8 percent (2017).
During field missions, it was also report-
ed that in some of the six pilot districts,
non-infrastructure health and education
APBDes budgets were larger than the
Generasi block grant received the pre-
vious year.
In 2017, LSP expanded its integration
support from six districts in NTB to 44
districts across eight provinces (phase
two). Across the 44 districts, Genera-
si-supported facilitators conducted advocacy activities to ensure the inclusion of
health and education under District Action Planning and Budgeting (Rencana Aksi
Daerah, or RAD). While it is still too early to determine Generasi’s influence on the
44 districts’ health and education APBDes spending, initial results indicate that Gen-
erasi’s facilitation support has helped strengthen District Head Regulations (Pera-
turan Bupati, or Perbup) related to the use of Dana Desa for health and education
activities. For example, in 2017 among the 44 districts, it was reported that some
district governments strengthened Perbup to enable APBDes to fund incentives
for posyandu and PAUD cadres and supplementary feeding activities, including in
Gorontalo District (see example below). In 2018, LSP will continue to expand the in-
tegration strategy to include all 66 Generasi districts (including the three provinces
which received block grants in 2017). Further results will be reported during the next
reporting period.
In the ECED project, which ended in December 2017,25 there are encouraging signs
that many district governments from the 25 pilot districts are keen to use Dana
Desa to continue operating the ECED training system set up by the project. In one
case, the district government in Gorontalo District has led the way by issuing its own
district head (Bupati) regulation to enable Dana Desa to be used to support the
24 This was calculated by comparing each pilot district’s APBDes 2016 data (baseline data) with their APB-Des 2017 data. The data is captured by Generasi-supported facilitators and collated in the Generasi’s man-agement information system (MIS). The data is validated by the province and shared with national-level government.25 LSP is currently discussing various possible extension opportunities.
26CHAPTER FOUR
continuation of the project into 2018, and allocating Rp 155 million (US$11,650) to
advanced ECED teacher training in its 2018 budget. There are also indications (e.g.
district governments issued a new Perbup that states that Dana Desa can be used
to support ECED activities) that as many as one-third of the other 24 pilot districts
are keen to follow Gorontalo’s example.
Through the MELAYANI project, which commenced in October 2017, LSP is work-
ing with three pilot district governments using a problem-driven approach to help
local governments analyze existing data, plan, budget, and deliver solutions that
address local needs and service delivery challenges. During the reporting period,
MELAYANI selected three pilot districts, including Kubu Raya (West Kalimantan),
Bojonegoro (East Java), and Belu (East Nusa Tenggara), based on political com-
mitments and buy-ins. Each pilot district selected an issue that they would like to
address. In Kubu Raya, the government is working to reduce incidences of stunt-
ing; in Bojonegoro to reduce infant mortality; and in Belu to improve quality of
basic education. The World Bank-supported MELAYANI coaches also supported
district governments to commence baseline data collection, which will be used
by the pilot districts to analyze and support change processes in 2018. The proj-
ect will be assessed in October 2018.
W H I L E A L L O C A T I O N S
W E R E M A I N L Y
I N F R A S T R U C T U R E ,
N O N - I N F R A S T R U C T U R E
B U D G E T A L L O C A T I O N S
A L S O R O S E F R O M
T O
( 2 0 1 6 )
( 2 0 1 7 )
2.8%
4.8%
In Pamburu, East Nusa Tenggara, the village head supported three female village members to join local food processing training
after it was raised as an issue in a village meeting, which was attended by Generasi beneficiaries. The training was held by the
Waingapu District’s Family Welfare Movement (PKK) and financed by the district government’s budget (APBD). After the training,
the three women passed their knowledge on to another 30 PKK members in their village through a Generasi-facilitated training.
Together, they cooked supplementary food out of ingredients from their local farm and gave it to the posyandu to distribute to
children in Pamburu. The food is also sold in the market or school – “The food cooked from PKK farm’s produce is sold and the
money is for our petty cash or capital for our weaving business,” said Bangu Kahi, a PKK member.
27 PROGRESS TOWARDS EOFO TWO
05
The GoI is increasingly focusing on improving not only the availability, but also the quality of village service delivery after increased government spending on basic services has struggled to improve Indonesia’s performance in terms of important human development indicators.
For example, about 37 percent or Indonesia’s nine million children are stunted.
Further education outcomes are often hindered by high teacher absenteeism.
These issues tend to be exacerbated in rural areas where basic health, education
and infrastructure are lacking both in terms of quality and quantity.
LSP works with multiple GoI ministries and a broad range of stakeholders to help
ensure beneficiaries receive more equitable and quality services. Building on past
PNPM experiences and the GoI’s frontline service approach, LSP recognizes the
importance of building both the supply and demand sides to improve access to and
quality of basic service delivery. In 2017, LSP worked with the GoI and other local ac-
tors to help improve the availability of services, better connect villages with service
providers, link service providers’ incentives with the quality of services provided,
and involve communities in holding service providers more accountable. Further,
continued efforts by the LSP and other World Bank teams have influenced the GoI
in making nutrition and early years development, particularly stunting, a key national
agenda and priority. Together, these efforts have demonstrated positive results in
terms of improving access to services (such as the number of professionally-trained
ECED teachers in remote areas), communities’ utilization of health services, and the
quality of education services provided in rural and remote schools across parts of
Indonesia.
Progress towards eoFo two: Beneficiaries receive Improved Basic service Delivery
28
Box 5.
Monitoring & evaluation (M&e)
After the transition from PSF to LSP, in 2017, the Facil-
ity revitalized its monitoring, evaluation and learning
(MEL) framework to better align with LSP’s new man-
date – supporting the GoI to improve the quality of
life of poor and vulnerable Indonesians through local
solutions to reduce poverty and inequality. During this
period, the LSP Secretariat dedicated significant re-
sources to develop a revised Theory of Change (see
Annex 1) and MEL Plan (MELP), which were developed
following three facilitated workshops with the LSP Fa-
cility team in May, August and November 2017. The
LSP Secretariat also provided resources to support
the operationalization of LSP’s MELP and MEL tools,
including the activity-level tracking tool, an influence
log, after action review and a reflections workshop,
which was used to reflect on and gain consensus
about LSP’s 2017 achievements and challenges, and
future priorities. The findings from these tools were
used to support and inform Facility learning and de-
cision-making, as well as the LSP Annual Report 2017.
As a Facility, LSP also undertakes various rigorous IE
and process evaluations to understand the direct im-
pact from LSP-supported initiatives. LSP uses evalua-
tion results to inform its implementation decisions and
program planning, along with GoI policy frameworks,
institutions and systems that guide village develop-
ment and basic service delivery. For example, in 2017,
LSP undertook the following evaluations:
• The Long-Term Generasi IE (fourth round), which
commenced in 2007, was completed in 2017 (see
Box 7). The results are being used to inform Indone-
sia’s increasing evidence base about the drivers of
stunting; and the proposed World Bank INEY oper-
ation in 2018, particularly related to anthropometric
measurements and related health and nutrition.
• The KIAT Guru IE completed the baseline survey,
which found a teacher absenteeism rate of 25 per-
cent in the 270 pilot primary schools. The study also
found that there are barely any students who have
attained the ability level corresponding to the grade
they currently attend (the majority are generally two
grade-levels behind). The pilot conducted three in-
tervention models, which combine community em-
powerment with pay-for-performance of teacher
allowance based on community verification and
evaluation. The endline survey will be completed
by the end of March 2018, when the impact of the
different intervention groups on teacher presence,
CHAPTER FIVE
chaPter 5.1
Beneficiaries experience increased equity of access to services maximiZing the avaiLaBiLity oF ServiceS in ruraL areaS
Enrolment in ECED services varies widely across Indonesia
and rural areas tend to fall below the national average. For
example, ECED enrollment in Java is 98 percent, but it is only
5 percent in the more remote Papua Province. To help im-
prove the availability and access of ECED services at the vil-
lage level, LSP continued to implement the two-year ECED
pilot project in 25 pilot districts using a district-based, com-
munity-focused ECED training system to better link the de-
mand and supply sides. The ECED pilot project brought var-
ious stakeholders, including NGOs, civil society, and village
community groups together and delivered ECED training. With
over 15,000 trained ECED teachers benefitting from the new
system, children aged up to six in more than 2,650 remote
villages can now access better-trained ECED teachers. More-
over, many ECED classes take place in, or close to, posyandu
facilities. Capitalizing on the proximity of ECED classrooms to
the posyandu facilities, Generasi identified opportunities to
deliver health services and nutritional support to mothers of
early years children.
The ECED project demonstrated strong demand both from
village teachers wanting to participate in the training program
and from parents for ECED services at the village level for
children aged up to six years old. This demand is evident
through various district and national government stakehold-
ers who have expressed their commitment to continuing and
expanding the ECED frontline model, and requested technical
assistance to support this effort. For example, at the national
level, MoEC will adopt and disseminate the training materials
teacher service performance, and student learning
outcomes will be analyzed.
• TheECEDprocessevaluationcontinuedtohelpthe
GoI evaluate which quality enhancement interven-
tions are most cost effective and conducive for scale-
up with the aim to strengthen GoI decisions about
providing quality ECED services. The IE is expected
to be finalized in 2018.
BOX 5 (CONTINUED)
29 PROGRESS TOWARDS EOFO TWO
developed for the ECED pilot project
and the lessons learned nationwide.
MoEC has invited the World Bank to
present the ECED pilot findings and
training materials at the 2018 National
Coordination Workshop of Director-
ate Teacher for ECED and Community
Education (Rapat Koordinasi Program
Pembinaan GTK PAUD dan Dikmas Ta-
hun 2018), which will be attended by up
to 500 districts across three regions.
MoEC will also use the ECED pilot train-
ing materials in the annual district Train-
er of Trainers (ToT), which will be rolled
out across approximately 100 districts in
2018. At the sub-national level, demand
is evident through the number of district
governments issuing a new Perbup that
states that Dana Desa can be used for
ECED. Anecdotal evidence suggest that
about one-third of the 25 pilot districts
have issued a new Perbup. In 2018,
under the proposed ECED extension,
LSP will undertake a study to identify
and document the number of new Per-
bup that were issued as a result of the
ECED pilot project. This study also aims
to document village demand for the
ECED pilot. Teacher absenteeism in re-
mote areas is high. For example, one
in five teachers are absent in remote
schools, which is more than double the
national average. Like ECED, KIAT Guru
empowers communities to improve
the availability and quality of teachers
across remote areas in Indonesia. Using
a combination of various initiatives (ser-
vice agreement, community scorecards,
user committees, capacity building and
camera monitoring), the pilot project
empowered communities to demand
better services, and tie their verifica-
tions and evaluations with payment of
teacher allowance. Initial results indicate
that the pilot project has led to positive
outcomes in terms of improving teacher
presence and service performance (see
Chapter 5.3 for further details).
teSting innovative WayS to Better connect viLLageS With ServiceS
In 2017, LSP helped MoV operationalize
the VIP and generate innovations and
learning across Indonesia’s villages to identify solutions and better connect villages
so they can access the services they require. LSP leveraged the GoI’s VIP national
platform and Generasi program to design and hold the first round of innovation
knowledge exchange events. In March 2017, Generasi supported the Village Inno-
vations Festival pilot project in NTB, which brought together over 350 participants
from LGs, civil society and the private sector to showcase and learn about service
delivery innovations. The Village Innovations Festival acted as a pilot to inform the
VIP’s Village Innovation Exchanges (Bursa Inovasi Desa).
In 2017, 219 district-level Bursa Inovasi Desa events were held across Indonesia.
The Bursa Inovasi Desa events brought together 185,900 participants (including an
estimated 55,300 women)26 from 55,302 villages (from 5,481 sub-districts) at the dis-
Box 6.
Private sector engagement
LSP recognizes that collaboration with the private sector can bring more sus-
tainable impacts. The private sector not only drives economic productivity
and participation, which generates economic growth, but can also play an
important role in filling important service gaps.
As part of the VIP, LSP is assisting GoI to identify and build the capacity of
about 2,604 village-level TSPs to support villages to implement innovative
ideas as identified through the Bursa Inovasi Desa events. It is intended that
these TSPs will include local firms and companies, as well as NGOs, CSOs
and universities. Through VIP, LSP will support the GoI to assist villages to
procure services (on fee-basis) to deliver needed projects and activities re-
lated to entrepreneurship, human capital and infrastructure. As discussed in
Chapter 5.1, VIP supported initial preparations to identify and train potential
TSPs across Indonesia.
Going forward, LSP will also pilot a “public, private and people partnership”
(P4) model of local economic development (LED) that will empower both vil-
lage farm and non-farm entrepreneurs to form productive alliance, use Dana
Desa for productive investment and empower female entrepreneurs. This P4
model will be piloted in 2018.
26 This figure is estimated based on the program technical guidance and protocols which suggest that each village should be represented by at least one woman. It is estimated that there was one female par-ticipant from each of the 55,302 participating villages.
30CHAPTER FIVE
chaPter 5.2
outcome 2: Beneficiaries increasingly utilize services
Strengthening SuB-nationaL SuPPort to maximiZe Service utiLiZation
To improve and expand the delivery of health and education services, Generasi
expanded its Village Law integration pilot project from six districts in 2016 to 44 dis-
tricts in 2017. As highlighted earlier, in 2017, Generasi provided technical assistance
to national and provincial project consultants to produce a training package for facil-
itators to improve the delivery of health and education services in Generasi villages.
Generasi also supported refresher training for all 38,314 (51 percent female and 49
percent male) Generasi village actors (local facilitators, village officer, and health and
education cadres) in 11 provinces and training for 564 posyandu staff.
