Annexe - Ministerie van Buitenlandse Zaken

Transcription

Mid term evaluation of the Indonesia
Facility
Synthesis Report (May 2011)
Annexes
Catur Utami Dewi
Dirk Van Esbroeck
South Research
Leuvensestraat 5/2
3010 Leuven - Belgium
Phone: + 32 (0)16 49 83 10
Fax: + 32 (0)16 49 83 19
www.southresearch.be
Evaluation Indonesia Facility – Synthesis report, Annexes
2
Table of contents
Annexe 1: Terms of Reference ..............................................................................................5 Annexe 2: Evaluation framework ......................................................................................20 Annexe 3: Basic data on the 22 projects funded in 2007 – 2009 ....................................26 Annexe 4: List of persons met ............................................................................................28 Annexe 5: Project Notes .......................................................................................................35 1.1 ‘Curriculum Development for Integrated Infrastructure Planning and
Community Development Yogyakarta City’.....................................................................36 1.2 'Implementing responsible care in the Indonesian Technical Vocational
Educational System and Processing Industries' ................................................................53 1.3 ‘Stimulation of the Indonesian Horticultural Sector through Policy Assistance and
Improvement of the Quality System’ .................................................................................67 1.4 Sexual and Reproductive Health and Rights Education for Deaf and Blind High
School Students in Indonesia’ ..............................................................................................80 1.5 ‘Development of a joint Indonesian – Dutch Water Quality Education and
Laboratory Research Centre for East Indonesia’ ...............................................................93 1.6 Innovation of legal education in support of Good Governance at the UGM
Faculty of Law, based in Yokyakarta, Indonesia ............................................................109 1.7 Linking SME with modern markets through a Horticultural Supply Chain
Development Centre. ..........................................................................................................121 1.8 Value Capture Fisheries ................................................................................................137 1.9 Capacity building in sustainable bio-energy .............................................................151 2.1 Strengthening the Plant Variety protection System in Indonesia ..........................166 2.2 Agricultural Quarantine Agency's food safety inspections and certifications .....176 2.3 Capacity building on Waste Management and Sustainable Energy in Indonesia
................................................................................................................................................186 2.4 Round Table Indonesia .................................................................................................198 2.5 Joint Development of a new Master Program on Integrated Microfinance
Management for Poverty Reduction and Sustainable Development in Indonesia ....206 2.6 Building Blocks for the Rule of Law ...........................................................................218 2.7 Strengthening the finance sector of Indonesia through training research and
development in Finance and Risk .....................................................................................229 2.8 Strengthening the floricultural sector, Indonesia .....................................................239 2.9 Local voices, strengthening training for regional and local radio stations ...........246 2.10 Joint Indonesian - Dutch Water Supply and Sanitation Institution Building
Project ....................................................................................................................................252 2.11 Integrated Improvement of Jatropha Cropping Systems ......................................259 2.12 Transfer of Technology on Cost Effective and Sustainable Concrete
Constructions .......................................................................................................................266 2.13 Developing capacities for community-based micro-hydropower projects in the
Maluku province of Indonesia ...........................................................................................274 Evaluation Indonesia Facility – Synthesis report, Annexes
3
Annex 6: Survey results .....................................................................................................282 6.1 Summary of results (Dutch and Indonesian respondents)......................................282 6.2 Summary of results (Dutch respondents only) .........................................................312 6.3 Summary of results (Indonesian respondents only) ................................................342
Annexe 7: Main reactions from EVD on the draft synthesis report………………..372
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Annexe 1: Terms of Reference
1. Bestek (Programma van eisen en wensen)
TUSSENTIJDSE EVALUATIE PROGRAMMA INDONESIË FACILITEIT
1. Inleiding
De Indonesië Faciliteit (INDF), de opvolger van het Programma Bilaterale
Samenwerking Indonesië (PBSI), ging per 1 januari 2007 van start en heeft nu drie
van de vijf jaar gefunctioneerd. Een tussentijdse evaluatie wordt noodzakelijk geacht
om na te gaan of de brede hoofd- en subdoelstellingen waarvoor de INDF tot stand
kwam, worden behaald. Hoewel in 2010 een beperkt aantal projecten zijn afgerond
wordt de tussentijdse evaluatie relevant geacht aangezien in 2011 een besluit moet
worden genomen over de toekomst van de INDF. Mede op basis van de vraag of het
programma aan de verwachtingen en doelstellingen heeft voldaan, formuleert de
evaluator aanbevelingen die onderdeel vormen van beleidsmatige besluitvorming
over het meerjarig perspectief.
2. Achtergrond Programma INDF
2.1. Historie
De Azië-faciliteit (AF) werd aanvankelijk gefinancierd uit HGIS middelen en betrof
de landen China en Indonesië. Sinds 2000 komt de financiering uit de ODA –
begroting van het ministerie van Buitenlandse Zaken. In 2001 werd de AF gesplitst in
een deel voor Indonesië –het zgn. Programma Bilaterale Samenwerking Indonesië
(PBSI) - en een deel voor China, de Azië-faciliteit voor China (AF China), uitbesteed
aan EVD- Senter. De Minister voor Ontwikkelingssamenwerking ging akkoord met
financiering lastens ODA, waarbij er tijdens deze periode een evaluatie van de AF
zou plaatsvinden. Hierbij moest in kaart worden gebracht in hoeverre de AF aan
criteria voor OS voldoet cq. zou moeten voldoen om voortgezette financiering lastens
ODA te rechtvaardigen.
Deze evaluatie, in 2002 uitgevoerd door een externe evaluator, betrof projecten vanaf 1998
tot 2002 in China en tot aan de splitsing AF China en PBSI in 2001 in Indonesië. Het PBSI
programma werd in 2005 extern geëvalueerd en in 2006 hergeformuleerd waarbij actuele
aansluiting werd gezocht op de beleidsnotitie “Indonesië; vormgeving van een bilaterale
5
samenwerkingsrelatie met Indonesië voor de periode 2006-2010”. De door de Minister voor
Ontwikkelingssamenwerking goedgekeurde hergeformuleerde PBSI ging per 1 januari 2007
als Indonesië Faciliteit (INDF) van start voor een periode van 5 jaar (2007 – 2011) met de eis
van een tussentijdse evaluatie. Financiering vindt plaats uit de ODA – begroting artikel 4.02.
Het beheer van het programma werd, in overeenstemming met het advies van de
evaluator, extern ondergebracht bij de EVD die over ervaring met dit soort
programma’s beschikt. De INDF wordt als subsidieprogramma gepubliceerd in de
Staatscourant.
Directeur Azië en Oceanië (DAO) van het Ministerie van Buitenlandse Zaken (BuZa)
is eindverantwoordelijke voor het programma. Gedurende de periode 2007 t/m 2009
zijn
22 projecten verplicht. Het jaarlijkse verplichtingenplafond bedraagt €
3.628.000.
2.2. Subsidieregeling INDF
2.2.1. Doelstelling
Het doel van de Indonesië Faciliteit is overdracht en uitwisseling van kennis en
vaardigheden in het kader van capaciteitsversterking ter bevordering van stabiliteit
en veiligheid in maatschappelijke-, economische- en ecologische zin en het
bevorderen van het investeringsklimaat voor duurzaam ondernemen.
2.2.2.
De te steunen projecten onder de INDF worden geselecteerd naar de mate waarin het
meer bijdraagt aan de doelstellingen, waarbij de volgende criteria een rol spelen:
•
Duurzaamheid van het project;
•
vraaggestuurdheid;
•
mate van kennisontwikkeling en -overdracht;
•
disseminatie van projectresultaten en “spin off”;
•
bijdrage aan duurzame armoedebestrijding (MDG’s);
•
kwaliteit projectorganisatie;
•
kwaliteit van het projecten werkplan;
•
de mate waarin een bijdrage wordt geleverd aan armoedebestrijding
(MDG’s).
.
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2.2.3. Soort projecten
De projecten zijn voornamelijk gericht op overdracht van kennis en ervaring door
middel van: onderwijs, training, kennisoverdracht, technologische vernieuwing en
ontwikkeling van netwerken.
Omdat de te financieren projecten een duurzaam effect beogen komen de volgende
projecten niet voor subsidie in aanmerking:
- haalbaarheidsstudies;
- fundamenteel (wetenschappelijk) onderzoek;
- investeringen in onroerend goed en infrastructurele werken;
- garanties;
- leningen en kredieten.
2.2.4. Thema's
Er zijn een aantal thema's vastgesteld waarbinnen projectvoorstellen in overweging
worden genomen. De thema's vertegenwoordigen aspecten van het economische en
maatschappelijke leven die in het kader van de INDF subsidieregeling van belang
worden geacht. Deze thema’s vormen een logisch onderdeel van het bredere
beleidskader die staat beschreven in de “Indonesië, vormgeving van een bilaterale
samenwerkingsrelatie met Indonesië”, die op 13 juni 2006 is aangeboden aan de
Tweede Kamer (Kamerst.II 2005/06, 26049 nr.51). De thema’s zijn bevordering van
stabiliteit en veiligheid in maatschappelijke-, economische en ecologische zin en de
bevordering van het investeringsklimaat door te werken aan een aantrekkelijk
duurzaam ondernemersklimaat.
De sectoren zijn:
-
Goed bestuur;
-
Waterbeheer;
-
Onderwijs (onderwijs is m.i.v. 2010 niet meer als sector in het programma
opgenomen);
-
Landbouw;
-
Infrastructuur;
-
Milieu;
-
Duurzaam investeringsklimaat.
Bevordering van begrip tussen religies en ondersteuning van gematigde Islam is een
specifiek thematisch onderdeel binnen de INDF. Dit thema is m.i.v. 2010 komen te
vervallen.
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2.2.5. Aanvragers en uitvoerder
Tot de doelgroep van de INDF behoren Nederlandse kennisinstellingen, NGO’s en
ondernemingen. Tot het samenwerkingsverband behoren bij voorkeur één
nederlandse en één Indonesische kennisinstellingen. Nederlandse ondernemers
kunnen alleen in combinatie met een Nederlandse kennisinstelling een aanvraag
indienen. Subsidies kunnen alleen worden aangevraagd door één van de partijen in
het samenwerkingsverband die over rechtspersoonlijkheid naar Nederlands recht
beschikt. Een samenwerkingsverband bestaat uit minimaal een Nederlandse en een
Indonesische partij. De aanvragende organisatie en de partners die het project
uitvoeren, dienen een efficiënte en effectieve uitvoering van het project te kunnen
verantwoorden en in staat te zijn tot een adequaat financieel beheer van de
subsidiefondsen. Aangezien met de Nederlandse instantie een overeenkomst wordt
gesloten bij positieve beoordeling van het voorstel, is deze uiteindelijk alleen
aansprakelijk voor succesvolle implementatie en afronding van het project.
2.2.6. Beheer
Het programma werkt met een jaarlijkse indieningronde waarbij subsidieaanvragen
voor projectvoorstellen in onderling verband worden beoordeeld en de best
kwalificerende voorstellen worden gefinancierd tot dat het subsidieplafond is
bereikt. Een en ander laat onverlet dat indien naar de mening van de minister in
onvoldoende mate wordt voldaan aan de criteria besloten kan worden tot
toekenning van subsidies onder het subsidieplafond. Indieners worden verzocht een
uitgewerkt voorstel in te dienen, op basis waarvan de volgorde wordt bepaald. Gelet
op de maximale bijdrage per project ( € 600.000) worden per indieningronde tussen
de 5 en 8 projecten gefinancierd.
Ontvangst, toetsing, administratieve afhandeling en voortgangsbeoordeling van de
in het kader van de INDF uit te voeren projecten ligt bij de EVD. De EVD rapporteert
twee keer per jaar inhoudelijk en financieel over de voortgang van het programma
aan DAO.
2.2.7. Besluitvormingsprocedure
•
Eén keer per jaar worden het subsidieplafond en de uiterste indieningdatum
voor voorstellen in de Staatscourant gepubliceerd door BuZa.
•
Voorstellen dienen voor de uiterste indieningdatum bij de EVD ingediend.
•
Bij vakdepartementen, themadirecties, de Nederlandse ambassade in Jakarta
en eventueel derden wordt door de EVD advies gevraagd op ontvangen
voorstellen. De EVD toetst de volledigheid van de projectvoorstellen.
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•
De EVD, die op kennisgebied wordt ondersteund door de NUFFIC, legt haar
beoordeling en analyse vast in een adviesdocument, waarin een voorlopige
ranking naar prioriteit opgenomen, gebaseerd op beoordeling en analyse van
de ingediende voorstellen.
•
Dit adviesdocument vormt de basis voor het rankingsadvies dat wordt
opgesteld door een adviescommissie waarin minimaal twee externe (niet
BuZa) en minimaal twee interne deskundigen zitting hebben.
•
Directeur DAO besluit op basis van het advies van de adviescommissie over
de definitieve ranking van de projectvoorstellen.
•
De EVD kent namens de Minister van Buitenlandse Zaken subsidies toe en
voert het beheer over het programma.
2.2.8. De voornaamste vormvereisten zijn:
Eén Nederlandse indiener, projectduur is maximaal 3 jaar en minimaal 6 maanden,
het subsidiebedrag bedraagt 80% van het projectbudget tot een maximum van €
600.000 per voorstel.
2.2.9. De beoordelingscriteria zijn:
a. Bijdrage aan duurzame armoedebestrijding (MDG’s);
b. Duurzaamheid van het project, verankering, institutionalisering, samenwerking
na afloop;
c. Disseminatie van projectresultaten en “spin off”(voorbeeldfunctie);
d. Vraaggestuurdheid: duidelijke vraag naar de projecten van Indonesische zijde;
e. Mate waarin projecten zijn gericht op kennisontwikkeling en – overdracht (HRD);
g. Kwaliteit van het projecten operationeel plan: mate van concrete uitwerking van
projecten,
organisatie, financieringsplan, technische
uitvoerbaarheid en haalbaarheid etc.;
h. Kwaliteit van de projectorganisatie;
j. Complementariteit of ondersteunend in relatie met het Nederlandse bilaterale
ontwikkelingsprogramma.
De beoordelingscriteria worden via algemene assessment procedure getoetst, waarbij
de rankingsprocedure wordt gevolgd.
2.2.10. Financiële middelen
Het subsidieplafond voor de periode 2007 – 2011 bedraagt EURO 18.1 mln., EURO
3.628.000 per jaar exclusief de uitvoeringskosten van de EVD. Het subsidieplafond is
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een verplichtingenplafond waaruit jaarlijks meerjarige verplichtingen worden
aangegaan met een maximale looptijd van drie jaar. In 2010 zal het subsidieplafond
worden gepubliceerd voor 2011, het jaar waarin de laatste subsidies onder de
huidige regeling worden toegekend.
Directeur DAO van BuZa is de eindverantwoordelijke voor het programma, het
algehele beheer ligt bij DAO/ZO. Gedurende de periode 2007 t/m 2009 zijn 22
projecten goedgekeurd. Hiermee is een verplichtingenbedrag gemoeid van EURO 10
mln. In 2009 zijn zeven projectvoorstellen goedgekeurd die eerst begin 2010 tot
subsidiebeschikkingen hebben geleid. De verwachting bestaat dat eind 2010 ca. 6
projecten zijn afgerond.
3. Vraagstelling evaluatie INDF
3.1 Hoofdvragen
Centrale vraag: Het voornaamste doel van de evaluatie is, mede op basis van het
antwoord op de vraag of en in hoeverre het huidige programma aan de
verwachtingen en doelstellingen heeft voldaan, aanbevelingen te formuleren welke
een onderdeel vormen van toekomstige beleidsmatige besluitvorming over het
meerjarig perspectief in 2011.
Aan de hand van bovenstaande analyse is het wenselijk dat aanbevelingen worden
geformuleerd over de opzet van de INDF, mocht worden besloten om het
programma voort te zetten. Daarbij zijn de volgende opties (ook af te zetten tegen het
huidige OS-beleid) denkbaar:
- voortzetting in huidige opzet (doelen en modaliteiten);
- voortzetting in een andere opzet (andere doelen en/of modaliteiten);
- consolidatie in andere soortgelijke programma’s.
Specifieke vragen
1. In hoeverre zijn de doelstellingen van het huidige programma bereikt? De
tussentijdse evaluatie richt zich ten eerste op de vraag of overdracht van kennis op
efficiente en effectieve wijze plaatsvindt en ten tweede op de vraag op welke wijze
het daarmee bijdraagt aan het bereiken van de hoofddoelstellingen van het
programma; het bevorderen van stabiliteit en veiligheid in maatschappelijke-,
economische- en ecologische zin en het bevorderen van het investeringsklimaat voor
duurzaam ondernemen door overdracht en uitwisseling van kennis en vaardigheden
in het kader van capaciteitsversterking(HRD) in de onder 2.2.4. benoemde
thema’s/sectoren.
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2. Een onderdeel vormt vaststelling in hoeverre projecten voldoen aan de
toetsingscriteria, met name het criterium armoedebestrijding (MDG’s) dat in 2008 als
prominent toetsingscriterium is ingevoerd. In 2010 zijn daar de MDG’s meer
prominent aan toegevoegd. De vraag is in hoeverre uitvoerders er in slagen alle
componenten van de INDF regeling te adresseren, zowel bij formulering van het
voorstel als de daadwerkelijke uitvoering.
3. Wat bepaalt de relevantie en actualiteit van de INDF? In hoeverre zijn de
oorspronkelijke doelstellingen nog steeds actueel en beleidsrelevant?
4. In hoeverre vervult het programma een additionele rol op het MJSP? In welke
mate komt samenwerking tot stand die niet onder het MJSP zou (kunnen) zijn
geïnitieerd?
5. In welke mate draagt het programma bij aan de gewenste verbreding? In hoeverre
worden middelen van derden aangeboord?
6. In hoeverre komt duurzame samenwerking tot stand tussen de partners? In
hoeverre wordt synergie bereikt tussen projecten en/of projectuitvoerders binnen
eenzelfde sector?
7. In hoeverre zijn de geïnitieerde projecten duurzaam? Mag voortzetting worden
verwacht van de geïnitieerde samenwerkingsrelaties zonder verdere subsidie van
Nederland?
8. Wat is het succes van de individuele projecten in termen van kennisoverdracht,
aantal opgeleide mensen, beleidsvorming en -beïnvloeding, etc? In hoeverre zijn
projecten vraaggericht?
9. Hoe is de uitvoering door de EVD opgepakt? Op welke wijze heeft de EVD de
regeling (Staatscourant) geoperationaliseerd? Wordt het programma door de EVD
efficient en effectief beheerd en uitgevoerd?
10.
Wat
is
het
effect
geweest
van
tussentijdse
aanpassingen
(Staatscourantpublicaties) op de uitvoering van het programma?
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11. Welke aanbevelingen doen de diverse betrokkenen (ambassade, leden
adviescommissie, Nuffic, uitvoerders en counterparts) over de toekomst van de
INDF?
3.2 Onderzoeksvragen
Uitgaande van de hoofdvragen, kunnen de volgende onderzoeksvragen worden
geformuleerd:
a. Beleidsrelevantie

Beoordeling van de subsidieregeling INDF. Is deze adequaat in het licht van
de beleidsdoelstellingen van BuZa.

In hoeverre speelde spreiding van activiteiten over Indonesië een rol?

In hoeverre heeft de INDF toegevoegde waarde voor de bredere
beleidsdoelstellingen van zowel Nederland als Indonesië?

In hoeverre levert INDF een bijdrage aan verbetering en vernieuwing van
Nederlands – Indonesisch beleid?

In hoeverre is het programma relevant voor Indonesië en past het binnen de
prioriteiten die Indonesië stelt?

In hoeverre hebben de projecten aansluiting gehad bij de prioriteiten van de
Indonesische overheid en de samenwerkingsrelatie met Nederland. Hoe is
dat aantoonbaar?

In hoeverre is de INDF geslaagd om Nederlandse en Indonesische
organisaties op duurzame wijze bijeen te brengen. Welke belangen speelden
hierbij een rol voor de samenwerkende partners?
b. Doeltreffendheid/effectiviteit

In welke mate dragen de resultaten van de projecten bij aan het realiseren van
de INDF-doelstellingen?

Zijn de projecten succesvol (afgerond) en voldoen ze aan de eigen
projectdoelstellingen (output)?

Op welke wijze is er sprake van kennisuitwisseling en kennisoverdracht
(HRD)?

Op welke wijze zijn de resultaten verankerd en hoe wordt de verkregen
kennis geïnstitutionaliseerd'?

Zijn of worden projectresultaten verder verspreid?
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
Wat zijn de bepalende factoren voor het succes en het mislukken van
individuele projecten?

Heeft kennisuitwisseling geleid tot duurzame capaciteitsversterking aan
Indonesische zijde? In hoeverre is de verkregen kennis geïnstitutionaliseerd?

Hebben de projecten bijgedragen aan duurzame samenwerking met
Indonesië?

In hoeverre hebben de projecten bijgedragen aan armoedevermindering (en
MDG’s) en op welke wijze is dit zichtbaar gemaakt? Armoedevermindering
kan op verschillende wijzen worden bereikt: creëren werkgelegenheid,
inkomensverbetering,
verbetering
milieu
en
gezondheid,
(economische)ontwikkeling achtergestelde groepen en regio’s, positie van
vrouwen, verbeterde regelgeving en handhaving, etc.

Welke rol speelt de verdeling van het subsidiebedrag en eigen bijdragen voor
individuele deelnemers aan een consortium voor het bereiken van
projectdoelstellingen?

In hoeverre zijn activiteiten in Indonesië uitgevoerd en wat is de invloed van
een groter, dan wel kleiner deel van de uitvoering in Indonesië versus in
Nederland op het resultaat?

Tot op welke hoogte hebben projecten een bredere impact binnen en buiten
de sector?

Werkte de gedachte achter de opzet dat inschakeling van Nederlandse
instellingen op relevante onderdelen een bijdrage levert aan duurzame
samenwerking met Indonesië?

In hoeverre is er sprake van (indirecte) effecten en resultaten van projecten
die niet waren voorzien in de initiële fase en wel bijdragen aan de
doelstellingen van de INDF?

In hoeverre sloten de projecten aan op de behoefte van Indonesische zijde?
c. Doelmatigheid (efficiency) en beheer

In hoeverre heeft de uitvoerende organisatie (EVD) inhoud gegeven aan het
operationaliseren
en
het
beheer
van
de
INDF
bij
rapportage
en
verantwoordingen advisering, beoordeling, selectie, begeleiding en toezicht
en in hoeverre heeft de aansturing door BuZa bijgedragen aan goede
uitvoering van de INDF?

Was het toezicht op lopende projecten adequaat en is er bij problemen op tijd
ingegrepen?
13

In hoeverre heeft de besluitvormingsstructuur en de wijzigingen daarin
bijgedragen aan een zorgvuldige afweging en toewijzing van aanvragen? Wat
was de invloed van de adviserende partijen, zoals de ambassade?

Hoe verlopen de processen (doorlooptijd en effectiviteit) van identificatie tot
goedkeuring
van
een
project
en
is
hierbij
afgeweken
van
de
standaardprocedures?

In hoeverre heeft advies van derden (Nuffic, ambassade, vakdepartementen)
bijgedragen aan de kwaliteit van het beoordelingsproces door de EVD,
uitmondend in het adviesdocument aan de adviescommissie? Is per project
bij alle relevante instanties advies door de EVD ingewonnen?

Hoe verhoudt de kwaliteit van de advisering en besluitvorming zich in relatie
tot projectselectie en en geformuleerde INDF doelstellingen?

Wat zijn de doorlooptijden bij de beoordeling, de goedkeuring en de
opstelling van subsidiebeschikkingen van nieuwe projecten?

Worden projecten volgens schema afgerond en indien dit niet het geval is,
wat is de reden?

Leveren beheersmatige processen belemmeringen op voor de beoogde
snelheid en flexibiliteit van de INDF?

In hoeverre worden projecten bij afsluiting geëvalueerd op doelstellingbereik
en resultaten?

Hoe verhouden de programmamiddelen zich (kosten per project) zich tot de
resultaten (output en outcome per project)?

In hoeverre gaat de EVD efficiënt om met de middelen en daarvoor
beschikbare
uitvoeringskosten?
Hoe
ligt
de
verhouding
uitvoeringskosten/programmakosten per project? Welke conclusies kunnen
daar uit getrokken?

In hoeverre staan de administratieve lasten voor indieners in verhouding tot
beoogde inzet?

In hoeverre heeft de vastgestelde financierings- en tariefstructuur een rol
gespeeld voor de subsidieaanvragers bij indiening en uitvoering van
projecten?
d. Rol van de ambassade
•
Hoe is de rol van de ambassade bij de voorbereiding (voorlichting,
begeleiding, advisering over projectvoorstellen)?
•
Wat is de rol van de ambassade bij de uitvoering van het programma en
projecten?
14
e. Toekomst van de INDF
- Welke lessen die, organisatorisch en inhoudelijk, kunnen worden geleerd waarmee
rekening te houden bij de besluitvorming over de toekomst van de INDF? Wat kan
hierbij over de rol van de ambassade worden gezegd?
-Wat zijn bepalende factoren voor het acceptatieniveau aan Indonesische zijde
geweest en kunnen hieruit succesfactoren/faalfactoren worden afgeleid? Zo ja,
welke?
- Wat zijn beleidsmatig relevante ontwikkelingen die significant zijn om bij
besluitvorming over de toekomst van de INDF te betrekken?
4. Methodiek en organisatie van de evaluatie
4.1 Methodiek en opzet.
De evaluator krijgt van de EVD een overzicht welke projecten sinds 2006 uit de INDF
zijn gefinancierd. De evaluator breidt dit overzicht uit met indicatoren voor:
geografische spreiding, thematische verdeling, financiering incl. eigen bijdrage naar
partner zowel in Indonesië als Nederland en derden bijdragen, uitvoerende
organisaties, doorlooptijd etc. Vervolgens wordt dossieronderzoek verricht en een
steekproef genomen van projecten die ter plaatse worden onderzocht (voor te stellen
door de consultant na de deskstudy).
Voor beantwoording van de verschillende onderzoeksvragen zullen informatiebronnen moeten worden geraadpleegd (bijv. EVD, DAO, ambassade Jakarta,
Indonesische instanties, verantwoordelijke uitvoerende instanties en organisaties
e.d.). De ambassade in Jakarta zal, indien noodzakelijk, overleg voeren en
medewerking vragen aan Indonesische autoriteiten voor aanlevering van informatie
en data betrekking hebbend op de rol van de Indonesische overheid. Ter bepaling
van de relevantie en impact van projecten en de INDF als geheel, zal onderzoek in
Indonesië moeten worden uitgevoerd. Daartoe beschikt de evaluator over een
relevant netwerk in Indonesië en/of rekruteert een Indonesische consultant uit
Indonesië voor onderzoekswerkzaamheden in Indonesië.
De evaluator wordt gevraagd na de desk studie met een voorstel te komen voor een
representatieve
selectie
van
projecten
voor
nader
veldonderzoek,
evenals
formulering van specifiek uitgewerkte indicatoren voor geoperationaliseerde
onderzoeksvragen en evaluatiecriteria en de wijze waarop samenwerking met de
door de evaluator te contracteren Indonesische counterpart vorm wordt gegeven.
15
Naast het beperkte aantal afgelopen projecten wordt hierbij gedacht aan aantal (ca. 6)
lopende projecten die een redelijke doorsnee van de verschillende thema’s vormen.
T.b.v. selectie/evaluatiecriteria lijkt volgend onderscheid zinnig:
-onderscheid naar organisatie: onderzoeksinstelling, bedrijfsleven.
-onderscheid naar thema: zijn de verschillende thema's bediend?
-onderscheid naar sector: zijn de verschillende sectoren bediend?
-onderscheid naar geografisch gebied.
De evaluatie zal in principe volgens vier stappen verlopen:
De eerste stap omvat een deskstudie op basis van dossieronderzoek bij EVD en
BuZa/DAO over alle documentatie met betrekking tot de INDF sinds 1 januari 2006:
beleidsdocumenten, opzet, publicaties, beoordeling voorstellen, advisering, beheer,
etc. In deze fase worden gesprekken gevoerd met bij de uitvoering van de INDF
betrokkenen waaronder uitvoerende organisaties in Nederland (Nederlandse
consultant) en in Indonesië (door Indonesische consultant) van lopende en al
afgeronde projecten. Naar aanleiding van de deskstudy komt de consultant met een
voorstel voor verder veldonderzoek. Daarbij worden de afgelopen projecten bezocht
en een representatieve selectie van (ca. 6) lopende projecten voorgesteld voor verder
onderzoek geselecteerd.
De tweede stap omvat veldbezoek aan Indonesië. Naast projecten die beëindigd zijn,
worden met de Indonesische consultant ook een aantal lopende projecten bezocht
(selectie bij voorkeur naar thema). Tevens zal de ambassade worden bezocht en
gesprekken gevoerd met Indonesische autoriteiten (voor zover dat wenselijk wordt
geacht).
De derde stap omvat een concept eindrapport. Deze wordt gepresenteerd door de
evaluatoren aan bij de evaluatie betrokken partijen. Gestelde vragen en antwoorden,
reacties en commentaar worden verwerkt in de eindrapportage en vormen een
afzonderlijke bijlage in het eindrapport.
De vierde stap omvat de eindrapportage en bespreking daarvan met de
opdrachtgever. De bevindingen dienen op zowel een geaggregeerd niveau als op
projecten niveau apart te worden gereflecteerd.
4.2. Verwachte output
16

Overzicht en beschrijving van de INDF en ontwikkelingen van de INDF;

opsomming van de zwakke en sterke punten van het programma (overall, thema,
sector, projectniveau);

Beantwoording van de onder 3.1 en 3.2 genoemde vragen;

uitspraak over doelmatigheid en doeltreffendheid van het programma (overall,
strategisch/beleidsmatig, thema, sector, projectniveau);

uitspraak over doelmatigheid van het beheer van de INDF (EVD en DAO),
kosten - baten;

Bevindingen, aanbevelingen, “lessons learned” en conclusies op strategisch,beleids-, beheers- en operationeel niveau (programma, sector, thema en project);

Aanbevelingen waar als onderdeel van besluitvorming over de toekomst van de
INDF rekening mee te houden; mogelijke vorm, inhoud, operationalisering en
beheer, besluitvorming, criteria, sectoren, e.d.;

Vooruitblik (inschatting) op de INDF periode na 2011 tegen de achtergrond van
het actuele Nederlands (en Indonesisch) beleid betreffende Indonesië.

Het eindrapport bevat minimaal:

- geoperationaliseerde onderzoeksvragen en evaluatiedoelstellingen en wijze
waarop het onderzoek is uitgevoerd;

-gescheiden bevindingen en aanbevelingen;

-een samenvatting of overzicht van hoofdbevindingen, conclusies en
belangrijkste aanbevelingen;

-informatie over samenstelling van het evaluatieteam;

-beschrijving van geëvalueerde projecten;

-doelstellingen van geëvalueerde projecten incl. financiële omvang gedurende de
afgedekte periode;

-terms of reference;

