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Document of
The World Bank
FOR OFFICIAL USE ONLY
Report No: RES18443
RESTRUCTURING PAPER
ON A
PROPOSED PROJECT RESTRUCTURING
OF
NATIONAL PROGRAM FOR COMMUNITY EMPOWERMENT IN
RURAL AREAS (PNPM RURAL 2012-2015)
IBRD 82170-ID
BOARD APPROVAL DATE: DECEMBER 11, 2012
TO THE
REPUBLIC OF INDONESIA
JUNE 9, 2015
Global Practice for Social, Urban, Rural Resilience
Indonesia Country Management Unit
East Asia and Pacific Region
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2
ABBREVIATIONS AND ACRONYMS
AAA Analytic and Advisory Activities
ASF Administrative Service Firms
BAPPENAS Badan Perencanaan dan Pembangunan Nasional (National
Development Planning Agency)
Bina Pemdes Bina Pemerintahan Desa (Village Government)
BKAD Badan Koordinasi Antar Desa (Inter-Village Cooperation
Board)
BLM Bantuan Langsung Masyarakat (Block Grant)
BPD Badan Permusyawaratan Desa (Elected Village
Representative Council)
BP-UPK Badan Pengawas – Unit Pengelola Kegiatan (Community-
Appointed Oversight Body of the Sub-district Management
Unit)
Bupati Head of District
Camat Head of Sub-District
CHS Complaint Handling System
DFAT Department of Foreign Affairs and Trade
DIPA
DG
Government Budget
Directorate General
DPR Dewan Perwakilan Rakyat (The People's Representative
Council)
EIRR Economic Internal Rate of Return
FM Financial Management
GOI Government of Indonesia
IRI Intermediary Results Indicators
IT Information Technology
Kabupaten District
Kecamatan Sub-District
M&E
MIS
Monitoring and Evaluation
Management Information System
MOF Ministry of Finance
MOHA Ministry of Home Affairs
MOV Ministry of Village, Disadvantaged Areas and
Transmigration
NMC National Management Consultant
O&M Operations and Maintenance
OM Operations Manual
PDO Project Development Objective
PjOK Penanggung-jawab Operasional Kegiatan (Local
Government Project Officer at the Sub-District Level)
PjOKab Penanggung-jawab Operasional Kabupaten (Local
Government Project Officer at the District Level)
PjOProv Penanggung-jawab Operasional Provinsi (Local
3
Government Project Officer at the Provincial Level)
POKJA Kelompok Kerja (Working Group)
PMD Pemberdayaan Masyarakat dan Desa (Directorate for
Community and Village Empowerment)
PMK Pembangunan Manusia dan Kebudayaan (Coordinating
Ministry for Human Development and Cultural Affairs)
PNPM Program Nasional Pemberdayaan Masyarakat (National
Program for Community Empowerment)
PPMD Pembangunan dan Pemberdayaan Masyarakat Desa
(Village Development and Empowerment)
PTO Operations Manual
QPR Quarterly Progress Report
RBM Ruang Belajar Masyarakat (Community Learning Forum)
RLF Revolving Loan Fund
RMC Regional Management Consultant
Satker Satuan Kerja (Project Management Unit)
SPP Surat Permintaan Pembayaran (Payment Request)
SPP Simpan Pinjam Perempuan (Women Saving and Loan
Activities)
TA Technical Assistance
TOR
Tim Koordinasi
Term of Reference
Tim Percepatan Pengalihan PNPM Mandiri Perdesaan dan
Persiapan Pelaksanaan UU No. 6 Tahun 2014
Kelompok Kerja Pengendali (National-level oversight body
for the acceleration of PNPM Mandiri Transition and the
preparation of the implementation of Law No. 6/2014)
TPK Tim Pengelola Kegiatan (Village Implementation Team)
ULP Unit Layanan Pengadaan (Procurement Services Unit)
UPK Unit Pengelola Kegiatan (Sub-district Financial
Management Unit)
VL Village Law
4
Regional Vice President: Axel van Trotsenburg
Country Director: Rodrigo A. Chaves
Senior Global Practice Director: Ede Jorge Ijjasz-Vasquez
Acting Practice Manager: Kevin Tomlinson
Task Team Leader: Sonya Woo
5
INDONESIA
NATIONAL PROGRAM FOR COMMUNITY EMPOWERMENT IN
RURAL AREAS 2012-2015
CONTENTS
ANNEX 1 .................................................................................................................................... 18
RESULTS FRAMEWORK AND MONITORING .................................................................. 18
6
DATA SHEET
Indonesia
NATIONAL PROGRAM FOR COMMUNITY EMPOWERMENT IN RURAL AREA (PNPM
RURAL 2012-2015 (P128832)
EAST ASIA AND PACIFIC
Social, Urban, Rural and Resilience Global Practice
Report No: RES18443
Basic Information
Project ID: P128832 Lending Instrument: Specific Investment Loan
Regional Vice President: Axel van Trotsenburg Original EA Category: Partial Assessment (B)
Country Director: Rodrigo A. Chaves Current EA Category: Partial Assessment (B)
Senior Global Practice
Director: Maninder S. Gill Original Approval Date: 11-Dec-2012
Practice
Manager/Manager: Kevin A Tomlinson Current Closing Date: 31-Dec-2015
Team Leader(s): Sonya Woo
Borrower: TNP2K, BAPPENAS, MOHA PMD, Ministry of Finance
Responsible
Agency: Menko Kesra, Ministry of Village, Disadvantaged Areas and Transmigration
Restructuring Type
Form Type: Full Restructuring Paper Decision Authority: Country Director Approval
Restructuring
Level:
Level 2
Financing ( as of 12-Mar-2015 )
Key Dates
Project Ln/Cr/TF Status Approval
Date Signing Date
Effectiveness
Date
Original
Closing Date
Revised
Closing Date
P128832 IBRD-82170 Effective 11-Dec-2012 22-Jan-2013 25-Mar-2013 31-Dec-2015 31-Dec-2015
Disbursements (in Millions)
Project Ln/Cr/TF Status Currency Original Revised Cancelle
d
Disburse
d
Undisbur
sed
%
Disburse
d
P128832 IBRD-82170 Effective USD 650.00 650.00 0.00 396.57 253.43 61
Policy Waivers
Does the project depart from the CAS/CPF in content or in other significant
respects? Yes [ ] No [ X ]
7
Does the project require any policy waiver(s)? Yes [ ] No [ X ]
A. Summary of Proposed Changes
Modifications include: (a) Changing the implementing agency from the Ministry of Home Affairs (MoHA)
to the new Ministry of Village, Disadvantaged Areas and Transmigration (MoV); (b) Amending select
intermediary results indicators in the results framework (RF); and (c) Extending the Loan Closing Date
from December 31, 2015 to December 31, 2016 and updating the implementation schedule accordingly.
