PNPM PEDULI IS N A 0N INDEPENDENT REVIEW OF LESSONS LEARNED OCTOBER, 2012 Donna Leigh Holden Edwar Fitri Meuthia Ganie-Rochman Rima Irmayani Early Dewi Nuriana pnpr "The most common way that people give up their power is by thinking they don't have any " Alice Walker Author, poet, feminist, activist. IPEDULI IS ABOUT JUSTICE..... It exists to support marginalized people to develop bargaining power with their government and within their communities. It Sujana Royat, Sept 2012. Deputy to the Minister for Poverty Alleviation and Community Empowerment/Coordination for the Coordinating Ministry for Peoples' Welfare (Menko Kesra) and Head of the Executing Team Oversight, National Team of PNPM Mandiri ACKNOWLEDGEMENT We wish to thank the team at PNPM Peduli, its counterparts, partners and donors for investing your time in engaging with us. We thank you for your insights, reflections and practical responsiveness throughout the Review process. Special recognition must be made to people across Indonesia who have sat and shared their stories, experience, and perceptions with us. We trust and hope that we have done justice to them. CONTENTS Acknowledgement iii Acronyms, Abbreviations, Translations vii 5. Concluding Statements Definitions viii Annex 1: Summary of Peduli EO EXECUTIVE SUMMARY 1 Annex 2: Map of Peduli Support PNPM Peduli 1 Review Framework 2 Annex 3: Evaluation Terms of Re Summary Review Findings and Recommendations 3 Annex 4: Field Meetings and Org a Concluding Remarks 6 Consulted 1. PNPM Peduli Background and Design 9 Annex 5: Persons Consulted 2. Scope of Work 13 Annex 6: Lines of Inquiry-Interv Purpose of the Review 13 Scope of the Review 13 Analytical Framework 13 Annex 8: Defining Indonesian Ci Methodology and Tools 14 Annex 9: List of Resources and S Limitations 16 The Review Team 17 Annex 10: The Review Team 3. Review Findings: Lessons Learned 19 Annex 11: Summary of Observat General Observations 19 Recommendations Learning Area 1: What have we learned about the role and comparative advantages of Indonesian CSOs? 20 Learning Area 2: What have we learned about existing capacities, needs and approaches for capacity building to enable CSOs to reach and empower marginalized groups? 25 Learning Area 3: What have we learned about working on marginalization and social inclusion? 30 Case Study: lbu Majinah (53 years), Gunung Kidul 32 Learning Area 4: What have we learned about working on livelihoods and economic inclusion? 34 Case Study: lbu Sutilah 38 Good Practice: Community Empowerment Strategies 39 Learning Area 5: What have we learned about effective business processes for financing CSOs? 40 Good Practice: Downward Accountability 53 4. Overall Assessment and Recommendations: Considerations for the Future of PNPM Peduli 53 Overall Assessment 53 Overarching Strategic Recommendations 53 ACRONYMS, ABBREVIATIONS, TRANSLATIONS DEFINITIONS Organization development is an ACE Association for Community Empowerment Perhimpunan Peningkatan Keberdayaan Masyarakatan approach to development that people that belong to an organizat ACEAI Asociain fornc Comutni a moementPropmaennntaa ebraa ayaaa focuses on understanding the obstacles that inhibit the process of making strategic imrovmnswti AusAID Australian Agency for International Development ________________________ CB Capacity Building people, governments and organizations from realising their that organization toward the same CBO Community Based Organization Organisasi berbasis masyarakat developmental goals while enhancing the abilities that will "a system-wide and values-based c CIDA Canadian International Development Agency allow them to achieve measurable and sustainable results. process for applying behavioural sc CSO Civil Society Organization Organisasi Masyarakat Madani the adaptive development, improve DFID (United Kingdom) Department for International Civil Society: The arena of un-coerced/voluntary collective of such organizational features as t Development action around shared interests, purposes and values, structures, processes, people and c EO Executing Organizations Organisasi Pelaksana In theory, its institutional forms are distinct from those organization effectiveness."' EU European Union Uni Eropa of the state, family and market, though in practice, FBO Faith Based Organization Organisasi berbasis keagamaan the boundaries between state, civil society, family and Social Inclusion is the meaningful FGD Focus Group Discussion market are often complex, blurred and negotiated. a person's community, where they h Gol Government of Indonesia Pemerintah Indonesia Civil society commonly embraces a diversity of spaces, are free to participate in exercising GMO Grant Making Organization Organisasi Penyalur Dana Hibah actors and institutional forms, varying in their degree of find social connection and have a s GMS Grant Management System Sistem Manajemen Dana Hibah formality, autonomy and power. Civil society is populated and responsibility.4 IKA Indonesia for Humanity Indonesia untuk Kemanusiaan by organizations such as registered charities, community IP Intermediary Partners Mitra-Mitra Perantara groups and village and community based organizations Sustainable Livelihood: A liveliho JMC Joint Management Committee PSF (CBOs), development non-governmental organizations it can cope with and recover from s LAKPESDAM Institute for Human Resources Studies and Lembaga Kajian dan Pengembangan Sumberdaya (NGOs), faith-based organizations (FBO), women's and maintain or enhance its capabi Development Manusia organizations, professional associations, trade unions, now and in the future, while not u i LGBT Lesbian, Gay, Bisexual and Transgender self-help groups, social movements, business associations, resources base'. The Sustainable I LPNU Economic Institute of Nahdlatul Ulama Lembaga Perekonomian NU coalitions and advocacy groups. (SLA) provides a framework and pr LPPNU Institute for Agricultural Development Nahdlatul Lembaga Pengembangan Pertanian NU to understand the complexities of r Ulama MEL Monitoring, Evaluation and Learning Pemantauan, Evaluasi dan Pembelajaran Civil Society Organization (CSO): For the purposes of the main factors that affect poor pe Menko Kesra Coordinating Ministry for Peoples' Welfare Kementerian Koordinator Bidang Kesejahteraan this report Annex 8 provides the agreed Civicus list of the relationships between. Rakyat Indonesian civil society actors. NGO Non-governmental Organization/s Organisasi Non-Pemerintah NOL No Objection Letter Surat Tidak Keberatan Marginalization: Marginalization occurs when people NORAD Norwegian Agency for Development Cooperation are systematically excluded from meaningful participation NU Nahdlatul Ulama Nahdatul Ulama in economic, social, political, cultural and other forms of NTB West Nusa Tenggara Nusa Tenggara Barat human activity in their communities and thus are denied OD Organizational Development the opportunity to fulfil themselves as human beings.' ODI Overseas Development Institute PDO Project Development Objective PKBI Indonesia Planned Parenthood Association Perkumpulan Keluarga Berencana Indonesia PNPM National Program for Community Empowerment Program Nasional Pemberdayaan Masyarakat POM Project Operations Manual (PNPM Peduli) PSF PNPM Support Facility Fasilitas Pendukung PNPM SIDA Swedish International Development Cooperation Agency SLA Sustainable Livelihoods Approach SOP Standard Operating Procedures Prosedur Pelaksanaan Standar TP Tertiary Partners Mitra-mitra Tersier TSG Technical Support Group Kelompok Dukungan Teknis VfM Value for Money WB World Bank Bank Dunia focues o unerstndin th obsacle tht inibi EXECUTIVE SUMMARY PNPM PEDULI to access and support excluded gro PNPM Peduli is a Government-led, multi donor trust with adequate resources and suppo funded program that is being delivered as a pilot initiative through the PNPM Support Facility (PSF). PNPM Peduli In order to achieve this objective, P was developed in response to an increased awareness by models for the financing of Indone government and donors that certain individuals and groups and mass membership organization benefit less from poverty reduction programs and have less and capacity building to local CSOs access to public services than do others.6 work with marginalized groups. Six (Kemitraan, ACE, Lakpesdam NU, 1K1 Bn waaa n The stated program development objective (PDO) of PKBI) were selected through a selec the PNPM Peduli program is have received a World Bank Grant t Organizations (EOs) for Peduli.1 GranspoieEeore "To strengthen the capacities of Indonesian CSOs to for EOs to i) strengthen their own m reach and empower marginalized groups to improve their operational capacity, ii) provide sub socio-economic conditions." or their own sub-branches to work groups, and iii) provide capacity builigspott hs The logic of the PNPM Peduli program is based on an CSO/branch partners. assumption that civil society organizations (CSOs) have significant competitive advantages in terms of their ability Figure 1 below shows the PNPM Pesui chey of influed Ingurder.toNMchieveithhsnobnPNPM Peduli i m fecuting CSO ParEte/ fti SMAR andhicmassgnimembershiprachoaniztin todlvrgat andor cpctbuligtloald CSOhti naletemt Orge.PPMPduiCanion s (EOs forlue eduiGatrvdeore The PSF Joint Management Committee (JMC) approved * Improving access to and quality of health and with marginalized groups more effectively than other * Learning Area 3: Working on marginalization and a Concept Note and initial budget of USD 4,215,000 in education services; organizations or bodies; social inclusion; January 2010, to develop PNPM Peduli in two phases: * Improving social justice and rights for victims of "to reach and empower marginalized groups" * Learning Area 4: Livelihoods and economic inclusion; violence and trafficking and people living with HIV and refers to a participatory process of interaction with 0 Learning Area 5: Effective business processes for 1. Phase 1 (June 2010-December 2012): This period was AIDS; and specific groups. This involves a participatory assessment financing CSOs. further divided two distinct phases, as follows: Facilitating reconciliation with victims of violence and and planning process in order to identify key actions a. Preparation period: This period involved ex-political prisoners that can be implemented by the beneficiaries using The Review methodology was qualitative and encouraged the design and development of operational * Supporting the development of networks and their existing assets and strengths to address their reflection, the demonstration and sharing of evidence and procedures and the selection of EOs; improving social inclusion for gay and transgender development priorities, rights and entitlements;12 the development of lessons learned. Fieldwork allowed b. Pilot implementation period: This period involved people, recovering drug users, sex workers and a wide "to empower marginalized groups" refers to extensive opportunity for observation and consultation the awarding of grants to EOs and EOs on-granting range of other marginalized groups and individuals. improving beneficiaries' ability to express their with a wide range of stakeholders along the Peduli Chain to local partners (CSOs or sub-national branches), aspirations, to demand their rights as citizens, and to of Influence. who implemented activities to test the Peduli The purpose of this External Review is to assess the progress participate in decision making regarding the use of model.' of Peduli in its initial stages and provide a basis to support public resources.13 2. Phase 2 (January 201 3-June 2015): At this period, the PNPM Peduli team to refine, refocus and articulate SUMMARY REVIEW FINDINGS the full implementation of the program began, with the Peduli model as it progresses to Phase 2 in 2013. This analytical framework has been applied throughout AND RECOMMENDATIONS the expectation that support for the original three EOs the Review at each level of Peduli's Chain of Influence. The purpose of this external Review process has been will be continued and that an additional 3-4 EOs will to develop a snapshot of PNPM Peduli in its first year of be selected. REVIEW FRAMEWORK In terms of the analytical framework presented above, operation, and through that describe lessons learnt, to Bapak Sujana Royat, Deputy to the Minister for Poverty this report is structured so as to identify lessons in five key enable the PNPM Peduli team and its partners to confirm A further $5,500,000 was allocated in April 2012, taking Alleviation and Community Empowerment/Coordination areas relevant to the achievement of PNPM Peduli's stated the Peduli's future direction as it moves forwards into a new the total investment in PNPM Peduli in the pilot phase to for the Coordinating Ministry for Peoples' Welfare (Menko objectives. The report identifies standards of good practice phase of programming. $9,715,000. Kesra) and Head of the Executing Team Oversight, National in each of these areas, presents evidence to describe what Team of PNPM Mandiri has described marginalized groups is and is not working well, and discusses the reasons for Given that the purpose of this report is to practically Since its inception in January 2011, Peduli has facilitated in Indonesia as: these successes and failures. Finally, it presents conclusions contribute to learning and decision making for Peduli's the establishment of partnerships with 72 Indonesian and recommendations to inform future decision making. future, the primary audience is the PNPM Peduli team CSOs. The 72 CSOs are comprised of the three EOs, three "An under-utilized national and its partners. It has been constructed so as to provide Intermediary Partners, 36 local CSOs and 30 branches of asseto f" who have been "failed by The Review seeks to determine what has been learned these stakeholders with clear frameworks for assessing Lakpesdam NU. These partners are working in 91 districts the system. "I about the following through the experience of the program standards of performance now and into the future; to across 24 provinces (see Annex 2: Map of Peduli Projects). in its initial stages: provide examples of good practice, as well as challenges, Their activities under the program involve a wide range The underlying program logic of PNPM Peduli can be open areas for future dialogue; and to suggest possibility of marginalized groups, including indigenous people, defined as follows: * Learning Area 1: The role and comparative advantages strategies and considerations for moving forwards. female micro-entrepreneurs, farmers and fishers, garbage of Indonesian CSOs; These are presented as intermediate observations and collectors, street children, sex workers, ex-political CSOs, if effectively resourced, can mobilise their * Learning Area 2: The capacities, needs and approaches recommendations for consideration by the team and as prisoners, migrant workers, trafficked women and children, comparative advantages to reach and empower for capacity building to enable CSOs to reach and such do not need to be revisited here. gay and transgendered people, survivors of domestic marginalized groups. empower marginalized groups; violence, children in prison and people living with HIV and AIDS. Projects supported by Peduli involve a range of For the purposes of this Review, the key terms in this sectors and thematic areas, including: statement can be defined as follows: * Local economic development including skills-building * "effectively resourced" refers to the effective for managing micro-enterprises, sustainable use of provision of the required technical and financial Figure 2. Key Stages of the PNPM Peduli Review forestry resources, and production skills training for resources to CSOs and the systems by which these unskilled workers; are transferred; Reflection * Promoting citizenship through facilitating access 0 "comparative advantages" refers to the specific to legal documentation such as birth certificates, attributes, characteristics and behaviours of CSOs identity cards; that enable these organizations to reach and work 2 PNPM PEDULL: ONE YEAR ONEXUTVSMAR 3 What we will provide here is a set of broader overarching While the focus in the pilot phase of the program has observations and recommendations which, if addressed been on the establishment of systems and relationships, it as a package, will enable PNPM Peduli to set course is understood by all stakeholders that increased attention to develop and demonstrate good practice approaches to quality of interventions and design of activities is to working with marginalized groups in Indonesia a priority as Peduli moves to full implementation. We trust into the future. These overarching observations and that the observations and recommendations made in this recommendations are provided below. report will assist in establishing mechanisms and systems to support this. Overall Assessment PNPM Peduli has established a set of relationships Overarching Strategic Recommendations15 and business systems that will support the ongoing The program logic and purpose of Peduli is sound and development and understanding of effective approaches to relevant. PNPM Peduli responds to priorities identified by reaching and empowering marginalized groups in Indonesia the Indonesian government. The program is positioned in the future. to support the inclusion of marginalized groups within government poverty alleviation programs and government With the implementation of the program, there have services more broadly. been indications of emerging outcomes in relation to social inclusion. In a number of cases, beneficiaries For PNPM Peduli and its partners be able to focus have acknowledged changes in terms of increased their efforts more effectively, a clear vision statement awareness, confidence, participation, social networks and that defines what Peduli is about and what it is for is bargaining power." required. The following is an example of such a statement: I have more knowledge and "IPEDULI IS ABOUT JUSTICE ..... Routine medical check-up for children working on the streets, provided by MPS PP Muhammadiyah,JaneraEstakt. confidence. Before ljoined with LPSDM It exists to support marginalized I did understand abstract concepts, people to