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93095 Aide-Mémoire Implementation Support Mission for PNPM Generasi (P122032, P132585) October 2014 SUMMARY OF KEY ISSUES AND AGREED ACTIONS Key Issues for Pokja Pengendali, Bappenas, Kemenkokesra Attention Theme Issues Institutional  The coordination between PNPM Generasi and arrangements PKGBM (Program Kesehatan dan Gizi Berbasis Masyarakat/Community Based Health and Nutrition Program) activities is not optimal.

Agreed Actions  Conduct the Bappenas-led multi-sectoral coordination workshop.

Target Date 30 Nov

 Establish a technical monthly coordination forum among PNPM Generasi stakeholders (Bappenas, PMD, Kemenkes, MCA-I, PSF) to update the activity progress and joint work plan.

Key issues for PMD/NMC, MCA-I/MoH, and PSF/WB attention Theme Technical Issues related to Maternal and Child Health and Nutrition

Issues

Agreed Actions

Target Date

 The implementation of complementary supplyside activities needs to be accelerated. Delivery of the Mother, Infant and Young Child Feeding Practices (MIYCF, or PMBA) for PMBA in particular is critical as this training affects PNPM Generasi Project Development Outcome (PDO) indicators 1.4 and 1.5. The other supplyside activities are in the planning stage

 Review the work plan to ensure that the target to roll out PMBA training in all locations by the first quarter of 2015 is achievable.

15 Dec

 An inadequate number of Posyandu cadres have been trained in PMBA. Only two cadres have been trained in each village.

 MCA-I will explore options for increasing the number of cadres trained in each village.

15 Dec

 Lack of clarity between MoH and PMD over the operational definition of “nutrition counselling session” in terms of who is eligible to deliver the class. The explanation on the implementation of nutrition session in PTO needs to be clarified.

 Clarify the operational definition of “nutrition counseling” among MoH, MCA-I, and PSF to ensure that the class for pregnant mothers can be conducted not only by trained health professionals but also by trained Posyandu cadres

15 Dec

Key Issues for PMD and NMC attention Theme Financial Management

Procurement

Issues  The remaining budget under TF097410 will not be fully disbursed by the time the grant closes in December 2014.

Agreed Actions  The remaining funds that are not disbursed from are TF097410 are proposed to be reallocated to TF014769. PMD will send the required documents to the Ministry of Finance.

 The implementation of Internal Audit at District and National level is not satisfactory both in terms of target sampling and the quality.

 PMD through the NMC to analyze the obstacles preventing FM consultants from achieving internal audit targets, and assist FM consultants to formulate appropriate work plans (RKTL).

 Problems related to invoicing the PPA PNPM Generasi in KPPNs system that causes delays in payment of salaries, travel expenses and provincial coordination meeting schedule. In addition, the PPA also did not deliver the invoices to PMD on a monthly basis.

 PMD should remind the ASF in writing that the invoice submission procedure should be performed on a monthly basis in order to avoid delays in payment of operational funding for consultants / PNPM Generasi specialist and disruption of coordination meetings at provincial activities

 Procurement at the village level was still carried out as per the previous version of the PTO for PNPM-Rural  Delay in distribution of printed copies of revised PTO of PNPM-Rural Project at the village level.  Guidance for procurement goods and services specific to PNPM Generasi facilitators is required.

 PMD shall modify the procurement arrangements at the communitylevel specified in the PTO of PNPM Generasi to be consistent with the revised arrangements specified in the revised PTO of PNPM-Rural  PMD shall make the soft copies of the revised PTO available up to the community level at the earliest  With the guidance of the World Bank team, PMD will develop detailed arrangement for supplies for supplementary feeding activities (PMT), and other Generasi-specific activities.

Target Date 31 Oct (Done)

31 Nov

31 Oct

31 Dec

31 Dec

Governance

Financial transparency  Financial transparency and mechanisms of channeling public complaints need to be improved. The use of information boards needs to be more effective

Complaints handling mechanism  The findings from supervision and monitoring by project facilitators related to issues on misuse of funds and failures to comply with program principles and procedures have not been fully recorded in the CHS (PAPPM application), communicated to facilitators and the other actors, and followed up as necessary.

 PMD to reformulate the design of information dissemination to the public and the method of presentation. The suggested approach is “information comes to the community" (e.g. through leaflets, the announcement in community village group activities, community radio, SMS, etc.) instead of “community comes to the information" (i.e. only through information boards). This should be added under the supplemental PTO (errata 2015).  Satker Pusat/PMD send out a letter to Satker at province and district level reminding staff of protocols for follow up of cases found during supervision and monitoring visits.  NMC to conduct comprehensive review on complaints handling SOP to address systemic problems in complaints handling and develop concrete actions for improvement.

31 Dec

31 Dec

31 Dec

 Inadequate analysis on the underlying causes of problems with complaints handling.

Safeguards

 Protocols for sanctions in locations where both PNPM-Rural and Generasi exist are still not clear and are creating confusion for the facilitators in PNPM-Rural and Generasi.  The IGSES has been disseminated, socialization and, included in facilitator pre-service and refresher training since 2013. Its contents are not yet fully understood by the facilitators, however.

 The recommendation is not to sanction PNPM Generasi when problems occur under PNPM-Rural that are unrelated to Generasi funds, actors, or related local institutions. This will be included under Supplemental PTO PNPM Generasi (errata PTO 2015).

31 Dec

 PMD/NMC needs to ensure that all PNPM Generasi actors at provincial, district, sub-district, and village levels have received IGSES document. This should be complemented by strengthening the training on IGSES by adding time allocation to the training process.

31 Dec

Technical and Management

 The PMD PNPM Generasi Satker should enhance the involvement of relevant divisions within the Directorate that are related to PNPM Generasi, such as Posyandu division.

 PMD to review the technical guidance on: (i) the involvement of relevant division in PMD for PNPM Generasi activities such as Posyandu division and others; (ii) the establishment of PNPM Coordination Team that involves correct sectors and division.

 PNPM Generasi PTO technical supplements on procurement for goods and services, and complaint handling have not been disseminated to the field.

 PMD will request NOL for the technical supplements and distribute the supplements to all PNPM Generasi areas.

 BKAD roles on PNPM Generasi activities are not yet clear.  The future UPK roles under PNPM Rural and the transition to Village Law are still under discussion. PNPM Generasi is using the same structure and mechanism at the same UPK.  The planning process of PNPM Generasi is still not integrated with the village planning documentation (RPJMDes).

 Develop the Supplemental Guidance (as errata of PTO 2015) to: (i) explain the roles of BKAD; (ii) emphasize the disbursement process of PNPM Generasi Block Grant and Operational Funds will use the existing institution; (iii) clarify the function of local ad-hoc institutions in relation with the Village Law future implementation. This will include TPMD, UPK, PK and Pokja.  PMD and NMC will develop the concept for pilot activities related to integrating planning under PNPM Generasi and with Village Law planning.

15 Dec

30 Nov

30 Nov

15 Dec

Note to all of the above: need to coordinate with PNPM-Rural. MIS

Technical Issues on Education

 The timeliness of reporting and completion of MIS needs to be improved. There are delays on submitting the report as well as the completion of data in all stages. However, data from 75 percent of villages in 2013 has been uploaded the web-based MIS, which is slightly below the annual target of 80 percent.  There is limited understanding among the field actors about: (i) the definition of Children with Disabilities (ABK) which led to the inappropriate identification of beneficiaries; (ii) type of activities relevant for ABK. This has led to the type of proposed activities which do not address the relevant needs.

 PSF and NMC will facilitate workshop to develop concrete actions to improve MIS.

31 Dec

 PMD and NMC will consider the completion of MIS data as one of the criteria of performance evaluation for District and Sub-District Facilitators.  PMD and PSF should improve the coordination related to ABK activities under PNPM Generasi. The provision of simple analytical tools related to identifying the ABK is needed and will be developed in coordination with the relevant stakeholders, including The Asia Foundation.

31 Jan 2015

Key Issues for MCA-I and Kemenkes attention Theme Technical Issues on Health

Issues  Main issues of existing behavioral change communication: (a). limited involvement of relevant family member who influence the decision making on prenatal care and parenting. (b). Interpersonal communication and home visit activities focus on curative care.  The roll-out of JKN has an unintended effect on declining number of deliveries assisted by skilled attendants. This is due to discontinuation of Jampersal while the transfer of coverage under JKN still faces technical problems. These increase the risk of maternal mortality and affect the achievement of PNPM Generasi’s performance indicators.  Sanitation problems are inadequately addressed while environment-borne diseases such as diarrhea remain high. Limited number of sanitarian in Puskesmas and they often do not fully dedicate their time on sanitation issues,

Agreed Actions

 Community-level Behavior Change Communication strategy need to

Target Date 30 Dec

explicitly reach out to the caregivers beside mothers through (i) cultural activities in the community that involve husbands and religious leaders, leveraging lessons learned from PNPM Creative Community; (ii) made mandatory for husband to attend Posyandu and nutrition counseling classes; (iii) devise innovative peer group mobilization to intensify interpersonal communication.  Follow up with the Ministry of Health and BPJS to ensure smooth transition to JKN and identification of concrete measures of local government to address this issue (eg using Jamkesda for labor).



MCC will discuss with WSP and PSF on how to strengthen the design and implementation of sanitation component. Initiate discussion to possibly increase the target ODF villages for each Puskesmas. Currently the target of ODF is only 2 villages per health center, and this will be improved

30 Dec

30 Nov

Aide-Mémoire Misi Dukungan Implementasi for PNPM Generasi (P122032, P132585) Oktober 2014 RINGKASAN ISU-ISU KUNCI DAN KESEPAKATAN KEGIATAN Isu-isu kunci yang menjadi perhatian Pokja Pengendali, Bappenas, Kemenkokesra dan PMD Tema

Isu

Kegiatan yang Disepakati

Kelembagaan

 Koordinasi belum optimal antara pelaksanaan PKGBM (Program Kesehatan dan Gizi Berbasis Masyarakat) dengan pelaksanaan PNPM Generasi.

 Diselenggarakan workshop koordinasi multisektoral.

 Satker PNPM Generasi di internal PMD dan Tim Koordinasi PNPM mandiri Perdesaan belum optimal melibatkan secara formal bidang yang relevan dengan subtansi program seperti bidang Posyandu

Target Waktu 30 Nov

 Dibentuk forum koordinasi rutin (bulanan) di antara pelaku kegiatan (Bappenas, PMD, Kemenkes, MCA-I, PSF) untuk update kegiatan dan rencana kerja bersama.  Review juknis tentang: (i) satker PNPM Generasi untuk melibatkan bidang yang terkait langsung dengan pelaksanaan PNPM Generasi, seperti bidang Posyandu; (ii) pembentukan Tim Koordinasi PNPM yang melibatkan bidang yang tepat. Jika memang diperlukan perwakilan dari dinas kesehatan dan pendidikan.