Change in Implementing Agency Yes [ X ] No [ ]
Change in Project's Development Objectives Yes [ ] No [ X ]
Change in Results Framework Yes [ X ] No [ ]
Change in Safeguard Policies Triggered Yes [ ] No [ X ]
Change of EA category Yes [ ] No [ X ]
Other Changes to Safeguards Yes [ ] No [ X ]
Change in Legal Covenants Yes [ X ] No [ ]
Change in Loan Closing Date(s) Yes [ X ] No [ ]
Cancellations Proposed Yes [ ] No [ X ]
Change to Financing Plan Yes [ ] No [ X ]
Change in Disbursement Arrangements Yes [ ] No [ X ]
Reallocation between Disbursement Categories Yes [ ] No [ X ]
Change in Disbursement Estimates Yes [ X ] No [ ]
Change to Components and Cost Yes [ X ] No [ ]
Change in Institutional Arrangements Yes [ X ] No [ ]
Change in Financial Management Yes [ X ] No [ ]
Change in Procurement Yes [ X ] No [ ]
Change in Implementation Schedule Yes [ X ] No [ ]
Other Change(s) Yes [ ] No [ X ]
Appraisal Summary Change in Economic and Financial Analysis Yes [ X ] No [ ]
Appraisal Summary Change in Technical Analysis Yes [ X ] No [ ]
Appraisal Summary Change in Social Analysis Yes [ ] No [ X ]
Appraisal Summary Change in Environmental Analysis Yes [ ] No [ X ]
Appraisal Summary Change in Risk Assessment Yes [ X ] No [ ]
B. Project Status
Overall, the Project continues to achieve tangible results and is highly valued by communities and local
governments. At least two of the Project’s outcome indicators have already been exceeded: (i) reports on
public participation confirm that approximately 3.6 million communities have participated in democratic
forums for planning, implementing and overseeing initiatives that directly address local development
priorities; and (ii) more than 50% of beneficiaries are females. While a number of surveys to verify the
Project’s outcome values are yet to be carried out (planned for early 2015), given that the Project is
making good progress towards meeting the majority of its intermediary results indicators (IRIs), and based
8
on its overall implementation progress as well as the performance of the Project’s predecessor (PNPM IV),
it would be reasonable to assume that the Project is making good progress towards reaching its objectives.
In terms of implementation progress, as of December 2014, more than 93 percent of the total Block Grant
budget for FY2014 was disbursed from the Treasury Office to the PNPM Sub-District Financial
Management Units (UPKs). For the most part, the Bank’s supervision and evaluation studies confirm the
economic efficiency of the infrastructure implemented under this component and beneficiary satisfaction
levels with regard to the prioritization and quality of infrastructure. Activities under Components 2
(Community Empowerment and Facilitation) and 3 (Implementation Support and Technical Assistance)
are also underway. Key achievements include the engagement of more than 14,000 facilitators in 2014;
and geographic coverage of supervision, which reached 70% of 391 Districts (carried out by the National
Management Consultant) and an average of 75% of 5,146 Sub-Districts (carried out by the Regional
Management Consultants).
However, more recently, the Project’s Mid-Term Review, conducted in November 2014, and a technical
mission, conducted in January 2015, found that the Project’s performance had weakened in some areas. To
this end, the Project was significantly impacted by the Village Law No. 6/2014 (VL). The passing of the
VL prompted key institutional and sectoral changes, which in turn, affected the portfolios of certain
ministries and resulted in delays in the GOI’s approval of the Project’s budget for 2015. Key activities
such as facilitation and consultant supervision were subsequently suspended as their contracts expired on
December 31, 2014. GOI is now taking decisive action to address these issues and recommence Project
implementation. Therefore, despite these challenges, and given the progress made in the earlier part of the
Project, it is expected that the Project's development objectives will still be achieved.
C. Proposed Changes
Change in Implementing Agency
Implementing Agency Name Type Action
Menko Kesra Implementing Agency Marked for Deletion
Ministry of Village, Disadvantaged Areas
and Transmigration Implementing Agency New
Development Objectives/Results
Project Development Objectives
Original PDO
The PDO of the Project is for villagers in PNPM-Rural locations to benefit from improved local
governance and socio-economic conditions.
Change in Project's Development Objectives
Change in Results Framework
Explanation:
The following changes will align the RF with the Project’s emerging results and will ensure that the new
implementing agency can focus on fewer but clearer, measurable indicators: (a) a modification to the
baseline and target values of the total number of beneficiaries and its related baseline measurement and
target values from 40 to 30 million; (b) amending the language associated with three IRIs relating to the
completion of work plans, the Revolving Loan Fund (RLF), and the UPK (PNPM Sub-District Financial
Management Units) management of the RLF; (c) deleting two IRIs that monitor annual coordination
meetings and the economic empowerment stakeholder fora, which do not feature in the Project's
9
implementing or monitoring arrangements and do not provide any measurable insights on performance;
and (d) the end-of-project dates will change to December 31, 2016 to reflect the new loan closing date.
Change in Legal Covenants
Explanation:
The language used under the existing legal covenant on institutional arrangements will be amended to
reflect the new implementing agency and the need to establish a new Secretariat by July 31, 2015. The
following covenants will be added: (1) the Borrower, through MoV, shall develop terms of reference
(TORs) and confirm the appointments of the following consultants in a manner satisfactory to the
Borrower and the Bank not later than July 31, 2015: (a) Team Leader; (b) Two Senior Financial
Management Officers; (c) Senior Procurement Officer; and (d) Senior MIS Specialist; (2) the Borrower,
through MoV, shall ensure the issuance of TORs and standard operating procedures for the in a manner
satisfactory to the Borrower and the Bank not later than by June 30, 2015; and (3) the Borrower, through
MoV, shall develop guidelines for facilitation, the closure of PNPM Rural, the transfer of assets and the
management of revolving funds by December 31, 2015.