develop bargaining power the words that ended in "asi t, with their government and within The establishment of the architecture for the delivery development is demand driven. Su words like realisasi, sosialisasi, motivasi their communities. of PNPM Peduli is a significant achievement. Prior to provides a range of options to add and others. Coming to understand PNPM Peduli, the WB in Indonesia had limited experience of development and learning styles these words through my training and Sujana Royat and no mechanisms in place for direct financing to CSOs and individuals. Peduli can be diffe interaction with LPSDM gives me more using their own systems, and limited experience in other generalist civil society programs becasi fisfcso bargaining power in my community We are confident that this type of statement of vision countries from which to draw on. Not only has Peduli social outcomes for groups who ar I feel more confident and it's easier and intent will emerge through planned processes to established a funding window, it has developed and development initiatives. In short, it to get involved and approach others. define Peduli's own Theory of Change and to articulate received approval for a set of SOPs for the program. It has practical outcomes rather than bei Because I am more confident now, I the emerging design. also drafted a CSO Friendly Guide to W1 Procurement. It In this manner, it can support partnr have more courage to speak up and has designed and implemented a process for the selection the desired development outcome get involved in village issues. NovP Peduli counterparts, staff and partners are shaping of Os. In turn, it has worked with these O's to develop when there is invitation for the village, and modelling relationships and behaviours which their own SOPs and Grant Making System (GMS) and their Program level outcomes do not the Kelurahan staff ask me to represent reflect the values of equality, humanity and justice. own process to identify partners and design program is. of discrete and disassociated proet.Inodrt our village. I feel good because they Such relationships and behaviours form a vital Peduli is facilitating internal change within the WB. address marginalization, Peduli appreciate me. foundation for the implementation of the program. The program has been identified as a pilot for the WB to need to shift towards program Respectful quality relationships are evidenced at all levels shift from compliance focused procurement to principle Peduli has tested a range of approacEsowrigwt Nurhaini-Female 37 years, of the Peduli chain of influence and are contributing focused procurement.16 marginalized groups. Some will ha Lombok Timur to Peduli's development and the creation of enabling on the lives of marginalized people environments within which all stakeholders operate. Peduli's role in capacity development stems from and success for Peduli is most likely to supports its role in the development of a network the implementation of a smaller po of agents for change to empower marginalized focused on specific issues or comm groups and support social inclusion. Effective capacity will achieve success by describing s 4 PNPM PEDULL: ONE YEAR ONEXUTVSMAR 5 outcomes; providing and resourcing opportunities for competencies and behaviours required by their staff learning and sharing good practice across programs; and and organization as a whole to work effectively towards facilitating the ability of partners and beneficiaries to empowering marginal groups. It will then be necessary to engage as a group with government partners. There is great establish meaningful capacity building strategies to develop scope for the development of much wider partnerships and these core competencies and behaviours. networks to through Peduli. There is also a clear need for the development of such partnerships and networks. CONCLUDING REMARKS Peduli partnerships should build upon the existing We emphasise that many of the findings presented within experiences and capacities of known organizations, this report are not new news. However, the Review creates utilising tested approaches. Peduli needs to actively the opportunity to spend some time to take stock, to avoid pushing partners into working outside their areas examine key issues within a clear analytical framework, of institutional competence. It should identify partners to view these issues from a wide range of angles, and to who are able to work to achieve the goals of PNPM consider which of these have significant positive or negative Peduli and to implement programs based on practical and impact on the ability of the government, EOs, PSF or any of effective approaches to addressing marginalization at its the partners along the Peduli chain of influence to achieve root cause. This is particularly relevant for the work on the PNPM Peduli PDO. livelihoods, the manner in which related activities have been implemented necessitating some serious reflection, if The Review team hopes and trusts that the discussion, not reconsideration, within the program. evidence, lessons, ideas, guidance, reflections, accolades and criticisms contained within this report will contribute to In the immediate future, PNPM Peduli needs to focus the ongoing development of the program. on the alignment of emerging good practice for funding to CSOs and working with non-traditional Edwar, Meuthia, Rima, Early Dewi, and Donna Leigh organizations and groups. The manner in which donors finance CSOs directly affects what these CSO's are able have more knowledge about to achieve on the ground. While PNPM Peduli has made trafficking, the law, the role of significant progress in establishing a system to finance community paralegals and human NGOs, it must now focus on ensuring the quality of that rights. / am more confident now to system so that it is in line with donor good practices. meet people who are not from here. Measures to achieve this may include longer program was confident to deal with the human cycles, the use of user-friendly procurement and reporting resource staff from my husband's office systems and ensuring contestability at partner selection and to deal with a problem with delayed activity design stage. salary payments. Now / can talk in front of class, support my friends The quality of partner programs in terms of targeting, with problems and with domestic relevance and technical quality can be significantly violence cases. strengthened through the development of higher levels of contestability; the effective resourcing of Septi Riwanti 40 years, Kubu design processes; and the development of quality Raya, Pontianak tools for assessment and program planning. PNPM Peduli stakeholders are aware of that now that systems have been established, attention needs to be paid to strengthening the quality of CSO programming. In part, these improvements will be supported through the Review of financing practices and timeframes. Other improvements will require significant support for CSOs to identify the core 6 PNPM PEDULI: ONE YEAR ON 1 PNPM PEDULI BACKGROUND AND DESIGN PNPM Peduli is a Government-led, multi donor trust funded sub-grants to local CSOs work program that is being delivered as a pilot initiative through individuals and communities a the PNPM Support Facility (PSF). building these CSO partners. 0 Model B was established to test h Omdlwti PNPM Peduli was developed in response to an increased national membership organizat awareness by government and donors that certain a grant to provide capacity bui individuals and groups benefit less from poverty reduction to support their sub-national b programs and have less access to public services than a subsidiary of the Nahdlatul U do others." based organization (FBO) boast is the current partner. The logic of the PNPM Peduli program is based on an assumption that civil society organizations (CSOs) have The EOs were selected through a co significant competitive advantages in terms of their ability process overseen by the PSF (see An to access and support excluded groups if they are provided Peduli Tender Outcomes).' During with adequate resources and support to do so. of organizations of specific potentia identified, although for various reasos. hs raiain The stated program development objective (PDO) of may not have qualified as EOs. As the PNPM Peduli program is: decided to test a third model, invol Partners' (lPs). Under this model, threogaiaioswr "To strengthen the capacities of selected as Ps and attached to one Indonesian CSOs to reach and empower These Ps received block grants, wh marginalized groups to improve their to their own Tertiary Partners (TPs). socio-economic conditions. 'I Figure 1 below shows the PNPM Pedichnofnluce In order to achieve this objective, Peduli has established a system for the financing of Indonesian national CSOs, or Executing Organizations (EOs), that deliver grants to and two phases: build the capacities of local CSOs to enhance the ability to work with marginalized groups. The system defines two 1. Phase 1 (June 2010-December models for these EOs: further divided two distinct ph a . Preparation period: Thispeidnvld * Model A provides grants to two national CSOs, the design and developmen Kemitraan and ACE, who as Executing Organizations procedures and the selectio (EOs) each receive a grant to strengthen their own b. Pilot implementation per management and operational capacity, to provide involved the awarding of gr to Eoid Eps building tPartnes. * Moel Bwa PNstaMis edu Backgroun EOnmdes ighn9 INMPdl Beneficiaries: . Exctn CS :atnrs Marginalised , i n s - Woren, Men Supportand Children Figure 1. PNPM Chain of Influence19 on-granting to local partners (CSOs or sub-national prisoners, migrant workers, trafficked women and children, branches), who implemented activities to test gay and transgendered people, survivors of domestic the Peduli model.20 violence, children in prison and people living with HIV 2. Phase 2 (January 201 3-June 2015): At this period, and AIDS. Projects supported by Peduli involve a range of the full implementation of the program began, with sectors and thematic areas, including: the expectation that support for the original three EOs will be continued and that an additional 3-4 EOs will Local economic development including skills-building be selected. for managing micro-enterprises, sustainable use of forestry resources, and production skills training for The Concept Note was approved by the Joint Management unskilled workers; Committee (JMC) in January 2010, with an initial budget Promoting citizenship through facilitating access of USD 4,215,000 to design the project, to develop to legal documentation such as birth certificates, operational procedures, and to award grants to an initial identity cards; three EOs for the implementation of Phase 1. With improving access to and quality of health and the allocation of an additional $5.5 million in April 2012, education services; the total investment in PNPM Peduli in the pilot phase came Improving social justice and rights for victims of to $9,715,000. violence and trafficking and people living with HIV and AIDS; and Since its inception in January 2011, Peduli has facilitated Facilitating reconciliation with victims of violence and the establishment of partnerships with 72 Indonesian ex-political prisoners CSOs. The 72 CSOs are comprised of the three EOs, three Supporting the development of networks and Intermediary Partners, 36 local CSOs and 30 branches of improving social inclusion for gay and transgender Lakpesdam NU. These partners are working in 91 districts people, recovering drug users, sex workers and a wide across 24 provinces (see Annex 2: Map of Peduli Projects). range of other marginalized groups and individuals. Their activities under the program involve a wide range of marginalized groups, including indigenous people, female micro-entrepreneurs, farmers and fishers, garbage collectors, street children, sex workers, ex-political 10 PNPM PEDULds ONE YEAR ON PNPM PedulSBaekgupundyanuiDvle 2 SCOPE OF WORK PURPOSE OF THE REVIEW At the point of commencement of the Review, Peduli had The purpose of this Review is to assess the progress of only been fully operational for nine months. Therefore, it Peduli in its initial stages and to determine the extent was agreed that it was not possible to assess the impact to which it is ready to deliver in terms of the four key of the program at either institutional or beneficiary dimensions outlined within the Terms of Reference levels. Rather, it was agreed that the Review should (see Annex 3) seek to identify and characterise emerging changes in terms of beneficiary awareness, knowledge, skills and In addition to its stated objective of working through organizational development. CSOs to support the empowerment of marginal groups, Peduli is also a "learning by doing" exercise for the WB. The Review is specifically intended to determine what has While the WB is highly experienced in the administration been achieved, to examine the implementation strengths of large grants and the processing of loans to national and gaps of the program, and to formulate lessons learnt governments, it has very little experience in providing from its initial stages. The findings of the Review will be grants to CSOs of the type fundamental to a program such used to inform the development and implementation of as Peduli. Given the innovative nature of the program, the second phase of the program and to make a practical a further purpose of the Review is to assist the the program contribution to its future. in understanding the extent to which its grant-making processes are compatible with the transfer of resources to As such, the primary audience is the Peduli team and CSOs, with appropriate due diligence, without creating its partners. To achieve its purpose, the report has been unnecessary administrative burdens. constructed in a way to provide these stakeholders with a clear framework for assessing standards of performance Peduli is a pilot that can perhaps best be described as now and into the future; to provide examples of good a design-implement process. In this context, the Review is practice; to identify challenges and difficulties; to open intended to support the Peduli team in refining, refocusing, areas for future dialogue; and to suggest possible and articulating the Peduli model as it progresses to future strategies. Stage 2 of implementation in 2013. ANALYTICAL FRAMEWORK SCOPE OF THE REVIEW The very existence of Peduli is based upon a recognition At the commencement of the Review mission, the Review by the Indonesian Government that certain groups and and Peduli teams worked together to refine the scope individuals benefit less from poverty reduction programs of the Review and to determine a suitable approach and public services than others. Bapak Sujana Royat, and methodology. * * Scope of Work 13 Deputy to the Minister for Poverty Alleviation and these successes and failures. Finally, it presents conclusions EO Meetings: Two such meetings were conducted, discussion with CSO field and admi Community Empowerment, has described marginalized and recommendations to inform future decision making. with the first one focusing on strategic programming program and strategic issues, follow groups in Indonesia as: and partnership issues and the second on the grant Discussion (FGD) with beneficiary g The review seeks to determine what has been learned management system. These meetings were held with each and 1-1 interviews with selected beicaisnd "An under-utilized national about the following through the experience of the program EO and IP and followed the same format in each case. where possible, indirect beneficiarie asset "f21 who have been "failed by in its initial stages: representatives and/or community l the system. "I22 CSO and Beneficiary Field Visits: A number of such 0 Learning Area 1: The role and comparative advantages field visits were conducted. Efforts were made to ensure Field visits were conducted at 17 CSOpoet nfv The underlying program logic of PNPM Peduli can be of Indonesian CSOs,- that the selection of projects visited was as equitable provinces. This represents a coverageo( 6 ecn defined as follows: l Learning Area 2: The capacities, needs and approaches and representative as possible in terms of the mix of of the on-granted project portfolio for capacity building to enable CSOs to reach and lead partners (EOs), geographic location, composition of beneficiaries were interviewed direc CSOs, if effectively resourced, empower marginalized groups;, beneficiary/target groups, rural/urban location, gender than 30 additional beneficiaries paricptninFD(e can mobilise their comparative 0 Learning Area 3: Working on marginalization and balance and thematic/sectoral focus. In order to visit as Annex 7). in addition, the Review teintriwdmr advantages to reach and empower social inclusion; wide a sample of projects as possible given the available than 100 staff from partner EOs, Is marginalized groups. * Learning Area 4: Livelihoods and economic inclusion;- time and resources, projects and locations were selected locations and organizations visitedanpelecsutdi * Learning Area 5: Effective business processes for through the identification of five provinces which had provided in Annexes 4 and 5 respectvey For the purposes of this Review, the key terms in this financing CSOs. sizeable clusters of projects delivered by a range of statement can be defined as follows: partners. Within those five provinces, projects were selected The Review team was able to atten At the outset of the Review , it was agreed that these on the basis of the variables described above, events through which members of teta eeal * "effectively resourced" refers to the effective Learning Areas were priorities in the context of current to directly observe capacity building provision of the required technical and financial program experience for the team and partners and For each of the CSO and beneficiary field visits, a standard partners and community facilitators resources to CSOs and the systems by which these that an analysis of the defined issues could be achieved one-day format was applied. This format enabled a focused also attended