30 Des

Isu-isu untuk perhatian PMD dan NMC Tema Manajemen Keuangan

Isu

Kegiatan yang Disepakati

 Dana TF 097410 tidak dapat terserap 100%, sementara closing date pada bulan Desember 2014.

 Telah disepakati sisa dana yang tidak terserap dari TF097410 diusulkan untuk dimasukkan ke dalam TF014769. PMD mengirimkan dokumen yang dibutuhkan kepada Kemenkeu.

 Pelaksanaan Internal Audit di tingkat Kabupaten dan Nasional masih belum memuaskan baik target sampel dan kualitas audit belum memenuhi target.  Permasalah invoicing PPA PNPM Generasi di sistem KPPN yang menyebabkan tersendatnya pembayaran gaji, biaya perjalanan serta jadwal rakor propinsi. PPA juga tidak melakukan penyerahan invoice secara rutin per bulan.

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Target Waktu 31 Okt

 PMD melalui NMC melakukan analisa tentang kendala yang menyebabkan hal ini terjadi dan juga membuat rencana (RKTL) tentang bagaimana cara perbaikan ke depan.

31 Nov

 PMD perlu menegaskan kembali kepada PPA prosedur penyerahan invoice harus dilakukan per bulan untuk menghindari keterlambatan pembiayaan operasional para konsultan/specialist PNPM Generasi serta kegiatan rakor di propinsi dapat berlangsung sesuai perencanaan.

31 Okt

Procurement

 Procurement di tingkat desa masih menggunakan pedoman PTO PNPM Mandiri Perdesaan.

 PMD memodifikasi pelaksanaan procurement di tingkat masyarakat yang tertuang secara khusus di PTO PNPM generasi yang konsisten revisi pelaksanaan procurement di dalam dokumen revisi PTO PNPM Mandiri Perdesaan

 Penundaan pendistribusian dokumen cetak revisi PTO PNPM Mandiri Perdesaan di tingkat desa.

Governance

 Diperlukan adanya penjelasan kepada pelaku dan fasilitator tentang kekhususan yang mengatur pengadaan barang dan jasa dalam PNPM Generasi.

 PMD secepatnya membuat soft-copy revisi PTO yang dapat digunakan di tingkat masyarakat.

Transparansi Keuangan:

 PMD merumuskan ulang rancangan penyebarluasan informasi untuk masyarakat dan metode penyampaiannya melalui pendekatan “informasi datang ke masyarakat” (misal melalui selebaran, pengumunan di rumah ibadah, radio komunitas, SMS dsb) dan bukan “masyarakat datang ke informasi. Hal ini ditambahkan dalam errata PTO 2015.

 Transparansi keuangan, kegiatan dan mekanisme saluran pengaduan kepada masyarakat masih perlu ditingkatkan. Penggunaan papan informasi belum efektif.  Complaint Handling:  Temuan masalah hasil supervisi dan monitoring terkait dengan penyimpangan dana, prinsip dan prosedur belum semua dicatat dalam CHS (Aplikasi PAPPM), dikomunikasikan kepada pelaku terkait serta ditindaklanjuti secara semestinya.  Penanganan kasus kurang menyentuh pada perbaikan kelemahan system yang menyebabkan terjadinya kasus.  Penanganan kasus sanksi atas lokasi yang terdapat program PNPM MPd dan Generasi masih menimbulkan kerancuan bagi para fasilitator PNPM MPd dan Generasi.

7

31 Des

31 Des

 Dengan berkoordinasi dengan team Bank Dunia, PMD akan mengembangkan rancangan detail terkait pengadaan konsumsi untuk kegiatan pemberian makanan tambahan (PMT)

 PMD perlu mengirimkan surat ke Satker Propinsi dan Kabupaten untuk mendorong peningkatan dan tindak lanjut terhadap hasil dari kunjungan monitoring dan supervise.  Melakukan tinjauan konmprehensif terhadap SOP CHS untuk mengatasi masalah-masalah sistematis dan mengembangkan kegiatan kongkrit untuk pengingkatan kualitas.  Rekomendasi ini termasuk untuk tidak mengikutsertakan sangsi untuk PNPM Generasi ketika masalah yang terjadi tidak secara langsung berhubungan dengan PNPM Generasi. Hal ini menjadi suplemen PTO 2015.

30 Nov

31 Des

31 Des

31 Des

Safeguards

Teknis dan Manajemen

 Diseminasi dokumen IGSES (Implementation Guidelines for Social and Environmental Safeguard) dan sosialisasi atau pelatihannya masih belum efektif. Hampir semua pelaku program tidak memiliki panduan tersebut sehingga pemahaman Fasilitator Kecamatan (FK), Pendamping Lokal (PL), Kader Pemberdayaan Masyarakat Desa (KPMD) belum optimal terhadap isu safeguard.

 PMD/NMC perlu mendiseminasikan IGSES keseluruh pelaku program PNPM Generasi di semua tingkatan. Alokasi waktu lebih lama dalam pelatihan untuk penjelasan tentang IGSES.

31 Des

 PSF membantu keterlibatan Specialist Safeguard PSF dan Bank Dunia dalam kegiatan penyusunan modul, pelatihan dan kegiatan rakor PNPM Generasi.

31 Des

 Supplemen teknis PTO PNPM Generasi yaitu: pengadaan barang dan jasa, safeguard dan penanganan masalah dan pengaduan masih belum diseminasi ke lapangan.

 PMD menyiapkan surat permintaan ketidakberatan (request NoL) supplement tersebut dan mendistribusikan dokumen supplemen tambahan PTO PNPM Generasi.

30 Nov

 Peran BKAD dalam pelaksanaan PNPM Generasi belum cukup jelas.

30 Nov

 Keberadaan UPK ke depan dalam PNPM MPd dan transisi ke UU tentang Desa masih dalam pembahasan, sementara itu untuk penyaluran dana BLM PNPM Generasi selama ini menggunakan UPK tersebut.

 Erata PTO tahun 2015 untuk penjelasan tentang: (i) Peran dan Fungsi BKAD; (ii) penegasan proses penyaluran dana BLM dan DOK melalui UPK; (iii) Keberadaan kelembagaan AdHoc di PNPM perlu diperjelas dalam kaitan dengan UU Desa. Seperti TPMD, UPK, PK, Pokja.

 Hasil Perencanaan PNPM Generasi masih terpisah dengan dokumen perencanaan desa (RPJMDes).

 PMD dan NMC merancang konsep pilot untuk kegiatan perencanaan yang terintegrasi Antara PNPM Generasi dengan dokumen perencanaan desa.

15 Des

Catatan: Perlu koordinasi dengan PNPM MPd untuk membuat kebijakan ini MIS

Teknis Pendidikan

 Mekanisme pelaporan dan validasi MIS tidak optimal. Adanya keterlambatan dan kelengkapan pelaporan secara berjenjang dalam waktu yang cukup lama serta ketidaklengkapan data, terutama pada aplikasi progen

 Terdapat keterbatasan pemahaman tentang: 1) definisi ABK yang menyebabkan identifikasi ABK yang tidak sesuai; 2) ketepatan jenis kegiatan untuk ABK. Kedua hal ini menyebabkan jenis kegiatan yang diusulkan tidak sinkron dengan kebutuhan ABK yang diperlukan.

8

 PSF bersama dengan NMC akan memfasilitasi kegiatan workshop untuk mengembangan kegiatankegiatan kongkret dalam rangka peningkatan system M&E.  PMD dan NMC mempertimbangan kelengkapan data MIS menjadi salah satu dasar pertimbangan evaluasi kinerja Fasilitator Kabupaten maupun Kecamatan.  PSF dan PMD perlu meningkatkan koordinasi terkait kegiatan ABK dalam PNPM Generasi. Perlu disiapkan alat analisis sederhana melalui erata PTO untuk mengidentifikasi indikasi sebagai ABK dengan melakukan koordinasi dengan penyedia layanan yang relevan.

31 Des

31 Des

31 Des

Isu-Isu yang menjadi perhatian PMD/NMC, MCA-I/Kemenkes, dan PSF/WB Tema Teknis Kesehatan

Isu

Kegiatan yang Disepakati

 Peningkatan cakupan kegiatan sisi

penyedia-layanan perlu dipercepat. Khususnya untuk pelatihan PMBA karena pelaksanaan pelatihan tsb mempengaruhi pelaksanaan indikator kinerja Generasi yang baru (indikator # 9 dan # 10).

 Jumlah kader posyandu yang dilatih untuk pelatihan PMBA tidak mencukupi. Hanya 2 kader per desa yang dilatih.

 Ketidakjelasana tentang definisi operasional “sesi konseling nutrisi” dalam kaitan siapa yang boleh melakukan konseling dalam kelas ibu hamil. Perlu diklarifikasi penjelasan dari kegiatan sesi nutrisi di PTO.

 Melakukan review rencana kerja yang memastikan bahwa target opelaksanaan pelatihan PMBA di seluruh lokasi bisa tercapai di kuartal pertama tahun 2015.  Tidak mengikutsertakan indikator 9 dan 10 sebagai bagian dari penilaian capaian indikator PNPM Generasi sampai pelatihan PMBA dilakukan secara keseluruhan.  MCA-I akan melihat kemungkinan penambahan jumlah kader yang dilatih di tiap desa.  Melakukan klarifikasi definisi operasional “konseling nutrisi” di antara KemenKes, MCA-I dan PSF untuk memastikan bahwa kelas bagi ibu hamil dapat dilaksanakan tidak hanya oleh tenaga perlatih tetapi juga oleh kader posyandu yang terlatih..

Target Waktu 31 Des

31 Des

31 Des

31 Mar

Isu-Isu yang menjadi perhatian MCA-I dan Kemenkes Tema Teknis Kesehatan

Isu 

Kegiatan yang Disepakati

Isu-isu utama komunikasi perubahan perilaku yang ada: (a) terbatasnya keterlibatan anggota keluarga yang relevan dalam mempengaruhi pengambilan keputusan terhadap masa kehamilan dan pengasuhan, (b) kegiatan komunikasi interperpersonal dan kunjungan rumah fokus pada pengangan yang bersifat kuratif.

 Meningkatnya jumlah kelahiran dengan tenaga tradisional (dukun bayi) yang disebabkan oleh tidak berlakunya Jampersal dan belum optimalnya transisi ke JKN/BPJS. Hal ini mempertinggi resiko kematian ibu dan mempengaruhi peningkatan pembiayaan melalui block grants PNPM Generasi

 Strategi komunikasi perbaikan perilaku di tingkat masyarakat perlu secara eksplisit menjangkau petugas kesehatan selain para ibu melalui: (i) merancang kegiatan kebudayaan yang melibatkan para tokoh budaya, agama dan para suami, misalnya dengan memanfaatkan pengalaman kegiatan dari Komunitas Kreatif; (ii) mewajibakan pada suami untuk hadir di posyandu dan dalam kelas konseling nutrisi; (iii) merancang mobilisasi peer group yang dapat mendorong perubahan perilaku yang diinginkan.  Melakukan tinda lanjut dengan KemenKes dan BPJS untuk memastikan kelancaran transisi dari JKN dan mengidentifikasi target yang kongkret dari pemerintah lokal dalam mengatasi masalan ini (misalnya memakai Jamkesda untuk biaya persalinan)  MCC akan berdiskusi dengan WSP

 Penanganan masalah sanitasi belum 9

Target Waktu 31 Dec

15 Des

31 Jan

memadai sedangkan isu penyakit yang bersumber dari lingkungan masih tinggi. Tenaga sanitarian di Puskesmas juga masih minim dan seringkali tidak ada sama sekali. Peran communicable disease seperti diare sangat penting dalam mengurangi stunting.