Ln/Cr/T
F
Finance
Agreement
Reference
Description of Covenant Date
Due Status
Recurre
nt
Frequen
cy Action
IBRD-
82170
Schedule 2,
Section
I.A.1(c)(v)
The Borrower, through
PMD, shall establish the
Joint Secretariat
comprised of
representatives of the
relevant directorates in
PMD to improve
coordination and
programming, including
budgeting, of PNPM
activities by July 1, 2013.
01-Jul-
2013
Not
complied
with
Revised
IBRD-
82170
Schedule 2,
Section
I.A.1(c)(v)
The Borrower, through
MoV, shall establish and
maintain, until the
completion of the Project,
the Secretariat, with a
mandate, staff
composition, filled staff
positions, and TORs
acceptable to the Bank
and the Borrower, to be
responsible for improving
general coordination,
coherence and budgeting;
and ensure that it shall be
provided with adequate
resources, supported by
qualified personnel
comprising of relevant
directorates from within
MoV including legal,
technical, procurement
31-Jul-
2015
Not yet
due
Proposed
10
and financial consultant
specialists in adequate
numbers as needed to
accomplish the objectives
of the Project.
IBRD-
82170
Schedule 2,
Section II.B 8
The Borrower, through
PMD, shall ensure that
the relevant Camat and
Bupati in each Project
Kecamatan and Project
Kabupaten shall make
publicly available, in a
manner acceptable to the
Borrower and the Bank, a
report on the results of
Project implementation
and accounts for funds
used during each year of
Project implementation,
by no later than May 15
of each subsequent year.
Complie
d with
Yearly No
Change
IBRD-
82170
Schedule 2,
Section II.B 9
The Borrower, through
PMD, shall ensure that
all annual audit reports
referred to in Section II.B
of this Schedule 2,
including Kabupaten
audit reports, shall be
published on the PNPM
Website by no later than
September 30 in each
year of Project
implementation.
After
delay
complied
with
Yearly No
Change
IBRD-
82170
Schedule 2,
Section II, B
(c)
No withdrawal shall be
made under
category (1) in the table
in SectionI.A of this
Schedule 2 for
Kecamatan Grants unless
the Borrower has adopted
a revision to the
Operations Manual
satisfactory to the
Borrower and the Bank.
31-Mar-
2013
Complie
d with
No
Change
IBRD-
82170
Schedule 2,
Section I.A 1
(c) (i)
The Borrower, through
MoV, shall ensure the
issuance of terms of
reference and standard
operating procedures for
the Facilitators in a
30-Jun-
2015
Not yet
due
New
11
manner satisfactory to the
Borrower and the Bank.
IBRD-
82170
Schedule 2,
Section I.A 1
(c) (i)
The Borrower, through
MoV, shall finalize the
terms of reference and
confirm the appointments
of: (a) a Team Leader;
(b) two senior financial
management officers; (c)
a senior procurement
officer; and (iv) a senior
management information
system specialist.
31-Jul-
2015
Not yet
due
New
IBRD-
82170
Schedule 2,
Section I.A 1
(c) (i)
The Borrower, through
MoV, shall develop
guidelines for facilitation,
the closure of PNPM
Rural, the transfer of
assets and the
management of revolving
funds in a manner
satisfactory to the
Borrower and the Bank.
31-Dec-
2015
Not yet
due
New
Financing
Change in Loan Closing Date(s)
Explanation:
A 12 month extension of the Loan closing date is proposed to compensate for the delays associated with
the change in institutional arrangements and delayed budget availability; and to facilitate the successful
completion and handover of project activities and assets and achieve the PDO. This will be the first
extension of the closing date.
Ln/Cr/T
F Status
Original Closing
Date
Current Closing
Date
Proposed Closing
Date
Previous Closing
Date(s)
IBRD-
82170 Effective 31-Dec-2015 31-Dec-2015 31-Dec-2016 31-Dec-2015
Disbursement Estimates
Change in Disbursement Estimates
Explanation:
The Project has disbursed more slowly than projected due to implementation delays associated with project
management start-up issues and delayed provision of counterpart funds (DIPA). It is unlikely that MoV
will be able to utilize the remaining loan funds before the end of FY2015 given the delays in providing
DIPA, which are not anticipated to be provided again until September 2015. The disbursement estimates
are therefore realigned with the new Loan closing date of December 31, 2016.
Fiscal Year Current (USD) Proposed (USD)
2013 333,000,000.00 50,000,000.00
2014 125,000,000.00 300,000,000.00
12
2015 150,000,000.00 50,000,000.00
2016 42,000,000.00 210,000,000.00
2017 0.00 40,000,000.00
Total 650,000,000.00 650,000,000.00
Components
Change to Components and Cost
Explanation:
Component 3 provides oversight, technical advisory services, training and other support for: (a) PNPM at
the national and sub-national levels; (b) strengthening of the implementing agency; and (c) incremental
activities generated by the Project. It focuses on strengthening the overall delivery system to ensure that it
can respond effectively to emerging demands. There are no significant changes to the Component’s overall
objectives and costs. However, the changes will introduce a new sub-components in the Project's
description: "Part 3a" of the Project will be implemented by MoV. However, the Project's overall
disbursement arrangements remain unchanged.
Current Component
Name
Proposed Component
Name
Current Cost
(US$M)
Proposed
Cost (US$M) Action
Kecamatan Grants 3,723.77 3,723.77 No Change
Community
Empowerment and
Facilitation 496.21 496.21 No Change
Implementation Support
and Technical Assistance 280.03 280.03 No Change
Total: 4,500.01 4,500.01
Other Change(s)
Change in Institutional Arrangements
Explanation:
The Implementing Agency will change from MoHA to MoV in accordance with Presidential Regulation
12/2015 and 13/2015. The Project will be implemented by the Directorate General (DG) for Village
Development and Empowerment at MoV.
The new structure will consist of six DG offices, one of which is the DG of Village Development and
Empowerment (“PPMD.”) This DG will be comprised of five Directorates, one of which will be the
Directorate for Village and Community Empowerment. This DG will be responsible for the completion of
PNPM Rural and also contain the Central Satker (National Project Management Unit), which will be
headed by the Director. To ensure coherence in the implementation of policy and programming, a
Secretariat consisting of representatives from MoHA, MoV and key specialists will be established. This
will help to ensure continuity and coordination in programming as well as provide additional management
and technical capacity to support MoV in the finalization and handover of tasks anticipated under PNPM
Rural and planning under the implementation of VL.