the Peduli Learning F are transferred; through this Review." The team membership was * "comparative advantages" refers to the specific specifically selected with these learning areas in mind. attributes, characteristics and behaviours of CSOs However, the Review team does not claim that this is that enable these organizations to reach and work a comprehensive and complete list of lessons learnt or of with marginalized groups more effectively than other issues affecting the program. organizations or bodies; Figure 2: Key Stages and Activities of the PNPM Peduli Review * "to reach and empower marginalized groups" refers to a participatory process of interaction with METHODOLOGY AND TOOLS specific groups. This involves a participatory assessment The intent of the Review is to describe the state of and planning process in order to identify key actions the activities and approaches implemented to date under Reflection that can be implemented by the beneficiaries using the Peduli program. It is also intended to support the Peduli their existing assets and strengths to address their team and its partners in understanding the extent to which Peolwu development priorities, rights and entitlements;23 these activities and approaches support progress towards Doonreeein * "to empower marginalized groups" refers to the stated objectives of the program. R EW s improving beneficiaries' ability to express their sesion with aspirations, to demand their rights as citizens, and to As such, the Review is qualitative in nature. It has Peduniateam participate in decision making regarding the use of been produced with the most extensive possible field public resources.24 observations and consultation with a wide range of Dr g stakeholders, including EO)s and IFs, CSOs/branches, direct Menk KesraS In terms of the analytical framework presented above, and indirect beneficiaries, Government counterparts, prDebriefing wit this report is structured so as to identify lessons in five key donors and staff and advisers of the WB and PSF CoWriting areas relevant to the achievement of PNPM Peduli's stated objectives. The report identifies standards of good practice The Review was conducted between August and in each of these areas; presents evidence to describe what October, 2012. The key stages and activities are shown in is and is not working well; and discusses the reasons ford 14 P P Orev i efw s d m w h e a abou theM followin thrug theR exeincOfteNrga accessibility and frequency of previous field missions by Finally, as stated previously, due to the short period for PNPM Peduli team members. The selection resulted in which the program has been implemented, the Review did a greater number of inspections of 'livelihoods' activities, not attempt to measure impacts at the organizational or rather than on those focussing on access to services, direct beneficiary level at this early stage. citizenship and social inclusion. However, this emphasis was also an express response to the stated desire of the PNPM team and partners to pay particular attention to this aspect THE REVIEW TEAM of programming. The emphasis also reflects the orientation The Review was undertaken by a team of independent of the PNPM Peduli program towards livelihoods activities at Indonesian and international specialists recruited by the PSF the present time.26 The biodata of these individuals is provided in Annex 10. The Review did not involve a wide consultation with Gol stakeholders. Where the views of Gol are expressed, they have been provided by representatives of Menko Kesra, which serves as the program's implementing agency. Efforts were made by the Review team to establish clear and consistent approaches to all of the meetings and consultations described above. This included the use of standardized tools, participation lists and structured formats for field visits and consultations. In some cases, the prescribed formats were not applied, which means that there may be some minor inconsistencies in the way in which some consultations were held with beneficiaries. 27 Training of trainers is provided for victims of domestic violence and trafficking in Kubu Raya District, West Kalimantan. Examples include CSO staff attending beneficiary FGDs The paralegal training is provided by YLBH-PIK. despite being requested not to and an inability in a few places to conduct 1-1 interviews with beneficiaries, as FGD formats had been arranged and expectations raised. these members to directly observe and reflect on Peduli's These consultations were structured to encourage reflection approach to cross-program networking, capacity building on key observations and involved a focused discussion on and the sharing of experience and formation of lessons issues of concern to the particular stakeholders. Through learned. Attendance at the Learning Forum also enabled this means, opportunities to build on the successes and Review team members to engage in targeted conversations to overcome challenges into the next stage of Peduli with beneficiaries and CSO partners from provinces where were identified. field visits were not conducted, further enriching data and analysis. A list of key questions and issues related to each process is provided in Annex 6. A Partner Workshop was held following the field mission to enable the ECs and Peduli team to discuss and reflect upon issues highlighted through the mission. LIMITATIONS These included issues such as the role of civil society in Clearly, it was not feasible for the Review team to inspect development, the comparative advantages of CSOs in all activities and to visit all stakeholders in a program as working with marginalized groups, and the constraints and diverse in size, scope and geography as PNPM Peduli. Time challenges faced by CSOs in undertaking their mandates. and resource limitations necessitated pragmatic decisions regarding the field locations to be visited. These decisions In addition, consultations with donors, PSF Management were made on the basis of location, scope of activity, and Government were held following the field mission. relevance to the learning areas, number of partners present, 16 PNPM PEDULI: ONE YEAR ON Soeo ok 1 t Jb l hw to rREVIEW FINDINGS: tib5dLESSONS LEARNED The Review team acknowledges that many of the findings Peduli staff and partners. This guidance has been facilitated presented within this report are not new to the Peduli through a number of events, Learning Forums telephone team or to program partners and stakeholders. However, and email exchanges and regular face to face meetings. the Review creates a new opportunity to examine and analyse these issues within a clear analytical framework. Respectful quality relationships exist at all levels It creates an opportunity to view these issues from a wide throughout the Peduli chain of influence. These range of angles and to determine the factors that have relationships contribute to Peduli's development and foster a significant positive or negative impact on the achievement the development of enabling environments within which all of the PDO. stakeholders operate. In the following section, a few brief general observations Despite the short period for which are set out, followed by more detailed discussion of issues implemented, beneficiaries are cl relating to the five learning areas. emerging changes. These chang awareness, improved confidenceo ihr eeso participation, the expansion ofsoilntrkad GENERAL OBSERVATIONS improved bargaining power. PNPM Peduli has established a set of relationships and business systems that will support the ongoing Peduli has driven change within development and understanding of effective Peduli, the WB had limited experien approaches to reaching and empowering marginalized very limited experience elsewhere in groups in Indonesia in the future. direct financing to CSOs. The progr a new funding window for CSOs in Idnsa hog The program logic of Peduli is sound and its purpose the program, a set of Standard Ope is relevant. PNPM Peduli responds to priorities identified (Sop)29 and a CSO Friendly Guide to by the Gol and is based upon clear evidence of needs.28 the program has been developed a The program is positioned so that it can mobilize learning the program, a process for the sele and support the inclusion of marginalized groups within designed and developed, together government poverty alleviation programs and government EOs to develop their own SOPs and services more broadly. (GMS) and their own practices of p program design. The establishmentoi h rcietr The high level ownership over PNPM Peduli by the Gol for the delivery of PNPM Peduli and the high level of collaboration within the PNPM frame is a significant achieveme Peduli team is clearly indicated by the frequency of joint field missions and by the allocation of significant time and However, there is a range of inh attention by Menko Kesra to providing guidance to PNPM the PDO. These tensions largely rive o theack Review Fimprovedbargaining of a clear geographic and sectoral focus, or a focus LEARNING AREA 1: WHAT HAVE WE on specific issues, causes and or groups. These LEARNED ABOUT THE ROLE AND tensions need immediate attention to enable Peduli and its COMPARATIVE ADVANTAGES OF partners to strengthen the potential impact of the program INDONESIAN CSOS? on the lives of marginalized people and to support the development of a more inclusive society. The Framework. The Review recognises that organizations always exist Further tensions may continue to emerge as Peduli seeks to within environments which shape their dynamics define itself in what currently presents as a very large and and development. Thus, when seeking to determine uncluttered programming space.30 Amongst other issues, the comparative advantages and roles of CSOs in these tensions may relate to conflicts between the goals development in Indonesia, it is useful to describe of social vs. economic development; rights vs. welfare; civil the historical role and recent development of Indonesian society vs. technocratic approaches; thematic targeting or civil society, particularly within the context of the drivers of vulnerability and poverty targeting; geographic vs. thematic political reform and democratisation. scope; and scope vs. impact. The Review recognises that while different organizations In order for PNPM Peduli and program partners to have a range of varying characteristics, they all need more effectively focus their efforts, a clear vision to appear appropriate, if not legitimate, in order to statement that defines what Peduli is about and what exist and to access resources. This is highly pertinent in success would look like is required. As stated previously, the case of Indonesian CSOs, who have historically derived Peduli has in effect been a design-implement process. In their resources from overseas sources. The Review also this context, the team is confident that an appropriate recognizes that resources for capacity building are a key statement of vision and intent will emerge through planned part of this equation. As such, in order to develop certain processes to define Peduli's own Theory of Change (ToC) capacities, CSOs need to draw support (material resources, Adolescent girls, who are victims of trafficking in Kota Menado, North Sulawesi attend certified sal prd osestoclt h mrigdsg.kolde kls n rmto)fo te ore.Sc is partnered with basic financial training. YPEKA supports graduates to then establish group salons i aao and to articulate the emerging design. kolde kls n rmto)fo te ore.Sc support may be provided through intentionally established II/ know more about trafficking, networks or through other forms of loose collaboration. community organization, and civic education. These During the New Order period, the the law, the role of community Finally, organizational development also relies on organizations were largely supported with resources from on servicing the unmet needs of co paralegals and human rights. / am more the specific conditions of organizations and of civil society external sources; and 2) those that were engaged in service in a strong focus on small scale com confident about meeting people who itself. For example, organizations may lack the incentive delivery and community development in areas such as 'projects,' with a heavy reliance onaviblhun are not from here. I was confident to change or to improve their performance as a result of health, nutrition, water and sanitation, family planning, resources that were willing to work about dealing with the human resource convenient' forms of external support. non-formal education, microcreit and cooperative Compared to government services, staff from my husband's office with development etc. These organizations were largely added value through the strength o regards to a problem with delayed Historical Context: Throughout history, Indonesian supported with resources from foreign donors, NGOs and working with communities. While theeognztosue salary payments. Now / can talk in civil society has consisted of a number of varying types government development projects .31 and embedded participatory instrumeti ndeeomn front of class, support my friends of entities, including religious, ethnic, professional, practice and organising,'4 their pers with problems and in domestic community, and mass organizations. These have largely During the new order period, the government took harsh were too small to have significant inlec.Frhmo, violence cases. served the needs of particular segments of society action to stifle the activities of civil society. Even universities they did not invest heavily in organiztoa n and have been supported through locally derived and mass organization S12 were "tamed to consciously not institutional development. Septi Riwanti 40 years, resources. In the 1970's, a new form of civil society challenge the regime and mass organizations focused on Kubu Raya, Pontianak organization emerged in response to and in the context non politics activities and social service" .3 A large number The fall of the New Order saw a prolfrto(fCO of the bureaucratic, authoritarian, hegemonic approach of government-led "NGOs" were also formed and were of various forms, ranging from thosesrigpriua to development of former President Soeharto's New largely supported through government and bilateral interests to those claiming to serve teitrsso oit Order regime. These organizations largely occupied development projects. The formation of these organizations as a whole. Significant global attentowapido two key 'spaces': 1) those that expressed critical views is now understood to be largely a hegemonic response processes of dlemocratisation and inituinlrfrsa of the government, voicing resistance to violations of in the face of the organic emergence of bonefidle civil new political systems with new instiuoncraenw economic and political rights and engaging in advocacy, society organizations. actors in society, interests, and po 20 PNPM PEDULw v ONE YEAR ON Review Fdynamics beneficiaries more as recipients of assistance than as actors However, CSOs have been less successful in mobilising and in development. As such, NGOs have often focused on utilising network approaches. Historically, CSO networks applying the principles of participation at the project level, in Indonesia have faced a number of constraints. These rather than on facilitating the transformation of social include a lack of diversity and conn structures or on challenging patterns of social exclusion. groups. There is very limited struCtu with no officially recognized peak aEnyCoprtn Of course, the policies and practices of donors have has tended to focus on individual n significantly influenced the way in which civil society institutional relationships. This mea has developed. While significant international and between CSOs have tended to be ls national resources have been allocated for development a result, opportunities for CSOs to in Indonesia, flows to civil society organizations have not have often been missed. So, while always been proportionate to their potential role. This can be real drivers of change within has curtailed the development of the civil society space political context, this has so far beE and the organizations within it. Resources have flowed to the development sector in Indonesia. individual organizations rather than to support collective action. In turn, this has created competition for limited In this context, there is enormous pential anships resources, undermining the potential for collaborative strategic opportunity for PNPO tei to pret action. Until recently, donors have not allocated significant the development of a network anda nemn ol funding to schemes to strengthen civil society and NGO change in Indonesia. It can achieve Indonessin networks." As such, CSO networking and collaboration the existing capacities of PNP parnen by uiling has been described as "almost stagnant."38 The 2011 Civil coalitions for justice and change amogtte;b Society Index states that "the pattern of cooperation with enhancing their capacities in termsia. other organizations is still conducted on an individual basis approaches to working with margi rather than on an institutional basis. In short, CSOs are and the mobilisation of media to protei alue and Sujana Royat (Deputy Minister for Poverty Alleviation and Community Empowerment, Coordinating Ministry for People's limiting their own potential development by failing to tap behavioural change; and by creating Welfare) and Benny andrayana (Vice Minister of Law and Human Rights) listen to a song of hopes and dreams written into resources (materials, knowledge, skill, legitimacy) that governance, participation in dlecisin by 30 young boys in Rejang Lebong District's adult prison, Ben gkulu. PKBI Ben gkulu provides health, education and cudb ore hog fetv ewrigwt te evcs counseling services to the boys and helps prepare them to transition back into society upon completing their sentence.ud sce to e eciv o O e organizations. added further complexity and expanded the number of of the significant achievements of Indonesian CSOs Peduli has already started to buildo political arenas in which such organizations could operate. that play a role in