In 2017, LSP monitoring data showed that Generasi’s ongoing efforts have improved
key access and utilization indicators in Generasi villages including increases in the
percent of:
• expectantmothersreceivingfourprenatalcarevisits(villagesin11provinces);
• juniorsecondaryschoolenrolmentrates(villagesin11provinces);
• womenparticipatinginpregnancyandnutritionclasses(villagesinthreeprovinces)30;
and
• parentsofzero-to-two-yearoldsparticipating inmonthlyparentingandnutrition
classes (villages in three provinces);30 (Figure 6).
trict level to identify and learn from one
another about local solutions to local
development challenges. Participants
included village representatives (such
as village governments, village councils
and community leaders), sub-district of-
ficials, different district-level agencies
(dinas), and in some cases Technical
Service Providers (TSP).27 In 2017, the
events generated over 9,454 village
innovations ideas or “idea cards” (Kar-
tu IDE, or Inovasi Desaku),28 including
5,929 ideas related to entrepreneur-
ship, 3,018 human capital ideas and
507 village infrastructure ideas. The
generated ideas were wide ranging and
included innovations related to waste
recycling, using an online ticketing
system to encourage village-level tour-
ism, village product improvement and
packaging, and improving the quality
of PAUD and posyandu services. More
than 31,600 village “commitments” to
replicate innovations were also made at
the Bursa events.29 To support the roll-
out of the Bursa Inovasi Desa events,
1,302 district facilitators, 434 District
Agency of Community and Village
Empowerment (Dinas Pemberdayaan
Masyarakat dan Desa, or DPMD) offi-
cials and 66 provincial (DPMD) officials
were trained on village innovation. Fur-
ther, 363 district innovations teams (Tim
Inovasi Kabupaten, or TIK) and 5,362
sub-district implementing innovations
teams (Tim Pelaksana Inovasi Desa, or
TPID) were established.
LSP also supported MoV to establish the
Technical Service Providers (TSP) mod-
el under the VIP platform. The TSP con-
cept involves a third-party facilitation
and capacity-building model for villages
whereby villages can procure or hire in-
stitutions and/or skilled individuals (e.g.
local firms, NGOs, CSOs and universi-
ties) to provide technical assistance for
27 TSPs can include a range of third parties including local firms, NGOs, CSOs and universities. The TSP concept is a third-party facilitation and capacity-building model for villages.28 Idea cards are for innovation ideas that villages have implemented but are not yet captured and documented. Villages can bring innovation ideas to the Bursa events for the District Innovation/Sub-District Innovation Teams to review. If the innovation ideas meet the VIP Innovation criteria, the innovations can be captured and showcased as a “village innovation” during the next Bursa event.29 Commitments refer to the instances where villages at the Bursa events committed to replicating an innovation in their own village. During the Bursa events, these commit-ments were recorded by village representatives on “commitment cards.”30 The three provinces (West Kalimantan, Central Kalimantan and South Sumatera), which received block grants in 2017.
specific village development issues (e.g. micro-hydroelectricity system, village busi-
ness development and marketing etc.). This practice is not new in Indonesia and is
not supposed to replace the current structure of village facilitation. Instead, it aims
to fill the specific skillset and expertise gaps within the existing facilitator structure.
Under the VIP, TSPs will be engaged to support villages that do not have the tech-
nical skills or capacity to replicate and implement innovative ideas (LED, human
capital and infrastructure ideas) as identified through the Bursa Inovasi Desa events.
The VIP Operation aims to improve the availability and accessibility of good quality
TSPs. It is intended that the TIKs will verify and develop a directory of TSPs at the
district level. Meanwhile, the TPID will support villages and TSPs to connect at the
kecamatan level. As part of the VIP, LSP is assisting the GoI to identify and build the
capacity of about 2,604 village-level TSPs. In 2017, this involved supporting the iden-
tification of initial TSPs in 130 districts and preparing training materials (three mod-
ules on entrepreneurship, infrastructure and human capital development), which will
be used to train 12 grandmaster trainers, 30 master trainers and then a further 294
trainers and 2,604 TSPs.
31 PROGRESS TOWARDS EOFO TWO
Box 7.
generasi long term Impact evaluationIn 2017, LSP completed a “fourth wave” Impact Evaluation of the Generasi Sehat
and Cerdas Project, which originally started in 2007. The Generasi Long-Term
Impact Evaluation (Generasi L/T IE) provided a rare and unique opportunity to
learn about the longer-term impacts of the project. Following analysis of the final
dataset, MIS data and village budget data in 2017, the main findings relating to
the Project’s intermediate outcomes and impacts were presented to Bappenas
in early 2018. The intermediate outcomes consisted of pre- and post-natal care,
birth delivery, immunizations, iron pills, Vitamin A distribution, and school partici-
pation indicators, while the impacts related to malnutrition and stunting.
The L/T IE found that stunting declined among zero-to-three year olds from al-
most 40 percent to 26 percent between 2009 and 2016, with no detectable dif-
ference between the control and Generasi locations. However, the L/T IE found
that the Project continued to effectively mobilize community members to attend
the village health posts (posyandu).
Findings from the Generasi L/T IE are contributing to Indonesia’s evidence
base about the drivers of stunting, and future GoI priorities related to stunt-
ing and Village Law expenditures on health and education challenges.
The Generasi L/T IE is also informing the Investing in Nutrition and Early Years
(INEY) Program-for-Results operation, particularly findings relating to the role of
communication mobilization, social accountability and technical measurement
of stunting.
Figure 6
generasi service utilization Indicators (for fiscal year 2017)
Pregnant women receiving
four prenatal care visits
Assisted deliveries by a
trained professional
Pregnant women participating in monthly
pregnancy and nutrition classes*
Junior secondary school
enrolment rates
Male caregivers participating in pregnancy
and child nutrition classes*
Parents of 0-2 years old participating in
parenting and child nutrition classes*
Monthly weighing of
children under age 3
Women involved in planning and
decision-making
Strengthening viLLage-LeveL FaciLitatorS’ caPacity to moBiLiZe communitieS
Building on findings and lessons
learned from the Generasi Long-Term
IE (see Box 7) and the LSP-supported
knowledge exchange to Peru with key
GoI counterparts (see Box 8), LSP prior-
itized strengthening the capacity of vil-
lage-level facilitators to mobilize com-
munities to better utilize local services
(e.g. attending posyandu). Following
high-level discussions between Presi-
dent Joko Widodo, Minister of Finance
Sri Mulyani Indrawati and World Bank
President Jim Yong Kim in July 2017,
Generasi launched preparations for the
Human Development Worker (HDW)
Pilot Project. Building on Generasi’s
approach, the HDW pilot project aims
to test a model for involving villages
in frontline service delivery to address
local service delivery challenges. The
HDW model provides a mechanism for
districts to support villages to plan and
implement national priority programs,
such as stunting reduction. It is intend-
ed that HDWs will use a range of tools
(checklists, scorecards, stunting length
mats and social mapping) to over-
come key information gaps, diagnose
local drivers of complex development
problems (such as stunting), and help
monitor and demand improved service
delivery. HDWs include health cadres,
ECED teachers and staff, and regular
village development cadres (KPMD)
who are all involved in village plan-
ning and budgeting processes. The
pilot project will be implemented in
3,105 villages across 281 sub-districts
and 31 stunting priority districts to help
promote, incentivize and converge
multi-sectoral village efforts to reduce
stunting. The first 30 HDWs are expect-
ed to be trained in January 2018. It is
intended that the pilot project will in-
form the GoI’s national scale-up (up to
75,000 HDWs) as part of the National
Action Plan to reduce stunting.
*Only relates to 3 provinces (not 11 provinces).
32CHAPTER FIVE
Box 8.
stunting as national Priority AgendaAbout 37 percent or approximately nine million children in
Indonesia are stunted, affecting their education and health
at an individual level, and hampering economic growth and
labor market productivity at the national level. Over the
past several years, the World Bank has supported a range
of high-level policy dialogue, operations and pilots, ongo-
ing technical advice and analytical work in multiple sectors
(health, education, social protection, water and sanitation
(WASH), social development and governance) that gener-
ated useful lessons on the technical content, implementa-
tion modalities and enabling environment to effectively ad-
dress the nutrition and early years agenda. In 2017, LSP, and
other World Bank teams, were instrumental in developing
and launching a multi-sectoral national strategy to reduce
stunting. During the reporting period, LSP supported various
high-level meetings, supported dialogue across multiple
ministries, and provided inputs into two cabinet meetings in
July and August 2017. LSP’s ongoing knowledge exchange
program with Peru, Nepal, and other countries also helped
enrich learning experiences of government officials (from all
countries) about best practices and successful interventions
in addressing malnutrition through a multi-sectoral conver-
gence approach. Specifically, in April 2017, LSP leveraged its
access to international expertise and global knowledge to
support a knowledge exchange field trip delegation of key
GoI officials (from MoSA, MoF, MoHA, MoV, Bappenas and
Kemenko PMK) to partake in a study visit to Peru to look at
its positive experiences in reducing stunting—despite sig-
nificantly higher poverty levels than in Indonesia. Key fac-
tors and learnings from Peru that can be linked with policy
changes in Indonesia include:
1. Strong political will and commitment at the highest level;
2. A coordinated multi-sectoral program that included
health, nutrition, ECED, WASH, and Social Protection in-
terventions;
3. Geographical targeting of vulnerable low-income
populations;
4. Performance-based budgeting;
5. Alignment of incentives for households, health facili-
ties and local government; and
6. A credible data information system, clear and achiev-
able targets, and a monitoring and evaluation system.
The experience in Peru also helped reinforce the idea
of using specialized local facilitators, known as HDWs,
to become the driving force in converging multi-sec-
toral efforts at the village level to address stunting. As
a result, a Generasi pilot project (the HDW pilot proj-
ect), which adopts the HDW approach, commenced
preparations in 2017.
LSP’s efforts, along with other WorldBank teams, result-
ed in the GoI identifying stunting as a national priority
and developing a Presidential National Action Plan. The
National Action Plan aims to converge or bring togeth-
er existing national, regional and community programs
to deliver a set of priority nutrition-specific and nutri-
tion-sensitive interventions in the first 1,000 days of a
child’s life and up until age six. The World Bank’s recent
capacity-building efforts further cemented the World
Bank’s strategic position to support the operationaliza-
tion of the GoI’s convergence strategy. The GoI has re-
quested a new World Bank operation - Investing in Nu-
trition and Early Years (INEY) Operation - and additional
support from LSP for the National Action Plan. The INEY
Operation, which commenced preparations in 2017, will
support the GoI’s national stunting agenda through build-
ing on lessons learned from Generasi and the ECED pilot
project, as well as other GoI executed programs. TNP2K
will be the implementing agency for the INEY Operation.
In Rindi Sub-district, East Sumba in East Nusa Tenggara, the
Local Health Office, education institutions and Generasi sup-
ported a school-based program to raise awareness about
good personal hygiene and sanitation. Generasi promoted
good hand-washing techniques, provided water dispens-
ers and distributed personal hygiene sets to 14 elementary
schools in Rindi Sub-district. Sukmayani, the visiting doctor
from the local community health centre (puskesmas), said
the community-led, total sanitation program has helped de-
crease the number of cases of sanitation and hygiene-relat-
ed diseases among children in the area – “January through March usually has the highest prevalence of diarrhea among children but this year, the number is lower.”
33
chaPter 5.3
outcome 3: Beneficiaries have improved quality of health and education services
PROGRESS TOWARDS EOFO TWO
Improved access and utilization of ba-
sic services do not necessarily result
in improved development (health and
education) outcomes if the available
services are of poor quality. Given
that health and education outcomes
are still lagging despite increased GoI
spending, LSP, in line with the GoI, is
increasingly shifting its support to-
wards improving the quality of basic
services. To do this, in 2017, LSP sup-
ported a range of initiatives to help em-
power communities to demand better
quality services.
emPoWering citiZenS to monitor anD DemanD Better QuaLity ServiceS
The KIAT Guru pilot project is helping
to improve the quality of education ser-
vices in remote villages by empowering
communities to monitor and evaluate
teacher attendance and performance
in pilot primary schools. In Indonesia,
teacher salary and allowances totaled
US$16.5 billion in 2016, but improved
teacher welfare has not led to improved
teacher performance or student learn-
ing outcomes. In KIAT Guru pilot loca-
tions, one in four (25 percent) of 2,301
teachers were missing from the 270
remote primary schools visited during
the unannounced baseline survey. This
resulted in 23 percent of classrooms
with no teachers, and 6,926 of 31,076
students not learning. To improve the
quality of education services, the KIAT
Guru pilot program implemented var-
ious empowerment initiatives (com-
munity scorecards, user committees,
capacity building, and camera appli-
cations) to improve teacher service
performance and student learning out-
comes. In 2017, KIAT Guru continued
to refine and implement a community
scorecard system to engage communi-
31 World Bank. 2018. Implementation Status and Results Report. Indonesia: Improving Teacher Performance and Accountability. January 2018.
I N T H E S A M E P E R I O D 3 1
ties, through school-user committees,
in evaluating teacher service perfor-
mance. During the reporting period,
all provider groups (teachers and prin-
cipals) and user groups (parents and
community representatives) agreed
to its use in all 203 targeted primary
schools across the five pilot districts.
Initial results from a KIAT Guru pro-
cess monitoring (conducted at the end
of 2017) indicated that tying teachers’
special allowance (TK) payments to
a combination of scorecards to mea-
sure teacher performance and the
KIAT Kamera mechanism (see Box 9
and Box 10) to measure teacher pres-
ence is having a positive impact on
teacher attendance, teacher service
performance, and student learning
outcomes. The results showed that
teacher presence, as reported by
members of the school-user commit-
tees, improved from 65 percent (mid-
2016) to 93.4 percent (December 2017),
which is beyond the 80 percent target.
Meanwhile, perceived teacher service
quality increased from 56 percent to
96 percent (target: 85 percent) in the
same period.31 The direct impact of the
pilot project will be better understood
following the completion of the IE’s
endline survey on teacher attendance,
teacher service performance and stu-
dent learning outcomes in March 2018.
Data on student utilization of primary
school services will also be collected.
Given the pilot’s initial positive out-
comes, MoEC and TNP2K expressed
their support to determine how the pi-
lot project could be scaled-up across
all of Indonesia’s 122 disadvantaged
districts (Pembangunan Daerah Tert-
inggal, or PDT), and/or modified and
applied to urban contexts.
The GoI has recently made large in-
vestments in ECED nationally, but not
a large investment in the quality of
services provided. International expe-
rience shows that high-quality teachers
are key to delivering high-quality ECED
services and child development out-
comes. In the ECED project, enhanced
training resources were adapted for
the village context and introduced in all
25 pilot districts in 2017. The new dis-
trict-based, community-focused ECED
teacher training system was estab-
lished in all 25 pilot districts and all
targeted teachers were trained in
the basic competencies emphasized
in the new system. This ECED teach-
er-training system has demonstrated
its capacity to leverage existing GoI
T E A C H E R P R E S E N C E ,
A S R E P O R T E D B Y M E M B E R S
O F T H E S C H O O L - U S E R
C O M M I T T E E S ,
I M P R O V E D F R O M
W H I C H I S B E Y O N D
8 0 % T A R G E T
( T A R G E T 8 5 % )
P E R C E I V E D T E A C H E R
S E R V I C E Q U A L I T Y
I N C R E A S E D F R O M
34
32 The ECED pilot project did not collect primary data on the number of children under the care of each ECED training participant’s local ECED service. However, the ECED pilot project conducted a survey of 600 randomly surveyed ECED teachers. Analysis from the survey found that the average ECED teacher-to-children ratio for the surveyed teachers is approximately 1:11. This ratio was used to determine the approximate number of children that benefited from the improved ECED services.