The Project's institutional arrangements and technical assistance structure (TA) under the DG for Village
and Community Empowerment will replicate the national structure that was established under MoHA with
some minor modifications:
13
(i) The DG of Village Development and Empowerment is responsible for the finalization and closure of
PNPM as well as the implementation of VL. In accordance with Presidential Regulation 12/2015, the DG
is responsible for village development and empowerment. Its main duties will focus on organizing and
formulating the implementation of policies in the field, including those that relate to the: (a) management
of basic social services; (b) business development of rural economy; (c) utilization of natural resources and
appropriate technology; (d) development of rural infrastructure; and (e) empowerment of rural
communities.
(ii) The DG for Village and Community Empowerment (and Central Satker/National Project Management
Unit) serves as the national program management unit and functions under the DG for Village and
Community Empowerment. The Central Satker: (a) is responsible for the overall management and general
administration of the PNPM and VL technical planning; (b) administers regulations and implements
policies relating to the closure and handover of PNPM assets to local governments; (c) is responsible for
managing the budget for the PNPM, including contracting of consultants and Administrative Service Firms
(ASFs); and (d) instructs Provincial Governments to establish PNPM Provincial Satkers to manage
facilitators and PNPM District Satkers to assist and coordinate project activities as well as prepare for VL
implementation at the District level and below.
(iii) The Secretariat: (a) provides national level support and assistance to the Central Satker on the
development of operational guidelines, standard operating procedures and provides technical,
administrative and fiduciary support for both the PNPM and VL planning; and (b) is comprised of
government officers from MoV and MOHA as well as key consultant specialists and supporting staff.
(iv) The Head of the Secretariat will be appointed by the Director of the Central Satker. The position will
manage day-to-day activities of the Secretariat. A key function of this role will be liaising with other GOI
agencies and development partners.
(v) Additional coordination will be provided by the Team for Acceleration on PNPM Mandiri Transition
and the Preparation of the Implementation of Law No. 6 ("Tim Percepatan Pengalihan PNPM Mandiri
Perdesaan dan Persiapan Pelaksanaan UU No. 6 Tahun 2014") chaired by Menko Bidang PMK, with
representatives of relevant ministries, including BAPPENAS (National Development Planning Agency),
MOHA, Ministry of Finance, MOV and Ministry of Communication and Information.
In addition, the implementing arrangements at the sub-national level, for the most part, will remain intact
with the exception of the following key changes: (a) the Activity Management Units (UPK) may be
transitioned into a unit under the Inter-Village Cooperation Board (BKAD); (b) Village Governments will
assume a stronger role in determining and managing empowerment and development activities; and (c) the
Activity Implementation Teams will be replaced by Village Implementation Teams.
Change in Financial Management
Explanation:
A financial management (FM) assessment of MoV was undertaken to determine whether the MoV’s FM
system has the capacity to produce timely, relevant and reliable financial information to support the
closing process of Project and transition arrangements for the implementation of the VL; and if the FM
arrangement for the Project’s expenditures and underlying internal controls are adequate to meet the
Project’s fiduciary needs and satisfy the Bank’s OP/BP 10. It was concluded that the Project’s funds flow
arrangements, FM systems and organization at the local level will remain the same. Therefore, the FM
assessment dated September 21, 2012 (last revision) for the Project is applied, including all risks (fiduciary
risk is rated as Substantial) and mitigation measures. However, the recent delays in approving the DIPA,
which resulted in the suspension of field supervision activities, may warrant the need for a higher FM risk.
14
Furthermore, changing the Central Satker, creates three additional risks. The first risk is the FM capacity
of the national staff, since MoV has limited experience in managing the Project. The second risk is the
internal control on transferring PNPM assets, especially the RLF Capital, in the absence of consultants and
facilitators. The third risk is the ability to manage the Complaints Handling System (CHS) and resolve the
back-log of outstanding cases. To partially mitigate these risks, it was agreed that the Secretariat will: (i)
include a minimum of two FM consultants; (ii) re-engage the Project’s consultants and facilitators as soon
as the DIPA is approved; and (iii) transfer the CHS server from MoHA, appoint a Legal Advisor in the
Secretariat who will backstop the District Governments and Complaints Handling Specialists based at in
Provincial Coordinators Office, and support the Senior Micro Finance Specialist on the RLF. In addition,
the Bank through its “Programmatic-AAA” facility will provide technical assistance to help GOI
strengthen certain aspects of the Village Law Public Financial Management System. Another FM
assessment will be completed after the establishment of the Project Management Unit and Secretariat.
Change in Procurement
Explanation:
An assessment of MoV’s procurement systems and capacities was carried out. It concluded that
procurement under the Project will continue to be carried out following applicable Bank’s Procurement
and Consultant Guidelines in accordance with Loan agreement. MoV confirmed that a Procurement
Services Unit (ULP) is already established in MoV and the procurement under the Project is expected to be
carried out by the Procurement Committee (POKJA) under the same ULP. In addition, as part of the
transfer of staff from MoHA’s PMD to MoV, it was expected that some members of the current
Procurement Committee (POKJA) under the ULP of PMD/MOHA (responsible for procurement under the
PNPM-Rural Project) would also be transferred. MoV requested that the Bank conduct the first
procurement training immediately after the Satker and Secretariat are established. It was also agreed that
MoV would immediately recruit a Senior Procurement Officer within the Secretariat. In the interim, the
Bank will continue to provide technical support as needed.