advocacy, watch/monitoring, and The Evidence and the Lessons: What is creating a strong culture of partneri e s, In the context of weak institutional frameworks and citizenship education.36 However, these organizations happening within and through the Peduli P and CSO partners. In turn, this parte aead a weak central government, an increasing number of actors have been largely locked out from having any major and program? What are we learning from opportunities for cross program learning e forig o struggled to access and utilise public resources. At the same fundamental role in these processes and from participation these experiences? information; and the fostering of linkag an cces time, central and local government became acquiescent in in flagship decentralisation, governance and poverty To understand Peduli's potential engagement and support working on similar issues. A clear e the face of democratic demands to create formal arenas for alleviation programs. for civil society, it is necessary to understand the special during the Review mission, when t participatory development planning, despite te need for historical role of networks in creating social change by an organization concerned to pr otentia extensive institutional strengthening as a basis for this. The early years of 'reformasi' were also characterized by and political reform in Indonesia. Networks have been community experiencing systemic Nr itn i widespread civil conflict, resulting in or exacerbated by a characteristic of both mass organizations and grass roots Lombok. Following this approach, thI te a ed A newly emerging and partially 'legitimate' civil society the displacement of more than 1.5 million people and by social movements and of large government programs. discussions with all partners regarding e i increasingly focussed its attentions on issues such as a series of complex emergencies and natural disasters. In this context, networks have served to create key focal approaches in response to this issuie participatory planning, good governance and natural Donor resources to civil society development organizations points for discourse and the sharing of ideas, connecting resource management. Increasingly, community were provided for the delivery of humanitarian programs. individuals between and across groups and fostering Intereie menthe empowerment and participatory planning became vehicles This kept these organizations focussed on service delivery the creation of values and identities.40 As such, networks by an oa to conne ta for dnecentralisation planning and poverty alleviation. and worked against their full engagement in the processes have been a fundamental driver for change in Indonesia.in Increasingly, they were supported by large multilateral of democratisation that were happening around them. They are legitimate, maybe critical, to support coalition bokh Folowin t apacth tm g d and bilateral programs.3 Testing and modelling good The focus on humanitarian programs also worked to building, cooperation and capacity development at a range practice in community empowerment is arguably one inculcate a programming culture and approach that defined of levels. 22 PNPM PEDUL . ONE YEAR ON Review Findingumntain nsrmearnwdedt For the purpose of understanding the emerging lessons from Peduli's capacity building efforts, it is important to distinguish between two distinct concepts: 1) capacity building (CB) and 2) organization development (OD). Capacity building involves understanding the obstacles that inhibit people, governments and rganizatiio frm an cmmniie o patie- ad y naligrealising their developmental goalsanehncgtei abilities to overcome these obsilesr and to otherwise allane uidig.achieve measurable and sustainable(euls In short, CB is about improving specific skills and The history of the development of civil society in Indonesia knowledge with the intention of cwledgef also suggests that the capacities of different CSOs will behaviours through the application o klsadkolde vary widely. In some cases, these capacities may not be as CB can take place at a number of difrncees developed as we assume. including the individual, institutional and societal levels. In the context of PNPM Peduli, CB refers to strengthening the skills, competencies and abilities of people and communities so they can address the causes of their exclusion and overcome their hardships. on xitig kilsan cpactis ndtodeelp ewOrganization development involves assigpol PKBI Bengkulu and the District Office of Human Rights in Bengkulu sign a Memorandum of Understanding for cooperation that belong to an organization (sta supporting children in Curup Prison. The signing is witnessed by Sujana Royat (Deputy Minister for Poverty Alleviation and volunteers) to take on the process Community Empowerment, Coordinating Ministry for People's Welfare) and Denny Indrayana (Vice Minister of Law and improvements within that organiza Human Rights). This historical perspective indicates some of the strengths goal. It has been defined as follows and weaknesses of the CSOs. It also suggests the need to In its first year of operation, PNPM Peduli has focussed advantages in terms of their ability to reach and empower qualify program logic in light of the skills and capacities "Organization develop on the establishment of systems and the development marginalized groups in Indonesia, if they are effectively that CSOs bring to the program. This is particularly true a system-wide and value of early partnerships to support the implementation of resourced to do so. However, the statement contains in terms of the role and capacity of EOs to successfully collaborative process fo p the program. PNPM Peduli has made considerable efforts an underlying assumption regarding the capacity of carry out their function of capacity building of CSOs or to behavioural science kno to build relationships and create a sense of partnership these CSOs. effectively assess what the capacity building needs of these to the adaptive developm between the PNPM Peduli EOs and IPs. The results of these CSOs are and how these needs can be met. improvement and reinfo endeavours are very much evident. At meetings, workshops By understanding the historical development of civil society of such organizational A and the Learning Forum, there has been clear evidence in Indonesia and the contexts within which CSOs have been the strategies, structure, of strong working relationships between the EOs, I s and developing, we can see that until recently, Indonesian civil LEARNING AREA 2: WHAT HAVE WE people and cultures tha the PNPIV Pedluli team. All EOs and IPs have stated that society has been locked out of development processes. LEARNED ABOUT EXISTING CAPACITIES, organization effectivenes.14 they have worked collectively to define shared meaning and This points to failures to recognise the legitimacy of NEEDS AND APPROACHES FOR CAPACITY to establish consensus. This strong working relationship Indonesian civil society at both the political and community BUILDING TO ENABLE CSOS TO REACH AND Of course, organizational developmT extends to interactions with PNPM Peduli team members levels. It indicates that establishing this legitimacy remains EMPOWER MARGINALIZED GROUPS? building are not mutually exclusive: and Menko Kesra. There is a very clear sense of shared a significant challenge and fundamental priority for building can be conducted to achie values between PNPM Peduli and its partners, with these Indonesian CSOs into the future. PNPI Peduli cannot The Framework: development. However, it is impor shared values forming the basis for cooperation into simply assume that its partners are viewed as legitimate The design of the PNPI Peduli program is based on the two concepts involve different the future. actors for development. Rather, Peduli's own programming the assumption that if EOs are provided with the necessary very different investments: strategy needs to support the development of this resources, they will be able 1) to enhance their own As stated previously, the program logic of Peduli is based legitimacy at all levels of its chain of influence, institutional capacities and 2) to support the capacity 0 OD is a long-range in perspect on an assumption that Indonesian CSOs have comparative building efforts of their partners. delivering a specific interventio 24 PNPM PEDULi n ONE YEAR ON Review FindingswihinwhisCearav The statement recognises that the strategy of expecting party organization added value, thi EOs to be wholly responsible for the delivery of capacity the case. Consequently, the contra building efforts is not optimal. To address this, PNPte Peduli terminated after approximately six has made efforts to resource capacity building in a number specific technical staff were mobilis of different ways: in priority areas such as capacity bL and evaluation .4w d vFunds have been allocated to rOs so that they may procure external assistance for CB activities for The contract with the TSG was term themselves and their partners; the completion of the early CB stra 0 EOs are entitled to utilize CB resources allocated within this, the capacity assessment undertae yti S their grants to conduct CB activities;- was considered useful for EOs, partlalintrso The PSF provided mentoring and training activities, assessing their own organizational particularly in areas related to monitoring, evaluation for development. On this basis, the and learning, reporting, procurement and financial developed into action plans, whicharbenimletd managemen ;4 by partners. However, due to the f vPNP Peduli has conducted regular Learning Forums institutional capacities, the work coc which have brought together beneficiaries, CSOs, EOs, has less relevance in terms of suppo Government and others stakeholders to address key its programs with marginalized gro policy and practice issues. a key tension of Peduli: Should the CB resources into OD, or more broad In addition, the PNPT Peduli design concept made provision program quality and performance? Women in the Pipikoro Highlands of Central Sulawesi are supported by SCF to attend an informal school to obtain their for the establishment of a Technical Support Group (TSG), point later in the chapter. high school diploma. the purpose of which was to support a number of functions related to the implementation of the program. These Mentoring support from the PSF ha but rather about positioning that intervention within The Evidence and the Lessons: What is functions include the development of a communications focused on the application of pract a larger, organizational wide plan or framework happening in Peduli and what are we strategy, the implementation of organizational assessments to assist Os and CSOs meet their for change. learning from that? and the development of a capacity building strategy reporting responsibilities. SOD needs to be supported by top managers. Not only The PNPII Peduli PDO reflects an assumption that if to enable PNPM Peduli and Os to focus their capacity do these wider plans and frameworks for change need appropriately resourced, tOs will be to provide capacity building efforts and the provision of technical support and "We have a lot of exp to be widely understood, they need to be appropriately building activities for the development of their own other CB activities for partners. implementing programs led and resourced. institutions and that of their partners. To some extent, this have less experience in . OD is not conducted exclusively through education also assumes that these organizations have sufficient CB From the outset, PSF has recognized that the establishment documentation and repo or training efforts. Learning organizations are capabilities themselves to understand the CB needs of their of the TSG involved significant challenges. The improved the ability of staft eeo organizations in which "people are continually partners and to respond to them in the appropriate ways. establishment of this group required a single third party documents such as ToR,nartv discovering how they create reality. And how they can organization to implement a diverse range of tasks and reports, and financial rep change it. Organization-wide learning involves change The PNPM Peduli first Quarterly Report acknowledges that functions, while the primary partnering relationships were have procedures and sys in culture and change in the most basic managerial the process of selection of Os: between Peduli, the Os and CSOs. However, the decision such documents. practices. "t to utilise a third party organization was in accord with " OD emphasizes employee participation in assessing I. will favour those organizations the commitment to utilise national organizations rather Rohimun, LakpesdamN nrmy the current and future state of the organization. that are good at writing proposals, than to establish a large program leadership or advisory These employees should make free and collaborative but not necessarily those that are team based within the PSF. These challenges became In addition to providing training andenrigPFha choices regarding how development should proceed, best at identifying and supporting increasingly apparent at implementation. Two tender also undertaken reviews of PSF andW empowering the system to take responsibility for the local CSOs that work with processes were held to identify suitable partners, followed systems. In turn, these reviews havec achieving and evaluating results. the most marginalized people at by extensive negotiations on roles and responsibilities, enabling EOs and CSOs alike to mor " OD is interactive and adaptive. It encounters living the grassroots level. IWhile some aspects of the work conducted by the third their programs. systems that require feedback to govern future moves and adjustments. 26 PNPM PEDULT F ONE YEAR ON Review Factivities, will include supporting this work. The clearer articulation of PNPM Peduli's Theory of Change will reduce some of the inherent tensions within the PDO. beterlernngoucoesfo prtcians.A utrethe beginning of the Review processwsteiprac of shifting the focus of CB activitied strengeni ld 1 t orbuldngth cpait t bil cpait.practice, particularly in terms of knoldefanabit to apply effective approaches to working with marginal Another interesting tension resulting from this early focus groups by the CSOs. While in the first 12 months of of the CB work on OD is the fact that while PNPM Peduli implementation, CB activities have necessarily focused upon has positioned EOs to become involved in a longer term the ability of partners to meet their administrative and relationship with CSOs so they could play a stronger CB contractual obligations, the Review found that capacities role, they were not been selected on the basis of this for effective design, and field practice in some thematic capacity. The extent to which each of the EOs has the desire areas were limited.47 Addressing this must be a clear priority to expand their organizational focus to achieve this goal for future CB efforts. is unclear. A further consideration is the fact that CB and OD are relative to the needs and contexts of different This leads us to a fundamental tension in the Peduli CR organizations. As such, it is not feasible for a single strategy: there is a need for PNPM Peduli to address agency to meet the entire CB needs of another agency. In the current tension between OD and Cr and to focus its addition, it is clear that CB activities need to be tailored to efforts within a clear and achievable framework that assist the specific needs of any given organization. This highlights the program and its partners to achieve the programs Women in Jatiguwi Village, Malang, East Java conduct a mapping exercise with RUMPUN, to help them plan activities. They have established a number of women's cooperatives producing and selling batik and a range of snack foods. the wisdom of Peduli's approach in providing resources stated goals. to the EOs to enable them to facilitate CB activities from third-party service providers. However, questions have In short, PNPM Peduli needs to explicitly determine what "We have found that the technical The Learning Forum was a highly interactive process which been raised regarding the quality and relevance of some of are its goals for its partners to ensure the appropriate support provided by the PNPM Peduli brought together a wide range of Peduli stakeholders. the services provided in this fashion to the CSO partners. return on its investments. PNPM Peduli is not an team has been really valuable. For it facilitated a sharing of experiences and lessons learnt Some development programs, such as AusAID's ACCESS institutional strengthening program. It is not a civil society example, lbu Nina has really helped from programming, extending the networks of participants program, are having success in developing market and program. Its capacity building efforts need to be focused to us to think through our log frame and and fostering improved knowledge through structured demand based systems for capacity development. It support its fundamental objective: strengthening the skills, also help our partners to do the same. sessions on key technical information. Throughout our would be valuable for the PNPM Peduli team to explore competencies and abilities of people and communities We have had help with strengthening field consultations, CSOs have consistently affirmed the relevance of these to its own model. so they can address the causes of their exclusion and our proposals by members of the team. the usefulness of these exchanges, stating that they add overcome their hardships. lbu Felicity and the finance and value to their programming. The results of Learning Forums procurement team have helped to make are circulated widely and in an accessible manner. Peduli's capacity development e the WB systems clear to us and to lobby its positioning as a network of a for change in those systems so that The Review team found that the training provided by ECs to empower marginalized group they align better with our needs and was generally interactive in nature and skilfully facilitated, social inclusion. Effective capacity the capacities of our partners. However, in some instances it found that the