CHAPTER FIVE
Box 9.
Delivering Innovative Initiatives
In 2017, LSP trialed innovative ways to achieve results, including introducing
new ways to engage and empower communities to deliver, monitor and de-
mand improved services:
• LSP’s KIAT Guru pilot utilizes KIAT Kamera (Box 10), an innovative tam-
per-proof Android-based application, to provide accurate data on daily
teacher attendance in rural primary schools. Android mobile phones are
provided by the pilot project to schools taking part in the project and up-
loaded with the KIAT Kamera application. This app calculates the total num-
ber of hours of presence of each teacher every school day. This indicator,
in conjunction with performance indicators measured using scorecards
evaluated by members of the school-user committees, determines the
amount of teacher special allowance (TK) payable to individual teachers.
• TheECEDpilot’smajor innovationwas thedesign,provisionand imple-
mentation of a new village-based community-focused ECED teacher
training system in 25 pilot districts. The approach was novel as it brought
together different, and previously disconnected, actors at the sub-dis-
trict level (district government, community groups and civil society) and
bridged the communication gaps between these stakeholders to deliver
a ECED training program. Further the new village-based system was more
accessible compared to the current system, which is top-down approach
delivered at the national and provincial level and is expensive and incon-
venient for teachers in rural and remote areas. The ECED pilot brought
together disparate elements that had never been integrated in the Indo-
nesian content to expand teachers’ access to high-quality professional
development ECED training.
training programs to deliver profes-
sional training to – and thus improve
the quality of – ECED teachers in poor
and remote villages. It is estimated that
approximately 170,400 children have
benefited from the improved ECED
services across the 25 pilot districts.32
The system also has the potential to
be continued by delivering post-basic
training through knowledge exchange
with trainers. In addition, case studies
on the ECED pilot project were un-
dertaken in three of the 25 pilot dis-
tricts to provide feedback about the
potential sustainability and scalability
of the pilot project, and the possible
constraints in scaling up the project to
other sub-districts in the pilot districts
and to other districts. Additional case
studies are planned for 2018. Initial
results from LSP supervision and the
forthcoming ECED process evaluation
indicate community satisfaction with
the trained ECED trainers and positive
improvements in the way ECED teach-
ers interact with children. The ECED
process evaluation is expected to be
completed in 2018 and will identify how
the pilot improved teachers’ compe-
tency. Lessons learned will also inform
preparation for potential scale up and/
or integration with Dana Desa.
35
It was almost 7:30 a.m. and the
principal and teachers at Mboeng
Elementary School (SDN Mboeng)
in remote Kaju Wangi Village, Elar
Sub-district in Manggarai Timur,
East Nusa Tenggara, took turns to
take each other’s photographs with
a cellular phone. They were not
about to update their social media
profile pictures, but instead were
taking part in the KIAT Guru pilot
program, which aims to improve ed-
ucation service delivery in remote
villages by empowering communi-
ties to verify teachers’ attendance
and evaluate service performance.
Teacher attendance was an issue in
Kaju Wangi Village. Some teachers
would often arrive 90 minutes after
class was supposed to start, if they
came at all. An unannounced visit to
SDN Mboeng on October 31, 2016
found that one in six or 17 percent
of teachers were absent.
To help address teacher absentee-
ism, the KIAT Guru pilot program
began in July 2016 and was imple-
mented in 203 primary schools in five disadvantaged districts. The program
uses three intervention models: (1) community empowerment; (2) community
empowerment and tying teacher allowances to their attendance; and (3) com-
munity empowerment and tying teacher allowances to their service quality.
Over a three-month period, SDN Mboeng carried out the second intervention
model where teachers and the principal have to clock in using a camera app.
The community then verifies teacher presence and evaluates teacher service
performance using community scorecards. This model worked wonders in re-
ducing the rate of teachers’ absenteeism and late attendance.
“In the past three months, none of the teachers were late. And it trickles down
to the students. Seeing their teachers disciplined, the children are now in or-
der too. They are better mannered and they rarely come late anymore even
though many of them have to walk for 30 minutes to one hour to get to school,”
said Andreas Jemahang, a KIAT Guru cadre whose son also studies at the ele-
mentary school.
Initial results, from a baseline student learning assessment and a diagnostic test
for Bahasa Indonesia and mathematics, indicate the program’s positive impact
on student learning outcomes too.
“The baseline student learning assessment was conducted in September 2016
anditshowedhowsixthird-gradersdidnotfarewellinreading.InJune,there
wasadiagnostictestonthesestudentsandtheresultswereexhilarating.The
sixcannowreadwell,twoofthemmetthebasicstandardforsecondgrade,
two fit the third grade standards and one even passed the fourth grade stan-
dard,” said Karolina Lantu, a third grade homeroom teacher. The pilot imple-
mentation and its impact evaluation will be completed in 2018.
PROGRESS TOWARDS EOFO TWO
Box 10.
Camera App a Catalyst for teacher Performance Improvement in east nusa tenggara
36CHAPTER SIX
Progress towards eoFo three: national and local governments Make Better use of Financial resources
06
LSP helps the GoI ensure that its resources achieve their intended development and
poverty objectives. During 2017, LSP provided technical analysis on fund flows and
resource allocation formulas to ensure that the money is going to where it is most
needed. It also provided support on governance and accountability systems, based
on evidence and domestic and global best practices, to help ensure that resources
are being used in more efficient and effective ways, and that the poor and vulnerable
groups are more integrated into the development process at the local level. In
order to track how resources are being spent and generate data that the national
and local governments can use to make more informed decisions, LSP provided
analytical and capacity-building support for financial management and M&E systems
across the different levels of government. LSP also tested innovations, through pilot
projects and accompanying analytical support and TA, to identify opportunities for
high impact, transformational change through large-scale expansion. At the national
level, LSP’s efforts have influenced and strengthened national policy agendas and
systems, including making the 2018 Dana Desa Allocation Formula more pro-poor;
strengthening VFM regulations (revised Permendagri No. 113/2014) and tracking
systems (Siskeudes); and generating greater knowledge about how villages spend
their increased fiscal resources (ViPER). Meanwhile at the sub-national level,
LSP’s efforts have contributed to promising outcomes in terms of increasing LGs’
awareness about, and ability to, plan and budget funds more effectively. This will be
an increasing focus going forward.
37 PROGRESS TOWARDS EOFO THREE
chaPter 6.1
outcome 1: strengthen national frameworks and systems for tracking village finances and outputs
Village financial management is an im-
portant building block for improving
Village Law implementation, account-
ability, transparency and performance.
Without consistent quality tracking of vil-
lage finances and outputs, governments
and citizens do not have sufficient in-
formation on how village finances are
spent, which limits their ability to make
informed decisions and take corrective
actions to maximize the development
impact of the significant amounts of
resources being channeled down to
villages. While the Village Law outlines
the rules and responsibilities for track-
ing village finances, in practice, weak
supporting regulations and systems and
limited capacity hinder reliable data col-
lection and tracking.
unDerStanDing conStraintS to DiSBurSing anD tracKing viLLage FinanceS
During 2017, the Village Law PASA
used results from its analytical studies
to provide evidence-based advice to
the GoI to help inform and strengthen
VFM frameworks and systems. As high-
lighted earlier, LSP expanded the ViPER
Analysis, with an additional sample of
1,868 villages, to provide the GoI with
the most in-depth review currently avail-
able in Indonesia on how villages spend
their increased funds. Currently, stan-
dard village spending reports provide a
distorted picture of how villages spend
their funds, in part due to challenges
with how village activities and expendi-
tures are grouped and classified. ViPER,
initiated in 2015, seeks to address this
shortcoming. In partnership with MoHA
(Bina Pemdes), the ViPER team collects
village budgets and spending reports,
enters them into a database, and then
carefully reclassifies village budgets and expenditures to standard classifications
to provide a more reliable view of village revenue spending. ViPER highlighted im-
portant trends in village spending, including the fact that the sampled 1,868 villages
spent on average 39 percent of their annual revenue on administration (more than
the 30 percent ceiling) versus only 5 percent for health and education. These find-
ings triggered LSP to provide TA to MoHA to revise its regulation (Permendagri No.
113/2014) governing VFM. Among the inputs to revise the draft regulation was a push
to re-classify village activities and associated finances and outputs (see Box 11). To
date, ViPER results have been shared with MoF, MoHA, MoV as well as the office
of the President. MoHA further plans to revise an existing regulation on APBDes
evaluation to include the ViPER methodology as the main tool for assessing Village
Budgets and Realization Reports. Work was also initiated with MoHA to present
the ViPER methodology to LG officials to improve their skills in aggregating and
analyzing village financial data and expenditures. Together, these developments
indicate that ViPER is on its way to being institutionalized in government systems
and mechanisms.
The Village Law PASA also completed a survey monitoring report on Dana Desa
disbursements. The survey found that there have been improvements in Dana Desa
disbursements since 2015, flagging specific district and village constraints that con-
tinue to reduce timeliness of village transfers. For example, some constraints in-
cluded unclear national regulations on village priority setting; delays in preparing
and enacting Perbup and evaluating village budgets and reports; and difficulties
with villages preparing budgets, compiling receipts, and developing realization re-
ports. The findings have contributed to LSP’s work on VFM; as well as deepen the
Facility’s increasing focus on assessing districts and sub-districts’ capacities to ad-
equately support, supervise, and oversee villages. The disbursement monitoring
work triggered MoF to revise their regulations (into PMK No. 50/2017 and updat-
ed to PMK No. 112/2017). Specific improvements that influenced the preparation of
PMK No. 50/2017 include: (i) output reporting (the disbursement monitoring showed
limited output information from Dana Desa); and (ii) the GoI introduced a stricter
absorption reporting requirement for the next tranche disbursement. The disburse-
ment monitoring survey also acted as an impetus for the proposed revisions for
Permendagri No. 113/2014, particularly related to chart of accounts (COA) and asset
reporting. The disbursement monitoring analysis also prompted MoF to require DG
Treasury to work with DG Fiscal Balance to monitor funds disbursement and output
reporting from Dana Desa through the Treasury Payment offices (Kantor Pelayanan
Perbendaharaan Negara, or KPPN) and On-Line Monitoring through the National
Treasury System (Sistem Perbendaharaan dan Anggaran Negara, or OMSPAN).
Strengthening vFm reguLationS anD SyStemS
The ViPER findings, especially on inconsistencies on how villages classify their fi-
nances, contributed directly to extensive TA to MoHA to help draft its revised reg-
ulation on VFM (Permendagri No. 113/2014) (Box 11). Specifically, a Village Law PA-
SA-supported consultant provided substantive analysis and recommendations to
38CHAPTER SIX
the MoHA team in drafting the regulation, including on strengthening village finan-
cial classification, budgeting, reporting requirements and expenditure management,
among other topics. The revised regulation is expected to be enacted in 2018 and
will set the stage for how villages manage their finances. It will be vital in simplifying
budgeting classifications and enabling the aggregation of fiscal data, as well as
clarifying the specific roles of the various GoI entities and reducing overlapping
authorities.
The Village Law PASA also continued to provide TA for the rollout and upgrading of
a village financial management application (Sistem Keuangan Desa, or Siskeudes)
that provides village governments with a tool to better account for the use of their
village funds by submitting standardized budgets and realization reports. LSP pro-
vided TA to support improvements to the Siskeudes system, a trial before the appli-
cation was launched, and training modules to support the rollout. As of December
31, 2017, 70,380 villages in 418 districts received information on Siskeudes, 68,940
village in 413 districts received training/workshops on Siskeudes, and 64,756 villag-
es in 403 districts had the Siskeudes application uploaded and running.
Going forward, BPKP and MoHA will upgrade the Siskeudes application to match the
revised Permendagri No. 113/2014, add a village output module, help more villages
connect Siskeudes to districts and allow districts to consolidate village spending
data, and link Siskeudes with the MoF’s database, OMSPAN. Together, this work pro-
vides important building blocks for improved village governance and accountability.
The Village Law PASA is planning to soon aid MoF (and MoHA) to standardize output
nomenclatures (activity and output labels) as well as standardize output metrics to
ensure consistency in output reporting. By overlaying the output data on socio-eco-
nomic information, it is expected that government capacities to understand the con-
tribution of outputs to socio-economic indicators will be strengthened.
Box 11.
Influencing Policy Change - revised Permendagri No. 113/2014Village financial management (VFM)
is outlined by the Permendagri No.
113/2014 (2014), however there are
key weaknesses in the regulation,
such as limitations with the classifica-
tion structure which make it difficult to
undertake useful analysis of financial
data and produce activity and output
reporting.
The Directorate General of Village
Government Guidance (Bina Pe-
merintahan Desa or Bina Pemdes),
MoHA, with the support of LSP and
KOMPAK, is currently revising the
regulation to incorporate strength-
ened VFM principles and elements.
Specifically, LSP provided analytical
support to inform the revision and
supported the drafting of the revised
Permendagri. It is envisioned that the
revised regulation will: (i) improve vil-
lage budget classifications and chart
of accounts for village finances which
will allow sectoral analysis of village
finances; (ii) require activity and out-
put reporting; (iii) strengthen procure-
ment processes, including adjusting
to the GoI’s 30 percent cash for work
requirement; (iv) require village bank
accounts to be updated and reported
to districts and MoHA; and (v) clarify
and strengthen rules for providing
information to communities and en-
suring participation related to village
finances, including the requirement
to disseminate financial and non-fi-
nancial realization, activity implemen-
tation status, and contact information
for complaints handling.
The revised Permendagri will help
contribute to the GoI’s ability to bet-
ter track, aggregate, report on, and
understand how villages spend and
manage their increased funds. It will
also help enable more meaningful
community and civil society participa-
tion in VFM.
Gondang Village becomes one of the first villages in Lombok Island in West Nusa
Tenggara to apply Siskeudes in all stages of village funds management: planning,
implementation and reporting. The village became one of the pioneers in applying
Siskeudes and had been visited by many other villages in West Nusa Tenggara that
wish to study the application.