While no significant changes are envisages, the main risk from a procurement perspective during the
transition from MoHA to MoV, is to ensure that the Project handover included a comprehensive
stocktaking and inventory of contracts certified by MoHA. To this end, the Bank was informed that the
contracts for the NMC and ASFs for seven regions and other contracts executed under the current Project
have been terminated. To this end, the contracts in terms of physical progress, actual payments, pending
claims/disputes, will need to be reconciled. MoV agreed that such reconciled statement information will
be provided to the Bank upon issuance of the official note for transferring the Project. The Bank informed
MoV that in order to ensure continuity of services under the Project, MoV should finalize the TORs/Bill of
Quantities and related specifications consider contracting the same firms on a Direct Contracting basis
using the same unit rates subject to their satisfactory performance. For the ASFs, MoV confirmed that it
will re-engage the firms for a further four to nine months, subject to the availability of the funds. It was
informed that the contracts are expected to be financed by both the Loan and Government funds. The Bank
agreed to re-procure the firms through single-source selection/direct contracting and/or consider other
firms selected by MoV as well as use other applicable competitive methods. These proposed scenarios
could be applied for the partial or full duration of the Project but were subject to the submission of the
updated contract status. MoV will prepare a draft Procurement Plan by June 30, 2015.
In addition, it was agreed that the same scheme for selection and hiring of facilitators (as individual
consultants) on the basis of single-source selection with the previous facilitators will be applied. MoV
informed that based on the current circumstances of the Project, some of the previous facilitators may no
longer available in view of their other contractual commitments, and that in such cases, selection of new
facilitators will be carried out through competitive selection (i.e. comparison of 3 CVs) and/or single-
source selection if more than one qualified candidate is not available, which was agreed to by the Bank. It
was further agreed that based on the availability of funds in the DIPA, the contractual scheme would be the
15
same (hired by Provincial Satker). MoV further confirmed that the Procurement at the community level
shall be carried out following a revised Project Operations Manual. However, since all loan funding has
already been expended, reimbursed and accounted for under the block grant (BLM), these new
arrangements would not have an impact on Loan financing as the remaining funds would be utilized for
facilitation, capacity development and consultant support.
Change in Implementation Schedule
Explanation:
The Project's implementation schedule will be realigned with the extension of the Closing Date to
December 31, 2016. The main focus during the remaining Project period will be on reactivating the
facilitation and technical assistance structure to support closing out activities, which will involve, inter
alia, ensuring that all assets financed by the Project are handed over to the village governments in
accordance with Village Law 6/2014; that an inventory of all assets (both physical and financial) is carried
out, valued and certified by respective government authorities; and that the financial closing of project
books and accounts as well as the monitoring and information system is completed. In addition, further
resources will be made available to support GOI’s first year planning for Village Law implementation. A
revised work plan and budget for 2015-2016 are currently being prepared and will be submitted to the
Bank for prior review by June 30, 2015.
Appraisal Summary
Appraisal Summary Change in Economic and Financial Analysis
Explanation:
An updated Economic Internal Rate of Return (EIRR) survey to verify the Project’s economic value,
economic impacts from cost-savings, higher productivity/lower cost to access, and local level multipliers
will be carried out in mid-2015. However, it is reasonable to assume that the economic impacts of
subprojects financed by the Project would remain consistent with previous estimations. At the same time,
the economic value could be lower than EIRRs of subprojects presented in the 2012 study because the
study: (i) assumed a low shadow wage rate factor for unskilled labor; and (ii) assumed that benefits
generated by a subproject remained constant over time until the end of its service life, even though benefits
should in practice gradually decline because of maintenance—in addition to the fact that most Sub-
Districts in the country have by now received several rounds of block grants, and may well have used the
first rounds to finance the most economically viable subprojects. The economic impact of most subprojects
will, in all likelihood, remain above the economic opportunity cost of capital. Taking into account these
qualifications, and the fact that the majority of the intended infrastructure subprojects have already been
completed within the existing time frame, the proposed changes are unlikely to significantly affect the
Project’s overall economic impact.
A financial analysis is only applicable for the use of the RLF. While up to 20 percent of the BLM is
eligible for reimbursement under block grants for RLFs and training, in 2013 and 2014, percentages
reimbursed are estimated to have only amounted to 6% and 9%, respectively. Given that the RLF remains
a small portion of the loan amount, impact evaluations have not included the RLF, and as such, the overall
financial efficacy of the program and its development impact on beneficiaries remains unclear. However,
almost 40% households in a 2012 beneficiary survey claimed to have benefited from the RLF and other
economic-related activities. At the same time, the information reported by the NMC points to the fact that
certain aspects of the RLF’s overall performance have deteriorated over time. As of September 2014, the
percentage of Non-Performing Loans constituted about 34 percent of RLF portfolio (compared with a
target of 18 percent for 2014); and 57 percent of UPKs are evaluated as administratively and financially
healthy (compared with a target of 70 percent for 2014).
Appraisal Summary Change in Technical Analysis
16
Explanation:
The Project’s technical approach and structure will largely remain the same, including the role of technical
assistance in the delivery system. The contracts for the six Regional Management Consultants (RMCs),
which were suspended on December 31, 2014, will be retendered by MoV with some modifications to
their scope of works. Funds have been made available in the national budget for the Provincial Satkers to
be re-established in order to re-engage the 14,000+ District and Sub-District facilitators and hire additional
facilitators to meet the growing planning needs under VL implementation. However, some modification to
the scope of consultant support will be required in order to strengthen the integration of national
consultants within the Secretariat and implementation of reforms to the facilitation and training system.
Given the former implementing agency’s past experience, and in view of the changing institutional
context, MoV will hire consultants, as needed, on an individual basis and at the same time, retender a new
National Management Consultant (firm) contract, to support the additional oversight needed for VL
implementation.
In view of the winding down of the PNPM Rural program and commencement of the VL, TORs for
consultants and facilitators will be revised to focus on the completion of the PNPM Rural and safeguarding
of assets, while at the same time, beginning to support planning needs under VL implementation. Revised
TORs for both the technical and social facilitators will be prior reviewed by the Bank. The curriculum for
the facilitators’ refresher training will be realigned with new tasks, and discussions are underway about the
need to establish a national facilitation certification program. The training reforms will provide a good
opportunity to bring attention and awareness to critical technical and practical issues such as the design,
construction, maintenance and sustainability of sub-projects; and occupational health and safety as well as
the facilitation of voluntary land donation. In addition, the Project Operations Manual (PTO) will be
revised to reflect changes to implementation with the commencement of the VL, which involve the
application of new government regulations and guidelines.
Although more than 100 staff will be transferred over from MoHA’s PMD to MoV, MoV is currently
limited in the skills of available personnel to manage the technical functions and day-to-day
responsibilities of the Project. As such, key technical and fiduciary personnel will be required to oversee
and implement the Project. To mitigate these risks, additional staff in the Secretariat have been agreed to,
and they will either be nominated from within MoV or recruited as consultants over the coming months.