quality of PNPM Peduli has invested heavily in establishing quality demand driven. It provides a range the training could be strengthened through a recognition MEL frameworks and tools. This has resulted in a strong the different stages of dlevelopment n erigsye Siti Masriyah, ACE that what is being delivered is professional development, MEL system at the program level. However, the PNPM of organizations and individuals. Whtdfenias with greater attention to effective timetabling, more limited Peduli team is cognizant of the limitations of ECis and their Peduli from generalist civil society rormistsfcsn In addition to exploring the experience of stakeholders with participation46, more effective targeting of participants in partners in MEL. Thus, the team is endeavouring to ensure social outcomes for groups who are CB activities through interviews and discussions, the Review terms of their roles and function, levels of knowledge, and that MEL is strengthened at all levels to ensure a greater development initiatives. In short, it team also took the opportunity to attend a Learning Forum better application of adult learning principles, analysis and articulation of change for beneficiaries and orientated to support partners in thv and a range of CB events and training held by EO partners partners. In addition to the MEL Adviser, PNPM Peduli has the desired development outcome during the field missions to inform our observations. recently engaged a full time team member whose tasks 28 PNPM PEDULPh ONE YEAR ON Review Fquality LEARNING AREA 3: WHAT HAVE and undermines their motivation and ability to participate WE LEARNED ABOUT WORKING as active citizens. In some cases, marginalized individuals ON MARGINALIZATION AND face social pressure to accept whatever is offered to them, SOCIAL INCLUSION? and are made complicit with views and beliefs that are forced upon them. The vicious cycle continues, often being The Framework: replicated through generations. For example, marginalized Marginalization describes the multiple disadvantages of groups may not be able to acquire documentation such people who are systematically excluded from meaningful as birth certification, 'poor cards' etc for themselves and participation in economic, social, political, cultural and their children. This further limits their access to basic other forms of human activity in their communities and services, which in turn exacerbates their marginalization. are thus denied the opportunity and access to access Marginalization can lead to mental health issues, social fulfil themselves as human beings and to meet their tension and conflict. All of these factors contribute basic needs.48 to the creation of vicious cycles whereby the external symptoms of marginalization reinforce the feeling and Marginalization has multidimensional characteristics and experience of marginalization: "the marginalized are viewed extends well beyond poverty. While the poor are often in this light, since they are forced to be so."" marginalized, marginalization does not refer only to the absence of economic capacity. Rather, it also refers to It is through this understanding of the experience of lack of knowledge, exclusion from participation in the social marginalization and exclusion that we will be able to and political arenas, and lack of political rights and capacity, effectively consider and plan the desired social inclusion recognition and power.49 outcomes of the PNPM Peduli program. in these terms, social inclusion refers to meaningful engagement in In understanding marginalization, it is important not only a person's community, where individuals have access to to understand the characteristics of marginalization but services, are free to participate in the community, exercise they noted donor support focused on H/V and AIDS. Under Peduli they can choose activities that are also the experience of exclusion. Being marginalized means choice and control, find social connections and have them. Their activities focus on promoting equal access to education, health, employment and finani more than having a low income. It includes the lack of a sense of belonging and responsibility." capacity to participate in society. For example, a community With this in mind, we need to maintain realistic Why is marginalization OCCu of persons with disabilities faces exclusion, marginalization In describing marginalized people as "an underutilised expectations about what can be achieved and what cannot. What are the values and ati and devaluation in a context in which their physical national asset," Bapak Sujana Royat has clearly articulated As stated previously, marginalization is multidimensional. reinforce marginalization? differences prevent them from gaining access to basic the intent of Peduli to assist in identifying effective ways of it is influenced by a range of factors. As such, as key D What are the systems, norn services or being fully included in society. Minority groups, enabling marginalized groups and individuals to gain access actors, all stakeholders in the PNPM Peduli program must reinforce marginalization? such as ethnic minorities and migrant communities, often to goods and services and to become active participants consciously develop a realistic awareness as to what it can D What are the costs of marg point to racism and discrimination as factors leading to their in society. achieve and whom it can realistically influence, of the exclusion of certain marginalization. They seek to overcome this marginalization community/society? in order to achieve inclusion as equal citizens. In some "The system has failed marginalized Marginalization and the experience of marginalization may D What are the drivers for cha cases, they are excluded by law or policy from fundamental people. The PNPM Peduli program is vary significantly between different marginalized groups. In the processes and mechanis rights, such as access to land or resources. Those who lack about creating justice for them. addressing the needs of each particular group, we need to: that change? employment over the long-term face the risk not only of poverty, but also of losing the respect of their neighbours Sujana Royat 0 Engage with marginalized people themselves We understand that marginalized g and communities in communities where work even more to understand: responsible for their own marginali than income is a sign of full participation in the community. As development actors, we are aware that understanding D What is marginalization? What forms does it take? are marginalized as the result of a f the causes of poverty does not always lead directly D Who is being marginalized? What is the experience political, regulatory, economic SyStEm.Asuhwokn The effects of marginalization can be dramatic, often to a strategy for eliminating it. The same is true of marginalization? What are the costs of to empower marginalized groups wi resulting in marginalized individuals suffering from a crisis for marginalization: understanding the causes and marginalization to the individual? the systems is unlikely to result in s of identity. They are often considered to be responsible characteristics of marginalization does not necessarily lead Work with the system, including the wider community Rather, we understand that workin for their own marginalization. This excludes them further to "a reliable prescription for overcoming it. " 2 and government, to understand: marginalization and to support to work politically and socially. 30 PNPM PEDULae ONE YEAR ON Review Fthatnare The Evidence and the Lessons: What is workers, ex-political prisoners and accused Communist EOs and their partners have raised the issue of the focus on happening in Peduli and what are we sympathizers, slum dwellers, transgendered, gay and "lActually, there are other people in livelihoods and economic development in the selection of learning from that? lesbian individuals and recovering drug users. The largest this village who are worse off than me. interventions. This focus may be partly due to a perception Under the PNPM Peduli program, effective targeting proportion of Peduli supported projects (88 percent) focus Some of these people have uncertain that the PDO places emphasis on economic empowerment. requires the following: on activities to foster 'livelihoods"', particularly through incomes and no Jamkesmas. They However, CSOs consistently reported that they felt there the facilitation of income generating activities. With few should be included in this program! II was a strong message from PNPM Peduli and Menko * Selection of the appropriate target group; exceptions, these projects were based on the establishment Kesra that they should focus on economic inclusion. As * Selection of the correct intervention for particular of groups of beneficiaries working to achieve a shared goal. Emi, Female beneficiary 32 years, a result, they encouraged their partners to focus activities in target groups; Bantul this area. * Selection of correct alliances and relationships to The Review confirms concerns that the targeting of support the intervention, based on consideration beneficiaries has been more challenging than anticipated. Poor targeting was largely the result of a combination of of who else needs to be included in the project to It is clear that some projects targeted the right groups multiple factors, including the following: enable inclusion. with the right interventions. However, some projects provided good interventions to poorly targeted groups, 0 Lack of clear program guidance and systems to support The Review team visited a range of projects intended to while others provided poorly designed interventions to effective targeting; benefit a wide range of target groups including groups appropriate groups. * Misunderstanding and misinterpretation of the meaning consisting of crop and livestock farmers, fisher folk, migrant of marginalization, Uses of inappropriate tools for While the PNPM Peduli Operations assessing marginalization; are responsible for: L eCreation of opportunities or spaces for own programming priorities.in4 "Selecting suitable pa CS0/branches) and projectmectiv K@_V &t91 Y ,ia ,EiIIk Overall, partners felt that at the outset, Peduli did not utilising the Operat'ionalMna Sprovide sufficient guidance to support effective selection guidelines to ensure tha Sof target groups and of programming interventions partners are selected an i in a mir f i group, The definitions of marginalization used within early marginalIze groups are e s documentation of Peduli provided a 'shopping list' of M- i Wl- -e.ee different target groups and encouraged partners to try There is no further guidance as to htIs hudb #to work with as many of these groups as possible in achieved. Targeting could be significatysrntee the pilot period, through attention to the identificat of tools for targeting marginalizedinroupn trdninithoug eMarginalization was not programming interventions to addr clearly defined at the beginning and causes of marginalization. Not of the program. Howeve we to be developed at the program le tried to focus on the marginalized values and guidance they imply mu groups mentioned in the PNPM contracts, SOPs, appraisal and evalutoh roessa Peduli guidelines. all levels within the Peduli chain of resources need to be allocated to e The justification for this is that that the pilot phase was an use these tools in a meaningful way.Cpct,ulig opportunity for Peduli to test approaches to working with monitoring, evaluation and learnine different types of marginalized groups and with different a significant role in achieving this. approaches to accessing them. However, with hindsight, assumptions regarding the comparative advantages and The lack of external contestability c capacities of CSO partners and of the EOs to oversee them weakness, contributing to poor tan all were to some extent overestimated, given the size and selection is undertaken by EOs using scope of the Peduli program. processes (see Learning Area 5), wi 32 PNPM PEDULIL ONE YEAR ON Review Finig:LsosLand 3 in the area of partnerships and interventions. This is further LEARNING AREA 4: WHAT HAVE SLA also provides a set of principles intended to What implications does this have for the manner in compounded by the fact that the project design process WE LEARNED ABOUT WORKING ON guide action to address and overcome poverty and which CSOs can and should be programming? SLA is was not resourced, making it is challenging to hold EOs LIVELIHOODS AND ECONOMIC INCLUSION? economic exclusion: intended to facilitate people gaining power and resources and CSOs accountable for failure to undertake quality Under the PNPM Peduli program, the vast majority (88 to improve their quality of life. This is usually initiated assessment, community planning processes and field percent) of current interventions implemented by the CSOs 0 People-centred: SLA begins by analysing people's through some form of business/economic activity that will verification processes. focus on 'livelihoods'. However, both PNPM Peduli team livelihoods and how they change over time. The facilitate gradual changes in social, educational, cultural, or members and EO partners have begun to question this people themselves actively participate throughout political values. emphasis, considering whether the program should the project cycle. consider increased emphasis on other possible interventions * Holistic: SLA acknowledges that people adopt Therefore, to support livelihoods, good practice emphasizes such as access to services, citizenships, rights and social many strategies to secure their livelihoods. It also a mindset and work processes that optimise resources protection and inclusion more broadly. To guide the future acknowledges that many actors are involved. For and which regards the communitya direction of the program, livelihoods has been designated example, these actors may include those from achieve this, the following activities as a key learning area for the Review. the private sector, ministries, community-based organizations and international organizations. 0 Mapping of the community.sptnta,n Of course, the issue of targeting is fundamental to The Framework: 0 Dynamic: SLA seeks to understand the dynamic nature opportunities within the com the success of Peduli. Furthermore, it is an issue that will An examination of the sustainable livelihoods approach of livelihoods and what influences them. mapping is intended to facilitat become increasingly challenging with any scaling-up of (SLA) helps us to better understand issues affecting Build on strengths: SLA builds on people's perceived of the community assets that p the program. This highlights the fundamental link between members of marginalized groups and the contribution strengths and opportunities rather than focusing the community to become mor capacity building, effective resourcing, and supporting that Peduli partners make to improving the livelihoods of on their problems and needs. It supports existing activities include: FGD, surveys, systems to enable CSOs to effectively reach marginal groups beneficiaries. The SLA provides a framework that helps livelihood strategies. and analysis; and to implement interventions that will enable them to us to understand the issues that affect poor people's Promote micro-macro links: SLA examines 0 Group strengthening: The fac access opportunities to become engaged citizens. livelihoods and the relationships between them. This the influence of policies and institutions on livelihood to develop a work plan is critic framework is set out in Figure 3 below: options and highlights the need for policies to be the livelihood approach is sustE informed by insights from the local level and by consensus usually requires a sereofgupdssin, the priorities of the poor. approaching community stakehldesthog 0 Encourage broad partnerships: S LA counts on socialization, FGD, workshops,anvilgmetgs broad partnerships drawing on both the public and 0Individual capacity building:Thsireuedt Figure 3: the Sustainable Livelihoods Framework" private sectors. enable people to become morE SAim for sustainability: Sustainability is important if capacity building may involves poverty reduction is to be lastingI.n8 production, entrepreneurship, s 0 Strengthening collaboration "IA livelihood is sustainable when it is required to integrate the extera( nionetwt H ~~~~can cope with and recover from stresses the activity through workshops,gteis,bins -~and shocks and maintain or enhance its meetings, and study tours;- S N capabilities and assets both now and 0Access to business services: Ti novsfclttn Influensses L, Inlecs Ifune in the future, while not undermining the finding of partners with whol omnt * ~~the natural resources base. "159 members can strengthen their bsns hog access to capital, markets, busi PFThe SLA is useful because it recognises the diversity of other resources. aspirations, the importance of assets, and the constraints and opportunities resulting from institutional structures Through these processes, the commniysenorgdt and processes. In practical terms, it focuses on people, understand the means by which its mmescnoecm KEY Livelihoods Assets: H = Human Capital, N = Natural rather than resources and organizations, highlighting obstacles to the achievement of the Capital, F = Financial Capital, the fundamental importance of participation to how to work with stakeholders froi S = Social Capital, P = Physical Capital the achievement of sustainability. levels and to gain a better understos between individual aspirations andorganization 34 PNPM PEDULB s ONE YEAR ON Review Fperceived When implemented effectively, these processes may result Key identified weaknesses in the level of knowledge of in a range of innovations: CSOs include: * Institutional Innovation: For example, Lack of a holistic understanding of the SLA; the achievement of shared goals, the formation of Lack of access to effective tools to undertake sound formal groups, collaboration, and a common platform; livelihoods analysis and business planning: For example, * Commercial innovation: For example, improved the Review found numerous instances of CSO staff packaging, branding, shared marketing. failing