Een apart hoofdstuk met verantwoording over de gebruikte onderzoeksmethode.
4.3 Organisatie van de evaluatie
a. Opdrachtgever: Minister voor Ontwikkelingssamenwerking vertegenwoordigd
door de directeur DAO van het Ministerie van Buitenlandse Zaken.
b. Een externe onafhankelijke evaluator wordt aangesteld door het Ministerie van
Buitenlandse Zaken. Drie bureaus worden uitgenodigd een offerte in te dienen.
Als richtbedrag wordt opgenomen € 75.000 incl. BTW voor zover van toepassing.
Selectie van de evaluator vindt plaats door een kleine commissie die bestaat uit
één of twee medewerkers van de directie DAO aangevuld met een medewerker
van een andere directie met ondersteuning van FEZ/KD en DGRC/CU.
17
c. Directeur DAO sluit het contract met de gekozen evaluator die daarmee de
verantwoordelijkheid neemt voor contractuele afspraken met de Indonesische
consultant.
d. Het evaluatierapport wordt in het Engels opgesteld met een aparte Engelstalige
samenvatting t.b.v. mogelijke distributie.
e. De evaluator presenteert, na ontvangst en verwerking van reacties op het concept
rapport, mede namens de Indonesische evaluator een eindrapport van de
evaluatie met suggesties om mede rekening mee te houden bij besluitvorming
over de toekomst van de INDF tijdens een daartoe georganiseerde bijeenkomst,
waartoe alle participerende partijen uitgenodigd. De Indonesische evaluator
verzorgt hier aan voorafgaande desgewenst een presentatie voor betrokkenen in
Indonesië.
f.
Vertegenwoordigers van en betrokkenen bij goedgekeurde projecten wordt door
de evaluator gevraagd hun visie te geven op het concept eindrapport
(Vakdepartementen, leden adviescommissie, HMA Jakarta, EVD, Indonesische
en Nederlandse partners en betrokken instanties); Deze reacties vormen een
onderdeel van het definitieve eindrapport van de evaluator;
g. DAO/OA adviseert directeur DAO over het gehele traject van de evaluatie,
eventueel uitmondend in een uiteindelijke aanbeveling aan de Minister voor
Ontwikkelingssamenwerking over de toekomst van de INDF, mede gebaseerd op
de bevindingen en advies van de evaluator en daarop gegevens reacties.
4.4 Termijn
Voor de evaluatie wordt een termijn aangehouden van ongeveer 5 maanden, van 1
november 2010 tot en met 30 maart 2011, waarbinnen de werkzaamheden worden
uitgevoerd. Voor verdeling van werkzaamheden binnen voornoemde periode wordt
gedacht aan
circa 10 dagen deskstudie, 2 weken veldbezoek en 10 dagen
(eind)rapportage.
4.5 Samenstelling en expertise
De aan te stellen evaluator dient te beschikken over goede kennis en ervaring met en
bij voorkeur in Indonesië en is goed bekend met ontwikkelingssamenwerking. De
evaluator werkt, voor zover geen eigen expertise in Indonesië aanwezig is, samen
met een Indonesische evaluator in Indonesië en afspraken tussen beide consultants
vormen onderdeel van de opdrachtverlening aan de Nederlandse opdrachtnemer.
Ervaring
met
evaluatie
van
subsidieprogramma’s
en
kennis
van
18
institutioneel/maatschappelijke-, economische en beleidsmatige ontwikkelingen in
Indonesië is een vereiste.
Aangezien de INDF in 2010 niet is afgerond, dient bij de evaluatie rekening te
worden gehouden met een beperkt aantal afgeronde projecten waardoor moeilijk alle
“outputs” en effecten en vooral duurzaamheidaspecten zijn vast te stellen. Op basis
van kennis en ervaring zal hierover een professionele inschatting gemaakt moeten
kunnen worden.
De evaluatie dient te worden uitgevoerd tussen 1 november 2010 en 30 maart 2011.
De eerste projecten zullen tegen die tijd in een afrondende fase verkeren. De gekozen
uitvoerder en eventuele benoemde medewerkers dienen gedurende deze periode
beschikbaar te zijn voor uitvoering van de evaluatie.
19
Annexe 2: Evaluation framework
Criteria and
judgement criteria
1.
RELEVANCE
1.1
The INDF is
compatible with the
existing Dutch policy
frameworks
1.2
The INDF projects are
contributing to the
MDGs
1.3
in line with the aims
and interests of the
Dutch participating
institutions
1.4
The INDF is
compatible with the
existing Indonesian
policy frameworks
Indicators
Sources of verification
Document.
study
Interviews
Neth
Interviews
Indo
1.1.1 The subsidy procedure
adequately considers the Dutch
policy aims related to the
cooperation with Indonesia as
made explicit in (1) the policy
memorandum (2006-2010):
promoting stability and security,
improving the investment
climate, protection of
environment and biodiversity,
dialogue with and support for
moderate Islam, and ((2) the
MJSP (2008-2011): improved
democracy, stability, HR and
governance; improved economic
policy (sustainable and equitable
growth); improved environment
and env. policy; intensified
bilateral relations
X
X
X
1.1.2 The projects' objectives
complement and/or contribute
(directly or indirectly) to the
policy aims as stated in the policy
memorandum and the MJSP
1.1.3 The projects and the INDF
at large have the potential to
produce a specific added value
for the broader policy aims
(activities are realised that would
not be realised without the INDF)
1.1.4 To which extent Do the
projects contribute (or have the
potential to do so) to the
enlargement of the bilateral
relations?
1.1.4 The geographical spread (or
lack of it) of the programme
contributes to the achievement of
the policy aims
X
X
X
(X)
X
X
X
X
X
X
X
X
X
X
X
1.2.1 Degree to which the projects
have the potential to contribute
directly or indirectly to poverty
reduction (MDG 1 - projects of
2008) and all MDGs (projects of
2009)
have the potential to contribute to
the institutions' aims and
interests
X
X
X
?
?
X
X
X
X
X
X
X
X
X
X
X
X
X
1.3.2 Degree to which the Dutch
project partner(s) envisage a
longer term cooperation
1.4.1 The projects' objectives
contribute (directly or indirectly)
to the broad Indonesian policy
aims
1.4.2 The program contributes to
the priorities of Indonesia in
terms of its cooperation with The
Netherlands (basis: (RPJMNRencana Pembangunan Jangka
Menengah Nasional 2004-2009)
Survey
Neth
Survey
Indo
X
20
On
site
visits
Criteria and
judgement criteria
1.5
The INDF projects
address the needs of
the Indonesian society
1.6
in line with the aims
and interests of the
Indonesian
participating
institutions
1.7
The INDF and the
projects have the
potential to contribute
to improvement and
innovation in the
Dutch - Indonesian
policies
2.
EFFICIENCY
Indicators
Document.
study
Interviews
Neth
Interviews
Indo
Survey
Neth
Survey
Indo
X
X
X
X
X
X
X
X
X
X
X
X
X
X
have the potential to contribute to
the institutions' aims and
interests
1.6.3 Degree to which the
Indonesian project partner(s)
envisage a longer term
cooperation
1.7.1 Degree to which the INDF
can influence/has influenced the
policy dialogue between the 2
countries
X
X
X
X
X
X
X
X
X
X
2.1.1 Quality of INDF promotion
(information sessions, website, ...)
both in The Netherlands and
Indonesia
2.1.2 Level of adequacy of the
screening and selection
procedure (as such) (level of
complexity, logic of steps,
duration, cost-effectiveness
quality of the templates, balance
between requirements and
commitment, ...)
screening and selection
procedure is correctly
implemented (timing, rapidity,
respect of procedures, ...)
2.1.4 Degree to which project
initiators are adequately guided
in the process of formulating
their proposal
2.1.5 Degree to which external
advice (Embassy, technical
depts., ...) is consistently sought
and adequate advisors identified
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
2.1.6 Quality of the external
advice obtained (NUFFIC,
departments, embassy); has
external advice been sought for
each project?
2.1.7 Quality of the ranking
advice of EVD to the Advisory
Committee (incl. consideration of
external advice)
X
X
X
X
X
1.4.3 The projects and the INDF
at large have the potential to
produce a specific added value
for the broader policy aims
(activities are realised that would
not be realised without the INDF)
address important
needs/problems at the level of
Indonesian society
have been defined in a demand
driven way
X
Programme level
2.1
The introduction,
screening and
selection process is
adequate
X
21
X
On
site
visits
Criteria and
judgement criteria
2.2
Management of
overall programme
implementation is of
good quality
Indicators
Document.
study
Interviews
Neth
2.1.8 Quality of the ranking
adopted by the Advisory
Committee and of its justification
2.1.9 Adequacy of the time spent
on the assessment, approval of
projects and on the drafting of a
project agreement?
X
X
screening and selection process
allows identifying quality
projects that meet the judgement
criteria
2.2.1 Quality and timeliness of
the follow up and supervision of
programme implementation by
EVD
2.2.2 Timeliness, quality and
transparency of reporting (formal
and informal) of EVD to
MinBuZa
2.2.3 Quality of overall
programme monitoring,
evaluation and learning
2.2.4 Cost effectiveness of
programme management by EVD
X
X
X
X
X
X
X
X
X
X
2.2.5 Adequacy and effectiveness
of supervision by Ministry
X
X
Interviews
Indo
Survey
Neth
Survey
Indo
On
site
visits
X
X
X
X
X
X
X
2.2.6 Adequacy of role taken up
by Embassy
Project level
2.3
2.4
2.5
The project
formulation is of good
quality
Project
implementation (in
the narrow sense) and
use of resources is of
good quality
The partnership and
task division between
the Dutch and
Indonesian partners is
adequate and
balanced
2.3.1Quality of the formulation
process (involvement of the
stakeholders, demand driven
character of the project)
2.3.2 Quality of the project
proposal (clear intervention logic,
well defined indicators, clear
project structure, good
identification and assessment of
risks, good reflection on potential
impact and sustainability)
2.4.1 Degree to which projects are
implemented according to the
initial planning (in terms of
timing and contents)
X
X
X
X
2.4.2 Degree to which the key
activities undertaken (and the
human resources in charge of
these activities) are of good
quality
2.4.3 Degree to which the project
has managed to mobilise external
resources
2.4.4 Degree to which the relation
between project resources and
project results is adequate
management structure (decision
making mechanisms, division of
tasks, ...)
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
22
X
Criteria and
judgement criteria
2.6
2.7
3.
3.1
3.2
Third parties provide
an adequate
contribution to project
implementation
Project monitoring,
evaluation and
learning are of good
quality
EFFECTIVENESS
AND IMPACT
The projects/INDF
programme achieve
their stated objectives
The projects/INDF
contribute to higher
level objectives related
to Dutch-Indonesia
cooperation or have
the potential to do so
Indicators
Document.
study
Interviews
Neth
Interviews
Indo
Survey
Neth
Survey
Indo
On
site
visits
2.5.2 Degree of existence of a
balanced partnership between
Dutch and Indonesian partners
(transparency on all key issues
including finance, shared
decision making)
2.5.3 Degree of existence of
adequate balance between
activities implemented in The
Netherlands and in Indonesia
X
X
X
X
X
X
X
X
X
X
2.5.4 Degree of adequacy of the
location of project
implementation (activities
implemented outside Indonesia The Netherlands, elsewhere cannot adequately be
implemented in Indonesia)
2.6.1 Quality of the role of the
Embassy in project
implementation
X
X
X
X
X
X
2.6.2 Quality of the role of EVD in
project implementation
(supervision, trouble shooting, ...)
progress reports are submitted on
time
X
X
X
X
X
progress reports
monitoring mechanism and
capacity to adjust project
implementation when needed
are evaluated and experiences
documented and capitalised
(learning)
X
X
X
X
X
X
X
X
X
X
X
X
have achieved their results as
stated in the project proposal (or
have the potential to do so)
X
X
X
X
X
X
have achieved their main
objectives as stated in the project
proposal (or have the potential to
do so)
contribute effectively to
knowledge transfer
(potentially) contribute to the
higher level objectives as made
explicit in (1) the policy
memorandum (2006-2010):
promoting stability and security,
improving the investment
climate, protection of
environment and biodiversity,
dialogue with and support for
moderate Islam, and (2) the MJSP
(2008-2011): improved
democracy, stability, HR and
governance; improved economic
policy (sustainable and equitable
growth); improved environment
and env. policy; intensified
bilateral relations
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
23
Criteria and
judgement criteria
Indicators
(directly or indirectly)
contributed (or have the potential
to contribute) to the broad
Indonesian policy aims
and the INDF at large have
produced (or have the potential
to produce) a specific added
value for the broader policy aims
benefits are achieved that would
not be achieved without the
INDF) and contributed to
sustainable cooperation
3.3
The projects/INDF
contribute to the
development stronger
institutions and
networks
contribute an improvement and
innovation of the Dutch –
Indonesian policy
3.2.5 Degree to which projects'
results are diffused
projects/INDF have contributed
to stronger institutions (both in
Indonesia and The Netherlands)
projects/INDF have contributed
to the broadening of
development actors
3.3.3 Degree to which new
partnerships have been created
Document.
study
Interviews
Neth
Interviews
Indo
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
3.3.4 Degree to which sustainable
partnerships have been (or will
be) created
3.3.5 Degree to which synergies
have been achieved among INDF
projects
3.4
The projects/INDF
contribute to the
fulfilment of
important needs/the
solution of important
problems of
Indonesian society
3.5
Unplanned effects
4.
SUSTAINABILITY
4.1
The benefits created
by the projects are
sustainable (or have a
clear potential to
become sustainable)
Survey
Neth
Survey
Indo
On
site
visits
X
contribute directly or indirectly to
poverty reduction (MDG 1 projects of 2008) and all MDGs
(projects of 2009), or have the
potential to do so
X
X
X
X
X
X
3.4.2 Degree to which projects
contribute to the fulfilment of
other important needs (or
solution of problems), or have the
potential to do so (a.o. the
promotion of stability and
security and of a conducive
investment climate for
sustainable entrepreneurship)
3.4.3 Degree to which the project
contributes to policy formulation
and policy changes?
X
X
X
X
X
X
X
X
X
X
X
X
results (in particular knowledge
and capacities) are firmly
embedded in local institutions
X
X
X
X
X
X
4.1.2 Degree to which viable
(institutional, financial, ...)
mechanisms exist to ensure
benefit continuity
X
X
X
X
X
have generated unplanned
(positive and negative) effects)
24
Criteria and
judgement criteria
4.2
The institutional spin
offs of the projects are
sustainable
Indicators
Document.
study
Interviews
Neth
Interviews
Indo
Survey
Neth
Survey
Indo
4.1.3 Degree to which external
funding has been (will be)
mobilised
4.1.4 Degree to which
political/policy support has
been/will be mobilised
X
X
X
X
X
X
X
X
X
X
4.2.1 Degree to which parties
have engaged (or will engage) in
sustainable cooperation in the
future
results achieved beyond the
project context will be embedded
X
X
X
X
X
X
X
X
X
X
25
On
site
visits
Annexe 3: Basic data on the 22 projects funded in 2007 –
2009
Project Nr.
Pen Holder
Main local
partner
Project title
Main
location
Project
Implementation
(planned)
Start
End
Plant Research
International
B.V.
BPMB-TPH
(Min. of
Agriculture)
Stimulation of the
Indonesian horticultural
sector through policy
assistance and
improvement of the
quality system
(HORTSYS)
Jakarta
1 Sep.
2007
31 Oct.
2010
INDF07/RI/11
Naktuinbouw
Strengthening the Plant
Variety protection System
in Indonesia
Jakarta
1 Oct.
2007
31 Jan.
2010
INDF07/RI/16
RIKILT institute
for Food Safety
1 Jan.
2008
30 Jun.
2010
Maastricht
School of
Management
(MSM)
LandbouwEconomisch
Instituut LEI
B.V.
Agricultural Quarantine
Agency's food safety
inspections and
certifications
Round Table Indonesia
Jakarta
INDF08/RI/02
Centre for Plant
Variety
Protection (Min.
of Agriculture)
Agricultural
Quarantine
Agency, Min. of
Agriculture
Institut
Pertanian Bogor
Bogor
1 Jan.
2009
31 Jan.
2011
Indonesia
Netherlands
Association
(INA)
Linking SME 1 companies
with modern markets
through a Horticultural
Supply Chain
Jakarta
1 Jan.
2009
31 Dec.
2010
Strengthening the
floricultural sector,
Indonesia
Integrated Improvement
of Jatropha Cropping
Systems
Jakarta
1 Mar
2010
30 Agt.
2012
Sumbaw
a Besar
1 Feb.
2010
30 Agt.
2012
Implementing
Responsible Care in the
Indonesian Technical
Vocational Education
System and Processing
Industries in Indonesia
Sexual and Reproductive
Health & Rights
Education for Deaf and
Blind High School
Students in Indonesia
Value Capture Fisheries
Jakarta,
Surabay
a,
Bandun
g
1 Sep.
2007
30 Jun.
2010
Jakarta,
Bali,
Yogyaka
rta
1 Sep.
2007
31 Agt.
2010
Jakarta
1 Jan.
2009
31 Dec.
2010
Capacity building on
Waste Management and
Sustainable Energy in
Indonesia
Capacity building in
sustainable bio-energy
Malang
1 Agt.
2007
31 Dec.
2009
Yogyaka
rta
1 Jan.
2009
31 Dec.
2011
Agriculture
INDF07/RI/07
INDF08/RI/09
INDF09/RI/12
Stichting PTC+
ASBINDO
INDF09/RI/21
Jortech Biomass
Universitas
Samawa, faculty
of Agric.
Education
INDF07/RI/05
Vapro-OVP
Komite
Nasional
Responsible
Care Indonesia
INDF07/RI/12
World
Population
Found (WPF)
Directorate
Special
Education, Min.
of Education)
INDF08/RI/11
Wageningen
Interna-tional,
Stichting Dienst
Landbouwkundi
g Onderzoek
Agency for
Marine and
Fisheries
Human
Resources
Development
BGP
Ingenieursburea
u B.V.
Universitas
Muhammadiyah
Environment
INDF07/RI/21
INDF08/RI/12
Technische
Universiteit
Eindhoven
Good governance
Universitas
Muhammadiyah
26
Project Nr.
Pen Holder
Main local
partner
Project title
Main
location
INDF08/RI/03
Maastricht
University (UM)
Faculty of Law,
Universitas
Gajah Mada
Yogyaka
rta
INDF08/RI/18
Faculty of Law
Leiden
University
Radio
Nederland
Wereldomroep
Universitas
Indonesia
Innovation of legal
education in support of
Good Governance at the
UGM Faculty of Law,
based in Yokyakarta,
Indonesia
Building Blocks for the
Rule of Law
Jakarta
1 Jan.
2009
1 Jan. .
2012
School for
Broadcast Media
Local voices,
strengthening training for
regional and local radio
stations
Jakarta,
Surabay
a,
Makasar
, Medan,
Balikpap
an
1 Apr.
2010
31 Mar.
2013
Int. Institute
GEOInformation
Science Earth
Observation ITC
Centre for
Transp. and
Logistics Studies
(PUSTRAL),
UGM
Curriculum Development
for Integrated
Infrastructure Planning
and Community
Development Yogyakarta
City
Yogyaka
rta
1 Oct.
2007
30 Sep.
2010
INDF09/RI/22
Betonvereniging
Gadjah Mada
University
30 Apr.
2012
Technische
Universiteit
Delft
UKIM
(Christian
University of
Ambon)
Yogyaka
rta/
Jakarta
Timur
Ambon,
Haruku
1 May
2010
INDF09/RI/23
Transfer of Technology on
Cost Effective and
Sustainable Concrete
Constructions
Developing capacities for
community-based microhydropower projects in
the Maluku province of
Indonesia. Aboru village
on Haruku island Maluku
province
1 Mar.
2010
31 Mar
2012
Joint Development of a
new Master Program on
Integrated Microfinance
Management for Poverty
Reduction and Sustainble
Development in
Indonesia
Bandun
g
1 Jan.
2009
31 Dec.
2011
Strengthening the finance
sector of Indonesia
through training research
and development in
Finance and Risk.
Yogyaka
rta
1 Mar.
2010
30 Agt.
2012
Universitas Sam
Ratulangi
Development of a joint
Indonesian - Dutch Water
Quality Education and
Laboratory Research
Centre for East-Indonesia.
Manado
15 Agt.
2007
14 Agt.
2010
Institut
Teknologi
Bandung (ITB)
Joint Indonesian - Dutch
Water Supply and
Sanitation Institution
Building Project
Bandun
g
1 Apr.
2010
31 Mar.
2013
INDF09/RI/14
Infrastructure
INDF07/RI/04
Sustainable business and investment climate
INDF08/RI/16 The Leiden
Universitas
Ethno-systems
Padjadjaran
and Development Program
(LEAD), Faculty
of Science
(FW&N) of
Leiden
University (UL)
INDF09/RI/01 Technische
Universitas
Universiteit
Gadjah Mada
Delft
(Faculty of
Math. And nat.
Sc.)
Water management
INDF07/RI/18 N.V.
Waterleidingma
atschappij
Drenthe (WMD)
INDF09/RI/17
Technische
Universiteit
Delft
Project
Implementation
(planned)
Start
End
31 Dec.
31 Dec.
2008
2011
27
Annexe 4: List of persons met
Programme level
•
•
•
•
•
Peter Noordermeer, in charge of the INDF, Ministry of Foreign Affaires,
Department Asia and Oceania
Jaap Smit, former responsible of the INDF, Ministry of Foreign Affaires,
Dave C. van den Nieuwenhof, Policy Advisor, Ministry of Foreign Affaires,
Department Asia and Oceania
Renate Pors, former staff of the Embassy of the Netherlands in Jakarta, Ministry
of Foreign Affaires, Department Asia and Oceania
J.C. Roomeijer, Controller, Ministry of Foreign Affaires, Department Asia and
Oceania
•
•
•
•
•
•
•
Koen Hamers, Region Manager Private Sector Investment Programme for Asia,
EVD
Hidde van der Veer, Unit Manager Private Sector Investment Programme, EVD
Marc van der Linden, Advisor INDF programme, EVD
Kirsten Haak, former Advisor INDF programme, EVD
Anne Kempers, coordinator Indonesia, China and Vietnam facilities, EVD
Regien Mulders, administrative staff, EVD
Suradhya Ramatuar, financial staff, EVD
Thiery van Helden, staff, EVD (phone interview)
•
•
Nico Schulte Nordholt, member of the Advisory Committee
R.A. Wagener, chairman of the Advisory Committee
•
•
Marnix J. Segers, Second Secretary, Embassy of the Netherlands in Jakarta
Nathalie Lintvelt, Counsellor/Head of the Economic Department, Embassy of the
Netherlands in Jakarta
Jean F. Rummenie, Cousellor for Agriculture, Nature and Food Quality, Embassy
of the Netherlands in Jakarta
Arnold van der Zanden, First Secretary Education, Embassy of the Netherlands
in Jakarta
•
•
•
•
Koen Yap, Senior Programme Administrator, Capacity Building & Scholarships
Directorate, NUFFIC
•
Dr. Tumiran, National Energy Council
Project level
1. Curriculum Development for Integrated Infrastructure Planning and Community
Development Yogyakarta City
•
•
Marc Brussel, project leader, ITC
Marc Zuidgeest, ITC
28
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Leo de Jong, Keypoint
Prof. Dr. Sunyoto Usman, Program Director
Dr. Heru Sutomo, Lecturer
Dr. John Suprihanto, Vice Director
Ir. Arif Wismadi, M.Sc, Lecturer
Assoc. Prof. Dr. Tumiran, Dean, Faculty of Engineering
Dr. Kuncoro Harto Widodo, S.T.P., M. Eng, Director of PUSTRAL
Romo Carolus, YSBS
Stephanus Mulyadi, M.Sc, YSBS
About 20 students of the first and second batch of the MICD M.Sc
Prof. Dr. Hartono, DEA, DESS, Director of the Gadjah Mada University
Graduate School
Prof. Ir. Suryo Purwono, MASc.n Ph.D, Vice Director of the Gadjah Mada
University Graduate School
Prof. Dr. Ir. Toni Atyanto Dharoko, P.Phil., Vice Rector for Alumni and
Businsses Development, UGM
Yoshi Fajar Resonomurti, architect and guest lecturer at Duta Wacana
Universtiy
2. Implementing Responsible Care in the Indonesian Technical Vocational Education
System and Processing Industries in Indonesia
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Mr. S. Mens, Project Manager, VAPRO-OVP
Ms. M. de Jong, VAPRO-OVP, in charge of international projects
Dr. F. Ory, independent expert, specialist in occupational health
Mr. Lie Hendrik Kusnadi, VAPRO Indonesia
Drs. Ir. M. Setyabudi, General Manager KN-RCI
Mrs. Yuli, vice director, Caraka Nusantara Vocational School
Mrs. Havita, teacher, Caraka Nusantara Vocational School
Mr. Haridu, Director Caraka Nusantara Vocational School
Mr. Putoyo Nugroho, Directorate Middle-Level Vocational Schools, Ministry
of Education (phone interview)
Prof. Suprianto, Technological Institute Surabaya (phone interview)
Setiyanto H.S., Engineer Manager, FIMA company
Weta Anggun Surtantya, Quality Control Manager, FIMA company
Agus Djauhari, Quality System Manager, FIMA company
Mr. Entis, Headmaster, SMK 7 Bandung – Vocational School
Mr. Dede, teacher, SMK 7 Bandung – Vocational School
Mrs. Anne, teacher, SMK 7 Bandung – Vocational School
Mrs. Yeni, teacher, SMK 7 Bandung – Vocational School
Mrs. Iya, teacher, SMK 7 Bandung – Vocational School
Mr. Aen, teacher, SMK 7 Bandung – Vocational School
3. Stimulation of the Indonesian horticultural sector through policy assistance and
improvement of the quality system (HORTSYS)
•
•
•
Mr. Joost van der Burg, project manager, PRI
Mr. Ronald Serhalawan, independent resource person, PT Joro
Mr. Zamzaini, independent resource person, LPTP
29
•
•
•
•
•
•
•
•
•
•
•
Mrs. Yanti Yusuf, project manager/Director, Directorate of Horticulture Seed,
Ministry of Agriculture
Mr. Akhmad Riyadi Wastra, Director, BPMB
Mrs. Dina, BPMB
Mrs. Dewi, BPMB
Mrs. Suryati, BPMB
Mrs. Ami, BPMB
Mrs. Antonia, BPSB Central Java
Mrs. Tituk, BPSB Central Java
Mrs. Wulandari, BPSB Central Java
Mr. Abdul Hamid, seed producer, PT Mulia Bintang Utama
Mr. Rusdi, seed producer, PT Duta Agro Utama Nusantara
4. Sexual and Reproductive Health & Rights Education for Deaf and Blind High School
Students in Indonesia
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Mr. Henk Rollink, head of project department, WPF
Mr. Sri Kusyuniati, country representative, WPF Indonesia
Mrs. Andri Yoga Utami, project manager, WPF Indonesia
Mrs. Barbara Van Esbroeck, independent resource person
Mrs. Nuning Suprihati, independent resource person
Mr. Samino, Director, Program Directorate of the Directorate of Special
Education, Ministry of National Education
Mr. Praptono, project manager/head, Appraisal and Accreditation Section of
the Directorate of Special Education, Ministry of National Education
Mrs. Lanny, project consultant, Santi Rama Foundation
Mrs. Maria, project consultant, Santi Rama Foundation
Mr. Bambang Basuki, consultant, Mitra Netra
Mrs. Siti Rahayu, schools headmaster, Santi Rama Special High School
Mrs. Sri, teacher, Santi Rama Special High School
Mr. Adit, student, Santi Rama Special Education
Ms. Dara, student, Santi Rama Special Education
Mrs. Asna, teacher, SLB Pembina A Lebak Bulus
Mrs. Juju, teacher, SLB Pembina A Lebak Bulus
Mr. Hamid, teacher, SLB Pembina A Lebak Bulus
Ms. Tutik, student, SLB Pembina A Lebak Bulus
Mr. Indaryono, student, SLB Pembina A Lebak Bulus
Ms. Heru Arsih, PKBI Yogyakarta
Ms. Nuri, PKBI Yogyakarta
Ms. Venusia, PKBI Yogyakarta
Mr. Gama, PKBI Yogyakarta
Mr. Lina, PKBI Yogyakarta
5. Development of a joint Indonesian - Dutch Water Quality Education and Laboratory
Research Centre for East-Indonesia
•
•
•
Josien Ruijter, Director TID (and former project director)
Paulus Tallulembang, senior staff member TID
Prof. S. Berhimpon, Director UNSRAT postgraduate programme
30
•
•
•
•
•
•
Theo Luminon, Joy Rattu, Grace Korompis, Liljan Andris, Sanita Tapan, Tony
Timpuan, Jane Pagenab, Joce Umboh, Grace Kando, Dr. Reiny, Beni Lampus
(lecturers at UNSRAT)
Rino Komalik, Margareth Sapulete, Apriyani, John Tilaar (graduates from the
first M.Sc batch)
Henri Palandeng and Wilmy Pelle (UNSRAT lecturers who graduated from
the M.Sc Water Quality program at IHE Delft)
Arief Rakhmadi, Diretor of the WLN laboratory
Otniel Kojansow, Main Director of PT Air Manado and Vicky Silinaung,
Techical Director
Fru Suawa, Flepi Salmon, Eka Putra Genah, Salmin Tubagus, Denny
Lengkong, Silvana Montolalu, Albert Wales, Lucky Oroh, Jackson Kiroyan,
Denny Lukow, Johan Makalew, Romelu Toku, Usman Djafar, Ilham Bamatraf,
Johan Makalew, Riadi Santosa, Hendrik Santoso, Reumon Ladandatu (PT Air
Manado staff, having been trained via the project)
6. Innovation of legal education in support of Good Governance at the UGM Faculty of
Law, based in Yokyakarta, Indonesia
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Prof. Dr. G.A.A.J. van den Heuvel, Academic Project Director, School of Law
of Maastricht University (via email)
Geraldine van Kasteren, Project Manager, MUNDO
Martine Prins, Project Manager, MUNDO (via email)
Dr. Roesli Muhammad, independent resource person, Dean of the Faculty of
Law of UII
Prof. Dr. Marsudi Triatmodjo, Academic Project Director/Dean of the Faculty
of Law, UGM
Dr. Sigit Riyanto, Project Manager/Vice Dean on Academic and Cooperation
Affairs, UGM
Prof. M. Hawin, Lecturer (previously one of the contact persons as written in
the proposal), UGM
Herliana, M.Comm. Law, lecturer, UGM
Wahyu Yun Santosa, M. Hum, LL.M, lecturer, UGM
Mailinda Eka Yuniza, LL.M, lecturer, UGM
Irna Nurhayati, M. Hum, lecturer, UGM
Nabris, student, UGM
Adzikri Yaumi, student, UGM
Gabrilia Ahmadanti, student, UGM
Kartika Wulandari, student, UGM
Abrosius Arya Maheka, alumnus
Zahru Arqom, alumnus
Arief Nugroho, alumnus
Muhammad fajar Rama Putra, alumnus
Ngurah Aditya, alumnus
Ahmad Ali Fahmi, alumnus
Ichwan Arif, librarian, UGM
7. Linking SME companies with modern markets through a Horticultural Supply Chain
•
Dave Boselie, LEI
31
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Anindita Gayatri, General Manager HCC
Rara Dewayanti, Marketing and Business Development Manager, HCC
Ario Sudiro, Resource and Information Manager
Elmar Bouma, Director INA
M. Hariyadi Setiawan, Program Manager INA
Ariefin Makaminan, Sustainable Development and CSR Manager, INA
Hartono, consultant PT Syres
Apun, manager of the Mandiri Cooperative (Ciwalu, Wates Jaya village)
A’am, member of the Mandiri Cooperative (Ciwalu, Wates Jaya village)
Patriansa, supervisor of the Mandiri Cooperative (Ciwalu, Wates Jaya village)
and staff member of PT PNU
Wandi, member of the Mandiri Cooperative (Ciwalu, Wates Jaya village)
Rike Agustin, extension worker, PT PNU, Bogor
Wisnu, Director, PT PNU, Bogor
Funy, Secretary, PT PNU, Bogor
Imam Suharto, resource person (phone interview)
Marcel Stallen, Fresh Studio Innovations (phone interview)
8. Value Capture Fisheries
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Henk Zingstra (WI, now CDI)
E. Nursalim (via phone)
Sunoto, Staff Ahli MKP
Sjairief Widaja, BPSDM
Nyoman Surya, PusDik
Lina H. Sianipar, Dit. PP
Sadarmono S., Dit. PLN-P2HP
Martani Hs., P2HP
Dedi Fardiez, IPB
Lilly Aprilya P., BPSDM
Lukman N.H., DH.PP-DJPT
Pornia Pruyio, Program DPT
Helwijaya M., Dit. PLN, P2HP
I Ketut Sumandiarsa, STP Jakarta
Thomas Sinulingga, Kepala Sub-Bidang Bimbinagan Laoboratorium dan
Lembaga Sertifikasi
Sujartu, STP Jakarta
Asriani, STP Jakarta (Ketua program studi TPH)
Suharyanto, STP Jakarta
J. Djoko, STP Jakarta
Terry Yuliardi, STP Jakarta
Ir. Abdur Rouf Saur, Head of fishing port of Muara Baru
S.Hartoyo, Manager pelabuhan
Debby, Inspector mutu
Nor Alimin, Inspector mutu
M. Februannu, Translator
Hutami Dewi, Extension worker
M. Suni Ramli, Inspector mutu
Prof. Siegried Berhimpons
32
9. Capacity building in sustainable bio-energy
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Fabby Tumiwa, independent resource person, IeSR
Mrs. Mara Wijnker, project manager, TU Eindhoven
Patrick van Schijndel, project manager, TU Eindhoven
Mr. Bambang Riyanto, Deputy Rector II, UMY
Mr. Tony K. Hariadi, Project manager/Dean, UMY
Mr. Surya Lesmana, lecturer, UMY
Mrs. Indira Prabasari, lecturer, UMY
Mr. Andan Yunianto, lecturer, UMY
Mr. Saibun, researcher, UMY
Mrs. Lilis Setiartiti, lecturer, UMY
Mr. Rahmat, lecturer, UMY
Mrs. Agung Astuti, lecturer, UMY
Mr. Totok Suwanda, lecturer, UMY
Mr. Wahyudi, lecturer, UMY
Edwin, student, UMY
Amirul Mahar, student, UMY
Rizkia, student, UMY
Ezna, student, UMY
Purwanto, student, UMY
Erma, student, UMY
Fitriana, student, UMY
Marjan, Farmer
Maryoto, headmaster, SMK Bambanglipuro
Ganjar, teacher, SMK Bambanglipuro
Dahar, village head, Potorono Village
Totok Tri Wiarto, Potorono Village
Aris Munandar, head of Pesantren, Potorono Village
Giyono, Potorono Village
Zarkasy, Potorono Village
Other projects
• Idqan Fahmi, MB-IPB, Project Coordinator Round Table Indonesia (08 02)
• R. Dikky INdrawan, IBP, Fakultas Ekonomi Manajemen, Round Table
Indonesia (08 02)
• Rosana A. Harahap, Executive Director Asosiasi Bunga Indonesia, Project
Coordinator of the project ‘Strengthening the floriculture sector Inodnesia’
(09 12)
• Karen Tambayong, Chairman, Asosiasi Bunga Indonesia, Project Coordinator
of the project ‘Strengthening the floriculture sector Inodnesia’ (09 12)
• Prof. Dr. Oni Atyanto Dharoko, Vice Rector Universitas Gadjah Mada (UGM
related projects)
• Prof. Dr.Tumiran, Dean Faculty of Engineering Universitas Gadjah Mada
(UGM related projects)
• Indra Muliawan, Uinversitas Indonesia, Project coordinator’Building blocks
for the rule of law’ project (08 18)
33
•
•
•
•
•
Dr. Yoyok Wahyu Subroto, Project Coordinator ‘Transfer of Technology on
Cost Effective and Sustianable Concrete Constructions’, Universitas Gadjah
Mada (09 22)
Dr. Gunardi, Project Coordinator ‘Strengthening the finance sector of
Indonesia thorugh training, research and development in Finance and risk’,
Universitas Gadjah Mada (09 01)
Prof. Dr. Ir.Suprihanto Notodarmojo, Head of Water and Wastewater
Engineering Research Division ITB, Joint Indonesian – Dutch water supply
and sanitation institution building project (09 17)
Prof. Dr.Ir. Indratmo Soekarno, MSc, VIce Rector Field Research, Innovation
and Partnership of ITB, Joint Indonesian – Dutch water supply and sanitation
institution building project (09 17)
Dr. Ramdan Panigoro, Direktur Kerjasama Universitas Padjadjaran, Project
coordinator ‘Joint Development of a new Master Program on Integrated
Microfinance Management for Poverty Reduction and Sustainable
Development in Indonesia’ (08 16)
34
Annexe 5: Project Notes
1. Field study projects
1. Curriculum Development for Integrated Infrastructure Planning and Community
Development Yogyakarta City
2. Implementing Responsible Care in the Indonesian Technical Vocational
Education System and Processing Industries in Indonesia
3. Stimulation of the Indonesian horticultural sector through policy assistance and
improvement of the quality system (HORTSYS)
4. Sexual and Reproductive Health & Rights Education for Deaf and Blind High
School Students in Indonesia
5. Development of a joint Indonesian - Dutch Water Quality Education and
Laboratory Research Centre for East-Indonesia
6. Innovation of legal education in support of Good Governance at the UGM
Faculty of Law, based in Yokyakarta, Indonesia
7. Linking SME companies with modern markets through a Horticultural Supply
Chain
8. Value Capture Fisheries
9. Capacity building in sustainable bio-energy
2. Documentation study projects
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
Strengthening the Plant Variety protection System in Indonesia
Agricultural Quarantine Agency's food safety inspections and certifications
Capacity building on Waste Management and Sustainable Energy in Indonesia
Joint Development of a new Master Program on Integrated Microfinance
Management for Poverty Reduction and Sustainable Development in Indonesia
Building Blocks for the Rule of Law
Strengthening the finance sector of Indonesia through training research and
development in Finance and Risk
Strengthening the floricultural sector, Indonesia
Local voices, strengthening training for regional and local radio stations
Joint Indonesian - Dutch Water Supply and Sanitation Institution Building
Project
Integrated Improvement of Jatropha Cropping Systems
Transfer of Technology on Cost Effective and Sustainable Concrete Constructions
Developing capacities for community-based micro-hydropower projects in the
Maluku province of Indonesia.
35
1.1
Curriculum
Development
for
Integrated
Infrastructure Planning and Community Development
Yogyakarta City
1. Basic project data
Project name
Project code
Sector
Main Dutch partner(s)
Main Indonesian partner(s)
Major objective
Total project budget (Euro)
Total INDF grant (Euro)
Effective starting date
End of project date
Curriculum Development for Integrated Infrastructure
Planning and Community Development Yogyakarta
City
INDF/07/RI/04
Infrastructure
International Institute GEO-Information Science Earth
Observation ITC
Centre for Transportation and Logistics Studies
(PUSTRAL), Gadjah Mada University (UGM)
The design and implementation of an academic
education and joint research programme in
infrastructure and community development
587,662
470,130
October 2007
31 May 2011
2. Short project description
2.1 Project background
Project origin. In 2006, the Indonesian government officially recognised the
‘infrastructure crisis’ the country was facing. Three of Indonesia’s most prominent
universities (ITB, UI and UGM) then concerted each other to come up with a quality
response to this challenge that threatened, among others, the country’s economic
development. They agreed on a rough division of tasks among them, which implied
that UGM would merely focus on the community development dimension of
infrastructure development. As such, already before the first call for proposals of the
INDF has been launched, UGM (i.c. its Centre for Transportation and Logistics
Studies) had clear ideas and ambitions to develop an academic offer in the area of
‘infrastructure and community’. They found a welcome ear at the level of a few ITC
staff, who contacted UGM to further expand the existing cooperation. Cooperation
between PUSTRAL and ITC had started well before these contacts and so far had
evolved around joint research interests in transportation and infrastructure. Many
staff of UGM studied at ITC and there was a general interest evolving to expand the
range of joint educational programmes to other areas.
The EVD call for proposals provided an adequate possibility to jointly work out a
project related to infrastructure and community development that aimed to develop
and implement an academic offer composed of an 18 months M.Sc programme, a
short courses programme and a PhD programme). It is noteworthy that even without
ITC, UGM (c.q. PUSTRAL) would have continued with the initiative, as they already
had devoted a substantial effort and funds to this initiative.
36
Project rationale and context. Infrastructure quality in Indonesia is poor and, hence,
limits the health and well-being of the population and restricts the potential for
economic development. The sector has difficulties getting to grips with the fast
changes and the challenges the country is facing. While promising policies are
developed to deal with these challenges (decentralisation and less rigid planning,
among others), their implementation is frustrated by severe capacity limitations that
exist at various levels.
In order to address these capacity problems, PUSTRAL has approached BAPPENAS
(the national planning agency) to prepare a postgraduate programme in
Infrastructure and Community Development. The design and implementation of this
and related academic programmes were already under development when
PUSTRAL approached ITC for cooperation. As such, the activities implemented
under this project have only a supporting role to the development of the programme
and are meant to improve its thematic coverage and scientific quality so as to reach
international standards and increase societal relevance.
Characterisation of project partners. The International Institute for Geo-information
Science and Earth Observation (ITC) primarily aims at international education, flanked
by research and project services. Its activities relate to international knowledge
exchange, focusing on capacity building and institutional development in countries
that are economically and technologically less advanced. The institute is mainly
involved in training and capacity building through educational programmes at M.Sc
and master level.
The Centre for Transportation and Logistics Studies (PUSTRAL) of UGM was established
mid 2001 and has been operational since then. As a research centre, it is active in the
following domains: research in transportation and logistics, taking part in
infrastructure and transportation related research, developing transport
management strategies and promoting the development of transport systems and
management, hardware and software leading to creating more business
opportunities.
Keypoint Consultancy is an independent commercial spin-off from the University of
Twente; it integrates knowledge on governance, business administration and
infrastructure development. It conducts consultancy services on policy development
in infrastructure, traffic and transport for central and local governments, conducts indepth studies in the transport sector and takes the responsibility for project
implementation.
2.2 Project aims and outputs
Long term objective(s) and project purpose. The long-term objective is to contribute
to the establishment of a critical mass of multi-disciplinary professionals (with a first
degree in a related area) that are able to apply innovative approaches to the
complexities of integrated and community centred planning and management of
infrastructure. This will be achieved through supporting the design and
implementation of an academic education (short courses, M.Sc) and joint research
programme (Ph.D) in infrastructure development. It is the intention that these
activities will develop into a sustainable activity with continuous involvement of the
partners.
Project results and sub-results. The project aims achieving the following results and
sub-results:
1. Kick-off, capacity needs assessment and inception. These activities are to be
undertaken jointly by all partners and will culminate in an inception
report that specifies the relation between the partners, the activities to be
undertaken by each partner and a corresponding time planning and
budged. The capacity needs assessment will be organised with potential
client organisations (such as BAPPENAS and the Ministry of Public
37
2.
3.
4.
5.
Works) and will identify capacity gaps and the demands for particular
types of training.
Curriculum design and research activities. The capacity needs assessment
will be augmented by a review of contemporary scientific development,
views and debates in infrastructure. The outcome of this process will
allow defining a curriculum concept, structure and end qualifications of
the postgraduate programme. Subsequently, a research agenda and
research programme in infrastructure and community development will
be defined.
Detailed curriculum development for postgraduate course ‘Infrastructure and
Community Development’ and Train the Trainer programme. This result deals
with the development of the course materials and content of the
postgraduate course. A gap analysis is to be performed to identify the
areas of the curriculum for which external support is needed. This
support will focus on high priority curriculum elements. Part of the
course materials for the M.S curriculum will also be used as short courses.
In addition an integrated community infrastructure project will be
realised using a studio approach, equipped with hard- and software that
facilitates multi-disciplinary teams to work on participatory design and
planning in infrastructure.
The ToT programme consists of several elements and its results will be
elaborated in a training guide.
Implementation of the M.Sc and short courses programme. This result consists
of the implementation of the newly developed programme. The first M.Sc
programme should start in May 2008 and run over 18 months.
Evaluation, dissemination and final reporting. This result deals with the
evaluation of the courses, the formulation of improvements to be made,
and the dissemination of results.
3. Analysis of project achievement
3.1 Relevance of the project
3.1.1 Project relevance in view of the Dutch policies and interests
How compatible is the project with the existing Dutch policy frameworks?
The project’s objectives contribute directly to some of the policy aims as stated in the
policy memorandum and the MJSP, more in particular the promotion of stability and
security, the improvement of the investment climate and improved governance. It
fits with other efforts of the Dutch government such as the Local Government
Capacity Building programme. In addition, the policy memorandum states that
antiquated infrastructure is considered as a major economic obstacle. A combination
of policy support and capacity building seems adequate to address these constraints
most adequately.
The explicit aim of the project to establish linkages with actors outside the academic
sphere, in particular with government agencies involved in infrastructure
development and private companies, imply that the project has the potential to
produce a specific added value for the broader policy aims and to contribute to the
enlargement of development cooperation and relations between Dutch and
Indonesian actors.
38
To which extent is the project in line with the aims and interests of the Dutch
participating institutions?
This project is entirely in line with the aims and interests of the Dutch participating
institutions, whereas it cannot be considered financially rewarding. For ITC, the
project is a continuation of a long-standing partnership with UGM and in accordance
with its mission as an institution for international education. Considering the broad
range of cooperation with UGM, there is a potential to create synergies with other
programmes and to further give further substance to ITC’s involvement in Indonesia
(e.g. via the project, three students from the Urban Planning and Management
Programme of ITC wrote a thesis on a topic related to Yogyakarta city and were
facilitated in their work by UGM). In addition, ITC places its involvement in this
project in the framework of a long-term cooperation around the themes developed.
For Keypoint, the project provides an opportunity to further develop its expertise
related to (integrated) transportation and infrastructure planning and the
development of related educational programmes.
To which extent is the project contributing to the MDGs?
The project contributes indirectly to poverty alleviation and hence to the MDGs.
Improved infrastructure is expected to stimulate local economic activities and the
same can be said with regard to improved (more participatory) approaches for local
development planning. The project will contribute also to improved governance
which in its turn contributes to more stability and, hence, poverty alleviation.
3.1.2 Project relevance in view of Indonesian policies, needs and interests
To which extent is the project compatible with the existing Indonesian policy
frameworks?
The project develops instruments and capacities to support important policy
decisions taken by the government in terms of the decentralisation of power and
authority to local governments which mandates these local entities to play a leading
role in infrastructure planning, construction and operation at the local level.
Additionally, the project supplements the government’s effort to come to a more
community based planning and development of local infrastructure.
It is not clear to which extent the project activities would not have been realised
without the INDF. Considering the strong determination of UGM to go ahead with
the initiative (the project is part of a broader effort), most probably UGM would have
succeeded in finding alternative funding sources. This fact leaves however open the
question to which extent the same level of quality could have been assured in that
case. The academic activities build upon the knowledge and experiences of both
partners. This provides a lot of added value in terms of academic quality and
international orientation. Moreover, the international involvement links in very well
with UGM core strategies of internationalisation and achieving academic excellence.
The international component made possible through INDF has also acted as a
leverage to get the programme properly embedded in the university.
To which extent does the project address the needs of the Indonesian society?
As mentioned earlier the project will indirectly contribute to poverty alleviation;
actually, improved infrastructure is able to already remove important constraints the
Indonesian population is confronted with on a daily basis. On the meso-level, the
project addresses the needs for support to decentralised agencies to take up their
mandate to plan adequately local infrastructure and set up and implement
participatory planning processes.
39
To which extent is the project in line with the aims and interests of the Indonesian
The project is entirely demand driven as it has emanated from a strong, clear and
specific demand from PUSTRAL/UGM directed to an institutional partner it knows
since long. Project formulation has also taken care to avoid duplication and to focus
external (ITC) support on those areas where there exist capacity gaps. As such, the
project has a strong potential to contribute to the institutions' aims and interests.
In addition, it has been the explicit aim since the preparation of the project to
envisage a longer-term cooperation. Since 2006 there exists an umbrella
memorandum of understanding on research between UGM and ITC.
3.1.3 Project relevance in view of future Dutch – Indonesian cooperation
To which extent has the project the potential to contribute to improvement and
innovation in the Dutch - Indonesian policies?
The project is part of a broader cooperation effort between two well established
academic institutions that cooperate since long. It follows a solid but rather classic
approach, which however does not prevent innovations (cfr. the Studio approach).
The strong linkages with government agencies involved in infrastructure
development and private companies, constitute an innovation but need to be further
materialised and expanded before the approach can be considered truly innovative
and having a potential for improvement and innovation in Dutch-Indonesian
policies.
3.2. Efficiency
3.2.1 Quality of project formulation
Quality of the formulation process. The formulation process has been of good
quality, which can be mainly explained by both the long cooperation tradition
between the partners, their knowledge of each other’s needs and capacities and the
determination and strong vision of UGM with regard to what it wants to achieve
with this programme. For ITC it was no problem to entirely adopt the demand of its
partner as this demand was entirely in line with its vision and mandate.
The project formulation as such took place during a week of intensive cooperation
between the two project partners that allowed defining all key results of the project
and its budget. The draft proposal was finalised later on, after contacts with EVD
with regard to some technical aspects of the proposal. This led to minor adaptations
in the original draft, which were however discussed in-depth by both project
partners.
Quality of the project proposal. The quality of the proposal is also (very) good. The
various results and sub-results are described in a detailed but clear way. The longterm objectives of the project (containing also several hierarchic levels) are also clear,
but its short-term objectives (as mentioned under 1.5) are actually coinciding to a
major extent with the results and sub-results described later. It would also have been
preferable to have a project goal that would formulate the development effect
(outcome) of the different project results, not the summary of these results as is
presently the case.
The project rationale and context is well explained, as is the relevant expertise of the
project partners, the organisational set-up and development effects of the project.
The way project results will be institutionalised, embedded and eventually lead to
sustainable results is also well explained. The last section does not address the
relationship between the project and the policy of the Indonesian government (as it is
supposed to do), but references to this policy are found elsewhere in the proposal.
40
3.2.2 Quality of project implementation and of the use of project resources
In terms of its contents, the project is implemented entirely as foreseen (only minor
changes at activity level). However, the project could not entirely be implemented
according to the initial planning in terms of its timing. Project closure is now
foreseen for May 2011, which implies a delay of eight months compared to the initial
planning. This delay has been caused by external factors that were to a major degree
beyond the control of the project , The delay in the project was caused primarily by
the long discussion and consultation process that happened in UGM. This process
was much, much longer than was foreseen at the proposal writing and inception.
The sensitive nature of the multi-disciplinary approach and the competition of the
MICD MSc with other courses in the Engineering domain led to quite substantial
opposition with some University staff. This caused a lengthy political process, which
however has had positive effects in the sense that more people got involved in the
programme and have been convinced of its importance than otherwise would have
been the case. I really feel that this could not have been foreseen or planned.
In the early stages of the project, considerable time was spent to present and discuss
the postgraduate programme plan with the University authorities, i.c.
representatives of the faculties, the Senate and the University top management. Also
considerable time was needed to develop, adjust and reach agreement of the
management plan at the level of the higher echelons of UGM. This cumbersome
process can mainly be explained by the project partners’ firm commitment to ensure
a proper embedding of the programme within the university thereby following the
(demanding) existing rules and procedures. In addition, the multidisciplinary
character of the programme and its proposed combination of education and research,
constituted an innovation at the level of UGM, raised some sensitive issues. Hence, it
required more efforts to clarify and persuade the key actors and adapt procedures
where needed. In total 17 (!) in-depth discussions were held before this process could
be rounded off successfully, which was among others illustrated by the support of
seven faculties to the programme.
While the length of this initial process caused a postponement of the start of the postgraduate programme and an extension of the project implementation period, the
evaluators consider the time and efforts spent on this preparatory process as entirely
justified in view of local ownership and sustainability of the programme. More in
general, projects of a strong institutional nature will mostly be confronted with this
type of challenges and should avoid disregarding these, as this would prove
counterproductive in the longer term.
As the evaluators have only limited affinities with the areas and themes developed in
this project, it is difficult for them to unambiguously assess the quality of the key
activities undertaken and the project’s human resources. The evaluators are however
positively impressed by the approach followed by the project implementers
throughout the different phases of implementation, which is clearly well thougth,
robust and assuring the desired quality. As will be explained below, its major project
component (the M.Sc programme) needs further optimalisation, but this is entirely
understandable considering the multidisciplinary character and innovative nature of
the programme. In addition, the project has faced some problems in mobilising the
desired (quality) human resources on the right moment (both at the Dutch and
Indonesian side), but this is nearly unavoidable considering the many commitments
and responsibilities taken up by the staff and pool of lecturers involved in the
project. As an indicator of quality, it is worth mentioning that the MSc programme is
being subjected to national accreditation at the moment and that a (posotive)
judgment on its quality is imminent.
41
The project has been able to mobilise external resources in various ways. 11 of the 18
participants of the second batch could be provided a schollarship. Two jointly
developed research proposals managed to attract internal funding from UGM. In
addition, some short courses will be implemented on a commercial basis. Beside the
short courses mentioned in the proposal, MICD has conducted two courses on
commercial basis on 15-16 July 2009, 25 participants, conducted in Yogyakarta, and 2
– 21 July 2009, 113 participants conducted in Tulang Bawang District, Lampung. In
addition it is important to mention that project partners have indicated that they
have spent far more time (and resources) on the set up and implementation of this
programme. As such, their own contribution is far more substantial that the 20%
contribution foreseen in the budget.
It is too early to make far reaching conclusions on the degree to which the relation
between project resources and project results can be considered as adequate.
However, a solid basis has been laid down and if the project can ensure the
continuity and quality of its major results (the M.Sc programme in first instance, but
also the research programme and the short courses) and, hence, contribute to filling
up a void in terms of the country’s capacities and practices related to integrated
infrastructure and community development planning and management, there is no
doubt that its results will largely justify the resources spent.
3.2.3 The partnership and task division between the Dutch and Indonesian
partners
As the project is simple, the project has intentionally opted for a light management
structure without formal entities such as a steering committee, etc. Each project
partner has appointed a contact person who has been involved in all decisions that
required discussion and concertation of the partners. This option has proven to work
very well in practice; throughout the project implementation period, there has been
good communication and exchange among the partners. The fact that there existed a
balanced partnership among the three partners that was based on equality, mutual
respect and transparency (also on financial issues) has without any doubt very much
helped in this regard and allowed that rather informal management mechanisms
could be applied.
The balance between activities implemented in the Netherlands and in Indonesia
seems to have been adequate. Activities implemented in the Netherlands (e.g.
training of trainers) clearly can be justified as they allowed the trainees a broad
access to a broad range of resources (experts, documentation, case study, information
access, technoloy etc …) at the level of ITC.
3.2.4 The contribution of third parties to project implementation
The project promoters are not entirely positive about the way EVD has so far taken
up its mandate to ensure the management of the programme. The relationships at
the level of the programme officers are good, being that they are more flexible now
than at the start of the project. There seem however to exist flaws in the
communication between the EVD programme officers and the supporting
administrative and financial staff as agreements made with the programme officers
seem not to have been adequately talked through with this staff who tends to stick to
previous references. In such situations, it requires much effort and time from ITC to
get things finally cleared out, which is considered a problem in view of the low
tariffs applied in the programme.
EVD staff has visited the project several times and these visits have been useful to
clear out several pending issues, mostly related to administration and finance.
42
3.2.5 Project monitoring, evaluation and learning
Most project progress reports have been submitted with an important delay (on
average of three months), which actually contradicts the excellent way the project is
managed in general. The quality of the reports is however good; the reports allow
following the project progress, are transparent, avoid too much ‘copy-paste’ from
previous reports and, above all, often contains highly interesting annexes that are
well written and provide interesting information on the project.
Project monitoring related to sub-results and results is also of good quality. The
project has developed an excellent internal information system that allows to
monitor developments related to key issues (such as the effects of its marketing
programme) and to adjust project implementation where needed. This allows flexible
project management and decision making that are however based on sound
knowledge of the relevant parameters.
In addition, the project has worked hard to set up an internal quality assurance
system of its M.Sc course, which, in particular in the early stages, is a challenge. The
system should be able to assess the integration and interconnectedness of the various
modules, while identifying deficiencies and make suggestions for improvement on a
continuous basis.
The elaboration of course curricula and the organisation of conferences and
workshops are important activities of a ‘capitalising’ nature, which ensure that the
project results will be safeguarded and a process of learning can be facilitated.
It is too early to assess to which degree the project will be evaluated; an internal
evaluation is planned before project closure and will, among others, provide
information for the continuation of the project partnership.
3.2.6 Selected issues
•
•
•
•
Are management processes hampering the pace and flexibility of the project?
What has been the effect, on the results, of a relatively bigger or smaller part of the
implementation in Indonesia against The Netherlands?
Is there a good balance between administrative requirements (towards the project holders)
and the commitment envisaged?
What has been the influence of the funding and tariff modalities at the level of the project
promoters (both when introducing and when implementing the projects)?
Programme management by EVD is considered as too rigid and hampering the
implementation of the project. Some in essence sound policies of ITC (e.g. not to
apply the full DSA rates for participants coming to the Netherland to participate in
capacity building events) were not accepted by EVD; the same happened with extra
per diems in case of prolonged stays in the field.
The reporting procedure requires biannual reports and reports related to achieved
results, which to a major extent created double work and provided little added
value. In addition, the EVD format is very much focussed on tangible
results/outputs, while often processes are highly instrumental to achieve quality
results, but their description fits difficultly in the reporting scheme.
43
3.3 Effectiveness, outcomes and impact
3.3.1 Achievement of project objectives
As mentioned before, the project is still being implemented but is near to its closure.
Most results, with the exception of the last results, have been entirely or quasi totally
achieved as learns the following overview:
1. Kick-off, capacity needs assessment and inception. All activities planned for
this phase have been implemented as planned. A kick-off workshop was
held in Jakarta with important discussions among the project partners to
define the approach and work plan of the project. A capacity needs
workshop and assessment has been organised with potential client
organisations (such as BAPPENAS and the Ministry of Public Works) and
study visits undertaken to obtain first hand information. The institutional
arrangements have been discussed at length and a management
agreement concluded.
2. Curriculum design and research activities. A series of curriculum
development workshops were held, both in Indonesian and the
Netherlands and culminated in a curriculum concept that also constituted
the basis of discussions on the program with the University Authorities.
A literature review of contemporary scientific development, views and
debates in infrastructure completed the process. These efforts allowed
defining a curriculum concept, structure and end qualifications of the
postgraduate programme. Subsequently, a research agenda and research
programme in infrastructure and community development has been
defined and formally started with the arrival, at ITC, of a PhD researcher
who is also a key member of the project staff.
The project staff had to undertake substantially more efforts than planned
to get the proposal through at the level of the University Authorities and,
as such, secure the future of the project. Several meetings were held with
key academic authorities and much time was spent on the development
of a proposal to the University Senate. Final approval of the postgraduate
programme was granted in April 2009 and the programme became
officially part of the academic offer of UGM’s Postgraduate School under
the name Masters of Science Programme on Management of
Infrastructure and Community Development (MICD).
3. Detailed curriculum development for postgraduate course ‘Infrastructure and
Community Development’ and Train the Trainer programme. This result dealt
with the detailed development of the course materials and content of the
postgraduate course and took (far) more time and energy than initially
thought. A study guide with content descriptions of all subjects to be
taught was equally developed. A gap analysis has been performed to
identify the areas of the curriculum for which external support was
needed. This support is meant to focus on high priority curriculum
elements. A ToT has been implemented involving nine staff members of
various faculties of UGM and was meant to both solidify the underling
vision and principles of the multidisciplinary programme and provide
tailor made support to the UGM staff members for the course subjects
they are responsible for. Substantial time has been spent also on material
preparation for the course.
In addition work started to elaborate an integrated community
infrastructure project using a studio approach, equipped with hard- and
software that facilitates multi-disciplinary teams to work on participatory
design and planning in infrastructure.
44
Marketing activities have been undertaken on the basis of a marketing
plan to attract a sufficient number of students. Marketing efforts were
geared predominantly at early and mid career professionals employed by
private and public service organisations operating in infrastructure.
Finally, the PhD researcher successfully defended his research proposal
and intends to defend its PhD thesis by early 2012.
4. Implementation of the M.Sc and short courses programme. This result consists
of the implementation of the newly developed programme. The first M.Sc
programme has started in in September 2009 and will run over 18
months. Eight participants enrolled for this first programme, which had
all to fulfil the relatively demanding selection criteria (holder of an S1
degree, TOEFL rating of 450 minimally and having successfully past
UGM’s internal ‘Academic Potential Test’). Related to the start up of the
programme, more discussions among project staff were held on the
organisational structure of the programme and to set up an internal
quality assurance mechanism to monitor the academic quality of the
programme and suggest improvements on a continuous basis.
In September 2010, the second batch of the M.Sc programme could start,
this time with 18 students, which suggests that the programme has
become better known and that marketing efforts have been successful to a
certain degree. Such a number of participants is enough to ensure the
sustainability of the programme within UGM.
Because of a lack of subscriptions, the first short course had to be
cancelled. It proved to be difficult to get sufficient external attendants for
the three planned separate short courses and it was therefore decided to
reduce them to one external short course that is co-organised with the
World Bank and ILO. One short course has been organised alongside the
normal teaching programme. One or two more are planned in the coming
period.
Additional activities have been undertaken under this result, i.c. student
exchange programmes between ITC and UGM and the implementation of
two research projects.
5. Evaluation, dissemination and final reporting. This result deals with the
evaluation of the courses, the formulation of improvements to be made,
and the dissemination of results, is presently under preparation and will
be implemented in the months to come. The final project evaluation will
not only allow further improving the contents and approach of the
programme’s academic offer, but also give substance the cooperation
agreement both partners will sign to continue their cooperation.
With regard to the results presented above, a few remarks can be made:
•
The design of the curriculum and the research activities has been a lengthy
and sometimes challenging and demanding process that has however proved
to be decisive for the subsequent quality of project implementation as it has
not only allowed defining the framework of the programme curriculum but,
above all, led to the creation of a common vision and perception on the
programme’s underlying principles. All project partners have indicated that
this step has required far much time and energy than foreseen, but was worth
the efforts. They also formulated an interesting remark, fully agreed upon by
the evaluators, that the present EVD reporting format does not allow to do
justice to this type of ‘process’ efforts that are not easy to document and
remain to a certain extent intangible. They are however key in assuring the
desired quality of the outputs.
45
Results of a short focus group discussion with students of the MICD programme
(07.02.2010)
The major strong points of the programme are its multidisciplinary approach that
helps changing the mind-set, its explicit aim to link ‘infrastructure’ to ‘people’s
development’ the possibility to exchange experience, the ‘block’ system that
• focused
The M.Sc
programme
runs for the overview,
second time, whereas the
obliges to remain
and disciplined
andpresently
provides a comprehensive
students
from
the
first
batch
are
finalising
their
study.
the discussion of practical tools that can support implementation and the fruitfulA short focus group
discussion
with students from both batches revealed the following as the
exchange with lecturers
from abroad.
stronger
and
pointsare
of the
present
programme:
Points that might require furtherweaker
improvement
the heavy
pressure
put on the
students via the ‘block’ system, the lack of UGM support for students who want
to apply for a scholarship abroad, the imperfect integration among the blocks, the
too limited time accorded to the introductory block A, and the fact that too many
cases are related to the transport sector.
•
While it is not the ambition of this evaluation to conduct an in-depth
assessment of the present M.Sc programme, we want to share a few of our
opinions on its present curriculum and set-up, rather as an ‘add-on’ that only
partially fits with the evaluation framework. This curriculum is well
conceived and consistently worked out in various blocks of which the
relevance is beyond doubt. One can imagine that in view of the
multidisciplinary character and ambition of the programme, it must not have
been easy to make a selection of the topics that should be integrated in the
curriculum. As such, commenting on the present curriculum is obviously
delicate … We nevertheless want to share a few comments out of our own
experience with defining curricula:
o Considering the multidisciplinary character of the course (and the
multidisciplinary background of its participants), it could have been
interesting to start the programme with a week of intensive team
building, creating as such a strong basis for adequate and productive
interaction among the students and between students and lecturers;
this introductory week would obviously be part of the present Block
G.
o The programme is named ‘ Management of infrastructure and
community development’, but the ‘community development’ part is
rather poorly developed and could have been worked out more
substantially, among others by also having attention for genuine
bottom-up experiences in infrastructure development (e.g. self
managed systems of drinking water or electricity provision);
o The block on personal skills is also relatively small and could have
included capacity development related to the accompaniment of multi
stakeholder processes (such as convening and organising multistakeholder meetings and processes, negotiation, conflict
management), which are key in inclusive infrastructure development.
o Finally, it would be adequate to develop in the last part of the course,
a sub-module related to the follow-up of the course (a personal
development plan and/or personal action plan), which would allow
establishing a bridge between the course and the professional
situation of the participants).
46
The overview above allows concluding that the project achieves its immediate results
or will probably be able to do so in the near future. As such, it has laid down a solid
basis for eventually achieving its long term goal, i.e. the establishment of a critical
mass of multi-disciplinary professionals that are able to apply innovative approaches
to the complexities of integrated and community centred planning and management
of infrastructure.
3.3.2 (potential) Contribution to higher level objectives related to DutchIndonesian cooperation
Considering the project is not yet finished, it is still too early to assess thoroughly to
which extent it will be able to contribute to higher level objectives related to DutchIndonesian cooperation. A sound basis has however laid down for a sustainable
masters programme, a series short courses and a research programme that follow an
interdisciplinary approach that seems hardly needed for the management and
steering of infrastructure development in present day Indonesia.
In case the project benefits can be sustained and the programme can gain
momentum, it has the potential to influence other areas of Dutch-Indonesian
cooperation and as such contribute to improvement of the cooperation and
innovation.
So far the project’s results have not been truly diffused, as most efforts have so far
been aimed at setting up a high quality programme. Requests for support received,
among others, from decentralised authorities of various parts of Indonesia suggest
that there seems to be a genuine interest at various levels for the programme’s
approach and content.
3.3.3 Contribution to the development of stronger institutions and networks
This project has contributed to stronger institutions (both in Indonesia and the
Netherlands) as the newly created master programme has been an innovation for all
partners involved, who were obliged to invest, via intensive interaction and
exchange, in the development of new concepts that addressed the conceptual
ambition of the programme. Most probably these efforts will not only be rewarding
in terms of the creation of an attractive academic offer, but will also generate spin
offs for other initiatives within the institutions involved.
So far, the project has not yet that much contributed to the broadening of the range of
development actors as it has been working only to a limited scale with the private
sector; so far also, interest of the private sector for the programme is still relatively
limited. It is however expected that the programme will open towards the private
sector in the future.
The project has not led to the creation of new partnerships but strengthened and
deepened existing relations between partners who have decided to continue their
cooperation, both within and outside the newly created programme.
So far no synergies have been pursued with other INDF projects while the possibility
of such synergies merits, at least on paper, to be analysed more in-depth, e.g. with
the Water Quality Development project in Manado (IND07/RI/18), the Waste
management project in Malang ((IND07/RI/21) and the Water Supply and sanitation
institution building project in Bandung (IND09/RI/17). Interesting to note is also
that four INDF projects are presently implemented at the level of UGM, but that the
47
parties in charge of implementation of these projects were not aware of this and that
the evaluation has provided an opportunity to bring them together for the first time.
3.3.4 Contribution to the fulfilment of important needs in Indonesia
As the project is still in its early stages, it is too early to elaborate this point. The
project’s close connection with BAPPENAS let however suppose that it has a
potential to influence policy formulation in the area of infrastructure development
planning.
3.3.5 Unplanned effects
To our knowledge, the project has not generated unplanned (positive and negative)
effects.
3.4. Sustainability of project results
3.4.1 Sustainability of project benefits
The three major outputs of the project are the set up of a new postgraduate
programme on Management of Infrastructure and Community Development
(MICD), and related short courses and a research programme. As far as the
sustainability of these programme components is concerned, the following can be
said:
•
A series of important factors contribute positively to the sustainability of the
three programme components. They concern a.o.: the embedding of the
programme in the (well established) UGM postgraduate school and the broad
support enjoyed by the Academic authorities and the faculties concerned that
now have entirely accepted the existence and relevance of a new
multidisciplinary programme in the area of infrastructure and community
development, the linkages of the programme with key institutions at the
national level (i.c. BAPPENAS), the increasing interest for the programme (in
particular the M.Sc) and the commitment of the project partners to continue
their cooperation and to invest in a continuous improvement of the
programme.
•
As far as the major progamme component is concerned, the M.Sc programme,
there are several signs that point to an increased interest for the programme,
which might further augment once it will be accredited by the national
authorities (probably this will be the case before the end of the project). The
programme also manages to secure a number of scholarships and its
managers are contacted by various actors who are interested by its approach
and content. Being part of a well established university that has been granted
substantial operational autonomy and being situated in a well resourced
Postgraduate School, the programme has considerable chances to further
progress towards its ambitions to become a internationally recognised
programme. In addition, there are important spin offs of the programme that
will probably develop further in the future (see below).
•
At this moment, less can be said about the two other programme
components, the short courses and the research component. The short course
programme has not met with the success that was hoped for. Probably more
time is needed to establish the regular programme and the reputation of the
48
course, expand on links with professional practice and market more
efficiently. The positive point is that UGM have the capability to implement
such courses in the future if success factors improve. The research
programme, although modest in its size, has been developed into a coherent
set of research themes that are being explored by PhD and MSc researchers.
Partners are looking forward to developing this programme in the coming
years to fuel the cooperation.
3.4.2 Sustainability of project spin offs
As mentioned already, the parties have committed themselves – since the beginning
of the project – to engage in a long-term cooperation lasting (far) beyond the project
duration. One can even state that this long-term perspective has been systematically
built in and, among others, explains that both partners were disposed at investing
much more time and effort in the project than initially planned and budgeted for.
The end-of-project evaluation that is to be implemented soon will determine more in
detail the contents of further cooperation for the immediate future. It is however
clear that it is the ambition to develop the course up to an international level and to
strive for international accreditation, which might imply a cooperation in other
countries also.
Future cooperation is also explored beyond the borders of the MICD initiative,
among others via inventorying possibilities for more linkages to on-going and future
ITC educational programmes, and by developing a continued and externally funded
research programme.
Although the project has not been finished yet, some spin offs are already being
produced in terms of increasing interest from local authorities for the programme
and the way it can support local dynamics related to the planning and
implementation of new infrastructure. It is also expected that spin offs will be
generated by alumni of the programme who return to their workplace at the level of
companies and national and local governments. It is not clear to which extent the
MICD will be able to respond to these demands.
4. Main conclusions and lessons learned
The relevance to the project is good to excellent. The project’s objectives contribute
directly to some of the policy aims as stated in the policy memorandum and the
MJSP, more in particular the promotion of stability and security, the improvement of
the investment climate and improved governance. These are also aims of the
Indonesian government; in addition, the project fits with the country’s related
policies (decentralisation, participatory local planning) that need capable human
resources to be taken up adequately.
As improved infrastructure is expected to stimulate local economic activities and the
same can be said with regard to improved (more participatory) approaches for local
development planning, the project contributes indirectly to poverty alleviation and
hence to the MDGs.
This project is entirely in line with the aims and interest of the Dutch and Indonesian
participating institutions. It has been entirely demand driven and is part of the
broader cooperation framework between UGM and ITC. In addition, both partners
place their involvement in this project in the framework of a long-term cooperation
around the themes developed.
The explicit aim of the project to establish linkages with actors outside the academic
sphere, in particular with government agencies involved in infrastructure
development and private companies, implies that the project has the potential to
49
produce a specific added value for the broader policy aims and to contribute to the
enlargement of development cooperation and relations between Dutch and
Indonesian actors.
The efficiency of the project can also be rated as good. The formulation process has
been of excellent quality, which can be mainly explained by both the long
cooperation tradition between the partners, their knowledge of each other’s needs
and capacities and the determination and strong vision of UGM with regard to what
it wants to achieve with this programme. Both partners have joint efforts to produce
a project proposal of good quality that was entirely discussed through by both
partners in all its dimensions. This has laid down the basis for a balanced
partnership, good communication and management and flexible decision making
throughout the project implementation period. Project implementation was, in the
eyes of the project partners, unnecessarily complicated by EVD’s administrative and
financial requirements and handling of project implementation.
The project has respected its initial planning in terms of content, but its
implementation has been delayed as the approval process of the new programme by
the UMG authorities proved to be much more demanding than initially foreseen. The
care that project partners have adopted in this (difficult) phase has however paid off
well later in terms of a broad acceptance for the programme.
It is difficult to unambiguously assess the quality of the key activities undertaken
and the project’s human resources, but the approach followed by the project
implementers throughout the different phases of implementation is well thought,
robust and leading to the desired quality. The location of activities (Indonesia and
the Netherlands) has been adequate. The project has also made a modest start in
mobilising external resources for its activities while project partners so far have
invested substantially more time that foreseen in the project.
Overall, the degree to which the relation between project resources and project
results can be considered as adequate will very much depend on the project’s
capacity to ensure the continuity and quality of its major results (the M.Sc
programme, the research programme and the short courses) and, hence, contribute
to filling up a void in terms of the country’s capacities and practices related to
integrated infrastructure and community development planning and management.
By its nature, the project has a strong learning and capitalisation dimension which in
principle will facilitate learning in the future. A final internal evaluation is planned
and will provide elements to define the future cooperation between the project
partners.
It is too early to rate the effectiveness of the project, but there are strong indications
that the project will at least reach its immediate results and that it has laid down a
basis for eventual sustainability (see also below) and, on the longer term, the
achievement of its long term goal, i.e. the establishment of a critical mass of multidisciplinary professionals that are able to apply innovative approaches to the
complexities of integrated and community centred planning and management of
infrastructure. In addition, it can be safely stated that already by now, the project has
made a substantial contribution to the strengthening of the Dutch and Indonesian
institutions involved.
It is also too early to rate the sustainability of the project benefits as the latter have not
been entirely achieved yet. However, there are strong indications that the
sustainability of the most important project result, the set-up of a multidisciplinary
M.Sc programme on the management of infrastructure and community development
will be sustainable, as both internal (related to UGM and ITC) and external dynamics
are in favour of the programme. As far as the spin offs of the programme is
concerned, the people in charge of the programme will be confronted with a
challenge on how to address these equally.
50
As a concluding note, it can be stated that this is without any doubt a good an
interesting project that deserved to be funded via the INDF. It addresses a highly
relevant issue, has been well designed and implemented and, after a laborious start,
commences to attract broad attention. It might become a challenge in the future to
deal with the further growth with the programme as there are two dynamics that to a
certain extent are difficult to combine: on the one hand the ambition to lift the
programme up to international standards (and give it increasingly an ‘elite’ – in the
positive meaning of the word – character) and the many demands from local actors
(i.c. local governments) for multidisciplinary specialists that are ready to apply the
course contents and approach at the local (e.g. district) level.
Lessons learned:
•
Projects that have been well prepared by the partners involved and invest
adequate time in the initial phases to clear out each others’ vision and
approach, lay down a solid basis for subsequent smooth implementation.
The creation of balanced partnerships is facilitated in case the project partners
have a history of cooperation and the project deals with an issue that is truly
innovative for all partners involved. In such a situation the classic notion of
‘transfer of knowledge’ gets an entirely different and healthier content, as it
becomes more a mutually enriching process of knowledge creation at the
level of all institutions and individuals involved. Such a process is obviously
far more interesting and fascinating that ‘one way’ knowledge transfer and
eventually more rewarding for all.
•
The project’s ambition to go for an internationally accredited masters
programme might entail the risk of mainly attracting/producing high-level
professionals that – indeed – will occupy strategic positions later on but may
get disconnected from the dynamics of the field and, hence, have difficulties
to implement the integrative character of the programme in their work (as
they might face unwilling bureaucracies and decision makers and powerful
economic interest groups). Maybe it is too early to speculate about this, but it
is certainly worth the effort to follow up the performance of the programme
graduates and the challenges they face.
•
In addition to the previous point, the development into a high-standard
international M.Sc will confront MICD with the challenge on how to serve the
many demands that will certainly emanate from local governments (among
others) who see the need for more integrative planning of infrastructure but
lack the skills to implement it. This might made the MICD to think about the
development of an ‘M.Sc light’ version to serve these demands.
51
Annexes
1. List of persons and institutions contacted
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Marc Brussel, project leader, ITC
Marc Zuidgeest, ITC
Leo de Jong, Keypoint
Prof. Dr. Sunyoto Usman, Program Director
Dr. Heru Sutomo, Lecturer
Dr. John Suprihanto, Vice Director
Ir. Arif Wismadi, M.Sc, Lecturer
Assoc. Prof. Dr. Tumiran, Dean, Faculty of Engineering
Dr. Kuncoro Harto Widodo, S.T.P., M. Eng, Director of PUSTRAL
Romo Carolus, YSBS
Stephanus Mulyadi, M.Sc, YSBS
About 20 students of the first and second batch of the MICD M.Sc
Prof. Dr. Hartono, DEA, DESS, Director of the Gadjah Mada University
Graduate School
Prof. Ir. Suryo Purwono, MASc.n Ph.D, Vice Director of the Gadjah Mada
University Graduate School
Prof. Dr. Ir. Toni Atyanto Dharoko, P.Phil., Vice Rector for Alumni and
Businsses Development, UGM
Yoshi Fajar Resonomurti, architect and guest lecturer at Duta Wacana
Universtiy
52
2.1 Implementing responsible care in the Indonesian
Technical
Vocational
Educational
System
and
Processing Industries
Project name
Project code
Sector
Major objective
End of project date
Implementing responsible care in the Indonesian
Technical Vocational Educational System and
Processing Industries
INDF07/RI/05
Education
VAPRA-OVP
Komite Nasional Responsible Care Indonesia (KNRCI)
To implement the Responsible Care principles in
schools by developing a HSE training curriculum that
is benchmarked with Western European Standards
compatible with Indonesian standards, that results in
an improvement of HSE-knowledge, -skills and –
competences of (future) operators in the processing
industries and the strengthening of the Indonesian
Vocational Technical Education sector.
637,558
510,076
September 2007
June 2010
Project origin. The history of the project originates from the relationship between
The Indonesian Chemical Industry Club (ICIC) and the VNCI (Vereniging
Nederlandse Chemische Industrie). The VNCI has a permanent seat in the boards of
VAPRO-OVP and PMLF. The KN-RCI originates from ICIC and represents a great
number of companies that are clients from VAPRO-OVP and PMLF as well as
members of the VNCI.
This network got activated when KN-RCI has learnt from the VNCI (i.c. its former
chairman) about the HSEQ-project implemented by VAPRO-OVP in China. VAPROOVP and PMLF then conducted a study visit to Indonesia and discussed the
problems and project proposal with all project partners and also with the Ministry of
Education, the Dutch embassy and several other schools and companies.
Project rationale and context. During the past 30 years, Indonesia experienced
remarkable economic and demographic changes. Since 1970 the economy has grown
at an average annual rate of approximately 7%. The transition to an industrialized
middle-income country generated an improvement in living standards and a
decreased adult illiteracy. On the other hand it has not resulted in a proportional
53
growth of awareness for HSE-systems (Health Safety and Environment) and
awareness. Consequently the insufficient HSE levels and awareness are causing an
increased number of workplace related accidents and environmental pollution and
incidents. Several study visits allowed to find out that the efforts to implement
responsible care often fail on the working floor; operators apparently have been
trained but miss the competence to apply their skills in non-routine situations. The
lack of success in implementation can be partly traced back to the Indonesian System
for Vocational and Technical Education (VTE) and partly to the level of awareness on
the working floor. The current VTE system focuses on very narrow skills training
and on very general theoretical knowledge. To conclude, both at the level of the
educational system and that of the industry itself there are serious problems that
need to be urgently and jointly addressed.
Characterisation of project partners. VAPRO-OVP has the mission to be a state-ofthe art knowledge and consultancy organization, where companies evidently choose
to go for questions in the field of HR-development, education and subsidies. Clients
from VAPRO-OVP are (multinational) processing companies and laboratories, public
and private schools for vocational education and government organizations. The
board of the VAPRO-OVP group consists of representatives of employers and
employee organizations (AWVN, VNCI, FNV and CNV).
KN-RCI aims to become the chemical management centre of Indonesia through
sustainable Responsible Care implementation. The activities of KN-RCI are (a.o.) to
present Indonesian chemical industry that implements responsible care programs, to
initiate, encourage and coordinate efforts that will assist the members in
implementing the Responsible Care program and to share and promote the best
practice of Responsible Care Program. Almost KN-RCI staff works part time or
voluntarily for KN-RCI. The remaining time they occupy positions at member
companies. In 2005 KN-RCI represented 74 of the largest Indonesian and foreign
(chemical) processing companies located in Indonesia.
The knowledge centre PMLF (formerly known as VAPRO) is the centre of expertise
for education in the processing industries, environmental technology, laboratories
and photonics. PMLF carries out tasks originating from the Wet Educatie
Beroepsonderwijs (law on vocational education).
ITS university and its Institute of Research and Public Services (LPPM) have extensive
knowledge about HSE standards and systems and can combine it with experience in
teaching and education. ITS currently has 20.000 students from which 5.000 are
students of chemical technology.
All VTE schools that are part of the project proposal are located in industrial areas
and maintain close ties with surrounding companies and have already existing
relations and connections with basically all chemical companies involved and the
KN-RCI.
Long term objective(s) and project purpose. The main objective of the project is to
implement the Responsible Care principles in schools by developing a HSE training
curriculum that is benchmarked with Western European standards and compatible
with Indonesian standards, that results in an improvement of HSE-knowledge, -skills
and –competences of (future) operators in the processing industries and the
strengthening of the Indonesian Vocational Technical Education sector.
Further, the following is stated under 1.6 of the proposal as the objectives of the
project:
• To develop Indonesian (Responsible Care) standards based on Indonesian
laws and regulations (educational and industrial) benchmarked with Western
European and international standards.
54
•
•
•
•
To develop an Indonesian curriculum on HSE that meets the demands of
companies, schools and governmental organizations and trains (future)
operators in acquiring all identified necessary skills, knowledge and
competences.
To implement practical training facilities at schools, complete Indonesian
learning materials and practical training materials for training at the
workplace.
Train trainers from schools and instructors from companies in Responsible
Care and HSE-development as well as in effective training methods and
didactics.
Train at least 90 operators from companies and 90 3rd and 4th year students
from schools by Indonesian trainers.
The long-term objectives are aimed at capacity building and dissemination of the
results and have been formulated as follows:
• Develop a system for accreditation, certification and examination.
• Set up a system and a network with all relevant stakeholders for developing
and maintaining HSE-standards and –training (coordinated by the ITS
university).
• Integrate HSE-standards (and Responsible Care) in the National VTEstandards, curricula and examination (Ministry of Education).
• Implement the curriculum at other schools in other regions and to other
industries.
In the long term, these efforts should allow the development of an integrated system
for Responsible Care that leads to fewer accidents and a safer and cleaner workplace
and environment in companies. In addition, they should bridge the gap between
occupational practice and companies’ demands and vocational technical education in
Indonesia and extending the current VTE curricula with a sound and state-of-the-art
HSE model.
Project results and sub-results. These are described under 1.7, coincide largely with
the objectives above and can be summarized as follows:
1. Inception phase, during which the management and project agreements are
signed, a start up conference held at managerial level to launch the project
and discuss expectation, workshops organised for teaching staff, researchers,
consultants and civil servants to fine tune the problem definition, and
detailed working plans developed in close interaction and included in the
inception report.
2. Curriculum development. This results includes the development and translation
of teaching materials, the set up of practical lab facilities at schools, to
organise practical training to change the attitude of operators and raise
awareness for HSE issues and to identify all relevant standards related to
HSE in Indonesia so as to be able to make the curriculum compatible with the
working practices in Indonesian processing companies. To conclude this
result, the curriculum will be completed and lesson plans and final aims will
be derived from it.
3. Training of trainers and experts. HSE-training will be organised for Indonesian
trainers/teachers both in Indonesia and in the Netherlands; the visit to the
Netherlands will include exchange with Dutch peers in companies and
schools. An expert trip will be organised along with the ToT programme to
get decision makers involved. Cooperation will be set up between trainers
from schools and company instructors. All school trainers that have
completed the course will receive a certificate.
4. Operators trained and HSE certified. A pilot group of 180 operators will be
trained under VAPRO-OVP guidance and HSE certified. The training will be
55
partly organised at schools and partly at participating companies. After
passing the curriculum, the participants will receive a certificate approved by
the Ministry of Education and meeting the requirements of the processing
companies.
5. Dissemination and capacity building. Project results will be disseminated. KNRCI will undertake efforts to implement the Responsible Care principles in
other schools. They will set and maintain standards and develop a policy for
HSE training at VTE schools in cooperation with the ITS and the Ministry; the
results will also be disseminated to other industrial regions. The Ministry of
Education will integrate the HSE curriculum in current VTE curricula and
recognise and approve the curriculum as it is. A system for accreditation,
examination and certification will also be developed. Workshops will be
organised to further promote the project results.
The project’s objectives contribute (directly and indirectly) to some of the Dutch
policy aims as stated in the policy memorandum and the MJSP. Indeed, it can be
expected that the achievement of the project goal (implementation of the Responsible
Care principles in schools by developing a HSE training curriculum resulting in an
improvement of HSE-knowledge, -skills and –competences of (future) operators in the
processing industries and the strengthening of the Indonesian Vocational Technical
Education sector) is linked closely to the MJSP aim of an improved business climate. In
addition, support to VTE is mentioned in the paragraph on education, culture and
science and a specific reference is made to activities creating synergies between the
VTE sector and the demands of the labour market.
The project has a potential to produce a specific added value for broader policy aims
and to contribute to the enlargement of bilateral relations as it includes the
involvement of a specialised Dutch private-public knowledge institution and a broad
range of actors in Indonesia that includes both public institutions (the Ministry of
Education and vocational schools), an academic institution (ITS) and the private
sector (chemical enterprises and the KN-RCI, an association linked to the chemical
sector).
The project is entirely in line with the aims and interests of VAPRO-OVP that since
about ten years is active internationally, both on a purely commercial basis and via
projects aimed at exchanging knowledge, such as has been the case in a project
funded via the China facility and similar to this project. This project is the first
initiative of VAPRO-OVP in Indonesia and is considered as a first step towards
further action. As is the case in other countries, a local VAPRO-OVP branch will be
established and the project is providing an adequate setting for this purpose.
The knowledge centre PMLF via this project can further solidify its international
experience as an actor situated between industry, policy makers and educational
institutions.
56
The contribution of the project to the MDGs is very indirect. In case the project
reaches its objectives it might indirectly generate effects on poverty in Indonesia as a
safer working environment will contribute to a more efficient industry and a
healthier workforce and will in that way increase the competitiveness of the
Indonesian industry.
frameworks?
The Ministry of Education (i.c. the Directorate of Vocational and Technical
Education) shares the analysis made by the project (as spelled out in the proposal)
and recognises the existing problems. It stresses that a well-educated labour force is a
vital condition for sustainable economic growth and for increasing Indonesia’s
competitiveness in the region. It also wants to intensify the cooperation between the
industry and vocational and technical schools. As such, it supports the project.
It is not clear to which extent the project aims and activities would not have been
realised without the INDF. Considering the specific approach of the project that tries
to bring together all relevant actors in a multi-stakeholder setting, it might not have
been easy to find alternative funding for this (for Indonesia) rather pioneering
approach.
The project aims to address the problems of the lack of responsible care in companies
(leading to high accident and pollution rates) and of the gap between labour market
demands and the supply of skilled workers that can be explained by inadequate
vocational and technical education. Considering that the processing industries
account for 18% of the workforce of the country, a substantial part of the population
is directly or indirectly concerned by these problems.
Overall, the project is in line with the aims and interests of the Indonesian
participating institutions. The activities of the project are part of the core tasks of KNRCI that undoubtedly welcomes additional support to realise its mandate. It is
however not clear to which extent KN-RCI supports the project decision to put in
place a VAPRO branch in Indonesia that has taken up key tasks related to project
implementation which could actually have been implemented using the KN-RCI
structure and its members.
The four VTE schools via the project get the opportunity to improve their current
curricula and, hence, better serve the demands of nearby processing industries; they
also receive a state-of-the-art practical lab allowing them to substantially improve
their educational and training offer.
ITS as an important higher education centre could gain additional experience and
expertise via this project in a domain that probably will become more important in
the future. During project implementation, it turned however out that ITS felt that it
was not that much involved in the project so that the project has produced less
added value for the institution than initially expected.
The Ministry of Education has an interest in improving the curricula for VTE that
presently do not meet the demand of the industry. Considering the complex
institutional process to change curricula on a broader level (one of the longer term
aims of the project), the project should have used a more inclusive approach
involving different layers of the ministry more consistently.
57
Companies acknowledge and endorse the importance of Responsible Care. The
proposal states that many companies face problems with implementing HSE systems
or policies, because they cannot succeed in changing the attitude of operators and
middle management. Hence, they would benefit substantially from a vocational
training system that delivers operators with not only theoretical knowledge and
narrow skill training but also with the needed competences related to HSE. It should
however be noted that some of the companies included in the programme already
out of their own initiative made substantial progress in adopting an HSE approach
on the work floor.
While the project is in accordance with the broad aims of the Dutch – Indonesian
cooperation and while its relevance is beyond any doubt, it deals with an area that is
hardly covered by (more) mainstream development cooperation. As such, the
potential of future synergies with other initiatives of Dutch Indonesian cooperation
seems rather limited, at least on the short run.
On the other side, the project focus and approach to bring together institutions of the
public, semi-public and private sector can be considered as an illustration of how
cooperation will (probably) be shaped in the future. As such, there is a potential to
contribute to improvement and innovation in the Dutch – Indonesian policies,
provided the multi-stakeholder approach advocated by the project really works out
in practice and leads to a multiplication of the tools and approaches developed.
3.2. Efficiency
Quality of the formulation process. The origin of the project is well explained in the
proposal. The former chairman of VAPRO contacted KN-RCI that was very much
interested in his offer to engage in cooperation on responsible care. He also learned
about the HSE-project VAPRO-OVP was implementing in China and asked to
explore the possibilities of VAPRO initiating a similar project in Indonesia. VAPRO
played a key role in the formulation process, enjoyed the full support from KN-RCI
and used extensively the latter’s network to assess the situation on the ground
(schools and industries), and identify the key problems and potential partners. As
such, the process seems to have resulted in an analysis that was shared by the key
stakeholders and is in line with their strategic interests.
It is however not entirely clear to which extent the choices related to the
organisational set up and division of tasks have acquired the full support of the
project partners, in particular of KN-RCI and ITS. More precisely, it was decided that
VAPRO would ensure the management of the project in Indonesia via its branch that
was set up at the start of the project.
Quality of the project proposal. The project outputs (results) are clearly described
and logic, and this applies also to the underlying sub-results and activities. There is
however much confusion on the level of the higher level results; the proposal (under
1.6) presents various objectives with different denominations (main objective, long
term developments, project objectives, long term objectives) without a clear and
hierarchical logic between them.
The context of the project proposal is well described as is the background of the
proposal. The proposal contains a risk analysis that presents a clear discussion of a
few risks and of mitigating measures; other important risks (e.g. related to the
cooperation between public and private institutions, about the institutional set up
58
with regard to vocational education) are however not discussed. The organisational
set up of the project is well described as are the expectations with regard to the
continuity of the project action in the post project period. The proposal also describes
how the project fits within the Dutch bilateral cooperation programme but does not
refer to the policy of the Indonesian government.
The project could not be implemented according to the initial timing and has been
extended by 11 months. The major explanation for this delay are the difficulties with
the delivery of the safety labs (to be placed in the four schools participating in the
project) due to administrative constraints (partially imposed by EVD) that were
beyond the project partners’ control. The late arrival of the safety labs forced the
project to adapt its approach and the timing of implementation of some key
activities, but this seems not to have affected project implementation negatively.
As the evaluators are not sector specialists, it is difficult for them to assess the quality
of the key activities undertaken and of the project’s human resources. However the
high degree of satisfaction, in particular at the level of the schools (teachers trained,
provision of adequate equipment) let us suppose that the quality of the key activities
has been good. The limited evidence obtained at the level of the companies
(instructors trained) points in the same direction. On the other side, the
appropriateness of some activities can be questioned. The most problematic is the
safety labs which, clearly, can produce a significant added value. However presently
they are heavily underutilised while the skills they can contribute to develop are key
to achieve the required HSE competence.
According to some key partners, the project has not sufficiently used their expertise
and capacities during implementation. During implementation, the project has not
been able to mobilise external resources either, that could have helped to ensure a
better transition to the post-project period (see below, for more details). One of the
schools contacted deplored the attitude of the companies they cooperated with, that
showed reluctance in supporting the schools to further develop the HSE curriculum.
The situation was however entirely different in another school that received
substantial support from surrounding industries.
It is difficult to make far reaching conclusions on the degree to which the relation
between project resources and project results can be considered as adequate.
However, if the project results remain contained to the four schools and about 18
enterprises that have been involved so far, the project cannot be considered efficient.
partners
The proposal contains a clear management structure with well delineated roles and
responsibilities for the different partners. In reality, local partners feel that there have
been substantial deviations from what has been written in the proposal. VAPROOVP has indeed assumed the central coordinating role as the project manager,
whereby its dynamic Indonesian staff played an important role. However, it has also
been key in the implementation of virtually all activities, much to the deception of