10

dan PSF terkait penguatan desain dan pelaksanaan komponen sanitasi. Diskusi awal adalah untuk memungkinkan peningkatan target desa ODF per Puskesmas. Saat ini target ODF per Puskesmas hanya 2 desa, dan hal ini akan ditingkatkan.

2015

Aide Memoire (Draft) Implementation Support for PNPM Generasi (P122032, P132585) November 7, 2014

I.

Introduction

1. An Implementation Support Mission (ISM) for PNPM Generasi (P122032, P132585), which included a health and nutrition thematic review, was conducted by the Government of Indonesia (GoI) and the World Bank from September 28 to October 5, 2014. Representatives from Ministry of Health (MoH), Ministry of Finance, BAPPENAS, the Millennium Challenge Account-Indonesia (MCA-I) and the Australian Department of Foreign Affairs and Trade (DFAT) participated. The mission visited three districts in West Java, five districts in Maluku and two districts in South Sumatera, which is one of the three provinces where the project was newly introduced in 2014. See Annex II for the complete list of mission locations and participants. 2. The project development objective (PDO) of PNPM Generasi is to empower local communities in poor, rural sub-districts in the project provinces to increase utilization of health and education services. Over the period from 2010 to 2014, the geographic scope of PNPM Generasi has expanded from the original 164 pilot sub-districts to 499 poor, rural sub-districts. In June 2013, the MCA-I, the GoI entity accountable for the execution of the Millennium Challenge Corporation (MCC) compact, signed an Administrative Agreement with the World Bank which committed US$89 million to the PSF to support the expansion of PNPM Generasi to a further 130 sub-districts in West Kalimantan, Central Kalimantan and South Sumatra provinces, thereby reaching 499 sub-districts. 3. PNPM Generasi is implemented by the Directorate for Empowerment of Community Traditional and Cultural Institutions (Directorate Pemberdayaan Adat dan Sosial Budaya Masyarakat, PMD Sosbud) at the Directorate General of Community and Village Empowerment (PMD) under the Ministry of Home Affairs. The program is financed by the GoI with PSF Grant support channeled through two Trust Funds. TF097410 (P122032) is an Additional Financing to PNPM-Rural III, and is scheduled to close on December 31, 2014. TF014769 (P132585) was approved on June 4, 2013 and established PNPM Generasi as a stand-alone project. In order to support the geographic expansion of the project and strengthen its design, the GoI recently requested an Additional Financing (AF) to TF014769 in the amount of up to US$151.7 million. See Table 1 below for an overview of PNPM Generasi’s funding and geographic scope. 4. Geographic expansion was accompanied by substantial design changes that are being operationalized in 2014. Three new community target indicators were introduced to incentivize men’s and women’s participation in nutrition counseling sessions, delivered through community health posts (Posyandu). In education, community target indicators have been simplified to concentrate community and provider efforts on expanding education services to children who are hardest to reach, including those with disabilities (and those who live in households with disabled family members), and on the transition from primary to junior secondary school enrollment, a period during which many poor children drop out of school. PNPM Generasi’s demand-side approach is now accompanied by complementary activities aimed at improving the quality and availability of maternal health and nutrition services implemented by third parties, including the MCA-I. Table 1 PNPM Generasi Funding (US$ million) and Geographic Coverage 11

Year

GoI/APBN

TF097410 TF014769 AF to TF104769 Total # of sub(P122032) (P132585) (P147658) districts 2010 24.4 9.8 34.2 212 2011 15.4 15.1 40.5 231 2012 41.5 8.7 50.2 369 2013 6.2 39.7 6.1 52 369 2014* 20.7 25.6 22.1** 68.4 499 Total 108.1 73.3 31.7 81.6 294.7 *AF (P147658) runs until 2017; P122032 closes on December 31, 2014. **The total amount for AF is US$81.6 million for four years (2014-2017) and US$ 22.1 million is for 2014 only.

5. Mission objectives. The mission focused on monitoring the implementation of health and nutrition component that includes a series of complementary supply-side activities, executed by the MCA-I. The mission assessed the progress of expansion, the coordination mechanism among stakeholders and lessons learned from the early stage of implementation to improve the scaling up in other areas. The mission also reviewed the implications of the transition to the Village Law implementation on PNPM Generasi implementation and institutional arrangements. Specifically the mission objectives were: (i)

To review the progress towards the achievement of PNPM Generasi’s Project Development Objective; (ii) To review and identify any adjustments to PNPM Generasi implementation and institutional arrangements required in light of the implementation of the Village Law. (iii) To review the progress of the implementation of complementary supply-side activities implemented by the MCA-I and the MoH that include Mother, Infant and Young Child Feeding (MIYCF) training for frontline workers, distribution of micronutrient supplements, distribution of anthropometry equipment, and hygiene and sanitation activities; (iv) To review Management Information System (MIS) to identify bottlenecks to prompt, accurate data entry; (v) To review compliance with Implementation Guidelines for Social and Environmental Safeguards in PNPM Generasi; (vi) To assess progress of agreed upon actions to improve financial management and procurement practices. 6. The draft Aide Memoire was discussed at the wrap-up meeting with PMD on October 22, 2014. The meeting chaired by PMD was participated by representatives from the PSF, Ministry of Finance, MCA-I, DFAT, the PNPM Generasi National Management Consultant (NMC) and the PNPM Generasi Program Secretariat. 7. The PSF would like to thank PMD Sosbud, the PNPM Generasi Secretariat, the NMC, the Regional Management Consultants (RMCs), Ministry of Health, BAPPENAS, Ministry of Finance, the MCA-I, provincial, district and sub-district governments and PNPM actors, including project facilitators and consultant coordinators (provincial and district), facilitators (district and sub-district), members of the Activity Management Units (UPKs), village heads and community members, for their full support to and active participation in the ISM.

II.

Overall Project Implementation Status

8. Progress towards development objective. The progress towards achieving the PDO is rated as Satisfactory. In 2013, PMD began measuring key performance indicators using data collected from its 12

Performance Monitoring Survey (PMS). The PMS uses a small cluster sampling methodology that allows for reporting on how the program is performing on average across all participating villages. The results of the first survey, delivered in October 2013, show that in 2013, PNPM Generasi met or exceeded performance targets for five out of seven key performance indicators (KPIs). 91 percent of pregnant women in targeted villages received four prenatal care visits (against a target of 85%). 89 percent of deliveries were assisted by trained professionals (against a target of 80%). For education, the junior secondary enrollment rate was recorded 99 percent, well above its target (75%). 71 percent of community members involved in project planning and decision-making meetings were women (against a target of 65%). The project fell short in 2013 on involving at least 60 percent of the poorest community members in project planning and decision-making meetings as the rate stayed at 57 percent. Furthermore, expansion to the 130 new sub-districts is on track. The next PMS is under preparation and will provide updates for 2014 KPIs by early 2015. 9. Relevance of PDO and Government Commitment. Through the introduction of a new PTO in 2014, PNPM Generasi’s design has been adjusted to enable the project to tackle problems that are most relevant to Government, notably improvements in maternal and child health and nutrition, as per its commitments under the Scaling Up Nutrition (SUN) Movement. Government has placed an emphasis on encouraging behavioral change through interpersonal communication delivered through enhanced maternal health, nutrition, and parenting classes for women and male caregivers. The project’s continued relevance to the Government is demonstrated through project expansion to three new provinces with high levels of childhood stunting and commitment of Government co-financing through 2017. Table 2 : PNPM Generasi Performance against 2013 KPIs No 1

2 3 4 5 6

7

8 9

Indicator

2013 Realized

Target

Improved access to and utilization of health service in the targeted areas : % of pregnant women receiving four prenatal care visits % of deliveries assisted by trained professionals % of children under three weighed monthly % of pregnant women participating in pregnancy and nutrition class monthly % of male caregivers participate in pregnancy and nutrition class monthly % of parents of 0-2 year olds participate in children parenting and nutrition class monthly Improved access to and utilization of education services in the targeted areas : junior secondary enrollment rate % involved in planning and decision making meeting : women % involved in planning and decision making meeting : poorest community members

Achieved?

>70

70.03

Yes

75

89

Yes

75

75

Yes

0

n/a

0

n/a

0

n/a

Introduced in late 2014 Introduced in late 2014 Introduced in late 2014

65

85.04

Yes

65

71

Yes

60

57

No

10. Component One: PNPM Generasi Kecamatan Grants (TF097410: US$ 60.7 million; TF014769: US$ 93.6 million). Kecamatan Grants worth US$48.2 million have been budgeted for 13

execution in 2014, US$28 million of which is financed through TF014769 and US$ 20.2 million through GoI national budget (Rupiah Murni). Kecamatan Grant execution is on schedule, with US$13.9 million, or 29 percent of the 2014 Kecamatan Grant allocation disbursed to community collective accounts at the sub-district level as of September, 2014. The remaining 70 percent is on-track for disbursement by the end of 2014. The PNPM Generasi annual project cycle begins in May to June with problem diagnosis and community development planning. Kecamatan Grants therefore disburse slowly during the Q3 of each CY, and accelerate during CYQ4. 11. In 2013, communities invested 69 percent of block grants in health activities, with the remaining 31 percent invested in educational activities. This continues a trend observed since 2009 in which a larger share of block grants tends to be invested in health than in education (see Figure 1). The likely reason for this trend is that other large-scale programs, such as BOS and Scholarships for the Poor (BSM), provide demand-side support to poor children, whereas public investments are smaller in comparison. Figures 2 and 3 show the breakdown of health and education activities financed through Kecamatan Grants in 2013. There is not much change in the percentage share of each activity or the order of priority, with 46 percent of US$14 million investment in health activities being spent on supplementary feeding and 28 percent of the US$6.1 million invested in education being spent on in-kind support for poor students. Figure 1: Percentage of block grant funds spent on health and education activities (2007-2013)

Figure 2: 2013 Kecamatan Grant Investments in health activities (US$ 14 million total)

14

Figure 3: 2013 Kecamatan Grant Investments in education activities (US$ 6.1 million total)