to calculate costs of production to inform * Technological innovation: For example, improved pricing of outputs. In some cases, this has led to efficiency in production, production systems, the cost of production exceeding earnings from the sale and marketing. of outputs, 0 Lack of understanding of assets: Assets are considered The Evidence and the Lessons: What is to consist of tangible objects, such as equipment and happening in Peduli and what are we land. Assets should be interpreted more broadly to learning from that? include intangible assets, such as individual capacity, As stated previously, under the PNPM program, the vast social relations, natural resources, village infrastructure, majority (88 percent) of current interventions implemented and financial resources; by the CSOs focus on 'livelihoods'. The majority of these Lack of understanding of issues surrounding access to interventions consist of the following: capital, debt dependency, effective saving systems; * Lack of business and marketing skills, including Skills training: Training in skills related to food and facilitating access to market. handicraft production, plant nurseries, farms, and fish ponds; Key weaknesses in the approaches of CSOs A community member from Tambak Bajo, East Kalimantan and the KBCF Program Manager showcaseterpout n identified include: share learning about building their business at the PNPM Peduli Learning Forum in Makassar Septembr21)(odce by the PSF). Together with 15 other small business owners supported by PNPM Peduli CSOs they shardlann n * Entrepreneurship training: Training focused on expertise, connected with local government, and met private companies to discuss strategies for gro improving basic knowledge and motivation for A focus on skills training for first stage production and entrepreneurship, rather than on business management processing without prior implementation of effective skills (market research, the importance of business market research, analysis of production costs or value Poor cost and benefit analysis at the outsets: for and the individual needs of groups' plans, how to calculate costs, develop financial plans, chains to support pricing, business planning, financial example, see the case of Ibu Eli (see box below); approach often triggers conflicts b and financial record-keeping); literacy training etc; The use of 'kelompok' group business systems and a result of conflicting individual int * Supporting access to government programs: related Lack of analysis of and utilisation of strengths and failure to recognise that not everyone can or wants to approach also runs the risk of reinf to poverty alleviation and business development, assets: Examples of such underutilisation include cases be an entrepreneur- and unequal power structures. Thismauneie of skilled professional people (paralegals, economics The positioning of community members as recipients empowerment and lead to inequite The Review confirms concerns that CSOs have a limited and graphic arts graduates) marginalized due to past or objects rather than as primary actors, through understanding of sustainable livelihoods approaches. addiction, HIV status or because they are transgender. the distribution of tools and equipment, provision The short project cycle has had a It confirms that capacities to work effectively on In some cases, interventions are focused on involving of one-off training and technical inputs, rather than on the quality and sustainability livelihoods issues are generally weak, with little such individuals in activities such as cleaning through involvement in joint planning and analysis, development activities. CSOs rep potential to result in activities that deliver tangible motorcycles or primary production, rather than on partnering and mentoring. no time to engage communities in and sustainable economic benefit for beneficiaries. supporting their reach integration into the workforce or the assessment of opportunities. T The livelihoods interventions implemented by CSOs focus find alternative avenues to apply their professional skills Without exception, the Reviewers noted that CSOs have assessment of opportunities and co on group and household level production and income and expertise; implemented livelihood activities through group-based significantly impact upon success. F generation. They are not based on appropriate strategies Lack of engagement of communities and beneficiaries (kelompok) approaches. While this approach offers established an enterprise to cultivat for community empowerment and the mobilisation in program planning: In some cases, this has led to a convenient modality through which CSOs can program, However, after the partner had con of assets to achieve their economic and wider poor compliance or program activities which are not kelompok approaches are rarely effective, except in beneficiaries, it was found that the development outcomes. suitable for local condeitions; h terms of improving bargaining power for the purchase of catfish fingerlings (bibit lele) in the raw materials and for accessing capital. A group-based fingerlings had to be sourced from approach is less likely to address the individual motivations raised the cost of production and u 36 PNPM PEDULL n ONE YEAR ON Review Fionsidered Peduli is a "learning by doing" exercise for the WB. While civil society programming. It is particularly important the WB is well versed in large grant administration and for programs intended to benefit hard to reach and b the processing of loans to countries, it has very little marginal target groups.61 However, competitive funding experience in providing the type of grants to CSOs that arrangements often exclude certain types of CSOs from M Thi T- o ha d m a program such as Peduli necessitates. Thus, this Review access to funding due to their inability to meet generic tebs esslgroup because theeroup did not adequately attempts to capture the experiences of the program to requirements for this funding. Increasingly, donors and cact the cost o roduction Ths,th e p hassist the PNPM Peduli team in understanding the extent grant-making organizations are recognising that in to which its grant-making processes enable the transfer of order to broaden the access to a wider spectrum of civil n111addWTion th grous OkIN capresources to CSOs to leverage their work without creating society actors including, newly emerging CBOs, media, cinued unnecessary constraints through administrative burdens. village and stakeholder interest groups, and FBOs, it is important to provide a range of different grant types. The Framework: These should have eligibility criteria which will enable An assessment of the relevance and effectiveness of groups to access varying types of funding according to the grant making system established for Peduli is best the needs and capacities of the specific groups.62 They discussed within the context of current trends in donor should enable the flexible and responsive mobilisation good practice for financing civil society and CSOs, as of funding to CSOs in the context of changing needs, characterised below: while still adhering to globally accepted standards of due diligence, accountability and transparency.63 * Accessibility and flexibility of Grant Management Selection of Partners: Careful selection of partners Systems: The funding of non-traditional and diverse is fundamental to mitigating a range of management groups is an important characteristic of good practice and programming risks. The tendency of donors to generating potential of the program. The Reviewers also an easy entry point to working with poor communities on found cases of the inappropriate purchase of equipment, wider and systemic issues of social inclusion, not because such as machinery requiring a higher wattage than was this is their area of skill, expertise and interest. available in the village. Of course, with better attention to G P planning, such cases should be avoidable. However, cases In the interests of achieving downward accountability T STRATEGIES such as these were not uncommon. Unfortunately, they and ensuring that the program achieves its stated IL significantly detract from the value created by the program, objectives, this question needs to be resolved demonstrating poor downward accountability, undermining as a matter of urgency. This could perhaps best be the legitimacy of civil society and placing increased burdens done through a ToC process in which the overarching bthcMMunI on beneficiaries. PDO of Peduli is on the basis of the lessons learned from the last 12 months of programming, as set out in a f Throughout the Review process, all stakeholders this report.60 M MENE (government, Peduli, EOs, CSOs) agreed that livelihoods inedetome hi interventions provided a convenient entry point into ina udeuvioc nTb Baig programming to address root causes of marginalization, The cr cv progra was ca and certifie as which is why there is such an emphasis on livelihoods aWomen' Business group in Teka su activities within the Peduli portfolio. th sutana ilt of the po a KBCF also to se t thiincud govrnen and privateen stakeholdersd.Itis If partners do not have the requisite skills to improve economic outcomes for beneficiaries, should they anh PNPM Pedu por is be involved in this kind of intervention? This is staretnof anoegiesene of i an especially relevant question when the intent o netetadd o euti am of the program is to foster not just the economic inclusion of beneficiaries, but also their social LEARNING AREA 5: WHAT HAVE WE inclusion. At present, EOs and CSOs are focusing on LEARNED ABOUT EFFECTIVE BUSINESS livelihoods activities because they see these activities as PROCESSES FOR FINANCING CSOS? 38 PNPM PEDULIL ONE YEAR ON Review Finig:LsosLand 3 focus on fiduciary risks can lead to a failure to address 0 Financing Arrangements: The way in which CSO DFID's recent review of multi-donor support to civil society CSOs) to a) support their poverty reduction activities other capacity deficits, even though these deficits may development activities are financed (funding cycles, and engagement with non-traditional actors highlights with marginalized groups; and b) to strengthen their potentially influence or undermine the program or lead the GMS, operational procedures) significantly a number of additional issues that are particularly pertinent management and organizational capacity. Kemitraan to additional risks. Systems to ensure the appropriate influences the way in which CSOs are able to to the work of Peduli. In particular, these relate to the need and ACE are the current EO-A Grant holders under selection of partners should be based on the intended implement activities. For example, project based to work politically and engage with non-traditional civil this model. outcomes of the program. They should be based on funding can seriously affect "the quality of aid funds society groups such as social movements, FBOs, and * Model EO-B provides grants to national membership a sound analysis of the institutional capacities and for people-centred sustainable development."66 It the media when working with hard to reach groups. organizations, who receive a WB Grant to strengthen attributes of the partner to deliver in terms of these can result in an overreliance on service delivery and As such, we have included these within our framework their own management systems and operational intended outcomes and to enable proportionality and project-based activity that can significantly hamper for analysis. capacity and to build the capacity of sub-national provide value for money (VfM).64 While many donors the contribution of CSOs in the civic arena as they branches to a) support poverty reduction activities of are currently implementing two-stage restricted struggle to secure sufficient funds to ensure their The DFID review reinforced identified a range of strategies sub-national branches with marginalized groups; and or select tender processes, contestability is still ongoing existence. to enhance the reaching of non-traditional partners, b) strengthen their management and organizational a fundamental value, particularly in terms of enabling Current trends in donor financing to civil society including: capacity. Lakpesdam, a subsidiary of the Nahdlatul the emergence of new actors and approaches; shows a shift away from project focused funding and Ulama, a national faith-based organization Use of intermediaries: Few donors are able to bear towards program and partnership funding in situations Diverse, experimental funding with strong facilitation with 30 million members, is the only current holder of the significant transaction costs associated with directly where CSOs have demonstrated capacity. Increasingly, capacity, allowing donors to identify 'winners' and to an EO-B Grant under this model. financing CSOs. Therefore, as in the case of PNPM financing is moving towards approaches that include nurture coalitions through incremental learning; Peduli, donors rely upon the use of intermediaries such core funding, long-term and multi-year programmatic * Working with intermediaries with a history of EOs were selected through a competitive, select tender as Managing Agents, international NGOs and national and institutional funding, co-financing, and funding engagement with particular non-traditional groups; process overseen by PSF (see Annex 1). During this process, CSOs. While this may be appropriate in terms of the up scaling and/or replication of existing programs, * Facilitating the development of a cascade of different the Panel identified three additional organizations which it managing the flow of finances, this approach may also rather than on the financing of discrete 'projects'.61 funding mechanisms to reach different groups within felt had specific potential, while qualified for a grant under create a number of risks and challenges. For example, Some donors, such as SIDA, are adopting this civil society; the two models set out above. As a result, it was decided to intermediaries may not have the same capacities as approach not only with their direct partners, they are * Differentiating grant making, minimising reporting test a third model, as described below: donors to: also encouraging their own core-funded Swedish requirements and giving partners the space to fail and a. Mediate where relations between civil society and NGO partners who act as intermediaries to reduce learn from their mistakes in an effort to engage with The EO-IP Model: This model was developed to its organizations and the State are conflicted; administrative transactions and to include core-funding less experienced non-traditional groups including manage risk while supporting aspiring EOs to develop b. Establish linkages between civil engagement and and long term (3-4 year) funding to their Southern grassroots CBOs; capacities as grant making organizations in the future. efforts to strength the capacity and responsiveness partners.68 * Fostering meaningful engagement with beneficiary Under this model, three additional organizations of state institutions; and groups to encourage the use of pro poor approaches, (Intermediary Partners, or IPs), were attached to one of c. Absorb the inherent risks where they do not have Accountability: Good financing practices promote to engage beneficiaries in program governance the EOs and received smaller block grants, which they the diplomatic weight that donors enjoy.61 transparency. Such approaches require equal attention structures, and to focus on rights.70 then channelled to their own partners (Tertiary Partners, to upward and downward accountability. They involve or TPs). IKA, Bina Swadaya and PKBI were all appointed Unless intermediaries have a high degree of legitimacy measures such as the public disclosure of information The Evidence and the Lessons: What is as IPs under this model. amongst a wide stakeholder group, utilising them as relating to funding, performance and results, happening in Peduli and what are we grant makers may position them as 'gatekeepers,' the engagement of beneficiaries and key stakeholders learning from that? When asked about their strategic motivation for engaging which could lead to divisions and/or the cooption of in planning and decision making, monitoring, The Financing Relationships with Peduli, Kemitraan, ACE and IKA each described specific agendas. Ultimately, it may lead to the stifling evaluation and learning processes, ensuring equal In order to achieve its objectives, Peduli is testing a number themselves as GMOs, indicating that grant making was part of the natural diversity of civil society views and opportunities for all, and the establishment of effective of models for the financing of Indonesian national CSOs to of their core business and strategic vision.1 approaches. Therefore, good donor practice should safeguards. At the institutional level, this approach also deliver grants to and build the capacities of local CSOs to ensure that careful and ongoing attention to the role requires ensuring that regular reviews of partnerships, enable them to work with marginalized groups: It should be noted also that this issue of CSOs positioning and performance of intermediary organizations is contracting arrangements and institutional capacities themselves as GMOs is also manifest at sub-national undertaken on a regular bases. This should include an are conducted regularly to determine that the partner * Model EO-A provides grants to national EOs, levels. Thus, a number of Peduli programs are working external contestability test. continues to demonstrate the required skills, capacities who each receive a grant to strengthen their own with a provincial sub-granting organization.72 This has and systems to achieve the development objectives in management systems and operational capacity and to wide ranging implications for the flow of resources and an effective and efficient manner.69 provide sub-grants to third party organizations (local the targeting of capacity building efforts, as it adds a further, unplanned layer to Peduli's chain of influence. 