some other project partners. The project coordinators per result have never
functioned as such and the same can be said about the project steering committee in
which – according to the proposal - all partners are represented. In practice, the key
decisions were taken by the VAPRO management, after some consultation, if any,
with some of the partners. The latter complained that in reality it was not clear at all
which role they could or should play in the project. Local partners were only
59
partially informed about the financial aspects of the project and some feel not
adequately compensated for their efforts. At least in the opinion of these Indonesian
partners, there was no balanced partnership between Dutch and Indonesian
partners.
The location of project implementation (activities implemented outside Indonesia
and in The Netherlands) seems to be adequate. The costly trip to the Netherlands
seems to have produced an added value that compensates for the expenses.
The Embassy did not play a role in the project, but was present at some key events.
EVD staff paid several times a visit to the project. These visits where positively
appreciated for the inputs provided, in particular related to the project’s
sustainability.
VAPRO staff felt not happy with the way EVD managed the programme. They
complained about frequently changing personnel at EVD level and, correspondingly,
changes in the way rules were interpreted and applied. EVD’s insistence on a market
conformity declaration for some laboratory items that are very unique and
sometimes only produced by one company, contributed to an unnecessary delay in
project implementation.
With the exception of the first reports (covering a period with a delay in project
activities due to the difficulties to obtain the materials for the safety lab), all reports
have been submitted as planned.
The quality of the project progress reports is fair, but the issues related to
sustainability, relevance and spin offs of the project are dealt with quite routinely,
with the exception of the latest report; the same information is repeated in every
report, while experience with project implementation could have added more
information and depth with regard to these crucial issues, the more because – as is
becoming clear by now, about six months after project closure - the expected
outcomes in terms of sustainability and spin offs have only materialised to a limited
degree (see below).
Pilot activities have been regularly and well monitored during project
implementation, allowing adjustments where needed; the effects of the main project
efforts (in terms of changes in attitudes, skills and behaviour) were however not
assessed. The project has not been evaluated but most of the results are, partially by
nature (e.g. the HSE curriculum), well documented.
•
•
•
•
60
The pace of implementation of the project has been hampered by the strict financial
and administrative regulations imposed by EVD on the project (see above). In
particular the provision of the safety lab materials experienced a considerable delay
because of the difficulties in collecting the information for the market conformity
regulation. VAPRO-OVP felt that this request was not adapted to the nature of the
equipment (the safety lab consists of 87 parts of hardware, equipment and
consumables, of which some are tailor made and impossible to be bought in
Indonesia).
In has also been stated that the funding and tariff modalities are (far) below
standards applied in the Netherlands. It is therefore impossible for VAPRO to
entirely cover the project costs. This difficulty has been exacerbated by the heavy
administrative requirements, which demand much time and effort to comply with
and hence, increase the management costs of the project. As such, from a VAPROOVP point of view the project can only be considered relevant if it constitutes the
basis of follow-up actions in the future.
The project results as presented in the project proposal have been broadly achieved,
some of them with a delay (because of constraints beyond the control of the project
partners):
1
•
all activities foreseen in the inception phase have been implemented within
the foreseen timeframe and budget (signing of management agreements,
needs assessment at the level of the VTE system and the processing
industries, instalment of the project office in Surabaya1, opening conference
and workshop); the most important change (in comparison with the initial
planning) was the recruitment of two graduates as ‘junior project consultant’;
one of them would quickly became the first staff member of the VAPRO
branch in Indonesia;
•
the achievement of the second result (curriculum development) was stretched
over a long period because of the delay in the acquisition of the materials for
the safety labs, but in the end all the sub-results have been achieved: the
development of a curriculum adapted to the Indonesian situation and
educational standards, the installation of the safety labs, and the
implementation of practical training. The curriculum is well adopted in the
four schools but its dissemination is hampered by various factors: there is few
if any support from the ministry and schools that want to adopt the
curriculum are supposed to pay a (relatively high) copy right to VAPRO
•
the third result (training of trainers and experts) has been entirely achieved; it
included a ToT programme (with trainings in the Netherlands and
Indonesia), an expert trip of key staff of stakeholder institutions to the
Netherlands and the training of instructors from participating companies; so
far, there is limited evidence that the increased skills of these trainers and
experts are applied on a broader scale;
This office moved later to Jakarta; VAPRO Indonesia shares now an office with KN-RCI.
61
•
the fourth result (training and certification of 180 operators) was also
achieved, be it that here also some delays were experienced; the effects of this
training could not be assessed;
•
the fifth results dealt essentially with dissemination and further capacity
building; an additional activity (in comparison with the proposal) was added
via the organisation of 6 workshops, of which 4 on other islands. The effects of
the dissemination efforts (see the sub-results mentioned) have however not
all been achieved: there is limited evidence of the HSE training being adopted
in the study programs of other schools, there are difficulties with the
recruitment of an educational officer within KN-RCI, the way to achieve
integration of the HSE educational standards in national educational
standards is still long (most probably the project initiators have been too
optimistic in this regard), and the use of the training for other target groups
has remained limited.
A last remark is that it can be deplored that no systematic efforts have been
undertaken to measure the actual effects of the main project results in terms of
changes in the attitudes, skills and behaviour of the students and operators.
3.3.2 (potential) Contribution to higher level objectives related to Dutch-Indonesia
cooperation
It is claimed that the project serves as a showcase for the entire Indonesian vocational
education system by providing to the VTE schools and the ministry concrete tools
and instruments that schools can use to better integrate HSE education; the good
linkages with companies around the schools (and the training of company operators)
can also lead to direct effects at the level of the processing companies concerned. As
such the project results have the potential to be diffused on a broader level and,
hence, contribute to upgrading the workforce and to greater global competitiveness
and decreased poverty.
At the moment of the evaluation (i.e. about six months after project closure), there
are however only limited signs of dissemination of the project results and approach.
While the project approach and ideas are positively welcome everywhere, they have
led so far to very limited tangible results at the level of schools and companies. There
seem to exist constraints at the level of each actor involved to really produce spin offs
(see 3.4.2 below) and obviously the fact that the curriculum is not yet officially
integrated in the national educational standards is a seriously impeding factor. As
such, the contribution of the project to higher level objectives (of the Dutch
cooperation, of the Indonesian policies) and to the production of specific added
value and innovation has so far not materialised.
The institutions that have most significantly benefited from the projects are the four
vocational schools that now have well trained and motivated teachers, have
strengthened the already established good connections with companies in the
neighbourhood and a well equipped safety lab. There are no indications that these
results will disappear over time as these schools are among the best in their sector
and well managed. In addition, they can continue to use the HSE curriculum without
needing to pay copyrights.
The other Indonesian partners seem not have benefited that much from the project in
institutional terms. For VAPRO however, this project has provided the opportunity
to set up its Indonesian branch.
62
Most importantly, the initial ambition of the project that its action would generate
substantial spin off effects in terms of other institutions adopting the project
approach and instruments has not yet materialised and there are few signs that this
will happen in the future.
For the reasons outlined above (limited dissemination), the contribution of the
project to the fulfilment of important needs in the country has remained limited so
far. It should however be mentioned that the approach of the project has sparked the
interest of the Ministry as it is in line with the Ministry’s desire to strive for closer
linkages between training in vocational schools and the demands of the labour
market; as such, VAPRO’s initiative might have supported the government policies
in this regard.
To our knowledge, the project has not generated any unplanned (positive or
negative) effects.
The sustainability of the key project results as outlined under 3.3.1 is to be
considered high. These key results are well embedded in the four schools and the
latter hence are expected to continuously apply the improved HSE curriculum and to
use the equipment provided. The teachers trained will continue their job as HSE
trainers, but it is still unclear how they can/should liaise with the private sector as
their work as trainer cannot be easily combined with their teacher duties. The use of
the newly acquired equipment does not require substantial additional resources
from the schools (except electricity and chemical substances that will be used up
every time exercises are conducted) and will, hence, continue.
It is less sure to which extent the pilot group of trained and HSE-certified operators
will be able to (continue to) apply their newly acquired knowledge, skills and
attitudes. Much will depend on their own motivation and the receptiveness of their
environment. Organising periodically a refreshing course might be adequate, but it is
not clear whether this will happen.
Other benefits are too indirect to explore on their chances for sustainability.
Broader application of the HSE curriculum might only be realised when broader
political support is mobilised and translated into concrete action, such as the
integration of the HSE curriculum in the national standards and/or the mobilisation
of sufficient funds for the schools (or other sectors) to allow its implementation.
The project has been set up as a pilot and it has been implicitly assumed that it
would create such a momentum that substantial spin offs would be generated easily,
the more because initial reactions at the level of all stakeholders were positive. The
project’s final report presents four lines along which the results of the project should
be continued in the post project period: (1) VAPRO and the schools have signed a
cooperation agreement to continue using the HSE curriculum and the safety lab; (2)
63
VAPRO and KN-RCI keep working together to promote and improve HSE training
and education in the processing industries; (3) VAPRO continues with partners as
ITS on a project based level (new INDF proposal in other sector); (4) the Ministry of
Education has chosen the project as a pilot example and together with VAPRO has
started pilot projects on different islands.
Related to these four lines of action, it can be stated that (1) the schools will indeed
continue to use the curriculum and the safety lab but face serious constraints to
expand the activities beyond the schools’ borders; (2) global promotion of HSE
continues but not in a systematic way, whereas cooperation between VAPRO and
KN-RCI continues only on an ad hoc basis; this might not be substantial enough to
generate the desired effects (3) the ITS project is in an entirely different sector (no
direct spin offs related to HSE) and is regarded with some caution in ITS circles
considering the mixed experiences with the previous cooperation with VAPRO, and
(4) efforts to set up pilot projects on other islands have indeed been launched but so
far tangible results are very limited.
Concluding, at this moment (six months after project closure), the spin offs have
remained well below expectations. It seems that for a diffusion process to take place,
there are important constraints that need to be removed. First of all, VAPRO has
chosen to take up an important role in the implementation of the project, which has
gone at the expense of the involvement of local partners (that is at least how they feel
about it), leading to limited project ownership at their level and, hence, limited
commitment in the post-project phase. Furthermore, at the moment of our visit (and
despite positive signals from the Ministry in the early project stages) there are no
signs that the Ministry of Education is planning to integrate the HSE curriculum in
the VTE curricula nationwide. This process proves also to be far more complicated
and cumbersome than initially thought and the key project partners seem to lack the
key entries at ministry level to get this process moving. In addition, the
decentralisation process in Indonesia gives more authority to the local level, which
curbs the power of the national level to issue regulations that with nationwide
application.
It should further be noted in this regard that one of the pillars of the HSE approach,
the practical lab training at school level, requires a substantial financial investment
most schools cannot realise without external support. While some schools show a
genuine interest in the project outputs in terms of the HSE curriculum, this puts a
severe strain on the multiplication possibilities of the HSE approach developed. In
addition, the team has been informed that VAPRO has established a copyright for
the use of the teaching materials (of about 100,000 IDR per student per year), which
also might refrain schools from adopting the curriculum. Last but not least, a further
dissemination of the HSE approach at school level depends on the availability of
qualified trainers and on financial resources available at school level.
As the activities at the level of the companies are linked to those at school level, the
much needed approach to have schools and companies working hand in hand to
introduce adequate HSE practices risks to remain contained to the four schools
involved in the project.
The relevance of the project is good. It is compatible with the existing Dutch policy
frameworks, contributes indirectly to the MDGs and the needs of the Indonesian
society. The project is in line with the aims and interests of the Dutch institutions. Its
approach is also very compatible to the new policy in Indonesia that wants to
64
promote closer linkages between vocational schools and the demands of the
industry. The potential of the project to serve also the aims and interest of the
Indonesian participating institutions has only very partially been realised as only the
schools (and to a certain extent the companies) involved have gained substantial
benefits. By bringing together institutions of the public, semi-public and private
sector the project has the potential to contribute to the enlargement and innovation of
Dutch-Indonesian cooperation, provided it will generate spin off effects in the future.
The project scores moderate to fair at the level of efficiency. On the positive side, one
should mention the adequate problem analysis leading to an appropriate decision in
terms of the problems to be addressed and the quality of implementation of key
project activities (e.g. the inclusive approach of the curriculum development,
adequate training of trainers, installation of the safety lab). Weaker points include
the lack of embedding of the project in local institutions (leading to limited
ownership), the way local partners were included in the project implementation (lack
of a balanced partnership and of transparency related to financial issues), the design
of some activities which make easy dissemination difficult and the failure to develop
an adequate approach towards the Ministry of Education in view of eventual
dissemination and mainstreaming of the HSE approach.
In terms of effectiveness, the project scores well at the level of the achievement of its
direct results/outputs, but overall this does not compensate for its failure to reach
higher-level objectives. Effectiveness is hence, at best, considered as mixed and
certainly below expectations.
The sustainability of the immediate project results can be considered as good but goes
not beyond these immediate results. Project spin offs are however unlikely to be
realised as no drastic measures are undertaken to valorise the project potential that
is, indeed, substantial. At this moment, a series of constraints of an institutional,
financial and methodological nature prevent the realisation of project spin offs.
In terms of lessons learned, the following can be stated:
•
The involvement of a highly qualified knowledge institution from the
Netherlands has allowed a good analysis of the problems related to HSE in
the processing industries and its underlying causes; it has also permitted the
production of immediate project results of good quality (adequate training,
adequate curriculum, well equipped and functional safety labs) that are of
considerable value for the country.
•
The lead agency’ expert competence has however not been sufficient to
assure project success. Weaknesses in the set up and, above all, in the
realisation of the partnership have led to a lack of ownership at the level of
key partner institutions who are supposed to play a role in ensuring project
spin offs. In addition, the project approach and regulatory framework
contains some elements, which constrain eventual dissemination of the
project results (difficulty for schools to acquire the safety labs; difficulty for
the trained teachers to take up trainings outside their school context;
copyright on the curriculum).
The main lesson that can be learned from this is that a project will have
substantial difficulties to create spin offs in case it is not well embedded in
local institutions and in case these institutions do not feel they own the
project. A second element is that project methodology should from the very
start be screened against sustainability considerations in cases multiplication
from the project approach is aimed at.
65
Annexe
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Mr. S. Mens, Project Manager, VAPRO-OVP
Ms. M. de Jong, VAPRO-OVP, in charge of international projects
Dr. F. Ory, independent expert, specialist in occupational health
Mr. Lie Hendrik Kusnadi, VAPRO Indonesia
Drs. Ir. M. Setyabudi, General Manager KN-RCI
Mrs. Yuli, vice director, Caraka Nusantara Vocational School
Mrs. Havita, teacher, Caraka Nusantara Vocational School
Mr. Haridu, Director Caraka Nusantara Vocational School
Mr. Putoyo Nugroho, Directorate Middle-Level Vocational Schools, Ministry
of Education (phone interview)
Prof. Suprianto, Technological Institute Surabaya (phone interview)
Setiyanto H.S., Engineer Manager, FIMA company
Weta Anggun Surtantya, Quality Control Manager, FIMA company
Agus Djauhari, Quality System Manager, FIMA company
Mr. Entis, Headmaster, SMK 7 Bandung – Vocational School
Mr. Dede, teacher, SMK 7 Bandung – Vocational School
Mrs. Anne, teacher, SMK 7 Bandung – Vocational School
Mrs. Yeni, teacher, SMK 7 Bandung – Vocational School
Mrs. Iya, teacher, SMK 7 Bandung – Vocational School
Mr. Aen, teacher, SMK 7 Bandung – Vocational School
66
1.3 Stimulation of the Indonesian Horticultural Sector
through Policy Assistance and Improvement of the
Quality System
Project name
Project code
Sector
Major objective
(Expected) End of project
date
Stimulation of the Indonesian horticultural sector
through policy assistance and improvement of the
quality system (HORTSYS)
INDF07/RI/07
Agriculture
Plant Research International BV
Balai Besar Pengembangan Pengujian Mutu Benih
Tanaman Pangan dan Hortikultura (BPMB-TPH)
[Agency for Seed Quality Testing Development for
Food Crops and Horticulture (ASQTD-FCH)]
to achieve a vital seed sector providing vegetable and
flower farmers with high quality seeds at a fair price
300,856
240,685
1 November 2007
31 October 2010
Project origin. The project was originated by requests and proposals of two
Indonesian institutions to PRI to stimulate the horticultural seed sector. Considering
the task of the institution to perform the function of the central coordinating and
arbitration seed testing organisation of Indonesia, the Director of BPMB perceived
the urgent need to upgrade the capacity of its analysts and the equipments in its
laboratory. The Director of Horticulture Seed and Infrastructure proposed support
for the following subjects: (1) a fixed methodology on data validation for national
mapping of vegetable seed supply and demand annually; (2) the development of the
number of subject matter specialists on vegetable seed technology; (3) the
development of several applied technologies on vegetable seed production and its
quality assurance. Both directors contacted on separate occasions a senior researcher
of PRI who has worked for various horticultural projects in Indonesia and it was his
idea to combine the two initiatives into the HORTSYS project.
More in general, there has been long term cooperation between Indonesia and the
Netherlands in the horticultural sector through various projects.
Project rationale and context. The horticulture seed market in Indonesia is not as
developed as the agriculture sector. This is due to the nature of the sector that is in a
state of transition from a mixed informal and formal system - of state-owned seed
producing agencies - to a private sector system. Most agencies however do not
function well. The vegetable and flower seeds sector is characterised by the
multitude of crops and varieties and consequently the varied needs of farmers. All
these factors and the financing character of the para-statal organisations are major
factors contributing this situation. The project perceived the need to improve the
67
sector at two levels. These are the formal quality control level to stimulate good
quality seed through improving the skills of seed quality inspectors and the enabling
environment through adequate regulations.
Characterisation of project partners. Plant Research International (PRI) is specialised
in strategic and applied research. Its special expertise exists on seed and planting
material, seed technology research and seed management systems. It serves the
entire agro-production chain with specific products from the DNA level to
production system concepts. Joost van der Burg, the HORTSYS project manager, is
the national coordinator for the International Seed Testing Association (ISTA), a
voting member on behalf of the Dutch government and regularly performs technical
audits for ISTA. PRI and its predecessors have been important contributors to the
formulation of the international rules for seed testing, organised many workshops
and training courses abroad and performed many consultancies on seed testing and
certification in over 15 African and Asian countries.
The Agency for Seed Quality Testing Development for Food Crops and Horticulture (BPMBTPH) carries the mandate to organise seed quality control at national level and to
guide and instruct the seed testing laboratories (BPSB) that exist at provincial level.
The main duties and functions are to perform the development and seed testing of
food crops and horticulture, to conduct seed certification and to control the seed
distribution.
The Directorate of Horticulture Seed and Infrastructure has the task and duty of the
management of seed system and its distribution at the national level, which consists
of the management of seed availability (demand and supply), formulating Standard
Operational Procedures of producing high quality seed, empowering seed growers
and other farmers, and so on, that relate to the seed utilization for better horticulture
crops production and quality.
Naktuinbouw (Netherlands General Inspection Service for Horticulture) is the leading
European organisation in Distinctness, Uniformity and Stability (DUS) testing for
vegetable, ornamental and agricultural crops. It is a so-called non-departmental
public body that monitors, stimulates and promotes the adherence to high quality
standards of a specific range of agricultural products, processes and chains, in
particular related to the production of propagating material for the horticultural
sector. It carries out the supervision and the statutory inspections of propagating
material as prescribed in European directives and Dutch legislation. It has a broad
range of experienced specialists in all crops.
Long term objective(s) and project purpose. The project proposal contains the
following presentation of short term and long term goals. The project will contribute
to the following long term goal: to achieve a vital seed sector providing vegetable and
flower farmers with high quality seed at a fair price.
The project purposes are defined in the proposal as the following: 1. improved insight
in the horticultural seed market; 2. development and implementation of regulations that
stimulate the development of a healthy private seed sector system; 3. improved level of skills of
the central and regional quality control personnel; 4. improved outfit of the central and 6 of
the regional laboratories.
Project results and sub-results. The following are the project results and sub-results:
1. the finalisation of the inception phase that includes a management agreement
describing the rights and (financial) obligations of all partners towards EVD;
a formal agreement between all project partners, viz. Plant Research
International B.V., Agency for Seed Quality Testing Development for Food
Crops and Horticulture (BPMB-TPH), the Directorate of Horticulture Seed
and Infrastructure and the Ministry of Agriculture, and Naktuinbouw; a kickoff meeting organised by the project team for interested companies (20) and
68
2.
3.
4.
5.
government agencies; an agreement between the INDF project partners and
the participating 6 regional Indonesian labs; a list of the hardware to be
purchased; a detailed proposal for the complete training programme; and the
inception report.
Policy support that includes the development of a system for the collection of
market information and analysis for the purpose of policy development in the
area of quality control and certification of the seed sector, the development of
new Indonesian regulations for quality control and certification of the seed
sector, and the progress report.
Availability of equipment that includes the BPMB laboratory to be equipped
optimally and six regional laboratories equipped appropriately, and the
progress report.
The provision of training programs that includes curriculum development for
seed testing and certification and Training of Trainers of six analysts at the
Central Laboratory in Jakarta for five days, a Train-the-Trainers programme
for twelve analysts, a training programme in 4 regions by eight (8) Indonesian
trainers for 32 regional analysts of 16 other regional laboratories, BPMB
accredited by ISTA, and progress report.
Dissemination and final reporting that includes an evaluation of the results of
the project, an agreement between all project partners aimed at future
cooperation, a final meeting for all stakeholders and final reporting and audit
certificate.
3.1.1
Project relevance in view of the Dutch policies and interests
The project’s objectives contribute (directly or indirectly) to the policy aims as stated
in the policy memorandum and the MJSP. Through the recommendations for the
regulation of the seed sector the project contributes to the achievement of the policy
aims of good governance, especially in the seed sector. The project also contributes to
a more secure investment climate in the seed industry and sustainable development
through the provision of good quality seeds to guarantee higher yields and good
quality produce.
The project is part of the broader cooperation framework between the Netherlands
and Indonesia that exists already for some time and mainly involves ‘regular’
development actors. The project has the potential to produce a specific added value
for the broader Dutch policy aims especially through the policy advice component of
the project. The 3-year project gives the opportunity for the Dutch institutions to
interact with the Indonesian policy makers on an equal basis, based on mutual
respect. This has contributed importantly to understand the thinking process behind
the Indonesian policy development.
PRI and Naktuinbouw have established good cooperation with the horticultural
institutions in Indonesia since a long time. This project is very much in line with their
work and thus strengthens their presence to contribute to the development of the
seeds sector and the horticultural sector in general. Distinctive knowledge and
extensive contacts in the horticulture sector in Indonesia are benefits realised by both
institutions.
69
An agreement for long term cooperation has not been signed yet by the institutions
involved. However commitment for further cooperation is there and a new proposal
for cooperation focused on the development of potatoes was drafted and submitted
for funding via the Indonesia Facility through EVD. However this proposal did not
pass the selection process for funding in 2010 and will be submitted again, with some
improvements, in 2011.
The project contributes indirectly to the MDGs, especially with regard to poverty
alleviation. The availability of high quality seeds at a cheap price results in higher
yields and quality produce that lead to higher income of the farmers.
The availability of high quality seed that is suitable to the tropical environment with
high levels of resistance to pests and diseases will contribute to the protection of the
environment that is also one of the MDGs.
frameworks?
The project’s objectives contribute (directly or indirectly) to the broad Indonesian
policy aims. The project fits well to the policy of encouraging the development of the
Indonesian private agribusiness sector and local seed production and trade. In a
more general development policy framework, the project is compatible with the
revitalisation of the agriculture sector that remains a high priority for the Indonesian
government. Focuses in this sector are food security, competitiveness, diversification,
and productivity and added value of agricultural and horticultural products.
The project complements and/or contributes to the priorities of Indonesia in terms of
its cooperation with The Netherlands. The importance of Dutch assistance to the
Indonesian horticultural sector has repeatedly been expressed by the Indonesian
delegation to the Joint Agricultural Working Group (LWG).
It is not clear to which extent the project’s aims and activities would not have been
realised without the INDF. Considering the strategic issues addressed, one can
imagine that other sources of funding could have been found, within or outside the
framework of Dutch – Indonesian cooperation. However it should be noted that the
expertise, network and hands-on experience in the Indonesia context brought in by
the Dutch institutions in this project are substantial which may not easily be found
elsewhere. In addition, the ‘open characteristics’ of the INDF allows the project to
apply appropriate project strategies to achieve its objectives.
The project addresses the needs of the Indonesian society for the stable provision of
quality produce at reasonable prices. Through assuring the quality of the seeds and
their provision at a good price, the likelihood of higher yields and quality produce is
higher. The project also touches a sector which is labour intensive and occupied by
many small farmers; hence, improvement in the sector will affect directly and
indirectly a large number of small producers. Horticulture is an important labour
generating sector for female workers. Moreover, the consumption of horticultural
products, especially vegetables, contributes to the health status of all involved but
specifically favours women and children.
70
The HORTSYS project has a strong demand driven character. The Directors of both
Indonesian institutions actively sought for support from PRI and the project was
developed through a series of discussions. BPMB and the Directorate of Seed and
Infrastructure submitted separate proposals pointing out the strategic needs of each
institution, which were later on combined by PRI in one proposal. The smooth
cooperation between all institutions involved during the implementation is the result
of this inclusive preparatory process.
The project fits nicely with the aims and interests of BPMB and the Directorate of
Seed and Infrastructure. For the latter, the project is very much in line with its aim to
improve the seed infrastructure. As for BPMB, the project strategically provides
support to make the institution fulfilling its mandate as the central coordinating and
supervising role for seed production and quality. The expertise and experience of the
HORTSYS’ project manager on ISTA rules are an extra advantage for BPMB to
become ISTA accredited.
The Indonesian institutions are very pleased with the cooperation and are looking
forward for future cooperation. Future cooperation with PRI is sought through a
proposal on potatoes (see 3.1.1).
The project is well embedded in the present Dutch – Indonesian cooperation
framework, and its relevance is beyond any doubt. However it is not really an
innovative project, neither a project that will substantially contribute to further
improvement of the Dutch – Indonesian policies. Nevertheless it is important to note
that the project targets very a crucial niche in the horticulture seed sector and that it
was able to facilitate mutual cooperation between two Indonesian institutions of the
same ministry.
3.2. Efficiency
Quality of the formulation process. The origin of the project and its demand driven
character are well explained in the proposal. The demand driven character of the
project is very strong (see 3.1.2: To which extent is the project in line with the aims and
interests of the Indonesian participating institutions?). The project is the realisation of the
wish of both BPMB and the Directorate of Seed and Infrastructure.
Quality of the project proposal. The project outputs are clear and logic and this
applies also to the underlying sub-results and activities. However there is confusion
on the formulation of the short term and long term goals, purposes and impacts. The
absence of mid-term goals to serve as intermediate objectives between the short-term
goals (=outputs) and the long term goals (=impact) contributes to the absence of
important steps that describe the path leading from the achievement the project
outputs to the contribution to the designated impact. The project proposal does not
formulate the immediate effect brought about by the project outputs that will or
should serve as the major objective the project wants to achieve (=purpose).
The issue of sustainability is not specifically addressed, but sustainability
considerations are stated as development effects in the proposal. The assessment of
risks is rather short and limited to two risks. One is associated with the purchase of
laboratory equipment and the other is related to the importance of appointing the
71
right project manager who knows how to deal with the Indonesian counterparts. The
proposal does not explore risks related to the achievement of the higher level of
objectives (e.g. on the link between access to better seeds and improved welfare or
income for the producers).
Almost all the project activities were implemented as planned. Two sub results that
have not been completed are the development of a system for the collection of
market information and analysis, and the ISTA accreditation2.
A major change and delay took place on the provision of laboratory equipment for
BPMB and BPSBs due to the quality of equipment made in Indonesia that do not
meet the standards, the expensive import cost from the USA and the higher price of
the equipment (as compared to the proposal that took into account the price in
Indonesia). This resulted in fewer equipment purchased and a delay in the
implementation of training courses in the field. The later took place after the
equipment was available in the six BPSB laboratories and BPMB laboratory.
The policy support was very timely because the new Horticulture Law was in the
process of drafting when the project was implemented. Analyses and
recommendations for the seed sector are provided in the report “The Future of the
Indonesian Vegetable Seed Sector – Policy Recommendations for Improved Seed
Availability”.
The capacity building strategy through three-step training programs is effective to
improve the capacity of the BPMB and BPSBs. In addition to the improved
knowledge and skills on seed testing topics, this strategy facilitates the learning and
experience for some staff to become good trainers using the developed curriculum
and adopted training materials.
The expertise provided by Naktuinbouw and PRI are of high quality. The Indonesian
partners are all satisfied with the quality and the level of commitment of the experts
in providing continuous support even beyond the project period. The main staff
members in the Indonesian institutions are equally committed to the project.
External resources were only to a limited degree generated, however there is positive
support of ISTA in the process of BPMB to get the ISTA accreditation.
It is difficult to assess the relation between project resources and project results on
the basis of documents and two-days field visit alone. It is however important to
note that a considerable part of the budget went to the fees of international experts
and related costs (transport, DSA), with almost 2/3 of the time being spent in the
Netherlands compared to in Indonesia. According to PRI this is caused by two
factors. First, this is mainly due to the very time-consuming preparation of the
extensive training manuals which took place in the Netherlands. Secondly, the time
spent in the Netherlands was devoted to an overwhelming number of email
exhanges, providing the partners with crucial online rapid response support.
2
ISTA accreditation was delayed due to the late membership payment. At the moment the
project is finished and when this evaluation is conducted, this accreditation process was still on going.
Per end of January 2011, BPMB is in the process of making the improvements based on the 32 findings
of the ISTA Audit. The improvement report is to be submitted at the latest in March and the
accreditation status will be granted when the asessment of ISTA shows positive results. The
membership fee however is still in the process in the Ministry when this report was written.
72
partners
There is clear job description of each institution participating in the project and of
each person assigned by the institutions. There is an equal role in the decision
making between Indonesian and Dutch counterparts. Decisions have been made by
the project manager of PRI and the project coordinator from the Directorate of Seed
and Infrastructure, upon consultation and inputs from other participating
institutions. The flow of communication between the partners is smooth and partners
are quite responsive to each other’s need for support.
PRI is transparent with the Indonesian counterparts by using the INDF forms for cost
statements. The partners filled in the form for their expenditures and the project
leader checked their correctness against the approved budget and communicated
back any incongruities. Then, the project leader would send a consolidated claim to
INDF. Any changes by INDF to the consolidated claims were communicated back to
the partners via emails with appendices. However in the initial phase it was not clear
for the Indonesian counterparts that the “20% own contribution” can be shared by all
participating institutions, i.e. both by Dutch and Indonesian institutions. A critical
remark by the Indonesian partner is related to the high percentage of the “expert”
budget component for the Dutch experts and that they spend more than 60% of their
time in the Netherlands.
Two activities carried out outside Indonesia (study visit to the Netherlands and
participation in the ISTA Course in New Zealand) were important and justified. The
study visit allowed the Indonesian participants to engage in important discussions
with the counterparts in Naktuinbouw and PRI, laboratories, seed companies and
trial fields. The unplanned participation of two staff of BPMB to the ISTA Course on
Quality Assurance in Seed Testing in New Zealand has been important in
complementing the training course already provided by PRI and Naktuinbouw and
in preparing the institution for gaining the ISTA accreditation.
The role of the Embassy is limited in the project implementation. However it
provided political support by attending the kick-off meeting, participating in the
project evaluation and attending the final project meeting. During the
implementation, several visits of the Dutch Embassy have been paid to the project.
EVD has visited the project several times to discuss and make observations on the
project progress. EVD has been supportive in accommodating the need for changes
in the provision of equipment (see 3.2.2).
The PRI relationship with EVD, c.q. its project managers, has been good on the
personal level, with EVD providing good and correct answers guidance to specific
questions related to administration and contents. There was also a good discussion
with EVD on the inception report. There have been difficulties with the financial
department, and PRI feels misinterpretations by EVD have made it loosing money.
In addition, there are critical remarks related to the overall set-up and management
of the programme that are discussed below (see 3.2.6).
Progress reports were usually submitted with a slight delay and the activities were
implemented according to the work plan. The progress reports described progress of
results in a systematic but compact way. Adequate information is provided in the
part of the report on the changes of the project activities. The issues related to
sustainability, relevance and spin offs of the project are dealt with quite routinely,
with the exception of the final report; the same information related to these issues is
73
repeated in every report. The final report provided information on the achievement
of the project results, however it does not tell how far the project objective (= to
achieve a vital seed sector providing vegetable and flower farmers with high quality
seed at a fair price) is achieved.
No monitoring mechanism has been set up at the beginning of the project. However
the smooth communication between all partners and frequent visits of the project
manager to Indonesia (both funded by the project and via other projects) allow close
monitoring of the project progress, provision of feedback to each other and relevant
project adjustments.
•
•
•
•
EVD provided good guidance related to the administrative requirements.
Nevertheless the project is “bounded” by the strict financial and administrative
regulations imposed by EVD that affect the pace of the project especially when quite
substantial changes need to be made.
It has also been stated that the funding and tariff modalities are (far) below standards
applied in the Netherlands. It is fortunate that the Indonesian partners could take up
the entire the “own contribution”. This difficulty has been exacerbated by the heavy
administrative requirements, which demand much time and effort to comply with
and hence, increase the management costs of the project.
The present way the programme management is conceived includes a few
weaknesses in the opinion of PRI. The most important problem is that the proposal
requires a very detailed account of what the project wants to achieve. This is, in
particular in projects with a strong institutional character, very difficult to deliver
and a detailed work plan can only be adequately delivered in the inception phase. As
such, in the present situation, the inception phase looses part of its actual meaning,
even though ‘things can still be changed’ at that moment. Finally, the quick scan is
considered useful, but far too long to be really ‘quick’.
PRI does not enjoy any external core funding and as such it can only take up this
project because it can combine work on this project with other more financially
rewarding projects. The situation is somewhat more comfortable however for
Naktuinbouw that generates own income. PRI notes also that in the present context
the financial situation of many project pen holders is deteriorating, which will make
it increasingly difficult for them to implement projects under the present INDF
conditions.
74
The project achieved its expected results as stated in the proposal/inception report
without any delay. The achievement of the project results can be summarised as
follows:
•
•
•
•
•
Result 1: agreed inception phase is completed
Result 2: policy support was provided via the Policy Recommendation “The Future
of the Indonesian Vegetable Seed Sector”. However the development of a system for
the collection of market information and analysis was not achieved.
Result 3: equipment is available for the BPMB laboratory and six regional
laboratories.
Result 4: training programs and training curriculum and materials are completed
while the accreditation of BPMB by ISTA is still in the process.
Result 5: final evaluation, agreement for future cooperation and final meeting
involving all stakeholders are completed.
The project has thus been able to reach most of the designated outputs related to
improved insight in the horticultural seed market, stimulation for the development
of a healthy private seed sector system through policy recommendations, improved
levels of skills of the central and regional quality control personnel, and improved
outfit of the central and 6 regional BPSBs.
The project has brought about effects to different actors. For the BPMB, the improved
knowledge and skills of the key staff bring more confidence to perform its main
function as the national reference to which BPSBs can seek support and guidance.
Some requests for support from the private sector and other relevant government
institutions indicate the recognition of the increased capacity of BPMB. Some BPSBs
are upgraded through some new laboratory equipment and improved/updated
knowledge made the laboratories improve the quality of the horticulture seeds
testing. For the Directorate of Horticulture Seeds and Infrastructure that deals in this
project more with the policy component, the project contributed to policy
recommendations that are useful to draft regulations to operationalise the new
Horticulture Law of 2010. Some of the seed producers benefit directly from the
project on the capacity building aspect for their personnel and through the
opportunity to contribute to the policy recommendations. If the ISTA accreditation is
obtained by BPMB, this will directly benefit the (domestic) seed industry, as it will
imply that international ISTA certificates can be issued in the country.
The effect of the project however has not reached the farmers yet. However there is a
potential to reach the farmers (availability of high quality seeds at a fair price) when
the present effects of the project are further stepped up.
cooperation
The project contributes to good governance in the seed sector through the policy
recommendations that adequately picture the Indonesian horticulture seed sector
and provide comprehensive recommendations. This becomes a crucial reference and
guidance for the relevant government institutions to follow up and produce
appropriate implementing regulations, among others related to the promotion of a
conducive investment climate in the horticulture seed sector.
The improved capacity of the seed testing laboratories combined with relevant
regulations, including guarantees of the quality in the process until the seeds reach
the farmers, are likely to ensure the continuous availability of good quality seeds and
hence contribute to increased productivity contributing to food security.
75
There have been positive signs of the dissemination and diffusion of the project
results. The policy recommendations will be used as guidance for developing the
implementing regulations (when this project is finalised, the new horticulture law
was just being enacted). Some requests for support from the BPMB by the private
sector and other government institutions show an obvious case of diffusion of the
project results.
The project is well embedded in the development cooperation between the Dutch
and Indonesian governments. Although it is not really an innovative project, the
project contributes well to the objectives of the cooperation.
The project facilitates both Indonesian participating institutions, particularly the
BPMB, to become stronger institutions and be able to perform their mandates (see
also 3.3.1). Networks to the Dutch experts and institutions have been established and
the project facilitates stronger network relations of BPMB with ISTA, especially in the
process of gaining ISTA accreditation, which will boost the capacity of the BPMB to
issue international ISTA certificates and be closely integrated in the ISTA framework.
A formal agreement of future cooperation does not exist; however commitment for
cooperation has been expressed by PRI and BPMB. A more tangible wish for
cooperation between PRI and the Directorate of Horticulture Seed and Infrastructure
is materialised in the INDF proposal submitted in 2010, which however did not pass
the screening process. The proposal will be submitted again in 2011.
Another INDF project with the Indonesian Ministry of Agriculture (the PVP Project,
INDF07/RI/11) is known by the project. However no synergy between the two
projects has been developed although quite some potential for cooperation exists.
The project will indirectly contribute to poverty reduction. The improved systems
and infrastructure of the seed sector are expected to ensure the continuous
availability of good quality seeds that will result in higher yield and good quality
produce. As a result, farmers will gain more income and more quantity and quality
food will be available. As such the project is able to reach the envisaged outputs and
when these are stepped up, the contribution to poverty reduction will materialise.
The project directly targets an improvement of the policies in the seed sector. The
policy recommendations developed by the project are expected to contribute to this
effect because the recommendations are well received by the relevant stakeholders in
the sector and there is commitment of the Ministry of Agriculture through the
Directorate of Horticulture to take these recommendations into account.
The most clear and positive unplanned effect of this project happens at the level of
the BPMB. The improved knowledge and skills of the staff boost the confidence of
the staff (and of BPMB) to deliver guidance and support beyond the BPSBs. This
service is requested by and hence rendered to private seed companies and other
government institutions.
76
The trainers of BPMB and some trainers from the BPSBs who participated in the first
Training of Trainers and the second Training of Trainers have acquired good
capacity to facilitate the training programs organised by the project and beyond the
project. Their involvement in the production of the training materials also enables
them to adapt the materials to new information/knowledge. It can be safely said
that the capacity is firmly embedded in some key staff of the BPMB and some BPSBs.
Extra efforts however are needed to institutionalise it further in the institution so that
the capacity will remain although there might be a staff rotation.
The Directorate of Horticulture has shown policy support by allocating funds to
continue the training program to reach more BPSBs so that increased knowledge and
skills are extended. The training program has been entirely, independently and
smoothly organised by the Indonesian partners without any additional support from
the Dutch partners. However so far no external funding has been sought.
An opportunity for cooperation has been sought by PRI and the Directorate of
Horticulture Seed and Infrastructure through a project which funding was proposed
to the INDF in 2010. Although this attempt was not successful, they will try again to
get funding in 2011. No formal cooperation is established between PRI and BPMB,
but commitment for continuing the cooperation is strong.
The achievement of BPMB is beyond the project expectations (see 3.3.5 and 3.4.1).
Within a short period, the improved capacity of BPMB is widely acknowledged and
demanded, more than what is expected. When the ISTA accreditation is obtained by
BPMB, it will strengthen its existence and role as a major institution to provide seed
quality control and ensure a certification system. The expectation is that newly
improved policies (to which the project tries to contribute through the policy
recommendations) will help to develop the horticulture sector in Indonesia.
The relevance of the project is good. It is compatible with the existing Dutch policy
frameworks, contributes indirectly to the MDGs and the needs of the Indonesian
society. The project is in line with the aims and interests of the Dutch institutions. Its
approach is also very compatible with the general policy of the Indonesian
government to revitalise the agriculture sector and specifically is compatible with the
policy of encouraging the development of the Indonesian private agribusiness sector
and local seed production and trade. The potential of the project to serve the aims
and interest of the Indonesian participating institutions is very strong, to a large
degree due to the obviously strong demand driven character of the project. The
project is well embedded in the Dutch-Indonesia development framework. As such
the project is not really an innovative project, neither a project that will substantially
contribute to further improvement of the Dutch – Indonesian policies; however the
project targets a very crucial niche in the horticulture seed sector, in which the Dutch
expertise is strong.
The efficiency of the project is good. The project has a very strong demand driven
character. The project outputs are clear and logic and this applies also to the
77
underlying sub-results and activities; however the absence of a clearly formulated
mid-term goal in the proposal leads to the missing of a clear intermediary objective
(and steps) to reach the impact. Almost all planned activities have been implemented
and the quality of the knowledge and skills transfer is of good quality. The
relationship among the participating institutions is good and communication flows
well among them. Decisions have been made together by the project leaders in
Indonesia and PRI, considering inputs from BPMB. The high degree of commitment
of all parties and clear job description contribute to this situation. Transparency on
the financial aspect is average in that the Indonesian partners are not fully aware of
the definition of “own contribution” and the high percentage of expert fees in the
budget. Although no monitoring mechanism is set up, the project manager has
monitored the project closely and at the final stage, a self-evaluation has been
conducted involving the participating institutions.
The effectiveness of the project is good. The project reaches mainly all results and
outputs except the ISTA accreditation which process was not yet completed when
the project was finalised. However there is confidence that this will materialise.
Quite some effects of the outputs exist already and are important to be stepped up to
reach the higher objectives related to the availability of high quality seed at a fair
price and the contribution to the MDGs (poverty alleviation) and objectives of
cooperation between the Dutch and Indonesian governments. Commitment of
further cooperation between the participating institutions remains high.
The sustainability of the project outputs and their effect can be considered as (very)
good. The Directorate of Horticulture has allocated funds to extend the training
program to reach out more BPSBs. The project spin offs have the potential to be
sustainable and the capacity (and self confidence) of the staff improved considerably.
However more efforts are required to make the capacity well embedded in the
institution.
Important lessons learned from this project are:
•
A strong demand driven character of the project is crucial to develop a
relevant project that touches the underlying problems. This is also an
important factor to keep the commitment of the participating institutions
alive during and beyond the project period.
•
Institutional understanding of the urgent needs of the sector and of the
institutions involved keeps the motivation alive and hence the change of key
personnel does not bring substantial negative effects to the project.
•
The project also learns that in addition to the personal capacity, the adequate
support and facilities to the lead persons from each participating institution
in the project are crucial the make the institutions perform at the same level.
•
The substantial inclusion of relevant stakeholders in the project is proven to
be efficient and effective to keep them on board during and after the project
period. This has been a particularly crucial factor for the policy component of
the project.
78
Annexes
List of persons and institutions contacted
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Mr. Joost van der Burg, project manager, PRI
Mr. Ronald Serhalawan, independent resource person, PT Joro
Mr. Zamzaini, independent resource person, LPTP
Mrs. Yanti Yusuf, project manager/Director, Directorate of Horticulture Seed,
Ministry of Agriculture
Mr. Akhmad Riyadi Wastra, Director, BPMB
Mrs. Dina, BPMB
Mrs. Dewi, BPMB
Mrs. Suryati, BPMB
Mrs. Ami, BPMB
Mrs. Antonia, BPSB Central Java
Mrs. Tituk, BPSB Central Java
Mrs. Wulandari, BPSB Central Java
Mr. Abdul Hamid, seed producer, PT Mulia Bintang Utama
Mr. Rusdi, seed producer, PT Duta Agro Utama Nusantara
79
1.4 Sexual and Reproductive Health and Rights
Education for Deaf and Blind High School Students in
Indonesia
Project name
Project code
Sector
Major objective
End of project date
Sexual and Reproductive Health and Right Education
for Deaf and Blind High School Students in Indonesia
INDF 07/RI/12
Education
World Population Foundation (WPF)
Directorate of Special Education (DSE), the Ministry of
National Education (MoNE)
Increased knowledge, attitude and skills concerning
the sexual and reproductive health of the students
enrolled at Special Education Centers in Jakarta,
Yogyakarta and Bali
660,000
493,737
September 2007
September 2010
Project origin. Recognising the work of WPF in Sexual and Reproductive Health
Rights (SRHR) especially through Daku! 3 (computer based curriculum) and
considering the complexities of the SRHR problems among the deaf and blind youths
made the then Director of the Directorate of Special Education (DSE) of the
Indonesian Ministry of Education approached WPF for cooperation in this field. The
challenge to reach new target groups (youth with disability) was well responded by
WPF. The wish for cooperation has been formulated in a memorandum of
understanding between the two institutions in December 2006.
Project rationale and context. Deaf and blind youth are amongst the most vulnerable
youth in Indonesia and their sexual and reproductive health and rights (SRHR)
status is one of the lowest among young people. Limited access to SRH information
and services lead to various problems of SRH such as unwanted pregnancies, child
marriages, violence against girls, “dating violence”, sexual abuse, sexually
transmitted diseases, HIV/AIDS, etc. (major problems/issues the project wants to
address). In Indonesia there are 4,417 special education schools accommodating
66,610 students with disabilities (data per 2005). SRHR knowledge and skills of
people with disability are limited because they are not part of the regular curriculum.
Data from the media show that sexual abuse is a major issue for this group and there
are an increasing number of abuses. The project is built of the notion that providing
young disabled people with the knowledge and skills on SRH will contribute to
3
Daku! (my young world is exiting) is a computer based curriculum for school-going young people,
originated from the ‘World Starts with Me’ module that was developed by WPF in Uganda. It integrates
a positive and explicit approach towards sexuality.
80
improving their safety, their quality of life and will bring more opportunities for
their development and equal integration in society.
Characterisation of project partners. World Population Foundation (WPF) is a Dutch
NGO that promotes sexual and reproductive health and rights worldwide. WPF
advocates for supportive laws and agreements internationally to enable individuals
to make free choices about their sexual life and safeguard their sexual health. WPF
supports local organisations in their advocacy work and provides technical
assistance in the design and implementation of projects using an evidence-based,
rights-based and participatory approach. WPF has worked in Indonesia since 1997.
The Directorate of Special Education was established on January 24, 2000. The vision of
the Directorate is to establish and develop optimal services to gain independency of
children with special needs. It carries the following missions: a) providing an
extensive opportunity for children with special needs and talented children, b)
improving the quality of special education, c) promoting the awareness and
expanding the network, and d) establishing good services of inclusive education in
the school environment.
Long term objective(s) and project purpose. The project will contribute to the
following long term goal: improve the SRHR situation of deaf and blind young people in
Indonesia.
The project purpose the project will achieve has been formulated in the proposal as
follows: increased knowledge, attitude and skills concerning the sexual and reproductive
health of the students enrolled at Special Education Centers in Jakarta, Yogyakarta and Bali.
Project results and sub-results. The following project results have been decided
upon in the proposal and substantial changes have been made during the inception
phase:
1. Completion of the inception phase, that includes the establishment of a Steering
Committee, the identification of Advisory Board Members, the establishment
of project management team, the development of detailed project documents
(including the work plan, log frame, M&E mechanism, reporting) through
training on project management, and inception report ready.
2. The curriculum is effectively adapted for deaf children, that includes the collection
of data of special SRHR needs of deaf children, a comparative study to the
Netherlands for 2 persons from the Directorate of Special Education Officer
and 1 person from WPF Indonesia, a strategic planning meeting, the new
outline/framework for deaf being developed through a workshop, an
adapted content of the DAKU version developed and reviewed through
working group meetings, the development of a training program for teachers,
and the development of a report for result 2.
3. Module for life skills in Braille is developed, that includes the collection of data of
special SRHR needs of blind children, the new outline/framework for deaf
being developed through a workshop, a module for life skills and SRH in
Braille being developed and reviewed through regular working group
meetings, the development of a training program for teachers, and the
development of a report for result 3.
4. Training of trainers and curriculum implementation for deaf students at 35 schools,
that includes 9 trained teachers of 3 pilot schools in Jakarta and 2 trained
officers from MoNE (national level) facilitated by Sanderijn van der Doef, a
pilot is implemented in selected schools (3 schools in Jakarta), a
developed/adapted sign language, a finalised curriculum, accreditation of
the curriculum by MoNE, the program of training for master trainer
developed, 5 trained master trainers from MoNE, WPF and Special Education
81
Centre (SEC), 36 trained new teachers from 18 selected schools and 6 trained
officers from local MoNE (in three cities), curriculum implemented in 18
schools and continuation of 3 pilot schools in three cities, 12 trained trainers
(consisting of 9 selected teachers and 3 local MoNE officers) facilitated by the
local trainer, 28 trained new teachers from 14 new schools facilitated by the
local trainer, curriculum implemented in 14 new schools and 21 on going
schools in three cities, and a report of result 4 developed.
5. Training of trainers and curriculum implementation for blind students at 35
schools, that includes 9 trained teachers of 3 pilot schools in Jakarta and 2
trained officers from MoNE (national level) facilitated by Sanderijn van der
Doef, a pilot is implemented in selected schools (3 schools in Jakarta), a
developed/adapted sign language, a finalised curriculum, accreditation of
the curriculum by MoNE, the program of training for master trainer
developed, 5 trained master trainers from representatives of MoNE, WPF and
Special Education Centre (SEC), 36 trained new teachers from 18 selected
schools and 6 trained officers from local MoNE (in three cities), curriculum
implemented in 18 schools and continuation of 3 pilot schools in three cities,
12 trained trainers (consisting of 9 selected teachers and 3 local MoNE
officers) facilitated by the local trainer, 28 trained new teachers from 14 new
schools facilitated by the local trainer, curriculum implemented in 14 new
schools and 21 on going schools in three cities, a national seminar organised,
and final report.
3.1.1
Project relevance in view of the Dutch policies and interests
in the policy memorandum and the MJSP. The project is in the education sector that
is one of the key sectors for the development cooperation with Indonesia. However
the topic and target groups of the project are very specific, so that it is not easy to
further find the linkage to the themes of the Dutch Policy Memorandum on
Indonesia 2006-2010, exception made for the HIV/AIDS prevention theme that is
included as one of the topics of the SRHR education.
The potential of the project to produce a specific added value for broader policy aims
and to contribute to the enlargement of bilateral relations is limited. However the
added value of the project lies in its specificity that deals with a very specific issue
and target group that is not part of the mainstream Dutch-Indonesia bilateral
cooperation (and development cooperation in general).
The WPF’s main focus is the promotion of sexual and reproductive health and rights
worldwide. In Indonesia the work targets ordinary young people through schools.
The project contributes to the interest of the institution to implement its agenda and
especially this project enables WPF to explore the promotion of SRHR to new target
groups (deaf and blind young people) and hence enlarge the expertise of WPF
Indonesia. This project also gives the opportunity for WPF Indonesia to strengthen
the close relationship with a government institution and some key personnel that
will give an advantage and benefit for the work of WPF Indonesia in general.
82
WPF has expressed its commitment to support the DSE to further develop SRHR
education to more blind and deaf schools in Indonesia, even without any external
funding support.
The contribution of the project to the MDGs on poverty alleviation is very indirect. In
case the project reaches its objectives it might indirectly generate effects on poverty
in Indonesia as it tackles one of the determinants of poverty that is mental and
physical ill-health (sexual reproductive health problems, sexual abuse and practices,
…).
frameworks?
policy aims as mentioned in the third agenda of improving the social welfare
through empowering people with disability. Specific government policies related to
people with disability clearly state about the provision of the same access and
opportunities to education as the “ordinary” children and the protection from risks
and situations that could lead to abuse, discrimination and exploitation. This is also
in line with the commitment of the government after the ratification and signing of
international conventions related to the promotion of education, human
development, and human rights including SRHR. They are the Universal Declaration
of Human Rights, Convention on the Rights of the Child, UNGASS Declaration of
Commitment on HIV AIDS, World Declaration on Education for All, Salamanca
Statement and Framework for Action on Special Needs Education, The Dakar
Framework about Education for All, the Millennium Development Goals, the
Recommendations of the International Symposium on Inclusion and the Removal of
Barriers to Learning, Participation and Development, and The Standard Rules on the
Equalization of Opportunities for Persons with Disabilities.
realised without the INDF. However it should be noted that topic, targets and
approach of the project (to bring SRHR education to the deaf and blind students in
the special schools in Indonesia through an inclusive way) are highly specific. There
might not be many funding opportunities available and expertise in this field is also
still limited.
The project focuses on very specific target groups in Indonesia that are deaf and
blind youths in the special schools. The number of this group is comparatively small
(a minority); however empowering them and enabling them living as a full entity is
vital for a healthy society. Therefore this project addresses the need of the Indonesian
society to provide adequate support and ensure the fulfilment of the rights of
minority and marginalised group.
This project has a strong demand driven character (see 2.1) that made that both
institutions defined and designed the project together. The Project Manager from the
DSE has been intensively involved from the design, implementation and finalisation
until the further dissemination of the project results. Mutual cooperation by
combining efforts and respecting each other’s competence is clear in the project.
83
Another aspect of the demand driven character of this project is the fact that this
initiative came from the WPF Indonesia office that through its extensive programs
possesses a good understanding on the SRHR in Indonesia.
The project directly serves the interest of the DSE to reach its vision and missions
(see the Characterisation of project partners in 2.1). In addition to extending the
coverage of the blind and deaf schools beyond the scope of the project, a longer term
cooperation is sought by the DSE to reach another target group, i.c. the mentally
retarded students.
The project is innovative as it deals with an important topic that is neglected and
rarely touched by donors. The reception of the SRHR topic still varies in Indonesian
and even more SRHR for the blind and deaf youths. Very little, if any, initiatives of
this kind are developed in Indonesia. As such the project contributes to innovation in
the Dutch-Indonesian policy.
3.2. Efficiency
Quality of the formulation process. After agreeing working to provide SRHR
education to the blind and deaf youths (see 2.1), DSE and WPF Indonesia developed
the proposal together to ensure that the content reflected the needs perceived by
both institutions and the conditions they want to achieve through the project.
Although there was a need to include the mentally retarded youths as target groups,
both institutions finally agreed to first concentrate on the blind and deaf youths.
Hence it can be concluded that the demand driven character of the project is very
strong.
Quality of the project proposal. The project content and rationale are well described
in the project proposal. The project outputs (results) are clear and logic and this
applies also to the underlying sub-results and activities. However it should be noted
that the formulation of especially the sub-results has been done during the inception
phase, to be more systematic and comprehensive, describing clearer phases to reach
the envisaged results. However the project purpose as stated in the proposal fits
better as an output. The project purpose should show the development effect
(outcome) of the project that is not limited to changes in the knowledge, skills and
attitude concerning the SRH. Some ideas for the project purpose are “improved
behaviour related to sexual and reproductive health” or “youth better exercise their
sexual and reproductive rights” (as a consequence of the above mentioned changes).
The risk assessment presents real challenges the project might face during its
implementation to reach the project outputs and necessary measures have been
identified, included in the project design and implemented to minimise the risks.
These risks deal mainly with the operational level of the project, however no risks
have been identified with regard to the achievement of the higher-level objectives.
The activities were implemented according the project planning of the adjusted
proposal (drafted during the inception phase). Some changes identified in the
84
inception phase have been well communicated to and approved by the EVD. One
change is related to the target group from high school to junior high school students.
However based on our observation, the real target groups are mixed covering
students from both school levels. It is therefore unclear to which extent the content of
the modules is appropriate to cover both age groups. The coverage area of the project
is also widened from three to eight provinces due to the lower number (compared to
initial planning) of schools in the three provinces.
The project implemented more activities than planned, within the approved budget
of EVD. This was due to the decision of the project holders to accommodate the
growing needs to better serve the needs of the target groups and contribute to
achieving the project objectives. In general activities were conducted on schedule,
although some were delayed without however compromising the results. One major
delay was related to the final seminar, which was conducted one month later, which
made the project period needed to be extended by one month.
Having two completely different target groups (with two completely different
processes and needs) necessitated WPF appointing two project managers to be in
charge of the implementation, each concentrating on one target group. However only
one salary was accepted by EVD. This strategy of assigning two project managers for
implementation seems effective to prevent the negative effect of the changes of key
project personnel4. The DSE formed a project team to execute the project. The project
manager from the DSE is exceptionally dedicated and he is actively involved in all
project phases, from planning, implementation until project finalisation.
The WPF and the DSE contribute adequately their (human and capital) resources to
the project and little, if any, external resources were mobilised by the project.
The project also well combines foreign experts with local experts and also well
integrates inputs from relevant stakeholders (teachers, parents and students) in the
drafting of the curriculum and modules and identification and production of
learning materials that fit the Indonesian context. It should be noted that the entire
contribution of the DSE to the project was beyond expectations.
Considering the above-mentioned considerations, it can be said that the project was
able to mobilise efficiently the resources available to reach its results.
partners
Each participating institution assigned a project manager to be responsible for the
project implementation. There was a clear job description for each institution
described in the proposal and a MoU for cooperation was signed with a reference to
the revised proposal. The partnership relations between the project teams are very
smooth. Communication was conducted on a regular basis and could be very
informal. Respect for each other’s roles and responsibility was obvious. Decisions
were made together.
There was a high degree of transparency and trust between the two participating
institutions, including on financial issues although the Indonesian partner was not
interested in the financial report of WPF. The DSE found it helpful that the WPF
allowed a degree of flexibility on budget spending. Narrative progress reports were
drafted by WPF and they were sent to EVD only after they were screened and
approved by the DSE.
4
One project manager was involved in the project from the very beginning until the end of the
project period. The position of the other project manager was filled in by two persons, one successing to
the other. Both left during the project implementation to study abroad.
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The project budget suggests that most of the time (83%) is spent in Indonesia. The
presence of the WPF office in Indonesia (that developed the project together with the
DSE) made that almost all the management work was executed by this office. The
WPF main office in the Netherlands mainly provided expertise that is not available
in Indonesia and facilitated communication with EVD. A study visit conducted to the
Netherlands was necessary due to the lack of experience and expertise in Indonesia.
The Economic Councillor of the Dutch Embassy was involved at the beginning of the
project as a member of the steering committee. No further support was provided
after her move to the Netherlands. The contact with the Education Councillor has
been developed within the context of the general program of WPF in Indonesia.
EVD visited the project three times for monitoring the progress of the project and
also provided inputs to the project administration.
The project progress reports were mostly submitted with a slight delay (1 to 2
months).
The quality of the project progress reports is fair as they described the achievement
of each result in a systematic way and provided detailed information per sub-result
and changes made upon approval of EVD. The sustainability, development effects
and spin-off effects of the project are dealt with quite routinely, with the exception of
the latest report; the same information is repeated in every report, while rich
experience with project implementation could have added more information and
depth with regard to these crucial issues.
Compared to other INDF projects, WPF is the only organisation to develop a logical
framework for the project that includes the identification of indicators per sub-result,
result and objective. With the exception of the formulation of the purpose (see 3.2.1),
this becomes a helpful tool, in addition to the work plan, to monitor the progress of
the project, and especially has the potential to measure achievements at the higher
level.
WPF Indonesia and the DSE adequately play their roles in monitoring and
evaluation. The quality of the monitoring and evaluation of project activities/sub
results is good, and among others caused by the open communication and smooth
cooperation between DSE, WPF and other stakeholders at the school level (teachers,
students, parents). This enables every emerging issue to be adequately dealt with
and proper adjustments made. The effects of the main project efforts (in terms of
changes in attitudes, skills and behaviour) were however not (yet) assessed and
reported.
Project learning is capitalised in the form of separate SRH curriculums for the deaf
and blind students. Important supporting learning materials have been developed
and produced (beyond the original plan) for the students and so is guidance for the
teachers. They are of good quality and are proven to be effective to support learning.
•
•
86
•
•
The project tried to accommodate the growing needs for more project activities and
adjustment of the project planning that were required to better achieve the objectives.
These changes necessitated prior approval from EVD. This was a time consuming
process that endangered the pace of the project activities. To avoid this, the project
decided to continue with the preparation of a particular activity. When the approval
for the change was granted, the project could immediately execute the activity so that
less time was wasted.
Most of the project activities were conducted in Indonesia. This has proven to be
efficient as it made the work really grounded and embedded in the Indonesian
context and reflecting the reality of the deaf and blind youths.
The commitment of both DSE and WPF (especially WPF Indonesia) is beyond any
doubt. The EVD administrative requirements do not seem to have played a negative
role at the cost of their commitment as all partner organisations were perfectly aware
of EVD’s requirements before the start of the project. It is recognised that EVD is
stricter that most other donors and often (too) demanding on the administrative and
financial level and when conducting project supervision. EVD is also not that open
for changes and innovation, but within their strict framework, EVD is appreciated
for its responsiveness and always timely support.
The smooth communication and working relationship between DSE and WPF was
an important factor to facilitate among others the proper fulfilment of the
administrative requirements.
The project results as presented in the updated project proposal have been broadly
achieved, some of them with a delay (among others because of the participatory
approach applied in the project so that the pace of the activities has been influenced
by the capacity of the stakeholders to participate in the process):
• Result 1 (inception phase): all sub-results are achieved.
• Result 2 (curriculum for deaf students): all sub-results are achieved which
includes needs assessment, comparative study, strategic planning meeting involving
relevant stakeholders, framework for deaf, adapted DAKU version for the deaf, and
training program for teachers.
• Result 3 (module for life skills in Braille): all sub-results are achieved which
includes needs assessment, framework for the deaf, module developed and reviewed,
and training program for teachers. Additional activities conducted as approved
by EVD are refreshed teachers training and workshop to develop syllabus and
competency standard to comply with the national standard, becoming a basis for
teachers to prepare a lessons plan before teaching SRHR.
• Result 4 (training of trainers and curriculum implementation for deaf
students): almost all sub-results (with the exception of the accreditation of
curriculum by MoNE) are achieved which includes training of teachers from 3
schools and 1 from MoNE, pilot implemented in 3 schools for the deaf in Jakarta,
development of sign language, finalised curriculum, program of training for master
trainers ready and tried out, training of new teachers for new schools,
implementation of curriculum. An additional activity conducted as approved by
87
•
EVD is a workshop for SRHR module refinement. The project reaches 38 schools
from the originally planned 35 schools.
Result 5 (training of trainers and curriculum implementation for blind
students): almost all sub-results (with the exception of the accreditation of
curriculum by MoNE) are achieved that includes training of teachers from 3
schools and 1 from MoNE, pilot implemented in 3 schools for the deaf in Jakarta,
development of sign language, finalised curriculum, program of training for master
trainers are ready and tried out, training of new teachers for new schools,
implementation of curriculum and a national seminar. The project reaches 35
schools as planned.
All results have been achieved with the exception of the curriculum accreditation by
the MoNE. The accreditation of a new subject into the national curriculum is a heavy
exercise and the process takes years. There is also content standard in the national
curriculum and hence it is difficult to add a new subject fearing the curriculum will
be overload. Hence it cannot be expected that this will be materialised. A leeway for
the application of the SRHR education in schools is through Program Pengembangan
Diri Siswa (Self Developing Program for Students) in which schools have the
authority to decide on the content. Although it is difficult, there is a strong policy
support from DSE indicated by an allocation of funds (around 3.7 billion IDR) for
expanding the SRHR education into 40 new schools in 2011. The present strategy of
the DSE is to spread this SRHR education to more schools all over Indonesia.
Considering the level of difficulty (topic, approach, scope, …) and constraints
(limited expertise, limited models, administrative regulations, negative perception
on SRHR,…) the project has been effective in that it provides basic foundation for the
DSE to step up the efforts to reach wider schools from other provinces.
Changes in the knowledge, skills and attitude related to SRH are not reported in the
project progress reports and final report. However the interviews to the students
who participated in the SRHR class show encouraging effects such as the awareness
to consciously avoid drugs and unsafe sexual behaviour, the confidence shown to
share the knowledge with friends and advise friends who take drugs, the behaviour
of taking better care of the cleanliness of the body, ... Although this information is
gathered from very few students as compared to the total of students affected by this
project, these effects might well represent the changes brought about by the project.
Changes of the perception of parents and teachers are also reported to take place
after learning about the SRHR education.
cooperation
The success of the project contributes to the improvement of the (SRHR) education
for the deaf and blind students. The project empowers the disabled youths that
through learning SRHR are expected to better exercise their sexual and reproductive
rights and live a healthy life.
There have been positive signs of the dissemination and diffusion of the project
results. The most important one is the budget allocation from the DSE for 2011 to
reach 40 new schools. This will be done in cooperation with WPF Indonesia and
master trainers and will use the curriculum, training modules and learning materials
produced by the project.
The project is well embedded in the development cooperation between the Dutch
and Indonesian governments. It is indeed an innovative project and said to be the
first project that deals with the issue in a comprehensive way. As such the project
contributes to the objectives of the bilateral cooperation.
88
The project has facilitated both participating institutions to achieve the respective
organisational mandates and to broaden the scope and theme of their work. For WPF
Indonesia it learns about implementing SRHR education for new target groups and
for the DSE it learns about facilitating youths with disability to learn a new subject
(SRHR). The expertise of both institutions is complementary.
The project has the potential to create a network of teachers and actors who deal with
SRHR education for the disable youths. No new network has been developed
beyond the context of the project, neither with other INDF projects. Being a unique
project, there is in fact no potential link of this project with other projects funded by
the INDF.
There has been strong commitment for future cooperation in terms of the spreading
of the project results to new schools; however this has not been materialised in an
MoU.
The project indirectly contributes to poverty reduction through targeting one of the
determinants of poverty that is mental and physical ill-health. The project deals with
the prevention efforts to avoid practices that endanger SRH. The full support of the
DSE indicates the strong policy backup to develop the SRHR education in the special
schools in Indonesia.
Some personal unplanned effects have happened. The students gain an increased
self-confidence because they better understand themselves and know self-protection
measures. Another effect is realised by the project manager of the DSE. He got a
promotion due to the positive assessment of his work performance, among others in
this project.
The sustainability of the key project results as outlined under 3.3.1 is considered
high. These key results are embedded in schools although the degree varies among
these schools. It is stronger in schools whose headmasters/teachers believe in the
need of SRHR education and are fully committed to implement the curriculum.
The DSE ensures the continuity and dissemination of the project results by allocating
an important provision to do so in the 2011 budget. However it is not clear yet
whether this policy will be continued for year 2012 and/or further measures will be
taken to step up the efforts. To support this action, WPF Indonesia will contribute
with its local experts. It is less likely that the national accreditation of the curriculum
will be achieved, however the strong support to widespread the SRHR education has
been expressed by the DSE.
The project has been set up as a pilot and it has been implicitly assumed that it
would create such a momentum that substantial spin offs would be generated easily.
89
In the absence of the national curriculum accreditation, the spin offs is likely to
materialise in the field of special education for deaf and blind youths. This is
embedded in schools and the DSE, indicated by the strong support especially from
the latter for the future development.
The degree of relevance of the project is good. The project is relevant to the Dutch
policy aims and the very specific issue dealt with allows the project to produce a
specific added value to the Dutch-Indonesia bilateral cooperation. The project is also
relevant to the Indonesian policy aims to empower people with disability and to
address the needs of the Indonesian society to become an inclusive society that
protects the rights of the minority and marginalized groups. Contribution to poverty
alleviation is indirect. The interests of WPF and the DSE are very well served by the
project. The project also contributes to innovation of the Dutch-Indonesia policy.
The efficiency of the project is good. The project shows a strong demand driven
character. The project outputs (results) are clear and logic and this applies also to the
underlying sub-results and activities. The project purpose however fits better as
output and could have been adapted. The risk assessment presents real challenges
the project might face during its implementation to reach the project outputs and
necessary measures have been identified and implemented during the project period.
All planned project activities and additional activities have been conducted, with a
slight delay of the final workshop. The project was able to mobilise efficiently the
resources available for each result. The partnership is of good quality with smooth
communication and respect for each other. There is a transparency in the
management of the project and a clear task division. The project reports have been
submitted regularly describing the achievement of each result. Monitoring of the
progress of the project activities/sub results/results is done adequately however
there was no assessment of the effect of those results. The project has found its own
way to deal with the time consuming process of waiting for an approval of the
proposed changes from EVD so this has not affected the project pace.
The effectiveness of the project is good. The project reaches all envisaged results with
the exception of the accreditation of the SRHR education in the national curriculum.
For some reasons this is less likely to materialise. The changes observed and reported
at the level of students, teachers and parents show the positive effects brought about
by the project. There have been positive signs of the dissemination and diffusion of
the project results through the budget allocation by the DSE to cover 40 more schools
in 2011. The project has facilitated both participating institutions to achieve their
respective organisational mandates and to broaden the scope and theme of their
work. The project indirectly contributes to poverty reduction through targeting one
of the determinants of poverty that is mental and physical ill-health. Positive
unplanned effects happened at the personal level of students and the Project
Manager from the DSE.
The sustainability of the key project results is considered high. These key results are
embedded in schools although the degree varies among schools. In the absence of the
national curriculum accreditation, the spin offs are likely to materialise in increased
SRHR education in the field of special education for deaf and blind youths.
Lessons learned:
•
A strong demand driven character complemented by the strong commitment
and enthusiasm of the project partners (including adequate involvement of
90
both partners) and equal partnership are very likely to ensure the success of a
project.
•
The decision to apply an inclusive approach towards SRHR education is
timely and requires quite some extra energy; however it is worthwhile and
even necessary to achieve quality results, especially in view of the specific
characteristics of this project.
•
Accreditation to a national curriculum is a timely (and also political) process
and hence it is more reasonable for a short term project to adjust the target to
preparing necessary conditions for such an accreditation to take place later.
•
For projects targeting changes in schools, it is very important to take the
relevant policy institution on board so that adequate policy support can be
obtained and implementation at the school level can be enhanced.
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Annexes
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Mr. Henk Rollink, head of project department, WPF
Mr. Sri Kusyuniati, country representative, WPF Indonesia
Mrs. Andri Yoga Utami, project manager, WPF Indonesia
Mrs. Barbara Van Esbroeck, independent resource person
Mrs. Nuning Suprihati, independent resource person
Mr. Samino, Director, Program Directorate of the Directorate of Special
Education, Ministry of National Education
Mr. Praptono, project manager/head, Appraisal and Accreditation Section of
the Directorate of Special Education, Ministry of National Education
Mrs. Lanny, project consultant, Santi Rama Foundation
Mrs. Maria, project consultant, Santi Rama Foundation
Mr. Bambang Basuki, consultant, Mitra Netra
Mrs. Siti Rahayu, schools headmaster, Santi Rama Special High School
Mrs. Sri, teacher, Santi Rama Special High School
Mr. Adit, student, Santi Rama Special Education
Ms. Dara, student, Santi Rama Special Education
Mrs. Asna, teacher, SLB Pembina A Lebak Bulus
Mrs. Juju, teacher, SLB Pembina A Lebak Bulus
Mr. Hamid, teacher, SLB Pembina A Lebak Bulus
Ms. Tutik, student, SLB Pembina A Lebak Bulus
Mr. Indaryono, student, SLB Pembina A Lebak Bulus
Ms. Heru Arsih, PKBI Yogyakarta
Ms. Nuri, PKBI Yogyakarta
Ms. Venusia, PKBI Yogyakarta
Mr. Gama, PKBI Yogyakarta
Mr. Lina, PKBI Yogyakarta
92
1.5 Development of a joint Indonesian – Dutch Water
Quality Education and Laboratory Research Centre for
East Indonesia
Project name
Project code
Sector
Major objective
End of project date
Development of a joint Indonesian – Dutch Water
Quality Education and Laboratory Research Centre for
East Indonesia
INDF07/RI/18
Water Management
NV Waterleiding Maatschappij Drenthe
Universitas Sam Ratulangi (UNSRAT)
To improve the drinking water quality, environment
and education in East Indonesia
716,257
573,006
September 2007
October 2010
Project origin. WMD has been active in international twinning in Indonesia. Since
2003 a Public-Private Partnership Programme for East Indonesia in cooperation with
11 communities/regions and their drinking water companies has been developed
(P3SW). In a period of 15 years it is WMD’s intention to assist Indonesian drinking
water companies in supplying safe and reliable drinking water to 3 million people in
Sulawesi, Maluku and Papua. To that effect, a coordination office has been
established in Manado (TID), an Indonesian company that coordinates and facilitates
all activities with local drinking water companies.
Against this broader framework, WMD took the initiative to complement its
activities with a specific effort aimed at the quality dimension of water supply. As is
the case in the Netherlands they team up with WLN that can ensure specialised
support related to water quality.
IHE Delft has extensive experience in building capacity in the field of water and
environment and has strong connections with Indonesia. WLN is a specialist in
water quality and water treatment and supports WMD in all their activities related to
water quality; it has a branch in Manado where it also closely cooperates with WMD.
UNSRAT is the most important university of North Sulawesi and attracts many
students from other islands.
Project rationale and context. Clean and reliable drinking water is scarce in
Indonesia; only 20% of the households have a direct connection to a drinking water
system and 60 to 70% of the water is lost because of leakage. As a consequence many
households have to spend an often substantial part of their income to get (quality)
water. In order to improve the supply of clean and reliable drinking water the
Indonesian government together with donor organisations and international
institutions has developed policies to improve the water infrastructure which should
93
allow also to connect more households to the drinking water system. The importance
of guaranteeing water quality is however still not well understood by drinking water
company personnel, governments and industries, although this is crucial to the
production of clean and reliable drinking water. In most cases biological and
chemical water analyses are not conducted, only visual observations are made.
Consequently, there exists a great need for water quality education, practical water
analyses and water quality awareness raising activities.
To address these problems, WMD has engaged in Public Private Partnerships that
are limited in time (15 years). In this period, the existing water companies are first
transferred to a holding in which WMD has 51% of the shares. WMD takes the
responsibility for the operations of the companies and is responsible for 25% of the
investments and technical support and training of the personnel, while the local
government is responsible for personnel and the concessions.
Characterisation of project partners. WMD is a public water utility, performing
according to the highest international standards. It believes that next to its provincial
duties in the Netherlands, is has also a responsibility towards the international
community. Its activities in Indonesia are part of the worldwide effort to reduce by
half the population without sustainable access to safe drinking water.
WLN was established by WMD and Waterbedrijf Groningen. It is specialised in water
quality and water treatment and has experience with the withdrawal, production
and distribution of water in Indonesia.
TID is the local coordination office of WMD in Manado and is the most important
player in the field of drinking water towards the local authorities. It disposes of a
broad expertise related to drinking water.
IHE Delft has extensive experience in building capacity in the field of water. It
supports universities and training centres of sectoral ministries. It has strong
connections with Indonesia and several staff members have extensive experience in
the country.
Long term objective(s) and project purpose. The short term goals of the project as
mentioned in the proposal are to establish a joint Indonesian – Dutch Water Quality
Education and Laboratory Research Centre, to train university staff in water quality
subjects, to develop a university training course on M.Sc level and two training for
laboratory personnel, to develop a central water quality laboratory and satellite
laboratories and train their personnel, to institutionalise quality in the organisation
in these laboratories and to establish a strong interaction between university and
laboratories through academic-practice exchange.
The long term goals are to improve drinking water quality in East Indonesia
significantly, to improve and institutionalise education on drinking water, to
improve awareness on water quality in all facets, to raise further awareness on the
environment and to demonstrate institution building in water management and
education as an example for other sectors and geographical areas.
Project results and sub-results. The project proposal presents the five following
results and sub-results:
1. The inception phase during which the project plan will be elaborated and the
relations between project partners formalised in a cooperation agreement. In
addition, two workshops will be conducted.
2. Laboratory building and organisation. This result concerns the building of a
laboratory (600 m2) that will conduct water and environmental analyses for
water companies and the commercial market. An internationally recognised
quality system will be developed, that will be accredited.
94
3. Capacity building for an M.Sc Programme. A master degree programme will be
developed at UNSRAT, taking the M.Sc in Public Health and Environmental
Hygiene as a starting point. Two M.Sc graduates of UNSRAT will be sent to
IHE Delft to obtain an M.Sc in Water Management, 40 university faculty staff
will be trained in water quality and water quality education, a curriculum
developed and a pilot implemented.
4. Training of laboratory and drinking water company staff. This result includes four
training courses for laboratory managers, laboratory staff (of the central
laboratory and the 11 satellite laboratories) and drinking water company
staff.
5. Dissemination, reporting and completion. This result deals with the
dissemination of the water quality insights, the results and experiences from
the project via articles and workshops/presentations to various target groups
including drinking water companies the government industrial companies
and customers.
The project’s objectives contribute directly to the policy aims as stated in the policy
memorandum and the MJSP. The achievement of the project goals will contribute to
the goal set by the Dutch government that aims to provide access to sustainable and
safe drinking water and sanitation to 50 million people worldwide. This goal is also
part of the Dutch development cooperation with Indonesia.
In addition, the project also contributes to the joint Dutch – Indonesia policies
concerning ‘the protection of the environment and biodiversity’, and ‘the
improvement of the investment climate’ as its approach in terms of water quality
management is quite broad (including the environmental dimension) and because
the project includes partners of a different nature, including companies, and as such
follows a public private partnership approach that aims also to stimulate private
investment in drinking water and related infrastructure (laboratories).
The project is entirely in line with the aims and interests of the Dutch participating
institutions. For WMD, this project is part of its mission to use its competence for the
benefit of the international community. The project is closely associated with WMD’s
wider efforts via the ‘Water for Indonesia’ programme (P3SW: Partnership voor
Publiek Private Samenwerking) to ensure independent and cost effective Indonesian
water companies and to provide three million people with safe drinking water.
For WLN the project contributes to WLN’s strategy to enlarge its international
activities and to further water quality in Indonesia. It also constitutes a replication of
the form of cooperation with WMD as applied in the Netherlands.
For IHE/UNESCO the project contributes to the organisation’s mission to strengthen
and mobilise the global educational knowledge base for integrated water resources
management, for partners in developing countries and countries in transition.
The activities in WMD in Indonesia, this project included, are part of the worldwide
incentive to reduce by half the proportion of people without sustainable access to
95
safe drinking water, as described within the MDG’s (Millennium Development
Goals). If the project achieves its objectives, it contributes directly to the MDG no 7,
aiming that 70% of the population should have safe drinking water by 2013.
frameworks?
policy aims. Being part of the MDGs, the provision of drinking water is high on the
Indonesian agenda. By setting up of a master programme in water quality
management, the project fills an important void in the present academic landscape.
realised without the INDF. Considering the strategic issues addressed and the many
other ways the countries cooperate in the water sector, among others via the P3SW
programme referred to above, one can imagine that other sources of funding could
have been found, within or outside the framework of Dutch – Indonesian
cooperation. This being said, local actors underline the strategic importance of the
INDF funding as a means to speed up some of their plans.
If the project successfully achieves its objectives that stress very much the quality
dimension of the water delivery (as opposed local actors who still are very much
focused on the quantity dimension only), it will contribute to improving the access of
people to safe drinking water and the health of the population and indirectly to
poverty alleviation. Extra costs of bottled drinking water and in some areas of the
purchase of clean water due to scarcity of water can also be minimised. A decrease in
time spent to collect water probably provides opportunities to invest more time on
productive activities.
The project has some potential to produce a specific added value for the broader policy
aims of Dutch – Indonesian development cooperation and to innovation in these
areas, as it integrates partners of a different nature. As such, the project, as part of a
broader cooperation effort including public (government departments, universities),
private and semi-private actors can acquire valuable experience with alternative
approaches in development cooperation that might inspire other programmes and
initiatives.
3.2. Efficiency
Quality of the formulation process. WMD and its local partner TID initiated the
programme as they felt the need for a special action focusing on water quality
management to complete the P3SW program. WMD decided to involve WLN, their
regular partner in the Netherlands for expert advice related to water quality. As
there was no specialised academic program providing dealing with water quality
management, it was decided to explore the possibilities to set up such a program.
96
WMD approached IHE/UNESCO to discuss this possibility while TID and WLN
made a short comparative analysis of the potential university partners in North
Sulawesi. Eventually UNSRAT was chosen and a contact established with the head
of its postgraduate centre, who reacted positively and decided to link up the
program with the Public Health postgraduate master program. From the start
onwards however, it was stressed that the programme should apply a
multidisciplinary approach. At the start of the inception phase, things where
thoroughly talked through with all partners who by that time showed a genuine
commitment to stick to their roles and responsibilities.
The description above illustrates on the one hand the adequate technical expertise of
the Dutch parties involved and on the other hand– from the perspective of UNSRAT
– the supply driven approach related to the set up of the M.Sc programme. The fact
that UNSRAT did not demand the programme and that the other project partners
had no previous cooperation experience with the university has brought important
implications during project implementation, both in terms of ownership of this
project component and its quality of implementation.
Quality of the project proposal. The quality of the project proposal is moderate. The
project’s long term and short term goals as stated in section 1.6 of the proposal show
a poorly defined hierarchy of objectives and contain a mix of activities, direct outputs
and objectives. As such, it is not clear which is actually the main objective the project
wants to achieve. The description of results and sub-results is good, as is the case
with the operational plan. The description of the rationale and context of the
programme is good to a major extent, but the problems related to water quality are
insufficiently but in perspective in the sense that both operators and the population
at large are – quite logically - concerned by access to water first (‘quantity’), before
there is room to deal with quality issues. In addition, the level of awareness, at the
level of the population, related to water quality is mostly better than described in the
proposal.
The risk analysis presented is only partial and deals also with risks that can be fully
controlled by the project (and hence cannot be considered as risks); on the other side,
some risks, e.g. related to the institutional setting of water companies and water
provision at large, have not been dealt with. The description of the project
organisation and of the spin off effects is quite good, while the links between the
project and the Indonesian and Dutch policies is poorly elaborated.
The project has been able to largely respect its initial timing and has been closed (at
least in terms of the implementation of its activities) with a minor delay of a few
months. The project could however not yet be closed administratively because of
UNSRAT’s failure to report on the activities it is responsible for. In terms of its
contents, the project has been able to largely respect the provisions of the proposal,