15

12. Data from 2,775 villages (75% of total villages) shows that 3,113,472 women and children benefit directly from Kecamatan Grant investments in 2013. The number of beneficiaries will increase as data from the remaining 900 villages is uploaded to the MIS. The MIS shows that over 104,163 cases of underweight children, or 59 per village, were resolved thanks to the program in 2013. Over 563,441 pregnant women, lactating women, and infants, or 267 per village, received parenting or nutrition counseling through the program, representing a substantial increase from 2011 and 2012 levels. Over 177,238 children aged 59 months and below, or 78 children per village, received immunizations through the program. Over 175,435 women, or 77 women per village, received postnatal care through the program. When measured against intermediate results indicators, the component is on track to achieve its objectives. On average, villages surpass minimum targets for 10 of the 12 community health and education indicators. Complete vaccinations for children aged 12 months and below and three postnatal visits are the indicators that communities have the most difficulties in achieving. Participation by women and the poorest community members reached 71 percent and 57 precent respectively in 2013, which are higher than those reported in PNPM-Rural. 13. Component Two: Facilitation Support (TF097410: US$ 9.96 million; TF014769: US$ 10.78 million). The 2014 costs for district and sub-districts facilitators, training, and workshops are being financed from TF014769. This component finances district and sub-district facilitator costs, training, and coordination workshops. US$5.3 million is budgeted for execution in 2014. Execution of this component is on schedule. Provincial specialists, district consultants and sub-district facilitators in 130 new subdistricts in three new provinces have been successfully mobilized. Vacant positions are well managed by the project management unit (PMU) with all vacancies filled within three months of implementation. Four vacant positions in Jawa Barat identified as of September 23, 2014 were filled in with newly recruited Facilitators by October 14, 2014. 14. Component Three: Implementation Support and Technical Assistance (TF097410: US$ 2.4 million; TF014769: US$ 8.96 million). The 2014 costs for implementation support and technical assistance are being financed from TF014769 and TF 097410. TF 097410 financed the first Administrative Services Firm (ASF 1) contract to support the national and provincial consultants, procurement of training of trainer and pre-service training for district consultants and sub-district facilitators in 130 new sub-districts, and procurement of life vests to support program implementation in island areas. US$3.5 million from TF 014769 finances the second Administrative Services Firm (ASF 2) contract. The remainder will finance facilitator refresher training and Project Implementation Unit (PIU— or Satker in Bahasa Indonesia) incremental operating costs. Execution of this component is on-track as the ASF 2 contract has been procured and runs through January 2016. Based on recent implementation support mission findings, PMD plans to issue an addendum to the project operations manual to provide additional guidance to facilitators on maternal and child nutrition issues in January 2015. 15. Component Four: Project Management Support (TF097410: US$240,000). This component, which has been fully disbursed under TF097410, provides technical advisory services and other material support to the PNPM Generasi program secretariat in PMD. The instruction was issued to establish the 2014 Project Secretariat which is now fully staffed and operational. At the beginning of 2014, PMD further realigned the PNPM Generasi Secretariat to reduce overlap with the NMC, which has helped improve the overall quality of project management. While this component is no longer part of the standalone project (P132585 and P147658), challenges remain regarding the coordination between the two directorates for PNPM Rural and PNPM Generasi implementation. At the provincial level, a lack of clarity regarding the roles and responsibilities of PNPM Generasi and PNPM Rural actors were observed. 16. Status of actions agreed in the last Aide Memoire. Since the most recent Aide Memoire (dated June 25, 2013), progress has been made on the pending implementation issues for PNPM Generasi (see Annex IV for the status of all the actions agreed in the last Aide Memoire). Provincial specialists, district 16

consultants and sub-district facilitators in 130 new sub-districts in three new provinces have been successfully mobilized. Vacancies have been filled by PMU within three months of implementation. The result of the external audit for 2013 Government fiscal year (equivalent to CY2013) in 16 PNPM Generasi Districts has been exposed by the BPKP and the follow-up actions will be closely monitored by the World Bank. PMD has also processed the recruitment of Provincial FM Specialist which will be mobilized in early 2015. 17. Key findings and recommendations from the current Aide Memoire. The mission team identified, despite the progress so far, issues that require further actions, particularly on the coordination among different stakeholders and scaling up of complementary supply side activities. They are discussed in detail in the following five main sections: (i) Institutional Arrangements; (ii) Health and Nutrition Component; (iii) MIS; (iv) Financial Management; (v) Procurement; and (vi) Safeguards.

III.

Institutional Arrangements

18. Multi-sectoral coordination. Given the multi-sector nature of PNPM Generasi, strong multisectoral coordination with clear roles, responsibilities and accountabilities of the actors involved is essential in ensuring the smooth program implementation to reach the intended goals and objectives. In particular, PNPM Generasi is part of integrated demand and supply called Community-Based Health and Nutrition Program or Program Kesehatan dan Gizi Berbasis Masyarakat (PKBM). The mission found that the multi-sectoral coordination among different stakeholders of PKBM needs to be optimized. Stakeholders at the national and sub-national levels are often not fully informed and updated on the progress of the complementary supply-side activities and the expected roles (see Inkley report), which in turn create obstacles for implementation. 19. Integration of PNPM Generasi in the village planning process (Musrenbang). The important lesson learnt from Generasi is that the village level planning (Musrenbang) and facilitation process need to be strengthened to prioritize health and education issues, and to ensure effective use of village funds for basic health and education service delivery. The mission found that the planning process of PNPM Generasi is not integrated with the village planning process that results in the production of village medium-term development plans (RPJMDes). This is due to the fact that PNPM Generasi planning takes place in July annually, whereas village development planning takes place in February. 20. Institutional arrangements during the transition to the Village Law implementation. The mission was unable to confirm the adjustments to the institutional and implementation arrangements required. For example, the role and levels of support to UPKs in the absence of a PNPM-Rural block grant transfer are not yet clear. The PNPM coordination structure is also likely to change given changes to the Cabinet that took place after the mission was completed. The mission found that that future role of UPK and the transition towards the Village Law platform is still under discussion [at the national level] and it is not yet possible to provide more specific recommendations on this issue. Subsequent to the mission institutional changes began to take place, including the nomination of the Cabinet and the related reorganization of the relevant ministries, including the Coordinating Ministry for People’s Welfare and the DG PMD in the Ministry of Home Affairs. The Bank will closely monitor the ongoing institutional changes and support the Government to introduce changes to PNPM Generasi that may be needed to ensure smooth, effective implementation. 21. Recommendations. To strengthen the multi-sector coordination at national and sub-national levels, the mission recommends the following: (i) conduct the multi-sectoral coordination workshop facilitated by Bappenas, PMD and the PSF to update on implementation progress and agree on concrete actions to improve coordination; (ii) conduct regular monthly coordination forum as a mechanism to 17

discuss implementation issues, potential solutions and knowledge sharing and learning, update activity plans and joint work plan. For coordination at sub-national level, the mission recommends expediting recruitment of District Health Facilitators by the MCA-I to facilitate coordination among different divisions within District Health Office as well as bridging the vertical coordination with MoH and MCA-I and other stakeholders at the central level. To improve the preparedness for the transition to the Village Law implementation, the mission recommends: (i) prepare addendum (errata) for the 2015 Technical Operations Manual (PTO) to explain the role of BKAD and other ad-hoc institutions in the transition period; (ii) pilot activities to integrate the planning process between PNPM Generasi and the Village Law, closely coordinating with PNPM Rural.

IV.

Health and Nutrition Component

22. The complementary maternal and child health and nutrition interventions aim to improve the coverage and quality of preventive and promotive health services in PNPM Generasi areas to complement the increased community demand for health services generated through the block grant. The supply-side activities consist of: (i) Mother, Infant and Young Child Feeding Practices (MIYCF) or PMBA training for health providers; (ii) distribution of micronutrient supplements; (iii) national awareness campaign for stunting reduction; (iv) provision of anthropometric equipment; (v) sanitation and hygiene behavioral change activities; and (vi) private sector engagement. The mission focused on: (i) the overall progress of complementary supply-side activities; (ii) assessment of PMBA training progress; (ii) implementation of nutrition counselling sessions for pregnant and lactating women in relation to achieving Generasi performance indicators; (iii) community-level behavioral change communication (BCC) activities; (iv) sanitation and hygiene; and (v) effect of National Health Insurance JKN system implementation on Generasi performance indicators. Overall progress of complementary supply-side activities 23. Of all the supply-side components, PMBA training has progressed the furthest. Since March 2014, 32 Master Trainers and more than 400 health frontline workers (Puskesmas staffs, midwifes (bidan), and Posyandu cadres) in three districts in West Java (West Bandung, Garut and Sukabumi) have been trained. The PMBA is currently being rolled out in three provinces (South Sumatera, West Kalimatan and Central Kalimantan). The target is to complete the training in West Java and these three provinces by the end of 2014 and in eight other PNPM Generasi provinces by the first quarter of 2015. Other supply-side components are currently either at the preparation or early roll-out stage. The socialization and training for sanitation triggering has started in August 2014. Formative research for national stunting awareness campaign will be completed by the end 2014 and will be followed by campaign design and implementation. For micronutrient supplementation, the micronutrient market research is underway to inform the project design, including distribution mechanism, procurement method, and quality control. 24. The mission found that the scaling up of complementary supply-side activities needs to be accelerated. These activities impact the achievement of Generasi performance indicators. For example, the completion of PMBA training is the pre-requisite for Posyandu cadres to deliver nutrition classes for pregnant women and mothers of children 0-2 years-old, which in turn influences achievement of two recently-added Generasi performance indicators, particularly PDO indicator 1.4 (% of pregnant women participating in pregnancy nutrition classes (kelas ibu hamil) monthly) and 1.5 (% of parents of children 0-2 years-old participates in parenting nutrition classes (kelas balita) monthly). MCA-I has increased the number of Master Trainers to speed up the PMBA training; however it needs to be reviewed whether the addition is sufficient to reach target coverage by the first quarter of 2015.