39 PROGRESS TOWARDS EOFO THREE
chaPter 6.2
outcome 2: Pilot villages demonstrate financial allocations that are equitable, needs-based and pro-poor
maKing Dana Desa Fairer anD more Pro-Poor
In 2017, LSP’s Village Law PASA, together with KOMPAK, supported the Directorate
General of Fiscal Balance (DJPK) to revise and make the 2018 Dana Desa Allocation
Formula more pro-poor (see Box 12). Specifically, LSP provided analytical support
to DJPK, including simulations, to better understand the poverty impact of different
allocation formula scenarios. In December 2017, the new formula was approved and
issued (PMK No. 199/PMK.07/2017).
Given that there is a possibility that the Dana Desa formula allocation in 2019 will
be increased to Rp 120 trillion, strengthening capacities of government officials to
assess the impact of the formula on (i) poverty indicators, (ii) inequality indicators,
(iii) large and small villages, (iv) villages in Java and non-Java areas as well as (v)
villages by typology (Mandiri, Maju, Berkembang, Tertinggal and Sangat Tertinggal)
is critical.
Box 12.
Influencing Policy Change – revised 2018 Village Fund (Dana Desa) Allocation Formula
In 2017, LSP and KOMPAK supported DJPK to make the 2018 Dana Desa Al-
location Formula, and thus made four percent of the national budget more
pro-poor. Prior to 2018, the Dana Desa allocation formula disproportionately
favored villages with a small population as the formula was mainly allocated on
a “per village” rather than “per capita” basis. Ninety percent of Dana Desa was
distributed equally among villages and the remaining 10 percent was allocat-
ed based on population size, poverty rate, land area and geographic terrains.
While the “per village” allocation perceived to treat villages fairly, it did not treat
people living in the villages equally.
Over 2017, LSP provided extensive analytical support to DJPK, including run-
ning simulations, to better understand the poverty impact of different allocation
formula scenarios. LSP also facilitated various discussions with officials from
echelons I and II in MoF. The outcomes from these simulations and discussions
were used to inform DJPK’s allocation formula adjustments for 2018.
The new formula reduces the basic allocation from 90 percent to 77 percent;
includes a new three percent affirmation allocation for Disadvantaged and Very
Disadvantaged Villages that have a high poor population; and increases the
formula allocation portion from 10 percent to 20 percent, as well as adjusting
the weight of each variable to be more pro-poor. The Dana Desa Allocation
formula adjustment represents a positive step towards making the Dana Desa
more equitable as it better ensures that funds go to where the needs are great-
est. The formula will be reviewed annually to ensure continuous improvements
to the allocation of Dana Desa.
Weekly community meeting in Ngada District,
East Nusa Tenggara. It is regulated to have
representative of female villagers in the meeting.
In this the weekly community meeting (in ward level), the villagers discuss the
usage of village funds to develop their villages.
40CHAPTER SIX
chaPter 6.3
outcome 3: Village communities and government have improved capacity to manage increased finances
Under the Village Law, villages have ac-
cess to increased fiscal resources, and
more management and implementation
responsibilities. Yet village capacities,
to fulfil these expanded responsibilities,
remain limited. During 2017, LSP provid-
ed TA, and analytical and capacity sup-
port to inform and improve the GoI’s and
communities’ capabilities to manage the
increased resources.
encouraging nationaL croSS-agency KnoWLeDge exchangeS anD SyStemS Strengthening
In early 2017, LSP brought a 15-mem-
ber Indonesian delegation from MoHA,
MoF, MoV, BPKP, Bappenas and district
government representatives to West
Bengal and Tamil Nadu in India to share
experiences on strengthening village
governance and village poverty reduc-
tion using tools to enhance ownership
of local communities and downward ac-
countability to these communities. The
officials were subsequently invited to
a half-day post-Knowledge Exchange
workshop to gather inputs and lessons
learned, as well as to develop an action
plan from each ministry. As a result, nu-
merous lessons learned – from institu-
tional and community oversight to the
capacity building of village and LG offi-
cials, and the application of an inclusive
livelihoods model used in Tamil Nadu,
were discussed for possible piloting in
Indonesia. Some examples of GoI up-
take include:
• BPKP developed and is in the pro-
cess of rolling out a new module for
Siskeudes that tracks village outputs
(building on the West Bengal experi-
ence).
• TheWorldBanksupportedascoping
mission on village capacity building for financial management and conducted a
village audit in July 2017 by visiting Kutai Barat District. Learning from West Ben-
gal, the District Inspectorate of Kutai Barat developed Guidelines for Risk Man-
agement, which are already used by all district government units.
• BasedonlessonsfromWestBengal,BPKP and MoHA Inspectorate General (IG)
finalized VFM oversight guidelines, which will be used for local inspectorates in
conducting oversight to villages which include guideline for monitoring, review,
evaluation and audit of villages FM.
As mentioned in Chapter 6.1, Village Law PASA also supported BPKP to socialize and
rollout the enhanced Siskeudes application in 64,756 villages. It is envisioned that
the Siskeudes uptake will significantly improve villages’ ability to report on village
spending and outputs. It will also help higher-level government aggregation, analysis
and reporting.
Box 13.
sustainable InvestmentsTo ensure greater sustainability, LSP prioritizes supporting and leveraging ex-
isting GoI programs and investments. LSP, through its inherent design, focuses
on strengthening existing government systems, policies and institutions to im-
prove the development and poverty impact of the GoI’s large programs, such
as the Village Law (under the RPJMN 2015-2019), which aims to enhance village
development and basic service delivery. It does this through various approach-
es, including by providing analytical and technical support to inform govern-
ment policy decisions and regulations (revised Permendagri No. 113/2014,
Permendagri LKD and LAD, and the revised Dana Desa allocation formula),
facilitating policy dialogue, and supporting the implementation and scaling up
of pilots and activities nationally within GoI systems (including the integration of
Generasi with Village Law and the new INEY operation; and the potential scale-
ups of the KIAT Guru and ECED pilot projects).
LSP also focuses on building GoI and other partners’ skills and capacity to
ensure they have the required capabilities and human resources to continue
the work. For example, as part of the Generasi Integration Strategy, LSP con-
tinues to build the capacity of facilitators and local governments to help better
integrate health and education services into village budgets and Dana Desa
spending. Building on LSP’s ViPER analytical support, the Facility also initiated
work with MoHA to present the ViPER methodology to Local Governments to
improve their skills in village financial data management and analysis.
By supporting existing GoI priorities and enhancing the capacity of local coun-
terparts and partners to sustain them, it increases the likelihood of continued
uptake and enduring benefits after the trust fund closes, as government buy-in,
commitment, funding and resources are already in place.
41 PROGRESS TOWARDS EOFO THREE
Strengthening LocaL governmentS’ caPacity to PLan anD BuDget FunDS more eFFectiveLy
As highlighted in Chapter 4.3, LSP supported LGs in Generasi and the ECED pilot
locations to use their fiscal resources more effectively. For example, as part of the
Generasi Integration Strategy pilot project in six NTB districts, Generasi provided
operational funds for capacity building and supported LGs to draft district policies
that enable APBDes to be utilized for health and education services. Generasi’s
support contributed to LGs issuing six district regulations. LSP data indicated that on
average village APBDes allocations for health and education spending increased in
the 411 villages in the six NTB Generasi Integration Strategy pilot districts.
chaPter 6.4
outcome 4: Data-driven planning and budgeting at the local level are strengthened Strengthening nationaL SyStemS anD reguLationS to SuPPort more Data-Driven PLanning anD BuDgeting at the LocaL LeveL
As under EOFO 1 Intermediate Outcome 3, during 2017, LSP provided TA (in-
cluding providing technical support via joint field visits, workshops, and reviews
of draft regulation and systems), at the sub-national and national levels, across
multiple programs to help strengthen data-driven planning and budgeting at the
sub-national level. As highlighted in Chapter 6.1, Village Law PASA provided TA
to BPKP to support continuing improvements to the Siskeudes application, which
was rolled out in 64,756 villages. This support helped improve the GoI’s ability
to eventually aggregate VFM reports and better understand how villages spend
their money (see Chapter 6.1 for further details). Village Law PASA also facilitated
a coordination meeting between MoV, the State Administration Institution (Lem-
baga Administrasi Negara, or LAN) and the Ministry of Justice to develop joint
training modules for evidence-based legislative drafting and Regulatory Impact
Assessments (RIA). The training modules are still being developed. Training is
expected to be conducted in February 2018 and will be open to all ministries
involved in Village Law implementation.
In addition to the Village Law PASA,
Generasi continued to support district
and sub-district facilitation to help LGs
better monitor progress on key human
development and service delivery indi-
cators and track APBDes expenditures
on health and education in the Gener-
asi Management Information System
(MIS).33 As a result of Generasi’s efforts,
data monitoring was completed and
submitted in 411 out of a total sample
of 470 villages, with all data entered
into the MIS. As highlighted earlier, the
data showed on that average APBDes
allocations for health and education
spending in 411 villages in the six NTB
pilot districts increased (Chapter 4.3)
and that key access and utilization in-
dicators in Generasi villages across 11
provinces have improved (Chapter 5.2).
SuPPorting LocaL governmentS to imPLement Data-Driven PLanning anD BuDgeting
At the sub-national level, building on
the success of the World Bank’s previ-
ous Rapid Assessment and Action Plan
project, LSP launched the MELAYANI
project, which uses a problem-driven
approach to tackle local service de-
livery challenges. The pilot is helping
district governments to use existing data
to analyze and solve problems (related
to health, education, infrastructure, pub-
lic housing, security and social protec-
tion), and to regularly review and adjust
implemented solutions. As highlighted
earlier, in 2017, the World Bank-support-
ed coaches supported the three district
pilot governments (Bojonegoro, East
Java; Kubu Raya, West Kalimantan; and
Belu, East Nusa Tenggara) to select an
issue they would like to address, iden-
tify team members for the district prob-
lem-solving teams, and commence the
baseline data collection. In 2018, the
pilot district governments will focus on
analyzing the baseline data to under-
stand the local problem(s) and to sup-
port change processes (as guided by
the World Bank-supported coaches). The
pilot project’s impact will be assessed in
October 2018 and the results reported in
the next progress report. 33 The Generasi MIS includes village-level data, which is collected by facilitators, validated at the provincial level and shared to the national level.
42CHAPTER SEVEN
gender and social Inclusion 07Opening up opportunities for women is one of the most important engines of poverty reduction.In the case of Indonesia, while the country has made significant progress in recent
years, the potential for women to become substantial drivers of poverty reduction
is yet to be fully realized. Although Indonesia has seen major improvements in
girls’ access to, and participation in, education, and an increase in the number
of employment opportunities over the past few decades, women still lag behind
men in labor force participation. Global experience shows that increasing women’s
participation in the labor force has a direct positive impact on economic growth.
In addition, improving women’s outcomes more generally in health, education and
employment help to reduce the inter-generational transmission of poverty in society
and improve future outcomes for children, ranging from better anthropometric (i.e.,
height and weight measurements) indicators to more schooling and thereby better
labor market outcomes.
During 2017, LSP promoted and supported the GoI to promote gender equality and
social inclusion:
1. maximizing women’s labor force participation and access to economic opportunities: LSP supported National Civil Servant Organization (Badan
Kepegawaian Negara, or BKN) to analyze the records of over four million civil
servants to better understand the composition of the Indonesian civil service
and the determinants of civil service promotion. From the analysis, LSP found
that female civil servants make up fewer than 28 percent of all echelon in
national ministries, and experience substantially lower rates of promotion than
men. The analysis is being used to inform the GoI’s major policy agendas related
to merit-based and transparent promotions and more equitable distribution of
civil servants. The World Bank governance team is also leveraging the results
about gender disparities in civil service promotion to inform and better integrate
gender into the proposed Human Resource Development for Bureaucratic
Reform Operation. LSP, under the ECED pilot project, supported professional
ECED teacher training for 15,491 village teachers of which about 98 to 99 percent
were women. By designing the system to provide training at the sub-district
level, many more women with family responsibilities could join the training
program and improve their ECED skills. This helped enhance the status of these
women as ECED teachers in village communities. The training also provided the
mainly female participants with the means to earn a modest income from their
teaching activities as many villages are increasingly allocating budgets to pay
village ECED teachers (and posyandu cadres) an honorarium in line with village
regulations and the MoV Regulation on the Priority Use of Village Funds in 2018
(No. 19/2017).34
34 MoV regulation on Penetapan Prioritas Peng-gunaan Dana Desa Tahun 2018 (Nomor 19/2017) states that Dana Desa can be used to provide in-centive assistance for ECED teachers.
43
2. improving the quality of national spending by promoting gender equality and women’s empowerment. In May 2017, LSP, in response to a request
from the GoI, prepared a policy brief for MoF on Closing the Gender Gap:
Translating the Budget into Improved Gender Outcomes. Leveraging findings
from previous LSP and World Bank-supported analysis (such as the BKN
civil service analysis), the policy brief outlined key statistics on gender
inequalities; proposed potential activities that MoF could finance to increase
female labor force employment and improve women’s health and nutrition
in 2018; and proposed a MoF-led program “Using the Budget to Improve
Gender Outcomes”. MoF incorporated key elements from the World Bank’s
policy brief into the GoI’s Macroeconomic Fiscal Framework, including a
commitment to increasingly strive to implement gender budgeting programs
so that women face less barriers to economic opportunities and improved
access to health care programs.35 The GoI will use the framework to inform
its 2018 national budget planning so it better supports gender equality and
women’s empowerment.
3. improving nutritional care for mothers and infants: Continuing its work from
the previous year, in 2017 Generasi focused on reducing malnutrition among
mothers and infants by providing community block grants and facilitators trained
in health issues. These community block grants were tied to each community’s
achievements in improving maternal health and infant nutrition indicators
(e.g. through monthly infant weighing sessions, the distribution of vitamin
supplements and participation in nutrition classes. As Generasi approaches
completion at the end of 2018, the project’s experience in engaging mothers
and infants to utilize the posyandus will be leveraged. Its lessons learned will
continue to influence the upcoming INEY operation, which supports the GoI’s
new National Action Plan to address stunting.
4. Support in reducing risks of maternal mortality: LSP continued to support
Generasi, which aims to meet the health and education needs of women and
children. Generasi supported the GoI to address low rates of service utilization
among expectant and new mothers, and poor quality maternal and infant health
services by providing conditional grants directly to community members and
facilitators trained in health and nutritional issues.36 In 2017, LSP monitoring
data indicated that Generasi contributed to improvements in pregnant
women’s access to prenatal care visits and facility or trained professionals
during births (see Chapter 5.2).37 The Generasi L/T IE, which is a unique nine-
year, randomized control trial involving over 90,000 respondents, found that
Generasi has continued to mobilize women to attend the posyandus for infant-
weighing sessions and pre-natal and maternal classes. In the poorest areas,
Generasi showed a positive impact on Vitamin A and immunization uptake.