with the exception of a few minor changes that are entirely acceptable and normal in
the implementation of development projects with a strong institutional component.
It is difficult to judge the quality of the key activities undertaken (and of the human
resources in charge of these activities) on the basis of a two-days visit and the study
of the project documentation only. Overall, there are only few indications of
insufficient quality of the human resources; compared to many other projects, this
project could benefit from a high level of continuity of involvement of key staff, both
at the Dutch and the Indonesian side. Local leadership at the level of TID and WLN
has left an excellent impression.
There is however evidence that some of the lecturers of the masters programme are
of insufficient quality. The five students of the first batch of this programme have
rated a few modules as unsatisfactory and some UNSRAT staff confirmed the
problem, that is mainly caused by the fact that the masters program is lodged under
97
the public health masters programme of the faculty of medicine, that is not ready to
sufficiently attract lecturers from other faculties, notwithstanding the multidisciplinary character of the programme. In addition, the relevance of some technical
training provided by Dutch experts has been questioned, as it was not sufficiently
taking into account the local situation. The capacity building inputs of
IHE/UNESCO were however viewed (very) positively.
Due to the specific position of the project as a complement to the much bigger P3SW
programme, it is difficult to assess to which extent the project has managed to
mobilise external resources. It can however be stated that the project, in conjunction
with the P3SW programme and the actions undertaken independently by TID and
the WLN laboratory, has been able to mobilise external resources from the public
(that is willing to pay substantially more for water services), from the local water
company (for the construction of the laboratory building) and the clients of the
laboratory who highly value the high quality of services of the laboratory (see
below).
Finally, it is also difficult to judge the relation between project resources and project
results. Whether or not the results achieved will eventually justify the resources
spent will very much depend on the sustainability of the project benefits in terms of
improved water quality, the capacity of WLN to further develop as a quality
laboratory and UNSRAT’s capacity to sustain the M.Sc programme. The perspectives
for the first two are rather positive, those for the third issue rather negative (see also
below, in particular the section on sustainability).
partners
The project essentially has been dealing with three components: the set up of a
laboratory + satellites, capacity building related to the laboratory and water quality
issues in general, and the set up of an M.Sc programme + related capacity building.
In practice, the management structure and corresponding decision making
mechanisms has been different for the three components as they involved different
partners, while WMD has pursued an overall coordinating role.
In practice, the project management has been of good quality for the two first
components, where activities were implemented smoothly, relations between the
project partners were good, as has been the case with administrative and financial
management. The management of the third component has been more cumbersome,
to a certain extent in the relation between IHE/UNESCO and UNSRAT, but even
more pronounced between WMD/TID and UNSRAT, as it was difficult to ‘fit’ the
latter in the project logic for various reasons (weak leadership among others).
All partners considered WMD as the leading agency and its relation with the local
partners TID and WLN can be considered as balanced, though not all information
was shared with them. An equally balanced relationship existed with
IHE/UNESCO, whereas it has been difficult to develop a quality relationship with
UNSRAT.
There has been an adequate balance between activities implemented in The
Netherlands and in Indonesia. The decision to send two junior UNSRAT staff to The
Netherlands to obtain a masters degree in Water Management at IHE Delft seems
justified in view of the aim to set up a masters program on Water Quality
Management at UNSRAT and the scarcity of specialised expertise in this domain.
Some critical remarks were however made with regard to the use of (expensive)
Dutch expertise with regard to some inputs, for which good expertise is already
98
available in Indonesia, which, in addition, is more knowledgeable about the local
situation.
No information has been found on the involvement of the Dutch Embassy in project
implementation.
EVD staff has visited the project. More in general, the high requirements of EVD in
terms of financial and content reporting and their rigidity with regard to the
possibilities to change initial plans, has made WMD to play a more prominent role in
the project than initially thought. It has also refrained project partners from deviating
from the initial proposal, even in situations when this would have been adequate; it
was stated that such a style of management precisely prevents the INDF to achieve
one of its ambitions related to creativity and innovation.
At the end of the project, a short project evaluation was conducted with EVD staff.
Most project progress reports have been submitted with a slight delay (a few
months). The reports are – referring to the EVD requirements – of good quality. They
describe in a detailed and transparent way the progress made over the previous
period. In case a project result has been finalised, a specific report related to that
result is submitted. The reports clearly report on the progress realised, the changes
in relation to the project proposal and elaborate also, when relevant, issues related to
sustainability, relevance and spin off effects. A disadvantage of the way the project
conceives its reports is that it is difficult to get an overview of the progress made
related on each result on the basis of one report only, as only the progress realised in
that period is described. This is however rather a consequence of the reporting
format provided by EVD.
The progress reports are an illustration of the careful way in which project
implementation is followed up and compared to the initial plans. Though the
relations with the UNSRAT partner have been far from optimal, reporting on the
result UNSRAT is responsible for is also adequate. Where needed, the project has
been flexible to adjust to changing circumstances, but the rigidity of EVD has made
the project to stay as much as possible within the initial framework, even when
changes would have been preferable. The quality of key activities and outputs (e.g.
the first implementation of the M.Sc programme and important training events) were
routinely assessed via short intermediary and final tests and evaluations.
No end-of-project evaluation of the project has been foreseen, but conscious efforts
have been (and still will be) undertaken to systematise, document, capitalise and
disseminate the project results.
•
•
•
•
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As already referred to earlier, the requirements of EVD have hampered the flexibility
of implementation of the project and made WMD to play a more prominent role at
the at the expense of a more adequate involvement of local partners.
The funding and tariff modalities are considered unattractive; this has not much
been a problem for WMD as it had put aside considerable resources for its
involvement in drinking water programmes in East Indonesia. For IHE/UNESCO
however, the low tariffs did constitute a problem.
The project has been completed recently; the following can be stated with regard to
the achievement of its five planned results:
•
Result 1, the Inception phase, has been concluded successfully and according to
the plans: as such, the following sub-results (a.o.) were achieved: organisation
of a kick-off workshop with all partners, elaboration of an actualised work
plan, implementation of a workshop for drinking water companies to
generate inputs and commitment from their side, signing of the cooperation
agreements among the partners and of letters of commitment with the water
companies.
•
Result 2, the Laboratory building and organisation, has also been concluded
successfully in a relatively short period of time. Some adaptations had to be
made (a.o. the recruitment of expert knowledge from the Netherlands to
ensure the desired high quality standards). Both the building process and the
actual organisation of the laboratory went very smoothly, using the expert
knowledge of mainly WLN. Once operational, many efforts were undertaken
to train the laboratory personnel (including specialised training for three staff
in the Netherlands), to work out the necessary procedures and quality
management measures. The laboratory quickly started up the accreditation
process at the level of the national accreditation body. By July 2009 the
laboratory acquired a complete accreditation according to the prevailing ISO
norm.
•
Result 3, Capacity Building for M.Sc Programme, aimed at the development of a
master degree programme in Water Quality Management at UNSRAT. It
included several activities that were implemented according to the planning.
Two young lecturers were selected and sent to the Netherlands to get a M.Sc
Degree in Water Management at IHE Delft (one concluded her study on time,
the other with quite a substantial delay); both were associated to the
discussions on the curriculum of the M.Sc programme and their role and
contribution in this regard was very much appreciated. Capacity building at
UNSRAT started with short courses by IHE staff attended by about 25 staff
from UNSRAT and the water companies, later followed by other short
courses that suffered from a lack of discipline at the level of the participants.
IHE has also worked out a first concept of the curriculum and organisation of
the master programme.
Overall the process faced several constraints, the most important being the
fact that most participants to the capacity building events had a public health
background and lacked basic knowledge on environmental and water quality
management issues. In addition, the level of response and commitment of
UNSRAT during the curriculum development process has been minimal, due
(among others) to lack of clarity about responsibilities within the programme
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at UNSRAT level. These difficulties could be sorted out later to an important
degree however and the process gained substantial momentum culminating
in the actual start of the programme. The first programme batch only
included five students, but could be implemented as planned. No students
applied however for the 2010 academic year. Towards the end of the project
period, several efforts were undertaken to analyse and redress the situation.
Overall, a substantial degree of agreement has been reached on what has to
be done to ensure the continuity of the programme, but no clear-cut strategy
and work plan has so far been defined (see also below). The issue on where to
place the programme (still under the public health umbrella or elsewhere)
remains unsolved and seems to generate an immobilising effect.
•
Result 4, Training of laboratory and drinking water company staff, was
implemented according the initial plans. It foresaw a series of training
courses for staff of the central laboratory, the 11 satellite laboratories and of
the water companies. Training needs analyses were conducted, training
materials complied and curricula developed. The cycle started with an
important training of trainers with more than 40 participants belonging to a
broad range of institutions; they were all prepared to become in charge of
specific modules. An important number of courses were provided, reaching
more than 400 staff of the region; the courses also attracted the interest of
other regions that were allowed to send some of their staff. In a number of
cases, trainings were provided at other locations to minimise transportation
costs, among others. Trainings were provided by staff of TID, the water
companies and UNSRAT staff.
•
Result 5, Dissemination, reporting and completion, was also largely completed
according to plans. A first stakeholder workshop was already conducted in
May 2009 to generate commitment among key stakeholders on water quality
improvement and coordinated action related to this issue. The project
participated also with a platform presentation at the World Ocean Conference
(organised in Manado); a PR/dissemination team was also set up. A second
stakeholders workshop took place in March 2010 during which the follow up
of the project has been discussed. Three months later a final workshop was
organised in which the project results were discussed with the five water
companies involved in the project. The future cooperation between IHE and
UNSRAT was also dealt with and a letter of intent for future cooperation
drafted. Project partners all developed promotion material. No cooperation
agreement has been signed (yet) between the project partners, but a
workshop is planned for March 2011 to look back to the previous cooperation
and explore possibilities for future cooperation.
A few comments can be provided with regard to the results achieved by the project:
•
Overall, the project could benefit from the broader efforts undertaken via the
P3SW programme to promote access to (quality) drinking water in the area.
The inputs of the project and the P3SW seem to have reinforced each other
and have managed to generate the support from local stakeholders, the local
water companies in first instance.
•
The set-up of the laboratory in a very short period can be considered as a
masterpiece. While the laboratory is crucial on the mid-term to support the
improvement of the water quality, so far its specialist services in this area are
not yet fully used however; presently only 10% of the turnover of the
laboratory is linked to water quality related services.
101
•
The number of people trained by the project is impressive. The eventual
results of the training are however not entirely clear. The effects in terms of
increased knowledge have been measured, but the extent to which this will
be translated in improved skills, attitudes and practices is not known. As
such, the training efforts undertaken by the project are too limited to be
optimistic in this regard, the more because the participants in general wanted
more practical applications and consider many training inputs as too
theoretical. However, the project training courses have to be situated in the
broader framework of the P3SW and as such can provide a welcome
complement by their focus on water quality issues.
It should also be mentioned that the training efforts have not been
systematically linked with attempts to initiate change processes in a more
structural way in the institutions concerned. Staff members being trained as
trainers have for instance not taken initiatives to multiply the project’s
training efforts within their own organisation, while this could have been
done without too many efforts.
•
Overall, the project message related to water quality is not easy to convey, as
most participants are mainly interested in technical inputs related to water
engineering and consider in-depth training on quality issues as premature as
long as they are faced with technical and maintenance constraints which
make it difficult to deal consistently with water quality problems.
•
The third project result (set up of an M.Sc programme on water quality
management) has since the project start been a major issue of concern. Most
problems find their origin in the project start up process in which the idea of
an M.Sc was ‘sold’ to UNSRAT. While the relevance of this initiative is not to
be questioned, the ‘proactive’ approach of WMD/TID has made that
ownership of the programme within UNSRAT has been a problem from the
very start. Till this very moment, nobody within UNSRAT seems really ready
to stand up and work for the institutionalisation of the programme. In
addition some errors were made in the early stages, among others to situate
the programme under the Public Health post-graduate programme. This
makes the programme unattractive for the lion share of possible applicants,
as the degree they can obtain is not in line with their previous degree and
career ambitions. In addition, the costs of the program (in particular its
research component) are considered quite high and local institutions (water
companies, district agencies) seem not ready (yet) to financially support their
staff to follow the programme. Some observers also remark that the set-up of
the programme has come too early as so far UNSRAT is not offering yet a
technical-environmental degree related to water management.
Finally, it is not entirely clear to which extent the project has succeeded in reaching
its major objective stated as ‘To improve the drinking water quality, environment and
education in East Indonesia’. Answering this question is methodologically difficult, as
the project effects cannot be isolated from those of the substantially bigger P3SW
programme. It can nevertheless be stated that the project has directly contributed to
improved education on drinking water in East Indonesia. The effects on the drinking
water quality and the environment have, to our knowledge, not been measured yet.
It is however clear that the project has contributed to the gradual improvement of the
performance of the water companies, which is presently illustrated by increased
numbers of people having access to piped water; it can be expected that the gradual
improvement of the water companies functioning will also produce effects on the
water quality and the environment.
102
cooperation
The project, in conjunction with the P3SW, contributes to the objectives of DutchIndonesia cooperation as it increases access to sustainable and safe drinking water
and sanitation. In addition, the project also contributes to the joint Dutch – Indonesia
policies concerning ‘the improvement of the investment climate’ as its approach
includes partners of a different nature, including local water companies, and as such
follows a public private partnership approach that aims also to stimulate private
investment in drinking water and related (laboratories) infrastructure.
The rather unique set up of the project (mixed partnership) and the model pursued
by WMD to create capacity for drinking water provision in East Indonesia and
eventually increase substantially the access to drinking water in that region,
constitutes an interesting experience and as such has the potential to contribute to an
improvement and innovation of the Dutch – Indonesian policy.
It is not clear to which extent the project results have so far been effectively diffused.
The project has contributed to stronger institutions in Indonesia, in particular by
contributing to the much broader process of redressing ailing water companies in the
area. The process is far from over, but the results so far are promising. In addition,
the set up of the WLN laboratory (to be handed over to local institutions in the long
run) has provided the area with a reference institute that is meant to play a key role
in further efforts to improve water quality. At this moment, it is not clear yet to
which extent project efforts will also reinforce UNSRAT. A substantial amount of
UNSRAT staff has been trained, which should in principle impact positively on the
quality of their teaching. At the moment of the evaluation, it was not clear whether
the M.Sc programme would be continued or not.
It is not clear to which extent the project has also strengthened Dutch institutions.
The least that can be said is that it has allowed them further broadening their
experience in East Indonesia.
So far, the project has not created new partnerships. As mentioned above, a
workshop will be held in March 2011 to discuss eventual future cooperation. The
Letter of Intent for further cooperation between UNSRAT and IHE has so far not
been signed by both parties, for reasons that are not clear.
No synergies with other INDF projects have so far been searched. The project
partners are aware of the start of a new similar project in Bandung (INDF09/RI/17),
but no contacts have been established so far.
The project has contributed to the broad Indonesian policy aims related to increased
and improved access to drinking water and as such to poverty reduction. The
contribution of the project to policy formulation and policy changes has so far been
minimal. In some of the project areas, the approach of the project and the P3SW
programme has, unintentionally, caused a disengagement from public authorities
from the sector of drinking water supply, which is now entirely left over to the
public private partnerships.
Indirectly, the project contributes to a more conducive investment climate for
sustainable entrepreneurship as it demonstrates a new model in which private actors
can play an important role in the provision of a basic utility for the people.
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The model promoted by WMD via the project and the P3SW model is producing a
few undesired and unplanned effects:
•
•
•
As mentioned above, the WMD intervention has led to a disengagement of
the public authorities from the water provision sector. While this process has
not taken place in all areas of intervention, it is to be considered as a
preoccupying development. The public private partnership approach
developed is certainly valuable and should be continued, but should be
associated to a rethinking of the role of the government in this new
institutional setting. It cannot be the intention that public authorities deny
their responsibilities related to an area as crucial as drinking water. In
addition, the dichotomy created can easily fire back on the institutions now in
(solely) in charge of water provision who can easily b scapegoated if things
go wrong.
The effective and professional interventions from WMD/TID/WLN have
implied that local partners (UNSRAT, the water companies) have a tendency
to look at these organisations for any further action and attempt for
improvement, rather than to take themselves initiatives.
The public-private partnership in Manado is being criticised in the local press
and by local politicians, in our eyes unfairly. Apparently, initially unrealistic
expectations have been raised, which have led to a certain level of frustration
later on. In addition, many consider that WMD has a hidden agenda in the
water sector. The fact that public authorities have pulled out entirely of the
sector creates a delicate and in essence undesirable situation.
The project has created three results that need to be sustained to ensure sustainable
effects in terms of improved water quality:
•
The laboratory, which is in the meanwhile recognised as a regional reference
laboratory, has to become self-supporting and the quality of its services has to
be maintained. The chances that this will occur are (very) high: while the
laboratory only started operations mid 2009, it will most probably already
achieve a break even in 2011. Thereby it should be noted that the laboratory
applies a system of cross subsidy using the revenue from industrial clients to
subsidize services commissioned by water companies and studentresearchers.
A strong director with a broad vision on the mission of the laboratory (see
discussion of spin offs below) is in charge of its management; he is the main
factor of stability of the laboratory and as such the critical factor for the future
also. While nobody is irreplaceable, his departure would be a serious blow
for the laboratory (two competent staff of the laboratory already left for better
paying jobs elsewhere).
•
The project has invested much in capacity building of the staff of the
laboratories and water companies. Above, we already indicated that this
training as such will in most cases not be enough to embed the desired
104
changes. However, as these training efforts are part of a broader (and
apparently successful) effort of the P3SW programme to increase the
performance of the water companies and satellite laboratories, there is much
hope that they will contribute to the process of water quality improvement.
Furthermore, the gradual improvement of the water companies should allow
that they will become financially autonomous and generate the funds needed
for the continuity of their services. This process will however last for a
substantial period before it will be concluded.
•
At this moment, it is difficult to predict the future of the M.Sc programme
although everybody agrees that the continuity of the programme is highly
needed and relevant. There are several constraints that seem to hamper a
coherent approach to revive the initiative: different opinions about the
position of the programme (under the Public Health M.Sc, or as an
autonomous multi-disciplinary program), about the strategy to attract
students, about the funding of the program, etc. Above all, there is a lack of
ownership and commitment. It is clear that the programme is in danger and
that a second failure to organise it might be fatal.
In case the programme would be discontinued, this will obviously imply that
part of the efforts to strengthen the capacity of university staff (including the
sending of two young lecturers to Delft) will not be optimally used; these
efforts will however continue to produce benefits for the university.
A major issue of concern, at least in Manado (not in the other areas of intervention),
is the lack of political support for the programme. As mentioned earlier, a lot of
critical voices are heard with regard to the role of WMD/TID in Manado. While they
seem to be based on wrong assumptions and perceptions with regard to the
programme and the actors involved, they are potentially dangerous when not dealt
with in an appropriate way.
So far, the project partners have not taken clear steps to continue their partnership
(see above). Discussion will be held in March 2011 among the project partners to
analyse the possibilities and readiness of all the parties involved in the project.
Whether or not IHE and UNSRAT will continue their cooperation is equally not clear
yet.
The main spin offs of the project are related to the effects of the trainings of the
project for personnel of the laboratories and the water companies, which should
reinforce the global efforts of P3SW to improve access to quality water in East
Indonesia; in turn such an improvement will generate positive effects on the health
and poverty situation of the population. In addition, as the capacity building offer of
the project has attracted the interest of water companies beyond the project area (e.g.
water companies of nine districts in North Sulawesi), it can be expected the project
has produced some spin offs also at those levels, the sustainability of which is hard
to assess.
The reference laboratory also has generated important spin offs. Its services to a
broad range of actors (e.g. mining companies) allow close and quality monitoring of
environmental consequences of industrial activities. The laboratory is also an
important place for internship of students of the university and supports research
projects of students; it organises also training sessions for companies and staff of
water companies. More broadly, the laboratory pursues a broader mission and wants
also to contribute to environmental awareness and support the capacity building
process in this field. The sustainability of these spin offs seems well guaranteed.
105
The project is highly relevant as it contributes directly to the Dutch and Indonesian
policies, aims and interests, some of the MDGs, the needs of the community at large
and the aims and interests of the Dutch and Indonesian participating institutions.
Being part of a broader effort (the P3SW programme) to improve access to (quality)
water in East Indonesia, it can act in a catalysing way to speed up certain processes
(e.g. related to the availability of specialised expertise with regard to water quality
management in the area and high-level laboratory capacity). By setting up of a
master programme in water quality management, the project fills an important void
in the present academic landscape.
aims of Dutch – Indonesian development cooperation and innovation in these areas,
as it integrates partners of a different nature and acquires valuable experience with
alternative approaches in development cooperation that might inspire other
programmes and initiatives.
The efficiency of the project can be rated as good, though the formulation process has
been too supply driven by WMD, which has hampered project implementation and
will possibly impact on the eventual sustainability of one of the project results. The
quality of the project proposal is moderate, but its key results are well described and
operationalized. The project has been able to largely respect its initial planning in
terms of timing and contents of the proposal.
There are a few indications of insufficient quality of the human resources involved in
the project. The project could benefit from a high level of continuity of involvement
of key staff, both at the Dutch and the Indonesian side. Local leadership at the level
of TID and WLN has left an excellent impression. There is however evidence that
some of the lecturers of the masters programme are of insufficient quality and some
training inputs of international experts have been questioned by participants; expert
inputs related to the set-up of M.Sc programme were positively rated.
As part of a broader effort to promote access to quality drinking water, the project
has been able to mobilise external resources. It is difficult to judge the relation
between project resources and project results. Whether or not the results achieved
will eventually justify the resources spent will very much depend on the
sustainability of the project benefits in terms of improved water quality, the capacity
of WLN to further develop as a quality laboratory and UNSRAT’s capacity to sustain
the M.Sc programme.
Programme management has been generally of good quality, but cumbersome
throughout the project implementation period as far as the M.Sc component is
concerned. The relation among the project partners can be considered as balanced,
but the high requirements of EVD in terms of financial and content reporting and
their rigidity with regard to the possibilities to change initial plans, have made WMD
to play a more prominent role in the project than initially thought. Project reporting,
monitoring, learning and evaluation can globally be considered as adequate, though
no final project evaluation has been conducted (except from the small evaluation
with EVD staff).
The project’s effectiveness can be considered as good, though it is too early to be
affirmative with regard to the achievement of the project’s main objectives. The
project has been able to achieve its five results, be it that one of its major results – the
establishment of an M.Sc programme – could be achieved partially only as the
programme so far only run once and its continuation is uncertain. The project
achievements can nevertheless be considered as considerable, also because of it close
linkages with the broader P3SW programme, which allowed that many synergies
106
could be created. It is not entirely clear yet (also for methodological reasons as it is
difficult to isolate the project results from those of P3SW) to which extent the project
has succeeded in reaching its major objective stated as ‘To improve the drinking water
quality, environment and education in East Indonesia’. Apparently, the project has
directly contributed to improved education on drinking water in East Indonesia. The
effects on the drinking water quality and the environment have, to our knowledge,
not been measured yet. It is however clear that the project has contributed to the
gradual improvement of the performance of the water companies, which is presently
illustrated by increased numbers of people having access to piped water. Hence, it
can be expected that the gradual improvement of the water companies’ functioning
will also produce effects on the water quality and the environment.
If this expectation is confirmed, the project will realise its potential to contribute to
the policy objectives of Dutch cooperation and key aims of the Indonesian
government related to the achievement of the MDGs. The effects in terms of
strengthening local institutions and networks are globally good with positive effects
on the capacities of the water companies and laboratories. The institutional effects at
the level of UNSRAT are still unclear. Some negative unplanned effects (related to
the involvement of WMD which is partially wrongly understood) provide some
reason for concern and need to be addressed in the future.
The sustainability of the project results can also be considered as good, with the
exception of the M.Sc programme, of which the future is very uncertain at this
moment as key stakeholders show only limited commitment and ownership and
disagree on the strategic actions to be taken. On the other side, the sustainability of
the other major project outputs and their immediate effects (capacity building of
water companies and laboratories staff; set up and organisation of the reference
laboratory) seems well assured, as is the case with most of the spin offs of these
results.
The following are a few lessons that can be learnt from this interesting experience:
•
This project is another illustration of the dangr of adopting a (too) supply
driven approach during project formulation. While the initial analyses related
to the need to improve water quality and create the necessary supporting
capacity (a.o. via an M.Sc programme) have been broadly valid, problems
have risen as they were not sufficiently recognised as such and embedded in
local institutions that are supposed to own part of the project. In such cases,
wrong choices are easily made and difficult to correct during project
implementation.
•
It is not easy to maintain the right balance between (expert and financial)
support from outside and the development of genuinely local institutions
that are locally owned and recognised as such by a broad range of
stakeholders (including public and political institutions). Even a rather low
profile presence of the foreign partner can easily spark feelings if mistrust, in
particular in the context of private-public partnerships. In addition it can
provide reasons to the local government to disengage from a crucial sector in
which it should always continue to play at least an indirect role.
•
Expert institutions from the Netherlands (such as WMD and WLN) can play
a positive role in the development in the South provided they dispose of a
strong vision on their role in Southern countries. But to be successful, their
technical support needs to be coupled with sound intervention strategies, and
a cultural and institutional sensitivity to adequately embed their action in the
local setting.
107
Annexes
•
•
•
•
•
•
•
•
•
Josien Ruijter, Director TID (and former project director)
Paulus Tallulembang, senior staff member TID
Prof. S. Berhimpon, Director UNSRAT postgraduate programme
Theo Luminon, Joy Rattu, Grace Korompis, Liljan Andris, Sanita Tapan,
Tony Timpuan, Jane Pagenab, Joce Umboh, Grace Kando, Dr. Reiny, Beni
Lampus (lecturers at UNSRAT)
Rino Komalik, Margareth Sapulete, Apriyani, John Tilaar (graduates from
the first M.Sc batch)
Henri Palandeng and Wilmy Pelle (UNSRAT lecturers who graduated
from the M.Sc Water Quality program at IHE Delft)
Arief Rakhmadi, Diretor of the WLN laboratory
Otniel Kojansow, Main Director of PT Air Manado and Vicky Silinaung,
Techical Director
Fru Suawa, Flepi Salmon, Eka Putra Genah, Salmin Tubagus, Denny
Lengkong, Silvana Montolalu, Albert Wales, Lucky Oroh, Jackson Kiroyan,
Denny Lukow, Johan Makalew, Romelu Toku, Usman Djafar, Ilham
Bamatraf, Johan Makalew, Riadi Santosa, Hendrik Santoso, Reumon
Ladandatu (PT Air Manado staff, having been trained via the project)
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1.6 Innovation of legal education in support of Good
Governance at the UGM Faculty of Law, based in
Yokyakarta, Indonesia
Project name
Project code
Sector
Major objective
date
Innovation of Legal Education in Support of Good
Governance at the UGM Faculty of Law
INDF08/RI/03
Good Governance
Maastricht University, through the cooperation of
Maastricht University Centre of International
Cooperation- MUNDO- and the Faculty of Law.
Gadjah Mada University (UGM), the Faculty of Law
To innovate legal education offered by the UGM
Faculty of Law.
592,305
473,809
Dec 2008
Dec 2011
Project origin. Cooperation between UGM and UM has been established since 1980
especially in medicine and health sciences. The cooperation with the Faculty of Law
started in 2000 via a collaborative research project on environmental law and a joint
“summer school” between 2005 and 2007, with a subsidy from MUNDO.
The Faculty of Law of UGM has been aware of the need to improve its educational
programs both in terms of content and the way the programs are delivered. The
Dean of the faculty visited Maastricht University (UM) several times to study the
learning methodology applied at UM, i.e. PBL (problem based learning). The plan to
apply this methodology in UGM was communicated to the Faculty of Law of UM
and a project proposal was developed. The proposal was submitted to INDF in 2007
and the STUNED program; however both applications failed. Another attempt was
conducted in 2008 with some improvements in the project proposal and was
successful. Changes were made on the suggestion of EVD to take out the project
management costs of UM and adjustment in the results/sub results.
Project rationale and context. The transition to a democratic society, characterised
by good governance, requires well-trained human resources who have the
willingness, knowledge, capacity and skills to develop and exercise good
governance. Human resources with a legal background, possessing the right attitude,
knowledge and skills in law and legal science are key to enable good governance.
Law schools in Indonesia have not produced graduates of such quality and are
aware of these raising demands. Hence the project aims to support the Faculty of
Law of UGM to change its legal education in order to better address this challenge.
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The Problem Based Learning (PBL) approach has been identified as an appropriate
learning methodology. Independently the Faculty sought for support from the
Faculty of Medicine of UGM that has implemented PBL via the support of the
Maastricht University. A pilot to introduce the methodology in the undergraduate
curriculum has been conducted and has learnt the Faculty that it needed further
support to mainstream the methodology in the curriculum. It is not possible to
simply transfer the experience of the Faculty of Medicine to the Faculty of Law
because the domains of both faculties are very much different while contents and
format/methodology are closely related. Hence it was felt necessary to develop PBL
in the Faculty of Law as a separate project.
Characterisation of project partners. Maastricht University (UM) is the youngest
Dutch public university, established with the following mission: based in Europe,
focussed on the world. UM is a stimulation environment where research and
teaching are complimentary, where innovation is the focus and where talent can
flourish. All educational programs are offered in a PBL format. The Faculty of Law
was established in 1981 and most of its bachelor and master programs have a strong
international orientation. MUNDO is the university centre to facilitate cooperation
and support educational capacity development with partners throughout the
developing world.
The Faculty of Law of UGM was established in 1948 and it is among the oldest faculties
in UGM and in Indonesia. It has around 1,200 students in its bachelor, master and
doctorate programs. Recently the Faculty established an international bachelor
program. The Faculty regularly reviews its curriculum and the next review is in 2011
to be implemented in the academic year 2011-2012.
following long term goal: to produce better legal graduates who are able to significantly
contribute from the legal perspective to good governance in Indonesia.
The project purpose the project will achieve has been formulated in the proposal as
follows: to innovate legal education offered by the UGM Faculty of Law.
upon in the proposal and substantial changes have been made during the inception
phase:
• Result 1: completion of the inception phase, that includes detailed work plan of
the project, management agreement between UM and UGM, detailed terms
of reference, needs assessment executed and inception report finalised.
• Result 2: UGM staff updated in selected areas of law, that includes thirty staff
updated in six selected areas of law (Environmental Law, International Law,
Administrative Law, Human Rights/International Criminal Law, Tax Law
and Commercial/Business Law), thirty staff updated in legal English, study
trip to the Netherlands for ten UGM staff, one day course in six selected areas
of law offered to thirty-six law teachers from other universities (at least 30%
from outside Java).
• Result 3: Content of all UGM Faculty of Law educational programs reviewed, that
includes curriculum reviewed and evaluated of elective course program and
skills in consultation with local stakeholders and local experts and thirty
UGM staff updated on Faculty and Human Resource Management.
• Result 4: UGM educational staff trained in methodology of problem based learning,
that includes UGM staff trained in several aspects of problem based learning
during five workshops, eight UGM staff trained as PBL specialists in the
Netherlands.
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•
Result 5: PBL methodology introduced in several courses of undergraduate LLB
curriculum, that includes reviewed curriculum with at least four courses
implemented and attended by sixty students, evaluation of reviewed
curriculum, learning resources as specified in hardware list upgraded in
support of PBL and operational, joint publication submitted to scientific
journal for publication, textbook “introduction in law” published in English,
long term cooperation agreement between project partners and final report
and external audit finalised.
in the policy memorandum and the MJSP. The project’s aim to improve legal
education in one of the best Indonesian Faculties of Law (where other faculties of law
seek reference and support) fits in the development cooperation with Indonesia. An
improvement in the legal education will create well trained graduates (with
adequate attitudes) that are essential to promote rule of law and support the
implementation of good governance in Indonesia.
The project is compatible with the policy memorandum on Indonesia 2006-2010
mainly in the sector good governance and the rule of law.
The project’s potential to produce a specific added value for the broader policy aims
(activities are realised that would not be realised without the INDF) is limited. The
project is part of the broader cooperation framework between the Netherlands and
Indonesia that exists already for some time and mainly involves ‘regular’
development actors.
The project is very much in line with the mission of the UM (and naturally of the
Faculty of Law) and strengthens the reputation of UM as a knowledge institute with
innovative educational approaches and a strong international orientation. The
project will also facilitate the lecturers to strengthen their networks in Indonesia.
Another interest served by this project is related to the effect of UM’s cooperation
with universities on the number of students from Indonesia in the master degree
programs of UM that right now ranks number two after Leiden University.
UM considers the importance of longer-term cooperation to well institutionalise all
the innovations UM aims to introduce in legal education at UGM, which as such will
constitute an on-going process. The short project period does not allow achieving
sufficient results in this respect.
The contribution of the project to the MDGs is indirect. Such a contribution will be
realised when the project reaches its objective to produce better legal graduates to
significantly contribute to good governance. Good governance is one of the main
prerequisites to achieve the MDGs.
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frameworks?
policy aims. Good governance and rule of law are very much in line with the
development agenda 2004-2009 to create a peaceful and secure Indonesia and to
create a just and democratic Indonesia.
realised without the INDF. Other funding sources are available however it must be
noted that the similar proposal was not approved by INDF and NUFFIC in 2007.
Rule of law and good governance are vital in a society and for sustainable
development. Indonesia still faces substantial challenges to realise these, among
others because of insufficient quality of human resources and leadership. The project
addresses the needs of the Indonesian society through facilitating the Faculty of Law
to create good quality law graduates who have the knowledge, skills and right
attitude and who will through their work contribute positively to rule of law and
good governance.
The project is materialised to respond to the need of the Faculty of Law of UGM for
improving its legal education by introducing the PBL methodology. The cooperation
with the Faculty of Law of UM is ideal because it adopts the PBL methodology in all
subjects so that UGM can also observe how this is applied in practice in related
subject matters. Hence it can be concluded that the project has a strong demand
driven character.
The project is compatible with the interests of the Faculty of Law of UGM to improve
its teaching methodology to create quality graduates. The project will also strengthen
the important role of UGM as a model and point of reference for many of the more
peripheral universities.
There is a wish to extend the cooperation beyond the project period, however no
formal cooperation agreement has so far been signed.
framework and priorities, and its relevance is beyond any doubt. However it is not
really an innovative project, neither a project that will substantially contribute to
further improvement of the Dutch – Indonesian policies and innovation as it does
not include other than academic actors. It is however important to note that the
project targets a very crucial niche by focusing on rule of law and good governance
issues, through an improvement of legal education in Indonesia.
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3.2. Efficiency
Quality of the formulation process. The idea for the proposal came from the Faculty
of Law of UGM. Both faculties discussed the topic and developed the proposal
together. In this process MUNDO was involved. The proposal was submitted in 2007
but it was not approved. With some modifications, the proposal was submitted again
and approved in 2008. Quite some changes have been made at the level of subresults of the proposal during the inception phase. The change of conditions at the
level of UGM may not have been well communicated to MUNDO/UM so that these
changes could not be captured in the revised proposal 2008.
Quality of the project proposal. The project outputs (results) are clear and logic and
this applies also to the underlying sub-results and activities, and equally to the
operational plan. The quality of the description of the long term and short term
objectives is good, showing the development effects brought about by the project at
different levels. Nevertheless what the proposal considers as short term specific
project goals are in fact a mixture of activities and outputs.
The risk analysis clearly presents several risks (reluctance of the staff members and
students and uncertainty in the environment) the project might face during the
project implementation and proper measures to minimise the risks are well
presented. The proposal also clarifies that the results will take time to become visible
and during this period the risks needs to be adequately addressed.
The section on the project organisation gives a picture on how the project will be run
by the three institutions. The section on project spin-offs is well elaborated. The issue
of the sustainability of the project results is implicitly addressed in the proposal.
During the inception phase, there have been quite some changes to the project plan
of the proposal, especially at the sub-results level. The project activities are
implemented according to the revised version, however during the implementation
some changes are still proposed such as on the legal English course, the change from
drafting a book of the Indonesian Law in English to publication of logbooks of the
courses with the PBL methodology in English. There have been quite some delays
due to the busy schedule of the UM experts and the same is true for the staff of
UGM. The delay in the implementation of the curriculum review is caused by the
faculty’s schedule to review all its curricula. This however gives an opportunity to
mainstream the PBL methodology in all courses.
It is difficult to assess the quality of key activities undertaken and of the human
resources on the basis of a documentary study and a short project visit alone. At the
beginning of the project, some flaws in the activity implementation are reported,
however these seem to be corrected after some time. The experts and expertise in
selected areas of law and on PBL are of good quality and meet the expectations of the
Faculty of Law of UGM. On the other hand the Faculty of Law of UM is also positive
to the cooperation and there is enthusiasm at the level of the UM lecturers to work
with their counterparts in UGM. The adoption of the PBL methodology is considered
to be important but also challenging (especially to allocate the required resources
needed and to deal with internal resistance), so that has been considered more
strategic to put the project organisation in the office of the dean (the Dean as the
project director and the Deputy Dean on cooperation and academic affairs as the
project manager). The Dean and Deputy Dean have shown quality leadership to lead
this complex change process. Nevertheless it is questioned whether it is effective to
make the Deputy Dean in charge of the day-to-day project management and
113
administration. The work and communication to MUNDO on this aspect might well
have been delegated to his staff who has more time and can respond faster. This
would also allow the Deputy Dean to concentrate on the more strategic issues.
Indirectly external resources have been mobilised to support this project through
some co-financing of visits of the UM staff via other projects of MUNDO in
Indonesia. The Faculty of Law of UGM is highly committed to innovate its teaching
methodology and substantial resources have been allocated in this regard. As the
project is still in its implementation stage and its major results are still to be achieved,
it is too early to assess the relation between project resources and project results.
partners
The participating institutions aim to work on the basis of a balanced partnership
relation. In principle the decisions are made together. Regarding the project content,
there is a two-steps approach in which first discussions are conducted by both
Faculties of Law and then the Faculty of Law of UM communicates to MUNDO. This
seems to be quite a long and timely process compared to involving MUNDO from
the very beginning so that management considerations can be immediately taken on
board and all participating institutions are thinking on the same ground.
The task division is simple in that UGM is responsible for activities implemented in
Indonesia and UM in the Netherlands. The academic project director from the
Faculty of Law of UM (in addition to the responsibility on the project content)
identifies and contacts the Dutch experts, while MUNDO provides managerial
support. UGM pre-finances the activities to be reimbursed after the financial report is
approved by EVD. Expenses are based on the budget allocation agreed upon during
the inception phase. Activity reports are submitted to MUNDO however no regular
reports (such as per semester) are required. UGM receives a copy of the project
narrative reports to EVD but not of the financial reports. In terms of project
administration, UGM considers this arrangement to be straightforward and easy so
that their resources can be allocated more to the content of the project.
There seems to exist a balance between activities implemented in the Netherlands
and in Indonesia. Quite a number of UGM lecturers (altogether 18 flights are
planned) are sent for a study visit to UM related to selected areas of law and on PBL.
This allows more staff to learn on how PBL is applied in the respective law courses
and to be convinced on the feasibility and appropriateness of PBL. The respective
staff members are expected to be able to reconstruct the syllabi into block books on
their own after the explanation and sharing on how this PBL is applied in UM.
However the efficiency of this approach is unclear, and the question remains on
whether there is no other way to achieve this result in a more efficient way.
implementation. EVD’s response to requests for changes seems to be adequate,
though it takes time. However EVD’s strict regulations that are oriented more on
activities than on results seem create some problems for MUNDO, in addition to the
limited capacity of the MUNDO project manager to monitor the project closely due
to the impossibility to conduct monitoring visits for management issues only.
A field visit of EVD was conducted once to see the progress of activities. No input
has been provided on the content as expected by UGM.
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The progress reports are generally submitted with a slight delay. Quality of project
reporting is good. The reports are transparent on the level of project progress and the
changes in view of initial planning. A short description of each activity is provided
and - different from the other INDF projects’ progress reports - there is a section
called ‘Observations’ that provides a short analysis of problems encountered and
relevant recommendations. The annexes provide good insight in the implementation
of key activities.
No information is provided on the actual project monitoring mechanism. In the
absence of a budget for monitoring, MUNDO can only rely on activity reports by
UGM and by the UM staff who visit the project and on long distance communication
with the UGM project manager. Adjustments and changes in activities seem to
provide extra work for MUNDO, as they need to seek approval from the EVD.
It is too early to assess fully the degree to which the project will be evaluated and
experiences documented and capitalised (learning). However, the curriculum
review, block-books and implementation of PBL in two courses are all activities of a
‘capitalising’ nature.
•
•
•
•
The Faculty of Law of UGM considers that the administrative requirements for this
project are straightforward and do not consider it as a burden. Instead the Faculty is
happy with the not so demanding administrative work that allows it to concentrate
more on the content of the project. Hence, the commitment of the Faculty is high. For
the Faculty of Law of Maastricht University, a high degree of enthusiasm and
commitment from its members is reported. The comparatively low fee is not an issue
because this considers to the Faculty rather than the individuals. At the level of
MUNDO that handles the day-to-day project management (and administration),
project management sometimes becomes a cumbersome exercise in view of the EVD
requirements, as it is not easy to facilitate and coordinate project activities in the
absence of a monitoring budget for the MUNDO project manager to visit the project.
The occasionally slow response from the faculties and the comparatively little
flexibility to adjust the budget allocation for activities without prior approval of the
EVD constitute additional complications.
As mentioned before, the project is still being implemented. It just started its third
year of implementation during which previous efforts are expected to culminate in
the achievement of its most important results. The following has so far been achieved
(based on information in the progress reports until the period 1 January-30 June 2010
and information from UGM):
115
•
Result 1: was implemented largely as planned although two UM experts
could not visit UGM as it was planned. This includes detailed work plan of
the project, management agreement between UM and UGM, detailed terms
of reference, needs assessment executed and inception report.
•
Result 2: updates of five selected areas of law were completed and one is
postponed, legal English course has not been conducted due to the change to
the original idea to invite a language teacher who is knowledgeable on legal
terms. Study trip to the Netherlands for ten UGM staff was completed and
one day course in six selected areas of law offered to thirty six law teachers
from other universities (at least 30% from outside Java) has been partly done.
The number of the areas of law to be covered has increased from six to ten
including Contract Law, Alternative Dispute Resolution, Civil Law
Procedures, and Criminal Law Procedures.
•
Result 3: Curriculum is still in the review process and the presentation of
results and the consultation with other stakeholders will be conducted on
February 17, 2011. The staff update on Faculty and Human Resource
Management has not been implemented due to the unavailability of the UM
expert.
•
Result 4: has been completed, which includes UGM staff trained in several
aspects of problem based learning during five workshops, eight UGM staff
trained as PBL specialists in the Netherlands.
•
Result 5: a few sub-results have been completed. Two courses are
implemented with the PBL methodology, one research paper was taken for
publication and some law books in English have been purchased. Other subresults have not been implemented such as the evaluation of the reviewed
curriculum (because the new curriculum is not yet presented and approved),
the learning resources as specified in the hardware list upgraded in support
of PBL are not yet provided (because the new library building where these
resources will be put is still under construction - expected to be finished mid
this year), the textbook “introduction in law” published in English has not
been drafted, long term cooperation agreement is not signed yet.
The effects of these results are not yet reported in the progress reports. However
during the field visits some achievements have been reported: review of the content
of the courses (related to the ten areas of law) and its application, adoption (partly) of
PBL as teaching methodology, review of the curriculum of the whole study program
of the Faculty of Law, students are more active, improved capacity of the students
measured by their increased marks average …
cooperation
It is too early to conclude anything meaningful in this regard. A workshop to share
the experience of the Faculty of Law on the application of PBL to other faculties of
law has been conducted; however it is still too early to judge its broader effects.
It is also too early to assess the degree to which the project has contributed to
stronger institutions (both in Indonesia and The Netherlands). The activities
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implemented and some achievements so far give solid ground to the expectation that
the project will contribute to strengthening legal education of the Faculty of Law of
UGM and also on a broader level (spin offs to various faculties of law). To the UM,
the project contributes to strengthening its international orientation especially to the
Faculty of Law both in terms of content and teaching methodology. At the individual
level, the project facilitates the UM staff to wider their network for academic
purposes.
The participating institutions consider the importance of longer-term cooperation;
however no agreement has been signed so far. It is important to note that a personal
support was provided by one of the UM experts to facilitate students of UGM to
participate in the International Client Consultation Competition; so far two times
support has been provided.
No synergy has been developed with other INDF projects; little, if any,
communication takes place with other INDF projects in UGM.
3.3.4 Contribution to the fulfillment of important needs in Indonesia
It is too early to conclude anything meaningful in this regard.
One unplanned effect of this project is the support from one of the Dutch experts so
that the UGM students can participate in the International Client Consultation
Competition.
The project results will be very likely embedded in the Faculty of Law of UGM.
There is a strong policy support from the leadership of the Faculty and more staff
members are aware of the positive effects the PBL methodology has on the quality of
the students, although they do not necessarily switch to fully support the PBL
approach. However the institutionalisation of the PBL in the new curriculum
expected to be achieved in February 2011 gives an assurance of the sustainability of
the project benefits.
It is too early to judge this aspect. Nevertheless an early success is worth to be
mentioned and qualifies the extent to which this project will eventually generate
institutional spin offs in terms of dissemination of the knowledge: some requests for
cooperation from the other faculties of law in the field of curriculum review, teaching
methodology, exchange students, … have already reached the UGM faculty of law.
The role played by the Faculty of Law of UGM since a long time as a model and
point of reference of the other faculties of law is potential to make the project results
disseminated beyond the project context.
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The project is very relevant. The project is compatible to the policy memorandum on
Indonesia 2006-2010 in the sector good governance and the rule of law. However the
project’s potential to produce a specific added value for the broader policy aims is
limited. The project is very much in line with the mission and interests of the UM
(and naturally of the Faculty of Law) and strengthens the reputation of UM as a
knowledge institute with an innovative educational approach and strong
international orientation. The contribution of the project to the MDGs is indirect. The
project is relevant with the Indonesian main agenda to create a peaceful and secure
Indonesia and a just and democratic Indonesia. The project addresses the needs of
the Indonesian society through facilitating the Faculty of Law to create good quality
law graduates who have the knowledge, skills and right attitude and who will
through their works contribute positively to further development of the rule of law
and good governance. The project has a strong demand driven character and is
compatible with the interests of the Faculty of Law of UGM to improve its teaching
methodology to create quality graduates. The project is well embedded in the
present Dutch – Indonesian cooperation framework and priorities.
The efficiency of the project is good. The project has a strong demand driven character
and participating institutions are involved in the formulation of the proposal. The
project outputs (results) are clear and logic and this applies also to the underlying
sub-results and activities, and equally to the operational plan. The quality of the
description of the long term and short term objectives are good, showing the
development effects brought about by the project at different levels.
Some improvements in the implementation of activities have been made. The
expertise of the UM staff involved in the project is of good quality. For strategic
reasons, it has been appropriate to put the project organization in the office of the
Dean due to the importance of this project; however the practical project
management and administration and its communication with MUNDO might well
have been delegated to another staff. The transparency between project partners is
fair. UGM receives a copy of the project narrative report to EVD but not of the
financial reports. The decision-making procedure could be simplified by involving
MUNDO since the beginning so that management considerations can be
immediately taken on board. The task division is simple. No information has been
found on the involvement of the Dutch Embassy in project implementation. EVD’s
response to requests for changes seems to be adequate, though it takes time; however
strict regulations that are more oriented on activities than on results seems create
unnecessary problems. The progress reports are submitted with a slight delay and
their quality is good.
Quite some project results have been achieved however it is too early to judge the
effectiveness of the project because the project just enters the third year of its
implementation where the draft of the reviewed curriculum will be presented and
then formalized before being effectively applied starting from the next academic year
(2011-2012) and the learning support system will be finalized when the construction
of the new library is finished mid this year.
However some development effects of the project have materialized already. It is too
early to judge on the contribution to higher-level objectives of the Dutch-Indonesia
cooperation and to the development of stronger institutions though some potential
results are present.
The sustainability of the project results is good. The project results will be very likely
embedded in the Faculty of Law of UGM. Some requests of cooperation from the
other faculties of law show the potential for the generation of important project spin
offs and their sustainability.
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Some important lessons learned from this project are:
•
The strong demand driven character, the full commitment, the strong policy
support, the leadership quality to lead the change process, the quality of the
personnel, and the quality expertise are the key strong points of this project
that are all needed to carry through the high ambition of the project to change
substantially the methodology and approach of a well vested faculty. This is a
deep-digging process that cannot be satisfactorily completed without the
above mentioned strong points being guaranteed.
•
Even if the above mentioned prerequisites are fulfilled, a change in an
established system is not easy and requires lots of efforts, commitment,
courage and patience. These requirements should be maintained in the postproject period.
•
Considering the demanding nature of the change process, it is a pity that the
key project results are only achieved towards the end of the project. It would
be interesting for both partners (and add substantially to their expertise and
the eventual project effectiveness and impact), it the project could be
continued (in whatever form) so as to monitor further developments and
make adjustments where needed.
•
A balance partnership that is based on respect to each other’s capacity and
strong points is important among others to facilitate partners to explore and
strengthen their expertise.
•
It is important for a project to create a balance between project content and
project management; both are equally important to guarantee the success of a
project. If there are problems with regard to one of these dimensions, they can
influence the other dimension.
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Annexes
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Prof. Dr. G.A.A.J. van den Heuvel, Academic Project Director, School of Law
of Maastricht University (via email)
Geraldine van Kasteren, Project Manager, MUNDO
Martine Prins, Project Manager, MUNDO (via email)
Dr. Roesli Muhammad, independent resource person, Dean of the Faculty of
Law of UII
Prof. Dr. Marsudi Triatmodjo, Academic Project Director/Dean of the Faculty
of Law, UGM
Dr. Sigit Riyanto, Project Manager/Vice Dean on Academic and Cooperation
Affairs, UGM
Prof. M. Hawin, Lecturer (previously one of the contact persons as written in
the proposal), UGM
Herliana, M.Comm. Law, lecturer, UGM
Wahyu Yun Santosa, M. Hum, LL.M, lecturer, UGM
Mailinda Eka Yuniza, LL.M, lecturer, UGM
Irna Nurhayati, M. Hum, lecturer, UGM
Nabris, student, UGM
Adzikri Yaumi, student, UGM
Gabrilia Ahmadanti, student, UGM
Kartika Wulandari, student, UGM
Abrosius Arya Maheka, alumnus
Zahru Arqom, alumnus
Arief Nugroho, alumnus
Muhammad fajar Rama Putra, alumnus
Ngurah Aditya, alumnus
Ahmad Ali Fahmi, alumnus
Ichwan Arif, librarian, UGM
120
1.7 Linking SME with modern markets through a
Horticultural Supply Chain Development Centre
Project name
Project code
Sector
Major objective
date
Linking SME with modern markets through a
Horticultural Supply Chain Development Centre’
INDF08/RI/09
Agriculture
Landbouw-Economisch Instituut (LEI) of Wageningen
University and Research Centre
Indonesia Netherlands Association (INA)
To establish a sustainable horticultural supply chain
development centre that effectively connects farmers’
cooperatives and small scale producers (and their
organisations) with modern markets and improves the
access to finance for these partnerships
490,734
392,587
January 2009
June 2011
Project origin. The project finds its origin in other initiatives to promote Indonesia’s
horticultural sector, such as HORTIN (aiming at strengthening horticultural supply
chains in Indonesia) and the INA operated HPSP program promoting partnerships
between small scale producers and private actors, linking technical knowledge,
technical information and best practices of Wageningen University and Research to
local Indonesian partners.
The three main project partners, Wageningen UR (via LEI), INA and Fresh Studio
Innovations Asia cooperated closely in these projects; the latter and LEI have a long
standing relationship in which LEI is responsible for innovative consumer and
market oriented research and developing tools and methodologies, whereas Fresh
Studio introduces these results with commercial partners in value chains in Asia.
Project rationale and context. The fast growing supermarket and food processing
sector in Indonesia provides local horticulture producers with new opportunities to
secure a better income. However, these producers face serious problems to comply
with the requirements of these market segments regarding volume and quality.
Small producers, traders and processing firms often do not have access to these more
sophisticated markets due to their limited capacity to understand market dynamics
or, because of their inability to meet new production, phyto-sanitary and quality
standards and to achieve sufficient economies of scale. Due to these constraints, the
modern market segments deal just with a small number of advanced domestic
producers only, while a sizeable quantity of their fruits and vegetables’ is still
imported from neighbouring countries such as Thailand and China. This not only
creates additional logistic requirements for the retail and food processing sector, it
121
also means missed opportunities in terms of access to new market segments,
additional income security and extra labour for local horticultural producers.
Characterisation of project partners. The Leiden Economic Institute’ (LEI) mission is
to promote the quality of food, the living environment and living conditions within
(international) society. LEI collaborates with public and private entities to analyse
current trends and develop new research tools and methodologies to be better able to
face the future trends. For this particular supply chain project, researchers of the
Market & Networks Division and the Holdings & Environment Division work
together. The researchers involved in this project are specialized in applied research
on sustainable supply chain strategies linking producers, processors and distributors
to higher value market segments, as well as Information Management in supply
chains and facilitating the development of horticulture development centres.
The Indonesian Netherlands Association (INA, established in 1978) is the official
bilateral Chamber of Commerce between the Netherlands and Indonesia. The
association aims to facilitate, encourage and support business cooperation between
the two countries and services more than 350 members. Currently INA has an
intensive management program to improve the investment climate and private
sector development in Indonesia, on national and sub national level. INA operates
the Horticulture Partnership Support Program (HPSP) aiming to promote
partnerships between small farmers and private sector companies as well as service
provider parties in Indonesia.
Fresh Studio Innovations consist of a network of consultants with own Fresh Studio
offices in Vietnam, Philippines and the Netherlands and associate consultants
operating in Indonesia and Thailand. Fresh Studio offers the expertise and creativity
needed to add value to the products and processes of companies operating in the
entire value chain of fruits, vegetables and flowers. Fresh Studio supports and
cooperates with companies and supply chain partners to explore innovations and
business opportunities.
Long term objective(s) and project purpose. The long term objective or goal of this
project is: To improve the performance of the Indonesian horticultural sector and to
contribute to increased income and employment opportunities for Indonesian horticultural
farmers and SME companies in the horticultural sector. The short term objective (goal) of
the project is: ‘To establish a sustainable Horticultural Supply Chain Development Centre
(HSCDC) that effectively connects farmers’ co-operatives and small scale producers (and
their organizations) with modern markets and processors and improves the access to finance
of these partnerships, through the services of trained supply chains facilitators and by
providing knowledge, information about markets and supply chains and commercial skills. ‘
Project results and sub-results. The proposal mentions the following results and
sub-results:
1. Inception phase, defining the business plan and foundation of the Horticultural
Supply Chain Development Centre (HSCDC)5, the organisation of a strategy
workshop with stakeholders and HCC, investigations and benchmarking of
general information needs of the sector
2. Capacity building related to supply chain development of the new and existing
staff of the HCC, including recruitment of the staff, training needs
assessment, training of the supply chain facilitators and of the office staff
5
Later this denomination was changed into HCC (Horticultural Chain Centre); further in this
report we will use this denomination.
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3. Development of a resources and information unit, including the identification of
design requirement for the HCC information system, recruitment and
training of the staff for the unit, the building of an information system, the
actual start up of the information centre and the set up of a website with
farmers success stories and tools and information
4. The implementation and evaluation of four pilot supply chain projects, including the
assessment of the pilot supply chains, the organisation of a workshop per
pilot project to assess the exact needs for support and information, the joint
development of an intervention plan and training roster, the actual
implementation of the pilots, the organisation of a seminar to compare and
discuss the results and the dissemination of the lessons learnt
5. Institutionalisation and sustainability via the organisation of 2 seminars, the
dissemination of the project results and institutionalisation of the HCC
approach, securing the embedding of HCC within INA, project evaluation
and impact measurement, the mobilisation of financial support for supply
chain partners for commercially feasible projects.
in the policy memorandum and the MJSP. The project aim to effectively connect
farmers’ cooperatives and small scale producers (and their organisations) with
modern markets and improve their access to finance is in line with the policy aim of
(more) sustainable and equitable growth and poverty alleviation because the
achievement of the project aims should allow the creation of additional value adding
activities and income at the level of small producers and along the supply chain. In
addition, it should allow the production of good quality products.
More in particular, the HCC project fits within the policy of the Royal Embassy of the
Kingdom of the Netherlands developing SME business and pro poor agricultural
value chains.
The objectives of the project contribute also to the achievement of the mission
statement of the Dutch Ministry of Agriculture, Nature and Food Safety (to realise a
sustainable agriculture, a robust nature, a countryside where everyone feels at home
and good quality food) that is realised by strengthening institutional development
and capacity building programs, mutual investment and stimulus of trade.
(activities are realised that would not be realised without the INDF) is limited. As
indicated above, the project is part of the broader cooperation framework between
the Netherlands and Indonesia that exists already for some time and has access to
various sources of funding.
While this is not explicitly stated, it can be concluded that the project is entirely in
line with the aims and interests of the Dutch participating institutions. The project is
entirely in line with LEI’s mission to promote the quality of food, the living
environment and living conditions within (international) society and to further
develop its expertise in Indonesia where it has done a lot of work in the horticulture
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sector, among others via its involvement in the HORTIN programme. LEI aspires,
via the set up and subsequent cooperation with HCC, to keep access to information
of the Indonesian horticulture business and markets. It will use this information in its
economic and market studies, and in the research on agri-food supply chains.
Additionally the pilot and other projects executed and facilitated by HCC provide
LEI useful information about the development of Information Management in
Indonesian horticultural supply chains.
The interest and aims of Fresh Studio Innovations are very similar to those of LEI. Via
this project, Fresh Studio Innovations can further expand its network in Asia in the
area of the value chain of fruit and vegetables. As is the case with LEI, it hopes to
find in HCC a valuable partner for the implementation of joint assignments in
Indonesia.
Presently the horticultural sector is very fragmented and made up of many small
producers that often hardly can make a living out of their activity. In case the project
reaches its objectives (i.e. liaising small producers with modern markets) it might
contribute to employment creation and increased income for these producers. As
such, the project can contribute to the reduction of absolute poverty, provided two
conditions are met: the project should really be able to reach out to small producers
and the latter should dispose of adequate bargaining power in their relation with the
other chain actors.
frameworks?
The project is compatible with the revitalisation of the agriculture sector that remains
a high priority for the Indonesian government. Focuses in this sector are food
security, competitiveness, diversification, and productivity and value added of
agricultural and horticultural products.
More in particular, the Indonesian Ministry of Agriculture through the Directorate
General Horticulture initiates currently a strategy developing horticulture business
through improving the performance of supply chains. The mission and objectives of
the HCC commensurate with this policy and will contribute to bridging the gap
between the private SME industry and the public sector.
It is not entirely clear to which extent the project’s aims and activities would not have
been realised without the INDF.
The project aims to link small producers to the modern and fast growing
supermarket and food processing sector of Indonesia. So far, only a minor (but also
growing) part of the population has access to this sector. By explicitly focusing on
this market niche, the project deliberately leaves aside the more traditional market
segments where there is also much scope for improvement. In this sense, the project
does not really address the needs of Indonesian society at large. However, it can be
expected that the project action indirectly influences the highly fragmented
horticultural sector at large and will contribute to its much needed modernisation
(more transparency and efficiency) which might lead to better prices for consumers,
the creation of new value adding activities and better quality products for these
market segments also.
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A more fundamental issue relates to the type of services (to be) rendered by HCC.
The proposal states that HCC will mainly provide the following services: essential
management and market information, matchmaking with partners such as banks, technology
providers and buyers within the retail sector and the introduction of innovative solutions and
hands on support. It will also stimulate entrepreneurship and business planning, facilitate
sustainable partnerships and access to commercial loans. While these are without any
doubt important services, they do only very partially address fundamental
constraints small producers presently face, related to their organisation (in terms of
production), production quality, internal quality control, (collective) marketing and
co-ownership of the value chain. It can be a deliberate (and acceptable) choice for
HCC not to focus on these issues, but in that case it will be constrained to cooperate
with producers that are already (fairly) well advanced and organised and most
probably will not belong to the poorer sections of society.
Finally, if the project succeeds in substituting present imports of horticultural
products by local produce, this will create additional employment in the labour
intensive horticultural sector.
The HCC project is in line with INA’s core business as the chamber of commerce
between the Netherlands and Indonesia. It has presently a programme aiming to
improve the investment climate and private sector development in Indonesia. The
horticultural sector is presently a priority sector for INA, where it plays an important
matching role between Dutch and Indonesian private actors. It hopes that the HCC
can grow out to an independent centre of which the services are highly compatible
with INA’s work.
framework, and its relevance in view of the present Dutch and Indonesian policies is
beyond any doubt. HCC can build on a long-standing tradition of cooperation in the
sector and create synergies with existing programs (HPSP and HORTIN) and their
spin offs and as such facilitate the further use of their results. HCC is also expected to
cooperate with a relatively new project (BOCI) in which LEI is involved. HCC’s
central position provides it a potential to contribute to further improvement of the
existing policies.
The HCC approach seems however rather a continuation of that of HPDP and
HORTIN than a genuine innovation. As such it will mainly reinforce and fine tune
existing knowledge, skills and methods than develop highly innovative approaches.
The innovative character of HCC might however be situated elsewhere, i.e. in the
way services provision is organised. By aiming explicitly at becoming a financially
autonomous service centre, HCC can constitute a new and interesting pilot
experience.
3.2. Efficiency
Quality of the formulation process. The origin of the project and its linkages with
other Dutch funded initiatives in the horticultural sector are explained in the
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proposal. INA has been the main project initiator because of its experience in
managing the HPSP and Hortin projects. It found there was still still lack of “value
chain” knowledge especially in horticulture. It also identified the potential for
delivering services in the horticulture sector. The notion ‘demand driven’ needs
actually to be put in perspective in this case, as the Indonesian partner (INA) cannot
truly be regarded as an Indonesian institution. As such, it is not clear either whether
alternative institutional settings (e.g. to attach the project to an Indonesian
institution) have been studied in the early phases of the project.
It is not clear how the different stakeholders were involved in the formulation
process (including the decision on which organisations to include in the partnership,
where to conduct the pilots, …), both in terms of the contents of the programme and
its organisational and financial dimensions.
this applies also to the underlying sub-results and activities. The project purpose (to
establish a sustainable Horticultural Supply Chain Development Centre (HSCDC) that
effectively connects farmers’ co-operatives and small scale producers (and their organizations)
with modern markets and processors and improves the access to finance of these partnerships)
is however rather the summary of the results than its effect and coincides actually to a
major extent with its fifth result (institutionalisation and sustainability). While the
establishment of the HCC is a legitimate aim in itself, it cannot be considered a
development effect. It would therefor have been preferable to have a project goal that
describes the effects the HCC wants to achieve (at the level of the producers or, by
extension, the value chains it is focusing at). This effect is actually described in the
second part of what now is presented as the project aim (the achievement of better
linkages between local producers and local and foreign modern market segments)
and could actually be considered as the ‘real’ project purpose.
The proposal also presents general and specific project related risks. Only for the
general risks a risk level is indicated. The specific project related risks get somewhat
more attention and mitigating measures are presented. None of the risks however
deals with the situation at the level of the producers and the horticultural chains in
general, whereas the description of the context (under 1.5 of the proposal) provides
much substance in this regard. It would have been adequate to present and analyse
these contextual risks that are related to the core of HCC’s work.
The sections on the project context and rationale, project organisation and project
spin-offs are good or fairly developed.
3.2.2
Quality of project implementation and of the use of project resources
The project has not been able to respect its initial planning and will be closed with a
delay of approximately 6 months. This delay, which has been accepted by EVD, has
been mainly caused by the relatively slow start of the pilots (need to conduct a zero
measurement ex ante). While this is not explicitly referred to, the frequent changes of
key staff at the level of LEI and HCC/INA and the difficulties for HCC to recruit
staff responding to the profile needed might also have affected the pace of
implementation of the project. Another constraint related to the timely
implementation of the project is related to the many demands for (paid) HCC
services which HCC cannot (or can only partially) respond to so as not to
compromise project implementation. In retrospect, it could have been more adequate
to provide some room for ‘real’ (= market initiated) pilots to allow HCC personnel to
acquire the necessary experience and skills.
As far as the project content is concerned, there have been no major changes so far
compared to the project proposal. It is however not clear why the four pilots
presented in the proposal have eventually not been selected, while the proposal
gives the impression that the project would focus on these pilots; now quite a
substantial amount of time and energy has been spent on the identification and
selection of ‘new’ pilots.
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It is difficult to judge the quality of the key activities undertaken (and the human
resources in charge of these activities) on the basis of a two-days visit and the study
of the project documentation. Overall, there are no indications of insufficient quality
of the human resources; both the discussions and the documentation available
demonstrate the adequate quality of the approach followed. On the Indonesian side,
experience among the staff with value chain development is relatively limited, which
can be explained by the mutation of the most senior staff member to another INA
assignment (because of pressure of another Dutch donor) and the difficulties to
recruit staff with an adequate profile. In particular the staff’s lack of experience with
the business world might become a constraint. Finally, there seem to exist differences
in performance among the Indonesian staff. While this points to some weakness
among local staff, the capacity building of (relatively inexperienced) staff is precisely
a major aim of the project; as such, its lack of experience cannot be considered a
major issue.
On the Dutch side, the frequent mutations among the staff in charge of the project
can be deplored; only the involvement of Fresh Studio Innovation has been a
constant factor so far. On the other side, the Indonesian staff much appreciates the
inputs from their Dutch counterparts. In this regard, an interesting model has been
developed in the sense that Indonesian staff can receive feedback from various LEI
staff according to the specific competence of the latter.
The project aims explicitly the establishment of HCC as a financially autonomous
service centre. In view of this final aim, HCC has already been able to mobilise
external resources; over 2010, 15 contracts have been concluded with a total value of
50,151 €, providing a promising indication of HCC’s potential.
Finally, it is still too difficult to judge the relation between project resources and
project results, among others because the project is still in its implementation stage.
Whether or not the results achieved will eventually justify the resources spent will
very much depend on the achievement of the project aim (the establishment of HCC
as a viable service centre) and the relevance of HCC’s services for Indonesian society.
partners
Overall the quality of the project management structure (decision making
mechanisms, division of tasks, ...) can be considered as adequate when taking into
account the specific set-up of the project in which the capacity building of the local
staff is a key issue. As such, there is a certain imbalance (in terms of seniority)
between Dutch and Indonesian staff, but this does not prevent the existence of a
balanced partnership between Dutch and Indonesian partners with shared decision
making; transparency related to financial issues is however not complete.
This project is also a good example in terms of an adequate balance between
activities implemented in The Netherlands and in Indonesia; the Dutch experts
spend much of their expert days in Indonesia, which seems us highly adequate
considering the capacity building trajectory with local staff that is envisaged. All key
activities are implemented in Indonesia (no ‘study visits’ to the Netherlands as is the
case in many other projects), which is also to be considered as highly adequate. In
addition, considerable resources are budgeted for the implementation of the four
pilots, which should allow the HCC staff to acquire ‘real life’ experience.
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HCC always informs the Embassy about the progress of the project and invites the
Embassy to HCC evens. But so for, the Embassy’s involvement has not gone beyond
that.
EVD staff has visited the project and also visited one of the pilot projects. The visit of
EVD has been considered useful by the HCC staff. The way EVD manages the INDF
program is however be considered as far too rigid and bureaucratic and hampering
project implementation (see also 3.2.6 below).
The project has so far submitted its progress reports (so far four in total) on time or
with a slight delay (of maximum two months).
The quality of the project progress reports is good. The reports are respecting the
format requested by EVD and are completed with additional information on
progress and activities implemented that allow following project progress in an
adequate way. In most cases annexes are added pertaining to key outputs of the
project.
Project progress is adequately monitored and the work plans are regularly updated
when needed.
By nature (i.c. via the pilots) learning and capitalisation are well embedded in the
project approach. The project scores also better than most other projects in terms of
evaluating the eventual effects of its action. The implementation of the pilots for
instance has been preceded by a zero measurement and a project evaluation and
impact measurement are part of the last results to be achieved.
•
•
•
•
The evaluation has received comments with regard to the first, third and last point
mentioned above. Overall, the partners consider the requirements and procedures of
EVD as far too rigid and bureaucratic and creating few if any added value. The huge
amount of red tape also affects negatively the relationship among the project
partners. In combination with the low tariffs (see below), this makes it for the Dutch
institutions in particular difficult to fully commit as an institution.
The Dutch project partners have also stated that the IND-F funding and tariff
modalities do not allow covering the expenses, the more because a 20% own
contribution is requested and administrative requirements are heavy. As such,
involvement in an IND-F funded project can only be justified in as far as it will lead
to (more rewarding) spin offs in the future.
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The project has not been completed yet; the following can be stated with regard to
the achievement of its five planned results:
•
Result 1, the Inception phase, has been concluded successfully and according to
the plans: as such, the following sub-results (a.o.) were achieved: definition of
the HCC business plan and foundation of the HCC, the organisation of a
strategy workshop with stakeholders and HCC, a survey on the needs of the
sector, the elaboration of a detailed proposal for training of the staff.
•
Result 2, Capacity building related to supply chain development of the new
and existing staff of the HCC (including recruitment of the staff, training
needs assessment, training of the supply chain facilitators and of the office
staff) has to a certain extent (i.e. the training of the staff) a continuous
character; most sub-results have in the meanwhile however been completed
(in particular the recruitment of the HCC staff according the initial planning).
•
Result 3, Development of a resources and information unit (including the
identification of design requirements for the HCC information system,
recruitment and training of the staff for the unit, the building of an
information system, the actual start up of the information centre and the set
up of a website with farmers success stories and tools and information) has
been completed;
Result 4, The implementation and evaluation of four pilot supply chain projects, is
presently in progress. The four pilots have been selected and started up.
Intervention plans have been defined per pilot (including the definition of a
training roster). Actual implementation of the pilots will continue till April
approximately. A final report per pilot (including economic analyses) will be
drafted and a seminar organised to compare and discuss the results and the
dissemination of the lessons learnt.
•
•
Result 5, Institutionalisation and sustainability is presently in progress; a few
sub-results have been achieved (registration of HCC) or are in progress, but
most key activities are still to be implemented (a.o. the evaluation of the
project results, the signing of a cooperation agreement among the project
partners and the organisation of two seminars).
A few remarks can be formulated with regard to some of the results achieved so far:
•
The approach of the project to build the capacity of the HCC is interesting in
as it tries to combine various forms of learning which, in principle, should
allow the staff concerned to truly ‘learn’ and become up to their task as HCC
staff capable of obtaining assignments on a commercial basis.
•
The third result of the project (Development of a resources and information unit)
has consciously built on the results of the HORTIN project that had already
done a lot of work related to the compilation of data on the horticultural
sector. While it looks quite trivial, this is actually an example of a good
practice that sadly enough is still too rare in development cooperation.
•
The fact that HCC develops under the umbrella of INA provides both
advantages and disadvantages: on the one hand, the extensive network of
INA and its office facilities are an important asset for HCC to take off as an
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independent service provider. On the other hand, INA is situated far from the
vibrant reality of the horticultural supply chains, which, inevitably, creates
some (physical and cultural) distance between HCC staff and the chain
actors. This disadvantage is exacerbated by the fact that none of the staff has
solid business experience.
•
The experience obtained so far with the four pilots seems (in at least three of
the four cases) to confirm our hypothesis put forward earlier that the
producers and their organisations need much hands-on support related to the
improvement of their production techniques, internal organisation, quality
control, etc. before they are actually well equipped to liaise with modern
market segments in a profitable way. This seems to create a certain dilemma
for HCC as on the one hand it recognises these needs and constraints and
wants to support the producers in this regard, but, on the other hand, it is not
fully equipped to do so as these services are not part of their core business. In
addition, it is not always easy to find competent additional partners (local
NGOs, extension services, …) who can take up these supporting tasks. The
evaluation thinks HCC is faced here with a dilemma that needs to be sorted
out in the framework of reflections on its future sustainability (see also
below).
•
Related to the previous point has it become clear in the pilots that adopting a
value chain approach with grassroots organisations is not easy when other
(more socially oriented actors) are around and/or these grassroots
organisations have experiences with such socially oriented actors. Often it is
not easy to convince them to work towards autonomy as long a subsidy
approach is broadly practiced. These environmental constraints evidently
reduce the validity of the pilots.
•
As was mentioned earlier, external parties approach HCC to provide
remunerated services. This is a positive evolution in itself. However, most of
the services requested are of a different nature than the support presently
provided via the four pilot projects. If this tendency will be confirmed in the
future, there is a chance that the expertise acquired via the pilots will only
partially be valued later. This brings us to an earlier remark where we stated
that, in retrospect, it would have been better to conduct pilots in a ‘real
market’ environment.
Finally it is still too early to judge to which extent the project will succeed in
improving the supply chains it is working on via the pilot projects and other
services, and whether such an improvement would actually contribute to
strengthening the position of the small producers and increase their income. As
mentioned above, the fact that the project does not (or only very partially) address
some key constraints at the producers’ level, may eventually impact on its capacity to
achieve its higher-level objectives.
cooperation
The description above indicates that the immediate results of the project have
already been achieved to a major extent and that there exist promising indications
that the project goal (the establishment of HCC as a viable service organisation in the
area of horticulture chain development) can be achieved. If this would really be the
case (some precautions are however needed in this regard, see below), the project has
a clear potential to contribute to the higher level objectives related to Dutch
cooperation in the agricultural sector.
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There is also a possibility that the project contributes to the improvement and
innovation of the Dutch – Indonesian policy and practices, as HCC constitutes – at
least in the context of development cooperation - a new model of contributing to
small farmers development.
The main objective of the project is the establishment of the HCC as an independent
service centre to support development in the horticultural sector. As such, the project
has essentially an institutional focus. Although the project is not finalised yet, there
are good chances that the HCC can grow into a viable institution.
The project as such is most probably also beneficial for the Dutch institutions
involved that have got the opportunity to expand their network, knowledge and
expertise in Indonesia. In case the HCC turns out to be viable, they dispose of a
preferential local partner with whom they can join forces in the future. The position,
skills and knowledge of HCC and the Dutch institutions are compatible so that winwin situations will be easily found.
The approach followed by the project along the principles of value chain
development is presently embraced by many donors but still relatively new. As such,
the project contributes to the further development of inclusive multi-stakeholder
approaches that broaden the range of actors involved beyond the ‘classic’
development actors. Support in establishing linkages between small producers and
well established private companies can certainly be considered as a valuable way to
broaden the development approaches.
The partnership between INA (c.q. HCC), LEI and Fresh Studio Innovations has been
established via this project and is meant to be sustained in the future and will be
formalised via a long-term cooperation agreement between the project partners.
To our knowledge, the project has not created synergies (yet) with other INDF
projects, while possibilities to do so where quite obvious. HCC has however a
partnership with IPB (the applicant for INDF08/RI/02 and the IPB Vice Dean
became a ressource person in BOCI, an HCC initiative. HCC has also considered
putting its office at IPB-Bogor two years ago, but this option was cancelled as finally
it was considered unfeasible. Possibilities of synergy and eventual cooperation could
have been explored with the ‘Round Table Indonesia’ project (INDF08/RI/03) that
has similar philosophy, approach and objective (and is based in Bogor) and with the
‘Integrated Microfinance Management for Poverty Reduction’ (INDF08/RI/16)
project. At a more distant level, the HORTSYS project (INDF07/RI/07) providing
assistance to improve the quality of the horticultural sector can also be mentioned.
On the other hand, the project has established strong linkages and/or built on the
results of the HORTIN, HPSP and BOCI projects that are however not funded via the
Indonesia Facility.
If successful, the project might contribute to the fulfilment of important needs in
Indonesia, but some precautions should be made as mentioned above (see the
paragraph related to ‘To which extent does the project address the needs of the Indonesian
society? under 3.1.2). When the project approach proves to produce tangible results in
practice, it will also underscore the present Indonesian policies that promote the
improvement of the performance of supply chains in the horticulture sector.
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At a more global level, the project contributes also indirectly to a more conducive
investment climate for sustainable entrepreneurship.
To our knowledge, the project has not generated any unplanned (positive and
negative) effects.
The sustainability of most project results will eventually coincide to a major extent
with the future viability of HCC. The staff who has enjoyed the capacity building
(result 2 and indirectly 4) will only stay with HCC in as far as the centre continues to
offer a good salary and working conditions, including further opportunities for
personal development. In case HCC becomes commercially successful via the (hard)
work of its staff, it will however remain a challenge to maintain this staff within the
organisation, in particular those staff members that are successful in acquiring new
contracts. The sustainability of the Resource and Information Unit will evidently also
depend on HCC’s viability and the capacity to generate specific funding for the
services provided by the Unit.
The fourth result (the implementation of the four pilots) will produce results that
increase the expertise of HCC and its staff; in addition, it is hoped that they will
produce development effects at the level of the producers concerned also. It is
however too early to assess to which extent these effects will be achieved and, if so,
whether they will be sustainable or not.
The sustainability of HCC will mainly depend on its capacity to acquire new
(financially and otherwise rewarding) projects that allow at least covering costs and
minor investments. The project is presently working hard to set up the (institutional,
financial, ...) mechanisms exist to ensure benefit continuity. The future status of HCC
is however not clear yet and leading to some feelings of uneasiness among the staff.
A crucial issue in this regard is whether HCC should stay close to INA and develop
its business model essentially via the broad INA network and, by extension, that of
the Dutch development institutions, or position itself closer to the private actors of
the horticultural sector. The second option is clearly more challenging and risky as it
seems not be proven that HCC can cover its costs by exclusively offering supply
chain related services; in addition, HCC’s culture is not that of a highly commercially
oriented organisation. Only matchmaking assignments in which a financially strong
external partner looks for reliable local producers seem so far to be funded easily, but
this type of service seems in itself too narrow to ensure HCC’s sustainability.
HCC has in the meanwhile already succeeded to acquire external assignments for a
relatively substantial amount (more than 50,000 € in 2010). While this is a promising
development in itself, a closer look at the contracts acquired learns that these stem
from organisations that are closely related to HCC (WUR related institutions, INA
and INA members, the present Dutch partners of the project). There is of course
nothing against getting contracts in this way, but it is clear that HCC has not yet
reached the level that it can itself, on the basis of its own reputation and portfolio,
acquire a substantial amount of projects. In addition, the projects acquired cover an
area that is far broader than supply chain development; only a minority of the
projects is actually in this field.
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As mentioned above, the parties will engage in sustainable cooperation in the future.
Continuing the cooperation with HCC has been the explicit aim of the Dutch
partners, and actually their most important motivation for engaging in the project.
As such, a viable HCC is the most important spin off of the project. It seems to have
reasonable chances to develop into a sustainable service organisation for the
horticultural sector provided it an develop a coherent business strategy that is based
on an unambiguous choice (cfr. the two alternatives described above).
The project’s relevance is good. Its objectives contribute (directly or indirectly) to the
policy aims as stated in the policy memorandum and the MJSP. More in particular,
the HCC project fits within the policy of the Royal Embassy of the Kingdom of the
Netherlands developing SME business and pro poor agricultural value chains. The
project is also compatible with the aim of revitalisation of the agriculture sector that
remains a high priority for the Indonesian government. More in particular, the
Indonesian Ministry of Agriculture through the Directorate General Horticulture
initiates currently a strategy developing horticulture business through improving the
performance of supply chains.
The project aims to link small producers to the modern and fast growing
supermarket and food processing sector of Indonesia. So far, only a minor (but also
growing) part of the population has access to this sector. By explicitly focusing on
this market niche, the project deliberately leaves aside the more traditional market
segments where there is also much scope for improvement. A more fundamental
issue relates to the type of services (to be) rendered by HCC, which only very
partially address fundamental constraints small producers presently face, related to
their organisation (in terms of production capacity), internal quality control,
(collective) marketing and co-ownership of the value chain.
While this is not explicitly stated, it can be concluded that the project is entirely in
line with the aims and interests of the Dutch participating institutions. Both LEI and
Fresh Studio Innovations hope to find in HCC a valuable partner for the
implementation of joint assignments in Indonesia. The HCC project is also in line
with INA’s core business as the chamber of commerce between the Netherlands and
Indonesia.The horticultural sector is presently a priority sector for INA, where it
plays an important matching role between Dutch and Indonesian private actors.
(activities are realised that would not be realised without the INDF) is limited. HCC
can build on a long-standing tradition of cooperation in the sector, creates synergies
with existing programs (HPSP and HORTIN) and their spin offs, and as such
facilitate the further use of their results. The HCC approach seems however rather a
continuation of that of HPSP and HORTIN than a genuine innovation. As such it will
mainly reinforce and fine tune existing knowledge, skills and methods than develop
highly innovative approaches.
The project’s efficiency can also be rated as good. The quality of the project proposal is