18

Assessment of PMBA training 25. The mission observed a number of positive effects of PMBA training on Posyandu cadres in the location visited. The training has improved cadres’ capacity to conduct group-level and individual counseling. In one Posyandu, it was observed that the cadres trained in PMBA are demonstrating how to cook nutritious foods using locally-sourced ingredients. This practice is in line with recommended practices in PMBA and could be shared with other Posyandu. PMBA training is also expected to have a positive effect on the quality of health sub-project. Anecdotal evidence suggests that the PMBA training raises the facilitators’ awareness of the importance of shifting from manufactured supplementary foods towards locally-sourced foods. Despite these promising findings, the mission identified a number of issues with regards to the scaling-up of PMBA training and supporting activities to ensure the quality of training. 26. Expanding the number of Posyandu cadres trained for PMBA. Currently only two cadres are trained in each village. Given that each village could have 35-45 cadres, there is a need to expand the training to cover more cadres. There is no clear funding mechanism for expanding the training. In Garut district, the local government uses a combination of funding sources to scale up the training: at the district level, APBD supports the training for midwifes. At the sub-district level, BOK supports the transportation cost for bidan to come to the village; and at village level, Generasi block grants supports cadres to come to the training. However, this model cannot be expected to be replicated in all areas. In addition to the funding mechanism, the scaling-up requires a sufficient number of trainers. Currently, only trained health workers such as midwives are eligible to conduct training to Posyandu cadres. 27. Supportive supervision to ensure quality of counseling. The cascade training model such as PMBA requires good quality control mechanisms at each level. The tiered, supportive supervision activities (district – Puskesmas – Posyandu cadres) are necessary to ensure the quality of PMBA counseling activities. MoH and UNICEF have developed supportive supervision modules and the MCA-I nutrition team has been discussing the possibility to use these modules in the PKBM project. 28. Recommendations: (i) MCA-I will look into the possibility of adding the number of Posyandu cadres trained for PMBA. Given that there will be a new funding channeling arrangement with MoH, the rapid scaling-up of PMBA should be feasible; and (ii) MCA-I will follow up with MoH on rolling out the supportive supervision training to ensure the quality of PMBA activities. Implementation of nutrition counseling and parenting classes in relation to achievement of Generasi indicators 29. Two new target indicators related to participation of pregnant women and mothers in nutrition classes (PDO indicators 1.4 and 1.5) were added in 2014 as a proxy to measure community and health provider efforts at reducing stunting. These new indicators are intended to incentivize communities to work together with health providers, most notably midwives, nutritionists, and community health volunteers, to regularly implement nutrition counseling and parenting classes in target villages. These classes are meant to complement the mandatory nutrition classes for pregnant women (to be attended a minimum of three times during pregnancy) given by midwives. Recognizing the importance of the nutrition classes in adopting appropriate nutrition and care practices for stunting reduction, PNPM Generasi aims to increase the frequency of nutrition classes to a monthly basis. Given midwives’ high workload, the Posyandu cadres will be conducting these additional classes. Upon completing the PMBA training, the cadres will become counselors and eligible to conduct these classes. 30. Implementation issues. Currently, the explanation of the implementation of nutrition classes in PTO is not clear in terms of who is eligible to deliver the classes. Further discussion will be done with 19

MoH to clarify the operational definition of “nutrition counseling”. It should be reiterated that Posyandu cadres are eligible to conduct the nutrition classes upon completing the PMBA training. For parenting class for mothers and caregivers of children 0-2 years-old, BKKBN has mandated parenting classes for mothers of children under five. However, these classes are not being delivered on a regular basis. 31. Recommendations: (i) accelerate the scaling-up of PMBA training in all locations to enable the implementation of the nutrition and parenting classes.; (ii) clarify the operational definition of “nutrition counseling” among MoH, MCA-I and PMD. Community-level behavioral change communication (BCC) activities 32. BCC activities are limited only to mothers. At the community and household levels, other actors (e.g. husbands, grandmothers, and religious leaders) play an important role in influencing mothers’ decisions regarding prenatal and child care. One of the main challenges of behavior change is to get husband/fathers to support and encourage breastfeeding. In some cases, the majority of mothers work outside of the home so it is the grandmothers and other caregivers who play a key role in child care and feeding practices. The BCC activities have not explicitly reached out to these caregivers. 33. Interpersonal communication: For effective behavioral change, international experience shows that interpersonal communication is essential in influencing mothers to adopt recommended healthy behaviors. Currently, interpersonal communications (where they take place through home visits) focus on curative care. Posyandu cadres generally only visit those who are diagnosed as malnourished or those who do not attend Posyandu session (a process called “sweeping”). This focus on curative care needs to be augmented by a focus on preventive care. 34. Recommendations: (i) the community level BCC strategy needs to explicitly reach out to key caregivers besides mothers. For example, cultural activities that deliver key nutrition messages can involve husbands and religious leaders in order to increase engagement rates. Lessons learned can be obtained from PNPM Creative Communities; (ii) made compulsory for husband to attend Posyandu and nutrition counselling class. This has been done on several locations, although the attendance rate is still not optimal; (iii) devise innovative peer group mobilization such as through religious gathering to intensify interpersonal communication for adoption of desired behavioral change. Effect of (National Health Insurance) JKN implementation 35. Impact on declining delivery assisted by skilled attendants. Since the roll-out of the National Health Insurance (JKN) system in 2014, the Health Insurance for Pregnant Women (Jampersal) program no longer operates, yet many poor mothers are not yet enrolled in JKN. The participation in JKN is still low due to factors such as limited socialization, payment method, unaffordable premium payment, and transfer of benefits to JKN. As a result, they have shifted back towards delivery assisted by Traditional Birth Attendant (Paraji) for financial reason. For example, in Cibalong sub-district, delivery assisted by skilled attendants was 90 percent by the end of 2013. For 2014, the current figure is only 41 percent, a change that is likely in part influenced by challenges in implementation the JKN. This affect the achievement of PNPM Generasi performance indicators, since delivery by skilled attendant is one of PNPM Generasi indicator. 36. Recommendations: follow up with the Ministry of Health to ensure smooth transition to JKN and identification of concrete measures of local government to address this issue (eg using Jamkesda for deliver costs). Sanitation and Hygiene component 20

37. Sanitation problems are inadequately addressed while environment-borne diseases such as diarrhea remain high. The communicable disease such as diarrhea plays an important role in reducing stunting. The mission observed that there were only limited numbers of sanitarian at the health center and they often do not fully dedicate their time on sanitation issues. 38. Recommendations: MCC will discuss with the Water and Sanitation Program (WSP) and the PSF on how to strengthen the design and implementation of sanitation component. Initiate discussion to possibly increase the target for Open Defecation Free (ODF) villages for each Puskesmas. Currently the target of ODF is only 2 villages per health center, and this will be improved.

V.

Management Information System (MIS)

39. The current performance of MIS indicates that the completeness of data entry is around 75 percent of 2013 target villages, which is below the target of 80 percent. Moreover, MIS quality assurance practices continue to require improvement. The mission focused on: (i) issues affecting compliance on reporting; (ii) adherence to quality control procedures; (iii) human resources capacity, including incentives; (iv) coordination and supportive supervision from relevant stakeholders. The mission identified several key issues that require follow up. 40. Supervision and guidance by District Facilitators (Faskab) of Data Operators. Currently, Faskabs have not provided adequate guidance to Data Operators on data management and reporting mechanism which resulted in reporting delay and unsatisfactory data quality. Moreover, Data Operators are often asked to perform duties outside their ToRs, which further exacerbate this problem. The training of Faskabs should include in-depth materials on reporting and supervision mechanism to Data Operator to optimize the role of Faskabs in ensuring the compliance and timeliness of reporting. 41. Supervision and guidance by Sub-District Facilitators (FK) of Village Facilitators (KPMD). As the frontline in data collection activity, the KPMDs play a key role in ensuring that all the forms are completed, data are consistently reported and the MIS data is being used for improvement in program implementation. Currently, FKs’ supervision and guidance to KMPD is not optimal. This resulted in incomplete forms and lack of data consistency. The mission revealed an innovative mechanism implemented by some FKs, whereby they stipulate data reporting completeness as a condition before moving to the next stage of implementation. 42. Quality of district monthly reporting. The district monthly report does not include adequate analysis of the performance achievement and implementation issues at the village level. The report includes attachments that may not always be relevant for the particular stage of project implementation. This tends to result in bulky reports and discourages the use of the reports in a meaningful way. 43. Recommendations: (i) the PSF and NMC will facilitate a workshop to review the M&E system and develop concrete actions to improve the MIS. This will build on the thorough understanding of the underlying causes for suboptimal MIS performance and finding innovative ways to improve incentives for better data quality and usage of information’ (ii) NMC and PMD will consider developing the performance evaluation mechanism for district and sub-district facilitators that include the completeness of MIS as one of the criteria for operational cost payment; (iii) finalizing M&E field guidance for provincial, district and sub-district consultants and facilitators and improve training.

21

VI.

Financial Management

44. Overall, financial management in the project was rated as Moderately Satisfactory. The mission noted that the balances of Pokja accounts are continuously monitored; IFR is submitted on time; all BPKP findings for FY 2012 have been followed up; and most of our previous recommendations from February 2014 have been followed up. However, the mission also found some weaknesses in financial administration at the UPK level due to poor facilitation and supervision performance of facilitators both at district and sub-district level. The importance of facilitation and supervision will be heightened with the significant expansion of locations in which PNPM Generasi operates in FY 2014. Therefore the mission reminds PMU to ensure that new FM Consultants at Provincial level are be mobilized as scheduled (by February 28, 2015) to ensure FM monitoring and facilitation needs can be met. 43. Disbursement. There are two Trust Funds that finance this project – TF097410 and TF014769. Total grant amount for TF097410 is US$ 73.32 million. As of September 2014, the outstanding amount in the Designated Account (DA) is US$ 6.15 million. Therefore, the actual disbursement was US$ 67.17 million or 91% of the total grant amount. GoI would like to propose reallocation of this balance funds from TF097410 to the ongoing Trust Fund (TF014769) but formal actions have yet been taken. 44. Total grant amount for TF014769 after the additional financing is US$ 113.34 million. Client Connection data as of September 30, 2014 showed disbursement was US$ 40.16 million and the DA was US$ 32.96 million. However, the actual balance of the DA was US$ 26.12 million. Therefore, the actual disbursement was US$ 14.04 million or 12% of the total grant. The IFR as of June 30, 2014 showed the disbursement forecast for the period of July-December 2014 was US$32.96 million. This grant will be closed in December 31, 2017. Therefore, the current disbursement rate is in line with the expected disbursement rate.

Table 2: TF097410 Disbursement Status as of September 30, 2014 (US$ million) Category

1 2 3 4 DA-A

Category Description Totals BLOCK GRANTS CS, TRNG & WS PT 2 CS, Non-CS &WS PT 3 GOODS & IOC Designated Account

Allocated US$ 73,323,000.00 60,733,000.00 9,962,000.00 2,390,000.00 238,000.00 0

Disbursed US$ 73,323,000.00 58,622,382.34 6,041,870.65 1.272,748.80 243,441.31 7,142,556.90

Undisbursed US$ 0.00 2,110,617.66 3,920,129.35 1,117,251.20 (5,441,31) (7,142,556.90)

Table 3: TF014769 Disbursement Status as of September 30, 2014 (US$ million) Category

1 2 3 DA-A

Allocated US$

Category Description Totals BLOCK GRANTS PT 1 GO, CS, TRNG & WS IOC PT 2 GO,Non-CS,TRNG & WS IOC PT 3 Designated Account

22

Disbursed US$

Undisbursed US$

113,340,000 40,160,617.78 73,179,382.22 93,605,000 6,237,781.12 87,367,218.88 10,775,000 962,888,70 9,812,111.30 8,960,000 0 8,960,000.00 0 32,959,947.96 (32,959,947.96)

Internal Audit. Following up our previous mission recommendation, FasKeu have consistently submitted internal audit reports to NMC on a quarterly basis. Based on the NMC Internal Audit report as of June 30, 2014 for audit the Block Grant FY 2013, implementation coverage of internal audit is still under the sample target. The mission found that NMC did not achieve all sample audit targets due to a number of activities which were not in the NMC’s work plan, i.e. review and revise the PTO, involve in recruitment facilitator, develop modules for many workshops and training, and attend training or workshop as participant or trainer. At the District level, mission inquiries revealed that targets were not achieved due to inefficient use of District Facilitators’ time. For example, they spent too much time in reviewing the block grant and attend trainings or meetings. Therefore, the mission recommends that PMU issue a memo to instruct all Specialists at NMC and District Facilitators to prioritize achievement of internal audit targets for audit of the Block Grant CY 2014 by April 30, 2015 and ensure training of District Facilitators reiterates how to efficiently and effectively conduct the audit. 45.