40 PNPM PEDULIL ONE YEAR ON Review Finig:LsosLand 4 To some degree, the extent to which EOs and IPs have (upward and downwards and within teams). In the case of positioned themselves as GMOs may be a reflection of their Lakpesdam, this can be attributed to a sense of downward current grant arrangement with the program, in which their accountability to a strong and wide membership base, role is specifically articulated in this way and supported by a clear vision and operational ethos, and strong institutional reporting milestones linked to their grant making functions. structures, policy frameworks, management systems and lines of accountability. While this clearly needs to be tested through further partnerships, the indication is that mass organizations may be able to facilitate significant change at both institutional and societal levels. Selection of CSOs for On-granting Model A: Kemitraan and ACE used a combination of as loal GIOs-methods to select their CSO partners. In most cases, selection was based on pre-existing relationships. For All stakeholders (PSF, EOs, IPs and CSOs) agree that example, Kemitraan invited CSOs with whom they had the mechanism of partnering IPs with EOs has previously collaborated in programs to benefit indigenous not been particularly effective. EOs and IPs state peoples and to address governance and forestry issues. it that the current arrangement has resulted in an engaged with the CSOs because they provided a logical increased administrative burden (reporting, contracting, fit with the stated purpose and intent of Peduli. Similarly, disbursements, monitoring etc), which in turn has resulted ACE reviewed its existing partnerships and selected in delays and increased transaction costs and fiduciary CSOs with whom they had previously collaborated and risk." The creation of additional new layers distances EOs whom they felt were a good match for the PNPM Peduli from field activities and reduces their ownership of program program's priorities. A women's groups in Indramayu, Central Java, participate in livelihood training to /earn how to mai actvites wih hes Es spprtig rogam tht ay otsetting up their own small business. They receive training and business support from Lakpesdam NUCnraau activities, with these EOs supporting programs that may not fit with their overall programmatic focus or approach. The intention of Peduli to test programming approaches and to reach a more diverse beneficiary base impacted The idea that this model would support the capacity significantly upon the scope of each EO's programmatic building of IPs was flawed firstly because IPs were required base and the section of partners. For example, Kemitraan Model B: Lakpesdam established a set of key criteria was partnered with IKA, due to thE to use the EO systems and Standard Operating Procedures solicited additional partners whom they knew had which it used to identify and invite 20 member branches to link between the institutional ethos (SOP) rather than their own and secondly because EOs experience in addressing particular priority issues, engage in the implementation of Peduli. It also worked with the two organizations. were not provided with additional resources to support this such as HIV, reproductive health, street children and LPP NU and LP N U14, who proposed a further nine and one model or to implement the additional capacity building micro-enterprise development. ACE also actively sought additional partnership respectively. Lakpesdam then worked P on-granting followed the patten activities are required. new partners, such as Our Voice, to address LGBT issues. with these 30 branches to develop their proposed activities, models above, with IKA and Bina S However, it also strongly encouraged its existing partners all of which were funded. the same manner as the national C ito engage in programmatic/thematic areas that were grants to existing partners and orgi Snew to them. For example, this included LPSDy and For this selection, there was no widely promoted process civil society networks. PKBI conduc ngPPSW Borneo, who were "strongly advised" to work with of internal contestability. On reflection, Lakpesdam itself a national membership organizatio Swmigrant workers, a group with which they had no previous recognized that the criteria used to select partners focused grants to a number of its own bran Sexperience or relationship. on capacities for project and grant management, rather internally created criteria. Thethan on the programming approach and the orientation In each case, existing networks were used and participation of the selected branches and their capacity to work with Lessons Learned: Selection of C was by invitation only. There was no wider, open call for marginalized groups. In all cases, there has been limite partners or proposals. This lead to limited competition for in the selection of partners andForoject, Kmitaa There are indications that mass membership resources and no external contestability. Model EO-IP: Peduli negotiated contracting relationships under the program. To some exten organizations are motivated to achieve higher between the Os and Ps. Due to existing relationships the extremely wide scope of Peduli levels performance and accountability at all levels and some shared programming priorities, PKBI and partners to work with as many mar Bina Swadaya were partnered with ACE. Kemitraan many locations as possible. It is also 42 PNPM PEDULIL ONE YEAR ON Review Finig:LsosLand 4 Funding Arrangements Peduli was established as a 3.5 year program, with "To achieve our goal we need to financing in two stages: work and look beyond the visible and tangible activities and outputs. 0 Phase 1: Pilot and Phase II Preparation (June However, because of the funding 2010-December 2012); and timeframe, the EO is more concerned 0 Phase 2: Implementation (January 2012-December about the outputs than the process. 2014). CSO FGD Grant contracts to EOs and subsequent on-granting to CSOs has followed the pattern of funding to the PSF itself. After EOs and IPs were selected, they were expected in As such, grants to CSOs are for 10 months periods without turn to select partners and develop detailed proposals security of ongoing funding following the Pilot Stage.71 and budgets for on-granted activiti In practice, delays in disbursements have shortened this allocation provided by Peduli. This p timeframe by a further 2-3 months, in some cases leaving in a two-month period between Ju an actual implementation period of 7-8 months only. 06EOs consistently report that they felthywrno EOs, IPs and CSOs consistently report that the short project provided with the adequate resourc cycle means they are unable to focus on the content and undertake this work. In particular, I quality of the program and are unable to use participatory budgets to undertake field verificat development practices for the design of activities and communities in many provinces. In throughout implementation. to provide resources to their intendi cs anert facilitate participatory assessments and Juy 011. Poor women in Cimahi District have come together to form a small business group to help generate income. They make and "It's all too fast. The short timeframe processes. In some cases, CSO staffl sell cushions from scrap materials donated by a local factory The women have received handicarft and business training fromLakesda ah~WestJav. sops s fom uinggoo com uniybadgseeted bnetakeafield weito st trasaetoCOsses. fromLaktdevelopment and community This has clearly contributed to the tey werl planning processes. Empowerment is targeted programs currently being sprt of the membership base of Model B organizations;- the fact performance with these groups. However, the Review team all about the processes that people that proposal and program development process were not does not feel that this was achieved through the Peduli have been through. There is no time Both Peduli staff and EOs became awrz fti al resourced by the program; and the fact that the timeframe on-granting arrangements in place at the present time, for the community to internalise in the implementation phase. Pedui for partner selection and proposal development was far too despite the inclusion of specific organizations such as Our the planning process and really providing some room for EOs and short and did not allow for good program planning and Voice and SWARA, which may be otherwise have been understand what the program is trying and to review and adjust activities.ort s development practices. excluded from grant funding. to do. not been possible in all cases. Rath nme or pragmatic reasons, some poorly targe ted. There was also a disproportionate focus on the reduction permeith tesen .Team Member: Satu Nama, Yogya simply run their course until the ne of fiduciary risk and on project and grant management doe nteets wa aied hroug the duli which point the focus of the proble of be early capacities, rather than on the quality of design on-grnti aneme inplacedatotresen Lack of funding certainty disincentivises programmatic greater attention will be paid to effretng. b interventions and the capacities, technical capacity, o dste the inclus ion of ef o atns as approaches and limits the abilities of EOs, Ps and CSOs to will result in some poor performingd ren programming approach and attributes required to work ad WRA, whic a thrwie heen plan long-term advocacy efforts to address the structural initiatives being phased out. effectively with marginalized groups. This has contributed prcs r cetbe ihrlvlo rnprnycauses of poverty and marginalization, which require longer in some cases to poorer than expected targeting, program term engagement in terms of networking, credibility and While EOs and CSOs alike complain some ck fo design and implementation. These issues are dealt with in facilitatedaprelationship. financial resourcing for this design ete Rvitea more detail in section XXX of this report. Team Member: Satu Nama, Yg simply run felt that few EOs and CSOs possesxt ffiin desi ofe fiduciaryi risk and on project andc grantm aexpertise to achieve the quality of Ileang In working with marginalized groups, it is entirely causes of povertythat Peduli aspires to. Thus, attentiongialzato,t appropriate to establish partnerships with specific organizations that have a sound track record in 44 PNPM PEDULIL ONE YEAR ON Review Finig:LsosLand 4 and financial resourcing of CSOs and EOs in the design This resulted in delays to some payments, with others of the future program should be given equal attention only receiving partial payment of their transfer requests. and priority. This was the case with Lakpesdam, which provided equal tranche payments to each branch rather than disbursing "By not financing the preparation against work plans and cash flow estimates. Unable to and planning phase, Peduli runs the risk pre-finance, ACE was similarly unable to finance partners in not only of failing to meet beneficiary line with their work plans and estimates. needs and to lessen value for money, but of undermining the beneficiaries The Peduli team recognized very early on that the ability ownership of the program in for partner to pre-finance was not adequately assessed the long run. at selection. In response, changes were implemented to the disbursement system. Initially, the percentage limit was Short term financing does not fit with increased to 20 percent. Later, the system moved from the development outcomes that PNPM Peduli seeks a percentage advance to an expenditure forecast system. to achieve. Such financing leaves EOs and CSOs with This provides an excellent example of efforts by the PSF extremely limited design options, especially in a context to seek to reorientate its systems in line with its intention where they are being asked to develop programs and of establishing an efficient and effective system for approaches with non-traditional partners and with CSO financing. marginalized target groups who do not have access to other forms of support. Such financing promotes and supports "With the changing to the design and implementation of short-term projects forecast-based we feel safer and can rather than the longer-term programs that are more likely follow our disbursement timeline 77 Beneficairies and CSO staff attend a field trip to a successful small business in Gowa District during the PNPM Peduli to result in meaningful impacts at the beneficiary level, Learning Forum in Makassar, September 2012. They discussed success factors, sustainability and how to overcome especially where the desired results include the behavioural Titik Hartini, ACE business challenges. and attitudinal change required to facilitate empowerment, citizenship and participation. Poor capacity has also contributed to delays. CSOs acknowledge that they have received a lot of mentoring and training support from the PSF Finance Management Lessons Learned: Disbursements The high level of responsiveness by the PSF to teams. In turn, members of these teams have stated that and Payments resolving the financing issues experienced by EOs this has "brought them closer to the CSO partners than The issue of the low level of capacity of some CSOs and CSOs is strong evidence of its commitment to Ssnsany other PSF CSO program. Monthly meetings have in the area of financial documentation and reporting is establishing an effective and efPayments gie ihpirt ntenx hs fPdhadis been held, with PSF Finance Team members reviewing not unexpected in a 'CSO program in any context, and will financing CSO activity in Indlonesia asoitdpormigafvte.disbursement plans and other financial documentation. generally lead to some delays in disbursements to some Given these efforts and the changes made to financial organizations. This issue needs to be addressed through "As a new organizationc WR management procedures, there is an onus on EOs to focus pragmatic attention to the development of user-friendly received a lot of supportfonh S Disbursements and Payments on strengthening their own financial management and guidelines and systems and through the provision of in establishing the financsytm EOs, IPs and CSOs all experienced delays in disbursements planning systems. capacity building and other specific activities to ensure that Support was provided to and payments as a result of: CSOs programs and standing in the community are not procurement procedures CSOs report that delays and partial payments have undermined by administrative concerns, all receipts were correctydcmne * The fixed ceiling on EOs designated accounts; significantly constrained program implementation. and to produce the finan * The limited capacity for pre-financing of EOs; and Plans made in good faith with community members EOs and CSOs acknowledge that participation in * Poor capacity of CSOs in financial documentation have had to be adjusted, postponed and in some cases Peduli has strengthened their capacities in the areas and reporting. cancelled due to cash flow considerations. Procurement of of financial, administrative, procurement and tools and equipment required for training was often not contract management. This is particularly relevant for The initial fixed ceiling of 10-1 5 percent of the total grant possible until after the planned event. This undermines small CSOs that have no previous history of accessing value in the EOs designated account was insufficient to the implementation of interventions and undermines institutional funding. meet the cash flow requirements of multiple partners.76 relationships and trust with beneficiaries. 46 PNPM PEDULIL ONE YEAR ON Review Finig:LsosLand 4 September. This meant that the EOs were unable to issue contracts to CSOs until October 2011. As a consequence, the effective program period for CSO activities was reduced from 12 to 8 months. This had knock on effects at the field level, resulting in insufficient community engagement in activity planning and inception, less internalisation of adacutbeamnsrtv the intended outcomes of the program by beneficiaries poueetadgatmkr and communities, a reduced frequency of activities, quality Ail increased attention to outputs and less focus on the quality of program. Reporting Systems: The strategy of using each EO's established systems for reporting has reduced The Peduli team has been acutely aware of the potential administrative burdens and transaction costs. EOs familiarity impact of this issue on the program from the outset with their own SOPs enables them to be more effective in and have proactively engaged in seeking to minimise its communicating reporting requirements with partners and impacts. In particular, the Peduli team made concerted branches. In some cases, CSOs are already familiar with efforts to streamline Procurement Guidelines to make the EOs' systems. In turn, this reduces their administrative them more accessible and functional for CSO partners in burden. Financial reporting is still challenging for some the field, while still maintaining globally accepted standards CSOs that have less developed organizational forms and for accountability and transparency. Amongst other structures or less experience in working with donors and efforts, this included the development of a Procurement grant making organizations (e.g. SWARA, Our Voice). It is A joint PSF Safeguards, PSF Field Team and PNPM Peduli Executing Organization field mission to SCF in the Pipikoro Procedures Manual for CSOs, which is currently passing also challenging for those who draw on a voluntary and Highlands, Central Sulawesi. The mission was conducted as part of program monitoring and capacity support provided through the approval process; negotiating changes in loosely associated membership base, such as Lakpesdam to SCF the value thresholds which apply to specific transactions; branches. In such cases, EOs should be careful to ensure enabling PSF procurement specialists to provide training that administrative arrangements do not become the prime and support to EOs; and visiting field locations to provide focus of the relationship and therefore undermine their have had an impact on the implementation of program specialist capacity building and to troubleshoot to overcome potency as effective agents of citizen voice. activities. For example, numerous CSOs reported that often, administrative obstacles. "We have been helped by in the period between the