good, though it fails to provide a good insight on the formulation process (demand
driven?) and it is lacking an adequate risk analysis. The project has incurred a slight
but acceptable delay in implementation and its activities so far largely correspond to
the initial planning. There are no indications of major problems related to the quality
of the human resources, though the frequent mutations among (particularly Dutch)
staff might have led to inefficiencies. Indonesian staff has limited experience with
supply chain development, which in itself should not be a major problem
considering the explicit focus on building their capacities. However their lack of
133
affinity with the business world and differences in performance among the staff are
reasons for some concern. The quality of project management and reporting is good
and the partnership adequate as is the case with the monitoring system. This project
is among the few projects having planned a comprehensive evaluation.
Whether or not the results achieved by the project will eventually justify the
resources spent will very much depend on the eventual level of achievement of the
project aim (the establishment of HCC as a viable service centre) and the relevance of
HCC’s services for Indonesian society.
At this moment, the project’s effectiveness can be rated as good because so far the
project has been able to produce the planned results. The major challenges in terms
of effectiveness and impact are however still to be addressed as they relate to the two
latest results that are harder to be (fully) achieved. The chances that the project will
succeed in achieving its purpose, the establishment of HCC as a self reliant service
centre for the horticultural sector, are however real.
It is still too early to judge to which extent the project will succeed in reaching its
higher level objectives related to improving the supply chains it is working on via
the pilot projects and other services, and whether such an improvement would
actually contribute to strengthening the position of the small producers and increase
of their income. In many cases, the project (c.q. HCC) will depend on external
conditions/actors for the achievement of these objectives.
The sustainability prospects of the project are reasonably good. The sustainability of
most project results will eventually coincide to a major extent with the future
viability of HCC. The staff who has enjoyed capacity building will only stay with
HCC in as far as the centre continues to offer a good salary and working conditions,
including further opportunities for personal development. The sustainability of the
Resource and Information Unit will evidently also depend on HCC’s viability and
the capacity to generate specific funding for the services provided by the Unit.
The sustainability of HCC will mainly depend on its capacity to acquire new
(financially and otherwise rewarding) projects that allow at least covering costs and
minor investments. This implies also an unambiguous institutional set-up of HCC,
which at this moment is not achieved yet. HCC has in the meanwhile already
succeeded in acquiring contracts from third parties, but these projects have all been
acquired via the network of Dutch development organisations and INA. It will
apparently take more time before HCC can rely on its own capacities to acquire
sufficient assignments. A crucial issue in this regard is whether HCC should stay
close to INA and develop its business modal essentially via the broad INA network
and, by extension, that of the Dutch development institutions, or position itself closer
to the private actors of the horticultural sector. At this moment the second option
seems, for various reasons, not viable (yet).
To conclude, it can be stated that this is a project that has been rightly funded by the
IND-F. It has tempted to develop an interesting approach to support supply chain
development in the horticultural sector.
As the project has not been concluded yet and the achievement of some key results is
still to be waited for, it is actually too early to identify the lessons that can be learned
from this project. The following are a few attempts nevertheless:
•
Supply chain development (or value chain development) in the horticultural
sector in Indonesia requires interventions at different levels that can hardly
be assured by one organisation and following one model (subsidy approach
or business approach). In this sense, the strategic decision of HCC to focus
merely on facilitating services among the chain actors can be understood. On
the other side, such a strategy leaves basic constraints that exist at the
producers’ level often unaddressed so that the aim to tangibly contribute to
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chain development can easily be jeopardised. As such, it ‘condems’ HCC to
direct its attention to chains and actors that are already relatively well
organised.
•
The pilot project and other experiences illustrate, on the other hand, that it is
difficult to develop financially viable services that address those key
constraints at the level of the producers. The latter seems more the area of
service providers that do not need to cover their costs (are subsidized). In the
present situation, it seems not adequate to base HCC’s business model on
services at this level.
•
If HCC develops into a viable organisation, it will be able to do so mainly
because of its embedding in the broad Dutch network of development actors
and companies (via INA). The fact that, thanks to the project, it has also
adequate (well trained) personnel comes, rather ironically, only at the second
place, though it is crucial to maintain the good relations with the ‘Dutch
network’.
•
As such, this project does not yet provide evidence that setting up a viable
service organisation for and within the horticultural sector is presently feasible
in Indonesia.
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Annexes
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Dave Boselie, LEI
Anindita Gayatri, General Manager HCC
Rara Dewayanti, Marketing and Business Development Manager, HCC
Ario Sudiro, Resource and Information Manager
Elmar Bouma, Director INA
M. Hariyadi Setiawan, Program Manager INA
Ariefin Makaminan, Sustainable Development and CSR Manager, INA
Hartono, consultant PT Syres
Apun, manager of the Mandiri Cooperative (Ciwalu, Wates Jaya village)
A’am, member of the Mandiri Cooperative (Ciwalu, Wates Jaya village)
Patriansa, supervisor of the Mandiri Cooperative (Ciwalu, Wates Jaya village)
and staff member of PT PNU
Wandi, member of the Mandiri Cooperative (Ciwalu, Wates Jaya village)
Rike Agustin, extension worker, PT PNU, Bogor
Wisnu, Director, PT PNU, Bogor
Funy, Secretary, PT PNU, Bogor
136
1.8 Value Capture Fisheries
Project name
Project code
Sector
Major objective
date
Value Capture Fisheries
INDF08/RI/11
Agriculture/Education
Wageningen International, part of Stichting
Landbouwkunding Onderzoek (DLO Foundation)
Agency for Marine and Fisheries Human Resources
Development (AMF HRD), Ministry of Marine Affairs
and Fisheries
The establishment of a Centre of Excellence with the
mandate to monitor and upgrade the capacity of
higher education institutions in the field of fisheries
and quality assurance of the fisheries value chain.
623,410
498,728
January 2009
December 2011
Project origin. The section related to the history of the relationship in the proposal
provides very limited information on the actual project origin. Information acquired
via various stakeholders did not allow coming up with an unambiguous view on the
actual origin of the project. Apparently, the project origin lies with several
organisations and individuals that already cooperated with each other to support
several directorates under the Ministry of Marine Affaires and Fisheries. They
included in the Netherlands VWA, RIKILT, LNV and Ms. E. Nursalim, who is
based in the Netherlands and is well introduced to the sector of fisheries. The
initiative aimed to undertake some action related to the food security problems that
in 2006 nearly led to an import ban of Indonesian fish products to the EU. On a
conference in Grimsby (UK) Ms. Nursalim met a high ranked Indonesian official
from the Ministry of Marine Affairs and Fisheries. He was interested to set up a
cooperation that would aim to address the issue of quality management in the fish
chain. Then followed a visit of Mrs. Nursalim with an expert from Wageningen to
Indonesia, during which the project implementation, provisions and organizational
set-up have been extensively discussed with AMF HRD staff, MMAF planning and
finance department and with staff of Wageningen International but did not lead to
adequate understanding of the INDF requirements and the set up adequate
communication, decision making and planning procedures. The limited
understanding related to the budgetary arrangements (and the obligation for the
Indonesian partner to take care of the project’s entire own contribution equalling
20% of the budget) in particular caused important problems in the start up phase of
the project at the level of the Indonesian partner that were exacerbated by the
137
Indonesian procedures at the level of BAPPENAS (planning agency) that made a
quick mobilisation of the counterpart contribution impossible.
Project rationale and context. Indonesia is one of the biggest fishery nations in the
world and disposes of rich marine resources, which provide its inhabitants sources
for food, labour and income. As such, the fisheries sector has a big potential to
contribute to the country’s economy. This potential is however far from realised in
an optimal way. The marine resources are often not adequately managed (improper
fishing techniques) resulting in depletion of commercial and supportive fish stocks.
Improper handling of captured fish counts for losses of about 30% and post harvest
losses are also considerable, reducing the economic benefits of the supply chain.
The project wants to address these problems by foreseeing training regarding all
aspects of quality control from catch to buyer, thereby using a carefully designed
approach that creates a pool of well trained experts who will eventually continue the
desired capacity building and by setting up a centre of excellence that should in a
responsive way serve the needs of the sector in terms of quality management.
Characterisation of project partners. Wageningen International is part of the DLO
foundation (dealing with agricultural research) and builds capacity for sustainable
development in the agriculture, food, rural development and national resources
management sectors. It offers services that support capacity development and
innovative change processes. It has supported the Ministry of Marine Affairs with
several trainings in the past, among others via a program implemented with higher
education institutes in Indonesia.
The Human Resources Development office of the Agency for Marine and Fisheries is
responsible for formulating and analysing the policy on development of human
resources in fisheries as well as educational management, training and extension. It
is, among others, in charge of the standardisation of marine and fisheries education,
training and extension, of improving the capacity of the actors of the sector, and also
of the management of the programmes of one fisheries university, 3 fisheries
academies, 8 fisheries high schools and 6 fisheries training centres.
INFOFISH is an intergovernmental organisation providing marketing information
and technical advisory services to the fishery industry in the Asia-Pacific region; it is
a leading source of marketing support for fish producers and exporters in that area.
Long term objective(s) and project purpose. The goal of the project as outlined in
the proposal is the establishment of a Centre of Excellence with the mandate to
monitor and upgrade the capacity of higher education institutions in the field of
fisheries and quality assurance of the fisheries value chain. The centre will be a
meeting point for the various partners of the fisheries sector to analyse, discus and
solve problems encountered in the sector. The centre will function as a think tank in
support of the Ministry to achieve sustainable utilisation of marine resources. In that
way the Centre will contribute to the economic viability of the fisheries sector,
income and food security for especially the poorer segments of the Indonesian
population.
As such, the project will contribute to the following long-term objectives:
•
•
•
To support the Ministry of Marine Affairs and Fisheries with the supply of
skilled manpower.
To improve the quality, safety, environment friendly operations of the
Indonesian fishery sector.
To generate better income for the fishermen and other stakeholders involved
in capture fisheries and marketing of fishery products.
138
•
•
To establish a fish stock management system for sustainable fishery.
To support the (establishment and) continuation of the Centre of Excellence
through exchange of students and teachers between partners.
Project results and sub-results. The proposal includes the following project results
and sub-results:
• An inception phase, in which a participatory appraisal of the existing needs
had to be conducted (incl. appraisal of present training capacities, visits to the
6 selected fishing ports), the relationship between the partners formalised
(both at the level of the project partners and the selected fishing ports).
• An orientation visit to the Netherlands, for a selected group of 20 participant and
experts and a benchmarking visit to a neighbouring country (i.c. Malaysia), to get
informed on the requirements for access to international markets and draft
proposals for improvement of the situation in Indonesia.
• The establishment of a training framework, via the development of a training
programme, the development of curricula on a selected number of topics and
themes, the development of training modules for 4 job profiles later modified
and reduced to 3: heads of ports, inspectors, and fishermen. The training of
24 teachers via a “train the trainers” course and upgrading the training at the
Java Fisheries University through the development of 3 curricula and the
organisation of match making workshops.
• Implementation of the training programmes in 6 fishing ports (including
monitoring and evaluation, adjustment of the programme and curricula,
establishment of a code of practice).
• Establishment of the Centre of Excellence, including the acknowledgement of the
Bachelor degree and dissemination of project results via the Centre.
expected that the achievement of the project goal (related to improved quality assurance
in fisheries) is linked closely to the MJSP aim of improved business climate. In
addition, the focus on port management might also contribute to improved
governance whereas better management of fish stocks should have a positive effect
on the environment. Finally, longer-term effects in terms of a better functioning
sector will also contribute to more sustainable and equitable growth.
and to contribute to the enlargement of bilateral relations in as far as it would
eventually succeed, via the planned creation of a centre of excellence, to create a
forum where all actors of the sector can meet, exchange and be supported in their
efforts to further develop the sector. This would however imply a more systematic
opening up of the project to private sector actors that is more substantial than what is
foreseen in the proposal and conducted so far in project implementation.
139
While this is not explicitly stated in the proposal, we can suppose the project is in
line with the aims and interests of Wageningen International as it allows to further
acquire experience and expertise related to its core domains of action that deal with
building capacity for sustainable development via participatory approaches and
promoting new methods for action. The project can further solidify the
organisation’s presence in Indonesia.
The project can contribute indirectly to three MDGs in as far as its capacity building
efforts produce the anticipated effects: (1) the reduction of post harvest losses and
improvement of the quality of fish products can increase the income of the
fishermen; (2) training in fish stock management will reinforce the policies for
environmental sustainability in marine resources, while (3) the development of
Manuals and Codes of Practice will improve the quality of governance in fishing
ports, which in its turn will facilitate matchmaking between European and
Indonesian actors and contribute to a global partnership for development.
frameworks?
The project is in line with Indonesian policies to further pursue integration in the
international markets and using its natural resources potential for the benefit of the
country and its people. The project foci on environmental sustainability and good
governance are also in line with Indonesia’s broad policy aims.
realised without the INDF. Considering the many initiatives of cooperation in the
fisheries sector, other sources of funding might also have been available.
The project aims to address the lack of quality management in all aspects of the
fisheries value chain, from catch to buyer. It proposes a series of measures that can
directly impact on the huge potential of the sector and, hence, improve food safety
and income.
Considering the focus of the project on major ports where fish is processed mainly
for the international market, it is not clear to which extent the problems of the fish
value chain for the domestic market and the poorer sections of society (consumers
but also small fishermen) are also addressed by the project. Small fishermen however
also participate in training courses.
Overall, the project is in line with the aims and interests of the Indonesian
participating institutions. The focus on capacity building and training coincides with
the mandate of the Human Resources Development office of the Ministry that has
been closely associated to the definition of the main issues – in terms of capacity
building – to be addressed by the project. If the project succeeds and the Centre of
Excellence can live up to its mandate, the HRD office will be equipped with a
powerful tool to further pursue its mission.
140
So far, it is not clear yet to which extent the Indonesian project partner envisages a
longer term cooperation, but at various occasions, the wish to continue cooperation
has been expressed..
The project is in accordance with the broad aims of the Dutch – Indonesian
cooperation and its relevance is beyond any doubt. It deals with an area which is
important for both countries. As such, there seems to exist a potential for future
initiatives, provided that the project initiators try to more consistently bring together
institutions of the public, semi-public and private sector. If such a course of action is
followed and successful, there is a potential to contribute to improvement and
innovation in the Dutch – Indonesian policies and cooperation.
3.2. Efficiency
Quality of the formulation process. As been mentioned under 2.1 (Origin of the
project), the formulation process has been characterised by some flaws. While the
project is to a major extent demand driven – its contents reflect the major
preoccupations of the partner organisation – the initial lack of understanding of the
Indonesian partner with regard to the budgetary arrangements in particular, has
eventually led to serious problems during implementation.
Quality of the project proposal. The quality of the project proposal is rather weak.
The rationale and context of the project are described fairly well. The project outputs
(results) are well described and logic, and this applies also to the underlying subresults and activities. There is however much confusion on the level of the higher
level results; the proposal (under 1.6) brings – quite suddenly – the Centre of
Excellence to the forefront, whereas its set-up is hardly linked with the preceding
chapter (Rationale and Context). The establishment of the centre is actually not an
end in itself but a means to reach an aim (a development effect); this effect
(supposedly related to improved quality of the fisheries value chain) is not described
under the project goal section. In addition, this project goal is poorly linked to short
and long-term objectives mentioned in the abstract under 1.4, adding to more
confusion. The proposal further lacks a clear description of the duties of the project
team and the organisational set up does not describe how decision making
mechanisms and communication will be arranged. The proposal also lacks a risk
analysis and a thorough reflection on sustainability and project spin offs. The
description of how the project fits within the Dutch bilateral cooperation programme
policies and with the Indonesian policies is limited to clarifying the links between the
project and the MDGs.
Finally, the proposal has been subject to several changes during implementation,
which is another illustration of its insufficient quality.
The project could not be implemented according to its initial planning and will most
probably be closed with a considerable delay of approximately one year. Most of this
delay can be attributed to the Indonesian partner’s initial misunderstanding of (but
also dissatisfaction with) of the budgetary arrangements, the relatively long
procedure to mobilise the local counterpart funding The project was supposed to
take off early 2009, but for the reasons mentioned above, the actual kick off has only
taken place in November 2009; in this month, the agreement between the project
141
partners was also signed. While there were, indeed, fundamental problems in these
early stages, the most fundamental problems seem to have been sorted out in the
meanwhile. The fact that there was uncertainty with regard to the partners’ capacity
to ensure the expected 20% contribution is certainly an important factor in this
regard, but should not have prevented more in-depth discussions on other
difficulties (which now only surfaced later) and the implementation of an adapted
action plan.
Since its inception, the pace of implementation of the project has been quite
acceptable, be it that various differences still needed to be sorted out during
implementation.
The short duration available for the consultant does not allow assessing in depth the
quality of the key activities undertaken and of the human resources involved. From
the side of Wageningen International there have been frequent changes with regard
to the personnel managing the project (caused by events partially beyond WI’s
control), which obviously will not have helped to ensure continuity and efficiency in
implementation. Local beneficiaries of capacity building efforts provided via experts
from WI and INFOFISH value their contributions differently. The inputs from
INFOFISH are considered to have had an added value, and the same can be said
with regard to the WI inputs related to training methods, ways of interacting with
the participants, etc., which participants nearly unanimously consider as the most
valuable contribution of the project in terms of capacity building. On the contrary,
the technical inputs from the Dutch partners have only in a limited way increased
the knowledge of most participants.
The project so far has not been able to mobilise external resources. It should however
be underlined that the own contribution from the Indonesian partner is substantial,
as it caters for the entire own contribution of the project (20% of the project budget).
In addition, provisions are made for expanding the project approach in the postproject period (see below).
Whether or not the relation between project resources and project results is (or will
be) adequate is difficult to forecast at this moment. Projects costs are considerable
considering the fact that its ‘hardware’ component is very minimal. Capacity
building efforts have been huge, with a substantial involvement of expatriate
experts. Considering the limited added value of some technical inputs (see above),
one might wonder whether costs could not have been diminished in case a better
assessment of training needs would have been conducted. Maybe also, local resource
persons could have been taken up some course subjects. This applies also for the
‘typical’ (and highly appreciated) training of trainer inputs for which good
Indonesian experts are also available on the market.
In sum, the conclusion can only tilt in favour of an adequate balance between
resources and project results in as far as the latter will be disseminated on a larger
scale in the post project period.
partners
Since the laborious start up phase, the cooperation between both partners has
improved, but differences of opinion with regard to some project activities have
emerged regularly, requiring much effort from the parties concerned to come to an
agreement. The discontinuity in project leadership on the Dutch side has evidently
not helped in this regard.
The difficulties between both partners are on the other side, and rather ironically, an
illustration of the existence of a balanced partnership, at least during the
implementation period. The Indonesian partner has a strong vision on how activities
142
should be implemented and does not refrain for engaging in in-depth discussions if
need be. The partner organisation also has engaged in discussions with EVD (see
below) where it considered the requirements of EVD inadequate.
There seem to exist an adequate balance between the activities implemented in The
Netherlands and in Indonesia; this applies also for the activities implemented inside
and outside Indonesia. The orientation visit to the Netherlands and the
Benchmarking visit to Malaysia have been costly, but seem to have produced the
expected effects, thanks among others to an adequate preparation. An external
resource person questioned however the choice for Malaysia for the benchmarking
visit and claimed that other alternatives would have been preferable.
Both the Embassy and EVD have undertaken efforts to solve the difficulties in the
start-up phase of the project. These efforts have certainly contributed to the eventual
agreement between both partners and have been much appreciated by Wageningen
International. EVD has also been very helpful in trying to readdress the situation
from an administrative and financial point of view.
The local partner has indicated however that it has been very difficult for them to
convince the Dutch parties of their genuine commitment for the project.
The difficult start up of the project has inevitably impacted on the reports being
submitted. In July 2009 a concise report was submitted explaining the difficulties of
the start up period. Only in December 2010 a more extensive report was forwarded
to EVD that provides a good overview of the course of events in the previous period
(till February 15, 2010), but does not report against the results of the project as stated
in the proposal.
The quality of the last project progress report is acceptable considering the particular
conditions, but the delay in reporting on the subsequent period (March – December
2010) makes it for outsiders difficult to follow project progress.
To our knowledge, there is no regular project monitoring mechanism as such. Key
project activities (such as training courses) are however evaluated and the results
discussed and processed, which leads when necessary to adaptations in subsequent
activities.
No end-of-project evaluation is foreseen, but the set up of the Centre of Excellence
constitutes an adequate means to capitalise the achievements of the project. This is
also realised via the development of the training curricula for the three professional
groups targeted (fishermen, inspectors, port managers) and via the elaboration of
course manuals on three topics at the level of the Jakarta Fisheries University.
•
•
•
•
143
None of these issues has been mentioned with the exception of the first point. The
requirement of EVD to let audit in the Netherlands the expenses funded via the
Indonesian contribution has been unacceptable for the Indonesian partner as it goes
against the Indonesian rules. The issue was that serious that the Indonesian partner
was not ready to engage in the project if this condition could not be lifted from the
agreement.
The project has de facto only started about one year ago; as such it is only now
reaching its cruising speed. The following results have so far been achieved:
•
Realisation of the inception phase, including intensive and sometimes difficult
discussions related to the project plan and budget, the organisation of a kickoff week (a one day seminar on the fisheries sector, team building activities,
the signing of the Memorandum of Understanding and of the cooperation
agreement with the six fishery ports that will be involved in the program, and
the organisation of a mentorship workshop conducted in close cooperation
with three senior mentors and aimed to identify and prepare the training
modules to be developed, to finalise the selection of the pool of 24 future
trainers and module developers and the signing of a letter of commitment by
all these trainers;
•
Implementation of the orientation and benchmarking visits to Malaysia (that
focused on specific issues such as e-landing, fisheries port management and
fisheries resources management) and the Netherlands (focusing on fish
processing on board, fisheries management and the global cooperation
programme between Indonesia and the Netherlands);
•
Establishment of the training framework, following different steps:
o a one week workshop, dealing with: an introduction to the notion of
job competency profile, development of the curriculum, preparation
of the course syllabi and materials, groups discussions and an
evaluation of the workshop;
o testing and fine tuning of the training framework via two visits of one
week to two different fisheries ports to observe the fish management
in the ports and develop the course curriculum accordingly via
interactive group discussions; elaboration of the training module and
code of conduct related to quality of capture fish;
o finalisation of the curricula, training modules and code of practice
related to the trainings to be provided to fishermen, quality inspectors
and port managers.
The training framework is presently being revised on the basis of the
evaluations of the training sessions.
•
Actual implementation of the training programme for the three groups mentioned
above in three different locations (two outside Java) including practical
exercises related to quality management of captured fish
The overview above allows concluding that the project has been able to fully achieve
its first and second result. Result 3 has been achieved to a major degree (some work
is left related to the development of the curricula of three selected modules to be
144
integrated in the programme of the Jakarta Fisheries University and the Fishing
Academies during the first semester of 2011. Result 4 has been achieved for the
biggest part, with some training sessions that still need to be implemented for port
managers in four ports. The work related to result 5 (set up of the centre of excellence
and dissemination, coupled with important matchmaking activities to mobilise the
interest of the private sector) still has to be initiated.
With regard to the (entire or partial) achievement of the results described above, the
following can be stated:
•
In the inception phase, it was decided to engage three mentors who are
specialised in the training topics to be developed; these mentors have the task
to provide back up to the 24 trainers in the curriculum development process
and training implementation.
•
As mentioned earlier, the benchmarking and orientation visits have proven to
be meaningful as an input to broaden the scope of the teachers and ensure
adequate curricula that take into account the development of the sector.
•
The curriculum development process, stretched over several weeks and
including on site visits, has been conducted in a highly interactive and
practical way that was much appreciated by the trainers. Two problems have
however surfaced:
o A relatively high number of absenteeism during the training sessions,
that at least partially can be attributed to the fact that most of the
people trained occupy quite strategic positions so that they cannot
always free themselves for the training. It has been a deliberate choice
to select trainers posted at strategic positions, as they will be able to
ensure that change processes adequately take place. In addition, all
trainers had to sign a letter of commitment that foresees sanctions in
case they do not respect the terms of their engagement. To which
extent their absenteeism has affected their training skills is difficult to
judge.
o There has been a difficult discussion related to the low level of English
proficiency of many trainers, which made Wageningen International
to suggest an 8-weeks language course for the participants. The local
partner has rejected this proposal and an alternative solution was
found via the recruitment of a translator during the training sessions.
So far, it is not clear to which extent the efforts undertaken have already led to the
desired development effects in terms of increased quality of the management of the
fish value chain. Very partial evidence obtained during an interview with quality
inspectors in Muara fish port allows however being optimistic to a certain extent.
According to these inspectors, the establishment of a simple system of control and
supervision has already been able to produce a positive impact on the way fishermen
process the fish on board and take care of precautionary measures (related to
hygiene, among others). Whether the desired changes at the level of the fishermen
will be that easy to achieve is however more doubtful as some of the changes
proposed to improve the quality of the fish are not rewarded by the market in terms
of higher prices.
cooperation
Project implementation so far deals nearly exclusively with the realisation of its
immediate results, which is entirely acceptable considering the earlier difficulties and
145
the aim to finish the project by the end of this year. At this moment, it is far too early
to judge to which extent the project will be able to realise its longer-term ambitions,
and, hence, contribute to the higher-level objectives of the Netherlands’ cooperation
with Indonesia and the broad Indonesian policy aims. It is also too early to develop
ideas on the project’s potential to produce a specific added value for those broader
policy aims and to contribute to innovation in the present cooperation and whether
benefits will be achieved that would not be achieved without the INDF.
It is however important to mention that the Ministry of Marine Affairs and Fisheries
has already taken the necessary steps to ensure that funds will be available for the
dissemination of the programme to 16 other ports; a working budget for the Centre
of Excellence has equally be assured. These are important preconditions for an
eventual diffusion of the project results.
It is also too early to conclude on this issue, though certain indications suggest that
the project will certainly produce effects in this area: despite the initial difficulties,
the project is very well regarded at the level of the 24 trainers involved in the
program. As such, the project should be able to strengthen in first instance their
respective institutions and direct target groups; later on the dissemination process
should be able to produce institutional strengthening effects on a broader scale.
It is however important not to be overly optimistic at this moment in time, as it is still
not clear to which extent the important investment in training will actually lead to
the desired change processes (in terms of practices and attitudes at the level of the
fishermen; in terms of knowledge, practices and attitudes at the level of the
inspectors and port managers). Indeed, there exist many environmental factors that
might constitute important constrains for such change processes to take place.
It is clear that the creation of the Centre of Excellence will be a key in sustaining and
disseminating the project results and its capacity to contribute to higher-level aims.
The way this centre will function will also be determined on the basis of inputs from
the private sector. The set up of this Centre, which is quite a new concept and
approach for the public services and academic institutions involved, is planned for
this year, which is actually also the last year of the project. The fact that the
establishment of the Centre comes late in the project implementation cycle, relates to
a concept that is new for the key parties involved and so far has not been discussed
in detail, makes us to cast some doubt on its viability within the project period. Most
probably, additional efforts will be needed in the post project period to assure that
the Centre can live up to its big ambitions.
There are no signs of synergies with other INDF projects, while some synergies could
have been developed (in particular with the Agriculture Quarantine Agency project).
Project documentation and contacts in the field so far do not allow providing many
indications in this regard. The project seems on track now, but there is a long way to
go before the aspired contribution to the fulfilment of important needs in Indonesia
can (will) be achieved.
No important unplanned effects have been noticed.
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The major project efforts so far have been geared to developing the capacities of a
pool of 24 trainers, belonging to three government institutions: the Unit for Human
Resources Development, the Unit for Marketing and Processing of captured fish and
staff of the Jakarta Fisheries University and other fisheries academies; all these
structures are part of the Ministry of Marine Affairs and Fisheries. The fact that they
have been well trained and have used their newly acquired skills and knowledge,
that they have developed curricula for various target groups and engaged in
trainings that will be continued in the future, constitute a solid guarantee for the
eventual embedding of the project results in the institutions concerned.
Whether or not the anticipated effects of these training efforts (in terms of changed
knowledge, skills and behaviour and – eventually – improved quality management
of the fish value chain) can also sustain is still unclear and should preferably be
followed up during the post-project period.
The embedding of the new curricula at the Jakarta Fisheries University and Fisheries
Academies might be more challenging. The same can be said for the establishment of
the Centre of Excellence, which is part of the ambition of the Ministry. The major
challenge in this regard will be the development of the Centre in such a way that it
can fulfil the high ambitions assigned to it; this might not be that easy as running the
centre will require another management style and culture than those prevalent in
public administrations and academic institutions. As such, it is a pity that the
establishment of the centre is planned just before the project closure.
An important factor in view of the future sustainability of project benefits is that it
enjoys from high-level policy support within the ministry so that institutional and
financial mechanisms are in place to ensure benefit continuity. As an illustration, it
can be mentioned that presently a budget has already been earmarked for the
implementation of the training programme in 16 additional fishery ports.
It is not clear yet to which extent the project parties will engage in sustainable
cooperation in the future. At this moment, the Indonesian partner is reflecting on the
development of other (related) initiatives in which Wageningen International or
other Dutch actors might play a role.
While there is much certainty with regard to the embedding of the direct project
results, it remains to be seen to which extent similar levels of embedding can be
achieved at the level of project spin offs, in particular the ports where fishermen,
inspectors and port managers will be trained in the future. It might be possible that
in these places the training offer in itself is only a first (albeit important) step towards
a process of change. As said earlier, many external constraints might impede the
adoption of the changes advocated by the project. As such, a broader approach
might need to be developed to really realise the desired change process. To that
effect, it will also be important to set up a monitoring mechanism that is capable to
register the changes desired at the level of the three target groups mentioned above
and adapt the approach if necessary so that effects can be achieved that improve the
quality of management in the fish value chain.
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The relevance of the project is good. The project’s objectives contribute (directly and
indirectly) to some of the Dutch policy aims as stated in the policy memorandum
and the MJSP and are also in line with Indonesian policies to further pursue
integration in the international markets and using its natural resources potential in a
more optimal way for the benefit of the country and its people. The project can
contribute indirectly to three MDGs, in particular to that of poverty alleviation in as
far as its capacity building efforts produce the anticipated effects in terms of
improved quality of the fish value chain, which could directly impact on food safety
and income.
While this is not explicitly stated in the proposal or other documents, we can
suppose the project is also in line with the aims and interests of Wageningen
International and with the aims and interests of the participating Indonesian
institutions.
and to contribute to the enlargement of bilateral relations in as far as it would
eventually succeed, via the planned set-up of a centre of excellence, to create a broad
forum where all actors of the sector can meet, exchange and be supported in their
efforts to further develop the sector.
Though substantial – and largely successful - efforts have been undertaken over the
last year to put the project on track, its efficiency remains so far below expectations.
However, there is still substantial room for improvement. Much of the initial
difficulties are related to the weak formulation process and product, which have
obliged, and still oblige, project partners to review key issues related to the set-up,
budget and contents of the project. As such, the project implementation has been
substantially delayed and much time needs still to be devoted to clarify issues
related to implementation. Overall quality of key activities is good, with most
appreciation going to typical ‘training of trainers’ inputs related to methodological
and didactic aspects of training and education; inputs dealing with technical issues
add less value for the core group being trained that is already quite knowledgeable
on issues related to the quality of the captured fish value chain.
Despite the many relational difficulties of the past, at this moment one can rate the
partnership as balanced, with an Indonesian partner that articulates firmly its views
and does not refrain either from questioning certain EVD requirements.
The Centre of Excellence (still to be created) should ensure a proper capitalisation of
the major project outputs and a further dissemination of the capacity building efforts
to other Indonesian ports. Is this can eventually be achieved, project efficiency can be
considered as acceptable.
All in all, it is too early to make any conclusion on the project’s effectiveness and
impact. The project seems presently on track and has already achieved some
important results. However some of its major results still need to be achieved. In
particular with regard to its last result, the set-up of the Centre of Excellence that can
be considered as the masterpiece of the project and the key for eventual
dissemination of the project results, the short period that remains for its
implementation, besides other factors, might imply that this result won’t be fully
achieved before project closure. As such, the determination of the Indonesian
partners in the post-project period will be key to the sustainability of this Centre.
Several factors make that there exists a solid guarantee for the sustainability and
eventual embedding of the project results in the institutions concerned. Whether or
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not the anticipated effects of the training efforts (in terms of changed knowledge,
skills and behaviour and – eventually – improved quality management of the fish
value chain) can also sustain is still unclear and should preferably be followed up
during the post-project period. There is certain reason for optimism at the level of the
quality inspection, but less with regard to the actual practices of the fishermen. As
far as port management is concerned, it is too early to formulate conclusions.
The embedding of the new curricula at the Jakarta Fisheries University and Fisheries
Academies might be challenging and the same can be said for the establishment of a
fully operational Centre of Excellence that meets the high ambitions of the Ministry.
Running the centre will require another management style and culture that those
prevalent in public administrations and academic institutions. As such, it is a pity
that the establishment of the centre is planned just before the project closure.
Lastly, a very important factor in view of the future sustainability of project benefits
is that the project enjoys from high-level policy support within the ministry so that
institutional and financial mechanisms are in place to ensure benefit continuity.
While there is much certainty with regard to the embedding of the direct project
results, it remains to be seen to which extent similar levels of embedding can be
achieved at the level of project spin offs, in particular in the ports where fishermen,
inspectors and port managers will be trained in the future. It might be possible that
in these places the training offer in itself is only a first (albeit important) step towards
a process of change.
Various lessons can be learned from this interesting experience:
•
The project is a textbook example of what can be the negative consequences
of mistakes made in the project preparation process. Project formulations that
do not optimally involve (even unintentionally, as is the case in this project)
all key partners in an adequate way will inevitably run into trouble later
(conflicts, irrelevant objectives, lack of ownership, …).
•
Adequate capacity building both addresses technical and methodological
(didactic) issues; the latter dimension is often neglected in traditional capacity
building approaches but, as this project illustrates, is often highly relevant
and valued by the trainees. Considering the positive reactions of the trainees
(who have been ‘trained’ throughout their professional careers), one can
safely assume that capacity related to methodological issues is still often
neglected in Indonesia.
•
Local ownership and high level support are important factors to ensure
embedding and dissemination of the project results, in particular in case the
latter depend on the availability of financial resources.
•
Whatever the relevance of an intervention (in this case capacity building to
alter practices at the level of fishermen, quality inspectors and port managers)
and whatever the quality of the capacity building efforts, the eventual effects
can be easily minimised by external constraints (market forces, lack of
awareness at the level of consumers, institutional difficulties in fisheries
ports) on which the project has little if any influence. The project is
confronted here with the limits of its approach, which is only to a minor
extent including the private sector and the population at large.
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Annexes
•
•
Henk Zingstra (WI, now CDI)
E. Nursalim (by phone)
•
•
•
•
•
•
•
•
•
•
•
Sunoto, Staff Ahli MKP
Sjairief Widaja, BPSDM
Nyoman Surya, PusDik
Lina H. Sianipar, Dit. PP
Sadarmono S., Dit. PLN-P2HP
Martani Hs., P2HP
Dedi Fardiez, IPB
Lilly Aprilya P., BPSDM
Lukman N.H., DH.PP-DJPT
Pornia Pruyio, Program DPT
Helwijaya M., Dit. PLN, P2HP
•
•
•
•
•
•
•
I Ketut Sumandiarsa, STP Jakarta
Thomas Sinulingga, Kepala Sub-Bidang Bimbinagan Laoboratorium dan
Lembaga Sertifikasi
Sujartu, STP Jakarta
Asriani, STP Jakarta (Ketua program studi TPH)
Suharyanto, STP Jakarta
J. Djoko, STP Jakarta
Terry Yuliardi, STP Jakarta
•
•
•
•
•
•
•
Ir. Abdur Rouf Saur, Head of fishing port of Muara Baru
S.Hartoyo, Manager pelabuhan
Debby, Inspector mutu
Nor Alimin, Inspector mutu
M. Februannu, Translator
Hutami Dewi, Extension worker
M. Suni Ramli, Inspector mutu
•
Prof. Siegried Berhimpons
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1.9 Capacity building in sustainable bio-energy
Project name
Project code
Sector
Major objective
Expected end of project
date
Capacity building in sustainable bio-energy
INDF08/RI/12
Environment
Technische Universiteit Eindhoven (TU/e)
Universitas Muhammadiyah Yogyakarta (UMY)
The establishment of a bio-energy centre of expertise at
UMY
414,375
331,500
January 2009
December 2011
Project origin. The relationship between UMY and TU/e started in 2006. In the
following years, cooperation gradually developed via mutual visits and discussions.
This resulted in a workshop at UMY on wind, biomass and community projects in
2007 and in the training of 20 UMY staff. The good relations culminated in the
signing of a declaration of mutual interest in January 2007. UMY is well placed to
implement this project as it has also been involved in general energy related subjects
via its Centre for Regional Energy Management (CREM) that is involved in the
identification of energy needs and priorities and developing energy planning
capacities in the Yogyakarta region.
The project idea materialised gradually as a result of the intensive exchange between
both project partners, among others in the framework of the (Dutch initiated) Energy
Working Group, which led to the set-up of the CASINDO project. It was jointly
decided to focus on bio-energy as the focal area for the INDF proposal. Several
people from TU/e got involved in the drafting of the project proposal together with
the Indonesian project director who has a close working relationship with TU/e, and
has been fully supported by the UMY board also.
Project rationale and context. Indonesia is presently facing various serious
challenges related to climate change but also to its depleting energy reserves, which
will lead to problems such as rising energy prices in the future if not adequately
addressed. Implementing bio-energy technologies is widely recognised as an
important option to reduce the emission of greenhouse gases and to contribute to the
energy security of the country. Biogas, as an example of bio-energy, has a huge
potential in Indonesia and can be utilised for cooking purposes, but can also be
converted to electricity and mechanical energy. This has also been recognised by the
government policy that aims to achieve that 5% of the country’s energy needs will
come from biomass and biofuels by 2025.
Both project partners are also involved in the important CASINDO project
implemented under the Dutch Ministry of Economic affairs and involving five
Indonesian universities.
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Characterisation of project partners. Eindhoven University of Technology intends to be
a research driven, design oriented university of technology at international level,
with the primary objective of providing young people with an academic education
within the engineering science and technology domain. The university has a
multidisciplinary programme on Sustainable Energy Technology (SET) where
different courses are provided at several faculties. It disposes also knowledge about
conversion methods for biofuels. TU/e is active in Indonesia since 2004 in various
initiatives of knowledge transfer with several Indonesian universities.
The Universitas Muhammadiyah Yogyakarta is a private university and aims to conduct
research and provide education on an academic level and to pursuit knowledge
valorisation. Via its Centre for Regional Energy Management (CREM) it has acquired
knowledge and expertise related to bio-energy technologies. Its faculties of
economics, agriculture, and engineering are able to provide sufficient background
knowledge for the project.
Long term objective(s) and project purpose. The main objective of the project will be
to establish a Bio-energy Centre of Expertise (BCE) at the UMY. This centre will be
established to provide higher-level education in the field of bio-energy to students of
the UMY but also to the industrial and agricultural sector. The BCE will also conduct
research in the fields of biomass conversion technologies, sustainability issues and
biomass cultivation, and demonstrate, diffuse and conduct research with common
small-scale demonstration units of biomass conversion. The BCE will further conduct
technical and economic feasibility studies about biomass cultivation and processing,
organise conferences, function as a knowledge centre in the field of sustainable biofuels and support the work of the CREM.
Project results and sub-results. The following project results and sub-results are to
be achieved:
• The inception phase, which includes a meeting in Indonesia between the key
responsible staff of TU/e and of UMY and the formulation of a detailed
working plan.
• The development of a curriculum for a certificate programme on bio-energy. This
curriculum will consist of several courses in the field of sustainability, bioenergy conversion technologies, socio-economic feasibility studies and
biomass cultivation. The curriculum will be developed in four stages spread
over the first two years of project implementation. A certificate programme
document will be drafted at the end of this process in which the internal
regulations and internal quality management is described.
• Initial research activities. These research activities will be implemented for
government, industry and agriculture clients. A pilot research project will be
conducted, a website launched and four conferences held about renewable
energy subjects with the aim to attract potential industrial partners for
conducting research projects in bio-energy.
• Project conclusion and evaluation. This phase consists of the administrative
closure of the project, the auditing of the certificate programme, a closing
meeting between the TU/e and UMY staff in charge of the project and a
project evaluation.
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expected that the achievement of the project goal (the establishment of a bio-energy
centre of expertise) will at least indirectly lead to a decrease of green house gas
emissions and increased possibilities to generate energy, which are linked closely to
the MJSP aim of improved environment. Via its aim to generate interest for biomass
conversion from the industry, the project has also the potential to contribute to the
development of a more sustainable business climate.
The project is also supportive to the work of the Energy Working Group’s (that is
part of the Bilateral Energy Cooperation Indonesia Netherlands) activities in
Indonesia. This working group is funded by the Dutch government and support
Indonesia in improving its energy policy; it includes the strengthening of
technological know how related to sustainable energy technologies.
The project’s has some potential to produce a specific added value for broader policy
aims and to contribute to the enlargement of bilateral relations as it aims at
generating the interest of the business community for biomass conversion. This
would however imply that the project can broaden its set up that is presently only
made up of academic institutions.
For TU/e the interest to participate in this project is to establish working relations
with companies to share knowledge and find partners for future research activities,
to find save and suitable locations to place students for research projects, to build
working relations with institutions abroad for future activities and to fulfil its social
responsibility.
TU/e envisages to continue its cooperation with UMY; various ideas are presently
considered. Both partners have recently worked on a joint project proposal (in
cooperation with other universities) to be submitted to the Erasmus Mundus
Program of the European Union.
The contribution of the project to the MDGs is rather indirect. Access to (cheap and
reliable) energy is not stated explicitly as a goal in the MDGs but in case the project
reaches its objectives it will indirectly contribute to some of the MDGs, in particular
MDG 1 (eradication of extreme poverty) and MDG 7 (environmental sustainability).
Via its focus on the industrial and agricultural sector, the sustainable cultivation of
biomass will be promoted and as such avoid (or diminish) competition with food
crops. The contribution to the reduction of global warming and climate change will
be beneficial for the poorest as they are usually most vulnerable to climate change
related events.
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frameworks?
The Indonesian government has acknowledged the need to produce bio-energy as
formulated in Presidential Regulation nr. 5/2006, that aims to secure domestic
energy supply. One of the strategies to reach this objective is to establish an optimum
primary energy mix by 2025, where 5% of the energy supply has to come from
biomass and bio-fuels. To accomplish this aim, new technologies need to be
implemented that can replace fossil fuel based applications or inefficient conversion
technologies in a sustainable way.
framework of Dutch – Indonesian cooperation. The project proponents argue that
support the specific bio-energy field will provide the opportunity for UMY to
possess a specific expertise in this field (as compared to other institutions working on
the sustainable energy).
Reliable access to energy at an affordable price is a crucial issue for the Indonesian
population to fulfil both its social and economic needs. The multiple effects of energy
on the lives of people are well known and documented. In addition (see above), the
project is expected to contribute to poverty alleviation and to mitigate the effects of
climate change and global warming that will threaten the Indonesian archipelago in
the future decades.
There is already ample expertise on biogas among NGOs in Java (including recently
a big Hivos project) and also at ITB and UGM level. The added value of UMY will
depend on the ability to focus on the specific niche and to render specific local
expertise and purposes (e.g. more advanced technology; two tank systems, cleaner
gas, mobile units etc.).
UMY has a strategic interest in this project, as it will enhance the university’s
knowledge about bio-energy so that it can distinguish itself on this topic and attract
more and good students. The project is also highly compatible to the activities of the
CREM institute, which is situated within the university and aims to play an
important policy role.
Both partners have recently worked on a joint project proposal (in cooperation with
other universities) to be submitted to the Erasmus Mundus Program of the European
Union.
framework and priorities, and its relevance is beyond any doubt. By focusing on new
technologies that can play an important role in the energy sector in the future, there
is a potential to contribute to improvement and innovation in the Dutch – Indonesian
154
policies. The fact that there seems to exist a potential for increasing private sector
involvement constitutes another possibility for innovation.
3.2. Efficiency
Quality of the formulation process. The project proposal has been one of the results
of a process of cooperation between the two project partners that started in 2006 and
gradually intensified and produced increasingly ambitious initiatives. As such, it can
be stated that the project idea nearly organically grew out of the dynamic interaction
between both partners who found in the project subject – bio-energy – a common
issue of concern and interest that is entirely in line with both institutions’ aims and
interests.
Quality of the project proposal. The quality of the project proposal is moderate.
The project outputs (results) are clear and logic and this applies also to the
underlying sub-results and activities, and equally to the operational plan. The
quality of the description of the long term and short term objectives is however
weak. This section of the proposal (1.6) presents actually a mix of higher-level aims,
outputs and activities without any hierarchy and without clearly explaining the
actual intervention logic. It is difficult to derive the project goal from this section.
Under the long-term (?) objectives it is stated however that the main objective of the
project is the establishment of the Bio-energy Centre of Expertise at UMY. This
project goal is however rather the summary of the results than its effect. The latter
would have been preferable, as it would entail a real development effect that should
be the aim of any project intervention. As such, it would have been more logic to
consider the establishment of the BCE as a specific result (output) and opt for
another project goal, which would refer to the actual effects of the BCE’s action.
The section on the project organisation is extremely brief with a reference to some
annexes. The section on project spin-offs is well elaborated but fails – for some of the
spin offs presented - to describe clearly the linkage between the envisaged project
effects and the spin offs described, which can be attributed to the absence of the
development effects brought about by the project (see previous paragraph). The
issue of the sustainability of the project results is not addressed in the proposal.
The proposal contains a section on risk analysis, which presents five risks and the
way to deal with these. Not all potential risks have however been addressed. In
particular risks related to the economic viability of bio-energy, when applied at the
level of the population or in the context of industrial and agricultural activities, have
not been addressed. Neither is there a risk analysis of the policies and political and
economic interests in the energy sector and their possible impact on the project.
In terms of timing, budget and contents, project activities have been largely
implemented as initially planned. During the inception phase, decisions have been
taken on minor budget shifts reflecting modifications in activities, but these are
entirely acceptable in the context of a development project with a strong institutional
nature, that never can be entirely implemented according initial plans. There have
however been substantial changes in the personnel responsible for the project (both
at the Dutch and the Indonesian side) in comparison with the staff proposed in the
project proposal. As these changes occurred in the inception phase of the project,
they might not have affected too much project implementation.
The project progress reports indicate that the project so far could largely be
implemented according to the initial plans. However, the latest report available
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(covering the period till December 2010) mentions delays that are caused by
complications in the procedure for purchasing equipment and the decision to opt for
cheaper hardware with the similar capacity from another supplier due to a
unfavourable exchange rate. In addition it was stated that the curriculum would not
be entirely developed by end 2010 (as planned) because of a delay of five months in
the training of two UMY key staff. Despite these delays, the project parties so far see
no reason to extend the project period.
Both project partners share equally the own contribution component of the budget.
This mechanism is not new for UMY and there is a budget allocation for co-financing
in the development projects.
resources on the basis of a documentary study and a short project visit alone. TU/e
disposes of a broad pool of experts in the area of bio-energy and curriculum/course
development whose expertise can be tapped for the project. At the level of UMY,
expertise is still being developed involving lecturers from three faculties, i.e. the
Faculty of Economics, Faculty of Engineering and Faculty of Agriculture.
The following are a few further indications that seem to suggest the good quality of
the key activities:
• The training of two UMY staff at TU/e mid 2009 has been well conceived by
the TU/e staff, using a mix of didactic approaches and culminating in the
drafting, by the UMY staff, of course concepts and plans, tests, etc. These
were critically discussed and commented upon by the TU/e staff; these staff
members have a very positive impression of the final outputs produced by
the UMY staff.
• The course on biofuels at UMY, attended by 10 lecturers from UMY
belonging to three faculties, was considered a success by the Dutch experts in
charge of the course. All participants were cooperative and motivated and
showing interest in active learning; as they had a different background good
interdisciplinary work was achieved.
In addition, it can be mentioned that TU/e staff expressed its satisfaction with regard
to the dynamism and high level of motivation with which UMY implements this
project. On the other side, the UMY lecturers also expressed their satisfaction on the
quality of the experts provided by TU/e in terms of the content of the subject
matters, the exposure to other parts of the world, the openness to share knowledge
and information, commitment to support, their attitude to treat the UMY lecturers as
equal partners and their friendly behaviour.
So far, the project has not yet been able to mobilise external resources. However the
strengthening of the available network and the widening of networks to new
institutions abroad create potential to directly and indirectly mobilise external
resources.
As the project is still in its implementation stage and its major results are still to be
achieved, it is too early to assess the relation between project resources and project
results.
partners
As mentioned earlier, the project has grown organically out of the existing
cooperation between both partners who knew each other well before. The project setup is rather simple (only two partners directly involved) and as such not requiring a
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substantial management effort. At the side of TU/e things are simplified by the fact
that both the administrative/financial and the content dimension of the project are
assured by the same person who acts as a liaison to the experts on bio-energy
available in the university.
At UMY level, the dynamic project leader plays a key role but is very well
complemented in his task by a few competent university staff. His frequent visits to
Eindhoven (also in the framework of the bigger CASINDO project) imply that project
management runs smoothly. It can be stated that there exists a balanced partnership
between the Dutch and Indonesian partners who understand each other very well
and communication between partners runs smoothly. Transparency is adequately
served through shared decision making mechanism and shared narrative reports.
This is however not so obvious for the financial aspect as UMY has access to the
project budget but not to the financial reports.
There seems to exist an adequate balance between activities implemented in The
Netherlands and in Indonesia. The fact that a few staff of UMY have been sent to
Eindhoven for a relatively long period seems justified as in that way they could tap
the varied expertise available in the university and adopt a process approach in
developing the course materials.
implementation. Nevertheless contact to the Embassy is established through the
CASINDO project. An Embassy staff is expected to pay a visit to UMY in the near
future.
The project partners are positive about the role of EVD, but find the procedure for
the purchase of project equipment cumbersome and therefore contributing to a delay
in the implementation of project activities, though it is also recognised that TU/e
lacks the expertise to deal effectively with this type of activities. EVD staff has visited
the project to monitor the progress and discuss the problems.
The project managed so far to submit all its progress reports on time and can be
considered truly exemplary in this regard; as such, this can also be considered as an
indication of the quality of the project’s management and partnership.
Quality of project reporting is fair. The reports are transparent on the level of project
progress and the changes towards initial planning. The annexes provide good
insights in the implementation of key activities. The reports could however benefit
from a more systematic reporting per project result, which would make them more
accessible for external parties.
No particular monitoring and evaluation system is established. The project tries to
stick to the project planning and good communication between project partners
allows good flow of information about the project progress. The latter contributes to
the capacity to adjust accordingly the project implementation when needed and
immediately seeks for approval from EVD. The unexpected problems with which
project partners were confronted seem to suggest that they can adequately deal with
emerging difficulties and find adequate solutions.
It is too early to assess fully the degree to which the projects are evaluated and
experiences documented and capitalised (learning). However, the elaboration of
course modules, the set up of a website and the organisation of four conferences are
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all activities of a ‘capitalising’ nature. In addition, the capacity building activities
conducted by TU/e staff are shortly but adequately reported on and always contain
some evaluative reflections.
•
•
•
•
The implementation of this project has been hampered by the complicated
requirements related to the purchase of equipment (as has been experienced by other
projects also). The administrative requirements are considered heavy but
manageable in the end. Funding and tariff modalities are however unattractive for
the Dutch partner, who stated that it could not have engaged in the project without
there being the CASINDO project which allows to create some synergies and
contributes to efficient project implementation.
As mentioned before, the project is still being implemented. It just started its third
year of implementation during which previous efforts are expected to culminate in
the achievement of its most important results. The following has so far been
achieved:
•
The inception phase could be implemented as planned. It included a mission of
TU/e to the UMY project partner to decide on a detailed planning and
budget. The project design document was finalised and the management
agreement between the partners concluded.
•
The development of a curriculum for a certificate programme on bio-energy. An
important number of activities planned under this result has already been
accomplished. Two UMY lecturers took a four-months training at TU/e to
prepare two syllabi on bio-energy related topics; during their stay the
lecturers produced a detailed course outline and planning and collected
background material. Early 2010 staff from the FACT foundation trained 10
lecturers belonging to different faculties during 10 days. Two more UMY
lecturers were trained in Eindhoven in the autumn of 2010 and a follow-up
training by three TU/e lecturers to further assist the UMY lecturers in the
development of their modules. In the meanwhile the lecturers who came first
to Eindhoven finalised their course material and are already teaching the
newly developed courses. No pilot of the certificate programme could
however be conducted yet as some modules still wait finalisation. The
respective lecturers are still in the process of drafting teaching materials
expected to be ready in April 2011 and to be discussed then in a workshop
attended by a TU/e lecturer.
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•
Initial research activities. These research activities are to be implemented for
government, industry and agriculture clients. A bio-energy pilot research
project has been started up in the first semester of 2009. After having
obtained external advice, the design of the pilot was adapted (choice for
smaller equipment as problems were foreseen with the gathering of sufficient
feedstock). Serious problems and delays were encountered in rounding of the
purchasing procedure, compounded by a change in the exchange rate
between Euro and Rupiah, which forced the project to opt for an alternative
(less expensive) equipment, which implied that part of the procedure needed
to be repeated. The installation is planned to be operational only by June
2011.
The first of four conferences about renewable energy subjects was held in
June 2010 with the subject ‘Developing a community that is self-sufficient in
energy supply’, and discussed biogas applications for home industries. The
workshop was followed by one day of practical training. The second
conference was held in October 2010 and dealt with Regional Energy
Planning and the involvement of communities. The next two conferences are
to be implemented this year.
•
Project conclusion and evaluation. For obvious reasons, this result has not yet
been addressed.
As the project is still fully in its implementation stage, it is too early to assess to
which degree it will achieve its main objectives as stated in the project proposal. At
this moment, there are no reasons to believe however that the BCE will not be
established. An agreement of the three faculties (Faculties of Agriculture,
Engineering and Economics) involved in this multidisciplinary program has been
signed by the deans of each faculty. The BCE website has been launched early 2010,
however the content is still very limited. Expertise of the lecturers from three
faculties has been upgraded and collaborative work between the faculties’ members
has been facilitated. Topics have been taught to students from the three faculties
(with an additional involvement of the faculty of Social and Political Science) as an
independent learning subject (Bio-energy in the Faculty of Agriculture) and/or
integrated in the most suitable subject.
Due to the limited number of lecturers qualified to teach in the master program
(requiring lecturers with at least a Doctorate degree) the option for certification
through a master program is no more feasible. It is not clear whether a thorough
analysis on the position of the certificate program against the academic offer of other
universities will be conducted. However it is clear that the multidisciplinary aspect
of the program becomes a special characteristic of the program of UYM that is crucial
for the sustainable bio energy theme. UMY also wants to maximise its distinctive
advantage of “being close with the community” and having close links to the big
network of the Muhammadiyah organisation which other universities have not/or
only in a limited way and to concentrate its expertise in the bio-energy sector,
especially biogas.
Attempts to widening the network to target groups (students, local governments,
small/micro industries and farmers) who have the potential to become clients of
BCE have been conducted by inviting them to activities conducted by UMY on this
topic. However these efforts still need to be enhanced further to reach out more
potential clients. It is important to note that UMY efforts also include facilitation to
vocational schools as an additional target group.
cooperation
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It is too early to conclude anything meaningful in this regard as the project so far has
mainly worked on those results that will constitute the building blocks of the BCE.
It is also too early to assess the degree to which the project has contributed to
stronger institutions (both in Indonesia and The Netherlands). The activities
implemented so far in terms of capacity building of UMY staff give however solid
ground to the expectation that the project will contribute to strengthening UMY’s
institutional capacities, within the BCE (to be created), but also on a broader level
(spin offs to various faculties). In this regard, one can only deplore that the actual
application (try out) of the certificate programme does not form part of the project as
it would have offered additional opportunities for strengthening the programme and
UMY at large.
There are timid signs of the project’s contribution to the broadening of development
actors, as the conference held provoked the interest of actors outside the academic
world: farmers, local public decision makers, teachers providing vocational training.
The project contributes to the further reinforcement of the partnership between the
two partners. Future cooperation is sought through a joint proposal for Erasmus
Mundus. In addition, TU/e also facilitates UMY to widen its network at the
international level, among others to the Asia Pacific Network for Global Change
Research. The participation in the APN programs results in the joint proposal for
“Modelling Sustainable Bio-energy Transition in Indonesia” that will target the
Pesantren6.
The project has not engaged in searching synergies with other INDF projects, though
there are obvious reasons to do so. More in particular, the project at the Malang
Muhammadiyah University (cooperation with BGP, a specialised engineering bureau
of the Netherlands) related to solid waste management (INDF/07/RI/21) and the
project to develop capacities for community-based micro hydropower in Maluku
(INDF/09/RI/23) are working in the same domain at the UMY project.
There is a linkage with EWG as UMY is one of the members and involves in the
EWG programs. The synergy of this project and the CASINDO project has been well
established that they are closely interconnected that efforts/activities are worked on
to complement each other.
It is too early to conclude anything meaningful in this regard. The impact of the pilot
project was still limited when this report was written.
The most significant positive unplanned effect is the widening of the network of
UMY and its active participation at the international level (see 3.3.3). This boosts the
confidence of the university as its existence is internationally recognised.
Another unplanned effect is the inclusion of an additional target group of the project,
i.e. the vocational schools.
6
A pesantren is an Islamic boarding school. There are quite a number of Pesantren in Indonesia,
many of them are associated to the Muhammadiyah organisation.
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Three major results can be distinguished which the project aims to achieve. The
following are a few preliminary indications on their future sustainability:
•
The sustainability of the certificate programme on bio-energy will evidently
depend on UMY’s capacity to organise the programme, on the interest for the
programme and on the actual amount of participants that enrol. It is stated
that the project (and thus the certificate programme) enjoys the full support
of the UMY leadership, which is an important pre-condition for the
sustainability of the certificate programme. It is not clear yet to which extent
the programme will generate interest among the students. There is potential
that students are interested in the program, especially in its multidisciplinary
aspect, however further efforts are required to make the information widely
known to them. The interest of the other potential clients (industry, farmers,
local government officials) is not clear yet. This depends evidently on the
potential value added of the programme, its relevance in present day
Indonesia (market demand, employment opportunities) and evidently also
on the quality of the programme and its lecturers. The positive appreciation
of TU/e staff towards the UMY staff they worked with is a positive factor
related to this last issue.
•
The conferences are meant to generate a broader and deeper interest for bioenergy conversion technologies. At this moment it is unclear to which extent
these conferences are (will be) able to generate the interest required, in
particular at the level of potential industrial partners and whether this will
eventually lead to new joint research projects.
•
The establishment of the BCE will probably be achieved by the project; it is
expected to be part of the CREM. Considering the broad ambitions of this
BCE (as stated in the proposal), its adequate functioning will require
substantial resources. At this moment, it is not clear to which extent these
resources will be available from within the university and/or external
sources. Instead, BCE is expected to become the strategic business unit of the
university and finds external funding to support the research projects. No
business plan for the BCE has been developed yet.
The sustainability of BCE will also depend on how well it places itself among
the many actors already active since long in the bio energy sector especially
biogas in Central Java and Yogyakarta (as envisaged as its main focus) and
how well it uses its distinctive advantage of being closely linked to
Muhammadiyah grassroots communities. As long as BCE sticks and focuses
to its niche (distinctive advantage) in research to develop energy conversion
machines/tools that are of good quality, practical, easy to use and maintain,
economically feasible, will it gain recognition, raise demands from the
community and be well placed among actors working in the same sector.
It is too early to judge this aspect. Nevertheless some successes are worth to be
mentioned to qualify the extent to which this project will eventually generate the
institutional spin off in terms of dissemination of the knowledge: a research proposal
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introduced by UMY (supervised by FACT foundation) on small-scale machinery for
cutting and drying vegetables has been approved by the Ministry, modules and
teaching materials related to the topics of bio-energy have been developed (some are
not yet finished) and the topics are taught to the students; though it is still in an early
phase some vocational schools learn new teaching methods that facilitates students
participation, and the local governments approached UMY to be involved in the
realisation of a technological demonstration and research park. It is not clear yet to
which extent this project will increase interest for and application of bio-energy
conversion technologies especially biogas.
Whether or not there will be a continuation of the present partnership between TU/e
and UMY depends on the success of the project. However the relationship between
the two universities will remain good and cooperation in a probably smaller scale is
very likely.
The relevance of the project is good. The project’s objectives contribute (directly and
indirectly) to some of the Dutch policy aims as stated in the policy memorandum
and the MJSP such as an improved environment and a sustainable business climate.
The project is also supportive to the work of the Energy Working Group’s activities
in Indonesia. The project is also in line with Indonesian policies that acknowledge
the need to produce bio-energy as part of its strategy to secure domestic energy
supply.
The contribution of the project to the MDGs is rather indirect. Access to (cheap and
reliable) energy is not stated explicitly as a goal in the MDGs but in case the project
reaches its objectives, it will indirectly contribute to some of the MDGs, in particular
MDG 1 (eradication of extreme poverty) and MDG 7 (environmental sustainability).
As such, the project clearly responds to the needs of the population for a reliable and
affordable access to energy as a basis for the fulfilment of its basic needs and
economic development.
The project is in line with the aims and interests of both TU/e and UMY who want to
develop further their competence in the area of bio-energy.
aims and to contribute to the enlargement of bilateral relations as it aims at
generating the interest of the business community for biomass conversion. By
focusing on new technologies that can play an important role in the energy sector in
the future, there is a potential to contribute to improvement and innovation in the
Dutch – Indonesian policies.
The efficiency of the project can be rated as good. The project formulation process
took care of both partners’ interests but culminated in a proposal that contained
some weaknesses on the logic of activities-results-objectives, and on the risk analysis.
In terms of timing, budget and contents, project activities in the early project stages
could be largely implemented as initially planned. At the start of the project, there
have however been substantial changes in the personnel responsible for the project
(both at the Dutch and the Indonesian side) in comparison with the staff proposed in
the project proposal without however affecting the project negatively. Over the last
year, delays occurred in the purchase of equipment (to a large degree caused by a
cumbersome procedure and an unfavourable exchange rate) and there was also a
delay in the training in Eindhoven of two UMY key staff.
resources on the basis of a documentary study and a short project visit alone, but the
evidence that could be gathered seems to suggest that the expected quality has been
achieved so far. As this project has grown organically out of the existing cooperation
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between both partners who knew each other well before, its management runs
smoothly and partnership relations are balanced. Progress reports are submitted on
time and of fair quality. The key project activities embed a strong learning and
capitalising dimension, which constitutes a guarantee for the eventual sustainability
of project results.
As the project is still being implemented and just started its third year of
implementation during which previous efforts are expected to culminate in the
achievement of the most important project results, it is too early to provide a
judgment on the project’s effectiveness. So far, the activities undertaken seem to be of
good quality and let suppose that the project will be able to achieve its planned
results, in particular the establishment of the BCE. In as far as this achievement will,
on its turn, contribute to the achievement of higher-level objectives, cannot yet be
determined. It is not clear either to which extent the project will be able to generate
substantial interest from the private sector, which can to be considered as a major
condition for broader project impact.
As effectiveness cannot yet be addressed adequately, the same applies, logically, for
the sustainability of the project benefits. So far, there are some main points for
concerns related to the sustainability of the key project results, which relate to the set
up of the certificate programme on bio-energy and the establishment of the BCE. The
sustainability of BCE will depend on how well it places itself among the many actors
already active since long in the bio energy sector especially biogas in Central Java
and Yogyakarta (as envisaged as BCE’s main focus) and how well it uses its
distinctive advantage of being closely linked to Muhammadiyah grassroots
communities. As long as BCE sticks and focuses to its niche (distinctive advantage)
in research to develop energy conversion technologies that are of good quality,
practical, easy to use and maintain, and economically feasible, will it gain
recognition, raise demands from the communities and be well placed among actors
working in the same sector.
Lessons learned:
•
A multidisciplinary approach is more appropriate to enhance understanding
and capacity to deal with complex issues (including social and economic
themes) such as energy.
•
In an exclusively academic partnership, it is more difficult to ensure a
substantial involvement of other actors and attract in particular the interest of
private actors. Systematically making use of the comparative advantage to
widen the scope of actors involved is crucial in this regard.
•
Don’t expect to early involvement of the industry as they will want to see
equipment and results of research before deciding to be involved.
•
Partners with a strong track record of cooperation prior to the start of the
INDF project are quickly able to set up adequate project management
mechanisms and an adequate partnership structure. A partnership based on
mutual respect is more likely to guarantee success.
•
The tailor made model of training of two UMY staff who spent four months
in Eindhoven provides an interesting model of relevant capacity building and
will generate probably better results as participation in regular programmes.
The success of this approach depends however on the quality of the staff sent
(capacity to articulate own needs, to work independently, …) and the quality
and size of the pool of expertise available at the host university.
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Annexe: List of persons and institutions contacted:
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Fabby Tumiwa, independent resource person, IeSR
Mrs. Mara Wijnker, project manager, TU Eindhoven
Patrick van Schijndel, project manager, TU Eindhoven
Mr. Bambang Riyanto, Deputy Rector II, UMY
Mr. Tony K. Hariadi, Project manager/Dean, UMY
Mr. Surya Lesmana, lecturer, UMY
Mrs. Indira Prabasari, lecturer, UMY
Mr. Andan Yunianto, lecturer, UMY
Mr. Saibun, researcher, UMY
Mrs. Lilis Setiartiti, lecturer, UMY
Mr. Rahmat, lecturer, UMY
Mrs. Agung Astuti, lecturer, UMY
Mr. Totok Suwanda, lecturer, UMY
Mr. Wahyudi, lecturer, UMY
Edwin, student, UMY
Amirul Mahar, student, UMY
Rizkia, student, UMY
Ezna, student, UMY
Purwanto, student, UMY
Erma, student, UMY
Fitriana, student, UMY
Marjan, Farmer
Maryoto, headmaster, SMK Bambanglipuro
Ganjar, teacher, SMK Bambanglipuro
Dahar, village head, Potorono Village
Totok Tri Wiarto, Potorono Village
Aris Munandar, head of Pesantren, Potorono Village
Giyono, Potorono Village
Zarkasy, Potorono Village
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2.1 Strengthening the Plant Variety protection System in
Indonesia
Project name
Project code
Sector
Major objectives
date
Strengthening the Plant Variety Protection System in
Indonesia
INDF07/RI/11
Agriculture
Naktuinbouw (Stichting Nederlandse Algemene
Kwaliteitsdienst Tuinbouw)
Centre for Plant Variety Protection
(1) To strengthen the existing administrative
procedures and to strengthen the technical DUS
testing system for handling on going and future PVP
application; (2) To familiarise potential users of the
PVP scheme with the on going system; (3) To create
awareness and confidence in a Plant Variety Protection
563,604
450,883
October 2007
January 2010
Project origin. The successful four-years collaborative research programme on
Biotechnology in Breeding and Seed Technology between the Dutch and Indonesian
Ministries of Agriculture in 1998 entailed the set-up of Plant Variety Protection (PVP)
system. Following the adoption of the PVP Law in 2000, Indonesia wanted to put the
law into implementation and therefore sought for further assistance from the
Netherlands that has a long tradition in plant breeding, variety testing and plant
breeders’ rights. This resulted in the support via PBSI Project “Assistance to the
Implementation of Plant Variety Protection (PVP) in Indonesia” (DAO 0013720) from
2001 to 2005. This project laid the foundation for the PVP system in Indonesia. In
2004 the PVP Centre was officially opened. The Indonesian government via the
Centre sought further support for the proper implementation of the PVP system and
this had found its support through the Indonesia Facility.
Project rationale and context. The Government Regulations to implement the Law
no 29/2000 on the protection of intellectual property of plant varieties were signed in
April 2004, when the project of the “Assistance to the Implementation of PVP in
Indonesia” was almost over. For this reason, the project dealt with the theoretical
implementation of the Law, however support to the actual implementation of the PVP
system was still lacking. The PVP Centre as a newly established institution needed
support to further develop the PVP system and improve its expertise. An evaluation
of the system and its practices was required to identify the flaws and improve the
system. Despite the short period of the PVP system implementation the low number
of applications for Plant Breeders’ Rights (PBR) was also caused by the lack of public
166
awareness, especially at the level of the potential applicants of the PVP scheme, the
lack of knowledge on the commercial benefits and the lack of enforcement and of
general trust in the overall system.
Characterisation of project partners. Naktuinbouw (Netherlands General Inspection
Service for Horticulture) is the leading European organisation in Distinctness,
Uniformity and Stability (DUS) testing for vegetable, ornamental and agricultural
crops. It is a so-called non-departmental public body that monitors, stimulates and
promotes the adherence to high quality standards of a specific range of agricultural
products, processes and chains, in particular related to the production of
propagating material for the horticultural sector. It carries out the supervision and
the statutory inspections of propagating material as prescribed in European
directives and Dutch legislation. It has a broad range of experienced specialists in all
crops.
Centre for Plant Variety Protection is an institution responsible to the Indonesian
Ministry of Agriculture carrying out the mission for the protection of crop varieties,
DUS testing, granting plant variety rights and PVP consultant applications. The
Centre has two boards and one group: the PVP Commission that is responsible for
compiling guidelines and giving recommendations for granting or rejecting plant
variety rights applications, the Appeal Commission that handles appeals from the
rejected applicants and the PVP Examiners.
Long term objective(s) and project purpose.7 The project will contribute to the
following goals: (1) to streamline the process of application for PVP, DUS testing and
reporting in preparation of the act of granting of PBR by the PVP office (2) to establish a
sustainable, effective and (cost) efficient DUS system for future plant variety registration and
protection in accordance with the UPOV principles, in continuous collaboration with the
Dutch organisations and authorities concerned and that has the full confidence of the users of
the PVP scheme.
The purposes the project will achieve have been formulated as follows: (1) to
strengthen the existing administrative procedures and to strengthen the technical DUS
testing system for handling on going and future PVP applications, (2) to familiarise potential
users of the PVP scheme with the on going system, (3) to create awareness and confidence in
a PVP system.
The PVP system must support agricultural and horticulture in achieving that: (1)
new varieties are produced at a higher rate and of a better quality, meaning that they
are more suitable for the Indonesian conditions, (2) breeders can generate income
from selling seed or granting licenses, and (3) Infringement or forgeries can be
satisfactorily pursued in legal terms.
Project results and sub results. The following project results have been decided
upon after the inception phase:
1. Project start up which includes management agreement regarding the rights
and obligations of the partners towards the EVD, detailed project plan and
working plan – including the training program, final choice of horticultural
and agricultural crops for PVP program, availability of CVs and salary
information of all persons included in the project, and inception report.
2. Evaluation PVP system and practice in Indonesia which includes evaluation
of the technical and administrative procedures of the PVP centre in Jakarta,
evaluation of the setup of technical documentation material for DUS testing,
determining customer satisfaction of the Indonesian PVP scheme, and
progress report.
7
The formulation of the goals was derived from the project goals as stated in the project proposal and
inception report.
167
3. Implementation of training program which includes study trip to the
Netherlands of 12 Indonesian participants to study the technical and
administrative PVP procedures, including the EU system; training for 10
trainees in the Netherlands for 10 days on practical implementation of PVP in
the field of agriculture, ornamentals, vegetables, plantation and forestry
crops; the same 10 trainees are trained in Indonesia for 5 days in the same
field facilitated by 8 Dutch experts; Train the Trainer program for the staff of
PVP Centre and 5 DUS Stations; 4 Indonesian experts trained in Wageningen
in Plant Breeders’ Rights for two weeks and participation in the UPOV
distant learning course; establishment of the help desk function in the
Netherlands and front office in Jakarta; technical documents and test
protocols for DUS testing of all selected crops; and progress report.
4. Internationalisation, dissemination and recommendations for policy which
includes organisation of 2 symposia regarding the impact of PVP and the
complete process of application up to obtaining Breeder’s Rights in Indonesia
for interested companies, closing seminar to present the evaluation of all
project results to all stakeholders, agreements for future collaboration
concluded between the partners and final project report.
in the policy memorandum and the MJSP. The improved PVP system and a more
professional PVP Centre contribute to better governance in the sector and create a
good environment for (foreign) investment in the sector. The availability of good
quality plant varieties will produce good quality products and higher yields that
contribute to food security.
The objectives of the project contribute directly to the achievement of the mission
statement of the Dutch Ministry of Agriculture, Nature and Food Safety (to realise a
sustainable agriculture, robust nature, a countryside where everyone feels at home
and good quality food) that is realised by strengthening institutional development
and capacity building programs, mutual investment and stimulus of trade.
(activities are realised that would not be realised without the INDF) is limited. The
project is part of the broader cooperation framework between the Netherlands and
Indonesia that exists already for some time and mainly involves ‘regular’
development actors. Being a succession of two consecutive projects conducted
previously by the Ministries of Agriculture of both countries since 1998, the project
entails however the potential to ensure sustainability and building further on
positive results of the previous projects.
Naktuinbouw has the expertise and experience in the management of similar
projects in several countries. Being involved in the setting up of the PVP system, this
project allows Naktuinbouw to continue its involvement to improve the system. This
168
contributes to achieving the mandate of the institution at the international level and
has the potential to improve its reputation as the leading European organisation in
DUS testing for vegetable, ornamental and agricultural crops. Further cooperation is
sought as described in a letter of intent signed between Naktuinbouw and the PVP
Centre.
The contribution is very indirect. In case the project reaches its objectives it might
contribute to employment creation and increased income for farmers that produce
good quality products for domestic and overseas markets.
frameworks?
The project supports the protection of intellectual property rights in the field of plant
variety, which fits into the policy of the Indonesian government to comply with the
Agreement on Trade Related Aspects of Intellectual Property Rights (TRIPS). It is
also compatible with the revitalisation of the agriculture sector that remains a high
priority for the Indonesian government. Focuses in this sector are food security,
competitiveness, diversification, and productivity and value added of agricultural
and horticultural products.
realised without the INDF. However the long-standing cooperation between
Indonesia and the Netherlands for strengthening the PVP sector in Indonesia is
strategic due to the extensive expertise and experience of the Dutch partner at the
international level.
The recognition of the intellectual property rights on plant varieties provides local
breeders the incentives to develop quality varieties. In principle, all breeders (small
local breeders and bigger, foreign breeders) can take part in a PVP system and
benefit from it, but the conditions to get property rights are quite heavy, so that one
can ask to which extent small local breeders can effectively access to the system. and
how this arrangement will protect local varieties and local farmers. The project
addresses the needs for the availability of plant varieties that are suitable for the
Indonesian conditions and with superior characteristics that will boost the
production of quality products and higher yields. This is part of the strategy to
improve food security.
The project has been defined in a demand driven way. A proposal was developed by
the PVP Centre in 2006 and submitted to the Dutch Embassy in Jakarta. The proposal
received strong support from the then Dutch Agricultural Counselor in Jakarta. This
was followed up by the discussions promoted by the Director of the Centre in a visit
to the Netherlands and at a UPOV meeting. The project was gradually built up based
on these proposals and discussions.
The project aims to tackle the need for strengthening in house expertise of the PVP
Centre and strengthening the Indonesian PVP system. This directly and positively
contributes to the achievement of the institution’s mandate.
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The project was a continuation of previous projects. It was an answer to the growing
demand for support in the PVP sector that started in 1998. This long-term
cooperation shows the commitment of the Ministries of Agriculture of both countries
to develop a sound PVP system in Indonesia. During the ‘closing seminar’, a letter of
intent was signed between Naktuinbouw and the PVP Centre to continue the good
contact and cooperation.
improvement of the Dutch – Indonesian policies.
3.2. Efficiency
character are well explained in the proposal. It is clearly a follow up initiative
developed from the previous projects. The strong involvement of the Director of the
PVP Centre and relevant officials of Naktuinbouw guarantees the institutions to be
on board in the implementation.
There were only minor changes in the project plan agreed upon during the inception
report compared to that of the proposal. This indicates the adequate involvement of
both institutions, especially the PVP Centre, from the early stages of the project
formulation.
applies also to the underlying sub-results and activities. However there is confusion
on the formulation of the short term and long term goals, purposes and impacts. The
project purpose and long term goals are rather formulated as activities rather than as
an effect of the project outputs. The latter would have been preferable, as it would
entail an organisational change at the level of PVP Centre and PVP system and, as
such, a development result. The condition envisaged for the system (stated below the
long term goals in the project proposal/inception report) is more adequately to be
considered as impact. The issue of sustainability is not specifically addressed, but
sustainability considerations are stated as development effects in the proposal.
Some risks identified in the proposal were directly taken into account in the project
design (and as such no real risks anymore), for instance by appointing a local
coordinator and adding a fee for a qualified interpreter in the budget. The proposal
however also elaborated ‘real’ (i.e. external to the project) risks related to the danger
of staff rotation.
A clear project organisation with division of tasks and responsibility was described
in the proposal.
The project was implemented according to the work plan without any changes in
timing. The activities were carried out following the agreed upon project and
working plan, as stated in the updated version in the inception report. Very few
170
minor changes were made to adjust to the needs without sacrificing the results
envisaged.
resources on the basis of this documentary study alone. The long-term relationship
in the development of the PVP system seems to guarantee the necessary know-how
for managing such a project. From the early stage of the project, the responsibilities
and persons in charge of each part were made clear. The project reports suggest the
activities are well prepared and well embedded in the work of both institutions.
Having an extensive expertise in this field, Naktuinbouw was able to draw on its
own resources to facilitate the transfer of knowledge. However it was also open to
include external human resources when necessary such as inviting German and
Japanese experts. The project was able to facilitate visits and/or discussions between
the Indonesian officials and UPOV, the Netherlands Ministry of Agriculture, Nature
and Food Quality, Board for Plant Varieties, breeders’ organisation Plantum NL and
seed companies through visits and discussions.
Nowhere in the reports something is mentioned about external (financial) resources
mobilisation.
the basis of documents alone. It is however important to note that a considerable part
of the budget went to the fees of international experts and related costs (transport,
DSA), with almost 2/3 of the time being spent in the Netherlands compared to in
Indonesia. On the basis of a document study alone, it is difficult to judge whether
this is justified or not; in any case, it is substantially more than in most other projects.
partners
There was a clear division of tasks and responsibilities for each institution. The team
composition (including the participating staff members) was defined from the
inception period with continuous updates because of the change of personnel.
Naktuinbouw was responsible for the project planning, organisation, monitoring the
progress, making the necessary adjustments and financial aspects. The project
coordinator from the PVP Centre was responsible for organising all missions from
Indonesia to the Netherlands, the organisation of meetings in Indonesia and the
provision of all information needed.
Whether the partnership is balanced or not, cannot be derived from the project
documents. It is unclear from the documents how transparent the process was on
key issues including finance and shared decision making. It should be noted that the
20% own contribution to the project budget was financed by the PVP Centre.
The project documents provided limited information on the role of the Royal Dutch
Embassy especially in the project implementation. The then Agricultural Counsellor
of the Embassy strongly supported the idea for developing the PVP system in
Indonesia and provided a positive assessment of the project proposal to the EVD. By
design a representative from the Embassy is present in the project steering
committee. It is unclear whether this design was materialised and how far the
Embassy participated. In the ‘closing seminar’ however the Agricultural Counsellor
from the Embassy gave a presentation on the cooperation between Indonesia and the
Netherlands.
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The Indonesian institution mentioned about the visit of an EVD staff to the project in
October 2009 to discuss about the project progress, strengths and weaknesses.
Progress reports were usually submitted with a slight delay and the activities were
implemented according to the work plan. The progress reports described progress of
results in a systematic but very compact way. Additional documents to support the
main body of the project reports provided supporting information.
Naktuinbouw conducted project monitoring adequately. It was able to ensure project
activities being implemented on schedule and any adjustment was immediately
implemented when needed. Naktuinbouw and PVP Centre presented the overall
project evaluation to the public in the ‘closing seminar’. Capitalisation of knowledge
was encouraged e.g. on identifying, defining and practicing steps for granting PBR.
•
•
•
•
On none of the issues mentioned above could information be found in the project
documents.
The project achieved its expected results as stated in the proposal/inception report
without any delay. The achievement of the project results can be summarised as
follows:
• Result 1: agreed project management arrangement, detailed project and working
plan, and final choice f horticultural and agricultural crops for PVP program;
availability of CV’s and salary information of personnel involved
• Result 2: evaluation of the PVP system and practice in Indonesia was completed
• Result 3: training programs took place
• Result 4: internationalisation, dissemination and recommendations for policy were
facilitated and provided
The absence of indicators at the level of project purpose and impact to be used as a
benchmark made it difficult to measure achievements at these higher levels. The
follow up of the results (following up recommendations of the evaluation,
transforming knowledge into practice, institutionalizing knowledge, focussing the
dissemination of information in a strategic way, etc.) is to be considered very
important to achieve the main project objectives (short term project goals) and long
term goals. The progress reports tracked mainly the achievement of the results but
provided little information on the achievement of the project purposes and impacts.
Therefore it was difficult to assess the latter based on the project documents alone.
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Some achievements however could be found: standardisation of the administrative
and technical procedures for granting the PBR was done and practiced for smooth
application; a road map 2009-2014 was developed containing further actions to
strengthen the PVP system; the two national seminars were successful to draw the
stakeholders’ interest and attention to the development of the PVP system.
cooperation
A link to a higher level Indonesian objective can be found in the UPOV report on the
impact of Plant Variety Protection. It states that a sound PVP system will have a
strong impact on the development of the agricultural and horticultural sector of
Indonesia. A sound PVP system is also a pre-requisite for the Dutch (seed)