Governance 46. Financial transparency. Financial transparency and mechanisms for channeling public complaints need to be improved. The mission observed that the use of information boards as means for financial transparency needs to be improved. The mission recommends that PMD reformulate the design of information dissemination to the public. The suggested approach is “information comes to community” instead of “community comes to information” Some of the examples are leaflets, announcement in community village group activities, community radio and SMS. 47. Complaints handling mechanism. The mission observed that the results findings from supervision and monitoring of issues of misuse of funds, and failure to respect program principles and procedures have not been optimally recorded in Complaint Handling System (PAPPM application). Moreover, the communication and follow of these cases by facilitators and relevant program actors need to be strengthened. There is also inadequate analysis on the underlying causes of the problems, which often resulted in recurring and unresolved problems. The mission recommends: (i) Satker Pusat/PMD send out a letter to Satker at province and district level to improve the enforcement protocols for following up cases found during supervision and monitoring activities by December 31, 2014; (ii) NMC to conduct a comprehensive review the complaints handling Standard Operating Procedures (SOP) to address the systemic problems in complaints handling and develop concrete actions for improvement by December 31, 2014. 48. System for joint sanctions with PNPM-Rural areas. Lack of clarity in enforcement of sanctions for areas where both PNPM Rural and PNPM Generasi programs exist. In some cases, problems with corruption and misuse of funds in PNPM Rural program may lead to suspension of PNPM Generasi activities in the same area. This creates a significant risk for achieving PNPM Generasi performance indicators and affecting the health and nutrition status of mothers and children in the targeted areas. The recommendation is not to sanction PNPM Generasi when problems occur under PNPM-Rural that are unrelated to Generasi funds, actors, or related local institutions. This should be reflected in the errata of the supplemental PTO PNPM Generasi.

VII.

Procurement

Procurement arrangements at the community level 49. The mission carried out community procurement review of selected sub-projects i.e. procurement of school uniforms, kits and stationery, equipment for mothers and children health clinic, and pipes for plumbing connections to the school. The mission noted the delays in distribution of printed copies of the 23

revised PTO of the PNPM-Rural Project at the village level, which shall be also applicable for the PNPMGenerasi Project. The mission was informed that though the revised PTO of PNPM-Rural Project became applicable from April 2014, procurement at the village level was still carried out as per the existing PTO for PNPM-Rural For instance, a price survey comparison was conducted for sub-activities (contract) valued below Rp. 15 million while bidding process was taken for sub-activity (contract) valued above Rp. 15 million. 50. No significant issue was observed in procurement of the abovementioned selected contracts carried out at the visited villages in West Java and Maluku Provinces. The UPK and TPK have also maintained adequate records of procurement documents. Further review of community procurement of other selected contracts will be carried out by the Bank during the ex-post review mission, planned in March 2015. 51. Upon request from PMD, the mission also observed the arrangements for the nomination and hiring of teachers, delivery nurses, tutors, and cadres for Posyandu, and also arrangement for supplies of consumables foods for supplementary feeding activities (PMT) that are specific to PNPM Generasi program. While, the revised PTO is applicable for all types of community-based goods and services, including procurement of commodities, the Bank team envisaged that the above mentioned specific activities shall not be included as community procurement. Detailed arrangements will be further discussed and agreed between PMD and the Bank.

Procurement arrangements at the national level Procurement at the national level has been generally carried out as per the Procurement Plan.The main contract i.e. ASF-2 contract became effective on May 1, 2014 for 21 months contract period and expected to be completed on January 31, 2016.

52.

53. Recommendations: (i) PMD shall modify the procurement arrangements at the community level specified in the PTO of PNPM Generasi to be consistent with the revised arrangements specified in the revised PTO of PNPM-Rural by December 31, 2014; (ii) As the revised PTO is yet to be distributed by PMD for implementation by the communities, PMD shall make copies of the revised PTO available up to the community level at the earliest, and also work out the action plan for socialization so that provisions of the revised PTO are clearly understood and implemented in all the villages by December 31, 2014; and (iii) with the guidance of the World Bank team, PMD will develop detailed guidance for procuring for supplies of consumables foods for supplementary feeding activities (PMT) that are commonly needed for PNPM Generasi with the aim of safeguarding beneficiaries from any potential social or environmental risks by December 31, 2014.

VIII. Safeguards The mission found no serious adverse environmental or social impacts, and concluded that overall implementation of safeguards was proceeding well. Infrastructure subprojects funded through PNPM Generasi are relatively small in number and scale. Most infrastructure subprojects finance rehabilitation of existing facilities. As such, no land donation cases were found.

54.

Safeguards procedures have been included in the PTO and strengthened via the formulation of Implementation Guidelines for Social and Environmental Safeguards (IGSES). The IGSES has been disseminated to PNPM Generasi facilitators, but greater effort is needed to ensure that they are being understood and applied.

55.

24

56. Recommendations: PMD/NMC needs to ensure that all PNPM Generasi actors at all levels have received the IGSES document by December 31, 2014. This should be followed by training that strengthens IGSES implementation.





25

Annex I. Mission Objectives Specific components I.

Institutional Arrangements

The mission will review the following: a. The necessary adjustments of PNPM Generasi implementation and institutional arrangement sin light of PNPM Transition to Village Law platform. Specifically, the following areas will be looked at: (i) flow of funds and disbursement mechanism, particularly on the role that is currently assumed by UPKs; (ii) complaints handling mechanism; and (iii) coordination structures; b. Discuss how PNPM Generasi could contribute to strengthening village-level planning and facilitation process that prioritizes health and education issues under the Village Law. This is important to ensure effective use of dana desa for basic health and education service delivery. The issues that will be reviewed include: planning process, capacity requirement, accountability and incentives mechanism, and financing structure; c. Coordination and support from local government and relevant sectors. The mission team will review the following: (i) mechanism to hold local government and sectors accountable for program implementation; (ii) working relationship with health and education dinas and frontline activities; (iii) how to enhance complementarity with ongoing government health and education programs in PNPM Generasi areas, i.e Posyandu revitalization, ECED. II. Technical a. Health and Nutrition Component Issues Description Frontline health workers IYCF training Visit West Java where the training for frontline health activities workers has been completed. Several key issues: (i) how the training improves the capacity of frontline health workers to deliver services; (ii) how the training improves the health components of block grants (use of locally-source food, enhance cooking demonstration); (iii) quality assurance and financing mechanism for cascade training; (iv) involvement of Generasi facilitators and support from local government; and (iv) synergy with other capacity building programs for sustainability. Preparation for nutrition and parenting The following issues will be reviewed: (i) status of classes for pregnant and lactating current Posyandu activities related to counseling women services; (ii) challenges and bottlenecks to regular nutrition classes; (iii) quality of content and counseling materials; (iv) how the IYCF training improve the preparation for the nutrition class; (v) technical and operational support from village and local government; (vi) issues surrounding the measurement of performance indicator on nutrition class participation. Community-level behavioral change Identify potential ways to strengthen Behavioral Change communication (BCC) activity Communication (BCC) activities at the community level for improving caring practices, focusing on: (i) review 26

the existing BCC activities, including challenges and bottlenecks; (ii) discuss potential interpersonal communication and community mobilization activities. This will inform the design of community-level BCC strategy to complement the advocacy and mass communication efforts. Progress of other supply-side activities Review the status of preparation at the provincial, under MCA-I project district and sub-district levels to deliver the supply-side activities. The mission will focus on: (i) the work plans for each complimentary supply-side activities; (ii) awareness and support from local government of the activities; (iii) review activities that are already implemented or under preparation. b. Review of MIS The mission will launch a systemic assessment on bottlenecks to functioning MIS. The specific issues to be reviewed: (i) issues affecting compliance on reporting; (ii) adherence to quality control procedures; (iii) human resources capacity, including incentives; (iv) hardware and software, including budget support; (v) link to other sectoral data information system (HMIS and EMIS); (vi) coordination and supportive supervision from relevant stakeholders. In anticipation of the upcoming implementation of Village Law platform, the mission will also review how PNPM Generasi can help strengthen village level community-based monitoring in the mediumto long-term. III.

Program Supervision and Oversight

a. Financial Management The mission will review: (i) quality of internal FM controls and internal audit procedures carried out by consultants and facilitators; (ii) clarity of reporting and oversight arrangements for PNPM Generasi district FM consultants; (iii) disbursement at the district, sub-district and village levels; (iv) how funds granted from Generasi to Village will be recorded at Village FM System as per Village Law; (v) system for joint sanctions in problem sub-districts under PNPM-Rural; (vi) quality of complaints handling reporting and follow-up. b. Procurement The mission will review: (i) the implementation of contracts procured at the national level and also updates of the Procurement Plan; (ii) the impact of the improved procurement procedures included in the revised PTO (for PNPM Rural), which is also applicable for PNPM-Generasi– pending the dissemination and socialization of the new PTO by PMD; (iii) procurement of specific goods and services applicable under PNPM-Generasi i.e. provision of additional foods, selection and hiring of teachers, trainers and delivery nurses. c. Social and Environmental Safeguards 27

The mission will review: (i) the compliance of safeguards requirements relating to applicable social (i.e. land and Indigenous People) and environment issues; (ii) the extent to which the Implementation Guidelines for Social and Environmental Safeguards are understood and implemented by PNPM Generasi actors at the community, district and provincial levels and to find any feedback from the actors regarding the implementation of the guidelines; (iii) capacity building activities (training, workshop) to improve the capacity of project actors on safeguards issue

28

Annex II. List of Visited Locations and Participants Mission schedule Activity

Date

Province

Activities

Jakarta

District/ Subdistrict Jakarta

Kick-off Meeting Comp. 1: Institution

Sep 26 Sep 29Oct 3

Jakarta

Jakarta



Comp. 2a: Health and nutrition component

Sep 29 – Oct 3

West Java and South Sumatera

District Bandung Barat, Garut and Kuningan



West Jawa District OKI and Banyuasin - South Sumatera



District Maluku Tengah and Maluku Tenggara Barat District OKI and Banyuasin – South Sumatera Jakarta



Visit sub-project locations to meet with province and district consultant and facilitators, dinas kesehatan and dinas pendidikan to discuss challenges with MIS and potential solutions



Meet with PMD, NMC to discuss the disbursement, internal audit, and complaints handling issue Visit sub-project locations to meet with district and sub-district facilitators to discuss FM issues and complaints handling, FM system and transaction review at UPK, Pokja, PK

Comp. 2b: Review of MIS

Sep 29 – Oct 3

Maluku and South Sumatera

Comp. 3a: Financial Management

Sep 29

Jakarta

Sep 30 – Oct 3

West Java and Maluku

Sep 29

Jakarta

Comp. 3b: Procurement



District  Bandung Barat and Kuningan –  West Jawa; District MalukuTenga h and MalukuTengg ara Barat Maluku Jakarta 

29

Review mission objectives and finalize the schedule and team composition Meet with PMD and other stakeholders to discuss the transition to the Village Law and adjustment on institutional and implementation mechanism that include review of CHM, flow of funds and facilitation and technical assistance needed. Visit sub-project locations to meet with district and sub-district government, Dinas Kesehatan and Head of Puskesmas to discuss the implementation of supply-side activities (existing and planned) Meet with village government, Posyandu kader, bidan desa, women’s group (PKK, kel. pengajian), CSOs, beneficiaries to discuss nutrition issues and BCC activities

Meet PMD to discuss the contracts implementation and procurement plan

Comp. 3c: Safeguards

Mission Team wrap-up Aide Memoire (AM)

Sep 30 – Oct 3

West Java and Maluku

Sep 29

Jakarta

Sep 30 – Oct 3

Maluku and South Sumatera

Oct 6 Oct 1317

District  Bandung Barat and Kuningan West Java; District Maluku Tengah and MalukuTengg ara Barat Jakarta  

Jakarta

DistrictBand ung Barat and Kuningan; District Maluku Tengah Maluku -

-

-







Wrap-up Meeting

Oct 20



Jakarta



Visit sub-project locations, discuss with the communities and review on specific procurement arrangement at community level.