5. understanding constraints to women participating in village-level decision-making: LSP published the baseline report from the Sentinel Villages Study in
2017, providing the GoI with findings about women and marginalized groups’
GENDER & SOCIAL INCLUSION
Box 14.
lsP’s gender equality and social Inclusion strategy and Approach
LSP’s strategy for gender equality is
underpinned by the World Bank’s In-
donesia Country Gender Action Plan
(CGAP) which supports the GoI to
address high maternal mortality rate;
low female labor force participation
and high gender wage gap; low lev-
els of women’s participation in public
decision-making processes; and legal
restrictions that discriminate against
women.
To operationalize the CGAP strate-
gy, LSP, like the GoA, adopts a twin-
track approach, which supports: (1)
projects that directly address gender
inequalities; and (2) projects that in-
tegrate gender across all activities.
In terms of gender specific programs,
the LSP Generasi supported the GoI
to address and improve low rates of
service utilization among pregnant
women and new mothers in Genera-
si’s target areas. LSP also integrated
gender and social inclusion across all
its programs and activities by:
•Undertaking gender specific
analyses, such as the Sentinel Vil-
lage Study and BKN Civil Service
Analysis;
•Ensuring strengthened gender
equality and more inclusive ele-
ments are incorporated into gov-
ernment and other development
partners’ activities and regulations,
including Permendagri LKD and
LAD;
•Ensuringadequaterepresentationof
women in training, such as Gener-
asi Facilitator Refresher Training and
teacher training in the ECED pilot
project where 98 percent of partic-
ipants were women.
LSP’s more detailed contributions to
gender equality and social inclusion
are outlined in Chapter 7.
35 The GoI’s 2018 Macroeconomic Fiscal Framework is available at: http://fiskal.depkeu.go.id/data/doc-ument/kem/2018/kem_ppkf_2018/files/kem_ppkf_2018.pdf. In the GoI’s 2018 Macroeconomic Fiscal Framework, see Box 5 for a reference to gender-based budgeting. 36 Generasi supported dietary supplements for pregnant women, assisted births in facilities, improved access to pre-natal and post-natal care and transportation to assisted birth facilities37 World Bank, 2017, Generasi Implementation Status and Results Report, 2017, http://documents.world-bank.org/curated/en/824701514430057516/pdf/Disclosable-Version-of-the-ISR-ID-TF-HEALTHY-AND-BRIGHT-GENERATION-GENERASI-P132585-Sequence-No-09.pdf
44
38 https://localsolutionstopoverty.org/news/participation-ngada.html
participation in village-level decision-making.38 The study revealed that women
are less likely to attend village- and hamlet-level meetings than men. The study
also found that both male and female village activists frequent and are engaged
in discussions in MusDes and MusDus. The findings also found that female
village activists were almost as engaged as their male counterparts during
meetings, indicating that they could potentially help air the voices of their fellow
female villagers.
6. recognizing children with special needs: As part of the ECED pilot project, the
training materials, which were used to train over 15,000 ECED teachers, included
materials on inclusion of children with special needs. The module highlighted
the importance on recognizing children with special needs as early as possible,
as well as provided guidance on how to adjust the learning environment and to
seek support through referral systems.
7. Supporting the recognition of traditional customary institutions and more inclusive governance structures: LSP supported the DG Village Government
Oversight in MoHA, through facilitating various discussions and providing
policy and legal advice, to draft Permendagri LKD and LAD. The Permendagri
formally recognizes community and customary institutions and thus more
diverse and inclusive village governance arrangements. Through LSP’s support,
Permendagri on LKD and LAD also includes the strengthening of participation,
gender equality and transparency, which helps ensure that customary institutions
and governance structures better reflect the needs of communities.
CHAPTER SEVEN
45 CHAPTER EIGHT
08
Key Challenges, lessons learned & risks
chaPter 8.1
Key challenges and lessons learned
8.1.1 FragmenteD coorDination anD varieD LeveLS oF commitment among counterPartS
Coordination among LSP counterparts remained a key challenge in 2017. The
success of LSP and its programs relies on a high level of coordination and buy-
in across multiple actors and levels, including a range of GoI stakeholders at the
national and local levels, development partners and community actors. At the
national level, fragmented coordination and uneven levels of commitment limited
LSP’s progress in some activities. Policy inconsistences and delays in issuing
regulations; varying mandates, priorities and expectations; and a lack of clarity over
roles and responsibilities created program planning and implementation delays on
the ground. For example, improving sub-national government capacity to implement
the Village Law more effectively requires a high degree of coordination and buy-in
among multiple ministries. At the program level, coordination between the provincial
and district levels was also a challenge. For example, in some Generasi locations the
lack of a strong coordination mechanism resulted in siloed intervention approaches
for planning, implementation, and monitoring and information management
processes, which constrained the delivery and effectiveness of the program.
During 2017, LSP prioritized promoting greater coordination at both the Facility
and program levels. During the reporting period, LSP established a new Steering
Committee with strong leadership from four Director Generals (DG) in Bappenas (DG
Population and Employment, DG Human Development, DG Developing Financing,
and DG Regional Development and Autonomy) and technical working groups
with key GoI stakeholders. These new streamlined governance arrangements are
expected to improve coordination, especially at the national level. The World Bank
is also trying to improve horizontal coordination across government ministries at
the national level on national development priorities, such as stunting and early
childhood education. For example, the new Program for Results (PforR) for INEY
Operation will help the GoI implement its National Action Plan to address stunting,
bringing together multiple government agencies at every level to deliver multiple
sector inventions to reduce stunting. The PforR will also support a national
coordination platform that LSP can utilize to further increase the effectiveness of
its service delivery portfolio. The VIP, by utilizing LSP as a coordinating mechanism,
was also successful in facilitating greater interaction between MoV and Bappenas on Village Law Implementation.
46
Key Challenges, lessons learned & risks
8.1.2 Partner in human reSourcing anD caPacity BuiLDing
Given that LSP works with multiple stakeholders and partners to implement its pro-
grams, the capacity and resources of those partners affect the effectiveness of LSP
activities. In 2017, delays in appointing key civil servant appointments, and limited
capacity and resources of local partners to implement or scale up LSP-supported
activities or recommended actions created delays and challenges. Furthermore,
while the success of LSP-supported activities and pilot projects generated increas-
ing demand from communities and local partners to expand them, it also created
additional strains on existing local resources, creating bottlenecks in scaling up
and expanding quality programs. One example of this was seen in the ECED pilot
project, where demand for training outstripped MoEC’s ability to train and deploy
sub-district ECED teacher trainers.
In 2017, LSP focused on building capacity of its counterparts and partners to enable
them to sustain LSP-supported activities, financing and structures beyond the life of
the programs. For example, LSP dedicated surge capacity for VIP implementation
and to support the Bappenas stunting boot camps. Where possible, LSP leverages
local partner resources to support and maximize capacity building activities. KIAT
Guru provided capacity building for national and district government officials, as well
as community members and village cadres, so that by the end of the pilot program,
these stakeholders have improved capacity to sustain the activities independently.
In addition, KIAT Guru received funding from the Research in Improving Systems in
Education (RISE) and leveraged SMERU capacity to deliver the endline survey.
chaPter 8.2
risksAs part of LSP’s monitoring, the Facility
regularly tracks risks for all activities
and programs, and provide semi-an-
nual updates to DFAT. In 2017, 111 risks
were recorded in LSP’s Activity Tracker
Tool. Of those risks, 27 percent were
medium risk, 73 percent low, and none
were high. The main risks recorded
include:
• Coordinationamongcounterparts
and development partners/programs
(29 percent);
• Humanresourcingandcapacityof
GoI counterparts and partners (14
percent);
• Alignmentwithgovernmentpriorities
(7 percent); and
• Others,suchasunexpectedbudget
constraints, quality of data and pro-
curement issues (50 percent).
KEY CHALLENGES, LESSONS LEARNED & RISKS
47 CHAPTER EIGHT
iDentiFieD riSK LiKeLihooD conSeQuence
mitigation Strategy
alignment with government priorities: Government
priorities continue to change
overtime. If LSP does not re-
main responsive and evolve
in line with the GoI and the
GoA priorities there is a risk
that the Facility will not be
relevant.
Rare Medium/High LSP activities are aligned with RPJMN 2015–2019. To
maintain relevance and alignment with government
priorities, LSP continues to actively engage with the GoI
and the GoA, the major donor to the MDTF, through var-
ious mechanisms, including the LSP Steering Committee
and Technical Working Groups (see Box 1 Relevance for
further details). Given the upcoming elections, and the
heightened risks associated with changing government
priorities, LSP has programmed almost all of its uncom-
mitted resources in 2017 and accelerated preparation
for its new major initiatives, including INEY, while engag-
ing key stakeholders at the highest levels of govern-
ment to lock in implementation modalities and securing
key decisions affecting the portfolio.
coordination among counterparts and develop-ment partners/programs:
Coordination issues amongst
the LSP Facility counterparts
could potentially prevent LSP
Facility from capitalizing on
counterparts’ synergies and
collaboration.
Possible Medium Coordination remains a key challenge and risk for LSP.
To manage this risk, LSP prioritizes promoting greater
coordination at both the Facility and program level (see
Chapter 8.1.1 for more detailed management responses).
human resourcing and capacity: Human resourcing
and capacity of partners in
GoI and elsewhere can affect
the effectiveness of LSP.
Possible Medium As highlighted above, the capacity of Facility partners is
one of LSP’s main concerns. LSP is facilitating capacity
building of counterparts with training, missions, seminars
and knowledge transfers from the experts (see Chapter
8.1.2 for further details).
48FUTURE DIRECTIONS
09Going forward, LSP will focus on promoting greater sustainability of the policy framework, institutions and systems that guide village development and basic service delivery so that these programs continue to bear fruit long after LSP’s projects have ended.
With LSP’s MDTF expected to close in June 2020, the Facility is ramping up efforts
to help sustain LSP-supported GoI activities, financing and structures beyond June
2020, including through building the capacity of GoI counterparts and partners, and
communicating and institutionalizing LSP lessons learned and good practices in GoI
systems and programs (see Annex 3 for an update on LSP’s 2017 planned vs. actual
activities).
In 2018, key LSP priorities include:
● improving the effectiveness of village Law for village development and pov-erty reduction. LSP will focus on:
⊲ Continuing to shift the allocation of Dana Desa to poor villages that need it the
most;39
⊲ Driving village spending toward more pro-poor, productive investments and
services; and strengthening participation, inclusion and transparency across
the village development cycle;
⊲ Piloting a “public, private and people partnership” (P4) model of local econom-
ic development (LED) that empowers village farm and non-farm entrepreneurs
to aggregate and form productive alliances, using Dana Desa for productive
investments and empowering female entrepreneurs;
⊲ Accelerating reforms to enable reliable reporting on village spending and out-
puts;
⊲ Mobilizing districts to play a greater role in village capacity building and over-
sight;
⊲ Supporting coordination and key agencies responsible for implementing the
Village Law;
⊲ Prioritizing, testing and scaling up innovation reforms, through the VIP, to iden-
tify and generate solutions to local development and service delivery chal-
lenges;
⊲ Developing a platform to manage innovation capture and building systematic
organizational knowledge sharing to ensure greater sustainability and uptake
of approaches that optimize village spending; and
⊲ Testing alternative models and sources for facilitation to help deliver more
sustainable and demand-driven facilitation support to villages.
Future Directions
39 Given that the Dana Desa Allocation is reviewed annually and the Dana Desa allocation is expected to increase, LSP will continue to work with the GoI and advocate for continuous formula refinements that improve the pro-poor impact of Dana Desa. In 2018, LSP will continue to strengthen GoI’s capac-ity to assess the impact of the formula on poverty, inequality, and different types of villages (small, large, Java and non-Java villages).
49
● improving basic service delivery performance for better human development outcomes. LSP will focus on:
⊲ Informing potential KIAT Guru scale-ups through provid-
ing evidence-based policy recommendations (from KIAT
Guru’s IE) to MoEC about performance-based incen-
tives and mechanisms to improve teacher service per-
formance, and to MoV about community participation in
monitoring basic service delivery;
⊲ Completing the ongoing ECED evaluation and using the
results to inform GoI, including LGs outside of the pilot
areas, about opportunities and methodologies to in-
crease the availability of more qualified early childhood
education teachers;
⊲ Integrating health and education spending into village
budgets to improve villages’ use of Dana Desa for
health and education services in Generasi locations,
and working with MoV to disseminate and apply lessons
from the Generasi-Village Law integration beyond Gen-
erasi locations;
⊲ Providing operational, coordination, policy and techni-
cal support to help the GoI implement its National Action
Plan to reduce stunting;
⊲ Supporting, in line with the National Action Plan, the
rollout and implementation of the HDW pilot project in
3,105 villages across 31 stunting priority districts to help
promote, incentivize and converge multi-sectoral village
efforts to reduce stunting; and
⊲ Preparing the new GoI requested INEY Operation to
support the Presidential Action Plan to reduce stunting.
● Producing high quality analytical work to inform goi policy, particularly with regards to village develop-ment, poverty reduction, basic service delivery and gender equality. LSP will focus on:
⊲ Leveraging information from the ongoing Sentinel
Villages Study to inform policy and regulations to en-
hance the impact of Village Law implementation;
⊲ Providing capacity to MoV for village data management
and analysis and infrastructure data collection;
⊲ Preparing a baseline line survey for the LED pilot
project and complementary qualitative assessments
focused on the pilot project’s three core design ele-
ments: the public, private and people partnerships, the
village partnership investments, and the inclusion of
women and market groups;
⊲ Disseminating the results of the Generasi IE to policy
makers and development practitioners to inform ser-
vice delivery interventions, particularly in the health
and education sectors;
⊲ Implementing the KIAT Guru IE and ECED process
evaluation to generate evidence on the impact of
community monitoring, performance-based incentives
and villages’ involvement in service provision on ser-
vice delivery outcomes in Indonesia to inform poten-
tial scale-up projects and other operations across the
country;
⊲ Providing analysis of BKN data to the GoI to inform civil
servant reforms related to merit-based and transparent
promotions across Indonesia; and
⊲ Working with Bappenas to conduct a study to analyze
factors that contribute to an enabling environment
for sustainable livelihoods (including roles/concepts
of “keperantaraan” (partnership/linkages with mar-
ket and technical experts) to inform inputs for RPJMN
2020-2024.