companies to do business in Indonesia.
The project facilitated continuous support from Naktuinbouw for the establishment
and implementation of the PVP system. Throughout this process, Naktuinbouw
establishes itself as a reliable partner for the Indonesian government and private
sectors. Professionally, PVP Centre is strengthened as an institution to develop,
manage and implement the PVP system. A letter of intent was signed by the two
institutions to continue the cooperation.
Support to make the PVP system comply with the UPOV standard allows Indonesia
widening its international networks including UPOV.
There are no signs of synergies with other INDF projects.
There is an indirect link to poverty reduction. The availability of better plant varieties
will yield higher and better quality products. This might increase income for farmers
and growers and will provide job opportunities. It is however too early to state that
this will happen.
Project documents do not mention any unplanned effects.
The increased capacity of the personnel and the improved PVP system are
embedded in the PVP Centre and the services the Centre are expected to improve
considerably. Targeting both the high ranking officials and the practitioners gives the
hope that policy makers and the examiners have the same vision for the direction
and improvement of the system.
The support at the level of the Ministry of Agriculture, the high commitment of the
staff of the PVP Centre and the standardisation of the administrative and technical
procedures for granting the PBR procedures are among the factors that ensure the
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continuity of the benefits. In addition, Naktuinbouw has expressed its commitment
for continuous support/cooperation.
The compliance of the PVP system with the UPOV standard opens up the chance for
Indonesia to become member of UPOV. This will widen cooperation with other
countries/stakeholders that could not be established without the presence of a sound
PVP system. In addition to the sound PVP system, the presence of PVP law and
government regulations have become important factors to make the project spin offs
sustainable.
The project is relevant to the Dutch and Indonesian government policies and to their
cooperation frameworks. It is also in line with the aims and interests of the
participating institutions and contributes to the achievement of their mandates. From
an institutional point of view, the project is however not really innovative
(innovation was not a prerequisite though), in the sense that it follows a rather
traditional approach and institutional setting and could easily be supported via other
mainstream development programmes. The strong demand driven character of this
project explains the relevance of this project to the needs of the sector.
The long-term cooperation between the two institutions8 in the development of the
PVP system has created a good foundation to develop a project with an appropriate
design to ensure success. Project outputs were clear and logic though there was
confusion on the formulation of short term and long-term goals. The project was able
to explore resources available in each participating institution but it was also open
for inviting external expertise when required. Results, activities and means of
verification were achieved within the agreed timeframe and budget. Naktuinbouw
also submitted the progress reports roughly on time. The appropriate project
monitoring by Naktuinbouw contributed to this achievement. All this implies to rate
the efficiency of the project as good.
In terms of effectiveness, the project managed to achieve all the results as stated in the
project proposal/inception report and to a degree also its short term goals. Several
factors contributed to this success. The long-term cooperation helped the partners to
know how to manage their partnership and hence they could adequately concentrate
on project implementation. Other factors are the high commitment from both
institutions, the demand driven character of the project, and the appropriate learning
methods which were practical and based on real cases and needs of the trainees.
Sustainability perspectives for both the project results at its eventual spin offs are
considered good as the project is firmly embedded in the Indonesian institutional
framework that is determined to continue along the lines promoted by the project.
When needed, Naktuinbouw will be ready to provide specific support.
The following lessons an be learned from this project:
• This project learns that crucial factors of a strong demand driven character,
high commitment of the partner institutions and appropriate management
8
The cooperation prior to the establishment of PVP Centre was implemented with the competent
Indonesian institution(s) that were by that time responsible for the PVP system.
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arrangements that fits with the existing setting are important to guarantee
success.
• Indicators of outputs, purposes and impacts are important to be developed
to provide benchmark for measuring success.
• Transfer of knowledge and skills is better facilitated with the presence of
proper design for a capacity building project that fits the needs and
organisational environment and is based on careful assessment of available
resources and envisaged results.
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2.2 Agricultural Quarantine Agency's food safety
inspections and certifications
Project name
Project code
Sector
Major objective
End of project date
Agricultural Quarantine Agency’s food safety
inspections and certifications
INDF07/R1/16
Agriculture
Centre for Development Innovation (formerly
Wageningen International) operating under the
umbrella of Wageningen University & Research
Agricultural Quarantine Agency (AQA)
The AQA have created the capacities and condition to
implement inspections and certifications on
agricultural and food products for food safety at seven
designated entry/exit points
330,993 €
264,794 €
March 2008
December 2010
Project origin. WUR (Wageningen International and RIKILT) has participated in a
number of research and development programmes in Asia in which Indonesian
organisations also took a role. Via these initiatives contacts were established with the
Director of the Centre for Standardisation and Accreditation of the Ministry of
Agriculture. When this Director was promoted to become the Director General of
AQA, he requested assistance for the development of food safety inspection and
certification capacity for import and export of fresh produce. As such, this request is
also well situated in the broader frame of the cooperation between the Netherlands
and Indonesia in the sector of food safety, which for the respective Ministries of
Agriculture is a priority area of cooperation.
Project rationale and context. The strategic interest of this project is to strengthen the
capacity of the Indonesian quarantine organisation in order to become a recognized
country by the EU and WTO on trade of safe food and agricultural products.
Effective food safety control is imperative for international market access and failure
to assure this control will impede the further growth of the production and trade of
the agricultural and food sectors in Indonesia.
Within Indonesia, AQA is the sole Indonesian organisation to inspect and certify the
safety of agricultural fresh products at border points - both international and interisland check points - and has received in this regard a critical mandate under current
Indonesian law. Indonesia has limited experience with food safety border
inspections and certification, and therefore requests the assistance from the
Netherlands.
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Characterisation of project partners. The project was initially introduced by RIKILT
Institute for Food Safety, the Dutch leading institute for food safety and risk
assessment, but taken over by the Centre for Development Innovation (formerly
Wageningen International) from the start. The Centre for Development Innovation
(CDI) is an interdisciplinary and internationally focused unit of Wageningen
University & Research centre. The Centre works on processes of innovation and
change in the areas of secure and healthy food, adaptive agriculture, sustainable
markets and ecosystem governance.
AQA is part of the Ministry of Agriculture (MoA) and is in charge of veterinary,
phyto-sanitary and food safety inspections at the harbours and airports in the
country; it has inspection stations throughout the Indonesian archipelago. Capacity
building activities under this project are focused on the Centre for Information and
Bio-Safety (CIBS) that is part of AQA.
Additional partners in the project include SEAFAST (Southeast Asia Food and
Agricultural Science and Technology Centre) of the Agricultural University of Bogor
(Institut Pertanian Bogor), Indonesia and Rikilt, VWA and Lloyd’s Register , the
Netherlands.
following goal: import and export of unsafe agricultural and food products from and to
other islands and foreign countries into Indonesia’s islands have reduced.
The overall purpose the project will achieve has been formulated as follows: The
AQA has created the capacities and conditions to implement inspections and certifications on
agricultural and food products for food safety at seven designated entry/exit points.
upon after the inception phase:
1. Project start-up and training needs assessed (38,898 €). This output includes
the formalisation of the relation between the project partners, the
establishment of standard operational procedures related to food safety
inspections at border points, the assessment of the job descriptions and
training needs of the quarantine inspectors, the outline of a training
programme and the drafting of the inception report.
2. Organisational arrangements and requirements fulfilled, equipment procured
and national safety monitoring plan developed (94,770 €). This results also
includes the strengthening of the CIBS and a risk management training for 14
senior AQA management experts.
3. AQA employees trained and training modules developed (80,874 €), which
includes the development of training modules for animal quarantine
inspectors, plant quarantine inspectors, laboratory technicians, station
managers and HQ staff, and a ToT for food safety inspection and sampling
methods for 10 veterinary inspectors.
4. Implementation of training and capacity building activities (94,436 €), which
includes the development of reference materials on food safety inspection,
implementation of the first training and capacity building activities of the
trained food safety trainers, the finalisation of the future cooperation plan
and the drafting of the final report.
Later on, during project implementation, there have been a series of adaptations of
the sub-results and activity level, along with the necessary budgetary shifts.
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expected that improved food safety control at Indonesia’s borders will facilitate
international trade and Indonesia’s access to international markets, and hence
improve the investment climate. A well functioning agricultural quarantine agency
will also contribute to the quality of governance of the country. Furthermore, a well
functioning food safety control system is expected to significantly reduce certain
hazards and hence contribute to the improvement of the population’s health. Costs
for medical treatment and loss of productive days through illness should eventually
reduce also.
The project’s potential to produce a specific added value for broader policy aims and to
contribute to the enlargement of bilateral relations is limited as it is part of a broader
cooperation framework between the Netherlands and Indonesia, that exists already
for some time and mainly involves ‘regular’ development actors. As such, the limited
inclusion of the private sector (only at the consultative level) in the project can be
considered a missed opportunity. On the other side, precisely the existence of a
broader cooperation framework might constitute an important guarantee for the
sustainability of the project’s benefits.
The project is fully in line with the core business of the Dutch participating
institutions (RIKILT, Lloyds and VWA that all can utilise their specific expertise in
the framework of this project. As such, the project has the potential to contribute to
the deepening and broadening of the institutions’ experience and expertise, both
within and beyond the context of the cooperation between the Netherlands and
Indonesia.
Longer-term cooperation has been, at least initially, envisaged between the
project partners and forms part of result 4. The final progress reports do
however not provide conclusive details on whether or not the cooperation
among the project partners will be continued. This can be explained by the
cuurent reorganisation of AQA; it was decided to wait for this process to be
finalised and at a later stage explore what further capacity development was
needed.
The closing seminar pleaded in favour of a continuation of the cooperation among
the institutions involved in the seminar, but said nothing particular on the project
partnership.
The contribution of the project to the MDGs is very indirect. In case the project
reaches its objectives it might indirectly generate effects on the poverty level in
Indonesia, the health conditions of the population and the environment.
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frameworks?
The project fits well in Indonesia’s efforts for further integration of its food and
agriculture sector in the international markets. Effective food safety control is
imperative in this regard. This is also illustrated by several legal initiatives taken in
this area and the specific mandate entrusted to AQA that is supposed to play a key
role in bringing Indonesia to the required international standards. It should also be
noted that the challenge is considerable considering Indonesia’s specific situation as
a vast archipelago where border control is difficult to implement.
framework of Dutch – Indonesian cooperation.
Overall it can be stated that governance and legal frameworks lag firmly behind in
Indonesia and cannot keep pace with the fast developments in many areas. The lack
of a quality framework ensuring food safety is a good illustration in this regard and
in the past has led to many problems at various levels (e.g. health hazards at the level
of the consumers and image problems of Indonesia in international trade). As such, it
can be stated that the project addresses various needs of Indonesian society.
On the other side and in view of the magnitude of the challenges, one can
wonder whether the project in itself will be robust enough to provide a
substantial and sustainable contribution to this problem area. The capacity
development of management and inspectors is certainly important, but needs
to be complemented by addiditonal efforts, e.g. to overcome corruption. The
limited attention related to institutional constraints (a.o. corruption which is
rampant in Indonesia in instances dealing with border transactions) seems an
issue of concern in this regard.
The project builds further on earlier contacts between (individuals within) the key
institutions involved and the AQA Director requested the WUR for assistance for the
development of food safety inspection and certification capacity. This is an important
guarantee for demand driven nature of the project and local ownership. No
information could be obtained on how and by whom the project has actually been
formulated.
The linkage between the project and AQA’s aims and interests is strong considering
the mandate AQA has received from the government. However, the minutes of the
initial consultative stakeholders meetings mentions competence related tensions, as
each ministry seems to get a share of the food safety accreditation. This constraint,
that did not form part of the project’s work field, has not yet been solved.
As mentioned in the 3rd semi-annual report, the Indonesian project partner wishes
the cooperation with the Dutch project partners to be extended, via (a.o.) support to
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capacity building on food safety inspections and expert advice on harmonisation and
equivalency of legislations in relation to other trading partner countries of Indonesia.
As such, the CIBS Director prepared a draft project proposal.
improvement and innovation of the Dutch – Indonesian policies; it is however in
support of the EU policies related to trade promotion.
3.2. Efficiency
character are well explained in the proposal. It is however not clear to which extent
the initiative of the AQA Director to liaise with RIKILT/WUR got broad institutional
support within AQA or not (apparently he took the initiative after being appointed
as Director). Partial evidence obtained suggests this has been the case.
Furthermore, not that much is known about the formulation process as such, and in
particular about the involvement of AQA in the formulation of the proposal. Several
issues such as the many changes (compared to the initial proposal) during the
inception phase and, later on, the difficulties with raising the AQA contribution to
the project budget, might be an indication of a rather limited involvement of AQA in
the formulation phase (in this regard it should be noted that AQA caters for the
entire own contribution of the project, while the INDF budget is earmarked entirely
to the non-Indonesian partners).
applies also to the underlying sub-results and activities. The project purpose is
however rather the summary of the outputs than its effect. The latter would have
been preferable, as it would entail an organisational change at the level of AQA and,
as such, a development effect. There is some good reflection on (potential) project
impact, but not on the external conditions that need to be fulfilled to eventually reach
this impact. The issue of sustainability is not specifically addressed, but
sustainability considerations are present at different levels in the proposal.
Two important risks and their corresponding mitigating actions are discussed in the
proposal; the latter fails however to identify risks related to corruption that is
widespread in Indonesian institutions of this kind. Another more down-to-earth risk,
frequent mutations of key staff and stakeholder representatives, hasn’t been
identified either but addressed in the final report.
The project implementation reports show a substantial degree of deviation from the
initial plan as outlined in the proposal, both in terms of timing, key activities and key
human resources involved. Serious delays occurred in project implementation,
which apparently are caused by flaws in the project formulation and limited
involvement of AQA in the formulation phase. In addition, substantial time was
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needed to settle basic issues such as internal communication and information
systems and define roles and responsibilities. This and other factors also led
eventually to the extension of the project period with one year.
resources on the basis of a documentary study alone. Capacity building activities
seem to have been prepared with care (via a training needs assessment but also by
identifying organisational constraints that might impede the eventual rollout of
training programmes) and changes (compared to the initial plans) have been
introduced to increase efficiency and effectiveness. Frequent changes of key
personnel at both the Dutch and Indonesian side might have negatively impacted on
quality of project implementation.
No indications have been found in project documents on the project’s capacity to
mobilise additional external resources.
the basis of documents alone. A considerable part of the budget goes to the fees of
international experts and related costs (transport, DSA); they have however spent
substantial time in Indonesia. An important consideration in this regard (identified
in the proposal) is the extent to which the investment in the training of local trainers
will result in the transfer of the newly acquired knowledge to the important numbers
of local staff that need to be trained. This will obviously depend on the capacity and
willingness of the trainers to do so, but also on AQA’s readiness to promote the
dissemination process and on the resources available. At this moment, there is no
evidence that these conditions would not be met. However, in case the project would
fail on this crucial issue, it will eventually not be efficient and effective.
partners
No clear references have been found to formalised project management mechanisms.
The project reports mention several forms of internal consultation (in the
Netherlands via meetings of the Dutch project partners, in Indonesia via mixed
meetings of Dutch and AQA staff, ad hoc meetings with other project partners such
as SEAFAST on specific issues, …). Progress reports are drafted by CDI and agreed
upon with AQA.
Whether the partnership is balanced or not, cannot be derived from the project
documents. Initially, there seems not to have existed much trust among the project
partners, but the situation seems to have gradually improved insofar that by mid
2009 AQA expressed it desire to work out a follow-up project. No information has
been found on the level of transparency, including related to finance.
The time available did not allow assessing the adequacy of the location of the
activities (Indonesia vs. the Netherlands), but overall time spent by Dutch experts in
both countries seems to be adequate (the budget foresees that about two thirds of the
expert time is spent in Indonesia). During implementation it was also decided to
change the location of an important training from the Netherlands to Indonesia so as
to allow the participation of more people.
implementation, but an Embassy staff member has been present at one key project
event at least.
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Project reporting was lagging behind compared to implementation (which in itself
experienced considerable delays) as can be learned from the following: the project
started in March 2008, whereas the inception report, covering the period till October
2008 was submitted in June 2009. The second semi-annual report covered the period
September 2008 – February 2009, but was only submitted in June 2009. The third
semi-annual report (March – August 2009) was submitted by the end of November of
2009. An intermediate report (with a not entirely clear status) was submitted mid
January 2010 and covered the period September 2009 – mid January 2010. The fourth
semi-annual report covered the period January – June 2010 and was delivered in
June 2010, while the fifth and final report described the activities till December 2010;
it was submitted in the following month.
The quality of the progress reports is fair and the reports are completed with
additional documents that provide interesting additional information. External risks
are presented but the information on how these are dealt with is partially lacking.
The project plan is used as an important management and monitoring tool.
Deviations from the plans are communicated in a transparent way and clearly
justified. As such, the project shows an adequate level of flexibility and capacity to
adjust project implementation in view of the initial project plan that needed
adaptations at various levels. Also the delayed adoption of the Decree mandating
AQA to conduct food safety controls has been dealt with adequately.
The problems with AQA’s (initial) incapacity to cater for the project’s own
contribution was however dealt with quite late in the implementation process
because of the Indonesian planning cycle that did not allow funds to be availed
quickly. In the meanwhile these problems have been sorted out.
No project evaluation has taken place. The
final report is provides a useful
overview of the project’s achievements and presents twelve recommendations. There
has also been a concluding seminar on AQA’s food safety inspections and
certifications that can be considered as an attempt to systematise the project
achievements in few of future actions. The seminar report is however quite concise to
support this ambition.
•
•
•
•
There have been administrative problems as EVD did not accept the evidence
AQA supplied on procuring the laboratory hard ware. Additionally, in the
eyes of the project holder the EVD was very picky and rigid on financial
reporting which hindered both the WUR and AQA. An extrnal audit was
eventually carried out to show all the procurements were made and the
equipment installed and in use in the labs.
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The progress reports provide the following information with regard to the
achievement of the project results:
• the sub-results of the inception phase (a.o. related to the management
agreement, but also to the definition of training needs) have been achieved;
• the second result (Organisational arrangements and requirements fulfilled,
equipment procured and national food safety monitoring plan developed) was
achieved after initial delays related to the procurement of equipment;
• the third result (AQA employees trained and training modules developed) has been
achieved;
• the fourth result (Implementation of training and capacity building activities) has
been achieved with the exception of the fourth sub-result: future cooperation
plan finalised.
The project reports do not provide solid indications on the (expected) degree to
which the project will achieve its main objectives as stated in the project proposal, in
particular its project goal (the AQA has created the capacities and conditions to implement
inspections and certifications on agricultural and food products for food safety at seven
designated entry/exit points). The fourth project result, in particular its sub-results
related to the roll out of the training at three locations has been achieved very late in
the project implementation process. While the training roll out seems to have been
quite successful, it is not known to which extent it will be ultimately effective in
terms of changing present attitudes and practices. Whether or not the project has
been able to create, via the four outputs and in particular the training, sufficient a
momentum for change at decentralised levels remains an open question. Only when
this occurs, and trainers and training material are firmly embedded in AQA (at
central and decentralised levels) and trainings multiplied, and subsequent change
processes are well managed, can we conclude that knowledge transfer has effectively
taken place.
Whether or not the anticipated development effects, such as the decrease of illegal
and unsafe trade of food products will be achieved, and, hence, Indonesia will
become a more reliable trading partner, is even more difficult to forecast now. No
activities are foreseen to support this process in the context of this project, though
project partners are reported to work on this issue.
cooperation
Project documentation so far does provide indications in this regard.
Project documents provide indirect indications of the project’s capacity to strengthen
AQA’s capacities in a crucial area and the project partners’ intention to continue their
partnership (a.o. via AQA’s positive appreciation towards the project and its desire
to continue the cooperation, the joint plans for a follow-up project). Project
documents state also that AQA has been able to improve its image as a competent
authority on food safety inspections at border stations.
It is not clear (and probably too early) to assess whether this will lead to a sustainable
partnership, the more because this issue is not taken up in the final report.
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Project documentation so far does not allow provide much indications in this regard.
Project documents do not mention any unplanned effects.
AQA’s satisfaction with the project results constitutes a guarantee for the embedding
of these results in the institution. Certainly at central level, there is much hope that
the results will be integrated in a sustainable way in AQA’s regular functioning. The
effects of the project at decentralised levels are less tangible at the moment of project
closure. Much will depend on AQA’s determination to further train its staff and
accompany the corresponding change processes at the local level. In this regard, it is
not clear to which extent the financial and institutional conditions are fully in place
to guarantee such a process to take place.
No indications have been found of enlarged financial or the project. On the other
hand, several decrees have been issued during the project implementation period
that support the sustainability of the project results and can be considered as a
project spin off.
Project documentation provides mixed indications on the continuity of the
partnership. This issue is dealt with in some of the earlier reports, but seems in the
end not have been taken up in a systematic way.
A lot of activities promoting food safety control have however started up as a
consequence of the project’s action and bring an effective food safety control system
a step closer
This is a relevant project as it fits well in the existing policy frameworks of both
countries and of their cooperation; it is also highly compatible with the aims and
interests of the participating institutions and as such will enable them to better
pursue their respective missions.
From an institutional point of view, the project is however not really innovative, in
the sense that it has a rather traditional approach and institutional setting and could
easily be supported via other mainstream development programmes.
In terms of explanatory factors it is important to point to the demand driven
character of the initiative that apparently constitutes a strong guarantee for its
responsiveness to the needs of AQA and Indonesia at large.
Several issues have negatively affected the efficiency of the project. The start-up phase
of the project seems to have been difficult, a.o. because flaws in the preparation
process and the project proposal. Much energy and goodwill was required from the
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project partners to redress the situation (via several adaptations of the project plan,
among others) but this process was hampered by frequent mutations of key
personnel at both sides. Abstraction made of these – serious – difficulties, there are
indications that quality of project implementation is fair.
Despite the serious delays and difficulties encountered, the project seems capable to
deliver its outputs, probably because of its importance for Indonesia and the quality
of Dutch expert contributions.
In terms of effectiveness, it can be concluded that the project has to a major extent
achieved its direct outputs/results, but that at the moment of the project closure, no
clarity existed yet in terms of their further use within AQA; a lot of activities have
however started up as a consequence of the project’s action and bring an effective
food safety control system a step closer. It remains however difficult to come up with
conclusions as to the project’s potential to contribute to higher-level objectives and
sustainable stronger institutions.
It is not easy to fully assess the chances of sustainability of the project benefits. At
central level, there are good chances, but these are far smaller at decentralised levels.
The information on an eventual project spin off in terms of a continued partnership
are mixed, which makes us conclude that the issue has not been dealt with in a
prominent way in the final project period.
A few lessons learned can be formulated. The difficulties this project experienced in
its early stages are another illustration of the paramount importance of an adequate
project preparation in which all project partners are involved. If this is not the case,
difficulties of various nature can occur, ranging from delay in project
implementation to substantial changes in the project design and approach and
tensions between the partner organisations. Furthermore, it will be interesting to
assess to which extent the project results are firmly embedded in the partner
organisation and will lead to the desired changes, knowing that some key activities
were implemented very late in the implementation process.
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2.3 Capacity building on Waste Management and
Sustainable Energy in Indonesia
Project name
Project code
Sector
Dutch partner(s)
Indonesian partner(s)
Major objective
End of project date
Capacity building on Waste Management and
Sustainable Energy in Indonesia
INDF07/RI/21
Environment
BGP Engineers B.V.
Muhammadiyah University of Malang (UMM)
Capacity building for the waste sector in order to
significantly improve the current waste management
practices and thus to increase safety, efficiency
possibilities to generate energy, to decrease
environmental hazards and also to mitigate green
house gas emissions
429,472 Euro
343,578 Euro
September 2007
December 2009
Project origin. In the second part of 2006 as part of a Climate Change project, Dutch
experts in cooperation with local consultants from the University of Malang (among
others), made an assessment of 36 landfill sites throughout Indonesia and contacted
related stakeholders (public authorities, private enterprises, scientists, …). The
assessment confirmed the urgent need for changes in waste management practices
and managed to identify priority actions to that effect in various areas such as
capacity building, involvement of the private sector and educational infrastructure.
In this context, the Dean of the University expressed his interest to develop a
program on waste management so as to establish a knowledge base for the waste
sector, which would be able to deliver well trained professionals.
The team also liaised with VROM (the Dutch ministry of environment) to discuss the
possibility to implement waste management projects under the CDM (Clean
Development Mechanism). The VROM welcomed the initiative very much, as they
had signed a memorandum of understanding with their Indonesian counterpart for
the development and implementation of CDM projects in Indonesia.
Finally, the GERF institute of the Malang University in cooperation with Dutch and
Swiss partners (including BGP) organised in December 2006 a nationwide seminar
on waste management and a few months later the head of GERF paid a visit to the
Netherlands where he discussed possibilities of cooperation with a series of Dutch
stakeholders (including VROM), thereby focusing also on strategies to ensure the
project sustainability. These contacts allowed identifying the key issues related to
adequate waste management and to jointly formulate a project proposal.
Project rationale and context. Improved waste management is a priority
environmental objective for the Indonesian government as poor waste management
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presently results in considerable casualties and other important detrimental effects
(spreading of diseases, large release of greenhouse gases, pollution, …). A 2006 study
of HMA in Jakarta described the problems in the sector, pointing at a combination of
problems of a technical and institutional nature, including: more than 90% of waste
is dumped illegally in the country and landfill areas are often run by unqualified
instances; much waste is bio-gradable but this opportunity is not used; on the other
side, there is a growing environmental awareness in the country, which is also
supported by the government, among others via various programmes such as the
‘Bangun Praja’, involving 59 cities and districts.
As mentioned above, Indonesia and the Netherlands have signed an MoU for the
development and implementation of CDM projects in Indonesia.
Characterisation of project partners. The project partnership is made of five
institutions with a history of (some level of) cooperation prior to this project.
BP Engineers is a company active in the field of waste management (including the
development of landfill management projects), sustainable energy and climate; it is
active in various countries and aims to develop sustainable solutions in the waste
and energy sectors. It is in charge of overall programme management, technical
inputs related to CDM and to the pilot activities.
The University of Malang is one of the leading universities in central and east Java that
has recently started engaging in international partnerships. It wants to be a leading
centre of learning in several fields and wants to become a focal point for waste
management for Indonesia. The CEERD Institute is part of the university and plays a
key role in this regard. The University coordinates the development of the
programme on the ground and liaises with other key actors in the country.
Other project partners are Afvalzorg NV (brings in knowledge and expertise on
landfill management), TNO (brings in knowledge on renewable energy generation
from landfill gas) and IHE (provides expertise on the content of curricula on waste
management, and trainers).
In comparison with the project proposal, the project aims and outputs have remained
unchanged throughout the project implementation period, with the exception of a
(by EVD requested) shift of sub-results from the second to the third result.
Long term objective(s) and project purpose. Capacity building for the waste sector
in order to significantly improve the current waste management practices and thus
to increase safety, efficiency possibilities to generate energy, to decrease
environmental hazards and also to mitigate green house gas emissions. The project’s
goal is to build capacity among a core group of trainers and to establish an
educational infrastructure on waste management in Indonesia.
Project outputs and sub-results. These can be summarised as follows:
1. The establishment of a sustainable partnership between Dutch and
Indonesian partners, including the conclusion of a cooperation agreement
between the project partners, and of a similar agreements with public
and/or private sector organisations, the set up of a secretariat for waste
management activities at the Malang university.
2. The development of a waste management curriculum, including the
definition of the curriculum, the development of training material by a
mixed working group, the set-up of a pilot project and the integration of
the curriculum into the university’s programme.
3. The selection and training of trainers (including via a visit to the
Netherlands) so that they acquire the necessary understanding on
modern waste management concepts and techniques and can become
qualified teachers of the programme.
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4. The development of a CDM network to make use of opportunities of
landfill gas utilisation and renewable energy, via (among others) the
training of operators on key issues related to waste management and
renewable energy, and CDM opportunities.
5. The set-up of a sustainable partnership, including the evaluation of the
programme and its spin-offs and the dissemination of project results.
expected that the achievement of the project goal (improved waste management
practices) will lead to a decrease of environmental hazards and green house gas
emissions as well as increased possibilities to generate energy, which is linked
closely to the MJSP aim of improved environment and more sustainable and
equitable (job opportunities for unskilled labour via proper waste management)
growth.
aims and to contribute to the enlargement of bilateral relations as it includes the
involvement of specialised Dutch knowledge institutions and a broad range of actors
(including from the private sector) in Indonesia. The project also can, directly and
indirectly, support the broader cooperation framework between the Netherlands and
Indonesia that exists already for some time (cooperation of VROM with Indonesian
counterpart institutions in the framework of the CDM). According to the Climate
Change section of VROM, improvement of capacity on waste management in
combination with CDM development would be in the direct interest of the
Netherlands government in view of the realisation of the Kyoto protocol targets.
While this is not explicitly stated in the proposal and progress reports, the project
seems fully in line with the aims and interests of the Dutch participating institutions.
For BGP, the project is in line with its core business and offers the opportunity to
further develop its expertise in the sector and solidify its experience in Indonesia’s
waste management sector. For the other Dutch partners (Afvalzorg NV, TNO and
IHE), the programme offers the opportunity to valorise further their expertise and
gain additional experience in a domain that is part of their key competence.
Although the fifth project result is called ‘sustainable partnership’, no explicit
measures are built in to continue the partnership beyond the project period (that fifth
result mainly focuses on internal evaluation of the programme and its spin-offs and
on dissemination of the results). However, project partners have reflected on this
issue and after the project closure an MoU has been signed among the project
partners to mainly continue cooperation to improve the quality of the training
programmes offered.
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The contribution of the project to the MDGs is rather indirect. In case the project
reaches its objectives it might indirectly generate effects on poverty in Indonesia (a
well developed waste management sector offers substantial employment
opportunities for the poor and alternative energy can be generated to serve the needs
of the poor), the health conditions of the population and the environment.
frameworks?
It is stated in the project proposal that waste management is recognised as one of the
priority environmental sectors in Indonesia. It also fits with the broader
environmental concerns, programmes and policies of the government and its efforts
to, for instance, develop environmental management technologies.
realised without the INDF. Considering the strategic issues addressed and the
important resources available for climate change related initiatives, one can imagine
that other sources of funding could have been found, within or outside the
framework of Dutch – Indonesian cooperation.
On the other side, at the moment of the project inception, waste management was a
sector that, actually rather surprisingly, got very little attention from the donor
community and the Indonesian government (one of the problems being that it was
not an earmarked competence for a particular public institution).
Adequate waste management is undoubtedly important in view of the needs of the
Indonesian population. The present failure in dealing adequately with waste is in
many ways unacceptable as it creates serious health hazards and accidents and
contributes to the emission of green house gases.
On a broader strategic level, the project’s strategy is not to build capacity within the
institutions. This is to a certain extent understandable as a well focused project can
more easily ensure quality. But at the same time, this strategy is risky as it looks
overly optimistic to think that the delivery of qualified professionals will in itself be
enough to address the many important constraints that presently hamper the
development of adequate waste management such as the lack of appropriate
legislation and institutions, the lack of a clear policy at national and decentralised
levels and, consequently, poor management practices and resource allocation for
waste management at district level.
The final report of the project ‘assumes’ a clear wish from the side of the university
to build upon the gains of the project, but apparently no ideas for further cooperation
were operationalised at the moment of the project closure.
framework and priorities, and its relevance is beyond any doubt. Its focus has been
rather narrow though appropriate and it has been able to bring together a broad
range of institutions of the public, semi-public and private sector. As such, there is a
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potential to contribute to improvement and innovation in the Dutch – Indonesian
policies, but it can be doubted whether this will be materialised. The options for
further cooperation are explored in the final report and in the report on
dissemination of the results (January 2010) it is said that an MoU has been signed
among the project partners, mainly to solidify the solid waste management
programme.
3.2 Efficiency
character are well explained in the proposal. It is however not clear to which extent
the demand of the Dean of UMM for the development of a curriculum on waste
management was broadly supported within the university. It is not clear either how
the different stakeholders were involved in the formulation process (including the
decision on which organisations to include in the partnership), both in terms of the
contents of the programme and its organisational and financial dimensions. There
are however indirect indications that UMM’s involvement was substantial.
this applies also to the underlying sub-results and activities. It can only be remarked
that the fifth result (‘sustainable partnership’) is far broader than its actual content
that only relates to the evaluation of the project and the dissemination of its results.
The project goal (to build capacity among a core group or trainers and to establish
educational infrastructure on waste management in Indonesia) is however rather the
summary of the results than its effect. The latter would have been preferable as it
would entail a real development effect, and is actually also mentioned under the
heading ‘project goal’ (to significantly improve the current waste management practices).
This could actually be considered as the ‘real’ project purpose, which on its turn will
contribute to higher-level objectives that are also mentioned: increase safety, efficiency,
possibilities to generate energy, to decrease environmental hazards and also mitigate green
house gases emissions.
The proposal also presents and analyses five risk factors and corresponding
mitigation strategies (in as far as needed). These risks deal mainly with the
operational level of the project (the capacity to produce outputs, also in the postproject period), but no risks have been identified with regard to the achievement of
the project purpose and longer term objectives (i.e. the anticipated developmental
effects of the project), whereas at these levels there exist serious risks that might
affect the effectiveness of the project.
implemented as initially planned. There have been minor budget shifts reflecting
modifications in activities, but these are entirely acceptable in the context of a
development project with a strong institutional nature, that never can be entirely
implemented according initial plans. One main activity has been considerably
delayed, the implementation of a pilot, as the project partners depended for this on
the agreement of the Malang municipality, which took time before being obtained.
The fact that the Indonesian project promoter has engaged earlier in efforts to set up
a landfill project with the local authorities in the CDM framework, but failed to get
approval from the Designated National Authority and hence could not register the
project to the CDM executive board that issues carbon credits, might have played a
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role in this9, but it is very well possible also that the delay art the level of Malang
municipality is related to bureaucratic inertia also. In addition, the project
experienced some difficulties during implementation (a sub-contractor was stopped
temporarily by a Dutch expert because he failed to meet the agreed standards).
However, the pilot proved to be highly important to further improve the quality of
the project and to boost the enthusiasm of its partners.
The own contribution is difficult to quantify, since some partners have spent more
time on the projects than they did invoice to the lead agency (TNO), or they placed a
person on the project who was not paid for this (IHE), or did not send invoices at all
of their work (Afvalzorg). UMM contributed mostly in kind (facilities, hotel, food).
BGP Engineers took the rest of the own contribution. In general the distribution of
the own contribution is like it was proposed in the project proposal (i.e. fairly well
balanced between the Dutch and Indonesian partners).
seem to have been entrusted to partners with a solid track record, which is at least an
indirect indication for their quality; the big success of the courses constitutes another
indication. Initial changes of key personnel in particular at the Dutch side might
have negatively (but temporarily?) impacted on the quality of project
implementation. On the Indonesian side, the poor command of English of the
Indonesian team members has been a serious constraint, at least in the early stages of
the project (one can also state that the formulation process has failed to take this
adequately into account).
Some indications were found on the project’s capacity to mobilise external funding.
At the end of the project, UMM succeeded in convincing the Ministry of Education to
provide them a grant for further research and education related to the pilot plant. In
addition it should be mentioned that the participants to the main programme and to
courses for professionals contributed financially for their course, either in person or
via their institution (many local governments supporting the education of their staff).
the basis of documents alone. A considerable part of the budget (roughly 60%) goes
to the fees of international experts and related costs (transport, DSA); moreover, the
experts have spent more time in The Netherlands than in Indonesia. Whether or not
the project results are in line with the resources spent, will ultimately depend on (1)
the continuity of the programme within UMM (which seems to be assured) and even
so importantly (2) the effect of this project (c.q. the waste management programmes
at the university) on actual changes in waste management practices and policies.
partners
The project organisation, responsibilities, tasks and staffing are clearly outlined in
the project proposal. No formal consultation mechanisms are described in the
project, but these might not have been necessary either considering the relatively
simple project structure.
Whether the partnership among the partners (in particular the Dutch and Indonesian
partners) is balanced or not, cannot be derived from the project documents. No
indications have been found in the reports about problems among the partners (but
9
In this regard it should be noted, that the Indonesian project promoter in partnership with the
Dutch partner of this project, has been successful later on.
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this does not tell that much as the reports are not presenting inside information). No
information has been found on the level of transparency related to financial issues.
activities (Indonesia vs. the Netherlands), but at first sight some questions can be
raised related to the considerable time spent by Dutch experts in the Netherlands
(about 60% of the expert days).
implementation.
EVD staff has visited the project twice, but no data could be found on the effects of
these visits.
Project reporting was broadly on time as can be learned from the following
overview: the project started in September 2007, whereas the inception report,
covering the period till November 2007 was submitted in that same month. The
second semi-annual report covered the period February 2008 – August 2008, and was
submitted in that last month. The third semi-annual report (August 2008– February
2009) was submitted by XX, whereas the fourth progress report (February 2009 –
August 2009) was submitted on XX. The final report was submitted in December
2009.
The quality of the progress reports is moderate. They present a detailed account of
the activities undertaken and report changes in relation with the project proposal.
However, with the exception of the inception report, the sections that have the
potential to provide deeper insight in project implementation and strategic issues
such as sustainability and spin-off effects are poorly developed. The final report
constitutes however an exception in this regard and deals with broader issues such
as the development effects of the project and its sustainability.
The progress reports provide limited information on the monitoring mechanisms
applied, but they document well how the project has reacted on unexpected events
and has been able to adjust implementation. This gives the impression that project
management has been very well able to adjust implementation when needed.
An evaluation report has been submitted together with the final report and has
apparently been compiled by BGP itself. The document cannot be regarded as a
comprehensive evaluation. In terms of effectiveness, it refers to the project
implementation reports (understandably in as far as no independent external
assessment is available). Further, it deals with a few selected issues only, for which
evaluation material has been generated by the project: e.g. student examinations, a
comparison of some initially quantified targets with actual results (e.g. related to the
number of students participating) and the evaluation of the study material by the
students.
Learning and capitalisation seem to be to an important extent built in, which is quite
understandable considering the pilot character of the project.
•
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•
•
•
documents.
The final report provides the following information with regard to the five project
results:
1. All sub-results of the inception phase have been achieved: agreement signed
among partners, set-up of local project organisation, definition of draft
program of the curriculum, definition of way to integrate the programme into
the existing curricula of UMM, submission of the inception report;
2. Waste management curriculum: all sub-results were achieved, including the
development and acceptance (by UMM) of the curriculum, signature of MoU
with the Malang district for the pilot project, start up of the course on solid
waste management, submission of progress report;
3. Implementation training program: all sub-results were achieved, including the
further definition of study material defined under result 3, translation of the
study material into bahasa, training of trainers (for both the course for
students and that for professionals, and including a three weeks training in
the Netherlands), implementation of the course for students (two semesters
and of the course for professionals, and realisation of the pilot project (the
Malang landfill), submission of progress report. Important to note here is that
far more than expected students and professionals enrolled for the program:
in the first year 30 students were expected whereas 150 students participated
in the first part and 75 students in the second part (meant for engineering
students only). Only 20 operators from cities and 10 from private enterprises
were planned to participate in the first course for professionals, while 100
participated in the first general part and 35 in the second part; approximately
two thirds of the participants were coming from cities and one third from the
private sector.
A minor critical note in this regard is that the core group of teachers that has
been trained needs further strengthening, in particular in the area of
numerical manipulation that is fundamental for the design and operational
calculations in the area of solid waste management.
4. Development of a CDM network: here also all results have been achieved,
including the introduction of the CDM module in the course, the training of
professionals on CDM, the establishment of a climate change platform and a
website for this platform, the execution of an awareness raising campaign for
the need for solid waste management education; submission of progress
report.
The final report does not provide direct information on the actual level of
achievement of the project purpose ‘to build capacity among a core group of trainers and
to establish an educational infrastructure on waste management in Indonesia’. One can only
state that the project has laid down a good foundation and that the high level of
interest from both students and professionals are promising and constitute a strong
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indicator of the relevance of the course. This needs of course to be confirmed in the
future but data gathered on the second and third year of the course confirm the high
level of interest in the course.
The final report and the report on the dissemination of the results elaborate however
the development effects of the projects and states, among others, that:
•
•
•
•
The project has an indirect effect on poverty reduction in the sense that it
paid attention to the position of scavengers, waste collectors, etc. and brought
students and future teachers in contact with this group. It is further claimed
that proper management of landfills will result in a decrease of the accidents
and health hazards resulting from poor waste management, and will create
jobs and local income and, possibly, energy for the poor.
It is also claimed that the creation of a generation of capable and
knowledgeable persons for waste management will help solving critical
constraints related to the lack of adequate legislation and legal guidance on
waste management, better policies for the sector and environmental policies
in general, better assistance to waste management practices at district level
and the establishment of linkages at international level.
Spin-offs to the private sector are mainly created via the important number of
professionals that received training. The construction of the pilot landfill
sparked much interest from the Indonesian business community.
Further dissemination of the knowledge built up via the project is guaranteed
via the dissemination plan that will be implemented along four lines: the
further development of the CDM platform (via the Centre for Energy and
Environmental Research and Development of the UMM), the further
institutionalisation in UMM of the curriculum and of the professional course
and, last but not least the continuation of the cooperation among the project
partners, a.o. to further improve the quality of the courses.
3.3.2 Contribution to higher level objectives related to Dutch-Indonesia
cooperation
The description above indicates that the immediate results of the project have been
achieved and that there exist many indications that this will lead to a further
extension of activities related to capacity building in the area of solid waste
management. Whether or not this will lead to actual change in existing practices and
policies is difficult to say and falls beyond the scope of this project. However, the
political and policy environment seems rather favourable. As such, it can be stated
that the project:
•
•
•
has a clear potential to contribute to the higher level objectives as made explicit in
the Dutch policy documents (in relation to environment, in particular);
will (directly or indirectly) contribute to the broad Indonesian policy aims;
has produced results that can/will be easily disseminated and produce spin off
effects.
There is also a possibility that the project contributes to the improvement and
innovation of the Dutch – Indonesian policy, but this would imply an involvement of
a broader set of actors so as to situate this initiative in a broader programme
framework to (for instance) tackle major environmental problems in the country.
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It is clear that the project has strengthened the UMM, in particular its section dealing
with solid waste management; a new curriculum has been fully integrated in the
university’s academic offer, which has been carefully designed so as to respond to
different needs and interests (a generalist and a specialist semester course on solid
waste management, and a similar course for professionals divided in three sections).
The huge interest for the course (high number of students enrolled, who all manage
to pay the course fee) is an illustration of the relevance and quality of the
programme.
It is not entirely clear to which extent the project has also strengthened the Dutch
institutions involved; the least that can be said is that it will surely have strengthened
their expertise and knowledge of the situation in Indonesia.
In addition, the project has managed to attract ‘non-traditional’ private and public
actors (both in the Netherlands and Indonesia) as co-implementers of the project
(Dutch institutions) and beneficiaries of the course (in Indonesia) and coimplementers (sub-contractor involved in the landfill pilot project). In particular in a
complex problem area such as solid waste management cooperation among actors of
a various nature is of key importance.
The five project partners already had some limited cooperation experience prior to
the project, but the latter seems to have laid down the basis for further cooperation in
the future.
There are no signs of synergies with other INDF projects, although another INDF
project at Muhammadiyah University in (not so far) Yogyakarta also works in the
same area (energy production out of biomass).
As mentioned above, the project can make an indirect contribution to poverty
reduction; in as far well elaborated waste management strategies come into place,
this contribution can however become more substantial, the more because
marginalised groups such as scavengers may benefit from such a development.
Along the same way of thinking, the project has the potential to contribute to other
MDGs related to health and environment in case well established systems of solid
waste management come into place.
The project is not directly contributing to policy formulation and policy changes, but
on the mid term effects in these areas can be achieved via the capacities built up and
the pilot landfill project in Malang that can act as a good practice and inspire
government officials and decision makers. The creation of the CDM platform can
also play a role in this regard.
No unplanned (positive and/or negative) effects have been recorded.
The main project results are firmly embedded in the UMM that is one of the better
universities of Indonesia and is actively promoting the solid waste management
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curriculum. This curriculum has been officially adopted in the University
programme and plans exist to continue the cooperation among the project partners
to further improve the quality of the programme. The so far overwhelming interest
for the programme has generated an enrolment of students and professionals that is
far beyond expectations. As such, the programme costs are mainly covered via
contributions of the students (including professionals who contributed for the course
in person or via their institution). It remains however to be seen to which extent the
programme will continue to generate the same level of interest in the future.
The pilot sanitary landfill will be sustainable in as far as the city of Malang is capable
and willing to manage it according to the prevailing standards and has the necessary
resources to do so; it is not known whether this is the case, but at this moment, the
pilot is still being used in the programme curriculum.
The CDM platform is lodged at the CEERD which is part of the UMM; the CDM is
presently the main driver of improvements in the solid waste sector in Indonesia and
therefore acts as a catalyst in the dissemination of project results.
In addition UMM has managed to raise the interest of the Ministry of Education that
has been ready to contribute to the funding of further education and research on the
pilot plant; this can be a first step towards a more substantial core funding for the
programme.
As mentioned earlier, the project partners have decided to continue their cooperation
and have signed an MoU to that effect. This memorandum does not cover only the
subjects of solid waste management and climate change but leaves room for
cooperation in related fields. On the short run the partners aim at maintaining the
students’ interest for the courses and to improve the existing education on solid
waste management and environmental studies in general.
There are indications of project results achieved beyond the project context (such as
the interest of government agencies and the business community, the positive
reactions on the CDM platform).
4. Conclusions and lessons learned
This is without any doubt a good project that has been rightly funded via the INDF.
First of all this is a highly relevant project that addresses a key problem of presentday Indonesia and fits well in the existing policy frameworks of both countries and
of their cooperation. The project is also compatible with the aims and interests of the
participating institutions and as such will enable them to better pursue their
respective missions. Consequently, there is much hope that the results produced by
this project will be sustainable.
From an institutional point of view, the project is involving a broad range of partners
of a different (private and public, academicians and ‘doers’) nature, but it remains
rather contained in an academic setting (because of the lack of other formal
Indonesian partners?). As such, it is not clear how the project strategy relates to other
major constraints of the sector and how it could lay down the basis of (or contribute
to) a more innovative multi-stakeholder approach that seems crucial to address the
complex problems of the waste sector.
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Broadly spoken, it can be stated that the project has been implemented in an efficient
way. The project proposal was of good quality but could have better assessed
external factors (risks, such as the relationship with the municipality government)
that can jeopardise the achievement of the project goal. Relatively little changes had
to be made to the initial project design and overall project implementation went
smoothly and within the planned time frame. Changes in project personnel and the
limited command of English of project personnel might have negatively affected
project implementation. Cooperation among the partners seems to have been of good
quality and the few problems that arose (mainly with outside parties such as the
municipality and a sub-contractor) were sorted out in a reasonable way. Reporting
could have been more strategic and exhaustive.
This project has been successful in achieving its results and most probably its project
goal as stated in the project proposal and, hence, can be considered as effective. In
addition, there are strong indications that the project will generate important spin-off
effects, mainly related to UMM and the programme offered. It is not clear to which
extent broader aims related to improved solid waste management will materialise, as
these depend much on factors that are beyond the project and the present UMM
programme.
The sustainability perspectives of the project are good (but no information is available
on the continuity of the management of the landfill, neither on whether the
programme will continue to generate the same level of interest) and the same can
probably be said with regard of the project spin offs.
It is difficult to identify the factors explaining the project’s success on the basis of
documents only. Most probably the success of the project is a combination of the
following factors: (1) the project is demand driven and dealing with an issue that
preoccupies both the government and the population at large; more specifically, it
occupies a niche not yet (that much) occupied by other parties (2) the adequate
institutional embedding of the project in an academic institution that is eager to
commit itself, disposes of the necessary institutional strength and has a sound
interest in the project as it wants to become a national leader in the sector and (3) last
but not least the quality of the contribution of the different project partners.
From these explaining factors, we can derive the lesson that good and successful
projects need to respond to criteria of a different nature: an environment that is in
strong demand for the services offered by the project, a strong institutional setting
with a clear commitment to promote the initiative and a sound technical base
capable to ensure the quality delivery of the project results.
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2.4 Round Table Indonesia
Project name
Project code
Sector
Major objective
date
INDF08/RI/02
Agriculture
Maastricht School of Management (MSM), the
Sustainable Development Centre (SDC)
Bogor Agricultural University (IPB)
To improve a sustainable business and investment
climate in the Indonesian agricultural sector, by
strengthening the knowledge capacity, formulating
concrete investment opportunities and facilitating
match-making.
678,666
542,933
January 2009
December 2011
Project origin. The first initiative came from IPB that identified MSM as potential
partner to increase its capacity in the area of competitive value chain analysis, development and partnership. This contact has been well responded by MSM. Both
institutions agreed to build up knowledge and facilitation capacity for stimulation of
pro-poor economic growth in the agricultural sector in Indonesia as the aim of the
cooperation.
Project rationale and context. The project wants to respond to the challenges in the
development of the agricultural sector in Indonesia, mainly the lack of
competitiveness, bargaining power, financial capacity, management and marketing
knowledge and skills of the farmers and the main suppliers in the food value chain.
The project believes that a value chain approach, complemented by education,
research, stakeholder dialogue, matchmaking and business development, will bring
partners together to work towards concrete sustainable economic development.
Characterisation of project partners. MSM has evolved from a pure management
school into a broad-based, hybrid institution with a clear international development
focus. Its mission is the enhancement of performance of the private and public sector
to facilitate economic development in countries in transition. The Sustainable
Development Centre (SDC) of MSM supports businesses by public, private and civil
society actors to play a pivotal role in the sustainable development process. Two
roles played by MSM, as leader of a consortium of Dutch universities having
expertise on sustainable business and implementer of the Round Table Africa, are
crucial to support this project.
IPB was established in 1963. It developed a reputation as a knowledge institute that
investigates the tendencies in the agricultural area to support national sustainable
development and improve human welfare. The Research and Development Centre
for Entrepreneurship (ERDC) of IPB was established in 2005. It assists stakeholders
198
and involves strongly in the empowerment of small to medium agricultural based
enterprises and in the development of agribusiness and agro industrial incubation.
Long term objective(s) and project purpose. The overall and project purpose the
project will achieve has been formulated as follows: to improve a sustainable business
and investment climate in the Indonesian agricultural sector, by strengthening the knowledge
capacity, formulating concrete investment opportunities and facilitating match-making.
upon in the proposal and no change was made during the inception phase; however
some changes were made related to the sub-results:
1. a well-functioning set-up for implementing the project with a contract
agreement and 3 year work plan. This output includes the drafting of detailed
work plan, the signing of the management agreement between MSM and IPB,
the drafting of detailed proposal for training program and logbook and the
finalising of the inception report.
2. The intellectual capacity and tools in Indonesia for applied research
consultancy on Sustainable Business is strengthened. This output includes the
implementation of a training of trainer (ToT) of IPB staff on value chain
analysis, competitiveness, Corporate Social Responsibility and partnerships,
setting up of an MSc research specialisation Business and Agricultural
Development, submission of accreditation request for MSc research
specialisation to the Ministry of Education, submission of international
accreditation request for MSc research specialisation to relevant accreditation
authority, implementation of research specialisation, evaluation of MSc
research specialisation pilot and fine-tuning, and implementation of finetuned MSc research specialisation.
3. Investment opportunities based on the economic analysis of value chains in
the agricultural sector are identified. This output includes the conduct of
value chain analyses by 35 students, identification of five relevant
stakeholders per value chain and the development of a database.
4. Matchmaking and implementation of the best investment opportunities,
including organisation of a multi-stakeholder match-making process are
conducted. This output includes the formulation of guidelines for a
partnership process, the formulation of four proposals for partnership
opportunities, the establishment and/or facilitation of two partnership
platforms, the organisation of two workshops with stakeholders, the
organisation of one round table meeting in the Netherlands and the selection
and start up of five partnership projects.
5. Knowledge distribution and networking among all relevant stakeholders in
Indonesia and beyond are stimulated. This output includes the formulation
and implementation of an information and communication plan, the
development of an online library database, the submission of articles for
publication in a scientific magazine, the organisation of a dissemination
workshop, the agreement of a long term cooperation between MSM and IPB
and the drafting of the final report and the finalisation of an external audit.
Analysis of the project is based on documents provided by EVD and MSM. The latest
progress report received by the evaluators is Progress Report 1/2010: January-June
2010.
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policy aims as stated in the policy memorandum and the MJSP. The objective of
improving the investment climate fits one of the Dutch policy priorities. Further, the
Dutch Minister of Agriculture considers that agriculture is in many developing
countries like Indonesia the engine of economic development and therefore
investment in the sector will lead to sustainable economic development.
The project has the potential to produce a specific added value for the broader policy
aims as it adopts a multi stakeholder approach, which includes partners of different
nature. This might serve as an interesting model for future cooperation.
The project fits nicely the mission of MSM and the main focus of the SDC (see
Characterisation of project partners in section 2.1). The project also facilitates MSM
and SDC to apply and explore their expertise10 in the agricultural sector in Indonesia,
a sector that constitutes the expertise of IPB. This project reflects a complementary
cooperation between both participating institutions.
The contribution of the project to the MDGs is indirect. In case the project reaches its
objectives it might indirectly generate effects on the poverty level in Indonesia
through increased income and productive employment.
frameworks?
The project is compatible with the main priority of the government that is the
revitalisation of the agriculture sector to achieve the main agenda of improving the
people’s welfare. This sector remains a high priority and the government focuses on
food security, competitiveness, diversification, and productivity and value added of
agricultural and horticultural products.
realised without the INDF. Considering the strategic issues addressed (many donors
are now interested in value chain development), one can imagine that other sources
of funding could have been found, within or outside the framework of Dutch –
Indonesian cooperation. However it should be noted that the combination of the
project components (strengthening knowledge capacity at the university level,
formulating concrete investment opportunities and facilitating match-making) is so
unique that may not easily fit in the donors’ portfolio. The INDF on the other hand
allows this innovative approach to be explored in the project.
In Indonesia, suppliers in the food value chain are normally in a weak position and
receive the least profit. Major factors contributing to this condition are the lack of
10
MSM’s and SDC’s core expertise lies in the applied research on competitiveness, value chains,
partnerships and multi stakeholder platforms and on advice, development, facilitation, matchmaking,
counseling, coaching, education and training and project management.
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financial support and management and marketing knowledge and skills that make
suppliers lacking competitiveness and having low bargaining power. If the project is
successful to reach its objectives, it can contribute to help tackle this problem.
Considering its limited scope, the project can however only provide models for
sustainable value chain development.
The project answers the need of IPB for more education and research capacities in the
area of competitive value chain analysis, -development, and partnership in the
agricultural sector. A project cooperation with MSM as a globally networked
management school is also very much in line with the IPB’s mission to strengthen its
reputation as an internationally recognised, knowledgeable university.
IPB shows its interest for the continuity of the cooperation. In the January-June 2009
progress report, one of the main agenda of the IPB’s key staff visit to MSM was to
explore future cooperation between the two institutions. A memorandum of
understanding for long-term cooperation has been signed at the end of 2009.
framework, and its relevance is beyond any doubt. The matchmaking component of
the project (to bring in different stakeholders to work together, including private
sector) is innovative. In case it is successful in facilitating the matchmaking between
economic actors of both countries, the project will contribute substantially to further
improvement of the Dutch – Indonesian policies.
3.2. Efficiency
Quality of the formulation process. IPB having the expertise in the agricultural
sector perceived the need to increase its capacity in the area of competitive value
chain analysis, -development and partnership. MSM possesses this expertise and has
the experience of establishing the Round Table Africa. Both institutions as such see
the opportunity to increase capacity in the area of sustainable business in the
agricultural sector by exploring and bringing in the expertise of each other into the
project. The adequate involvement of the key persons of both institutions in the
formulation of the project provides an additional good indication on the demand
driven character of the project and the quality of the formulation process.
Quality of the project proposal. The project outputs are clear and logical and this
applies also to the underlying sub-results and activities. There seems to be confusion
on the formulation of project purpose (short term objective) and project impacts
(long term objectives) in as far that both are used interchangeable.11 Development
results (=purposes) have described both effects in the sector the project worked on
and on the organisational change at the level of IPB.
Assessment of risks and measures to minimise the risks are well elaborated. The
project reflects the sustainability issue in its project design by including crucial
stakeholders to make the results sustainable.
11
See project proposal section 1.6 and 4.1.
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The project progress reports show that activities are conducted on time. The major
change compared to planning was related to the status of the research program from
an MSc to an MBA program under the new name Sustainable Business Development.
Being put under a registered program, it does not require accreditation anymore
from the Ministry of Education. Other changes are on details of the activities,
changes of personnel and shifts in budget allocation. This tells that the main project
content has been well thought of and has become the guidance in the
implementation. However the project also shows some flexibility in that it tries to
accommodate ideas developed during the implementation period, especially from
IPB, which naturally requires extra efforts in managing the project (discussing the
changes, requesting approval from EVD, …).
The project reports only provide progress of activities in very short sentences
without any further explanation that can be used to assess the quality of the results.
No external resources are mobilised until now. Nevertheless the project has
established contacts with the Horti Chain Centre12 that are welcomed for future
cooperation.
international experts and related costs (transport, DSA); they have however spent
substantial time in Indonesia. An important consideration in this regard (identified
in the proposal) is the extent to which the investment results in the improved
capacity of the lecturers of IPB to facilitate the new research program and the
availability of a framework for matchmaking and implementing best investment
opportunities.
partners
A short explanation has been found in the proposal and inception report on how the
project has to be managed. The project appointed a project manager in each
institution to be responsible for the project implementation. There seems to be an
equal footing of both institutions in the project due to the setting up of a steering
committee that consists of key personnel of each institution and the Dutch Embassy
in Jakarta. The project reports mentioned some intensive discussions that took place
between the two institutions. However the project has to deal with the workload of
the IPB lecturers, which impacts negatively on their involvement in the project.
activities (Indonesia vs. the Netherlands), but overall time spent by the experts in
both countries seems to be adequate (the budget foresees that about three fourth of
the expert time is spent in Indonesia).
Although by design there is a presence of a staff of the Dutch Embassy in Jakarta in
the project steering committee, no information has been found in the project reports
12
The Horti Chain Centre is also supported by the Indonesia Facility under the Project “Linking SME
Companies with modern markets through a Horticultural Supply Chain Development Centre,
Indonesia”
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on the involvement of the Dutch Embassy in the project implementation. However
additional information provided by MSM clearly conveys the contribution of the
Dutch Embassy. MSM has had meetings and email communication with the
Agricultural Councellor in particular to check how the project could best be aligned
with the overall policy and program of the Embassy. This resulted among others in
advice by the Embassy on which agricultural sub-sectors the project should focus.
The project reports did not mention any visit of the EVD staff.
The project has submitted progress reports that cover a period of six months. The
reports are on average submitted with a short delay.
Progress reports follow the EVD format. The quality of the main progress reports is
fair and the reports are completed with additional documents that provide
interesting additional information. External risks are presented but the information
on how these are dealt with is partially lacking.
The project plan is used as an important management and monitoring tool.
Deviations from the plans are communicated in a transparent way and clearly
justified. As such, the project shows an adequate level of flexibility and capacity to
adjust project implementation in view of the initial project plan that needed
adaptations at various levels.
By design, there is an evaluation of the implementation of the first batch of the
research specialisation program. Its results are used to improve the program to be
applied to the second batch. The progress project (January-June 2010) suggested that
this took place during the visit of Huub Mudde, the project manager from MSM,
however the results of the evaluation cannot be found in the report.
•
•
•
•
documents.
The progress reports provides the following information with regard to the
1. The first result (detailed work plan, the signing of the management agreement
between MSM and IPB, the drafting of detailed proposal for training program and
logbook and the finalising of the inception report) is achieved.
2. The second result (the implementation of a training of trainer (ToT), setting up of
MBA research specialisation on Sustainable Business Development, evaluation of
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MBA research specialisation pilot and fine-tuning) is partly achieved while the
rest (submission of international accreditation request for MBA research
specialisation to relevant accreditation authority, implementation of research
specialisation, and implementation of fine-tuned MBA research specialisation) is in
the process.
3. The third result (the conduct of value chain analysis by 35 students, identification
of five relevant stakeholders per value chain and the development of database) is
partially achieved.
4. The fourth result is partly in process and partly planned to be implemented
in the next period
5. Part of the fifth result (the formulation and implementation of information and
communication plan) is achieved, partly this result is in the process and partly
it is planned to be implemented in the next period.
So far, the project reports do not provide solid indications on the (expected) degree
to which the project will achieve (or contribute to) the main objective of improving
the sustainable business and investment climate in the agricultural sector. There is
however a potential to achieve an organisational change due to the setting up of the
research specialisation program and the on going capacity building of the IPB staff.
cooperation
Project documentation so far does provide indications in this regard.
The project has the potential to support IPB to develop its expertise in the sector and
further develop its network utilising the network of MSM and actors included in the
project. In case of MSM the project provides more “playground” in the Indonesian
environment. Future cooperation between MSM and IPB has been explored and a
memorandum of understanding for long-term cooperation has been signed.
A synergy has been sought with Horti Chain Centre, a project that is also supported
by the Indonesia Facility under the Project “Linking SME Companies with modern
markets through a Horticultural Supply Chain Development Centre, Indonesia”. A
basic agreement on cooperation has been agreed upon by the two projects; however
it is still too early to assess how the synergy develops.
As there are hardly any project benefits that have been achieved so far, it is
premature to elaborate extensively on project sustainability. Some indications
however provide positive signs for future sustainability. These include the good
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embedding of the project in IPB that is a dynamic and well known institution. In
addition, a clear path has been set out not only to integrate a quality programme in
the institutes offer (in the form of an MBA), but also to pursue the accreditation of
the programme, which will eventually contribute to its institutional viability.
For the same reason as above, it is too early to come up with firm statements of the
sustainability of project spin offs. However, both institutions have signed a
memorandum of understanding on long-term cooperation, which can constitute the
basis for further cooperation.
The project is relevant to the Dutch and Indonesian government policies and to their
cooperation frameworks. It is also in line with the aims and interests of the
participating institutions and contributes to the achievement of their respective
mandates.
From an institutional point of view, the project has a rather traditional approach and
institutional setting and could easily be supported via other mainstream
development programmes. However the matchmaking component of the project is
quite innovative and that can contribute to the further improvement of the DutchIndonesian policies.
The project has a strong demand driven character. Although there is a confusion in
definition of higher level of results (purpose versus impact), the project outputs are
defined clearly and logic. The project shows some flexibility in its implementation,
however no major change takes place. There seems to be an equal footing of both
institutions in the project and little, if any, problem in communicating ideas. This
factor and the demand driven character of the project are factors that help the project
to be efficient.
It is too early to take any conclusion on the project’s effectiveness as its major results
still need to be achieved. However, so far the project has been able to produce the
planned results according to schedule. Also in terms of sustainability is it too early to
come up with conclusions. Some factors that might positively affect future
sustainability are however clearly present.
This project learns that crucial factors of a strong demand driven character, high
commitment of the partner institutions, appropriate management arrangements and
balanced roles and responsibilities in the partnership.are important to guarantee the
success of a project. Indicators of outputs, purposes and impacts are important to be
developed to provide benchmark for measuring success. Transfer of knowledge and
skills is better facilitated with the presence of proper design for a capacity building
project that fits the needs and organisational environment and is based on careful
assessment of available resources and envisaged results. This will also contribute to
the embedding of results in the local institution.
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2.5 Joint Development of a new Master Program on
Integrated Microfinance Management for Poverty
Reduction and Sustainable Development in Indonesia
Project name
Project code
Sectors
Major objective
date
Joint development of a new master program on
integrated microfinance management for poverty
reduction and sustainable development in Indonesia
INDF08/RI/16
Education, Sustainable Investment Climate
Leiden Ethno systems and Development Programme
(LEAD), Faculty of Science, Leiden University
Universitas Padjadjaran (UNPAD), Bandung
To strengthen the Netherlands-Indonesian-Greek
institutional partnership network on integrated
microfinance management and development, to
design and develop a new master program in this
newly-developing field, to start the first training of
staff and professors on expert knowledge of integrated
microfinance management, and to evaluate, adapt and
disseminate the new course through the institutional
framework of higher education in Indonesia
672,320 €
537.856 €
1 January 2009
31 March 2012
Project origin. The relationship between the project partners goes back a long time
in history. LEAD and UNPAD have been collaborating since 1987 in the field of
anthropology and development sociology and the scientific cooperation between
LEAD and UNPAD has later onwards been formalised by a Bilateral Agreement
between Leiden University and Universitas Padjadjaran in 1995, further supporting
cooperation in training and research, and the exchange of staff and students on an
annual base.
In the same year, MAICH (the third project partner) joined this cooperative network
with its participation in the Indigenous Agricultural Knowledge Systems for Sustainable
Development in Indonesia and Kenya (INDAKS) Project, sponsored by the European
Commission in Brussels.
In addition, Gema PKM Indonesia also recently joined the ICIMM Network for this
project, specifically in view of its long-term pioneering experience in microfinance
development in Indonesia over the past decades.
Project rationale and context. Microfinance has gained universal recognition as a
key factor not only to reach financial sustainability as a major contribution to socio-
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economic development, but also as a useful instrument to reduce poverty of
marginalized groups, and is as such regarded as a major step to achieve the first of
the Millennium Development Goals of eradicating extreme poverty and hunger around
the globe. Several studies have provided an empirical base in this regard and
documented that microfinance is able to reduce poverty and realize human
development goals in education, health, natural resource management and women's
empowerment. Still, participation of poor and low-income families in programmes
and projects of the Microfinence Institutions (MFIs) – specifically in Indonesia remains low, rendering poverty a growing problem in the country.
As far as microfinance in Indonesia is concerned, it is stated that: ‘skilled labour at all
levels remains scarce and a substantial effort is needed to increase the supply of scientific and
managerial talent’. Despite such marked need, however, a post-graduate curriculum
in the new field of Integrated Microfinance Management (IMM) still has to be
developed in Indonesia.
While the call for extending access to financial services for the poor becomes louder,
promising examples show that integrated microfinance management projects in
agriculture and health care not only help poor people to increase their use of these
MFIs, but also that their lives tend to improve. So far, however, western-trained
financial experts have failed to include in their profession such crucial socio-cultural
dimension in microfinance management in Indonesia.
As the LEAD Programme of Leiden University in cooperation with the other
partners of the ICIMM recently developed a new model of Integrated Microfinance
Management (IMM), embarking on the need to develop an integrated management
system for providing not only financial, but also health, educational,
communicational and social services to these disadvantaged groups through their
own institutions, a innovative project has been funded by the EVD/INDF to
implement such model through the development of a new Master Course on
Integrated Microfinance Management in Indonesia.
Characterisation of project partners. The project partnership is composed of four
organisations. The Leiden Ethnosystems and Development Program (LEAD) is an
interdisciplinary program based in the Faculty of Science of Leiden University with a
mission to strengthen international cooperation in education, training and research
in the field of planning and implementation of bottom-up strategies for sustainable
development with various counterpart institutions in developing countries,
particularly in Indonesia. As Member of the Microcredit Summit Council of Educational
Institutions and Chair of the International Consortium for Integrated Microfinance
Management (ICIMM), LEAD has developed a specific bottom-up approach of
Integrated Microfinance Management as an innovative strategy to alleviate poverty of
poor people and low-income families through the integration of traditional
institutions and organisations into national microfinance programmes and MFIs, and
as such also contribute to the building of an inclusive financial sector.
Universitas Padjadjaran (UNPAD) is one of Indonesia’s leading public state
universities. Its mission is to expand into an advanced institute of higher education,
training and research with staff focusing on further extending its international
academic level in relation to the sustainable development of Indonesia’s society. One
of its strategies is to participate in international cooperation on a multi-disciplinary
base with top universities abroad with the aim to design and implement advanced
master programs to train young professionals in applied-oriented disciplines with
direct relevance for the sustainable development of Indonesia. As a long-term
counterpart of Leiden University’s LEAD Program and as a Member of the ICIMM
network, Universitas Padjadjaran with its strong Faculty of Economy seeks to jointly
develop an advanced training program for of professional microfinance managers.
The two additional partners include the Mediterranean Agronomic Institute of Chania
(MAICH) which is an intergovernmental organisation, with the aim to offer postgraduate education at the Master of Science level in applied economic, agricultural
207
and technical sectors., and GEMA PKM (Gerakan Bersama Pengembangan Keuangan
Mikro Indonesia), the Indonesian movement for Microfinance Development, that was
established in 2000, and has since been active in promoting microfinance in
Indonesia through a vast forum of diverse stakeholders.
Long term objective(s) and project purpose. The short term goal is to strengthen the
Netherlands-Indonesian-Greek institutional partnership network on integrated
microfinance management and development, to design and develop a new master
program in this newly-developing field, to start the first training of staff and
professors on expert knowledge of integrated microfinance management, and to
evaluate, adapt and disseminate the new course through the institutional framework
of higher education in Indonesia.
The long term goal is to generate a nationwide spin-off from the newly-developed
master course throughout institutes of the Indonesian framework. Through the
development of the new master course, the project eventually seeks to contribute to
increased access and use by poor and marginalised people, not only of financial but
also of social services for poverty reduction, and eventually contribute to building an
inclusive financial sector for sustainable development in Indonesia. In this way, the
project hopes to reach the poorest in the country, to include and empower women,
build financially self-sufficient institutions at the community level, and warrant a
positive, measurable impact on the lives of poor and low-income clients and their
families throughout Indonesia.
The main project results and sub-results can be summarised as follows:
1.
2.
3.
4.
The establishment of the Netherlands–Indonesian-Greek institutional
Partnership Network. This inception phase of the project includes the
formalisation and strengthening of the relations between the project partners,
the design of a quality control and monitoring system of the project throughout
its lifecycle, and the set-up of a new project website for information and
communication
A jointly developed curriculum of the new Master Course including themes,
topics, fieldwork, schedules and six modules;
Trained and certified tutors (12) in the new course contents of Integrated
Microfinance Management and in innovative education methods and
techniques, via the organisation of workshops and training sessions;
An implemented, evaluated and disseminated new Master Course on
Integrated Microfinance Management in Indonesia (IMM), which includes the
introduction of the course in the Faculty of Economics of UNPAD.
The project’s objectives contribute (directly and indirectly) to the broad Dutch policy
aims as stated in the policy memorandum and the MJSP. Indeed, it can be expected
that the achievement of the project goals will lead to a better performing
microfinance sector and will as such contribute to poverty reduction and more
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sustainable and equitable growth (better economic opportunities for low income
groups).
More specifically the project promotes a strong vision in which economic and social
considerations are combined and hence contributes to a more sustainable investment
climate against the background of the overall theme of appropriate public
administration and management and efforts to improve economic governance. The
project will also further contribute to the long-standing cooperation in higher
education among Indonesian and Netherlands institutions.
The project has some potential to produce a specific added value for broader policy
aims and to contribute to the enlargement of bilateral relations as it adds a specific
dimension to the mainstream economic cooperation programme of Indonesia and the
Netherlands to improve economic policy and the prevailing business climate. To that
effect, more linkages could be established between this project and other initiatives
in the economic domain, which might not be developed yet.
This aspect of the IMM project is explicitly stated in the proposal and subsequent
progress reports. The project with its contribution to implement the concept of
sustainable investment climate contributes to the particular goals and priorities of
bilateral development cooperation between The Netherlands and Indonesia in the
major sectors of education and community development against the background of
the overall theme of appropriate public administration and management. This
interesting theme has been further elaborated in the Netherlands Policy Priorities of
improved sustainable investment climate with special attention for improved
economic governance since 2005. The project similarly links up with the new policy
of the Netherlands Embassy since 2006 to increase its support for the Government of
Indonesia in its efforts of giving high priority to education, as established in the
Strategic Plan 2005-2009.
In this context, the project seems fully in line with the aims and interests of the Dutch
participating institutions. For LEAD (c.q. the Leiden University), this project adds to
a long-standing tradition of cooperation with the South and fits with its mission to
strengthen international cooperation in education, training and research in the field
of planning and implementation of bottom-up strategies for sustainable
development with various counterpart institutions in developing countries,
particularly in Indonesia. It adds to its membership of the Microcredit Summit Council
of Educational Institutions and Chair of the International Consortium for Integrated
Microfinance Management (ICIMM), and as such will contribute to increase its
experience and expertise in this particular sector.
The Project envisages that by implementing the innovative strategy of integrated
microfinance management a significant contribution can be made to poverty
reduction and sustainable development in Indonesia, and as such also to the
achievement of the Millennium Development Goals of ‘Education for All’ and
‘Eradication of Poverty and Hunger’ in Indonesia. The broad orientation of the project
(using a comprehensive approach towards the various causes of poverty of lowincome groups of the society) is expected to also produce effects in related areas of
governance, health care, agriculture and women empowerment.
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frameworks?
The Indonesian government recognizes the problems spelled out in the project
proposal to build a more inclusive financial sector that reaches the poor and
excluded groups of the population. It also acknowledges the lack of adequate human
resources to supply Government institutions and MFIs with well-trained
microfinance managers, specifically capable to extend integrated financial and social
services to the poor. Indeed, despite the efforts of the government, the state-owned
Bank Rakyat Indonesia, and of private MFI’s to provide various forms of financial
services to the entire population of the society, the poor and deprived people in rural
areas have not increased their access and use of these formal institutions. By
consequence, the MFIs have not succeeded to extend their financial services, while
the poor and very poor people fail to improve their conditions and lives.
As such the government supports the building of an inclusive financial sector that is
needed to enhance the overall sustainable development of Indonesia. Such support
has recently been confirmed by Mrs. Dewi Savitri Wahab, Minister Counsellor of the
Indonesia Permanent Mission to The United Nations in New York at the Sixty-fifth
General Assembly of the United Nations on 13.10.2010 in her response to the
President calling for more inclusive finance measures, as world body weighs
progress, hurdles in promoting microfinance as path out of poverty.
been realised without the INDF. Microfinance promotion gets much attention in
development circles, but mainstream support to the sector seldom uses academic
resources, as is the case in this project. As such, the project offers a unique
combination of scientific and grassroots actors that work in favour of a particular
approach out of a strong vision to combine social and economic considerations.
Another question is if such an initiative might well be less eligible for funding via
more traditional channels.
Access to microfinance services is undoubtedly an important need for Indonesian
society, in particular that part of the population that is poor but economically active
and trying to achieve a better and more secure livelihood. Lack of adequate access to
finance is very often a major constraint in this regard as the government initiatives
(via BRI) and those via existing microfinance institutions are either incapable to
reach these sections of the population, either offer inadequate services. In addition
their limited outreach constitutes a severe impediment for uplifting the welfare of
that very considerable portion of the Indonesian population that lives just under or
above the poverty line. The project addresses the needs of the Indonesian society
through appropriate education and training of a new cadre of Integrated
Microfinence Managers at advanced post-graduate level.
Through the implementation of Leiden’s new approach of integrated microfinance
management (IMM) into a new Master Course, UNPAD hopes to accumulate expert
knowledge and experience, and deliver future microfinance managers to encourage
local people – specifically the poor and low-income families - to participate more
actively in expanded microfinance services, and as such help to build an inclusive
financial sector for poverty reduction and sustainable development throughout the
210
country. This ambition is fully in line with the university’s ambition to expand into
an advanced institution of higher education and further extending its international
academic level.
The project is also dealing with the core business of GEMA PKM to promote
microfinance via a vast forum of different stakeholders so as to increase the outreach
of microfinance services and improve the existing legal frameworks. It can be
expected that the interplay between the network’s rather bottom-up approach with
the more academic approach of the other partners will positively influence its
functioning at various levels.
Although the project is fully in line with the present Dutch – Indonesian cooperation
framework and priorities, its focus has so far remained confined though appropriate
as it brings together the ‘classic’ microfinance actors. It would be interesting to
explore possibilities to link up the project with other activities in the areas of
sustainable business climate promotion. As such, there might be a potential to
contribute to improvement and innovation in the Dutch – Indonesian policies, but
this might require a considerable effort and linking up with other actors.
3.2. Efficiency
Quality of the formulation process. The origin of the project describes well the way
the project partners have liaised with each other and points to the demand driven
character of the project. It is also clear that behind the demand of UNPAD to further
extend the cooperation with the other project partners, it is its policy in develop its
profile as an internationally oriented university in Indonesia, and as such the joint
IMM Project has received broad support within the university. As there is a strong
linkage with the activities of the project partners under the ICIMM (International
Consortium on Integrated Microfinance Management), from the beginning onwards
the different stakeholders on the initiative of the LEAD Programme of Leiden
University were jointly involved in the project formulation process (including the
decision on which organisations to include in the partnership), not only in its general
aim and specific objectives, but also in terms of the contents of the programme and
its organisational and financial dimensions.
Quality of the project proposal. The project content and rationale are well described
in the project proposal and so are the history of the relationship between the project
partners and its eventual development effects.
The project outputs (results) are clear and logic and this applies also to the
underlying sub-results and activities. The project goal is however poorly described,
as it contains actually an enumeration of the project results; as such, the effects of
these results are found at the level of the long-term goals (increased access and use
by the poor of financial services, an inclusive financial sector, among others). It
would have been preferable to dispose of a project goal that entails a real
development effect and could be considered as the eventual yardstick to measure
project effectiveness.
The proposal also presents a quite comprehensive (compared to other proposals) risk
analysis. These risks deal mainly with the operational level of the project (the
capacity to produce the planned outputs), but also with the spin off effects and
sustainability issues. Since no risks have been anticipated with regard to the
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achievement of the higher level objectives (i.e. the anticipated developmental effects
of the project), a risk analysis at these levels was considered not relevant, whereas in
the opinion of the evaluators some risks do exist at these levels and should have been
analysed.
Till mid 2010 (the last progress report of the project covers its implementation till
June 2010), the implementation of the project was on schedule. The activities were
implemented according the project planning that – in comparison with the project
proposal - has been slightly adjusted in November 2008 (i.e. prior to the actual start
of the project) after a consultation between EVD and the Dutch lead agency.
As is the case in many other projects, substantial changes had to be made in the