Meet PMD to discuss the compliance of safeguards and follow up from last mission Visit sub-project locations, discuss with the communities and review the compliance of safeguards issues

Mission team members meet and share main findings and agree to the schedule for AM Draft ready by Oct 13 for internal circulation Final AM ready by Oct 17 for translation and sharing with PMD and NMC counterparts Share mission findings with the counterparts Discuss action plans to address main issues

Mission Participants and Responsibilities Name Robert Wrobel Sadwanto Purnomo Gerda M. Gulo Ali Subandoro Djoko Hartono Yohannes Susilo Budi Wijoyo Maureen Tuahatu Alex Setiadji

Organisation PSF Generasi Task Team (Leader) PSF Generasi Task Team (Operation Analyst) PSF Generasi Task Team (Operation Analyst) PSF Generasi Task Team (Health Specialist) PSF Generasi Task Team (M&E Specialist) PSF Generasi Task Team (Training Specialist Consultant) PSF Generasi Task Team (Data Analyst Consultant) PSF Generasi Task Team (Communication Specialist) PSF Financial Management Team 30

Core responsibilities Co-lead the Implementation Support Mission Lead component 1 on Institution Lead component 3 on Program Supervision and Oversight Lead component 2 on Technical Support component 2b on Review of MIS Support component 2a on Health and Nutrition Support component 2b on Review of MIS Support component 2a on Health and Nutrition Lead component 3a on Financial

Francisca Melia Setiawati Anna Winoto Evie Fatimah Michelle Inkley Iing Mursalim Dennie Mamonto Iwan Sri Widianto Ishak Rangkuti Suharno Ujang Heryana Matius Lay Sulaiman Nur Moefid Mahfudin

(Social Development Specialist) PSF Financial Management Team (Operations Officer) PSF Financial Management Team (Financial Management Analyst) World Bank Procurement Team (Operations Analyst) World Bank Procurement Team (Operations Analyst) World Bank Safeguards Team (Safeguards Consultant) Bappenas Ministry of Health MCC MCA-I MCA-I DFAT DFAT NMC Team Leader MIS Specialist NMC Health Specialist NMC Education Specialist NMC CHU Specialist NMC

Imam Al Muttaqin Makmur Sumarsono Ambar Sukaca Syahrun Nazil Sahrul Arifin Harli Hambali M. Taufik

Institutional Specialist NMC MIS Junior NMC FM Junior NMC Program Dev. Specialist KMP KMP Staff KMP Staff Procurement Specialist KMP CHU Specialist KMP

Windu Elletarianti C Mina S. Ukah Sutianah Anna Gurning

KMP Staff KMP Staff KMP Staff KMP Staff PMD

M. Falah

PMD

Gunawan Siallagan

PMD

M. Irfan Erfan Fiddin Effendy Siahaan

Dit Jen PH-DJPU/MoF Dit Jen PH-DJPU/MoF Dit Jen PH-DJPU/MoF

Festina Lavida Hanggar Irawan Achmad Zaky Warasaka Zulfi Novriandi

31

Management Co-lead component 3a on Financial Management Support component 3a on Financial Management Lead component 3b on Procurement Support component 3b on Procurement Lead component 3c on Social and Environmental Safeguards Support component on health Support component on health Support component on health Support component on health Support Component Safeguards Support Component on Institution Support Component Financial Management Support Component Institution Support Component MIS Review Support Component Health Support Component Education Support Component Program Support and Supervision Support Component Institution Support Component MIS Review Support Component Financial Management Support Component Institution Support Component Program Support Support Component Program Support Support Component Procurement Support Component Program Support and Supervision Support component program Support Support component program Support Support component program Support Support component program Support GOI Rep for PNPM Generasi Implementation GOI Rep for PNPM Generasi Implementation GOI Rep for PNPM Generasi Implementation GOI Rep for Financial Management GOI Rep for Financial Management GOI Rep for Financial Management

Annex III. Updated PNPM Generasi Results Framework (P146578) INDONESIA: National Program for Community Empowerment in Rural Areas Healthy and Bright Generation (PNPM Generasi) Results Framework – PNPM Generasi .

Project Development Objective Results Indicators Indicator Name

Core

PDO#1: Improved access to and utilization of health services in the targeted areas:  % of pregnant women receiving four prenatal care visits Indicator Name



Baseline

Actual(Previous Actual(Current) End Target )

Value

70.00

70.03

Date

03-Sep-2012 31-Dec2013

Unit of Measure

Percentage Sub Type

70.03

>80.00

31-Dec2013

31-Dec2017

Comme nts

Core

% of deliveries assisted by trained professionals

Baseline

Actual(Previous Actual(Current) End Target )

Value

75.00

89.00

Date

03-Sep-2012 31-Dec2013

Unit of Measure

Percentage Sub Type

89.00

>85.00

31-Dec2013

31-Dec2017

Comme nts Indicator Name



Core

% of children under three weighed monthly

Baseline

Actual(Previous Actual(Current) End Target )

Value

75.00

75.00

Date

03-Sep-2012 31-Dec2013

Unit of Measure

Percentage Sub Type

75.00

>85.00

31-Dec2013

31-Dec2017

Comme nts Indicator Name

Core

Unit of Measure

Baseline

Actual(Previous Actual(Current) End Target )

32



% of pregnant women participating in pregnancy and nutrition class monthly

Percentage

Value

00.00

n/a

n/a

Date

03-Sep-2012 31-Dec2013

31-Dec2013

Sub Type Comme nts

Indicator Name



Core

% of male caregivers participating in pregnancy and nutrition class monthly

Unit of Measure

Percentage

31-Dec2017

Introduced in 2014 to be measured and reported in early 2015 Baseline

Actual(Previous Actual(Current) End Target )

Value

00.00

n/a

n/a

Date

03-Sep-2012 31-Dec2013

31-Dec2013

Sub Type

>60.00

40.00 31-Dec2017

Comme nts Indicator Name



Core

% of parents 0-2 year olds participating in children parenting an nutrition class monthly

Unit of Measure

Percentage

Baseline

Actual(Previous Actual(Current) End Target )

Value

00.00

n/a

n/a

Date

03-Sep-2012 31-Dec2013

31-Dec2013

Sub Type

>60.00 31-Dec2017

Comme nts

Indicator Name

Core

PDO#2: Improved access to and utilization of education services in the targeted areas: 

Percentage

Actual(Previous Actual(Current) End Target )

Value

65.00

85.04

Date

03-Sep-2012 31-Dec2013

Sub Type

85.04

>85.00

31-Dec2013

31-Dec2017

Comme nts

Junior secondary enrollment rate

Indicator Name

Baseline

Unit of Measure

Core

Unit of Measure

Baseline

Actual(Previous Actual(Current) End Target )

33

PDO#3: % community members involved in planning and decisionmaking meetings 

Value

65.00

Date

03-Sep-2012 31-Dec2013

Sub Type

71.00

68.00

>75.00

31-Sep-2014 31-Dec2017

Comme nts

Women

Indicator Name



Percentage

Core

Poorest community members

Baseline

Actual(Previous Actual(Current) End Target )

Value

60.00

57.00

Date

03-Sep-2012 31-Dec2013

Unit of Measure

Percentage Sub Type

51.00

>60.00

31-Sep-2014 31-Dec2017

Comme nts Indicator Name

Core

PDO#4: Total number of beneficiaries:  499 kecamatan (old and new locations)

Indicator Name

Baseline

Actual(Previous Actual(Current) End Target )

Value

5.4 million

1,967,288

Date

03-Sep-2012 31-Dec2013

Unit of Measure Number

Sub Type

3,077,979

6.7 million

31-Sep-2014 31-Dec2017

Comme nts Core

Total number of beneficiaries:  130 kecamatan (new location)

Baseline

Actual(Previous Actual(Current) End Target )

Value

0.00

n/a

Date

03-Sep-2012 31-Dec2013

Unit of Measure Number

Sub Type

n/a

6.7 million

31-Sep-2014 31-Dec2017

Comme nts Indicator Name

Total number of beneficiaries:  % of which female

Core

Baseline

Actual(Previous Actual(Current) End Target )

Value

50.00

57.00

Date

03-Sep-2012 31-Dec2013

Unit of Measure Percentage

Sub Type Comme nts

34

57.00

55.00

31-Sep-2014 31-Dec2017

INTERMEDIATE RESULTS

Component 1: Generasi Kecamatan Grant Indicator Name

Core

IOI (intermediate outcome indicator)#1:  % of sub-districts with 100% disbursement rate at the end of program cycle Indicator Name

Baseline

Actual(Previous Actual(Current) End Target )

Value

85.00

99.0

Date

03-Sep-2012 31-Dec2013

Unit of Measure

Percentage Sub Type

34.60

>90.00

31-Sep-2014 31-Dec2017

Comme nts Core

IOI#2:  % of previous non-users as beneficiaries of subprojects

Baseline

Actual(Previous Actual(Current) End Target )

Value

25.00

46.00

Date

03-Sep-2007 31-Dec2013

Unit of Measure

Percentage Sub Type

n/a

>50.00

31-Sep-2014 31-Dec2017

Comme nts Indicator Name

Core

IOI#3:  % of sub-districts in which service providers attended MAD to discuss the status of health and education servives

Baseline

Actual(Previous Actual(Current) End Target )