CHAPTER NINE
50ANNEXES
Annexes
Annex 1: theory of Change 2017BOARDERGOALS
END OFFACILITYOUTCOMES
PRINCIPLES
INTERMEDIATEOUTCOMES
Enabling citizens, villages, local governments as well as the private sector to identify and implement local solutions to reduce poverty and inequality in Indonesia
Improved pro poor, inclusive, community driven, and impactful local development at village level
L I N E O F C O N T R I B U T I O N
L I N E O F C O N T R I B U T I O N
Local governments become more responsive & inclusive
• Strengthened local framework and system to improve governance and downward accountability to communities
• Communities have more e�ective and structured participation at village-level
• Local governments have development plans and budget that better reflect community needs, including women and poor people
• Beneficiaries experience increased equity of access to services
• Beneficiaries increasingly utilize services
• Beneficiaries have improved quality of education and health services
• Strengthened national framework and systems for tracking village finances and outputs
• Pilot villages demonstrate finance allocation that is equitable, needs based and pro-poor
• Village communities and government have improved capacity to manage increased finances
• Data-driven planning and budgeting at local level is strengthened
Beneficiaries receive improved basic service delivery
National & Local Governments better use fiscal resources
Governmentpartnership and
ownership
Communityengagement and
accountability
Evidence-based
Inclusive andbottom-up process
Integrity
1 2 3
IMMEDIATEOUTCOMES
• Communities increasingly involved in village development process (plan, budget, implementation and M&E) including women & poor people
• Good practices, lessons and challenges are shared among villagers
• District & village government are more capable to manage village development process (planning, budgeting, implementation, M&E)
• Villagers have increased awareness of village develop-ment plans and budget
• Villages with quality technical implementation plans
• Beneficiaries have improved access to health services in targeted areas
• Beneficiaries are utilizing more health services in targeted areas
• Nutrition services are improved in target areas
• Local governments expand relevant stunting prevention and mitigation programs in targeted areas
• Teachers from rural/remote areas are better trained in target areas
• Beneficiaries have improved access to trained teachers from rual/remote areas
• Teachers attendance and service performance increases in target areas
• National government establishes regulation on more pro-poor Dana Desa allocation
• Improved national and district government capacity support for villages to use funds e�ectively (plan, budget, implemet, report, oversee)
• Targeted villages have better village fund allocation that meet community’s needs
• Pilot districts and villages increasingly use data for planning, budgeting and M&E
• National & local governments e�ectively disperse special teachers allowances
• Beneficiaries are increasingly satisfied that village plans and investments meet their need and development priorities
PROGRAMACTIVITIES
• Data for Results• Early Childhood Education and
Development• Generasi• KIAT Guru• MELAYANI• Village Law PASA
• Early Childhood Education and Development
• Generasi• Investing in Nutrition and Early
Years• KIAT Guru• Village Innovation Program
• Data for Results• Early Childhood Education and
Development• Generasi• Investing in Nutrition and Early
Years• KIAT Guru• Local Economic Development• MELAYANI• Village Law PASA
RISKS
Coordination among counterparts and
developmentpartners / programs
Knowledge sharing platform andmechanism
Human resourcingand capacity
Alignment withgovernment
priorities
51
Annex 2: Financial overviewPLeDgeS anD contriButionS
As of December 31, 2017, donors have pledged US$354 million and paid in US$351 million to the MDTF.
taBLe 1
Pledges and contributions from 2008 to 2017year cumuLative PLeDge (uS$) cumuLative PaiD-in (uS$)
2008 58,624,324 22,952,786
2009 67,391,804 40,758,459
2010 91,192,810 66,405,643
2011 125,279,210 117,980,136
2012 211,601,860 169,577,336
2013 343,203,780 270,775,798
2014 359,605,550 298,071,701
2015 359,605,550 310,171,661
201640 354,205,520 334,309,354
2017 354,205,520 350,976,945
40 The Netherlands pledged US$37 million but only contributed US$32 million before withdrawing from the MDTF.
ANNEXES
52
41 This amount excludes the administration fee of 1 percent, which was deducted by the World Bank headquarters from the donors’ paid-in contribution. As of December 31, 2017, the total administration fee was US$3,509,769.
69%24%
7%
Government NGO WB
Figure 7
share of funds contributed to lsP in 2017
ANNEXES
taBLe 2
Financial status summaryDeScriPtion
contributions Pledged received
LSP - MDTF (TF070967) 354,205,520 350,976,945
Government of Netherlands (exited out of the MDTF on June 30, 2013) 31,899,970 31,899,970
Government of Australia 203,161,050 203,161,050
Government of Denmark (exited out of the MDTF on June 30, 2014) 15,120,164 15,120,164
Government of United Kingdom (exited out of the MDTF on June 30, 2013) 7,934,430 7,934,430
European Union (exited out of the MDTF on June 30, 2014) 6,604,906 6,604,906
Millennium Challenge Account-Indonesia 89,485,000 86,256,425
Investment Income 3,373,326
Transfer to other funds (PAMSIMAS) (10,377,650)
Other receipts 3,595
Total Contributions, Investment Income, Transfer to other funds and Other Receipts 354,205,520 343,976,209
approved Projects approved Disbursed
Executed by
Government of Indonesia 222,381,615 216,635,747
Non-Governmental Organization 22,314,103 20,631,846
World Bank 77,135,185 69,475,777
Total Approved Project 321,830,902 306,743,370
Administrative Cost Recovery
Program Management and Overheads 13,805,573 8,604,261
Admin Fee (1% of Contributions) 3,509,769 3,509,769
Total Administrative Cost Recovery 17,315,342 12,114,030
Grand Total Approved Project and Administrative Cost Recovery 339,146,245 318,857,400
EXECUTION
Funds are executed by the GoI, NGOs, and the World Bank.
A major of the funds, 69 percent, are executed by the GoI,
followed by the World Bank, and NGOs.
DISBURSEMENT
As of the end of 2017, the MDTF had cumulatively disbursed a
total of US$315 million.41 In 2017, the MDTF disbursed US$29
million.
Figure 8
MDtF Disbursement HistoryTOTAL DISBURSEMENT (US$ MILLION)
2008
1.8 8.536.2
80.5
125.8
181.2
222.2
252.7
286.2
315.3
2009 2010 2011 2012 2013 2014 2015 2016 2017
53
taBLe 3
Program expenditures by executing Agency (us$)GOVERNMENT OF INDONESIA (GoI)
APPROVED ACTIVITY CLOSING
DATE
STATUS GRANT AMOUNT
(US$)
DISBURSEMENT
2017 (US$)
CUMULATIVE
DISBURSEMENT AS OF
DEC 31, 2017 (US$)
National Program for Commu-
nity Empowerment in Rural
Areas Healthy and Bright
Generation (Generasi Sehat
Cerdas)
31 Dec 18 Active 121,772,086 17,076,000 116,026,218
Settlement Rehabilitation
and Reconstruction Project
(Rekompak)
31 Dec 13 Closed 399,645 - 399,645
PNPM Urban III - Disaster
Management Support
31 Dec 12 Closed 1,344,209 - 1,344,209
ID-TF PNPM Generasi (Com-
munity CCT) Scale-Up
31 Dec 14 Closed 67,236,714 - 67,236,714
Cofinancing Grant to PNPM
for Decentralized Manage-
ment of Natural Resources
and Renewable Energy
31 Dec 12 Closed 30,682,561 - 30,682,561
Integrated Management Infor-
mation System (MIS) for PNPM
Mandiri - SIMPADU (Phase 2)
Project
30 Nov 14 Closed 946,381 - 946,381
PNPM Village Training Pro-
gram Project
31 Dec 15 Closed 20 - 20
TOTAL 222,381,615 17,076,000 216,635,747
NGO
APPROVED ACTIVITY CLOSING
DATE
STATUS GRANT AMOUNT
(US$)
DISBURSEMENT
2017 (US$)
CUMULATIVE
DISBURSEMENT AS OF
DEC 31, 2017 (US$)
KIAT Guru Implementation 29 Jun 18 Active 4,987,000 2,444,471 3,304,743
PNPM - Pro-Poor Planning,
Budgeting and Monitoring
(P3BM)
30 Jun 15 Closed 1,664,643 - 1,664,643
Barefoot Engineers Training III
Project
31 Dec 14 Closed 3,928,871 - 3,928,871
PNPM GREEN Awareness
Raising Project in Sumatera
30 Jun 13 Closed 265,000 - 265,000
ID-TF PNPM Community Facili-
tator Development Program
31 May 10 Closed 945,000 - 945,000
Support Facility for the National
Program for Community De-
velopment/Program Nasional
Pemberdayaan Masyarakat
(PNPM), Environmental Pilot
Project - 'Green' PNPM
31 Dec 12 Closed 2,295,400 - 2,295,400
ANNEXES
54
ID-TF PNPM Peduli Executing
Organization: Association for
Community Empowerment
31 Dec 13 Closed 2,365,047 - 2,365,047
PNPM Peduli Executing Orga-
nization: Lakpesdam Project
30 Nov 14 Closed 2,028,063 - 2,028,063
ID-TF PNPM Peduli Executing
Organization: Kemitraan
30 Nov 14 Closed 3,835,078 - 3,835,078
TOTAL 22,314,103 2,444,471 20,631,846
WORLD BANk
APPROVED ACTIVITY CLOSING
DATE
STATUS GRANT AMOUNT
(US$)
DISBURSEMENT
2017 (US$)
CUMULATIVE
DISBURSEMENT AS OF
DEC 31, 2017 (US$)
ID-TF VIP Supervision and
Monitoring
30 Apr 19 Active 8,796,270 792,546 8,455,181
ID-TF M&E and Special Studies 31 Dec 19 Active 12,841,000 329,877 11,962,535
ID-TF Generasi Sehat Cerdas
(Community CCT) Pilot Program
30 Jun 18 Active 8,164,899 895,700 7,492,800
KIAT Guru Supervision and
Monitoring
30 Jun 19 Active 315,000 103,132 183,872
KIAT Guru - Improving Teacher
Performance and Accountability
31 Dec 19 Active 785,000 671,994 746,719
Development Challenge
Nudges & Community-based
Nudges42
28 Feb 18 Active 1,555,820 529,795 552,843
Village Law PASA - Gover-
nance Sub-tasks
31 Dec 18 Active 1,700,000 476,531 920,976
Village Law PASA Program 31 Mar 20 Active 4,150,000 1,242,291 3,296,792
Enhancing Technical Skills for
Poverty Analysis42
31 Dec 19 Active 300,000 47,767 49,770
Indonesia Urban Poverty
Assessment42
31 Dec 19 Active 907,230 336,944 398,411
Impact Evaluation of PNPM
Generasi
31 May 18 Active 2,018,194 901,412 1,828,273
M&E and Accountability Tools/
Diagnostics
31 Dec 19 Active 300,000 88,031 88,031
Collaborative District Problem
Solving
28 Feb 19 Active 400,000 272,613 335,696
Improving Data to Deliver
Results in Service Delivery
31 Dec 19 Active 750,000 62,614 63,644
Youth & Female Unemploy-
ment in Indonesia42
31 Dec 19 Active 246,236 129,514 140,243
TABLE 2 - NGO (CONTINUED)
42 There are four bank executed trust funds that are managed under the Partnership for Knowledge-based Poverty Reduction (PKPR) including (i) Development Challenge Nudges & Community-based nudges; (ii) Enhancing Technical Skills for Poverty Analysis; (iii) Indonesia Urban Poverty Assessment; and (iv) Youth and Female Unemployment in Indonesia. These projects are reported under PKPR
ANNEXES
APPROVED ACTIVITY CLOSING
DATE
STATUS GRANT AMOUNT
(US$)
DISBURSEMENT
2017 (US$)
CUMULATIVE
DISBURSEMENT AS OF
DEC 31, 2017 (US$)
55
ECED Frontline - Training En-
hancement and Dissemination
30 Jun 18 Active 1,650,000 796,682 1,372,370
ECED Frontline - Evaluation 31-Dec-19 Active 1,200,000 532,087 532,087
Susenas Consumption Exper-
iment
31 Dec 16 Closed 137,459 - 137,459
ID-TF PNPM Communication
Strategy
24 Nov 15 Closed 4,317,811 - 4,317,811
Village Training Program 31 Dec 15 Closed 393,621 - 393,621
National Program for Com-
munity Empowerment (PNPM)
Field Operations
31 Mar 15 Closed 4,099,916 - 4,099,916
ID-TF PNPM Supervision and
Monitoring (Urban)
31 Dec 12 Closed 788,030 - 788,030
Training of Local Auditor (Ins-
pektorat Kota/Kabupaten) in
PNPM Mandiri Perkotaan
31 Oct 11 Closed 288,031 - 288,031
Barefoot Engineers Training III 31 Dec 14 Closed 68,032 - 68,032
Technical Assistance and Sup-
port to Bappenas and Kemen-
ko Kesra (Pokja Pengendali
PNPM Mandiri)
31 Mar 15 Closed 2,987,615 - 2,987,615
ID-TF PNPM WINDOW 3
PHASE I
31 Aug 11 Closed 166,816 - 166,816
National Program for Com-
munity Empowerment (PNPM)
Window 3 - PNPM Peduli
Phase II
31 Dec 15 Closed 1,458,948 - 1,458,948
PNPM Disabled Persons
Organisations Window Program
31 Dec 15 Closed 576,640 - 576,640
ID-TF Local Government
Capacity Development
30 Jun 13 Closed 1,717,026 - 1,717,026
Delivering Poverty Services to
Poor Communities
30 Jun 12 Closed 765,257 - 765,257
PNPM Mandiri Revolving Loan
Fund (RLF) Capacity-Building
and Sustainability Project
30 Apr 15 Closed 9,926,775 - 9,926,775
Indonesia Urban Poverty
Analysis, Program Review and
PNPM-Urban Evaluation
28 Feb 13 Closed 633,374 - 633,374
Co-financing Grant to PNPM
for Decentralized Manage-
ment of Natural Resources
and Renewable Energy
30 Dec 13 Closed 730,400 - 730,400
PNPM: Poverty Engagement,
Knowledge and Action
30 Jul 12 Closed 1,999,785 - 1,999,785
TOTAL 77,135,184 8,209,528 69,475,778
TABLE 02 - WORLD BANK (CONTINUED)
APPROVED ACTIVITY CLOSING
DATE
STATUS GRANT AMOUNT
(US$)
DISBURSEMENT
2017 (US$)
CUMULATIVE
DISBURSEMENT AS OF
DEC 31, 2017 (US$)
ANNEXES
56
Annex 3: Activity Implementation summary (Planned vs Actual Activities) PRO-GRAM
ACTIVITY SUB ACTIVITY PLANNED OUTPUT/TARGET
CURRENT PROGRESS
PROGRESS STATUS
ECED Community participation in planning and orga-nizing training for ECED teachers.