project staff and advisors/experts, both at the level of the Dutch/Greek partners and
their UNPAD counterpart. Several unforeseen factor played a role in this regard.
Some staff departed early (a.o. to accept a position as rector of another university, a
LEAD related expert had cultural and linguistic difficulties and left the project and,
sadly, a Greek expert died in a traffic accident). Project partners claim that these
important changes, however, have not seriously affected the quality and pace of
project implementation, at least in its early stages. During the second phase of the
project (July 2009 – June 2010) the project team remained unchanged.
On the positive side, the project generated a growing interest at UNPAD level, which
made several faculties of UNPAD to be more involved in the project; as a
consequence a joint decision was taken to extend the project staff. In addition, the
project expert/advisor team was reinforced with a knowledgeable member on the
Indonesian side.
It is obvious that all these changes have led to minor activity adaptations and
corresponding budgetary modifications; the project management has however
assured to remain strictly within the budgetary limits of the project.
The distribution of the own financial contribution of the four partners to the project
costs includes 68% from the Dutch applicant, 12% from the Indonesian Partner and
20 % from the Additional Partners 1 & 2.
Although it is difficult to assess the quality of key activities undertaken and of the
human resources involved in the project on the basis of a documentary study alone,
indirect indications show the capacity of the project to quickly generate a growing
interest within UNPAD first and later on also from other universities. In addition to
the expectation that the quality of implementation of the activities is good, the fact
that the project aims to introduce a new paradigm in microfinance might constitute
the most significant factor explaining the big interest for the programme.
The decision of UNPAD to increase the number of its staff involved in the project, is
an indication of the project’s capacity to mobilise additional human resources from
among different faculties from UNPAD without, however, increasing the funds.
international experts and related costs (transport, DSA); but these experts have spent
more time in Indonesia than in The Netherlands/Greece. Whether or not the project
results justify the resources spent, will ultimately depend in first instance on the
continuity of the programme within UNPAD (which seems to be well assured). On
the long-term, and even so importantly (2) the effect of this project on the actual
situation in the microfinance sector (improved access for the poor) and, eventually,
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the effects on the situation of the vulnerable part of Indonesia’s population will
eventually determine the efficiency of the IMM Project.
partners
The initial proposal contains a description of the project management structure
composed of two main partners (LEAD and UNPAD) and two additional partners
(MAICH and GEMA PKM), with LEAD assuming the project lead. Each partner has
committed itself to nominate a competent representative who will be in charge of the
scientific, operational and financial management during project implementation.
The project progress reports do not provide information about the actual functioning
of this management structure, but – considering the extensive and open way of
reporting – there are no reasons to believe that this structure is not functioning
adequately. More in general, whether the partnership among the partners (in
particular the Dutch and Indonesian partners) is balanced or not, cannot be derived
from the project documents. No indications have however been found in the reports
about problems in this regard. Moreover, decisions related to the adaptation of initial
work plans and budgets seem to be taken in a concerted way.
activities (Indonesia vs. the Netherlands), but no indications of anomalies have been
found in this regard.
implementation.
EVD staff has visited the project in Bandung, Indonesia one time in April 2010, and
will visit the project again in February 2011.
Project reporting was broadly on time as can be learned from the following
overview: the project started in January 2009, whereas the inception report (called
project report phase I), covering the period till June 2009 was submitted in August
2009. The second semi-annual report covered the period July – December 2009 (the
first 6 months of phase II) and was submitted in March 2010. The second progress
report was submitted in August 2010 (covering the period till June 2010).
So far four reports had been submitted that- as the result of the reporting instructions
of the EVD/INDF - partially overlap: two semi-annual reports and two so-called
‘Phases reports’ that present reports related to one of the ‘phases’ (called results in
the project reporting format developed by EVD) of the project. These reports and its
annexes describe in a clear and detailed way the progress of the project in terms of its
results achievement, the changes compared to the initial plans (in terms of activities,
human resources, budgetary allocations and spending). They also quite extensively
report on more strategic issues related to external risks, sustainability, relevance and
spin offs of the project. Each report builds on the previous one and takes over its
relevant parts, which allows the reports to be read independently to get a global
overview of the project implementation.
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A well elaborated project monitoring mechanism has already been developed in the
early stages of the project. This mechanism most probably is key in the progress
reports presenting a coherent overview of the accomplished results and sub-results,
and the corresponding means of verification. The adequate functioning of the
monitoring system is also illustrated by the project’s capacity to adjust the course of
implementation when needed.
So far and for the obvious reason that the project is still in progress, it has not been
evaluated nor have explicit efforts to learn out of experience been undertaken. These
activities form however an intrinsic part of the fourth (and last) project result.
•
•
•
•
documents, with the exception of the last point. Indeed, there has been a long
discussion between the project and EVD on the DSA rates to be applied during
project implementation. The project ‘s financial department has introduced in 2009
and 2010 financial reports applying the prevailing DSA rates for those years which
had considerable increased compared to the year of the introduction of the project
proposal (2008). This was however refused by EVD, which has lead to unexpected
costs at the level of Leiden University, which cannot be compensated via the use of
other budget items. While the relation with EVD has always remained good, the
project holder questioned this policy, which goes not only against the actual situation
in the field, but also against international practices and stated that this decision led to
important financial losses. EVD, however, refers to the publication in the
Government Gazette of December 2006 to justify its decision.
By mid 2010, i.e. roughly half way the three-years period of project implementation,
the project reports state that the project has fully achieved its first two results:
•
The achievement of results 1 included project preparations at the level of each
partner, the design of a quality control and monitoring system of the project, the
design and set-up of a new project website for information and communication,
the implementation of a two-weeks joint meeting at UNPAD and the signing of
an MoU among the project partners.
•
All sub-results of result 2 have even so been achieved, including the development
of six course modules, the development of one course module on innovative
teaching methods and techniques for tutors and a study trip to Greece and the
Netherlands for project staff from the Netherlands and Indonesia.
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No data could yet be obtained on the level of achievement of the two other project
results, as the related activities are still part of the progress of the Phase 3 and 4
concerned, which will reach their finalization on 31 March 2012.
cooperation
The project implementation reports elaborate, more than similar reports of other
projects, on the development and spin-off effects the project is expected to generate
in terms (among others) of reaching the poor, empower women, build financially
viable institutions at community level, social benefits for the development of higher
education, etc.
Although it is far too early to judge to which extent the project will be able to realise
its ambitions, the fact that it places its actions and efforts unambiguously in this
longer-term perspective should be regarded positively.
It is also too early to conclude on this issue, though certain indications suggest that
the project will certainly produce effects in this area: the project is very well regarded
at UNPAD and the courses will be integrated in the academic offer of the university.
Later on a dissemination is foreseen to other academic institutions (both in Indonesia
and in the region) that showed interest already.
There are few indications of the project’s potential to contribute to the broadening of
development actors (though it may very well, as suggested in one of the reports,
further strengthen the long-standing cooperation in higher education between the
Netherlands and Indonesia). The partnership among three of the four participating
organisations existed already prior to this project, whereas the role and contribution
of the fourth partner (GEMA-PKM) has so far remained limited but may be further
substantiated.
As a follow up of the project, all four partners plan to continue their cooperation,
which obviously offers perspectives for institutional spin offs.
The project has taken off well, but there is a long way to go before the aspired
contribution to the fulfilment of important needs in Indonesia can (will) be achieved.
Project documents do not mention any unplanned important effects.
It is too early to take any conclusion on the project’s effectiveness, as its major results
still need to be achieved.
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Though it is far too early to come up with conclusions on the future sustainability of
project results, a few indications can be provided.
It can be safely stated that the project results will be firmly embedded in UNPAD
and an academic accreditation for the programme is likely to be achieved, which
constitutes an additional guarantee for sustainability.
Being a well established academic institution and highly committed to this new
master program, it can also be expected that UNPAD will be able to ensure the
continuity of the Integrated Microfinance Management programme.
As mentioned earlier, the four project partners will continue their cooperation in the
post project period and the achievements of the project will be institutionalised
through their membership in the International Consortium on Integrated
Microfinance Management.
This is a relevant project that addresses a key problem of present-day Indonesia and
fits well in the existing policy frameworks of both countries and of their cooperation.
The project is also expected to contribute to the MDG’s, in particular via its indirect
effects on poverty alleviation. The project is also compatible with the aims and
pursue their respective missions. Consequently, there is much hope that the results
produced by this project will be sustainable.
In terms of efficiency, quality of project formulation has been fair to good. Although
the project proposal presents some technical imperfections, it has proven to be a
good reference for eventual implementation as no fundamental changes had to be
introduced. Changes with regard of key personnel (at the level of the three main
partners) might have affected efficiency of implementation (though project initiators
claim this has not been the case), primarily in the early stages. On the positive side,
the project generated a growing interest at UNPAD level, which made several
faculties of UNPAD to be more involved in the project, which in its turn initially led
to an additional review and extension of project staff.
resources involved in the project (and more globally to assess the relation between
resources and results) on the basis of a documentary study alone, but the first
indications related to project implementation allow being positive. Project
monitoring and reporting are of good quality.
In terms of effectiveness, by mid 2010 the project has reported having reached its first
two (of four results). In particular the achievement of the second result, and more
precisely its sub-results related to the development of six course modules, seems to
be highly significant. However, it is still far too early to speculate about the project’s
potential to its long-term objectives (related to decreased poverty, empowerment of
women, and a more inclusive financial sector) or about its effects in terms of
216
institutional strengthening, but the results achieved so allow to be optimistic for the
future.
Though it is far too early to come up with conclusions on the future sustainability of
project results, some positive indications have been found, of which the strong
embedding in UNPAD seems the most significant.
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2.6 Building Blocks for the Rule of Law
Project name
Project code
Sector
Major objective
date
Building Blocks for the Rule of Law
INDF08/RI/18
Good Governance
Leiden University, Leiden Law School
University of Indonesia, the Faculty of Law
To contribute to the creation/establishment of a
reform-minded future generation of legal
professionals and Indonesian legal policy makers and
law reformers as a result of the improved legal
education of Indonesian Law Faculties
764,111
600,000
January 2009
January 2012
Project origin. Relationships between law faculties in both countries have often a
long history, e.g. those between the law faculty of Universitas Indonesia (UI) and the
Leiden Law School date back to the colonial times. Since then, cooperation has
continued in different forms on a continuous basis.
At the occasion of a visit of the Dean and the Vice-Dean of Leiden Law School to
Indonesia in 2007, four major Law Faculties in Indonesia expressed their strong wish
to cooperate with the Law School of the Leiden University to improve the Indonesian
legal education, resulting in a five party agreement. Early 2008, the Dean of the
Groningen law faculty received a similar request for assistance. Both Dutch
institutions decided to integrate their plans for cooperation and submit one joint
proposal.
Project rationale and context. The need to improve legal education has since long
been recognised by the Indonesian government and the international community,
and the Netherlands have supported Indonesia in various ways during the New
Order government till the latter refused all development aid in 1992. Since the
downfall of Suharto, the political and legal reforms to create good governance and
the rule of law have become eminent. There is a high demand to quality legal actors
to improve the functioning of the legal system and hence improving legal education
is part of an ongoing broader process of legal reforms. This is also supported by the
findings of the authoritative Diagnostic Assessment of Legal Development in
Indonesia that considers the Indonesian law faculties as a weak pillar of the
Indonesian legal system. Therefore the need to improve legal education in Indonesia
becomes a priority. Unfortunately most of the projects supported by donors
concentrate on legal institutional reform and improving access to justice while little
support is provided for improving the legal education. Support through this project
answers this strategic need. As the Indonesian legal system is based on the Dutch
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legal system, it becomes a comparative advantage for Dutch experts and law
faculties to share their expertise as compared to other countries.
Characterisation of project partners. The Law School of Leiden University engages in
quality education and research, with an increasingly strong international focus. It
carries a responsibility for delivering the highest quality of legal education, aimed at
delivering expert lawyers with due care and attention for professional ethics in
preparation for the practice of various legal professions and social responsibilities,
both in the national and international context.
Faculty of Law of the University of Indonesia is the oldest law faculty in Indonesia and
continues as the leading law faculty in Indonesia and has consistently established
itself as one of the leading law faculties in Asia Pacific. Currently its dean chairs the
Cooperation Board of the State University’s Faculties of Law that provides the
opportunity to contribute for academic improvement and empowerment of the legal
science in Indonesia.
Faculty of Law of the University of Groningen is a modern, internationally oriented
institution that builds on a longstanding tradition of almost four centuries.
Advanced systems of quality control have been implemented for a continuous
improvement of research and education.
following presentation of short term and long-term goals. The project will contribute
to the following goal: to strengthen the rule of law in Indonesia, to help Indonesia establish
good governance and to promote economic development and social justice.
The project purpose is defined in the proposal as the following: to contribute to the
creation/establishment of a reform-minded future generation of legal professionals and
Indonesian legal policy makers and law reformers as a result of the improved legal education
of Indonesian Law Faculties.
1. Inception phase completed, which includes identification of Indonesian course
team members and confirmation of Dutch course team members, work plan
drafted and work plan endorsed and signed by the two deans.
2. Drafting the course programs which includes the determination of a common
approach and the drafting of four course programs.
3. Conducting the courses, which includes thirteen courses conducted and eighty
teachers and researchers trained.
4. Dissemination of results, which includes a international conference conducted,
four publications in English language and four publications in the Indonesian
language, and drafting of the final report.
memorandum and the MJSP. Indeed it can be expected that the projects contributes
rather directly to improved democracy, stability, human rights and governance and
that it will indirectly also contribute to promoting stability and security.
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As the project has, compared to other INDF projects a rather traditional set-up (in
terms of the composition of its partnership) its potential to produce a specific added
value for the broader policy aims of the cooperation between the two countries, i.c.
the ambition to broaden the relations between the two countries, might be rather
limited.
On the other side, a project report mentions that the Dutch Embassy is planning to
intensify the cooperation in the legal sector, on the basis of the MoU between the two
Ministries of Justice concluded in February 2009. It is not clear yet how this could
provide opportunities for broadening the cooperation between the two countries in
this field; as will be mentioned below, a broad range of actors is included in project
implementation, which offers perspectives in this regard.
It is not clear either to which extent the project would not have been realised in case
it would not have had access to the IND-F. The IND-F project came however at a
time well placed for the formation of the project as the universities involved were
just at a stage of shaping their future cooperation Alternative funding possibilities
(such as via the NICHE (Netherlands Initiative for Capacity Building in Higher
Education) programme of NUFFIC have apparently not been explored.
The project is fully in line with the aims and interests of the Dutch participating
institutions. For both the Law Faculty of Groningen and the Leiden Law School there
is a strategic interest to work with UI, because Indonesia is an important part of their
international profile. More in particular, the library of Leiden Law School houses the
largest collection on Indonesian law of the European continent. In addition,
cooperation with an Indonesian partner such as UI leads to fundamental and
instructive discussions about the own Dutch legal system and its underlying
assumptions.
The contribution of the project to the MDGs is indirect. The proposed cooperation
should contribute to the strengthening of the rule of law; its corresponding clarity,
transparency, predictability and consistency are key conditions for sustainable
economic development. More in general, it is precisely the objective of the rule of law
to protect the poor and weaker groups in society. As such, the rule of law is a
precondition for establishing social and economic justice.
frameworks?
Establishing the rule of law is a primary goal of government reform in Indonesia in
present-day Indonesia. The effort of the project that aims at improving legal
education is part of a broader process of legal reform ‘reformasi hukum’) that aims at
building and improving the rule of law in Indonesia. This broad reform programme
is presently supported by a broad range of donors, but the field of legal education
has so far been rather neglected, while the results of the reforms will eventually
depend on those who have to implement them.
As the project has a rather traditional set-up (compared to other IND-F projects), its
potential to produce a specific added value for the broader policy aims of the
cooperation between the two countries is limited (see above).
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Indonesian citizens are in various ways confronted with the failure of their legal
system, that fails to guarantee justice, lacks transparency and predictability, impedes
people to exercise their basic rights but also, at higher levels, creates uncertainty for
economic actors, hampers investments and institutionalises corruption at all levels.
This grim picture is slowly changing now, but the road to a well functioning legal
system is still very far. As such, the project’s efforts are highly welcomed to speed up
this process.
It can be expected that improved rule of law can quickly counteract phenomena such
as corruption and collusion Indonesians are daily confronted with; it should also be
able to ensure that poor and vulnerable groups get easier access to the services they
are already now entitled to.
This project has clearly been defined in a demand driven way, while building on
personal and institutional relationships that last for a long time. The selection of the
fields of cooperation has been based both on the common roots of Indonesian and
Dutch law in these areas and on their relevance for present day development in
Indonesia.
For UI, there is a strategic interest in working with Leiden and Groningen, because it
provides access to updated knowledge about modern Dutch law. That knowledge
contains information about how the Dutch system has been modernised over the last
decades and may prove very helpful in the process of legal reform in Indonesia. The
above mentioned interest exists for other Indonesian universities also. But perhaps
more importantly, the project offers for all participating Indonesian universities
significant opportunities for training of their academic staff, firstly in the field of law,
but also in terms of didactic methods and dissemination of both legal knowledge and
effective teaching methods.
UI and the Leiden University have signed in 2005 a memorandum of understanding
with regard to academic cooperation, which serves as an umbrella for this project. It
also constitutes a guarantee for further cooperation between both institutions in the
future.
This project is part of a long tradition of academic cooperation between Dutch and
Indonesian universities that have many good reasons to engage in long-standing
partnerships. As such, it is part of the broad area of academic cooperation between
institutions from both countries. Considering the project set-up, it will rather
strengthen the existing cooperation partnerships than provide a distinctive
contribution to improvement and innovation in Dutch-Indonesian policies and
practices.
3.2. Efficiency
Quality of the formulation process. The information in the project proposal clarifies
well its origin and demand driven character. It also explains how the various
academic institutions got involved in the project and how the field of intervention
have been identified and the according responsibilities defined. The proposal was
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written by faculty and staff of the Leiden Law School, in close consultation with
faculty and staff at both UI and Groningen. Prior to submission, a range of the
Leiden’s law school departments were consulted about potential involvement, before
the choice of the four teaching areas was made.
Quality of the project proposal. The project outputs (results) are clearly described
and logic, and this applies also to the underlying sub-results and activities. The
purpose is well defined showing the development effect of the outputs (defined in the
proposal as short-term project goals) and the impacts the project aims to contribute
to are clearly formulated.
The project proposal elaborates three risks the project may face and suggestions to
contain the risks are provided and included in the project design. These riskmitigating measures are based on earlier experiences and related merely to the
operational level. The risk section could have been conceived broader by also
addressing risks related to the present political and policy environment in Indonesia,
which can influence to a substantial degree the higher-level objectives of the project;
it should however be mentioned that the EVD proposal does not require these risks
to be identified and addressed.
The project proposal describes well its internal organisation, the anticipated spin offs
in terms of development effects and poverty alleviation. The way the project fits with
policies of the Indonesian Government and the priorities of bilateral cooperation
between the Netherlands and Indonesia could have been elaborated more
extensively as it might indicate possibilities for cooperation and synergies.
implemented as initially planned. There have been minor shifts related to the timing
of some activities (e.g. related to the selection and recruitment of the participants,
slight changes among the lecturers, slight delay in the implementation of a course),
but these seem entirely acceptable in the context of a development project with a
strong institutional nature, that never can be entirely implemented according initial
plans. The last progress report available (January – June 2010) casted however
doubts with regard to the feasibility of achieving the third project result on time,
mainly because of the failure, by the Indonesian coordinator to submit the course
reports and evaluations with regard to the first course sessions in due time. Eventual
achievement of this result is however not compromised.
resources involved on the basis of a documentary study alone13. Capacity building
activities seem to have been entrusted to lecturers with a solid track record, which is
at least an indirect indication for their quality. Furthermore, the evaluators have been
positively impressed by the high level of care with which the activities have been
prepared, as described in the inception report (e.g. the attention put on basic training
principles, the preparation of the teachers team and the measures undertaken to
streamline the education principles and teaching methods applied).
The initial Dutch project coordinator resigned from the project because she found
another job outside Leiden University, a move that, according to the present project
management, had nothing to do with the INDF project. It is not clear to which extent
her replacement might have negatively (but temporarily?) impacted on the quality of
project implementation.
13
All courses are evaluated, but these evaluations could not been accessed by the evaluators,
maybe because they were not yet available at the level of the Dutch coordinator (see below for more
details).
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the basis of documents alone. Whether or not the project results will finally
compensate for the resources spent will depend on the degree to which the improved
teaching methods and materials will ultimately be embedded in UI and disseminated
to and embedded in other participating universities. As far as the last point is
concerned, the report on result 1 states rightly that ‘dissemination sessions organised by
course participants in their respective home university are important but also quite hard to
enforce’. It is not clear from the documents how much attention the project attaches to
this dissemination process, which from an efficiency perspective is very important
but so far not monitored. However, the Dutch and Indonesian coordinators have
agreed that the UI Dean will take on the task of liaising with his fellow deans at the
other Indonesian universities participating in the project in order to ensure
dissemination instigated at dean’s level.
The dissemination of the results is promoted in two ways: the participants will use
the knowledge and abilities gained during the workshops in their teaching in their
respective universities. The idea is that young scholars in Indonesia will be trained in
a better and more modern way which will level up the standards of teaching in
Indonesian law schools and substantively the attention to fundamental principles of
law and the knowledge of foreign and international law in this respect. Secondly,
the book to be produced will spread this information too and it is supposed to be
used in Indonesian universities as teaching material.
No indications have been found of the project succeeding to mobilise additional
external resources. However, if additional expenses occur, these will be covered by
the Dutch partners.
partners
The project proposal contains a section that clearly describes the organisational set
up of the project:
• Planning, organisation and management are the joint responsibility of the
Dutch and Indonesian Steering committees, to be set up by both sides at the
start of the project. The ultimate responsibility rests with the Dean of the
Leiden Law School, who is the formal applicant for this project.
• Two project coordinators are appointed by the Leiden and UI law faculty
deans; they are responsible for day to day management of the project and
communication between the faculties. They are also in charge of the
preparation of the Steering Committee meetings and the follow up of their
decisions.
• The course teams at the level of all partner institutions jointly prepare the
course programmes under the coordination of a team leader. The ultimate
responsibility for content and quality of the courses lies with the Dutch
course teams, but those will design the courses in close cooperation with their
Indonesian counterparts.
The January – June 2010 report mentions serious problems in the cooperation
between both coordinators, which have lasted for a long period and were not yet
sorted out by the end of 2010. The Steering Committee has met a number of times,
both in Indonesia and in the Netherlands and there has been regular consultation on
an informal basis. The problems with the performance of the Indonesian coordinator
led to delays in the sending of required reporting documentation. There have been
several discussions between the Dutch Steering Committee, and the Dean of Leiden
Law School, with the Dean of UI about the poor performance of the UI coordinator.
Improvements were promised on several occasions. Rather than upsetting the
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delicate relationship between the institutions, the Dutch partners are now working
directly with local course facilitators and teachers in Indonesia, to deal also with the
practical and administrative requirements regarding the project’s implementation.
The annexes to the progress reports provide some indications of good cooperation
and interaction between Dutch and Indonesian experts.
Whether the partnership among the partners (in particular the Dutch and Indonesian
partners) is balanced or not, cannot be derived from the project documents. Except
from the difficulties between both coordinators mentioned above, no indications
have been found in the reports about problems among the partners. It is also stated
that the problems referred to above have not impacted on the quality and the
manner in which the courses are carried out.
No information has been found on the level of transparency related to financial
issues, but indirectly it can be derived that the overall budget and its division among
the partners are known by all.
The information available suggests an adequate balance between activities
implemented in The Netherlands and in Indonesia. The initial development phase
took place by means of an orientation visit to Indonesia, followed by an intensive
gathering at Leiden to work on the course structure and contents. The execution
phase is implemented through the delivery of a range of courses, with an audience
consisting of Indonesian teaching staff from approximately 30 Indonesian
universities. These courses have therefore taken place at various locations in
Indonesia., so that it is very difficult to assess whether this balance is adequate or
not. The same applies for the location of project activities: have activities been
implemented in the most adequate (Indonesia vs. the Netherlands) location?
Limited information has been found on the involvement of the Dutch Embassy in
project implementation. It has been mentioned that the Dutch Embassy takes part in
the Indonesian Steering Committee of the project. The Embassy has also requested
the project to include, where possible, practising lawyers and professional groups in
the courses in order to enhance inter-group cooperation, for instance between
lecturers and police-men, judges or public attorneys. Such type of interaction is
taking place via meetings with NGOs alongside the courses being held and
additional lectures, for example to groups of judges.
The Embassy has also explored possibilities to use lecturers of the project in another
important program, the National Legal Reform Programme. An attempt was made to
involve some of the Dutch teaching staff with this programme. However, the Leiden
staff members who were in Indonesia at the time didn’t have the right legal expertise
for this particular legal reform programme. Leiden subsequently put the NLRP in
touch with one of its Civil Law professors, who did end up playing some sort of role
in the NLRP.
EVD staff has visited the project twice; so far EVD has not taken up an active role in
sorting out the difficulties referred to above. The project leader and EVD have
however recently agreed that EVD will send a letter to the Indonesian partner
expressing their concern with regard to the course of events.
Up to this period, three project progress reports have been submitted besides the
inception report. The latter has been submitted on time, whereas, according to EVD
data, the three other reports have been sent with considerable delays, probably due
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to the difficulties related to the performance of the Indonesian coordinator and
misunderstanding on the Leiden end where there has been confusion between the
result report requirements with the progress report requirements.
The quality of the reports varies and declines actually (also because of the problems
referred to above?). The inception report and also the first progress report are good
to excellent, the report on result 2 is fair (it does not address broader crucial issues
related to spin offs, sustainability and relevance, whereas one could have accepted
so). The report on result 3, while addressing all issues required, is very concise and
as such providing only limited insights in project implementation.
As far as monitoring is concerned, it is mentioned that the courses are reviewed and
evaluated, but whether this actually happens and, above all, whether the information
is used to adjust implementation where needed and engage in a learning cycle, is not
known. The fact that the Indonesian coordinator failed to send course evaluation
results to his Dutch counterpart implies that timely monitoring must have been
difficult.
An evaluation of the project is not foreseen, but its results will be well documented,
among others via an international conference and publications (both in Bahasa and
English) related to each of the four courses. The publication in Bahasa is meant as a
reference or source book in the teaching of programmes in the Indonesian law
faculties.
•
•
•
•
With regard to the first point above, it has been said that some of the requirements
are not well adapted to the institutional context in Indonesia. In this particular
project, timesheets (c.q. integral time writing procedures) proved not to be feasible;
neither were fixed or general salary scales available that could be used. Also for
financial procedures related to the Indonesian part of the project, specific solutions
had to be sought. None of these difficulties has caused substantial problems, but they
evidently required additional time and effort from project management.
The progress and result reports provide the following information on the level of
1. The activities foreseen in the inception phase have all been executed with a
minor exception (slight delay in the selection of the students for adequate
reasons, partially caused by external factors); the most important activities
implemented included: start-up mission to Indonesia to discuss the project
with the Indonesian partners, to finalise the composition of the team, to work
out selection criteria for the participants and to draft and sign a work plan.
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2. The second result has also been realised according to planning and dealt with
the design of the project courses following a four step approach: design as
such of the courses, visit of the Indonesian teachers and coordinator to the
Netherlands for discussion, recruitment and selection of the participants and
the selection of editors and translators (the last two activities were slightly
delayed).
3. The progress report on result 3 describes the implementation of the four
planned courses (in total 13 courses are planned to be implemented).
The information above allows concluding that the project so far has been able to
reach its planned results.
As the project is still in its implementation stage, no indications could be provided
yet with regard to the degree to which the achievement of the project results will
eventually lead to the achievement of the main project purpose: to contribute to the
creation/establishment of a reform-minded future generation of legal professionals and
Indonesian legal policy makers and law reformers as a result of the improved legal education
of Indonesian Law Faculties. An assessment of the level of achievement of this objective
would imply the collection of information at the level of other universities also.
3.3.2 (potential) Contribution to higher level objectives related to DutchIndonesian cooperation
As the project is still in the middle of its implementation, it is too early to elaborate
on a (potential) contribution to higher-level objectives of the Dutch-Indonesian
cooperation. Project partners state however that the higher-level objective of the
development of the rule of law is already being contributed to by increasing the legal
knowledge and awareness of a young generation of teachers, and thereby the
integration of this knowledge into legal education. The teachers who are following
the courses have walked away from these with knowledge and skills that they are
able to use in their current teaching.
The project has a strong institutional character and as such should be able to
contribute to stronger institutions (both in Indonesia and The Netherlands). It is too
early to conclude whether or not this will effectively happen. An important issue in
this regard might relate to the strategy of embedding of the project results in local
institutions, UI in first instance. A process of embedding is evidently to be conceived
much larger than the mere organisation of (high quality) courses only. Project
documents do not provide much information in this regard; overall the project
approach seems to focus merely on producing high-quality courses. However, in
addition, the participants are explicitly expected to disseminate the acquired
knowledge and skills in their own teaching and institutions. As mentioned before,
other than legal knowledge, much emphasis is placed on effective teaching skills and
methodology. Also the teaching materials that are used in the courses can
immediately be used for teaching purposes. Much attention to all of the above is
given in each of the courses. So far, it has however not been assessed to which extent
course participants effectively engage in dissemination and, if so, what is the quality
of there work. Finally, the fact that the dean of the faculty plays a key role in the
project constitutes an important guarantee for eventual embedding.
The project will further strengthen cooperation among the parties involved who
have already a long history of cooperation. The fact that the courses have been
opened to participants of other universities in Indonesia might contribute to
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strengthening the networks between these universities related to the subjects dealt
with by the project.
As far as we know, no synergies have been achieved among INDF projects, whereas
a potential synergy could have been sought with the INF project 08/03 ‘Innovation
of legal education of Good Governance’ (cooperation between UGM and Maastricht
University), that also uses the problem based learning methodology in his courses.
Via the involvement of twelve Dutch professors from three universities (other than
Leiden and Groningen also a colleague from Utrecht taught on one of the courses)
and their close cooperation with at least as many colleagues from a range of
institutions on the Indonesian side, a basis for synergies is however created.
As the project is still in the middle of its implementation, it is too early to elaborate
on a (potential) contribution to the fulfilment of important needs in Indonesia.
Degree to which the project has generated unplanned (positive and negative) effects)
It is too early to explore in depth the chances of sustainability of the project benefits.
A few issues can nevertheless be mentioned. First of all, and as mentioned under
3.3.3, it is not clear to which extent UI has elaborated a strategy to ensure proper
embedding of the courses in its academic offer. Other important related points are
the challenge to keep the teaching team as intact as possible, to establish mechanisms
to review and adapt course contents and methods when needed and to explore
further the cooperation with other universities.
It is not clear to which degree the embedding of these courses will require additional
funding and, if so, whether this will be available or not.
The chances for project spin offs are real but, again, it is too early to explore on their
sustainability.
The relevance of the project is good. As it can be expected that the project contribute
quite directly to improved democracy, stability, human rights and governance, it is
in line the Dutch cooperation aims for Indonesia. Establishing the rule of law is also a
primary goal of government reform in present-day Indonesia. The efforts of the
project for improving legal education are part of a broader process of legal reform. In
addition, it is precisely the objective of the rule of law that will also contribute to
protect the poor and weaker groups in society.
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As the project has a rather traditional set-up in terms of the composition of its
partnership, its potential to produce a specific added value for the broader policy
aims of the cooperation between the two countries (i.c. broadening of the relations
between the two countries) might be rather limited.
The project is fully in line with the aims and interests of the Dutch participating
institutions who have a strategic interest to work with UI, because Indonesia is an
important part of their international profile. For UI, there is a strategic interest in
working with Leiden and Groningen, because it provides access to updated
knowledge about modern Dutch law.
Overall, the efficiency of the project can be considered as fair to good. The quality of
the formulation process has been good, both in terms of its process (demand driven)
and output (proposal). In terms of timing, budget and contents, project activities
have been largely implemented as initially planned, but for the future some delays
might occur.
It is difficult to assess the quality of activities on the basis of a desk study alone, but
there are no reasons to believe that their quality is below standards, despite the
problems with the administrative management at the level of the Indonesian partner.
For the same reasons, the relation between project resources and project results
cannot yet be assessed. An issue of concern in this regard it the level of attention of
the project for the dissemination of project results in other universities via the
participants to the training courses, which so far are not monitored and, hence, not
known. Most probably, important effects can be generated in this regard with
comparatively limited efforts.
The project organisation looks solid, at least on paper, with well established
structures in both countries. There have been serious difficulties in the relation
between the two coordinators that have lasted (too) long and have impacted
negatively on reporting and monitoring.
The last project result foresees adequate measures to capitalise on the main project
results and ensure their dissemination; the success of these efforts will to a major
extent determine the level of efficiency of the project.
In terms of effectiveness, the reports available till now allow concluding that the
project so far has been able to reach its planned results. As the project is still in its
implementation stage, no indications could be provided yet with regard to the
degree to which the achievement of the project results will lead to the achievement of
the main project purpose: to contribute to the creation/establishment of a reform-minded
future generation of legal professionals and Indonesian legal policy makers and law reformers
as a result of the improved legal education of Indonesian Law Faculties.
The project has a strong institutional character and as such should be able to
contribute to stronger institutions (both in Indonesia and The Netherlands). It is too
early to conclude whether or not this will effectively happen. An important issue in
this regard might relate to the strategy of embedding the project results in local
institutions that seems not yet to be systematically followed up, as the project
approach so far has dealt mainly with producing and displaying high-quality
courses.
It is too early to give a judgement on the future sustainability of the project benefits,
but that will be closely linked with the way project benefits will be embedded in UI
and disseminated to other universities (see above).
Finally, it is still too early to draw lessons out of this project.
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2.7 Strengthening the finance sector of Indonesia
through training research and development in Finance
and Risk
Project name
Project code
Sector
Major objective
date
Strengthening the finance sector of Indonesia through
training, research and development in finance and risk
INDF09/RI/01
Sustainable business climate
Delft University of Technology, though the Delft
Institute of Applied Mathematics (DIAM), faculty of
EWI
Universitas Gajah Mada (UGM), through the Faculty
of Mathematics and Natural Sciences (FIMPA)
To develop human capacity at both Indonesian partner
institutes to adequately address the current challenges
of Indonesia’s finance sector and, related to that to
establish a full-fledged centre for training, research
and development in finance and risk
702,350
512,376
March 2010
August 2012
Project Origin. UGM’s mathematics department has been collaborating with TU
Delft/financial mathematics since 1998 through exchange of staff members; the
proposed Indonesian Project Manager did his PhD under co-supervision of the
proposed TU Delft Project Director. Early 2008 the project idea was originally
conceived in Indonesia, jointly by UGM and the Dutch applicant. Although
imminent at that time, the worldwide financial crisis had yet to fully materialise. A
next round of meetings was held with stakeholders in Indonesia (April 2009, i.e. in
the midst of the financial crisis) to review and update the project idea as defined in
2008. As expected, the outcome strongly endorsed earlier findings and only added
relevance to both the proposed project concept and the policy of the project.
The third partner in the project, Rabo (that eventually pulled out of the project, see
below), has been closely cooperating with TU Delft/financial mathematics since
2002. MSc students (5) from TU Delft did their thesis research at Rabo. The contacts
with the fourth partner, ABFI (Asian Banking and Finance Institution), are relatively
new but have considerably intensified in a short period of time. The relationship
between TU Delft and VU (Dr. S. Borovkova) dates from 2006 and consists of joint
publications and co-supervision of PhD students.
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Project rationale and context. The ‘East Asian’ financial crisis (1997) showed the
vulnerability of the financial sector and its impact on the entire economy of a large
number of countries, including Indonesia. The crisis revealed serious flaws in
financial supervision and regulation; risk management and overall lack of
transparency. Since then, Indonesia has embarked on a successful programme of
financial sector reforms and, despite periods of political turmoil, developed some
sound macroeconomic policies. Yet the IMF states that the country remains
vulnerable with an increasing risk of financial contagion as financial markets are
more and more integrated nowadays. In addition, the current international crisis
obviously also hit Indonesia, albeit to a lesser extent than e.g. Europe and the United
States. Yet this leaves unchanged that in view of the current (steady) economic
development in Indonesia, it is imperative that the finance sector has to prepare itself
for compliance with international financial standards and practices (Basel) in relation
to financial risk management as well as for an increase in the demand for various
investment (asset) products. The latter constitutes the content of the project.
The project recognises that both UGM’s and ABFI’s ambitions - when it comes to
offering services such as short courses and research and development - faces
competition from others (consultants, accountants). In addition, international banks
and their Indonesian subsidiaries offer in-house expertise (models, training) while
international banking institutions such as IFC, UNCTAD also offer training courses.
Yet, many of the smaller Indonesian banks, the BI, the Stock Exchange and some
selected brokers make use only partially, or not at all, of this expertise, either because
their specific needs cannot be fully met or because the costs involved are considered
too high. Via this project, UGM and ABFI have the ambition to occupy this niche in
the market.
Characterisation of project partners. The Delft Institute of Applied Mathematics
(DIAM), part of the Faculty EWI, is part of Delft University of Technology (TU Delft),
an entrepreneurial university at the forefront of technological development. DIAM
has a strong ambition to apply mathematical knowledge to the field of Finance.
DIAM has strong groups in Numerical Analysis, Optimization, Probability and
Statistics. The contacts of members of DIAM with Indonesia, in particular with the
Universities of Bandung and Yogyakarta, have already a long history of PhD's and
workshops. There’s strong interest to participate in the project.
The Faculty of Mathematics and Natural Sciences (FIMPA) is part of UGM, one of the
leading universities of Indonesia. Its strategy and main activities are to deliver
Education programs in Mathematics and Natural Sciences and to create a centre for
training, research & development in Finance and Risk
ABFII (The Asian Banking Finance and Information Institute) is established to provide
high and internationally standard in higher education services in banking, finance,
information technology business for the future competitive challenges and is
committed to the development of human capital in the country.
VU Amsterdam’s Department of Finance offers specialist knowledge on (a.o.) financial
decision making and its consequences for financial markets.
Rabobank Group was included as project partner in the proposal, but withdraw for
unclear reasons at the start of the project. The NIBESVV (Netherlands knowledge
institute and publisher for the Dutch banking, insurance and investment industry)
then joined the project to, broadly, take over the role that Rabobank would initially
assume.
2.2. Project aims and outputs
Long term objective(s) and project purpose. In the abstract of the project proposal
(part 1.4) the immediate objective of the project is formulated as follows: to develop
human capacity at both Indonesian partner institutes - UGM and ABFI - to
adequately address the current challenges of Indonesia’s finance sector. The
concerned finance sector (stakeholders) constitutes smaller commercial memberEvaluation Indonesia Facility – Synthesis report, Annexes
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banks of the Indonesian Banks Association (PERBANAS); Central Bank of Indonesia
(BI); Indonesian Bond Pricing Agency (IBPA); Indonesian Risk Professional
Association (IRPA); the Jakarta Stock Exchange (IDX) and individual brokers.
Further in the proposal (under 1.6) a series of - equally called - immediate objectives
are listed, which actually coincide with the project results mentioned under 1.7 of the
proposal (see below). These objectives are meant to contribute to the following long
term objectives :
• Improve financing possibilities in Indonesia by introducing state-of-the-art
risk assessment methodologies and models to banks and credit cooperatives.
• Provide banking supervisors and regulators with adequate means to perform
their tasks in compliance with internationally accepted standards for banking
supervision (Basel agreement).
• Both enhance and increase human resources employed in the finance sector.
• Provide socio-economic stability and security.
• Create a better and more sustainable investment climate by improving the
financial infrastructure and, in general, financial governance.
Project results and sub-results. The five project results (and related sub-results) are
the following:
1. The inception phase, which is meant to 1) formalise the cooperation, 2)
review, plan and detail all project activities based on an in-depth assessment
of the needs of the stakeholders, 3) draft detailed Terms of References (ToRs)
for individual activities.
2. Research and development, which is the core activity of the project. The
other results (3-5) are either strongly related to this component, or derived
from it. It is also the constant factor of the project and offers the most impetus
to sustain and further the project results. The R&D is primary meant as a
training exercise to build research capacity: create critical mass within UGM
and ABFI in terms of staff fully proficient with both theoretical and practical
aspects of the topics mentioned below. In addition, the training is expected to
yield tangible results in the form of appropriate, generic models, techniques
and methodologies (whichever applicable) for stakeholders.
3. Development and implementation of short training courses. The topics of
the training courses and corresponding target groups are (1) Financial
mathematics for risk management, (2) Financial (bank) models for risk
managements and (3) Calculation of prices of bonds and derivatives.
4. Curriculum and course development and implementation. A specialisation
in financial mathematics will be developed and incorporated in the S2 and S3
curricula of the mathematics department of UGM. The specialisation pertains
to a series of courses, the contents of which will be defined and drafted in the
form of lecture notes and readers. The specialisation will be taught under the
auspices of the newly established Centre. In this way, thesis research of
prospective students can be better linked to the Centre’s planned R&D work
and as such contribute to strengthening the relationship with the professional
sector.
5. Monitoring, Evaluation & Dissemination. During the project, monitoring
and evaluation will be done through project meetings (NL, IND), Project
Steering Committee meetings, progress reports and an internal project
evaluation, included in a Final Report. Considering their embedding, the 3
categories of project activities all contribute to the dissemination of project
results. In addition, two project symposia will be held to present and
disseminate the results of the project to representatives of the finance sector,
selected government agencies (central, provincial) as well as other
universities.
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3.1.1 Programme relevance in view of the Dutch policies and interests
The project’s objectives contribute (directly and/or indirectly) to some of the Dutch
policy aims as stated in the policy memorandum and the MJSP and the broader
development frameworks of Dutch development cooperation, which pertain, among
others, to the improvement of the investment climate and security and stability. To
this end, the importance of the role of Indonesian finance institutions is underpinned
by a NL development cooperation policy document (2006-2010). The document
contemplates to support to the Indonesian finance sector through the mobilisation of
the Netherlands banks, among others via the improvement of institutional
framework for a more stable finance sector.
The project objectives fit well within these overall framework that also states that a
well functioning finance sector offers a direct impetus to poverty reduction through
increased credit facilities either directly for the poor (e.g. micro credits) or by making
it easier for governments to attract money for investments in health care and
education.
The project also has a potential to produce a specific added value for broader policy
aims and to contribute to the enlargement of bilateral relations as it includes the
involvement of highly specialised Dutch knowledge institutions and – directly and
indirectly – of a broad range of actors in Indonesia. The project in that way can
support the broader cooperation framework between the Netherlands and Indonesia
that exists already for some time in the economic sector and aims merely at the
creation of a more favourable and stable investment climate.
While this is not explicitly stated in the proposal and progress reports
the project seems fully in line with the aims and interests of the Dutch participating
institutions. For TU Delft and the VU Amsterdam, the project offers a chance to
strengthen their contacts in financial mathematics and risk management in Indonesia
and to better link up with the Indonesian finance sector. Via the project, both
universities are expected to add valuable experience to their respective research and
education programmes. For NIBESVV, which entered the project at a later phase the
same arguments hold true. Especially the relationship with ABFI - its natural
counterpart - is expected to leverage direct contacts with Indonesia’s finance sector in
line with its international ambitions as provider of knowledge and services to the
financial sector.
The contribution of the project to the MDGs is rather indirect as it is difficult to
establish clear causal relations between strengthening human resources and
mechanisms in the financial sector and poverty alleviation. However, a policy note
from the then Minister of Development cooperation of 2009 states that the
reinforcing of individual financial institutions is expected to yield more benefits for
the poor than expected on the basis of proportionality.
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3.1.2 Programme relevance in view of Indonesian policies, needs and interests
frameworks?
After the Asian financial crisis of 1997, Indonesia has successfully embarked on a
programme of financial sector reform and strengthened it overall macroeconomic
policies. The project’s objectives are in line with the country’s ambition to comply
with the Basel II agreement and, hence, are fully supported by the Central Bank of
Indonesia that issued a support letter for this project. By carefully targeting key
sector institutions, the project has the ambitions to contribute to eliminate some of
the present imperfections of the country’s financial markets (such as too high bank
lending rates).
been realised without the INDF. Considering the strategic issues addressed, the
presence of many other institutions offering similar services and products, and the
important resources available in the sector, one can imagine that other sources of
funding could have been found, within or outside the framework of Dutch –
Indonesian cooperation. However, from the onset of the project (2008) its proponents
have actively looked for other sources of funding. Yet from talks with finance sector
institutes and the Indonesian Ministry of Education it soon became clear that
funding for a similar project concept would be difficult to obtain, partly due to
programme restrictions (MoE), partly due to the novel character (unfamiliarity) of
the project (finance sector).
Indonesian society (and in particular the poor and relatively poor) has gained, sadly
enough, much experience with a failing financial sector, which has made it suffering
more than other South East Asian nations from the 1997 financial crisis. In the last
decade much has however changed for the better and Indonesia is now far better
prepared to face turmoil on the financial markets. Nevertheless it is claimed that
further improvement in the financial sector will produce a direct impetus for poverty
reduction through increased credit facilities and by making it easier for the
government to attract money for investments in health care and education.
While it can be expected that the project, when successful, will contribute to a
stronger financial sector via its double track (strengthening individual institutions
and the enabling environment), an improved financial sector will in our view not
automatically lead to poverty reduction as claimed above. Some crucial conditions
(related e.g. to the government’s and financial institutions’ capacity to effectively
deliver credit to the poor, and to the political will to use increased capacity to attract
funds for investments in the social sector) need to be fulfilled in this regard.
In the proposal it is stated that for the universities involved, strategic interests in the
project are manifold. For UGM, it is pre-eminently a chance to firmly position itself
in the finance sector as a lasting supplier of knowledge in the broad field of finance
and risk. Although contacts between UGM and ABFI are of a more recent date
(2009), they have significantly developed since. Since its establishment ABFI is firmly
embedded in the Indonesian financial sector. It comes directly under PERBANAS
and is as such a pre-eminent partner for the proposed project. Besides, expertise
contained in UGM and ABFI is largely complementary. Indeed, UGM’s input will be
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primarily academically oriented, focussing on the more theoretical aspects of
financial engineering, whereas ABFI will bring in significant practical experience and
knowledge of the banking sector.
3.1.3 Programme relevance in view of future Dutch – Indonesian cooperation
framework and priorities, and its relevance is beyond any doubt. Its focus has been
rather narrow though appropriate, as it wants to focus on carefully selected niches
where it can make a difference. It has been able to bring together institutions of the
academic and private sector in a rather unique consortium. This project set-up the
interplay of partners of a varied nature and background, and the key role played by
some of the targeted institutions in Indonesia’s financial sector, imply that the project
has a substantial potential to contribute to improvement and innovation in the Dutch
– Indonesian policies; this will however imply the up-linking of the project with
other initiatives that are part of the Dutch – Indonesian cooperation.
3.2. Efficiency
character are well explained in the proposal. It has also been clarified how different
stakeholders were involved in the formulation process and how the key issues the
project should address have been identified. Less clear is how the decision was taken
on which organisations to include in the partnership, both in terms of the contents of
the programme and its organisational and financial dimensions and to which extent
the initial commitment of the organisations involved constituted truly an
institutional commitment or rather that of one or a few committed individuals within
these institutions (the latter might have been the case with Rabo that pulled out of
the project).
this applies also to the underlying sub-results and activities; the underlying
approach and methodology are also clearly described. It can only be remarked that
the proposal remains rather vague on the eventual continuation of the partnership.
There are two alternative formulations of project goal, called immediate objective(s)
(under 1.4 and 1.6), which obviously leads to some confusion. The first formulation
(to develop human capacity at both Indonesian partner institutes) is preferable, but
in our view still too ‘low’ on the means-results chain as it does not yet entail a real
development effect, which on its turn will contribute to higher-level objectives that
are mentioned (e.g. provide socio-economic stability and security); in addition, that
formulation does not entirely cover the institutional focus of the project. Some of the
long term objectives are actually activities and outputs and as such not at their place.
In sum, the intervention logic of the project is rather inconsistent in as far as the
higher-level objectives are concerned, which, however, seem not to affect project
implementation.
The proposal contains an important section on risk analysis, which presents an
overview of the project risks and the way to deal with these; some of the risks are
actually within the control of the project partners and, hence, not to be considered as
risks (e.g inadequate communication of project partners). Risks related to higher
234
level objectives are only partially addressed. The development effects, potential
impact and sustainability of the project are well addressed in the proposal.
The inception report describes unambiguously the deviations from the initial
planning, which have been of a different nature: the sudden withdrawal and
subsequent replacement of a project partner and related expert, changes (already
implemented or planned) related to the nature or scope of some of the activities (to
be) implemented under the results 2 till 5, and some changes in staff members that
will take part in the trainings, etc. As a result of the withdrawal of a project partner,
the inception period has been extended with one month.
While the pull out of Rabo Bank might have been triggered by external
developments (the financial crisis), the question on the quality of their initial
involvement remains. The other changes described in the inception report seem us
acceptable in the sense that this is an institutional development project that cannot be
defined and implemented in a blue-print way and inevitably requires minor
adjustments in each phase.
seem to have been entrusted to partners with a solid track record, which is at least an
indirect indication for their quality. The underlying approach and philosophy (a
train-the-trainer methodology with strong linkages between the three key results (2
to 4, see above) culminating in the new Centre for Training and Resource and
Development in Finance and Risk, provides however a strong indication on the good
quality of implementation.
It is however not entirely clear what will be
consequences of the pull out of Rabo Bank, that had a lot of competence to offer (e.g.
its presence in Indonesia), the NIBESVV cannot.
No indications were found yet on the project’s capacity to mobilise external funding.
the basis of documents alone, the more because the project is still in its early stages.
partners
The project management structure (decision making mechanisms, division of tasks,
...) is well described in the project proposal (what about implementation?) and relies
on teams in both countries, each having a project manager who are responsible for
day-to-day management and are accountable to the project directors. They are in
charge of organising regular team meetings.
In as far as documents (progress and visit reports) allow assessing this, there seems
to exist an adequate balance in the partnership between Dutch and Indonesian
partners. Important to mention in this regard (and rather exceptional in the context
of the Indonesia Facility) is the existence of an Indonesia based project steering
committee in which key local Indonesian institutions are represented, besides the
main project implementation partners.
The documents available do not allow determining the degree of adequacy of the
location of project implementation (the Netherlands versus Indonesia).
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In 2008 the Applicant visited the Netherlands Embassy to float the idea of the project.
The Embassy however didn’t show any interest in the topic and queried its
compliance with INDF criteria. Initial contacts with EVD evoked a similar response
though later they retracted their stance following evidence showing that the project
did actually comply with INDF.
So far project progress reports have been submitted on time. The quality of the
reports is good: they are at the same time providing comprehensively information on
project implementation and sharing more strategic considerations and insights
related to the deviation of the initial planning and the reasons for this.
No information is provided on the actual project monitoring mechanism and
capacity to adjust project implementation when needed (though ‘monitoring and
evaluation’ is the first sub-result of result 5), but the quality of the project reporting
provides a strong indication of the existing of adequate monitoring mechanisms and
procedures to adjust initial planning when needed. It can also be expected that the
project steering committee will play an important role in terms of strategic
monitoring and supervision.
Result 5 foresees an internal project evaluation in month 16; no information is
available on how experiences will be documented and capitalised (learning), but this
is understandable considering the present stage of implementation of the project.
•
•
•
•
documents.
The project is still in its early stages, so not that much can be said about the level of
achievement of the project objectives. The inception report and the first progress
report provide a detailed account of the activities implemented and planned; the
deviations from initial planning are minor and at this moment there is no reason to
believe the project won’t be able to achieve its planned outputs, on the contrary.
cooperation
It is far too early to conclude anything meaningful in this regard.
236
The project has the clear aim to contribute to the development of stronger
institutions and networks and has also the potential to contribute to the broadening
of the partnership between the Netherlands and Indonesia. But again, it is too early
to make further reaching conclusions in this regard.
Nothing is mentioned in terms of (positive or negative) unplanned effects.
The approach followed by the project initiators since project inception constitutes a
guarantee for the adequate embedding of project results (in particular knowledge
and capacities) in local institutions and the establishment of adequate services that
answer existing needs and, hence, have the potential to foster institutional
sustainability. The envisaged creation of a specialised Centre will be key in this
regard.
While it is too early to further speculate on this, the institutional stability of both
UGM and ADFI constitute a serious guarantee in this regard, as is the support of key
Indonesian institutions (such as the National Bank of Indonesia).
It is not clear yet to which extent this project will generate an institutional spin off in
terms of the continuation of the present partnership or the development of other
partnerships (e.g. with project stakeholders).
This is an interesting initiative that has been rightly funded via the INDF. The project
is relevant as it addresses an important constraint in present-day Indonesia; by
carefully choosing its areas of intervention, it wants to assure that it provides a
specific added value compared to that of existing financial services providers. The
project’s objectives contribute (directly and/or indirectly) to some of the Dutch
policy aims as stated in the policy memorandum and the MJSP and the broader
development frameworks of Dutch development cooperation; the project also
contributes indirectly to the MDGs. The project is also compatible with the aims and
pursue their respective missions. The project brings together institutions of the
academic and private sector in a rather unique consortium. The quite unique
237
composition of the project consortium (partners of a varied nature and background),
and the key role played by some of the targeted institutions in Indonesia’s financial
sector, imply that the project has a substantial potential to contribute to improvement
and innovation in the Dutch – Indonesian policies.
Despite the problems caused by the sudden withdrawal of a project partner during
the project start up phase, the efficiency of the project can so far be considered as
good.
The project proposal was of fair quality; its intervention logic (in particular related to
the higher-level objectives) and assessment of risks could have been better.
Relatively little changes had to be made to the initial project design and overall the
project has taken off well and project implementation goes smoothly and respects
roughly within the planned time frame. Project reporting and monitoring are good
and it is supposed that the project has good mechanisms to adjust its course when
needed. The existence of an external Project Steering Committee in which Indonesian
key stakeholders are represented is an additional guarantee for adequate and
stakeholder driven project steering.
It is too early to take any conclusion on the effectiveness and sustainability of the
project, but there are no indications that there will be major problems in this regard.
On the contrary, the early stages of the project let suppose that a firm foundation has
been laid down for eventual project effectiveness, impact and sustainability.
It is also too early to elaborate lessons learned for this project.
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2.8 Strengthening the floricultural sector, Indonesia
Project name
Project code
Sector
Major objective
date
Strengthening the Indonesian Floriculture Sector
INDF09/RI/12
Agriculture
Stichting PTC+
Asosiasi Bunga Indonesia (ASBINDO)
Strengthening the Indonesian flower sector as a whole
and the individual companies to become more
competitive in order to generate extra income and
employment through improved production and
marketing skills and effective policy development
509,475
407,814
February 2010
30 August 2012
Project origin. ASBINDO recognised the needs to strengthen and make the
organisation professional and develop the floriculture production sector. The
association therefore requested PTC+ and HBAG/VGB from the Netherlands to
provide professional support. The project was developed based on the proposal
submitted by ASBINDO and both ASBINDO and PTC+ worked together to draft the
proposal.
ASBINDO and PTC+ have been engaged in cooperation in several occasions since
the last couple of years through consultancies and lectures. Some members of
ASBINDO and HBAG/VGB are business partners. The cooperation of IPB with
ASBINDO and PTC+ was on an ad hoc basis before the start of the project.
Project rationale and context. The increased competitiveness in the flower sector
necessitates the Indonesian flower producers to improve their performance to benefit
from the growing market. Players in the Indonesian floriculture sector range from
small to big (professional) companies, however the smallholder producers and
traders are not registered in the Ministry of Agriculture and hence are not recognised
though they have potential. ASBINDO carries the tasks to promote policies and
development strategies that strengthen the floriculture sector and its players. In
order to play this role, ASBINDO needs to be strengthened as an organisation to take
the lead of the policy development process and to be professional service provider to
serve its members and non-members, including the smallholder producers, to
improve productivity and marketing skills.
Characterisation of project partners. PTC+ is a Dutch foundation with an extensive
experience in capacity building and training in the horticultural sector with more
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than 30,000 course participants per year and it is the project leader of Horticultural
Training Centres in over 25 countries.
Asosiasi Bunga Indonesia (ASBINDO) is the largest branch organisation in the
floriculture sector in Indonesia and the official representative of the floriculture
sector in the National Horticultural Council led by the Ministry of Agriculture. It
thereby represents and advocates the development of the sector at the national level.
At the international level ASBINDO represents and promotes the interest of the
Indonesian floriculture sector in UPOV, SPS and other international discussions and
through its participation as a member of International Association of Horticultural
Producers.
HBAG and VGB are Dutch public and private organisations of wholesalers and
traders in the floriculture sector.
The IPB Business and Management School is experienced in improving management,
marketing and enhances entrepreneurial and business skills of food crops; however
it is less focussed on the floriculture sector.
to the following long term goal: strengthening the Indonesian flower sector as a whole and
the individual companies to become more competitive in order to generate extra income and
employment through improved production and marketing skills and effective policy
development.
The project purposes are defined in the proposal as follows: (1) skills and capacities of
ASBINDO organisation improved to effectively take the lead in policy development, negotiate
with (inter)national organisations and to deliver services and support to ASBINDO members
and non members, (2) floriculture specific training curriculum developed and (part-time)
trainers trained and available with IPB to further professionalise and train entrepreneurs and
other stakeholders in the sector and (3) basic training facilities operational and a year-round
practical training program and refresher courses available for professional and smallholder
producers in the floriculture sector.
5. completion of the inception phase that includes (inter)national market scan
and benchmark of Indonesia’s floriculture, SWOT analysis of ASBINDO and
stakeholders survey, training needs assessment, cooperation between all
consortium partners ensured, strategy workshop with stakeholders and
participants, project organisation and detailed work and training program,
and reporting.
6. Professional and market oriented ASBINDO organisation that includes new
ASBINDO staff recruited and trained and office operational, advocacy and
policy development skills improved, business development services installed,
pilot projects advocacy and policy development executed, and reporting.
7. Competent trainers’ team and curriculum for growers in Indonesia that
includes selection of candidate trainers for Training of Trainers program,
implementation of three weeks ToT course for selected trainers and
coordinator in Ede-Netherlands, follow up training by PTC+ staff of trainers
and curriculum developments in Indonesia, rolling out the training program
for Indonesia farmers by ASBINDO – four different pilot training courses
conducted of which two for smallholders groups, evaluation and revision of
training courses and training materials, IPB staff trained in “LEI”
methodologies of sector benchmarking and reporting.
8. Institutionalisation and practical demonstration and training facilities that
includes embedded training program, curricula and facilities in educational
program and reporting.
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9. Sustainability and business development that includes business development
plan, seminar and dissemination, Hortifair 2011 participation and reporting.
in the policy memorandum and the MJSP. Support to improve the capacity of the
floricultural companies to be more competitive and to make use of the growing
(international) market and strengthening the capacity of ASBINDO to advocate for
policy development in the sector and lobby to relevant institutions definitely
contribute to the goal of improving the investment climate.
This type of project is rather atypical because it is not implemented by the regular
actors such as the ministries and universities. The project includes the involvement
of private sector and therefore it is potential to produce a specific added value for
broader policy aims and to contribute to the enlargement of bilateral relations.
This project is compatible with the vision and mission of PTC+ to be the most
complete, progressive and professional practical instructor in the plant, animal and
technology sector both at home and abroad. For PTC+, this project constitutes an
entry to the horticultural sector in Indonesia and the collaboration with IPB serves as
a strategic entry to South East Asia.
In the case of HBAG/VGB, the interest lies in facilitating its members to make use of
the business opportunities created by this project.
When the project is successful in reaching its objectives (= strengthened floricultural
sector and the actors of the sector), it will contribute indirectly to poverty alleviation
through increased income and employment. As large numbers of workers in the
sector are women and some of the smallholders are women also, the project also
contributes indirectly to the empowerment of women and gender equality. The
training modules that focus on safe and environmentally sound production
techniques and minimizing environmental impact will contribute to environmental
sustainability.
frameworks?
policy aims. Support to the smallholders flower producers is compatible with the
government policy of empowering the small and medium enterprises. The project
objectives are also compatible with the revitalisation of agriculture through increased
access to productive resources, improved working climate, improved management
and entrepreneurship capacity and improved quality standards. Policy development
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in the floricultural sector is very compatible with the effort of ensuring good
governance especially in the relevant sector.
realised without the INDF. Considering the strength of the institutions involved, one
can imagine that other sources of funding could have been found, within or outside
the framework of Dutch – Indonesian cooperation. Nevertheless it should be noted
that funding for developing the floricultural sector has been quite limited so far and
this project is the first attempt to strengthen ASBINDO in its role as the association of
the Indonesian florists. The project proponents stated that so far it has been next to
impossible to get support for floricultural project from development cooperation.
This project does not directly address the needs of the society at large because it is
very much focused on the floricultural sector that according to data provided in the
proposal employs roughly 60,000 people. However success to advocate a policy
development that is favourable for the floricultural sector and the set up of the
support system for the sector may produce favourable effects for other sectors for the
economic development.
This project has a strong demand driven character (see 2.1). The project supports
ASBINDO to be a professional institution to better support improvement in the
floricultural sector as a whole and to make its outreach and training activities more
effective. For IPB, the cooperation allows it to put its knowledge and experience on
management, marketing and entrepreneurial and business skills into a new sector for
them.
A long term cooperation has been planned between the participating institutions to
strengthen the cooperation facilitated during the project period and to widen the
scope of works.
The project partnership is bringing together institutions of a varied nature, with
different backgrounds and aims. As such, they present potentially an interesting mix
of an initiative that can improve the business climate in a particular niche – the
floricultural sector – where the Netherlands have both substantial expertise and
interests, whereas on the Indonesian side the existing potential is far from being
tapped. As such, the project has a potential to bring innovation in Dutch-Indonesian
policies in as far its experience is successful and can constitute the basis for both
continuation of the activities in the sector and similar initiatives in other potential
niches in the agricultural sector.
3.2. Efficiency
Quality of the formulation process. The proposal clearly states the demand of
ASBINDO for PTC+ to provide support to the institution. The proposal also
explicitly suggests that the project was designed together by ASBINDO and PTC+.
However there was no indication in the proposal on the role of the other partners in
the project formulation. Nevertheless the already existing cooperation between
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participating partners might have given the guidance what could be expected from
each other.
Quality of the project proposal. The project outputs (in the proposal stated as the
objectives of the project) are clear and logic and this applies also to the underlying
results, sub-results and activities. The project purpose (in the proposal stated as the
project goal) shows development effect of the outputs, i.e. strengthening the Indonesian
flower sector as a whole and the individual companies to become more competitive. The next
sentence contains the project goal (to generate income and employment) whereas
“improved production and marketing skills and the effective policy development” again look
rather sub-results.
The risks are well elaborated in the proposal. The so-called “general risks” are those
that might affect the achievement of higher objectives while “specific project related
risks” are related to those that might affect the project implementation (activities).
Mitigation measures for each risk are sufficient to minimise the risks.
Limited information is available in this respect, among others due to the fact that
project implementation is still in an early phase.
The last progress report assessed by the evaluators is the one submitted in August
2010. It suggested that the completion of some of the project activities is delayed. The
latest input provided by the project proponent to the evaluators states that the
project is on track in the meanwhile.
partners
The project proposal clearly describes the roles and responsibilities of each
participating institutions, including the personnel responsible from each institutions.
There is a transparency on the budget allocation at the level of the PTC+ to the other
participating institutions in the sense that the contract between PTC+ and EVD and
the approved budget are attached to the contract between PTC+ with the other
institutions.
Dutch experts are expected to spend around 68% of their time in Indonesia. The 20%
own contribution is shared among the participating institutions according to their
respective budget share.
It is stated in the inception report that the EVD project officer visited the project to
discuss project progress. Due to a busy travel schedule EVD visited the project
briefly and only progress in general terms was discussed.
Contact to the Dutch Embassy is mentioned at the start up of the project and the
agricultural counsellor of the Embassy has provided valuable support on how to
align the project with Dutch policy goals.
Up to this period, two project progress reports have been submitted on schedule. The
reports clearly describe the progress per results and provide adequate information so
that one can grasp the project achievements and process at the same time.
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It is too early to assess the efficiency of the monitoring, evaluation and learning but it
can be mentioned that the project design includes various moments of internal
evaluation and learning.
•
•
•
•
documents.
The progress reports (the latest is project progress report covering the period MayAugust 2010) provides the following information with regard to the achievement of
the project results:
1. The first result: (inter)national market scan and benchmark of Indonesia’s
floriculture, SWOT analysis of ASBINDO and stakeholders survey, training needs
assessment, strategy workshop with stakeholders and participants, project
organisation and detailed work and training program, and reporting are achieved
while cooperation between all consortium partners is not fully completed. In the
meanwhile, all contracts between partners have been completed and
submitted.
2. The second result: new ASBINDO staff recruited and trained and office
operational, advocacy and policy development skills improved, business development
services installed, pilot projects advocacy and policy development executed, and
reporting are in the process.
3. The third result: competent trainers’ team and curriculum for growers in Indonesia
is achieved and the rest has not yet achieved.
4. The fourth and fifth results: not yet achieved.
It is still too early to judge the achievement of outputs and purpose of the project.
While clear measures have been foreseen to embed the project results in local
institutions, it is too early to assess the sustainability of project results.
The project proposal has noted some possible continuation of partnership among the
participating institutions after the project is completed.
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This project is still in its early stages, which means that it is difficult to come up with
well grounded conclusions.
The information of the project proposal allows to conclude that the project is relevant.
It is compatible with the Dutch and Indonesian policy, aims and interests, responds
to the needs of the community specifically of the floricultural sector and serves the
aims and interests of the participating institutions.
As the project is only in its early implementation stages, no significant conclusions
could be made related to its efficiency, effectiveness and sustainability. The strong
demand driven character of the project, the management set up, and the design to
make it institutionally embedded both at the level of ASBINDO and IPB are positive
elements for project efficiency and effectiveness, and to ensure benefit sustainability
on the long run.
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2.9 Local voices, strengthening training for regional and
local radio stations
Project name
Project code
Sector
Major objective
date
Local Voices, Strengthening Training for Regional and
Local Radio Stations
INDF 09/RI/14
Good governance
Radio Netherland Wereldomroep (RNW)/Radio
Nederland Training Centrum (RNTC)
School for Broadcast Media (SBM)
To increase the access to relevant, reliable information
for local communities, as well as their access to means
to make their voices heard.
596,289
477,031
April 2010
March 2013
Project origin. The project is a response to the request of (1) the RNW/RNTC
partners for the specialised training for local and regional stations, and (2) SBM to
expand its trainers’ pool, strengthen its radio training program and start
incorporating new media in its program. The close cooperation between the
participating institutions has been established since the SBM was founded.
RNW/RNTC provided a substantial contribution in this regard.
Project rationale and context. The resignation of President Suharto presented an
opportunity for free media to serve Indonesia’s remote communities with
information. The establishment of new local and regional radio stations provided the
opportunity to serve this purpose. These stations are even more important in the
context of the regional autonomy. However, their capacity (knowledge, skills and
attitude) needs to be improved to adequately play their important role. Quite some
media training programs have taken place, however are considered to be of low
standard due to the lack of quality trainers and training courses.
Characterisation of project partners. Radio Nederland Wereldomroep (RNW) is the
Dutch international public broadcasting service, providing news, information and
culture via radio, television and internet. RNW’s Indonesian service cooperates
nowadays with approximately 90 partner stations from all over Indonesia. RNTC is a
centre of excellence in the field of media, development and education, which is
organisationally attached to RNW. It designs and implements international courses
and projects supporting the development of the media sector and the effective use of
media for development. RNTC works closely with SBM to develop and implement
radio training courses.
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The School for Broadcast Media (SBM) was established in 2006 to improve broadcast
media practitioners’ skills. It aims to strengthen the role of professional broadcast
practitioners and to deliver an international standard training. SBM has the vision of
consolidating democracy in Indonesia by strengthening the role of the broadcast
media.
to the following goal: to increase the access to relevant, reliable information for local
communities, as well as their access to means to make their voices heard.
The project purposes are defined in the proposal as the following: (1) a quality
improvement of twenty local and regional radio stations, (2) increased access to quality
training at regional level for radio stations, (3) an upgrade of the School for Broadcast Media
through the expansion and upgrade of their radio training programme, the establishment of a
pool of radio trainers and organisational support like the development of a business plan,
including a marketing strategy and finally (4) incorporation of online activities in the
programme on offer at SBM.
Project results and sub-results. The following are project results and sub-results:
1. all requirements in place for smooth running of the project, that includes the
organisation and implementation details worked out and contract signed
between the partners, project manager is in place, four regional training
facilities identified and brought on board and project presented to and finetuned with local and regional radio stations and other stakeholders in an
opening conference.
2. Pool of sixteen radio trainers established, that includes twelve radio trainers
identified from various geographical backgrounds in Indonesia to take part in
the training of trainers, twelve radio trainers trained, sixteen radio trainers
trained in coaching and mentoring, and twelve radio trainers trained as etrainers.
3. Quality of twenty local radio stations improved, that includes detailed
training needs assessment per region carried out, six radio training courses
developed, and 180 staff from local and regional stations trained.
4. SBM’s position as reliable and quality broadcast media training provider
strengthened, that includes the quality of the (mobile) training equipment to
be used in the regions being upgraded, business plan for SBM in place
including a marketing strategy, joint long term plans with the regional
facilities and SBM website upgraded including an online learning
environment and alumni networking facility.
in the policy memorandum and the MJSP. The major objective of the project is
compatible with the goal of the Dutch development cooperation with Indonesia, that
is a stable and safe Indonesia in which democracy, rule of law and respect for human
rights are the cornerstones of society. The quality media can also voice objective,
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reliable and accurate information on topics that become the main concern in this
cooperation such as a sustainable investment climate, environmental sustainability
and interfaith dialog.
This project has a big potential added value for broader policy aims and to contribute
to the enlargement of bilateral relations, because of its capacity to reach out to major
parts of Indonesia. It can play a specific role in information sharing on Dutch
initiatives, Dutch policy and other concerns.
The project contributes to achieving the mandates of RNW/RNTC and strengthening
their position in Indonesia. It has also the potential to contribute to the deepening
and broadening of the institutions’ experience and expertise.
The Indonesian government in its Poverty Strategy Plan 2005-2015 states that
“poverty is not just a problem of inadequate income but also about deprivation of
human dignity, of an overwhelming sense of the lack of voice, power and choices”.
When the project achieves its objectives, it will hence contribute indirectly to the
poverty alleviation.
The improved capacity of the local radio personnel will allow them to provide
adequate information related to issues of concerns as stated in the MDGs and hence
indirectly contribute to the achievement of these MDGs.
frameworks?
policy aims. In addition to contributing to the effort to alleviate poverty and MDGs
as stated above, the local radio stations can also play the role to voice issues that are
part of the agenda of the government such as conflict resolution, peace building and
deepening democracy in an objective, reliable and accurate way.
The project emphasises the power of journalists in journalistic reporting. The content
of the training is linked to the strategic issues in each region. For example, the
content of the training materials in Makassar stresses on how to create reports based
radio journalism on multiculturalism, while in the other three regions more
emphasis is given on reporting on local elections. This thematic journalism training
patterns will continue to grow in line with the change issues in each region.
Training results in the form of reports of good journalism of alumni will contribute
directly to the priorities of cooperation between the governments of Indonesia and
the Netherlands as improved democracy, stability, human rights and governance,
resulting in an equitable and secure society.
framework of Dutch – Indonesian cooperation. On the other side, the project is
bringing together organisations that are not among the mainstream development
actors; as such, it might be more difficult for them to get access to funding.
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The project wants to address the needs for access to reliable, objective and accurate
information. The mushrooming of media creates the danger that an abundance of
information is given of which the quality cannot be guaranteed. Improvement of the
capacity of the media personnel is expected to improve the quality of information
provided to the public. The design of the project that covers four regions in
Indonesia will allow it to serve wider areas including areas outside Java.
It is very clear that the project serves the interest of SBM and the demand driven
character of the project is obviously strong. The outputs of the project are as such
requested by SBM to strengthen its capacity to achieve its goals and aims.
The project is part of a strategic cooperation between the participating institutions.
The long term cooperation (after the project period) in not explicitly stated in the
proposal but such continuation of the cooperation is very likely sought.
The specific nature of this project implies it has the potential to play a specific role
also in the improvement and innovation of Dutch-Indonesian relations and policies.
For this potential to be realised, much needs however to be done in the sense that
other Dutch and Indonesian actors should be made aware of the role that can be
played by this project in the field of providing information to the population.
3.2. Efficiency
Quality of the formulation process. The project proposal clearly describes the
demand driven character of the project (see 2.1). It is based on the situation analysis
carried out by SBM that identified problems faced by the managers and radio
journalists with regards to management, journalistic capacity and experience and the
economic situation of radio stations. However it is not clear how SBM is further
involved in the formulation of the detailed proposal, though it should be noted that
the wishes from SBM are well facilitated and included in the proposal.
Quality of the project proposal. The project outputs (in the proposal stated as short
term goals) are clear and logic and this applies also to the underlying results, subresults and activities. The proposal fairly mixes up activities and output in which the
formulation of output number four is more as an activity. The project purpose (in the
proposal stated as long term goal) presents a clear development effect the project
wants to achieve.
The project provides a good identification and assessment of risks and measures to
minimise the risks.
Very limited information is provided in this regard as the project is still in the early
phase. The first report suggests that two sub-results could not be completed yet,
however this does not seem endanger the project.
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partners
The cooperation between the participating institutions has been developed since the
establishment of the SBM in which the contribution of the RNW/RNTC is quite
substantial. The management of the project is based on the mutual cooperation of the
participating institutions and there is a clear division of roles and responsibilities to
ensure efficiency.
The project budget suggests that a lot of time is spent in Indonesia (76%) and almost
all own contribution is covered by the Dutch institution. It is however too early to
assess the quality and balanced character of the partnership among the institutions
involved.
Limited information has been found on the involvement of the Dutch Embassy and
EVD in project implementation.
The then Dutch Ambassador for Indonesia, Mr. Nikolaos van Dam, was present at the official launch of the project in Jakarta in May 2010. Marc van der Linden of the
EVD visited SBM in April 2010.
Up to this period, one project progress report has been submitted. The report clearly
describes the progress in the inception phase including changes the project wants to
have from that of the proposal.
It is too early to assess the monitoring, evaluation and learning but it can be
mentioned that the project design includes various moments of internal evaluation
and learning.
•
•
•
•
documents.
The inception report provides the following information with regard to the
1. Result 1: detailed workplan and contract signing between the partners, identification
and bringing on board of four regional training facilities, and presentation and finetuning of the project with local and regional radio stations and other stakeholders in
an opening conference are achieved and the recruitment of the project manager
needs to be conducted for the second round as no suitable candidate was
found in the first round.
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2. Result 2, 3 and 4 are not yet achieved.
institutions, it is too early to assess the sustainability of project results. Two issues
can however be mentioned: the long-standing cooperation between SBM and
NW/RNTC is obviously a guarantee for long term sustainability; at the decentralised
level, much will depend on the institutional strength of the local radio stations
whether they will be able to embed the project benefits and continue to maintain
these.
The information of the project proposal allows to conclude that the project is highly
relevant. It is compatible with the Dutch and Indonesian policy, aims and interest,
responds to the needs of the community at large and serves the aims and interests of
the participating institutions. The project also has a big potential added value for the
broader Dutch policy aims and to contribute to the enlargement of bilateral
cooperation.
could be made related to its efficiency, effectiveness and sustainability. The strong
demand driven character of the project, the strong cooperation of the partners, the
management set up, and the design to make it institutionally embedded both at SBM
and local level are positive elements for project efficiency and effectiveness, and to
ensure benefit sustainability on the long run.
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2.10 Joint Indonesian - Dutch Water Supply and
Sanitation Institution Building Project
Project name
Project code
Sector
Major objective
date
Joint Indonesian-Dutch Water Supply and Sanitation
Institution Building Project: Accelerating the
Achievement of Millennium Development Water
Goals through Open Education and Applied Research
on Appropriate Technologies
INDF09/RI/17
Water Management
Delft University of Technology, department of
Sanitary Engineering
Institut Teknologi Bandung
Capacity building in the field of education and
research on drinking water production/distribution
and waste water collection/treatment (both sectors are
related to infrastructure, environment and water
management) through open, practice oriented
education and applied research on appropriate
technologies
751,189
600,000
April 2010
March 2013
Project origin. It is unclear from the project proposal how this project has come into
being. The cooperation between TUD and ITB has been established since 1980 and
this might be the reason for the development of this project to tackle the problems in
the drinking water and sanitation sector.
Project rationale and context. Safe drinking water and sanitation are essential for
health and poverty alleviation. However the Indonesian government has not
managed to ensure this. Only 20% of the population has access to a drinking water
system and 351 out of 454 districts have a local drinking water company (these
companies also do not reach all the households in the respective districts). This
condition forces people to buy bottled water.
Treatment of wastewater is equally far from satisfactory. In the Indonesian large
cities (= better infrastructure) only 20-30% of wastewater is treated whereas the rest
is discharged of by septic tanks or directly on surface water.
Characterisation of project partners. Delft University of Technology, Department of
Sanitary Engineering, is active in the field of drinking water production, drinking
water distribution, wastewater treatment, wastewater collection and water recycling.
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The department of sanitary engineering is a frontrunner in modelling/simulation
and the usage of Open Course Ware projects.
Institut Teknologi Bandung (ITB) aims to contribute to the development and change of
the community through activities of research and community services, which are
innovative, qualified, and responsive to global development and local challenges. In
this proposal, ITB participates with its education and research group ‘water and
waste water engineering’ and ITB LPPM. ITB LPPM is a separate unit within ITB.
PERPAMSI is the national water supply association of Indonesia, representing all
local utilities providing water to households (called PDAMs).
Badan Pendukung Pengembangan Sistem Penyediaan Air Minum (BPPSPAM) is an
agency of the Ministry of Public Works active in the field drinking water
production/distribution and wastewater collection/treatment. However in the
inception report it is stated that the BPPSPAM is to be represented by its mother
organisation, the Directorate General of Human Settlements (DGHS) because it has
unique training facilities that can be used in the project.
Stichting Wateropleidingen (SWO) is the Dutch training institute for water
management.
following presentation of short term and long term goals, which actually includes
many activities and direct outputs.
The project will contribute to the following long term goals: (1) to establish and
institutionalise the education program for the two training centres at Java, (2) to establish
and institutionalize the research program, (3) to enroll the education program in other
regions by cooperation with other universities and education institutes, (4) to improve water
and sanitation in Indonesia significantly by improved education and the development of new
technologies, (5) to improve awareness on water and sanitation with water companies,
universities, industries and government, (6) to demonstrate institution building in water and
sanitation education as an example for other sectors and geographical areas.
The project purposes are defined in the proposal as the following: (1) to train 40
university staff, government staff and staff of drinking water companies in technical and
educational/didactical skills in order to become trainer in the education programme, (2) to