Value

60.00

99.00

Date

03-Sep-2012 31-Dec2013

Unit of Measure

Percentage Sub Type

79.00

80.00

31-Sep-2014 31-Dec2017

Comme nts

Component 2: Facilitation Support Indicator Name

IOI#4:  % of district

Core

Unit of Measure

Baseline

Actual(Previous Actual(Current) End Target )

n/a

Percentage

Value

45.00

Sub Type

Date

03-Sep-2012 31-Dec-

35

n/a

50.00

31-Sep-2014 31-Dec-

government which conducted supervision to communities as planned Indicator Name

2013

Core

IOI#5:  % sub-districts conducted planning and coordination workshop with districtlevel health and education office to discuss Generasi activities Indicator Name

Baseline

Actual(Previous Actual(Current) End Target )

Value

40.00

99.00

Date

03-Sep-2012 31-Dec2013

Unit of Measure

Percentage Sub Type

79.00

80.00

31-Sep-2014 31-Dec2017

Comme nts

Core

IOI#6:  % of district-level MIS data completed (verified, entered and submitted)

Indicator Name

2017

Comme nts

Baseline

Actual(Previous Actual(Current) End Target )

Value

80.00

77.00

Date

03-Sep-2012 31-Dec2013

Unit of Measure

Percentage Sub Type

1.30

85.00

31-Sep-2014 31-Dec2017

Comme nts Core

IOI#7:  % of sub-districts in which 50% of villages conducted cross-village audits as planned

Baseline

Actual(Previous Actual(Current) End Target )

Value

60.00

29.00

Date

03-Sep-2012 31-Dec2013

Unit of Measure

Percentage Sub Type

44.00

>70.00

31-Sep-2014 31-Dec2017

Comme nts

Component 3: Implementation Support and Technical Assistance Indicator Name

IOI#8:  % of planned facilitators at all levels were recruited and trained according to

Core

Baseline

Actual(Previous Actual(Current) End Target )

Value

80.00

95.40

Date

03-Sep-2012 31-Juni2014

Unit of Measure

Percentage Sub Type

Comme

36

96.00

90.00

31-Sep-2014 31-Dec2017

the agreed training plan Indicator Name

IOI#9:  % of sub-districts audited each year and for which the results are published

nts

Core

Baseline

Actual(Previous Actual(Current) End Target )

Value

20.00

28.00

Date

03-Sep-2012 03-Sep-2012 31-Sep-2014 31-Dec2017

Unit of Measure

Percentage Sub Type

Comme nts

37

n/a

20.00

Annex IV. Status of Actions Agreed in Previous Aide Memoire Key Issues for Bappenas’ Attention Theme Budgeting

Issue 1. An estimated US$272 million is needed to a. finance PNPM Generasi operations in 500 kecamatan (sub-districts) through 2017. Government is committed to maintaining this b. minimum level of program coverage, but is unable to formally commit to a multi-year budget. c.

2. Budget ceiling for 2014 is approximately US$61 million, or US$4.6 million short of the amount needed to allocate Kecamatan Grants to 500 subdistricts according to the standard formula

d.

3. PMD is seeking approval to reallocate unused funds from Components 2 and 3 to Component 1.

e.

Agreed Action PMD will make a summary of its Grand Strategy for PNPM Generasi and make a presentation to DG PMD. Bappenas is asked to organize a follow up meeting to discuss financing scenarios with PMD, Menko Kesra, MCA-I and AusAID. In the meantime government has requested that the Bank proceed with the appraisal for USUS$272 million. Government to issue a decision on how to make up this budgeting shortfall. PMD can either propose a reduced allocation for certain sub-districts based on agreed upon criteria, or add funds via a 2014 DIPA revision. Request letter from MoF is needed to process the restructuring.

Target Date Nov. 15 for presentation to DG PMD

Status Not yet completed Completed

December 2 for appraisal completion Prior to Additional Financing Appraisal (Dec. 2) Nov. 15

Completed

Target Date Done

Status Completed

Oct. 31

Completed

Completed

Completed

Key Issues for PMD and National Management Consultant’s (NMC) Attention Theme Budgeting

Issue 4. PMD has not yet finalized the revision to its 2013 DIPA, and a number of kecamatan have not yet received the full kecamatan grant allocation. 5. Policy states that the 2012 budget can carry over, but for technical reasons PMD and the Ministry of Finance (MoF) were unable to process the carry over. 6. There are indications that the budgeting issues above have led to poor quality community-level planning processes. Small-scale activities have

Agreed Action Activities and budget needs for the 2013 DIPA revision to be finalized by mid-October, including funds from the 2012 carry over budget. This should also include an assessment of the capacity of kecamatans (sub-district) to absorb the additional Kecamatan Grant funding needed for a 100% allocation. g. NMC has agreed to provide additional support to district and sub-district facilitators to improve community planning in 2014,

f.

38

been proposed due to the perception that the Kecamatan Grant was lower than in reality. There’s the risk that facilitators will react to the DIPA revision by simply adding numbers of beneficiaries to existing activities, thereby undermining effectiveness. 7. The 2014 PNPM Generasi Annual Work Plan (AWP) has not yet been shared with the PSF.

Financial Management

8.

9.

PSF commends the steps that PMD has taken to strengthen Financial Management (FM) and oversight in PNPM Generasi. However, several weaknesses persist: a. Account reconciliation is only carried out by the FK. The UPK (sub-district implementation team), as the institution that oversees program finances at the subdistrict level, must also regularly reconcile accounts. The FK’s role is to verify that the reconciliation carried out by the UPK is done properly. b. From a sample of 13 kecamatan from seven districts in four provinces weaknesses were found in UPK bookkeeping practices and internal oversight of health and education working groups (Pokja), village implementation teams (PK), and UPKs due to weak oversight by district FM consultants FKs (sub-district facilitators). The teams identified three UPKs where there were indications of misuse of funds. A recent memo from the National Management Consultant requested that UPK operational funds be re-separated from PNPM-Rural operational funds despite the fact that it was agreed during the March 2013 FM review that Generasi and Rural UPK operational funds should be consolidated.

including through upcoming refresher training materials and revisions to the PTO. The NMC will also provide additional field supervision to monitor community level planning for the use of Kecamatan Grants allocated through the 2013 DIPA revision. h. PMD was reminded that the detailed 2014 AWP should be shared with the PSF prior to the formal NoL request in order to facilitate joint planning. i. The NMC is requested to issue a memo to the field clarifying the account reconciliation procedures. j. Upcoming facilitator refresher training should focus on bookkeeping and internal audit practices. k. UPKs that should be audited by the district FM consultant and the NMC include:  Kec. Budong Budong, Kab. Mamuju, Sulawesi Barat  Kec. Allu, Kab. Polewali Mandar, Sulawesi Barat  Kec. Campakamulya, Kabupaten Cianjur, Jawa Barat l. NMC to issue clarifications on UPK operational funds based on what was agreed previously.

39

Nov. 15

Completed

Nov. 15

Completed

Procurement

Technical

Safeguards

10. The administrative services firm contract expires in April 2014 and cannot be amended. 11. Controls and safeguards in the procurement of supplementary feeding activities are weak. 12. The revised PTO for PMPM-Rural has not yet been finalized, including the Procurement section

13. Revised PTO has not yet received the Bank no objection. 14. The review found that capacity of Puskesmas staff and Generasi facilitators at the kecamatan level to coordinate and support Posyandu activities is weak. 15. Collaboration and harmonization with the Ministry of Health, Education and Culture, and the MCA-I is key to ensuring program success from 2014 onwards. 16. PSF and the PMD need to agree on a revised Results Framework for PNPM Generasi. 17. Five-day facilitator refresher trainings are not sufficient to cover the range of issues required. There are disparities in the quality of training from province to province. NMC specialists, provincial specialists, and district consultants are used as trainers, even though not all of them possess the skills required to train effectively.

18. Dissemination and socialization of the IGSES

m. PMD agreed to begin the procurement for the next administrative services firm contract in November. n. NMC is requested to include procurement controls and safeguards related to supplementary feeding activities in the 2014 PTO. o. PMD to finalize the revisions of the PTO and send to the Bank for no objection p. DG PMD to issue written clarification on the implications of the “kecamatan bermasalah” sanctions in PNPM-Rural towards Generasi funds. q. PMD is requested to ask for Ministry of Health and Education review of the revised PTO before the NoL request is submitted. r. PSF to share the results of the facilitator work load analysis to inform PMD’s decision as to whether or not to add a health sub-district facilitator s. General Guidelines (Pedum) that define the responsibilities of MoH, MCA-I, Ministry of Education and Culture, and PMD to be finalized and endorsed at the echelon 1 level through a Circular Letter. t. Days should be added facilitator refresher training such that facilitators receive a minimum of 15 training days in a year. It is also recommended that the training should not be held once per year, but at multiple times. Training materials should be developed at the provincial level. u. NMC is suggested to conduct a mapping of specialists and consultants with the capacity to serve as master trainers, and that can be tasked with delivering training across the country. PSF is asked to provide TA to train master trainers. v.

PMD agreed to ensure that the 2014 PTO 40

Nov. 7

Completed

Oct. 22

Completed

Oct. 31

Completed

Oct. 31

Completed

Dec. 15

Completed

Ongoing

Oct. 31

Completed

Ongoing

Oct. 31

Not yet

for PNPM Rural 2012-2015.

Program Management

19. Responsibilities of PNPM-Rural district technical consultants and kecamatan technical facilitators vis-à-vis PNPM Generasi infrastructure sub-projects is not yet clear. 20. PNPM Generasi provincial and district facilitators requested clarification as to whether the sanctions given to “problem kecamatan” (kecamatan bermasalah) also apply to PNPM Generasi funds. 21. Two provincial specialists and an administrative officer are not sufficient to carry out all tasks, especially complaints handling and FM oversight. 22. The relationship between PNPM Generasi’s complaints handling system with that of PNPMRural is unclear. 23. Performance evaluation forms for consultants and facilitators do not consider progress towards updating of program data in the MIS. Quarterly performance evaluation reports are not submitted routinely and on time. 24. Four FK positions have been empty for over four months. 25. District PIUs were not involving sufficient numbers of stakeholders in district socialization workshops even though sufficient funds were available.

(Operations Manual) revision includes the latest PNPM-Rural IGSES and to improve dissemination and socialization. No action agreed upon.

w. PMD prefers to work with the existing complaints handling specialists in PNPMRural rather than hiring additional specialists at the provincial level. x. PMD agreed to review and clarify the roles and responsibilities of PNPM Generasi provincial and national specialists in complaints handling as defined in the PTO. y. It is recommended to establish an SOP for performance evaluation specific to PNPM Generasi. HR Specialist in the NMC is recommended to ensure that performance evaluation reports are submitted quarterly, and that these are used by the NMC training specialists to develop capacity improvement activities. z. It is recommended that PMD task the provincial administrative officers with taking the initiative to work with the provincial PIU to recruit and fill empty facilitator positions. aa. PMD is encouraged to send written confirmation to district PIUs that additional participants can be invited to district socialization workshops based on local needs and priorities.



41

completed

Not yet completed

Not yet completed Oct. 31

Not yet completed

January 2014

Ongoing

Nov. 15

Completed

Nov. 15

Completed