Villages nominate ECED teachers in training package, UPKs organize training according to manual issued by MoV (2017).
2,674 villages from 25 districts nominated 3 participants and verified by Camat, UPKs organize training.
Fully met. All villages nominated three ECED teachers. Exceeded. 7,991 village teachers participate in training package in 2017.
Completed
Process evaluation on implementation of train-ing using district-based community-focused system.
Regular district monitor-ing and TA during the preparation and imple-mentation of training.
Bottlenecks and good practices are identified.
Bottlenecks from 2016 implementation are identified and used to improve 2017 implemen-tation.
Completed
Case studies on sustain-ability and scalability.
Case study in six districts. Report on likelihood of sustainability and scalability.
Three case studies have been completed with three more still in process.
Ongoing
Develop training mech-anism that links Com-munity Training Fund (demand), district trainers and training modules from MoEC.
Conduct District Assess-ment and provide TA to link district training stakeholders.
District-based commu-nity-focused training system is established in 25 districts.
All target teachers are trained using district based community-focus training system in 2017.
Completed
Develop enhanced train-ing resources adapted to village context and introduce them to 25 districts.
Enhanced training materials introduced to trainers from remaining 15 districts in 2017.
Enhanced training ma-terials is used by all 25 district trainers in training ECED village teachers (2017).
Enhanced resources are used in 25 districts.
Completed
Develop training mech-anism that links Com-munity Training Fund (demand), district trainers and training modules from MoEC.
Conduct district assess-ment and provide TA to link district training stakeholders.
District-based community focused training system is established in 25 districts.
All target teachers are trained using district-based commu-nity-focused training system in 2017.
Completed
Generasi Continue to support Generasi community grants for: 1) sub-proj-ect activities in 3 new provinces, 2) community capacity building
Sub-project activities on mother-child health and primary education.
1) All Generasi villages achieve minimum target health and education indicators, 2) Project Development Objec-tive/Result framework achieved.
The new 2017 monitor-ing indicators will be measured in November 2017 (6 months) and May 2018 (12 months) after Generasi concept for 2018 changed.
Ongoing
Community capacity building on integration Generasi and implemen-tation of the Village Law.
1) All generasi villages (government and com-munity) trained about integration Generasi im-plementation with village law, 2) Villages allocated health and education on village budget (APBDes).
Report for integration in NTB with 411 data sample of APBDes 2016-17.
Tracking AAPBDes 2016-2017 for all Generasi Area collected 4,277 vil-lages sample from a total of 5,789 villages.
Completed
ANNEXES
57
ANNEX 3 (CONTINUED)
PRO-GRAM
ACTIVITY SUB ACTIVITY PLANNED OUTPUT/TARGET
CURRENT PROGRESS
PROGRESS STATUS
Generasi Continue to support the provision of district and sub-district facilitators including operational support.
Training for Generasi village actors
All Generasi facilitators given refresher training.
All 38,314 (51% female and 49% male) Generasi village actors (local facili-tators, village officer, and health and education cadres) in 11 provinces were trained, together with the training for 564 Posyandu staff.
Completed
Facilitation on prepara-tion of district policy.
All Generasi district loca-tions support and make regulations to allocated health and education activities from village budget (APBDes).
In 2017, eight regulations produced to support health and education.
Completed
Data collection of Gener-asi monitoring indicators and tracking of APBDes spending on health and education.
1) Generasi data monitor-ing/PDO completed and submit from all villages, 2) all facilitators submit data on tracking APBDes spending on health and education.
1) Tracking APBDes collected 4,277 village samples from a total of 5,789 villages; and 2) PDO 97% will be uses in ISR December 2017.
Completed
Provision of the national and provincial project consultant and technical assistants. Training pack-age for facilitators and printing-publication.
Complaints-handling system (CHS).
All Generasi locations reported on the com-plaints-handling system (CHS).
1) As at September 2017, Complaint recorded in system: 205 complaints, 183 solved.
Completed
Internal audit. 1) Achieve minimum target for internal audit by consultants and facilitators, 2) target 66 district, 499 sub-districts, and 2,034 village audits.
As at September 2017, 277 sub districts, 463 villages had undergone internal audits (by consul-tants and facilitators).
Completed
Village Innovation Festival
Activity completed Completed
Generasi extension for 2018
Concept design for Gen-erasi's extension in 2018.
Final concept note design for Generasi’s extension in 2018.
Activity completed Completed
KIAT Guru
Relevant GoI regulations issued.
Relevant GoI regulations issued.
Issuance of relevant GoI regulations at national, district, and village levels to enable implemen-tation of community empowerment and pay for performance mech-anisms. Key regulations include: MoU between MoEC and Head of Dis-trict of pilot districts, tech-nical guidelines, Head of District regulations, Head of Education Department decree, Head of Village decree.
All relevant GoI regula-tions for 2017 had been issued by April 2017. These regulations need to be extended for 2018. National Coordination Team (a.k.a. KIAT Guru Steering Committee) and five district governments have agreed to extend the regulations for 2018. Formal letters have been sent, which will trigger the process.
Ongoing
ANNEXES
58
ANNEX 3 (CONTINUED)
ANNEXES
PRO-GRAM
ACTIVITY SUB ACTIVITY PLANNED OUTPUT/TARGET
CURRENT PROGRESS
PROGRESS STATUS
KIAT Guru
Training and on-the-job capacity development for village cadre and school-user committee members to hold teach-ers accountable.
Training and on-the-job capacity development for village cadre and school-user committee members to hold teach-ers accountable.
Number of village cadre and school-user com-mittee members able to hold teachers account-able.
On-going training and on-the-job capacity development for village cadre and school-user committee members to hold teachers account-able.
Ongoing
There were 2,030 persons in total as at December 2017.
On-going technical in-puts and implementation supports to the imple-menting agency.
On-going technical in-puts and implementation supports to the imple-menting agency.
Quality assurance of work plan, implementa-tion (including fiduciary), and report.
Work program and implementation reports through to Septem-ber 2017 have been approved by the national government, to be disseminated to district governments.
Ongoing
Community score card agreed.
Community score card agreed.
Community score card agreed by provider groups (teacher and prin-cipals) and user groups (parents and community representatives).,
This phase has been completed in all partici-pating villages per end of September 2017.
Completed
Tunjangan Khusus (TK) allowance for teachers assigned to PPM models are paid according to KIAT Guru formula.
Tunjangan Khusus allowance for teachers assigned to PPM models are paid according to KIAT Guru formula
Tunjangan Khusus for teachers in Treatment Group 1 are paid based on teacher presence, and in Treatment Group 2 are paid based on teacher service perfor-mance.
The first quarterly pay-ment has been made in July 2017. The rest of the payments will be conducted in October and December 2017, and April and July 2018. Sec-ond quarterly payment is at 94% as at November 2017.
Ongoing
Meetings and workshops to draft regulations, strengthen capacity and understanding of the KIAT Guru mechanisms, and ownership by GoI officials.
Meetings and workshops to draft regulations, strengthen capacity and understanding of the KIAT Guru mechanisms, and ownership by GoI officials.
Number of GoI officials involved in project imple-mentation.
On-going meetings and workshops to strengthen capacity, and understanding of the KIAT Guru mechanisms, and ownership by GoI officials.
Ongoing
There were 447 persons in total as at December 2017.
On-going technical inputs to the national government officials.
On-going technical inputs to the national government officials.
Intervention design and project sustainability approved by the GoI.
Intervention design has been approved, on-go-ing discussion on project sustainability.
Ongoing
59
ANNEX 3 (CONTINUED)
KIAT Guru
Village monthly meetings conducted
Village monthly meetings conducted
School-user commit-tees present evalua-tion scores along with supporting evidence to provider groups, village government repre-sentatives, and wider communities
All participating schools conducted month-ly meetings, by end January 2018. Going forward, meetings will be facilitated by village cadres. The roles of project facilitators will switch to strengthening institutionalization and sustainability of activities by local stakeholders. Only 25% conducted by end of November
Ongoing
There were 1,752 meetings as at Decem-ber 2017. The figure is expected to increase, as 57 schools deferred their December 2017 meeting to January 2018.
End-of-semester village meetings conducted.
End-of-semester village meetings conducted.
Meeting at the end of school semester to evaluate service agree-ments, community score cards, and school-user committees.
This meeting has been conducted in 173 schools, with plan to complete it in all 203 schools by the end of December 2018. Going forward, village cadres will be trained by project facilitators so that they can independently facili-tate evaluation meetings.
Ongoing
There were 187 meetings in total as of December 2017.
Melayani Development of project methodology, structure and implementation design.
Prepare methodology paper, consultation with GoI counterparts, devel-op project manual.
Methodology paper and project manual.
Completed. Completed
Selection of locations. Consultations with other development partners.
Shortlist of potential loca-tions, location assess-ment reports.
Locations shortlisted and selected.
Completed
Hiring of managing con-sultant and coaches.
Open bid procurement of managing consultant, interviews and selection of coaches.
Managing consultant contracted and coaches selected.
Managing consultant contracted, coaches contracted by managing consultant.
Completed
Coach training. Develop training curric-ulum and modules and provision of training.
Training modules and training delivered.
Training modules produced and training delivered.
Completed
Executive seminar for participating district gov-ernments.
Executive seminar for participating district gov-ernments.
Executive seminar deliv-ered.
Executive seminar attended by 40 partici-pants.
Completed
Collection of baseline data
Collection of baseline data
Baseline report Coaches in process of collecting baseline data
Ongoing
Identification of priority problems in service delivery.
Identification of priority problems in service delivery.
List of priority problems. Coaches in process of identifying district priority problems in service de-livery.
Completed
PRO-GRAM
ACTIVITY SUB ACTIVITY PLANNED OUTPUT/TARGET
CURRENT PROGRESS
PROGRESS STATUS
ANNEXES
60
ANNEX 3 (CONTINUED)
ANNEXES
Melayani Formation of prob-lem-solving team and problem analysis.
Formation of prob-lem-solving team and problem analysis.
District problem-solving team established and Problem analysis con-ducted
Coaches in early stage of identifying potential team members district priority problems in service delivery.
Ongoing
Village Law PASA
Regulatory framework for VFM
Revised Permendagri no. 113/2014
a. Input to finalize revised Permendagri no. 113/2014
(1) Provision of two technical consultants to support MoHA (DG Bina Pemdes) in the revision of Permendagri no. 113/2014 on VFM. The TA was used for two workshops and a series of in-depth consultations, and provided technical recommendations on the rationale and options for Permendagri no. 113/2014.
2) The World Bank team has provided inputs to Bina Pemdes, MoHA, on the revision of Per-mendagri no. 113/2014. The Bina Pemdes will take 90% of the input. MoHA included the team’s suggestion to a) separate econom-ic classification from “bidang” classification, b) change the financial report to a simpler form, and c) change the village balance sheet (Laporan Kekayaan Milik Desa) in the revision of Permend-agri no. 113/2014. Sug-gestions have also been discussed with local governments for input. It is expected that the revision of Permendagri no. 113/2014 will be more comprehensive than the current version.
Completed
b. Working Papers on Village Financial Man-agement
Preparation
c. TA Socialization of the revised Permendagri no. 113/2014:1. Tutorial/videographer (infographic)2. Pocket Book
Preparation
PRO-GRAM
ACTIVITY SUB ACTIVITY PLANNED OUTPUT/TARGET
CURRENT PROGRESS
PROGRESS STATUS
61
ANNEX 3 (CONTINUED)
Village Law PASA
Regulatory framework for VFM.
TA for harmonization and roll-out of BCS and COA.
TA report of harmoniza-tion and roll-out of BCS and COA.
Presentation and policy input on the need to re-view the village Budget Classification Structure and Chart of Accounts to make national statistical consolidation possible.
Completed
Disbursement Write-up on main find-ings of disbursement survey.
Findings report on dis-bursement survey.
DD disbursement monitoring completed and analysis report developed but the Write-up on main findings of disbursement survey is not finished
Note: Initial key findings include: a) Delayed but improving transfer of DD from RKUN and RKUD; b) Need to improve the capacity of districts in budgeting and monitor-ing realization of funds; and c) Lack of capacity of district/sub-district officials in evaluating DD realization reports.
Completed
Improved VL regulatory framework for village de-velopment for inclusion and participation.
TA for Permendagri on Village Community Institutions and Village Customary Institutions.
1. TA for Permendagri on Village Community Institutions and Village Customary Institutions.
WB task team provided technical assistance, advice to MoHA by con-ducting Panel Discussion to gather recommenda-tion and policy input for the Daftar Inventarisasi Masalah (DIM) or list of problems inventory, which was used as input for the draft regulation; conducted joint mission for capturing the facts/evidence from the field; Workshops, FGDs, Na-tional Public Consultation and Finalization Work-shop to gather input, pol-icy advice and direction for the development of the MoHA Regulation on Village Community Institutions and Custom-ary Institutions.
Completed
The Minister of MoHA is reviewing the regulation of Village Community Institutions and Village Customary Institutions
Delayed
2. Evidence based legislative drafting and Regulatory Impact Assessment Training for MoV and MoHA staff
Preparation
PRO-GRAM
ACTIVITY SUB ACTIVITY PLANNED OUTPUT/TARGET
CURRENT PROGRESS
PROGRESS STATUS
ANNEXES
62
ANNEX 3 (CONTINUED)
ANNEXES
Village Law PASA
3. Socialization and Guid-ance development/tem-plate of local regulation on LKD and LAD
Preparation
Improved VL Facilitation and Capacity Support
1. TA to do stocktaking and review status of inclusion and representa-tion of vulnerable groups in VL implementation (in village facilitation and capacity building).
TA Report on stocktak-ing and review status of inclusion and representa-tion of vulnerable groups in VL implementation.
Preparation
2. Review/evaluate and testing the use of nation-al module of technical supervisor of village government and BPD (in two provinces, four districts).
Evaluation Report on the use of national module of technical supervisor of village government and BPD (in two provinces, four districts).