train 6 Master students who have the capacity to become PhD students in research
capabilities, (3) to develop courses (courseware, experiments/practica, modelling tasks) for
courses at various levels (6 Master degree courses and 8 courses for technicians/supervisors
and operators), (4) to test each of the 8 courses developed in 2 pilot situations and to evaluate
and improve the courses, (5) to train in total 240 persons in the pilot situations, (6) to develop
a joint education programme, (7) to carry out two joint pilot research projects aimed at
appropriate technologies, (8) to develop a joint research programme on appropriate
technologies.
Project results and sub results. The following are the project results and sub-results:
1. Completion of inception phase that includes formulation of detailed training
and institution building program, completion of inception report and signing
of cooperation agreement.
2. Implementation of training program for trainers and researchers that includes
completion of training curriculum and materials and the organisation of
training for education trainer’s course, training of 40 staff as trainer for
education program, completion of training curriculum and materials and the
organisation of training for researchers, and training of 6 prospective PhD
students in research skills.
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3. Capacity building for education program that includes completion of 8 MSc
courses, education of 20 MSc students on the 8 courses, evaluation of pilot
MSc courses, completion of 8 training courses, education of 240 staff,
evaluation of pilot courses, and development of business plan.
4. Implementation of joint research program for development of appropriate
technology that includes analysis of specification of sector needs and current
research program and specification of requirements, conduct of workshops,
conduct of 2 pilot research projects and development of research program.
5. Dissemination, reporting and completion of the project that includes
publication of articles and contribution on websites, presentations to water
company staff, government officers and university staff, conduct of 2 national
workshops, and completion and submission of project report to EVD and
justification of expenditures.
memorandum and the MJSP. The achievement of the project goal will contribute to
the goal set by the Dutch government to provide access to sustainable and safe
drinking water and sanitation to 50 million people worldwide. This goal is also
followed in the development cooperation with Indonesia.
aims as it integrates partners of a different nature. Because the project is also part of
the broader cooperation framework between the Netherlands and Indonesia in the
water sector that exists already for some time and mainly involves ‘regular’
development actors, it might demonstrate alternative approaches for other projects
in the sector.
The project seems to be in line with the aims and interests of the Dutch participating
institutions. For TUD this project particularly serves the interest of developing a
research line concerning appropriate technologies for drinking water and waste
water treatment in developing countries and applying the models for the various
processes in drinking water treatment to fit the Indonesian context. The project
serves the interest of SWO to apply its unique training concepts and to get
experience in translating the concepts in the Indonesian context. Both TUD and SWO
are also interested in applying the open courseware concept.
If the project achieves its objectives, it contributes directly to the MDG no 7, that 70%
of the population should have safe drinking water by 2013. It is expected that the
capacity building to the relevant stakeholders and envisaged development of
appropriate technology will provide cost effective and appropriate technologies for
quality drinking water production and wastewater treatment.
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frameworks?
policy aims. Being part of complying with the MDGs, the provision of drinking
water is high on the agenda. In as far as wastewater is concerned, in the medium
term development plan the government has set the ambition of the country being
free of open defecation by 2009. For sanitation, the government targets that all
households will have access to a basic toilet. The success of the project will contribute
to these targets.
realised without the INDF. Considering the strategic issues addressed and the many
other ways the countries cooperate in the water sector, one can imagine that other
sources of funding could have been found, within or outside the framework of Dutch
– Indonesian cooperation.
If the project successfully achieves its objectives, it will contribute to improving the
health of the population and indirectly to poverty alleviation. Extra costs to pay for
bottled drinking water and in some areas to purchase clean water due to scarcity of
water can be minimised. Missing opportunities due to the time spent to collect water
can probably be used for productive activities.
The project is in line with the interest of ITB to make its expertise available to
governments and water companies in the water sector and to the joint research with
TUD to develop appropriate solutions to the problems in the sector that fits the
Indonesian context. The project serves the interest of PERPAMSI and BPPSPAM in
the better operation of drinking water companies in Indonesia and open courseware
and training concepts.
The project proposal does not explicitly mention about the wish of the participating
institutions for longer term cooperation. However the project as such is part of a
larger framework of institutional cooperation, especially between TUD and ITB that
started since 1980. Based on this fact, it is very likely that the cooperation will be
continued.
As mentioned under 3.1.1, the project might contribute to the improvement and
innovation of initiatives in the water sector through its approach of involving
partners of different nature in project implementation.
3.2. Efficiency
Quality of the formulation process. The project is the product of concerns on the
poor water sanitation condition in Indonesia and the need to tackle this problem by
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combining expertise of each participating institution. However it is unclear from the
project proposal, how the project came into being. No information is available about
who (among the participating institutions) drives the concrete idea, who decided on
the selection of the partners, who are involved in the development of the idea into a
project proposal. However the short presentation of the history of relationship
between ITB and TUD suggests that the project is part of their cooperation and that
they are the driving forces behind the project.
Quality of the project proposal. The project’s long term and short term goals as
stated in section 1.6 of the proposal show a poorly defined hierarchy of objectives
and a constant mix of activities, direct outputs and objectives. The long term goal
should be to improve water and sanitation in Indonesia significantly by improved
education and the development of new technologies (the first half of goal no 4). The
project purposes as stated in the proposal are mainly activities and outputs. The
project logic is however better presented in section 1.4 (Abstract) of the proposal.
The proposal presents an assessment of risks and how to manage the risks. All the
risks are at the level of the achievement of project outputs but one (= political
instability) is a risk for the achievement of higher objectives.
Limited information is provided in this regard as the project is still in the early
phase. The first two reports suggests that activities are conducted as schedules
except on sub result 4.2 in which one workshop is postponed to 2011.
partners
The project does not define clearly the responsibility of each participating institution.
A team, composed of representatives from each institution, was appointed to
manage the project. The structure of the team consists of two levels of a project group
that works as a steering committee and task groups (1-3) that act as an organising
committee. The design of having one person from each participating institutions in
each group provides the potential to create a balanced partnership. The cooperation
agreement between participating institutions clearly describes parties in charge per
activity and hence it is easier to monitor.
The project proposal suggests that each participating institution in the project
contributes to the budget. The largest budget allocation (around 45%) is managed by
the TUD, 23% by ITB and the remaining 32% by the additional partners.
No information has been found on the involvement of the Dutch Embassy and the
EVD visit in project reports.
It is too early to assess this issue, but it can be mentioned that the project design
includes various moments of internal evaluation and learning. The inception report
has been submitted with a slight delay.
•
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•
•
•
documents.
The inception report and first progress report (June-September 2010) provide the
following information with regard to the achievement of the project results:
• Result 1: detailed training and institution building program, completion of inception
report and signing of cooperation agreement are achieved.
• Result 2: training assessment, the development of training curriculum and training
materials and training of six PhD students in research skills are achieved and the
rest are not yet done.
• Result 3: completion of eight MSc courses is achieved and the rest are not yet
done.
• Result 4: analysis of specification of sector needs and current research program and
specification of requirements and implementation of one workshop are achieved and
the rest are not yet done.
• Result 5: publication of articles/abstract to the IWM conference and presentation to
the Dutch water companies are completed and the rest is not yet done.
It is however still too early to judge the achievement of outputs and purpose of the
project.
This project is part of the long term cooperation framework between TUD and ITB
and hence the continuation of the partnership is feasible.
The assessment of the project is mainly based on the proposal. The project is still at
its early phase so the assessment on effectiveness and impact cannot be done. For the
same reason, the efficiency and sustainability assessment is limited to the design of the
project.
The project is highly relevant to the Dutch and Indonesian policy, aims and interest,
the needs of the community at large and the aims and interests of the participating
institutions.
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The demand driven character of the project is not very obvious; nevertheless the
project rationale clearly suggest the good understanding of the Indonesian water and
sanitation sector. The poor hierarchy of objectives and mix up of outputs, objectives
and activities might make the project focuses only on the completion of activities and
make insufficient effort to achieve its real objectives. The design of the project
organisation looks ideal however it also requires a high degree of coordination to
make the project efficient.
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2.11 Integrated Improvement of Jatropha Cropping
Systems
Project name
Project code
Sector
Major objective
date
Integrated Improvement of Jatropha Cropping System
INDF 09/RI/21
Agriculture
Jortech Biomass
Samawa University
The development of economically viable and
environmentally and socially sustainable Jatropha
cropping systems in Sumbawa
557,408
445,926
February 2009
August 2012
Project origin. Jortech Biomass and PT Joro perceived the potential for the
development of Jatropha in Sumbawa due to the availability of a large degraded area
that is suitable for Jatropha cultivation. They invested in a pilot project (prior to the
Integrated Improvement of Jatropha Cropping System Project) to cover 300ha of land
and involved the University of Samawa in its implementation. The project has
created interest of the farmers and local government institution. This project
responds to their request to continue developing the Jatropha cultivation in
Sumbawa, using the community development approach.
Project rationale and context. The reduced oil production of Indonesia and increased
oil price necessitate the development of alternative energy sources. Jatropha is seen
as a feasible bio energy fuel as it is not a food crop so the use as fuel source will not
affect the availability of food. In addition, Jatropha can grow in degraded land,
contributes to the reduction of soil erosion and increases the retention capacity of the
soil, and can be grown in intercropping with horticultural and food crops. The
uncertain prospect of Jatropha cultivation as plantation crop makes it more attractive
to involve smallholders to take up this crop as part of their farming system. The pilot
project indicated the potential for this arrangement of involving smallholder farmers.
The combination of the activities at farmer level with establishing a resource centre
and facilitating local expertise at the University of Sumbawa is deemed necessary for
the development of Jatropha in Sumbawa. Energy companies have expressed also
their interest for procuring Jatropha for biodiesel production.
Characterisation of project partners. Jortech is a company providing technical
support and equipment for the horticultural sector in Indonesia. It established a
branch that provides technological support and assistance for the sustainable
production of oil crops to respond to the increasing demand for alternative sources
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of energy. Jortech Biomass was established in 2007 to develop Jatropha cultivation in
Indonesia. In cooperation with Indonesian partners, including PT Joro, it provides
technical expertise and production equipment and mobilises investments to facilitate
the successful cultivation of Jatropha and other bio-fuel crops.
Samawa University is the only university in Sumbawa. Its Faculty of Agriculture
possesses expertise in crop husbandry techniques, crop protection, farm
mechanisation, soil management and agricultural economics. It runs a 2ha trial
station where various tests and trials are conducted, including some Asian Jatropha
strains to observe and analyse their adaptability to the agro ecological conditions in
Sumbawa.
Plant Research International (PRI) is part of the Wageningen University and Research
Centre and has been involved in a range of research projects developed and
implemented in cooperation with Indonesian partners and has consequently good
insight in the agricultural research systems in Indonesia. PRI is involved in various
programs on Jatropha.
PT Joro is the sister company of Jortech. It is experienced in providing technical
services for horticultural production and support to the emerging commercial
growers group on post-harvest technologies, marketing support, community
development and sales of improved equipment. Since 2008 it established an office in
Sumbawa to implement the pilot project with Jatropha cultivation.
Long term objective(s) and project purpose. The overall purpose the project will
achieve has been formulated as follows: the development of economically viable and
environmentally and socially sustainable Jatropha cropping systems in Sumbawa. The long
term objective of the project are (1) Sumbawa’s dependency on imported fossil fuels will
greatly diminish, (2) smallholders’ income level will increase whilst at the same time other
livelihood priorities (most notably food security and improving the physical assets of the
farms) will be covered as well, (3) new employment in production and processing of Jatropha
will have been created, and (4) land degradation will be reduced due to the permanent
cultivation of hill areas with Jatropha.
Project results and sub-results. The following project results and sub-results have
been decided upon in the proposal and no changes were introduced during the
inception phase:
• The project start up (Euro 27,417) that includes formalisation of working
relationships between project partners, development of detailed work plan and
time frame and drafting of inception report.
• Applied research and development of Jatropha (Euro 225,915) that includes
development of agronomic and rural livelihood baseline report, formulation and
agreement of on-farm trial program, training for agricultural researchers and PT
Joro field staff on rural livelihood development approaches and on-farm
management tools and techniques, provision of equipment and facilities for
implementation of different on-farm trials, implementation and management of
on-farm trials, establishment of Jatropha seed garden at Universitas Samawa,
collection-analysis-reporting of seasonal data, and drafting of progress report.
• Capacity building of growers and their suppliers and extension support staff
(Euro 183,611) that includes implementation of pilot test with female farmer
group formation and training, establishment of Jatropha intercropping
demonstration plots, development of detailed training plan on Jatropha
agronomy and training-extension techniques, implementation of teach-the
teachers program for Universitas Samawa and senior extension staff,
development of program of short course for growers groups, extension workers,
etc, and the drafting of progress report.
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•
Consolidation and expansion of the main achievements (Euro 120,464) that
includes the formation and training of 25 new female farmer groups by the
Indonesian partners, training of extension workers on improved Jatropha
cultivation system, organisation of an open day, the development of a webpage
and its inclusion in the Universitas Samawa website, implementation of an
evaluation meeting, presentation of business expansion plan for the Jatropha
sector in Sumbawa, planning for continued cooperation of PRI/WUR and
Universitas Samawa and drafting of final report.
in the policy memorandum and the MJSP. If the project is able to achieve its
objectives, it will contribute to the aim of improving the energy infrastructure. The
provision of a sustainable source of bio energy also contributes to environmental
protection and this is done without compromising food security, as Jatropha is a cash
crop that can grow on degraded land. The composition of participating institutions
shows the contribution of the project to a public-private partnership. The strategy of
involving women in the project contributes to gender equality.
The project’s has a potential to produce a specific added value for broader policy aims
involvement of a specialised Dutch private-public knowledge institution and similar
actors in Indonesia that include both an academic institution (University Samawa)
and the private sector
The project is built on the expertise of its participating partners. For Jortech Biomass
(and PT Joro), it is the realisation of their wish to be involved in the sustainable
production of oil crops to respond to the increasing demand for alternative source of
energy. As for PRI, the project facilitates exchange for students for research and
practical placement in Indonesia and gives access to an important Jatropha case
study in Asia.
The contribution to the MDGs is indirect. If the project achieves its objectives, it will
contribute to poverty alleviation through improved livelihoods of small holder
farmers. This is due to the project approach that targets the improvement of their
livelihood assets (human capital, social capital, natural capital, physical capital and
financial capital).
frameworks?
The project is compatible with the Indonesian policy frameworks, as stated in the
Presidential Decree no 5/2006, Presidential Instruction no 1/2006 and Presidential
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Decree no 10/2006. The policies in the energy sector target what the project tries to
achieve. They include the development of bio fuel energy to reduce the dependency
to fossil fuel and the provision of access to indigenous renewable and sustainable
sources of clean energy. The project objectives are also compatible with the agenda of
accelerating development in East Indonesia, the increase of rural employment and
income, and contribute to widening access of women to participate in development.
Critics however point out the flaws in the policy due to the lack of thorough
feasibility studies that lead to wrong programs and assumptions. As a consequence,
the bio energy programs in general do not meet their targets.
important resources available for bio energy initiatives, one can imagine that other
sources of funding could have been found, within or outside the framework of
Dutch. Due to the strong government policy for the development of renewable
energy, other initiatives to develop Jatropha and the relevant technology have been
conducted by several other actors in other areas in Indonesia. It is not clear to which
extent the project liaises with these other initiatives.
The project tries to address the need for an alternative source of energy that is
sustainable, does not affect negatively the environment and does not endanger food
security. Nevertheless it is important to note about the doubt related to the economic
feasibility of Jatropha as a source of energy.
Indirectly the success of the project will contribute to improved livelihoods of small
farmers and the clear inclusion of women in its approach will contribute to improved
gender equality.
The Samawa University was involved in the implementation of the pilot project
whereas the involvement of PT Joro, being a sister company of Jortech Biomass, was
more instrumental. The project proposal clearly describes the project origin and
rationale however it does not provide clear information on how strong the interest of
the University is in this project. On the other side, the interest of PT Joro is very clear
in this regard.
The project activities show clear involvement of both Indonesian institutions,
especially the university in its effort to develop it as an established public knowledge
centre for Jatropha cultivation issues in Sumbawa. In cooperation and through PRI,
the university will also enlarge its international research and development network
and access to up to date relevant scientific information and publications.
The university seems to show interest in future cooperation with PRI, and the
modalities of the cooperation will be discussed in the second half of the project
period.
The partnership developed in this project is atypical in the Dutch-Indonesia
cooperation in the sense that the main partner is a Dutch private company and that a
substantial involvement of (both Dutch and Indonesian) partners from the private
sector is eminent; in addition the involvement of other partners is foreseen in a later
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stage to further develop the Jatropha value chain. This kind of project with a mixed
partnership complements the “regular” cooperation of Dutch-Indonesia institutions.
The project is also well embedded in the present Dutch – Indonesian cooperation
framework and priorities. On the other hand, the relevance of the project as such is in
question in case the Indonesian policy will not be reviewed. Only when this happens
has the project the potential to contribute to the improvement and innovation in the
Dutch-Indonesian policies.
3.2. Efficiency
Quality of the formulation process. The origin of the project is well defined in the
proposal. The project is the realisation of requests of smallholder farmers and local
government institutions after the implementation of a pilot project conducted by
Jortech Biomass and PT Joro. Jortech Biomass and PT Joro have been instrumental in
raising the interest and the consequent demand of the local government and farmers.
The design of the development of the Jatropha pilot project to involve smallholder
farmers and the Samawa University and relevant local stakeholders into the project
made the project looks attractive.
The level involvement of the Indonesian main partner (University Samawa) in the
drafting of the project proposal is unclear because the project documents do not
provide information in this regard.
Quality of the project proposal. The project intervention is logic and clear and this
applies also to the underlying sub-results and activities. The outputs are clearly
defined although there is no one-to-one link to the results. The project purpose
shows a development effect envisaged by the project. The first two impacts are well
formulated as contribution of the project at a higher level while the last two impacts
are more suitable to be situated at the level of purpose.
Risks are well-elaborated and indeed external factors that can influence the
achievement of the project results and purpose. Measures to response and minimise
the risks are well defined and feasible.
Limited information is available in this respect, among others due to the fact that
project implementation is still in an early phase.
The progress report submitted in August 2010 suggested that the project activities
are implemented on time.
partners
Limited information is available in this respect, among others due to the project
implementation that is still in an early phase.
The proposal describes a clear division of tasks among project partners by
considering the expertise owned by each institution. Each participating institution
assigned one or more personnel to be in the project management team, and the role
and responsibility of each member is clearly described in the proposal. Regular team
meeting seems to be the mechanism for the decision making.
The budget suggests that 75% of the time of international experts will be spent in
Indonesia. The own contribution of the project partners is divided among University
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Samawa, Jortech Biomass and PT Joro whereby the last two institutions are
responsible for the financing of 85% of the own contribution, divided roughly
equally between them. It is unclear from the project documents how the decision was
made that PT Joro instead of Universitas Samawa as the main project partner handles
the day-to-day organisation and coordination of the project in Indonesia.
No information available with regard of the role of the Embassy and EVD, among
others due to the fact that project implementation is still in an early phase.
Limited information is available in this respect, among others due to the project
implementation that is still in an early phase.
The project reports are submitted with a slight delay and describe clearly and
concisely progress per activity. A monitoring and evaluation mechanism was set up
to measure progress and impact, through half-yearly meetings of the management
team and relevant stakeholders. However it is not yet clear how this is implemented.
•
•
•
•
documents.
The progress reports (the latest is project progress report covering the period
February-July 2010) provides the following information with regard to the
5. The first result: the cooperation between the four project partners, detailed work
plan and time frame and inception report submitted to EVD are achieved.
6. The second result: provision of equipment and facilities for implementation of
different on-farm trials is 80% finished; development of agronomic and rural
livelihood baseline report, formulation-agreement-implementation of on-farm trial
program, and training are in the preparatory process.
7. The third and fourth results: not yet achieved.
cooperation
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As implementation is still in its early stages, it is too early to assess this issue.
As implementation is still in its early stages, it is too early to assess this issue. The
strengthening of local institutions, both at the academic and grassroots level is
however built in the project design.
No information is available in this respect, due to the project implementation that is
still in an early phase. Information derived from the proposal suggests that the
knowledge and skills are expected to be embedded in the Samawa University and
the farmer groups.
The project proposal also suggests that ensuring the smallholder Jatropha system
becomes part of a wider framework of support institutions and supply chain
partners that will minimise the vulnerability of the growers and will sustain the
chance for continued growth and development beyond the project period.
The strong link of the project objectives with the policy of the government should
guarantee the political support to sustain the project results.
It is too early to assess the sustainability of eventual project spin offs.
The project is relevant to the Dutch and Indonesian government policies and in line
with the interests of the participating institutions. However, referring to the policy of
the Indonesian government on renewable energy that turns out not to be well
grounded, one can ask a question on the capacity of the project to address the needs
of the Indonesian society if the policy remains unchanged. Despite this fact, the
cooperation of participating institutions that each possess distinctive expertise to
complement each other and the atypical characteristics of the institutions involved in
the project are factors that contribute to the project relevance.
The project is still at the early stage of implementation therefore it is too early to
judge whether the project is efficient. However the project design and its
management set up that are based on lessons learned from the pilot project are
adequate to contribute to the project efficiency. The effectiveness, outcomes, impacts
and sustainability of the project cannot be measured yet.
Although the project is still in an early phase, we can derive the lessons that good
and successful projects need to respond to criteria of a different nature: thorough
understanding and analysis of the sector, actors and context (including relevant
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policies); a partnership that allows participating institutions work together and
complement each other’s expertise, and learning from past experience.
2.12 Transfer of Technology on Cost Effective and
Sustainable Concrete Constructions
Project name
Project code
Sector
Major objective
date
Transfer of Technology on Cost Effective and
Sustainable Concrete Constructions
INDF/09/22
Infrastructure
De Betonvereniging
Gajah Mada University, dept. of Architecture and
Planning, Faculty of Engineering
To support infrastructure development in a costcompetitive and sustainable manner
537,736 Euro
430,189 Euro
May 2010
April 2012
Project origin. The Gadjah Mada University came in contact with the Betonvereniging mid 2007. At that time a PUM representative was invited at the university
and was asked for a transfer of knowledge on specific concrete issues from the
Netherlands. The GMU Department of Architecture & Planning expressed its wish to
play a more prominent role in extending the knowledge and expertise on
structurally and economically sound and safe concrete structures. PUM then
investigated in the Netherlands what organisations would be able and willing to
meet this request. This led the Gadjah Mada University to the Betonvereniging,
which is able to provide a program of knowledge transfer for which financial
support from the Indonesia Facility has being sought.
PT Baja Engineering, another project partner, and the Gadjah Mada University have
already been cooperating for years, with PT Baja Engineering providing guest
lectures at the University. Over the years, their relation has grown intensive and lead
engineers of PT Baja Engineering are frequently involved in a variety of courses at
the Faculty of Engineering.
SC Engineering and the associated PT Baja Engineering appealed to the Betonvereniging for support in revising a specific NEN standard (Nationaal Normalisatie
Instituut). Furthermore, for many years the Betonvereniging has been cooperating
closely with the team of SC Engineering in the Netherlands.
Project rationale and context. Infrastructure development is one of the main pillars
of the Indonesian Government’s five-year economic development plan. This capacity
building project is in direct support of this economic development strategy. The
government’s wish to mobilize financial and human resources for the intensification
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of the infrastructure development is urgent. Since the 1997 monetary crisis,
investment in infrastructure has been declining steadily. As a result, roads and
bridges are deteriorating, the provision of public housing has fallen short, new ports
are not being built, construction and renovation of schools and other public facilities
are delayed, sewage and drainage systems are falling short and so on. Moreover, the
devastating earthquake of May 2006 and previously also the tsunami that struck
Indonesia in December 2004 caused unprecedented loss of life and an estimated $4.5
billion in property damage. The demand for sound and safe construction techniques
for affordable houses is therefore high.
However, the soaring cement price has discouraged developers from constructing
low-cost houses in Indonesia. Due to the rising cost of materials, projects may be put
on hold. Cement prices jumped about 20% and other materials 15-30% in 2007, which
reinforced steel prices increasing about 30%. Developments like this require new
insights in construction technology, supporting cost effective constructions while
guaranteeing safety and sustainability. Public and private sector partners in the
construction sector require also up-to-date knowledge on quality and safety of
concrete construction applications to enhance the effectiveness and efficiency in the
construction sector. It appears that the Indonesian infrastructure and building sector
lacks in knowledge on specific concrete construction technology topics. This
translates into problems in existing concrete buildings and civil works.
Characterisation of project partners. The project partnership is made of three
institutions. The Betonvereniging (“Concrete Association”) has been the main
knowledge centre for the Dutch concrete industry for over 75 years. The aim of the
Betonvereniging is to promote the proper use of concrete by generating and
transferring knowledge. To this effect the Betonvereniging publishes technical
literature, organizes courses, examinations, lectures, workshops, symposiums and
conferences (both nationally and internationally) and provides information on a
wide range of subjects related to concrete, construction and maintenance activities.
The Betonvereniging has more than 2600 members comprising nearly 1100
organisations and around 1500 individual members.
The Department of Architecture & Planning, Faculty of Engineering at the Gadjah Mada
University (GMU) was established in 1962. The general focus of the Department’s
research and education activities relates to the application of new technologies in
civil engineering, particularly planning, designing, analysis, project implementation
and supervision, operations and maintenance of constructions. This Department has
six undergraduate study programs, in which some 1,300 students participate in these
departmental programs, out of the total of 10,000 students at the Faculty of
Engineering.
PT Baja Engineering Indonesia is part of SC Engineering based in the Netherlands. SC
Engineering is specialised in the design and specifications for concrete structures (reenforced concrete, formwork, etc.) for infrastructure development and other
construction activities. PT Baja is specialised in dimension and rebar drawings for
structural concrete.
Long term objective(s) and project purpose. The goal of the project as stated in the
proposal is to support infrastructure development in a cost-competitive and
sustainable manner. As such, the project aims to support the country’s development
objectives to increase investment in infrastructure development combined with the
adoption of improved design, construction, maintenance and repair techniques in
the concrete sector. This in turn will lead to economic development, employment
generation and poverty reduction. In addition it accelerates the recovery process for
post-disaster communities.
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In view of the above, the three most critical subjects have been identified that will
constitute the cross cutting focus of the project: (1) cost effective, durable and safe
designing techniques, (2) repair and maintenance towards durability and earthquake
resistance so as to extend the life span of building, and (3) develop an approach for
attractive and cost effective social housing.
Project results and sub-results. The project’s results and sub-results as found in the
proposal and inception report are the following:
•
•
•
•
Project start up. During the inception period the relation between the project
partners is to be formalized by means of a cooperation agreement. Further
activities are geared to GMU that already possesses broad knowledge on the
course subjects, but needs to complete and update its knowhow. An internal
needs assessment will point out the initial knowledge level of the
participating GMU lecturers. An outline of the work plan is to be developed,
containing a detailed time planning and a further specification of the
responsibilities.
Study materials prepared. This result foresees the following approach. Working
groups will be formed for all three courses, each consisting of one lecturer of
the Gadjah Mada University (leading the working group), one or two experts
of the Betonvereniging, one representative of PT Baja Engineering and two
representatives from the sector (through HAKI). These working groups will
be established for the long-term; initially to carve out the course content and
yearly to evaluate and renew the content of the course. A detailed training
plan will be developed for each of the three courses. The content of the three
courses will be worked out in detail. A consultative seminar will organised
for public and private players in the construction sector, to double-check that
all subjects to be covered in the three courses are in line with the sector’s
requirements and potentials.
Teach the teacher training programme implemented. Indonesian lecturers will be
invited to sign up for the training courses. It will be an open registration,
admitting lecturers from outside the Gadjah Mada University as well.
Possibly a selection will have to be made to arrive at a group of 60 Indonesian
lecturers who will receive training imparted by the project partners. On each
of the three subjects two courses will be organised of five days each. Experts
of the Gadjah Mada University will be responsible for the greater part of the
curriculum, whereas the Betonvereniging will be responsible for transferring
missing knowledge, new theory and techniques. PT Baja will have an
intermediate role by using their knowledge of the local market to ensure
applicability of the theory in practice. The three courses will be presented to
the faculty for accreditation.
First regular courses implemented and institutionalisation of knowledge. The level
of the student courses will be at least the S1 level, which is similar to a
bachelor’s level at universities. The courses will take a semester and will be
useful for all future players in the construction sector. The post-graduate
courses are directed towards professionals working in the construction sector,
such as material suppliers, contractors, architects, consulting engineers, etc.
The first student courses will be evaluated by means of an evaluation session,
in which comments of the trained students will be discussed and experiences
of the lecturers will be shared. The integration in the regular education at the
Gadjah Mada University will be secured by the fact that the three new
courses will become part of the curriculum offered to the students at the
GMU Department of Architecture and Planning. Furthermore, a future
cooperation plan will be developed, stipulating yearly evaluation and
updating of the courses’ terms of reference. A dissemination seminar will be
organised to promote the courses and to share the demand based content
management by the working groups.
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3.1.1 Programme relevance in view of the Dutch policies and interests
The project’s objectives contribute rather indirectly to some of the Dutch policy aims
as stated in the policy memorandum and the MJSP. Indeed, it can be expected that
the achievement of the project goal (to support infrastructure development in a costcompetitive and sustainable manner) will contribute to private sector development and
poverty alleviation.
involvement of specialised Dutch and Indonesian knowledge institutions and tries to
consistently build in linkages with the private sector in Indonesia. It should be noted
also that while the project is embedded in an academic institution, it is very much
welcomed by many private players of the sector; in addition, the engineering faculty
of the university has strong linkages with the private sector. However, no clear
indications are provided on how the project could liaise with the existing private
sector development programmes that are implemented in the framework of the
Dutch-Indonesian relations.
The project seems fully in line with the aims and interests of the Dutch participating
institution, i.c. the Betonvereniging. The association sees this project as a means to
advance internationally its goal of promoting the sound and safe application of
concrete by generating and transferring knowledge.
In addition, the proposal states explicitly that the project partners will continue their
cooperation after the project has finished. A future plan of cooperation will be
defined during the final stage of the project and will, among others, foresee a yearly
evaluation of the programme content.
The contribution of the project to the MDGs is rather indirect. In case the project
reaches its objectives it might indirectly generate effects on poverty in Indonesia as it
will stimulate investment in social housing and public infrastructure, thereby
attracting other (private sector) players that might come up with alternative
approaches. The project can also generate (very) indirect effects on social
infrastructure (e.g. in the water sector), which in its turn might improve the quality
of social services and contribute to poverty alleviation.
3.1.2 Programme relevance in view of Indonesian policies, needs and interests
frameworks?
It is stated in the project proposal that improving the country’s main infrastructure
(including roads, bridges, sewage systems and social infrastructure) and accelerated
construction of low cost housing is a high priority of the Indonesian government, in
particular in view of the past years during which, for different reasons, the
construction of key infrastructure and social housing have lagged behind. More
269
specifically, the government has ambitious plans to improve 14.5 million
substandard houses and build 1.367 million subsidized houses and assist the
improvement of another 1.35 million houses. The government also actively promotes
the development of its infrastructure as par or its economic development strategy. It
thereby reconsiders its regulatory frameworks and actively promotes public-private
partnerships in infrastructure projects.
The project is necessary for Indonesia mainly in increasing the competence of
academicians particularly in terms of the development of cost effective of concrete
design and technology through 3 parties collaboration i.e. university, industry and
community. Due to that intention three themes such as Cost Effective Design,
Concrete Maintenance and Social Housing have been formulated to support the
project.
Considering the origin of the project and the fact that the Betonvereniging is not a
regular player in development cooperation and that no other obvious funding
alternatives exist, it is probable that this project would not have been realised
without the INDF.
Infrastructure development is lagging behind in Indonesia and weak infrastructure
constitutes increasingly an important constraint for both economic and social
development. The last decade has experienced a decline in infrastructure
development (after the monetary crisis) and the critical situation has been
exacerbated by the soaring cement prices and by natural disasters and corresponding
destruction of infrastructure in several areas of the countries. In addition, there is a
lack of specific knowledge in the Indonesian construction sector to identify and
define cost-effective solutions that would ensure an optimal use of the scarce
resources.
During the project preparation period, project initiators have, in addition, carefully
selected the three most critical subjects (see above under 2.2) to be addressed by the
project, that are each meant to respond to specific problems.
Last but not least, the project promoters have build in a structural concern to keep
the course contents relevant and in accordance with the existing demands via regular
reviews and evaluations of the course.
The project origins described above (see 2.1) form an illustration of the demand
driven nature of the project. The Gajah Mada university’s department of Architecture
and Planning has the clear wish to play a more prominent role in extending the
knowledge and expertise on structurally and economically sound and safe concrete
structures. In that way it can further reinforce its position as one of the country’s
leading knowledge centres on construction engineering and design.
PT Baja Engineering Indonesia is part of SC Engineering (the Netherlands) and
specialised in design and specifications for concrete constructions. As a company, it
aims to acquire contracts from multinational contractors. Via this project the
company cannot only provide specialised knowledge, but also further extend its
expertise and develop its image via the cooperation with a well known academic
institution.
270
3.1.3 Programme relevance in view of future Dutch – Indonesian cooperation
The project is rather particular and, at first sight, not that much embedded in the
present ‘regular’ Dutch – Indonesian cooperation framework and priorities (but this
appreciation should be dealt with carefully, as the project is only in its early stages).
The relevance of the project is however beyond any doubt and – if well managed and
implemented – it has the potential to contribute to the improvement and innovation
in the Dutch – Indonesian policies and ways of implementing this cooperation.
3.2. Efficiency
character are well explained in the proposal. The demand of the Department of
Architecture and Planning to play a more prominent role in the area of concrete
construction got a broad institutional support as there is a big need to improve the
competence of students related to concrete technology. The different stakeholders
were involved in the formulation process via in-depth discussions, both in terms of
the contents of the programme and its organisational and financial dimensions.
Quality of the project proposal. The quality of the project proposal is good, though
some elements could have been better worked out. The context and rationale of the
project are well explained, as provides the justification of the three major project
outputs. The four project results are clear and logic and this applies also to the
underlying sub-results and activities. It is also clearly indicated how external
partners will be associated to the implementation.
The project goal (to support infrastructure development in a cost-competitive and
sustainable manner) is however formulated as an activity and should be preferably
reviewed and formulated more sharply so as to reflect the envisaged development
effect.
The proposal also presents and analyses two risk factors and corresponding
mitigation strategies while it is recognised that one of the risks is situated at a level
the project cannot influence. More probably, other risks could have been identified,
e.g. related to the governance problems that characterise many infrastructure
problems (e.g. it is generally stated that corruption accounts for a substantial part of
the expenses of this type of projects…).
The chapter on project organisation provides a detailed job description of the eight
positions, but fails to describe the implementation mechanisms.
So far, no information is available on project implementation. It appears however
that the project start has incurred a serious delay.
The project implementation actually started last year (October 18-20, 2010) in Gadjah
Mada University marked by the start up of Working groups to formulate the
Planning Activities related to Result 2.
271
partners
No indications are provided on the project management structure (see above). In
terms of task division, the responsibilities are clear and logically divided among the
project partners. Internally, the project management in the Department of
Architecture and Planning is managed and led by the Head of the Department of
Architecture and Planning supported by the Department Secretary. The Deputy of
Academic Affairs acts as the coordinator for the working groups in academic point of
views whereas the Deputy of Financial Affairs supports the financial management.
There are three group coordinators which refers to the three themes of the project
such as Cost Effective Design, Concrete Maintenance and Social Housing. The
project is also supported by non educational staffs which support in providing the
related academic materials.
It is too early to assess the quality and balanced character of the partnership among
the institutions involved.
implementation.
It is too early to assess this issue, but it can be mentioned that the project design
includes various moments of internal evaluation and learning.
•
•
•
•
documents.
It is too early to assess effectiveness, outcomes and impact of this project.
272
The information of the project proposal allows concluding that this is – in design - a
good project that has been rightly funded via the INDF. First of all this is a highly
relevant project that addresses a key problem of present-day Indonesia and fits (well
in the existing policy frameworks of both countries and of their cooperation. The
project is also compatible with the aims and interests of the participating institutions
and as such will enable them to better pursue their respective missions.
could be made related to its efficiency, effectiveness and sustainability.
From an institutional point of view, the project aims to involve a broad range of
partners of a different nature, while it wants to become strongly embedded in an
academic institution. This should, in principle, constitute a positive element for
project efficiency and effectiveness, and ensure benefit sustainability on the long run.
273
2.13 Developing capacities for community-based microhydropower projects in the Maluku province of
Indonesia
Project name
Project code
Sector
Major objective
date
Developing capacities for community-base microhydro power projects in the Maluku province of
Indonesia
INDF09/RI/23
Infrastructure
Technical University Delft (TUD), through the Faculty
of Civil Engineering and Geosciences, the Water
Resources Section
Christian University of Ambon (UKIM)
To establish regional capacities and know-how to
prepare community-based micro-power projects
550,650
440,520
March 2010
March 2012
Project origin. TUD and UKIM have only recently established their cooperation, and
are just starting student exchanges on water management resources. They wish to
expand their cooperation, in general terms on education and research, and
specifically on river basis management in cooperation with two NGOs, one of which
(BIA) has been instrumental in bringing the two partners together. On a personal
level, relationships have a longer history, with key team members of TUD having
prior working experiences in Indonesia.
Project rationale and context. The establishment of reliable energy facilities is
difficult and costly in the Indonesian archipelago and in particular on smaller islands
as the Haruku island, where the project is situated. Worldwide experience proves
that the availability of adequate energy supply is a key factor for economic
development, e.g. to develop small scale industries and agro processing, that often
are key to locally produced added value. In addition, the provision of electrical
energy in rural areas will diminish the environmentally unfriendly and costly
alternatives as the use of small diesel powered generators.
Characterisation of project partners. The TUD is a major Dutch university with
about 14,000 students. With its unique technological infrastructure, broad knowledge
base and successful alumni, it is contributing significantly to the development of
responsible solutions to urgent societal problems in the Netherlands and elsewhere.
It has many contacts with governments, trade associations, consultancies, industries
274
and companies and works with many educational and research institutes, both in the
Netherlands and abroad. It has the expertise and know-how to ensure that better
economic use can be made of available water resources.
UKIM is one of the region’s main institutes for higher education and knowledge. It
wants to become an autonomous, and high ranked and qualified university, which
develops science, technology and culture for the sake of an archipelago community.
It plays an important role in establishing capacity within the region to develop
complex technological projects.
IBEKA (Institut Bisnis dan Ekonomi Kerakyatan – business and people’s economy
institute) is an NGO dealing with economics and energy issues in the rural area. BIA
foundation is an organisation of volunteers established by a group of people with
close personal ties to the Maluku region; it aims to develop community projects in
the Aboru village and its region.
Long term objective(s) and project purpose. The project goal (short term goal) is that
by the end of the project, the project partners will have established regional
capacities and know-how to prepare community-based micro-power projects. The
long-term goal is to contribute towards the rural electrification in remote areas in
Indonesia based on the use and application of micro hydropower.
Project results and main project sub-results. The project has four major results:
1. Project start up (inception period), during which the cooperation agreement
between the project partners is to formalized, a detailed work plan to be
worked out and the pilot project defined.
2. Strengthening education, research and advisory capacities within UKIM and other
expert groups to support the development and implementation of microhydro projects, with various foci, such as the evaluation of suitable water
resources and potential locations, education and training projects on technical
design and electro-technical components, socio-economic aspects and the
partnership between government and communities.
3. The implementation of a pilot caste study in Aboru village: feasibility study,
technical research, drafting of a business plan for the project, establishment of
a village cooperative and the actual implementation of the pilot project.
4. Follow-up and dissemination, with a major focus on evaluating the lessons
learned and the dissemination of the main results and conclusions.
expected that the achievement of the project goal (the establishment of regional
capacities and know-how to prepare community-based micro-power projects) will - at least
indirectly - lead to increased economic development and poverty alleviation in a
poor area, and to a decrease of environmental pollution (CO2 emissions and other air
pollutants) which are linked closely to the MJSP aim of improved environment and
more sustainable and equitable growth.
275
More specifically, the project is closely related to activities going on under the
Bilateral Energy Cooperation Indonesia Netherlands (BECIN), which exists since
long and is to intensified in the next years; the development of capacities for microhydro power is one of its priorities.
This linkage with the BECIN initiative implies also that the project has some
potential to produce a specific added value for broader policy aims and to contribute to
the enlargement of bilateral relations as it might further pursue the involvement of
specialised Dutch knowledge institutions and a other actors (including from the
private sector) in both the Netherlands and Indonesia. The project’s focus on
Maluku, located far away from the better developed parts of Indonesia, can also
further develop this enlargement.
As such, the project also can, directly and indirectly, support the broader BECIN
cooperation framework between the Netherlands and Indonesia that exists already
for some time and give substance to a specific approach (micro-hydro power) that
can be highly potential in specific parts of Indonesia. It is also stated that private
investors might become more involved in smaller energy projects, particularly for
rural electrification. The changed regulations open the door for other stakeholders to
get involved in initiatives in the sector.
While this is not explicitly stated in the proposal and progress reports, the project
seems fully in line with the aims and interests of the Dutch participating institutions.
For TUD, this project is fully in line with its key activity and its key competence, as
well as with its international orientation. For foundation BIA, this project is core of
its mission to develop community projects in Aboru village and its region, whereby
micro-hydro power is one of its focal points.
The fourth and last result of the project foresees the inventory of potential follow-up
projects and a financing strategy for such project, and also a seminar to generate
publicity for the results achieved. No explicit reference is made to continued
cooperation of the project partners, but one can assume that such a possibility will be
considered in case the project is successful.
The contribution of the project to the MDGs is rather indirect. Access to reliable
energy is not stated explicitly as a goal in the MDGs but in case the project reaches its
objectives it will indirectly contribute to some of the MDGs, in particular MDG 1
(eradication of extreme poverty) and MDG 7 (environmental sustainability).
frameworks?
It is stated in the project proposal that the Indonesian government has long been
committed to a program of rural electrification as it recognises its fundamental
importance for the economic development of rural areas. Since the economic crisis,
less funds are however available for the expansion of the electricity grid and isolated
diesel power stations in remote areas. This situation has contributed to increased
awareness for utilising renewable energy sources where possible. For rural
electrification, the government seeks to decrease its dependency on fossil fuels and
promote a higher degree of renewable forms of energy. In its 2009-2018 planning,
276
PLN (the national electricity company) is supposed to build 70 MW mini hydro
power plants and 3835 MW big plants.
On the local level, the Maluku administration is set to develop micro hydropower
generating stations in the near future in a bid to address the power crisis faced in
major parts of the province.
BECIN initiative, one might suppose that there might be other funding alternatives.
On the other side, the pilot character of the initiative and its isolated location (far
from major development areas that – also in terms of electrification – get the funding
priority) implies that alternative funding might have been difficult to obtain.
Reliable access to energy is a crucial issue for the Indonesian population to fulfil both
its social and economic needs. The multiple effects of energy on rural life are well
known and documented. Micro hydropower on top consists a viable alternative to
the present solutions sought in isolated areas (diesel generators) that are expensive,
often unviable and polluting.
The project seems in line with the aims and interest of both Indonesian participating
institutions. For UKIM, the project provides an opportunity to strengthen its
capacities to develop and support complex technological projects and initiate socioeconomic development. The project focuses on building the capacities at UKIM in a
domain with a big potential in the area. The project also contributes to further
developing the international cooperation of the university.
For IBEKA, the project is part of one of its core area of work and will allow the
organisation to further expand its expertise and experience in the domain of
hydropower.
The fourth and last result of the project foresees important activities to consolidate
and disseminate the knowledge and expertise acquired by the project and identify
new projects in the same domain, which obviously will be in line of the aims and
interests of the Indonesian participating institutions.
Considering the background of the project, it will certainly contribute to
strengthening the already broad range of relationships between the Netherlands and
the Maluku area.
On a broader level, the project is well embedded in the present Dutch – Indonesian
cooperation framework and priorities, and its relevance is beyond any doubt. By
dealing with a promising technology and working in a relatively isolated area of the
archipelago, there is a potential to contribute to improvement and innovation in the
Dutch – Indonesian policies. The fact that there seems to exist a potential for increase
private sector involvement in the area of micro hydropower constitutes another
possibility for innovation.
277
3.2. Efficiency
character are concisely explained in the proposal. It has however not been well
clarified how different stakeholders were involved in the formulation process and
how the key components the project have been identified (articulation between the
pilot project and the capacity building at UKIM). Less clear is also how the decision
was taken on which organisations to include in the partnership, both in terms of the
contents of the programme and its organisational and financial dimensions and to
which extent the initial commitment of the organisations involved constitute truly an
institutional commitment or rather that of one or a few committed individuals within
these institutions (the latter might have been the case considering the strong personal
relations among some key persons involved in the project). TUD has however opted
for IBEKA as they are the most qualified in micro hydropower in Indonesia.
In terms of contents, there was a lot of cooperation among the partners in the process
prior to the submission of the proposal till all partners agreed on the final version.
this applies also to the underlying sub-results and activities; the underlying
approach and methodology are also clearly described. The quality of the project
intervention logic (hierarchy between objectives at different levels) is fair, but the
eventual impacts of the project are not well formulated (no reference to potential
impact on, for instance, the economic and environmental domain, which are broadly
described elsewhere in the proposal).
The proposal contains a section on risk analysis, which presents a few risks and the
way to deal with these. Not all potential risks have however been addressed. No
risks are identified in terms of the institutional integration of the initiative within
UKIM university, neither with regard to the difficulties of Maluku local
organisations to deal with projects/actions with an economic/financial dimension.
The organisational set up of the project partnership is poorly described, as only a list
of the personnel involved and their roles is provided (nothing on the internal
working, communication and decision making mechanisms). The development
context of the sector and Maluku area as well as the potential development effects,
impact and sustainability of the project, and its relation to the Dutch and Indonesian
policies are well addressed in the proposal.
Project implementation was still in its early stages when this document was written
and only the inception report was available. The information of this report indicates
all activities of the start up period could be conducted as planned (signature of the
project agreement, including the definition of the terms of cooperation,
organisational set up, budget and results to be delivered by each partner). The
achievement of this result respected thus the initial planning.
One sub-result of this first phase was a first field trip to Aboru village in preparation
of the pilot project. The team approached the community and identified a suitable
site for the project … to come up with a design that costs four times the estimated
budget. By the time of the submission of the inception report, no decision was taken
yet on how to deal with this difficulty. The solutions to deal with the high cost of the
micro hydro installation have been discussed during a workshop in the Netherlands
in the meanwhile. There are two options which at the moment of the evaluation were
not yet decided upon.
278
In this regard, a critical remark can be made as to the failure of the project initiators
to at least conduct an initial appraisal of the pilot site before the introduction of the
proposal. As such, the lack of details on this budget item contrast heavily with the
very (overly) detailed budgetary specifications at the level of the other project
results. It is not clear to which extent this difficulty will eventually affect the project’s
capacity to really produce a pilot that can produce the desired effects in the future.
resources on the basis of a documentary study alone. The expertise of the project
partners and the fact that all members of the team proposed initially apparently will
effectively take up their tasks, constitutes however a guarantee in this regard.
No indications were found yet on the project’s capacity to mobilise external funding,
but this might change in the future as the project might be obliged to seek for
additional funding in the future. No data are provided either on the contribution of
the Aboru population (and local government).
the basis of documents alone, the more because the project is still in its early stages.
Some questions can however be formulated with regard to the planned (and costly)
training visit to the Netherlands, considering the substantial experience and
expertise with micro hydropower in Indonesia itself.
partners
No indications can be provided on the quality of the project management structure
(decision making mechanisms, division of tasks, monitoring, ...), as the information is
lacking. The inception report provides a good account of the roles and tasks of the
participating members, but remains vague on how they relate to each other,
communicate, take decisions, etc.
Since the beginning of the project, TUD has opened all documents (including
finance) to all partners. The inception report for instance is signed by all partners and
during the workshop tasks and responsibilities were divided, discussed and agreed
among partners.
Abstraction made from the training visit to the Netherlands (see above), there seems
to exist an adequate balance between activities implemented in The Netherlands and
in Indonesia and the location of project implementation (activities implemented
outside Indonesia - The Netherlands, elsewhere) seems to be adequate.
implementation.
The inception report has been submitted on time and its quality is sufficient.
No information is provided on the actual project monitoring mechanism and
capacity to adjust project implementation when needed, while the unexpected
problems with regard to the pilot project seem to suggest that project partners can
adequately deal with emerging difficulties.
279
•
•
•
•
documents.
The project is still in its early stages, so not much can be said about the level of
achievement of the project objectives. The inception report provides a good account
of the activities implemented and planned, including of the difficulties that might
arise with the pilot project.
The fact that the budget for the pilot project has apparently been seriously
underestimated might affect the future effectiveness of the project.
cooperation
The project has the clear aim to contribute to the development of stronger
institutions and has also the potential to contribute to the broadening of the
partnership between the Netherlands and Indonesia. But again, it is too early to take
further reaching conclusions in this regard.
Nothing is mentioned yet in terms of (positive or negative) unplanned effects.
The approach advocated by the project attaches much attention to the issue of
sustainability by locating most of the project activities at UKIM university, which
should constitute that knowledge is locally embedded and can be transferred in the
area. It is however not entirely clear how this will be realised within the university
(locus of this knowledge, mechanisms and resources to institutionalise and diffuse
the knowledge, …); much seems to depend on the commitment of a few individuals.
280
The same remark can be formulated for the embedding of the pilot project at the
local level. While a community-based management structure will be set up, one can
ask whether this structure will be strong enough to manage this pilot project, the
more because its eventual cost and complexity might be substantially bigger than
initially thought.
It is not clear yet to which extent this project will eventually generate the institutional
spin off in terms of dissemination of the knowledge, identification of similar projects,
etc. Whether or not there will be a continuation of the present partnership or the
development of other partnerships (e.g. with partially different stakeholders) is not
clear either.
This is, in the context of INDF, a rather atypical project for at least two reasons: its
location (far from Java, and in an isolated rural area) and its nature that implies a
direct cooperation with a beneficiary community that will eventually be in charge of
the continuity of the pilot project.
The is a relevant project that addresses a key problem of present-day Indonesia that is
faced with huge challenges to assure a sustainable energy production. The project
also fits well in the existing policy frameworks of both countries and of their
cooperation. The project is also compatible with the aims and interests of the
participating institutions and as such will enable them to better pursue their
respective missions. Consequently, there is much hope that the results produced by
this project will be sustainable. From an institutional point of view, the project is
involving partners of a different nature, but could have foreseen more efforts to
involve private actors and more systematically liaise with the local government.
In terms of efficiency, the (preliminary) findings are mixed. The quality of formulation
process and product (proposal) was fair, with some strong points related to the
overall context and analysis, weaker points (organisational set up, risk analysis, …).
Little is known about the formulation process and the actual involvement of the
stakeholders. The failure in assessing the pilot project sufficiently in depth in the
formulation phase, risks to compromise further project implementation. Finally, little
is known about the internal consultation and decision making mechanisms and how
they might affect the project partnership and implementation.
It is too early to take any conclusion on the effectiveness and sustainability of the
project, but a few issues are reason for some concern: the high cost of the pilot project
and the lack of clear mechanisms/structures to firmly embed the results of the
program at the level of UKIM.
It is also too early to elaborate lessons learned for this project.
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Annex 6: Survey results
6.1 Summary
respondents)
of
results
(Dutch
and
Indonesian
I. Relevance of the Indonesia facility (INDF) In this section we ask about your
opinion related to the relevance of your project, i.e. its potential of contributing to
specific aims and interest. Below, we will ask you to what extent the project
effectively contributes to the achievement of these aims. Kindly rate the following
statements by assigning a score between 1 (very true) and 4 (not at all true) ; in case
you cannot provide an answer (for whatever reason), kindly tick the N/A option
1. The project has the potential to produce a specific added value to the broader policy
aims of the Dutch cooperation with Indonesia (improved democracy, stability, HR and
governance; improved economic policy ; sustainable and equitable growth; improved
environment and environmental policy)
(Elke respondent kon slechts ÉÉN van de volgende antwoorden kiezen.)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
3%
3
20
54 %
4 Very true
16
43 %
- N/A
0
0%
Gemiddelde: 3,41 — Mediaan: 3
Totaal aantal respondenten: 37
Vraag overgeslagen: 1
0%
20%
40%
60%
80%
282
2. The project has the potential to contribute to the broadening and deepening of the
cooperation relations with Indonesia
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
16
44 %
4 Very true
20
56 %
- N/A
0
0%
0%
20%
40%
60%
80%
3. The project has the potential to contribute to the achievement of the MDGs
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
2
6%
3
14
40 %
4 Very true
14
40 %
- N/A
5
14 %
0%
20%
40%
60%
80%
283
4. The project has the potential to contribute to the aims and interests of my institution
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
3%
3
13
35 %
4 Very true
23
62 %
- N/A
0
0%
0%
20%
40%
60%
80%
5. Via this project, we envisage longer-term cooperation with our Indonesian partner(s)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
3%
3
7
19 %
4 Very true
28
78 %
- N/A
0
0%
0%
20%
40%
60%
80%
284
6. Without the INDF we would not have been able to realise this project
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
5
14 %
3
17
46 %
4 Very true
15
41 %
- N/A
0
0%
0%
20%
40%
60%
80%
7. The project deals with important problems/needs at the level of Indonesian society
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
17
49 %
4 Very true
17
49 %
- N/A
1
3%
0%
20%
40%
60%
80%
285
8. The project has the potential to contribute to the aims and interests of our partner
institution(s)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
3%
3
13
35 %
4 Very true
22
59 %
- N/A
1
3%
0%
20%
40%
60%
80%
9. Overall the INDF has a specific added value that cannot be created via other existing
programmes
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
3
8%
3
17
46 %
4 Very true
14
38 %
- N/A
3
8%
0%
20%
40%
60%
80%
10. If considered appropriate, kindly write below your comments and clarifications on
the answers provided.
(Iedere respondent kon één enkel open antwoord van maximum 2000 tekens ingeven.)
Antwoord
Totaal
Open antwoord
8
% van totaal aantal respondenten
%
21 %
0%
20%
40%
60%
80%
286
II. Introduction, screening and selection process. Kindly rate the following
statements by assigning a score between 1 (not at all true) and 4 (very true) ; in case
you cannot provide an answer (for whatever reason), kindly tick the N/A option.
11. The information provided on the INDF (via website, information sessions, …) is of
good quality
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
3%
3
27
75 %
4 Very true
5
14 %
- N/A
3
8%
0%
20%
40%
60%
80%
12. The screening and selection procedure is adequate
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
3%
3
19
53 %
4 Very true
6
17 %
- N/A
10
28 %
0%
20%
40%
60%
80%
287
13. The duration of the screening and selection procedure is adequate
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
3
8%
3
18
50 %
4 Very true
6
17 %
- N/A
9
25 %
0%
20%
40%
60%
80%
14. EVD’s support during the preparation process (prior to the introduction of the
proposal) is adequate
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
2
6%
3
15
43 %
4 Very true
10
29 %
- N/A
8
23 %
0%
20%
40%
60%
80%
288
15. The requirements related to the contents and the budget of the proposal (part I and
II) are adequate
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
5
14 %
3
18
51 %
4 Very true
5
14 %
- N/A
7
20 %
Gemiddelde: 3 — Mediaan: 3
0%
20%
40%
60%
80%
16. The requirements related to the supplementing documents (part III – VII) are
adequate
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
2
6%
3
25
71 %
4 Very true
2
6%
- N/A
6
17 %
0%
20%
40%
60%
80%
289
17. We have received valuable feedback from EVD on our proposal
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
4
11 %
3
18
51 %
4 Very true
6
17 %
- N/A
7
20 %
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
11
%
29 %
0%
20%
40%
60%
80%
III. Follow-up and supervision by EVD Kindly rate the following statements by
assigning a score between 1 (not at all true) and 4 (very true); in case you cannot
provide an answer (for whatever reason), kindly tick the N/A option.
290
19. EVD’s follow-up and supervision of project implementation (related to its content)
is of good quality
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
1
3%
2
3
8%
3
21
58 %
4 Very true
8
22 %
- N/A
3
8%
0%
20%
40%
60%
80%
20. EVD’s follow-up and supervision of project implementation (related to its financial
aspects) is of good quality
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
1
3%
2
7
20 %
3
19
54 %
4 Very true
6
17 %
- N/A
2
6%
0%
20%
40%
60%
80%
291
21. EVD staff is responsive to our questions and demands
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
3%
3
20
59 %
4 Very true
9
26 %
- N/A
4
12 %
0%
20%
40%
60%
80%
22. The intensity of EVD’s follow-up and supervision is adequate (not too tight, not too
loose)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
5
15 %
3
18
53 %
4 Very true
9
26 %
- N/A
2
6%
0%
20%
40%
60%
80%
292
23. EVD’s follow-up and supervision contributes positively to the quality of project
implementation
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
1
3%
2
6
18 %
3
16
47 %
4 Very true
7
21 %
- N/A
4
12 %
0%
20%
40%
60%
80%
24. EVD’s field visits are meaningful for our partner organisation(s)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
1
3%
2
3
8%
3
17
46 %
4 Very true
11
30 %
- N/A
5
14 %
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
10
%
26 %
0%
20%
40%
60%
80%
293
IV. Project preparation and implementation. Kindly rate the following statements by
assigning a score between 1 (not at all true) and 4 (very true) ; in case you cannot
26. The project idea came from our Indonesian partner(s)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
8
23 %
3
16
46 %
4 Very true
8
23 %
- N/A
3
9%
0%
20%
40%
60%
80%
27. The project proposal was worked out jointly by us and the Indonesian partner(s)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
3
9%
3
14
40 %
4 Very true
18
51 %
- N/A
0
0%
Gemiddelde: 3,43 — Mediaan: 3,50
0%
20%
40%
60%
80%
294
28. The project has been able (or will be able) to mobilise external resources (not
originating from the INDF and the partner institutions involved)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
2
6%
2
2
6%
3
16
46 %
4 Very true
12
34 %
- N/A
3
9%
0%
20%
40%
60%
80%
29. All important decisions related to project implementation are taken jointly by the
partner institutions
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
2
6%
3
14
40 %
4 Very true
19
54 %
- N/A
0
0%
0%
20%
40%
60%
80%
295
30. The financial management of the project is conducted in a transparent way (all
partners dispose of all information)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
1
3%
2
4
11 %
3
16
46 %
4 Very true
14
40 %
- N/A
0
0%
0%
20%
40%
60%
80%
31. There is a good balance between the activities implemented in the Netherlands and
the activities implemented in Indonesia
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
4
11 %
3
16
46 %
4 Very true
15
43 %
- N/A
0
0%
0%
20%
40%
60%
80%
296
32. The actual contribution of the Dutch partner(s) is more substantial than the funding
received via the Indonesia Facility
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
6
18 %
3
16
47 %
4 Very true
8
24 %
- N/A
4
12 %
0%
20%
40%
60%
80%
33. The actual contribution of the Indonesian partner(s) is more substantial than the
funding received via the Indonesia Facility
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
6
17 %
3
14
40 %
4 Very true
9
26 %
- N/A
6
17 %
0%
20%
40%
60%
80%
297
34. The project has set up a good monitoring system that allows to adjust planning and
approach when necessary
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
2
6%
2
4
11 %
3
18
51 %
4 Very true
11
31 %
- N/A
0
0%
0%
20%
40%
60%
80%
35. The project experiences can be capitalised and learning processes are put in place
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
3%
3
17
49 %
4 Very true
17
49 %
- N/A
0
0%
0%
20%
40%
60%
80%
298
36. The tariff structure (for Dutch experts) has allowed an adequate implementation of
the project
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
1
3%
2
9
26 %
3
20
57 %
4 Very true
3
9%
- N/A
2
6%
0%
20%
40%
60%
80%
37. This project serves the institutional interests of (tick as appropriate, only one
option possible):
Antwoord
Totaal
1 the Indonesian partner(s) only
0
0%
2 the Indonesian partner(s) mainly
9
26 %
3 the Indonesian and Dutch partner to an equal
degree
26
74 %
4 the Dutch partner(s) mainly
0
0%
5 the Dutch partner(s) only
0
0%
% van antwoorden
0%
20%
40%
%
60%
80%
38. What are, according to you, the factors that determine the success (or failure) of a
partnership with an Indonesian institution?
Antwoord
Totaal
Open antwoord
30
%
79 %
0%
20%
40%
60%
80%
299
Antwoord
Totaal
Open antwoord
10
%
26 %
0%
20%
40%
60%
80%
V. Project effectiveness and implementation Effectiveness deals with the degree to
which the project has achieved its outputs and aims or will do so in the future. As
some of the projects (in particular those agreed for funding in 2009) have only just
started their implementation phase, it might be possible that you cannot answer
some of the questions below. In that case, kindly do not assign a score and tick the
N/A option. Kindly rate the following statements by assigning a score between 1
(not at all true) and 4 (very true); in case you cannot provide an answer (a.o. because
the project is still at its early stages), kindly tick the N/A option.
40. The project has achieved its main results as stated in the project proposal (or will
probably be able to do so)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
12
35 %
4 Very true
18
53 %
- N/A
4
12 %
0%
20%
40%
60%
80%
300
41. The project has achieved its short time objectives as stated in the project proposal
(or will probably be able to do so)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
13
37 %
4 Very true
19
54 %
- N/A
3
9%
0%
20%
40%
60%
80%
42. The project has influenced policies in Indonesia (or will probably be able to do so)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
4
12 %
3
15
47 %
4 Very true
6
19 %
- N/A
7
22 %
0%
20%
40%
60%
80%
301
43. The project has strengthened the capacities of the Dutch partner institution(s) (or
will probably be able to do so)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
3
9%
3
17
50 %
4 Very true
6
18 %
- N/A
8
24 %
0%
20%
40%
60%
80%
44. The project has strengthened the capacities of the Indonesian partner institution(s)
(or will probably do so)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
3%
3
11
31 %
4 Very true
18
51 %
- N/A
5
14 %
0%
20%
40%
60%
80%
302
45. New partnerships have been created via the project (or will probably be able
created)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
1
3%
2
1
3%
3
10
31 %
4 Very true
16
50 %
- N/A
4
12 %
0%
20%
40%
60%
80%
46. The partners involved in this project seriously consider to continue their
partnership in other projects (or already do so)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
1
3%
2
1
3%
3
8
23 %
4 Very true
19
54 %
- N/A
6
17 %
0%
20%
40%
60%
80%
303
47. Via this project, synergies have been created with other INDF projects
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
6
19 %
2
4
12 %
3
6
19 %
4 Very true
5
16 %
- N/A
11
34 %
0%
20%
40%
60%
80%
48. Via this project, synergies have been created with other development actions
supported by the Netherlands
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
2
6%
2
6
17 %
3
10
29 %
4 Very true
8
23 %
- N/A
9
26 %
0%
20%
40%
60%
80%
304
49. All in all, this project has been (and/or still is) an enriching experience for our
institution
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
3%
3
9
26 %
4 Very true
21
62 %
- N/A
3
9%
0%
20%
40%
60%
80%
50. In case the project has had unplanned effects, please clarify these below:
Antwoord
Totaal
Open antwoord
7
%
18 %
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
7
%
18 %
0%
20%
40%
60%
80%
VI. Sustainability of project benefits
Kindly rate the following statements by
provide an answer (e.g. because the project is still at its early stages), kindly tick the
N/A option.
305
52. The project results are (or will be) firmly embedded in the local institution(s)
involved
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
18
53 %
4 Very true
15
44 %
- N/A
1
3%
0%
20%
40%
60%
80%
53. The local institution(s) dispose of the adequate human resources to ensure
adequate continuity of the project’s actions
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
2
6%
3
18
53 %
4 Very true
12
35 %
- N/A
2
6%
0%
20%
40%
60%
80%
306
54. The local institution(s) dispose of political and/or policy support that will help to
ensure the adequate continuity of the project’s actions
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
1
3%
2
2
6%
3
14
41 %
4 Very true
11
32 %
- N/A
6
18 %
0%
20%
40%
60%
80%
55. The local institution(s) dispose of the adequate financial resources to ensure
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
7
21 %
3
20
59 %
4 Very true
5
15 %
- N/A
2
6%
0%
20%
40%
60%
80%
307
56. This project will generate important spin off effects (e.g. the Dutch partners
involved decide to set up a similar project in another country) in the Netherlands
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
1
3%
2
4
12 %
3
19
58 %
4 Very true
5
15 %
- N/A
4
12 %
0%
20%
40%
60%
80%
57. This project will generate important spin off effects (e.g. the Indonesian partners
involved decide to set up a similar project in Indonesia) in Indonesia
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
2
6%
2
6
19 %
3
11
34 %
4 Very true
4
12 %
- N/A
9
28 %
0%
20%
40%
60%
80%
58. In case you scored the previous question 3 or 4, please clarify why.
Antwoord
Totaal
Open antwoord
18
%
47 %
0%
20%
40%
60%
80%
308
59. This project will generate important spin-off effects in Indonesia
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
3
9%
3
15
47 %
4 Very true
12
38 %
- N/A
2
6%
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
19
%
50 %
0%
20%
40%
60%
80%
VII. Conclusion
61. Kindly list one or two stronger and weaker points of the Indonesia Facility
programme (in order of descending importance)
Antwoord
Totaal
Open antwoord
31
%
82 %
0%
20%
40%
60%
80%
309
62. Kindly list (maximum) three stronger and 3 weaker points of your project (in order
of descending importance)
Antwoord
Totaal
Open antwoord
31
%
82 %
0%
20%
40%
60%
80%
63. Which is for you the most important lesson learnt from this project?
Antwoord
Totaal
Open antwoord
30
%
79 %
0%
20%
40%
60%
80%
64. What suggestions do you have to make the INDF a better programme?
Antwoord
Totaal
Open antwoord
25
%
66 %
0%
20%
40%
60%
80%
65. Do you have any other important information to share with us?
Antwoord
Totaal
Open antwoord
15
%
39 %
0%
20%
40%
60%
80%
310
66. Type of your institution
(Elke respondent kon MEERDERE antwoorden kiezen.)
Antwoord
Totaal
1 Academic
20
62 %
2 Non-academic
12
38 %
% van antwoorden
0%
20%
40%
%
60%
80%
67. When was your project proposal accepted?
Antwoord
Totaal
1 In 2007
10
31 %
2 In 2008
7
22 %
3 In 2009
15
47 %
% van antwoorden
0%
20%
40%
%
60%
80%
68. Thank you!
Antwoord
Totaal
Open antwoord
5
%
13 %
0%
20%
40%
60%
80%
311
6.2 Summary of results (Dutch respondents only)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
5%
3
8
42 %
4 Very true
10
53 %
- N/A
0
0%
0%
20%
40%
60%
80%
312
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
9
47 %
4 Very true
10
53 %
- N/A
0
0%
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
2
11 %
3
7
39 %
4 Very true
7
39 %
- N/A
2
11 %
0%
20%
40%
60%
80%
313
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
5%
3
8
42 %
4 Very true
10
53 %
- N/A
0
0%
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
6%
3
4
22 %
4 Very true
13
72 %
- N/A
0
0%
0%
20%
40%
60%
80%
314
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
6
32 %
4 Very true
13
68 %
- N/A
0
0%
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
9
50 %
4 Very true
9
50 %
- N/A
0
0%
0%
20%
40%
60%
80%
315
institution(s)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
6
32 %
4 Very true
12
63 %
- N/A
1
5%
0%
20%
40%
60%
80%
programmes
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
2
11 %
3
9
47 %
4 Very true
6
32 %
- N/A
2
11 %
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
6
%
32 %
0%
20%
40%
60%
80%
316
II. Introduction, screening and selection processKindly rate the following statements
by assigning a score between 1 (not at all true) and 4 (very true) ; in case you cannot
good quality
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
5%
3
13
68 %
4 Very true
4
21 %
- N/A
1
5%
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
5%
3
10
53 %
4 Very true
4
21 %
- N/A
4
21 %
0%
20%
40%
60%
80%
317
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
3
16 %
3
9
47 %
4 Very true
5
26 %
- N/A
2
11 %
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
2
11 %
3
8
42 %
4 Very true
7
37 %
- N/A
2
11 %
0%
20%
40%
60%
80%
318
II) are adequate
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
4
21 %
3
12
63 %
4 Very true
2
11 %
- N/A
1
5%
0%
20%
40%
60%
80%
adequate
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
2
11 %
3
15
79 %
4 Very true
1
5%
- N/A
1
5%
0%
20%
40%
60%
80%
319
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
3
16 %
3
10
53 %
4 Very true
4
21 %
- N/A
2
11 %
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
8
%
42 %
0%
20%
40%
60%
80%
320
is of good quality
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
1
5%
2
3
16 %
3
13
68 %
4 Very true
2
11 %
- N/A
0
0%
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
1
5%
2
7
37 %
3
8
42 %
4 Very true
3
16 %
- N/A
0
0%
0%
20%
40%
60%
80%
321
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
6%
3
13
72 %
4 Very true
4
22 %
- N/A
0
0%
0%
20%
40%
60%
80%
loose)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
5
26 %
3
9
47 %
4 Very true
5
26 %
- N/A
0
0%
0%
20%
40%
60%
80%
322
implementation
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
1
5%
2
6
32 %
3
11
58 %
4 Very true
1
5%
- N/A
0
0%
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
1
5%
2
3
16 %
3
10
53 %
4 Very true
1
5%
- N/A
4
21 %
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
9
%
47 %
0%
20%
40%
60%
80%
323
IV. Project preparation and implementationKindly rate the following statements by
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
6
32 %
3
7
37 %
4 Very true
6
32 %
- N/A
0
0%
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
2
11 %
3
7
37 %
4 Very true
10
53 %
- N/A
0
0%
0%
20%
40%
60%
80%
324
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
2
11 %
2
2
11 %
3
8
42 %
4 Very true
6
32 %
- N/A
1
5%
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
2
11 %
3
6
32 %
4 Very true
11
58 %
- N/A
0
0%
0%
20%
40%
60%
80%
325
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
1
5%
2
2
11 %
3
9
47 %
4 Very true
7
37 %
- N/A
0
0%
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
2
11 %
3
7
37 %
4 Very true
10
53 %
- N/A
0
0%
0%
20%
40%
60%
80%
326
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
2
11 %
3
8
44 %
4 Very true
8
44 %
- N/A
0
0%
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
3
16 %
3
6
32 %
4 Very true
8
42 %
- N/A
2
11 %
0%
20%
40%
60%
80%
327
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
2
11 %
2
3
16 %
3
9
47 %
4 Very true
5
26 %
- N/A
0
0%
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
5%
3
11
58 %
4 Very true
7
37 %
- N/A
0
0%
0%
20%
40%
60%
80%
328
the project
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
1
5%
2
9
47 %
3
7
37 %
4 Very true
1
5%
- N/A
1
5%
0%
20%
40%
60%
80%
option possible):
Antwoord
Totaal
0
0%
7
37 %
degree
12
63 %
0
0%
0
0%
% van antwoorden
0%
20%
40%
%
60%
80%
Antwoord
Totaal
Open antwoord
16
%
84 %
0%
20%
40%
60%
80%
329
Antwoord
Totaal
Open antwoord
8
%
42 %
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
4
22 %
4 Very true
10
56 %
- N/A
4
22 %
0%
20%
40%
60%
80%
330
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
5
26 %
4 Very true
11
58 %
- N/A
3
16 %
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
3
17 %
3
5
28 %
4 Very true
4
22 %
- N/A
6
33 %
0%
20%
40%
60%
80%
331
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
3
17 %
3
9
50 %
4 Very true
1
6%
- N/A
5
28 %
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
5%
3
6
32 %
4 Very true
9
47 %
- N/A
3
16 %
0%
20%
40%
60%
80%
332
created)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
1
6%
2
1
6%
3
4
25 %
4 Very true
7
44 %
- N/A
3
19 %
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
1
5%
2
1
5%
3
2
11 %
4 Very true
10
53 %
- N/A
5
26 %
0%
20%
40%
60%
80%
333
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
6
35 %
2
4
24 %
3
1
6%
4 Very true
1
6%
- N/A
5
29 %
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
2
11 %
2
5
26 %
3
4
21 %
4 Very true
4
21 %
- N/A
4
21 %
0%
20%
40%
60%
80%
334
institution
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
6%
3
5
28 %
4 Very true
9
50 %
- N/A
3
17 %
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
3
%
16 %
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
5
%
26 %
0%
20%
40%
60%
80%
N/A option.
335
involved
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
9
47 %
4 Very true
9
47 %
- N/A
1
5%
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
2
11 %
3
9
47 %
4 Very true
6
32 %
- N/A
2
11 %
0%
20%
40%
60%
80%
336
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
1
5%
2
2
11 %
3
4
21 %
4 Very true
6
32 %
- N/A
6
32 %
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
4
21 %
3
10
53 %
4 Very true
3
16 %
- N/A
2
11 %
0%
20%
40%
60%
80%
337
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
1
5%
2
4
21 %
3
10
53 %
4 Very true
1
5%
- N/A
3
16 %
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
2
11 %
2
6
33 %
3
7
39 %
4 Very true
0
0%
- N/A
3
17 %
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
8
%
42 %
0%
20%
40%
60%
80%
338
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
3
17 %
3
9
50 %
4 Very true
4
22 %
- N/A
2
11 %
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
11
%
58 %
0%
20%
40%
60%
80%
VII. Conclusion
Antwoord
Totaal
Open antwoord
18
%
95 %
0%
20%
40%
60%
80%
339
Antwoord
Totaal
Open antwoord
18
%
95 %
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
18
%
95 %
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
15
%
79 %
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
7
%
37 %
0%
20%
40%
60%
80%
340
Antwoord
Totaal
1 Academic
12
63 %
2 Non-academic
7
37 %
% van antwoorden
0%
20%
40%
%
60%
80%
Antwoord
Totaal
1 In 2007
7
37 %
2 In 2008
5
26 %
3 In 2009
7
37 %
% van antwoorden
0%
20%
40%
%
60%
80%
68. Thank you!
Antwoord
Totaal
Open antwoord
3
%
16 %
0%
20%
40%
60%
80%
341
6.3 Summary of results (Indonesian respondents only)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
12
67 %
4 Very true
6
33 %
- N/A
0
0%
0%
20%
40%
60%
80%
342
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
7
41 %
4 Very true
10
59 %
- N/A
0
0%
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
7
41 %
4 Very true
7
41 %
- N/A
3
18 %
0%
20%
40%
60%
80%
343
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
5
28 %
4 Very true
13
72 %
- N/A
0
0%
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
3
17 %
4 Very true
15
83 %
- N/A
0
0%
0%
20%
40%
60%
80%
344
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
5
28 %
3
11
61 %
4 Very true
2
11 %
- N/A
0
0%
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
8
47 %
4 Very true
8
47 %
- N/A
1
6%
0%
20%
40%
60%
80%
345
institution(s)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
6%
3
7
39 %
4 Very true
10
56 %
- N/A
0
0%
0%
20%
40%
60%
80%
programmes
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
6%
3
8
44 %
4 Very true
8
44 %
- N/A
1
6%
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
2
%
11 %
0%
20%
40%
60%
80%
346
II. Introduction, screening and selection processKindly rate the following statements
by assigning a score between 1 (not at all true) and 4 (very true) ; in case you cannot
good quality
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
14
82 %
4 Very true
1
6%
- N/A
2
12 %
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
9
53 %
4 Very true
2
12 %
- N/A
6
35 %
0%
20%
40%
60%
80%
347
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
9
53 %
4 Very true
1
6%
- N/A
7
41 %
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
7
44 %
4 Very true
3
19 %
- N/A
6
38 %
0%
20%
40%
60%
80%
348
II) are adequate
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
6%
3
6
38 %
4 Very true
3
19 %
- N/A
6
38 %
0%
20%
40%
60%
80%
adequate
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
10
62 %
4 Very true
1
6%
- N/A
5
31 %
0%
20%
40%
60%
80%
349
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
6%
3
8
50 %
4 Very true
2
12 %
- N/A
5
31 %
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
3
%
16 %
0%
20%
40%
60%
80%
350
is of good quality
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
8
47 %
4 Very true
6
35 %
- N/A
3
18 %
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
11
69 %
4 Very true
3
19 %
- N/A
2
12 %
0%
20%
40%
60%
80%
351
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
7
44 %
4 Very true
5
31 %
- N/A
4
25 %
0%
20%
40%
60%
80%
loose)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
9
60 %
4 Very true
4
27 %
- N/A
2
13 %
0%
20%
40%
60%
80%
352
implementation
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
5
33 %
4 Very true
6
40 %
- N/A
4
27 %
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
7
39 %
4 Very true
10
56 %
- N/A
1
6%
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
1
%
5%
0%
20%
40%
60%
80%
353
IV. Project preparation and implementationKindly rate the following statements by
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
2
12 %
3
9
56 %
4 Very true
2
12 %
- N/A
3
19 %
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
6%
3
7
44 %
4 Very true
8
50 %
- N/A
0
0%
0%
20%
40%
60%
80%
354
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
8
50 %
4 Very true
6
38 %
- N/A
2
12 %
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
8
50 %
4 Very true
8
50 %
- N/A
0
0%
0%
20%
40%
60%
80%
355
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
2
12 %
3
7
44 %
4 Very true
7
44 %
- N/A
0
0%
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
2
12 %
3
9
56 %
4 Very true
5
31 %
- N/A
0
0%
0%
20%
40%
60%
80%
356
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
4
25 %
3
8
50 %
4 Very true
0
0%
- N/A
4
25 %
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
3
19 %
3
8
50 %
4 Very true
1
6%
- N/A
4
25 %
0%
20%
40%
60%
80%
357
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
6%
3
9
56 %
4 Very true
6
38 %
- N/A
0
0%
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
6
38 %
4 Very true
10
62 %
- N/A
0
0%
0%
20%
40%
60%
80%
358
the project
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
13
81 %
4 Very true
2
12 %
- N/A
1
6%
0%
20%
40%
60%
80%
option possible):
Antwoord
Totaal
0
0%
2
12 %
degree
14
88 %
0
0%
0
0%
% van antwoorden
0%
20%
40%
%
60%
80%
Antwoord
Totaal
Open antwoord
14
%
74 %
0%
20%
40%
60%
80%
359
Antwoord
Totaal
Open antwoord
2
%
11 %
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
8
50 %
4 Very true
8
50 %
- N/A
0
0%
0%
20%
40%
60%
80%
360
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
8
50 %
4 Very true
8
50 %
- N/A
0
0%
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
7%
3
10
71 %
4 Very true
2
14 %
- N/A
1
7%
0%
20%
40%
60%
80%
361
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
8
50 %
4 Very true
5
31 %
- N/A
3
19 %
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
5
31 %
4 Very true
9
56 %
- N/A
2
12 %
0%
20%
40%
60%
80%
362
created)
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
6
38 %
4 Very true
9
56 %
- N/A
1
6%
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
6
38 %
4 Very true
9
56 %
- N/A
1
6%
0%
20%
40%
60%
80%
363
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
5
33 %
4 Very true
4
27 %
- N/A
6
40 %
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
1
6%
3
6
38 %
4 Very true
4
25 %
- N/A
5
31 %
0%
20%
40%
60%
80%
364
institution
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
4
25 %
4 Very true
12
75 %
- N/A
0
0%
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
4
%
21 %
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
2
%
11 %
0%
20%
40%
60%
80%
N/A option.
365
involved
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
9
60 %
4 Very true
6
40 %
- N/A
0
0%
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
9
60 %
4 Very true
6
40 %
- N/A
0
0%
0%
20%
40%
60%
80%
366
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
10
67 %
4 Very true
5
33 %
- N/A
0
0%
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
3
20 %
3
10
67 %
4 Very true
2
13 %
- N/A
0
0%
0%
20%
40%
60%
80%
367
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
9
64 %
4 Very true
4
29 %
- N/A
1
7%
0%
20%
40%
60%
80%
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
4
29 %
4 Very true
4
29 %
- N/A
6
43 %
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
10
%
53 %
0%
20%
40%
60%
80%
368
Antwoord
Totaal
% van antwoorden
%
1 Not at all true
0
0%
2
0
0%
3
6
43 %
4 Very true
8
57 %
- N/A
0
0%
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
8
%
42 %
0%
20%
40%
60%
80%
VII. Conclusion
Antwoord
Totaal
Open antwoord
13
%
68 %
0%
20%
40%
60%
80%
369
Antwoord
Totaal
Open antwoord
13
%
68 %
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
12
%
63 %
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
10
%
53 %
0%
20%
40%
60%
80%
Antwoord
Totaal
Open antwoord
8
%
42 %
0%
20%
40%
60%
80%
370
Antwoord
Totaal
1 Academic
8
62 %
2 Non-academic
5
38 %
% van antwoorden
0%
20%
40%
%
60%
80%
Antwoord
Totaal
1 In 2007
3
23 %
2 In 2008
2
15 %
3 In 2009
8
62 %
% van antwoorden
0%
20%
40%
%
60%
80%
68. Thank you!
Antwoord
Totaal
Open antwoord
2
%
11 %
0%
20%
40%
60%
80%
371
Annexe 7: Main reactions from EVD on the draft
synthesis report
Kernpunten NL EVD
NL EVD is blij met de constatering dat de doelstellingen van de projecten
als positief worden geëvalueerd , evenals de bijdrage aan de hogere MDG
doelen. Dit is een mooie constatering mede gezien het feit dat dit
een tussentijdse evaluatie is en slechts een klein gedeelte van de
projecten zijn afgerond. Ook zijn wij eens met de meerderheid van de
aanbevelingen die worden gedaan. Deze sluiten in grote lijnen aan op
onze zienswijze over de toekomst van de INDF. NL EVD is echter verbaasd over de eenzijdige conclusies en aannames
over de uitvoering van de INDF door NL EVD . Hoewel deze constateringen
en conclusies in sommige gevallen wel genuanceerd worden in bijzinnen,
wordt er over het geheel toch een bepaald beeld over de uitvoering
neergezet, wat in onze ogen feitelijk onjuist is en/ of zeer suggestief (in
negatieve zin). Dat is niet correct. Daarbij staat dit beeld haaks op de
evaluatie van het een op dezelfde wijze uitgevoerde programma Azie
Faciliteit China. NL EVD begrijpt dit niet. Tenslotte is NL EVD niet
geconsulteerd op belangrijke punten die in de evaluatie en conclusie over
de uitvoering door NL EVD gepresenteerd worden. Dit geeft de evaluatie
een onevenwichtig karakter. Onze punten zijn hieronder in meer detail uitgewerkt: 1) NL EVD kan zich goed vinden in het beeld van de aanbevelingen van de
evaluatie. De noodzaak om het ontwerp van de regeling en de uitvoering
van de regeling meer te stroomlijnen in heldere verwachtingen naar alle
betrokkenen en minimale adminstratieve last voor uitvoerders wordt door
NL EVD onderkend. Dit is ook zeer in lijn met de aanpassingen van de
uitvoering van de regeling in 2010 tot een meer resultaat gerichte
regeling, welke op initiatief van NL EVD door DAO geaccepteerd is. Wat ons wel opvalt is het contrast dat naar voren komt in het beeld van
de aanbevelingen, waarin de aanpassingen in de regeling gedeeltelijk
herkenbaar zijn en het beeld van de efficiency van de regeling (hoofdstuk
2.3). 2) Naar onze mening staan er in het rapport een redelijk aantal feitelijke
onjuistheden en worden er meningen weergegeven die niet feitelijk
onderbouwd zijn. Dit heeft als gevolg dat er een onevenwichtig beeld
ontstaat van de regeling, hoe deze ontwikkeld is en hoe deze vervolgens
uitgevoerd is door NL EVD. In onze ogen is dit mede gebaseerd op een
verkeerde interpretatie van de taken en verantwoordelijkheden van NL
EVD en opdrachtgever DAO. DAO als opdrachtgever besluit over de
inrichting en aanpassing van de regeling en zij heeft er in de uitvoering
van de regeling door NL EVD dicht op gezeten. Belangrijke , maar soms
ook minder vergaande aanpassingen in de uitvoering van de
372
regeling worden (moeten) altijd worden voorgelegd aan de
opdrachtgever voor akkoord. NL EVD heeft dus veel minder
beslissingsbevoegdheid over de uitvoering van de regeling en eventuele
aanpassing dan wordt voorgesteld in de evaluatie. Dit neemt niet weg dat
NL EVD wel het initiatief genomen heeft om een aantal wijzingen voor te
stellen (bv van inspanningsverplichting naar resultaatverbintenis,
introductie van scorecards, exitgesprekken, verificatiesessies, nieuwe
opzet jaarrapportages). Hieronder geeft ik de voornaamste punten aan die feitelijk onjuist zijn,
voor een volledig overzicht zie ook de bijlage (1): • Inrichting van de regeling. Er wordt gesteld (p.54) dat NL EVD de keuze
gemaakt heeft voor een subsidieregeling met een bijkomend
uitvoeringsregime gebaseerd op inspanningsverplichting. Het is
indertijd voorgesteld door NL EVD om de regeling in te richten als
een (civielrechtelijk) opdrachtenprogramma met een
uitvoeringsregime gebaseerd op resultaatverbintenis. Dit voorstel is
niet door de opdrachtgever DAO overgenomen en het is de
expliciete eis geweest van DAO om er een subsidieprogramma van
te maken, in vergelijkbare opzet als de Azië faciliteit voor China.
Zie ook de bijlagen (2- 5 ); • In de uitvoering van de regeling komt een beeld naar voren dat NL EVD
erg stug en rigide omgaat met de regels en bepalingen die gelden
voor uitvoerders (p.66). Met name gaat het dan om het doorvoeren
van wijzigingen of het verlengen van de projectlooptijd. Hoewel het
gestelde kader strict is, wordt er door NL EVD flexibel omgegaan
met verzoeken tot wijziging. En voor uitstel van einddatum is tot nu
toe altijd goedkeuring verleend. Het beeld en de daaraan
verbonden conclusie dat dit uitvoerders beperkt in het behalen van
gewenste impact is daarmee niet correct; • Met betrekking tot de rol van de externe adviescommissie (p51-52)
wordt gesteld dat er binnen NL EVD meningen zijn die stellen dat
NL EVD net zo goed de eindafweging kan maken. Wij zijn zeer
verbaasd over deze passage en ook intern is er niemand die deze
mening is toegedaan. Het is overigens NL EVD geweest die bij de
inrichting van de regeling aangedrongen heeft op het instellen van
een externe adviescommissie! Graag deze passage verifiëren en
zonodig aanpassen; • Opmerking over vakdepartementen die een positiever advies zouden
kunnen geven om de betreffende sector beter te laten scoren in de
tender (p.49). Dit is suggestief en niet feitelijk onderbouwd; • Met betrekking tot promotie door NL EVD (p.48) wordt er een verband
gesuggereerd tussen de inefficiente promotie en het gebrek aan
toename van het aantal ingediende projectvoorstellen. Er wordt
uitgegaan van gemiddeld 25 projectvoorstellen wat niet juist is,
94/4 = 23,5 zeg 24 projectvoorstellen (pag.32). Daarbij dient er
een nuancering te zijn voor het jaar 2010 waar de sector Onderwijs
geen deel meer uitmaakte van de regeling. Een sector die drie
achtereenvolgende jaren goed was voor 5 projectvoorstellen per
jaar; Evaluation Indonesia Facility – Synthesis report, Annexes
373
• Advies van de ambassade wordt niet door NL EVD 'disregarded' zoals
gesteld in p. 50. NL EVD heeft altijd het advies meegenomen in het
advies over het totaal aan criteria van de regeling. Het niet volgen
van ambassade advies mag niet uitgelegd worden als 'disregard'.
De rol van de ambassade in het adviesprocess in het bijzonder en
de regeling in het algemeen is naar de mening van NL EVD wel
duidelijk vastgelegd. Dit is ook terug te lezen in de achtergrond
documenten voor het ontwikkelen van de regeling en in de reactie
van DAO op een memo van Renate Pors over rol ambassade in de
INDF (zie bijlage 6 ). NL EVD onderkend dat er veel discussie
geweest is over de invulling van de adviesrol van de ambassade en
onderschrijven de aanbevelingen in de evaluatie om hier meer
evenwicht in aan te brengen. Maar DAO beslist over de rol van de
ambassade en niet NL EVD. 3) naar de mening van NL EVD geeft het evaluatierapport inzichten in
belangrijke elementen van de regeling en de betreffende stakeholders
maar is dit inzicht niet altijd gebaseerd op een volledig beeld. Hierdoor is
de basis informatie als grondslag voor de evaluatie bevindingen uit balans
en werkt dit door in de conclusies. NL EVD constateert dat er een
onvolledig beeld weergegeven is voor: • de achtergrond van het inrichten van de Indonesië faciliteit; • het verloop van het offerte proces en de dialoog tussen opdracht gever
en -nemer; • de visie binnen de regeling op strategisch management en de verleende
opdracht aan NL EVD. In dit kader stellen wij voor dat er ook bezien
wordt hoe de BEMO van de INDF zich verhoudt met het Convenant
voor de uitvoering door NL EVD. En hoe de uitvoering van NL EVD
zich verhoudt tot het Convenant; • de rol van DAO binnen de INDF, met name wat betreft de aansturing
van de EVD (voornamelijk administratief en niet inhoudelijk),
communicatie met de ambassade en de strategisch management
rol; • de rol van de ambassade binnen de INDF; • de mening van de externe adviescommissie; • de rol en ruimte die NL EVD heeft om de uitvoering zo efficient mogelijk
in te richten. Bijlagen: 1. opmerkingen evaluatie rapport; 2. email memo juridisch kader, d.d. 23-06-2006; 3. email nieuwe afspraak Indonesië faciliteit, d.d. 26-06-2006; 4. email voorstel en offerte Indonesië-faciliteit, d.d. 10-07-2006; 5. doelstellingen document doorstart PBSI 6 email INDF vragen van amb. Jakarta, d.d. 21-10-2009. Evaluation Indonesia Facility – Synthesis report, Annexes
374

Annexe - Ministerie van Buitenlandse Zaken

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