The early mobilization of key TA (five key specialists) to support the inventory and handover of materials
and assets from MoHA, prepare work plans, implementation procedures and provide short-term support on
project management (team leader/project management officer), financial Management (two accountants),
procurement (procurement/contracts officer) and on the Project’s Monitoring Information Systems (MIS
Specialist), will be a critical factor in reactivating the Project.
In addition, a number of existing and new firms will be contracted to provide specialized IT and database
services and carry out certain activities, such as the refresher training for facilitators under Component 2
and the validation and inventory of all infrastructure and financial assets accrued under the PNPM Rural
portfolio as MoV has limited relevant experience in these areas. Where possible, existing consultant
contracts will be amended to ensure Project activities can resume quickly. However, in some cases, new
contracts may need to be procured. A revised Procurement Plan will be submitted to the Bank by June 30,
2015.
Appraisal Summary Change in Risk Assessment
Explanation:
In view of these implementation delays and other factors related to the transition of the Project, the
Project’s overall Risk Rating was increased from Moderate to Substantial.
Systematic Operations Risk-Rating Tool (SORT)
17
Risk Category Rating
1. Political and Governance Substantial
2. Macroeconomic Low
3. Sector Strategies and Policies Substantial
4. Technical Design of Project or Program Moderate
5. Institutional Capacity for Implementation and Sustainability Substantial
6. Fiduciary Substantial
7. Environment and Social Low
8. Stakeholders Moderate
9. Other N/A
OVERALL Substantial
Explanation
ANNEX 1
Results Framework and Monitoring
INDONESIA: RURAL 2012-2015 (P128832)
Project Development Objectives
Original Project Development Objective:
The PDO is for villagers in PNPM-Rural locations to benefit from improved local governance and socio-economic conditions.
Results
Core sector indicators are considered: Yes Results reporting level: Project Level
.
Project Development Objective Indicators
Status Indicator Name Core Unit of Measure Baseline Actual(Current) End Target
Revised Households have low-cost access
to infrastructure or services
selected by the community.
Percentage Value 0.00 0.00 80.00
Date 08-Nov-2012 30-Sep-2014 31-Dec-2015
Comment Baseline not
previously
tracked
systematically
and not
previously
compiled.
Incidents of
Benefits Survey
data collected.
Analysis to be
completed in mid-
2015.
Households have low-cost access
to infrastructure or services
selected by the community.
Percentage Value 0.00 0.00 80.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment Baseline not
previously
tracked
Incidents of
Benefits Survey
data collected.
19
systematically
and not
previously
compiled.
Analysis to be
completed in early
2015.
Revised Communities are involved in
participatory and democratic
forums for planning,
implementing and overseeing
initiatives that directly address
local development priorities
Number Value 2270000.00 3600000.00 3000000.00
Date 08-Nov-2012 30-Sep-2014 31-Dec-2015
Comment 2.27 million
participating in
hamlet-level
consultative
meetings (2011)
Based on NMC
QPR for end June
2014. Result
exceeds 2014 target
of 3 million. The
previous result was
provided on the
basis of reporting
by the
implementing
agency. However,
upon further
investigation by the
task team, it was
determined that the
previous result
(14.2 million) was
incorrectly reported
as the
implementing
agency had been
double counting
beneficiaries across
the planning and
decision meetings.
Communities are involved in
participatory and democratic
forums for planning,
implementing and overseeing
Number Value 2270000.00 3600000.00 3000000.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment 2.27 million Based on NMC
20
initiatives that directly address
local development priorities
participating in
hamlet-level
consultative
meetings (2011)
QPR for end June
2014. Result
exceeds 2014 target
of 3 million. The
previous result was
provided on the
basis of reporting
by the
implementing
agency. However,
upon further
investigation by the
task team it was
determined that the
previous result
(14.2 million) was
incorrectly reported
as the
implementing
agency had been
double counting
beneficiaries across
the planning and
decision meetings.
Revised Projects funded by PNPM provide
economic benefits (direct and
indirect) for community members.
Amount(USD) Value 0.00 0.00 10.00
Date 08-Nov-2012 30-Sep-2014 31-Dec-2015
Comment Baseline not
previously
tracked
systematically
and not
previously
compiled.
Data collected
for sub-
2012/2013
Economic Analysis
to be carried out in
early 2015.
10% percentage
increase expected
at the end of
project. (Unit
measure not in
USD).
21
indicators
Projects funded by PNPM provide
economic benefits (direct and
indirect) for community members.
Amount(USD) Value 0.00 0.00 10.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment Baseline not
previously
tracked
systematically
and not
previously
compiled.
Data collected
for sub-
indicators
2012/2013
Economic Analysis
to be carried out in
early 2015.
10% percentage
increase expected
at the end of
project. (Unit
measure not in
USD).
No Change Change in productivity and/or
lower cost of access
Percentage Value 0.00 0.00 10.00
Sub Type
Supplemental
No Change Local-level multipliers
Number Value 1.17 0.00 1.20
Sub Type
Supplemental
No Change Cost savings over regular
procurement
Percentage Value 56.00 20.00 35.00
Sub Type
Supplemental
Revised Beneficiaries feel project
investments reflect their needs
Percentage Value 0.00 0.00 80.00
Date 08-Nov-2012 30-Sep-2014 31-Dec-2015
Comment Baseline not
previously
tracked
systematically
and not
Incidents of
Benefits Survey
data collected.
Analysis to be
completed in mid-
22
previously
compiled
2015.
Beneficiaries feel project
investments reflect their needs
Percentage Value 0.00 0.00 80.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment Baseline not
previously
tracked
systematically
and not
previously
compiled
Incidents of
Benefits Survey
data collected.
Analysis to be
completed in early
2015.
Revised Direct project beneficiaries
Number Value 30000000.00 2500000.00 30000000.00
Date 08-Nov-2012 30-Sep-2014 31-Dec-2016
Comment Baseline value
was based on
the overly
optimistic
assumption that
the project
would cover all
villages in the
country (to date,
PNPM-Rural
has covered
about 60,000 of
Indonesia’s
73,000 villages).