Preparation
National and Sub-nation-al support to improve village capacity
1. Preparation to design TA and operational support for MoHA on capacity building and system strengthening.
Final report on design TA and operational support for MoHA on capacity building and system strengthening.
Preparation
Preparation2. Assessment of MoHA/LG support for village capacity
Assessment Report of MoHA/LG support for village capacity
Village public expendi-ture review (ViPER).
Complete ViPER analysis based on representative sample
ViPER analysis report and findings
The Bank has devel-oped a framework for a nationally representative sample and system to categorize, code, enter, analyze and report on village revenue expen-diture. The Bank has completed the data entry of 4,410 documents (planned APBDes 2015, revised APBDes 2015, Realization Report 2015 and planned APBDes 2016). The World Bank is still collecting docu-ments from 14 districts to complete a nationally representative sample. This will happen in partnership with Bina Pemdes, MoHA.
Ongoing
Policy note and pre-sentation, workshop, dissemination.
(1) Presentation to Directorate Financing and Transfer of Non-Fis-cal Balance, Director-ate General of Fiscal Balance, MOF on VIPER findings based on 3,200 APBDes.
Ongoing
(2) Planned sub-national workshop, with Bina Pemdes on ViPER.
PRO-GRAM
ACTIVITY SUB ACTIVITY PLANNED OUTPUT/TARGET
CURRENT PROGRESS
PROGRESS STATUS
63
ANNEX 3 (CONTINUED)
Village Law PASA
Costing of Village Infra-structure
Report on Costing of Village Infrastructure
This sub-activity will be implemented under ViPER.
Preparation
Build capacity of MoHA to undertake ViPER reviews.
MoHA capacity to undertake VIPER reviews improved
Presentation of ViPER undertaken at MoHA. Joint Binteks to be con-ducted with villages in November 2018.
Ongoing
Village Fund Allocation Pro-poor options for Dana Desa allocation shared DJPK.
Dana Desa allocation options produced and adopted.
DG Fiscal Balance, MoF and Parliament approved the revision to Dana Desa formula taking into account World Bank suggestions. From 90% basic allocation/10% formula to 77%/20% with 3% allocation for very lagging villages and underdeveloped villages that have a large number of poor people. Formula adjusted to more heavily weigh poor population.
Completed
Finalization of working papers on changes for a more equitable Dana Desa Allocation Formula.
Working papers on changes for a more equitable Dana DesaAl-location Formula.
As a follow up on theDana Desa 2018 formula, team is pre-paring working paper on changes for a more equitable Dana Desa Allocation formula.
Ongoing
Village governance activities
Village transparency and anti-corruption efforts
a. Mission reports a. Conducted spot checks in six provinces, 12 districts, 27 sub-dis-tricts and 64 villages with MoHA-Bina Pemdes, Mo-HA-IG, MoV- Directorate of Village Development and Village Community Empowerment, MoV-IG
Completed
b. Input to the revi-sion of Permendagri No.113/2014 and the Action Plan on Corrup-tion Prevention at the Village Level
b. Supported MoHA Bina Pemdes to con-duct workshops inviting related stakeholders to discuss and obtain input to formulate the design of mitigation mechanisms and handling deviations in the implementation of Village Budget.
Ongoing
South-South Knowledge Exchange for Indonesia (SSKE): "Village Gover-nance (including Social Accountability) and Inclu-sive Livelihood Model in India," New Delhi, West Bengal and Tamil Nadu (28 Jan - 04 Feb 2017).
Lesson learned, Back to Office Report (BTOR), Inputs for GoI policies/regulations/system.
1. Completed the SSKE India by inviting five ministries, two from local governments.
Completed
2. Have a half day work-shop follow-up on SSKE to gather inputs and lesson learned as well as action plan from each ministry.
PRO-GRAM
ACTIVITY SUB ACTIVITY PLANNED OUTPUT/TARGET
CURRENT PROGRESS
PROGRESS STATUS
ANNEXES
64
ANNEX 3 (CONTINUED)
ANNEXES
Village Law PASA
FGD on Monitoring and Oversight of Dana Desa.
Key points related to the legal basis of authority, the capacity of the DG of Bina Pemdes (particu-larly) and the MoHA in monitoring and oversight of Dana Desa to realize better Village Gover-nance (MoM/Minutes of Workshop).
FGD on Monitoring and Oversight of Dana Desa in relation to Village Law Implementation.
Completed
VFM systems support (Siskeudes and OM-SPAN)
TA to enhance Village Asset Management
Report on Village Asset Management
Preparation
TA to strengthen Village Financial and Output re-porting links to OMSPAN
TA Report Ongoing
TA to enhance Siskeudes application, curriculum, plan.
(1) Technical review note and recommendation note as a consolidation of findings from Sis-keudes. These outputs included options for vil-lage facilitators, sub-dis-trict officers and local champions to support implementation roll-out.
(2) Provided technical input for the training modules of FM and Siskeudes.
(3) Designing plan for the pilot of new release of Siskeudes applications in five districts.
Technical guidance on Siskeudes New Release application to several provinces to try out the Siskeudes New Release application based on PMK No. 50/2017. Joint with MoHA and BPKP to conduct a Bintek and try out of the Siskeudes New Release Update in two districts (Tegal and Magelang), as well as conduct joint mission with (MoHA, BPKP and MoF) to review the prog-ress of the implementa-tion of Siskeudes New Release tested in Tegal previously (M&E activity), as well as to review the interconnection between the Siskeudes and OM SPAN system.
Ongoing
VIP Project restructuring and VIP Preparation
Developed operation manual and SOPs to implement the project.
VIP Project Operation Manuals, SOP for Village Innovation Grants (VIG), SOP for Technical Ser-vice Provider (TSP), SOP Stakeholders relationship (HAP), Guidelines De-velopment Information System, SOP Activity Op-erational Funds (DOK).
MoV issued a Ministerial Decree on the Project Operation Manual and its technical guidelines, which was signed on September 8, 2017.
Completed
Finalization VIP training Modules
Finalization VIP training modules
First draft of acceleration and regular VIP training modules have been developed.
Ongoing
Village Innovation Exchange Pilot (Pi-lot Bursa Inovasi) in Magelang-Central Java
As a guideline to imple-ment Village Innovation Exchange in every dis-trict (video, manual).
Activity completed. Completed
PRO-GRAM
ACTIVITY SUB ACTIVITY PLANNED OUTPUT/TARGET
CURRENT PROGRESS
PROGRESS STATUS
65
ANNEX 3 (CONTINUED)
ANNEXES
VIP VIP launch. Soft launching of VIP has implemented in Decem-ber 2017 in Halmahera Utara
Activity completed. Completed
Village and Technical Ca-pacity Building--Technical Service Provider (TSP) (IBRD Loan)
TSP Mapping Mission, TSP Training in Needs Assessment. Workshop for finalizing modules and Grant Master Train-ers (GMT), TOT, Training.
List of TSPs in three areas: entrepreneurship, infrastructure and human development, about 2,604 TSPs will receive capacity-building training
Guidelines to conduct TSP training at the provincial level has been developed. The training for TSPs will only be de-livered in the next fiscal year, i.e., 2018.
Ongoing
Village Innovation Grant and Knowledge Sharing (IBRD Loan)
Providing learning documents.
Video and books on Innovation.
Activity completed. Completed
Implementation Support and Technical Assistance (IBRD Loan)
Developing training mod-ules for VIP (acceleration and regular) for P3MD facilitators (accelera-tion) and VIP facilitators (regular).
Training modules for VIP acceleration, training modules for VIP regular.
Completed. The modules have been distributed to the training participants at provincial and district levels.
Completed
VIP Grant Master Trainers (acceleration), VIP Training of trainers (acceleration), VIP accel-eration training for P3MD facilitators.
9 GMT and 25 MT are well trained and ready to train the trainers, 174 trainers are ready to train the P3MD facilitators, 1,736 P3MD facilitators are trained.
Completed. Completed
Recruitment and mobili-zation of VIP Consultant a district level
A total of 2,719 VIP facili-tators at central, province and district levels were recruited and mobilized.
95% of TA-VIP at the central level and 90% of TA-VIP at the provincial level are in place. Final TOR and recruitment guidelines for TA-VIP at districts was submitted by MoV for the Bank's No Objection Letter in October 2017.
Ongoing
Village and technical ca-pacity building --Village Data Management. (IBRD Loan)
Developing SOP and TOR.
SOP and TOR are avail-able.
Activity completed. Completed
Improvement on Village Development Informa-tion System (SIPD).
SIPD can provide information on village development.
Several discussions have been conducted with MoV. This activity is delayed due to recruit-ment of Data Officer and capacity Building to MoV Pusdatin Staff are not yet implemented
Delayed
VIP training monitoring at the provincial level (participants from P3MD facilitators)
VIP training monitoring at the provincial level (participants from P3MD facilitators)
BTOR Activity completed. Completed
Monitoring TSP training Monitoring TSP training BTOR SMO for monitoring TSP training needs to be developed
Preparation
Monitoring Village Inno-vation Exchange at the district level
BTOR BTOR of Bursa Inovasi Desa.
Activity completed. Completed
PRO-GRAM
ACTIVITY SUB ACTIVITY PLANNED OUTPUT/TARGET
CURRENT PROGRESS
PROGRESS STATUS
66
ANNEX 3 (CONTINUED)
ANNEXES
EVALUATIONS AND SPECIAL STUDIES
Generasi Generasi Impact Evaluations
Analysis of results Additional analysis using MIS data and APBdes.
Ongoing
Village Law PASA
Sentinel Villages Study Presentation of results (BBLs), case study 1: village fund utilization, case study; Facilitation, Workshop for prepara-tion of end line survey; Publications and dissem-inations; and end line data collection.
PPT, case study report, revised questionnaires, workplan, website and reports/papers, end line study report
Seven out of 8 pre-sentation delivered, 9 questionnaires revised, questionnaires tested in Kabupaten Bojone-goro, Website can be accessed: https://localso-lutionstopoverty.org
Ongoing
Analytics M&E and Accountability Tools (Civil Service Data Analysis)
Data analysis Analysis results Additional information is being collected to support the analysis.
Ongoing
VIP evaluation 1. Developing concept note/TOR
Concept note/TOR Draft of TOR has been done and consulted, finalization of TOR in January.
Ongoing
2. Developing question-naires
Questionnaires Some question has been tested in Kabupaten Bojonegoro.
Ongoing
3. Baseline data collec-tion
Field data Started in February 2018. Preparation
Rural Poverty Analysis Literature review to prepare TOR
TOR Consultant hired. Ongoing
Improving data to deliver result in service delivery: Village level data stage 1
Presentation from stage I (stocktaking)
PPT Presentation has been delivered.
Completed
Improving data to deliver result in service delivery: Village level data stage 2 (Susenas Simulation)
Add some questions to Podes 2018.
Some additional ques-tions on Podes 2018.
BPS added some ques-tions as our request to Podes 2018 draft.
Completed
Developing concept note/TOR for stage II (pilot).
Concept note/TOR on vil-lage data strengthening.
The team discussed with MoHA to determine pilot locations. MoHA request-ed for pilot’s location is the champion village of each region.
Delayed
Pilot test: census, digital map.
Pilot test report. Questionnaires for census has been drafted and tested in Kabupaten Bojonegoro in Novem-ber and digital map tested in Bojonegoro.
Ongoing
KIAT Guru
Implementation of quali-tative survey and political economy analysis.
Implementation of quali-tative survey and political economy analysis.
Midline report and end line report.
Midline survey com-pleted. Midline report completed by December 2017, and end line report by June 2018.
Ongoing
Implementation of end line survey.
Implementation of end line survey.
Edline survey implement-ed in 270 schools.
Initial discussions for survey implementation is on-going, with implemen-tation timeline between February and March 2018.
Ongoing
PRO-GRAM
ACTIVITY SUB ACTIVITY PLANNED OUTPUT/TARGET
CURRENT PROGRESS
PROGRESS STATUS
67
ANNEX 3 (CONTINUED)
KIAT Guru
Analysis of baseline, monitoring and learning data on a quarterly basis, to be presented every six months to the Steer-ing Committee.
Analysis of baseline, monitoring and learning data on a quarterly basis, to be presented every six months to the Steer-ing Committee.
Analysis plan for moni-toring data and impact evaluation, and working papers.
Analysis plan has been developed, data for anal-ysis need to be struc-tured. The first working paper on analysis of community score card indicators is expected by the end of December 2017.
Preparation
Analysis of baseline, monitoring and learning, and end line data.
Analysis of baseline, monitoring and learning, and end line data.
Analysis plan for impact evaluation, working and published papers.
Not yet started. Preparation
Implementation of baseline survey in 270 villages.
Implementation of baseline survey in 270 villages.
Baseline survey report. Implementation com-pleted. The first draft for baseline survey report completed by October 2017.
Ongoing
ECED Evaluation on Teacher Competence using Measurement of Early Learning Environment tools.
Data collection: baseline and end line, training of coders, analysis of data, report.
Report on change in teacher competence.
For teachers trained in 2016: baseline and end line data collection is completed. For teachers trained in 2017, end line data to be collected in June 2018.
Ongoing
PRO-GRAM
ACTIVITY SUB ACTIVITY PLANNED OUTPUT/TARGET
CURRENT PROGRESS
PROGRESS STATUS
ANNEXES
ACkNOWLEDGEMENTS
PROGRAM MANAGER:
Kevin Tomlinson
TASk TEAM LEADERS:
Christopher Finch, Samuel Thomas Clark, Dewi Susanti, Lily Hoo, Rosfita Roesli,
Ahmad Zaki Fahmi, Audrey Sacks, Nicholas Menzies, Adji Danya Delita Hakim,
Ihsan Haerudin, Yulia Herawati, Sadwanto Purnomo, Bambang Soetono
WRITERS AND EDITORS:
Peter Milne, Ashlee Schleger, Danau Tanu
SECRETARIAT TEAM:
Daniel Seno Yusanto, Ashlee Schleger, Chatarina Ayu Widiarti, Eine Ayu Saraswati,
Fibria Heliani, Hardini Utami, Hera Diani, Puji Wulandari Tunggadewi
M&E CONSULTANT:
Clear Horizon, Bryan Rochelle
M&E FOCAL POINTS:
Budi Wijoyo, Christina Natalia Pardede, Karrie McLaughlin, Mochamad Pasha,
Octaviera Ratna Herawati, Titiana Irawati, Thomas Brown
GRAPHIC DESIGNER:
Phoebe Wathoel
PHOTOGRAPHER:
Fauzan Ijazah