As per NMC QPR
for end September
2014. Part of the
shortfall may be
explained by a
reduction in the
average block grant
(BLM) amount per
Kecamatan, which
decreased by about
25% from 2010 to
2013. Target not
achieved. The
previous result
included a typo and
should have
reported 27 million.
Direct project beneficiaries
Number Value 40000000.00 2500000.00 40000000.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
23
Comment Baseline value
was based on
the overly
optimistic
assumption that
the project
would cover all
villages in the
country (to date,
PNPM-Rural
has covered
about 60,000 of
Indonesia’s
73,000 villages).
As per NMC QPR
for end September
2014. Part of the
shortfall may be
explained by a
reduction in the
average block grant
(BLM) amount per
Kecamatan, which
decreased by about
25% from 2010 to
2013. Target not
achieved. The
previous result
included a typo and
should have
reported 27 million.
No Change Female beneficiaries
Percentage Value 48.00 50.40 50.00
Sub Type
Supplemental
Intermediate Results Indicators
Status Indicator Name Core Unit of Measure Baseline Actual(Current) End Target
Revised % of poor community members
who participate in planning,
decision-making
Percentage Value 45.00 50.00 45.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2016
Comment The baseline
remains at 45%
throughout the
lifespan of the
project because
based on
previous
experience, the
task team
As per NMC QPR
for end September
2014. Target of
45% exceeded.
24
projected that
this would be
the highest
estimation that
could be
reached given
the national
scale up of the
project and
efforts are
instead focused
on ensuring that
the target would
be maintained.
% of poor community members
who participate in planning,
decision-making
Percentage Value 45.00 50.00 45.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment The baseline
remains at 45%
throughout the
lifespan of the
project because
based on
previous
experience, the
task team
projected that
this would be
the highest
estimation that
could be
reached given
the national
scale up of the
project and
efforts are
As per NMC QPR
for end September
2014. Target of
45% exceeded.
25
instead focused
on ensuring that
the target would
be maintained.
Revised % of participants in planning and
decision-making meetings who are
women
Percentage Value 50.00 45.00 50.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2016
Comment The baseline
remains at 45%
throughout the
lifespan of the
project because
based on
previous
experience, the
task team
projected that
this would be
the highest
estimation that
could be
reached given
the national
scale up of the
project and
efforts are
instead focused
on ensuring that
the target would
be maintained.
As per NMC QPR
for end September
2014. Target for
2014 (45%)
achieved.
% of participants in planning and
decision-making meetings who are
women
Percentage Value 50.00 45.00 50.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment The baseline
remains at 45%
throughout the
As per NMC QPR
for end September
2014. Target for
26
lifespan of the
project because
based on
previous
experience, the
task team
projected that
this would be
the highest
estimation that
could be
reached given
the national
scale up of the
project and
efforts are
instead focused
on ensuring that
the target would
be maintained.
2014 (45%)
achieved.
Revised Percentage of work plans
completed in one program cycle
(18 months)
Percentage Value 85.00 4.50 90.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2016
Comment As per NMC QPR
for end September
2014. The target for
2014 (90%) has not
been achieved.
According to the
report, 1,591 of
35,688 villages
have completed
their work plans.
This figure is
considerably lower
than last year
27
because it is
calculated on a
yearly basis
(through an 18
month cycle that
completes in June
2015). At the time
of the QPR
submission (a third
of the way through
the project cycle),
the NMC had not
received all results
from the field.
> 85% of work plans completed in
one program cycle (18 months
Percentage Value 85.00 4.50 90.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment As per NMC QPR
for end September
2014. The target for
2014 (90%) has not
been achieved.
According to the
report, 1,591 of
35,688 villages
have completed
their work plans.
This figure is
considerably lower
than last year
because it is
calculated on a
yearly basis
(through an 18
month cycle that
completes in June
28
2015). At the time
of the QPR
submission (a third
of the way through
the project cycle),
the NMC had not
received all results
from the field.
Revised % of infrastructure works of high
quality
Percentage Value 67.00 79.00 80.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2016
Comment As per NMC QPR
for end September
2014. The result is
within the range of
the target value for
2014 (80%).
% of infrastructure works of high
quality Percentage Value 67.00 79.00 80.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment As per NMC QPR
for end September
2014. The result is
within the range of
the target value for
2014 (80%).
Revised % of infrastructure works utilized
by community members. Percentage Value 0.00 96.00 90.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2016
Comment As per NMC QPR
for end September
2014. Result
exceeds target of
90%.
% of infrastructure works utilized
Percentage Value 0.00 96.00 90.00
29
by community members. Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment As per NMC QPR
for end September
2014. Result
exceeds target of
90%.
Revised Sub-projects for which O&M
arrangements involving
community members are
established and functional.
Percentage Value 85.00 84.00 85.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2016
Comment As per NMC QPR
for end September
2014. The result is
within the range of
the target value for
2014 (85%).
Sub-projects for which O&M
arrangements involving
community members are
established and functional.
Percentage Value 85.00 84.00 85.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment As per NMC QPR
for end September
2014. The result is
within the range of
the target value for
2014 (85%).
Revised % of RLF groups that are
evaluated as mature/ready to be
channeled to regular financial
institutions.
Percentage Value 5.00 9.10 10.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment As per NMC QPR
for end September
2014. Target for
2014 of 7.5%
exceeded.
% of RLF groups that are
evaluated as mature/ready to be
Percentage Value 5.00 9.10 10.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
30
channeled to regular financial
institutions.
Comment As per NMC QPR
for end September
2014. Target for
2014 of 7.5%
exceeded.
Marked for
Deletion
% of districts that conduct annual
coordination meetings between
PNPM-Rural (Satker) and other
GOI teams to discuss PNPM-
Rural activities.
Percentage Value 80.00 34.00 90.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment As per NMC QPR
for end September
2014. Target
for2014 (90%) not
achieved.
Revised % of district that link the district‘s
progress report into the local
government‘s website.
Percentage Value 0.00 50.00 30.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2016
Comment As per NMC QPR
for end September
2014. Target for
2014 of 20%
exceeded.
% of district that link the district‘s
progress report into the local
government‘s website.
Percentage Value 0.00 50.00 30.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment As per NMC QPR
for end September
2014. Target for
2014 of 20%
exceeded.
Revised % of villages which are assisted to
review their mid-term village
development plans.
Percentage Value 60.00 3.00 70.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2016
Comment As per NMC QPR
for end September
2014. Target for
31
2014 of 70% not
achieved. Of a total
of 67,100 villages,
only 1,818 have
reported to have
had their mid-term
plans reviewed.
This figure is
considerably lower
than last year
because it is
calculated on a
yearly basis
(through an 18
month cycle). At
the time of the QPR
submission, the
NMC had not
received all results
from the field.
% of villages which are assisted to
review their mid-term village
development plans.
Percentage Value 60.00 3.00 70.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment As per NMC QPR
for end September
2014. Target for
2014 of 70% not
achieved. Of a total
of 67,100 villages,
only 1,818 have
reported to have
had their mid-term
plans reviewed.
This figure is
considerably lower
than last year
32
because it is
calculated on a
yearly basis
(through an 18
month cycle). At
the time of the QPR
submission, the
NMC had not
received all results
from the field.
Revised % of BP-UPK that conducted
audit minimum once a year.
Percentage Value 60.00 73.00 65.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2016
Comment estimated As per NMC QPR
for end September
2014. Target for
2014 of 65%
exceeded.
% of BP-UPK that conducted
audit minimum once a year.
Percentage Value 60.00 73.00 65.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment estimated As per NMC QPR
for end September
2014. Target for
2014 of 65%
exceeded.
Revised % of BKAD that conduct
supervision and M+E Percentage Value 40.00 88.00 50.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2016
Comment As per NMC QPR
for end September
2014. Target for
2014 of 50%
exceeded.
% of BKAD that conduct
Percentage Value 40.00 88.00 50.00
33
supervision and M+E Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment As per NMC QPR
for end September
2014. Target for
2014 of 50%
exceeded.
Revised % of villages with a functional
community oversight team. Percentage Value 50.00 72.00 60.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2016
Comment As per NMC QPR
for end September
2014. Target for
2014 of 60%
exceeded. Villages
have reported to
have established
49,988 oversight
teams, of which
35,979 are reported
to be active and
functioning well.
% of villages with a functional
community oversight team. Percentage Value 50.00 72.00 60.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment As per NMC QPR
for end September
2014. Target for
2014 of 60%
exceeded. Villages
have reported to
have established
49,988 oversight
teams, of which
35,979 are reported
to be active and
34
functioning well.
Revised % of members of the community
oversight team who are women. Percentage Value 30.00 32.00 30.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2016
Comment As per NMC QPR
for end September
2014. Target for
2014 of 30%
exceeded.
% of members of the community
oversight team who are women.
Percentage Value 30.00 32.00 30.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment As per NMC QPR
for end September
2014. Target for
2014 of 30%
exceeded.
Revised % of villages with updated
information board.
Percentage Value 70.00 87.00 80.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2016
Comment As per NMC QPR
for end September
2014. Target for
2014 of 80%
exceeded.
% of villages with updated
information board.
Percentage Value 70.00 87.00 80.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment As per NMC QPR
for end September
2014. Target for
2014 of 80%
exceeded.
Marked for # of districts which establish
Percentage Value 50.00 23.00 50.00
35
Deletion Economic Empowerment
Stakeholder Fora.
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment The baseline
was not
established
during
preparation.
However, was
subsequently set
by the
implementing
agency.
As per NMC QPR
for end September
2014. Target of
50% not achieved.
Revised # of SPP groups funded
Number Value 0.00 9206.00 13400.00
Date 08-Nov-2012 30-Sep-2014 31-Dec-2016
Comment Baseline value
not provided.
As per NMC QPR
for end September
2014. No baseline
or target values
provided in the
PAD to compare
with. However, a
target of 13,400 has
been set by the
implementing
agency.
# of business proposals funded
Number Value 0.00 9206.00 13400.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment Baseline value
not provided.
As per NMC QPR
for end September
2014. No baseline
or target values
provided in the
PAD to compare
with. However, a
36
target of 13,400 has
been set by the
implementing
agency.
Revised Percentage of UPKs that are
evaluated as healthy
administratively and financially
healthy
Percentage Value 60.00 53.00 70.00
Date 08-Nov-2012 30-Sep-2014 31-Dec-2016
Comment Data collected
in four
provinces of
RLF
Sustainability
Pilot
As per NMC QPR
for end September
2014. Target for
2014 of 70% not
achieved.
% of UPKs that are evaluated as
healthy administrative and
financially for RLF
Percentage Value 60.00 53.00 70.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment Data collected
in four
provinces of
RLF
Sustainability
Pilot
As per NMC QPR
for end September
2014. Target for
2014 of 70% not
achieved.
Revised % of Non-Performing Loans
(Collectability 2-5).
Percentage Value 23.00 25.00 12.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2016
Comment As per NMC QPR
for end September
2014. Target for
2014 of 18% not
achieved.
% of Non-Performing Loans
(Collectability 2-5). Percentage Value 23.00 25.00 12.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment As per NMC QPR
for end September
37
2014. Target for
2014 of 18% not
achieved.
Revised % of corruption cases that are
resolved
Percentage Value 40.00 28.00 50.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2016
Comment As per NMC QPR
for end September
2014. Target for
2014 of 45% not
achieved.
% of corruption cases that are
resolved Percentage Value 40.00 28.00 50.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment As per NMC QPR
for end September
2014. Target for
2014 of 45% not
achieved.
Revised % of sub-districts audited each
year and for which the results are
published.
Percentage Value 20.00 10.00 20.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2016
Comment As per NMC QPR
for end September
2014. Target for
2014 of 20% not
achieved. However,
based on the
project's previous
experience, the
target is expected to
be achieved.
% of sub-districts audited each
year and for which the results are
Percentage Value 20.00 10.00 20.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
38
published. Comment As per NMC QPR
for end September
2014. Target for
2014 of 20% not
achieved but as
with the project's
previous experience
is expected to be
achieved by the end
of the calendar
year.
Revised % of province that provide
complete monthly report in timely
manner.
Percentage Value 70.00 100.00 90.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2016
Comment As per NMC QPR
for end September
2014. Target for
2014 of 90%
exceeded.
% of province that provide
complete monthly report in timely
manner.
Percentage Value 70.00 100.00 90.00
Date 08-Nov-2012 30-Sep-2014 31-Aug-2015
Comment As per NMC QPR
for end September
2014. Target for
2014 of 90%
exceeded.
.