completion of the required With regard to narrative reporting, EOs, Ps and CSOs PSF through its provision of paperwork for procurement and the granting of approval, EOs and CSOs have complained that the administrative alike expressed the opinion that current Peduli reporting Regular and intensive technical the equipment originally intended for purchase had been processes for procurement mandated by the WB have requirements are quantitative by nature. As a result, assistance in the area of financial sold or is otherwise unavailable. Thus, the procurement changed throughout the short period during which they provide limited incentive to report qualitatively on management. Through this, we have process had to recommence. Others report that delays in the program has been implemented, with these changes program challenges and progress. However, in making learned to improve our financial the approval of procurements has meant that tools and resulting in an added administrative burden, lack of clarity this assessment, they appeared not to regard the regular management system. II equipment required for training and/or distribution to and complexity. However, there is also a recognition that dialogue that they have with Peduli staff through community members has arrived well after the training has these changes are the result of the early understanding monitoring visits and other exchanges and participation in Ufi, Lakpesdam been conducted and the activities for which this equipment that EOs own systems would be utilized and of the Peduli learning forums as part of the reporting process. is required have already commenced. team's ongoing efforts to seek to streamline administrative Procurement processes in the interests of good donor practice in relation Accountability: Peduli policy stresses the importance of all World Bank procurement processes have had a significant EOs were required to obtain a No Objection Letter (NOL) to CSO financing. These efforts by the Peduli team are partners upholding good practice in terms of accountability impact on program delivery. Without exception, EOs/IPs and for their procurement plans before conducting transactions. highly valued by the partners and will be vital for ensuring and transparency.19 However, in practice, the orientation of CSOs have found WB procurement procedures complicated This requirement applied not only to the EOs, but also that an efficient and effective system for CSO financing is partners is focused much more on upward accountability and onerous. They have frequently stated that guidelines to each of their partner CSOs. This requirement created developed. Ongoing efforts by the team to internally than on downward accountability. CSOs report exclusively are not sufficiently user-friendly either for CSOs or EOs. significant administrative burdens on the CSOs and the EOs advocate for efficient, effective and accountable to EOs, whose SOPs do not adequately reflect expectations WB procurement team members indicated that the capacity in the early stages of the program. It was the primary administrative processes for procurement and grant regarding transparency of funding, activities etc. For of EOs to support procurement processes was lower than cause of delays reported by CSO partners. Although making more generally within the WB are to be example, Lakpesdam Gunung Kidul was the only one of initially anticipated. Limited capacities in this area have grant agreements between the EOs and the program strongly encouraged. the 17 CSOs visited by the Review team that had made its contributed to delays in procurement. In turn, these delays were signed in July 2011, NOLs were only issued in 48 PNPM PEDULIL ONE YEAR ON Review Finig:LsosLand 4 budget and expenditure publically available. Laudably, this beneficiaries to demonstrate empowerment outcomes by branch make this information available in a manner so that participating in programming decisions. Peduli should beneficiaries were not only able to discuss the budget but strongly encourage downward accountability as also to influence financing decisions. a process of development at the levels of both practice and policy. This could be achieved through "The facilitator made details of a range of strategies, including support policy and learning the budget available to us and asked dialogue, capacity building, M&E systems, policy and us what support we needed to increase procedures reviews and contracting. our enterprise development. We discussed this amongst our members and decided to allocate a bigger portion to buy sewing machines and beneficiriesptoremonstroesempowrmenttoucomes b paricpainginprgrGmignuciios.Pedlishul Ofb s g h astrongly encourage downward accountability as a smaler potion o savig actvity.a process of development at the levels of both patc is good practice for donors and CSOs alike. It is also a valuable tool for demonstrating the principles of good governance and citizenship in a way that is accessible and relevant to beneficiaries. It builds capacities and enables OAI K0 -n%pi6q-0a IF TWW 0 0 -* 5N othBultnfouignEhrEARPOl &uprtdaciite,1nJue202 /Fnania trnpaec is an1 50 PNPM PEDULI: ONE YEAR ON Lakpesdam Cilacap staff provide training to farmers in Cilacap OVERALLASSES District, Central Java, in organic fertilizer These farmers now make ANDRECOMMENDATIONS: and sell their own organic fertilizer and are running their own small CONSIDERATIONSFORTHE business for the first time. FUTURE OF PNPM PEDULI The purpose of this external Review has been to develop social inclusion in a number of cas a snapshot of PNPM Peduli in its first year of operation. have acknowledged changes in ter Through this process, the Review describes lessons learnt to awareness, confidence, participatic enable the PNPM Peduli team and its partners to consider bargaining power." the future direction of Peduli and to move forwards into a new phase of the program. While the focus in the pilot phase been on the establishment of systemanretishp,t The intermediate observations and recommendations is understood by all stakeholders the provided throughout this report will assist , PNPM, to the quality of interventions and the government, PSF and PNPM Peduli teams and their a priority as Peduli moves to full im partners to make detailed policy and implementation that the observations and recomME decisions to support the development of the program. report will assist in establishing me These decisions require considerable reflection and support this. discussion within the context of the emerging lessons from Peduli implementation and the programming standards provided within each of the Learning Area sections of this OVERARCHING report. As such, these intermediate recommendations are STRATEGIC RECOMMENDATI set out in the relevant Learning Area sections and are not The program logic and purpose repeated in detail here. (They are reiterated in Annex 11). relevant. PNPI Peduli responds to the Indonesian government. The proga spstoe This section sets out broader overarching observations to support the inclusion of marginz and recommendations. If addressed as a package, these government poverty alleviation pro recommendations will enable PNPM Peduli to continue services more broadly. to develop good practice approaches to working with marginalized groups in Indonesia. For PNPM Peduli and its partner their efforts more effectively, a cervso ttmn that defines what Peduli is aboutadwaLi sfri OVERALL ASSESSMENT required. The following is an exame PNPM Peduli has established a set of relationships and business systems that will support its ongoing development "PEDULI IS ABOUT JUS and understanding of effective approaches to reaching It exists to support marg and empowering marginalized groups in Indonesia into people to develop barga the future. with their government a their communities. I With the implementation of the program, there have ebeen indications of emerging outcomes in relation torato t Overall Assessment and Recommendations: Considerations for the nsutur e M i t 3 countries from which to draw on. Not only has Peduli Peduli partnerships should buildmupold a u ii n n bsvl ig established a funding window, it has developed and experiences and capacities of knowdoorganizanoencl received approval for a set of SOPs for the program. It has utilising tested approaches. Peduliqueelsntoevccivlee also drafted a CSO Friendly Guide to WB Procurement. It avoid pushing partners into working usd hi ra has designed and implemented a process for the selection of institutional competence. It shoLdoinennifdp of dOs. In turn, it has worked with these Os to develop who are able to work to achieve theugduevndf aoeb their own SOPs and Grant Making System (GMS) and their Peduli and to implement programs own processes to identify partners and design programs. effective approaches to addressingPmargfn re r a gsbhn Peduli is facilitating internal change within the WB. root cause. This is particularly relevantls n vich The program has been identified as a pilot for the WB to livelihoods, the manner in which relatudamn n sviuh nd s shift from compliance focused procurement to principle been implemented necessitating someasenhourln m a focused procurement. ' not reconsideration, within the pro Peduli's role in capacity development stems from and in the immediate future, PNPM I supports its role in the development of a network on the alignment of emerging g of agents for change to empower marginalized funding to CSOs and working w groups and support social inclusion. Effective capacity organizations and groups. The r development is demand driven. Such capacity development finance CSOs directly affects what provides a range of options to address the different stages to achieve on the ground. While PN of development and learning styles of varying organizations significant progress in establishing and individuals. Peduli can be differentiated from NGOs, it must now focus on ensuri generalist civil society programs because of its focus on system so that it is in line with don social outcomes for groups who are not reached by other Measures to achieve this may inclug development initiatives. In short, it needs to be focused on cycles, the use of user-friendly pro n an tin practical outcomes rather than being institutionally focused. systems and ensuring contestabilit neselctiely In this manner, it can support partners working towards activity design stages. the desired development outcome. The quality of partner programs bas of retind Program level outcomes do not result from a portfolio relevance and technical quality can be workin of discrete and disassociated projects. In order to strengthened through the cevelated of hae address marginalization, Peduli and its partners levels of contestability; the effe need to shift towards programmatic approaches. design processes; and the develo A group of women who have been internally displaced due to religious conflict in Ambon, receive skills training from Peduli has tested a range of approaches to working with tools for assessment and progra Lakpesdam Ambon. These women have formed small groups and now make and sell their own cookies locally marginalized groups. Some will have positive impacts Peduli stakeholders are aware thatn on the lives of marginalized people. Some will not. Real have been established, attention n success for Peduli is most likely to be achieved through strengthening the quality of CSO p the implementation of a smaller portfolio of programs these improvements will be supporte hog eiwo We are confident that this type of statement of vision Respectful quality relationships are evidenced at all levels focused on specific issues or communities. The program financing practices and timeframes. and intent will emerge through planned processes to of the Peduli chain of influence and are contributing will achieve success by describing social and rights based will require significant support for CO define Peduli's own Theory of Change and to articulate to Peduli's development and the creation of enabling outcomes; providing and resourcing opportunities for competencies and behaviours requir the emerging design. environments within which all stakeholders operate. learning and sharing good practice across programs;, and and organization as a whole to wor facilitating the ability of partners and beneficiaries to empowering marginal groups. It wi Peduli counterparts, staff and partners are shaping The establishment of the architecture for the delivery engage as a group with government partners. There is great establish meaningful capacity buildin taeist eeo and modelling relationships and behaviours which of PNPM Peduli is a significant achievement. Prior to scope for the development of much wider partnerships and these core competencies and behav reflect the values of equality, humanity and justice. PNPM Peduli, the WB in Indonesia had limited experience networks to through Peduli. There is also a clear need for Such relationships and behaviours form a vital and no mechanisms in place for direct financing to CSOs the development of such partnerships and networks. foundation for the implementation of the program. using their own systems, and limited experience in other 54 PNPM PEDULL ONE YEAR ON Overall Assessment and Recommendations: Considerations for the t rCONCLUDING STATEMENTS This document was created to meet the needs of PNPM PNPM Peduli could support a nation Peduli's primary stakeholders. These stakeholders include organization to develop as commui the PNPM Peduli team, its partners within government promoting pluralism and freedom o and civil society, and members of the communities served through the program. Peduli could support quality, target understand the systems and barriers htecue eti We emphasise that many of the findings presented within groups from accessing government this report are not new news. However, the Review creates to develop and test practical solutio the opportunity to spend some time to take stock, to these barriers. examine key issues within a clear analytical framework, to view these issues from a wide range of angles, and to Peduli could support a national org consider which of these have significant positive or negative basic services in education or health impact on the ability of the government, EOs, PSF or any of understand its own internal behavio the partners along the Peduli chain of influence to achieve prevent some segments of society f the PNPM Peduli PDO. services, and use this understandini management processes fostering incuiepatierota The Review team hopes and trusts that the discussion, these groups gain equitable access evidence, lessons, ideas, guidance, reflections, accolades and criticisms contained within this report will contribute to PNPM Peduli could become a social the ongoing development of the program. principles of philanthropy, compass which inspires people to act to reduc isrmnto None of these options stand alone, nor are they mutually and stigmatisation. exclusive, nor are they ours! ::..... ....Peduli could support anti-bias trainigwtirh ei We hope to inspire J Edwar, Meuthia, and promote broader tolerance and Rima, Early Dewi, and Donna Leigh discrimination and stigmatisation b organizations to send positive messae! n mgso PNPM Peduli could support national organizations to marginal and excluded segments of work with multiple stakeholders in three provinces to test, document and demonstrate sustainable models for enabling landless ethnic minorities to gain access to and manage community forest lands, share lessons at the national level and support the replication of the model by other actors into the future. Beneficiaries, CSO and Executing Organization staff together with Kemenko Kesra and the PSo share learning, ce/ebrate achievements and participate in program planning throughout 2012 (PNPM Peduli Learning Forums, PNPM Peduli Retreat, Management Retreat) grous fomccesinggovrnm n cldices atueeths 5 ANNEX 1: SUMMARY OF PEDULI EXECUTING ORGANIZATION (EO) SECTION PROCESS The following is the timeframe of the Peduli EO Selection Process Activity Date Proposal Initiation Meeting 7 December, 2010 Proposal Writing Clinics 14 & 15 December, 2010 Proposal Submission Deadline 3 January, 2011 Proposal Review & Selection 3-13 January, 2011 Grant Awards announced 17 January, 2011 Launch of PNPM Peduli 23 March, 2011 Financial & Procurement Assessments February-April, 2011 Initial training on Operational Manual and Grant Agreements held April-May, 2011 Signing of EO grant agreements June 2011, 2011 The following is a summary of the outcomes of the EO selection process. Model A Model B IPs Total Mapping of Potential Organizations 23 Invitation to Submit Pre-proposals 10 5 25 Submitted pre-proposals 7 5 23 No. of Shortlisted Organizations 5 4 9 No. of Selected Organizations 2 1 3 6 58 PNPM PEDULI: ONE YEAR ON Annex 1: Summary of Peduli Executing Organizato(E)ScinPoes5 ANNEX 2: MAP OF PEDULI SUPPORTED PROJECTS PPSW Sumatra HAPSARI PKBI Kalimantan Tengah | LBH-PIK Yayasan Pelita Kasih Abadi a YPPN PPSW Borneo PESADA KMK KAMUKI LSKM P3W-GKI LAKPIESDAM NU SCFP - 5S PUNDI Pontianak SSS PUNDI YLBH-PIK KB3CF SSS PUNDI11 LAKPESDAME NLAKPESDAM NU LAKPIEIDAM U JeMANT >9 SSS PUND11 KB Palembang LPPNU LAKPIESIDAM NU ...1 PsKBIa KuusLaonanI Bengkulu Lambang KdsLPPN.U LaognLAKPIESIDA NU Pati Kota Banjar LAKPLpA NUPISIA saTngaaUi LAKIPESIDAM NU LpU LPPNU Gresik LAKPESDAM NU LAEDmbonU LAKPIESDAM NU , .LAKPIESIDAl\ NUSree Tanggamnus SLAKPESIDAM NU . LAKPIESDAM U Sulawesi Selatan Makasar LPSDM LAKPIESDAM NU Rumpun Lembar ga Mitra - Lampung SelatanK NU Pandeglang LPULbk LKEDA CimahSAMANTA PPSW LPPNU asoendan Mojokerto PKBI Nusa Tenggara Timur LAKPESDK NU Yayasan Alfa Omega gYSIK YTB-Kupang LPPNU Magelang LPKP LAKPIESIDAM NU SAMANTA Kota Mataram LPPNU Yayasan LPPNU DKI JAKARTA S'eian SataNama Malang H urin In YSIK LAKPESDAM LAKPIESIDAM NU Sanggar Anak Akar Bina Swadaya Bantu] LAKPIESIDAM NU Jawa Timur Gunung Kidul PPSWJakarta Lege LAKPESnDAMNUn PNP Peduli So Klaten by EO -Bandung Wangi Jangkar -Muhammadiyah Ke tra Our Voice SWR0 Laps m PKBI Pusat 60 PNIPM PEDULI: ONE YEAR ON Annex 2: Map of PeuiSpoteFrjcs 6 ANNEX 3: EVALUATION TERM S OF REFERENCE assessing the current reach of and demand for the program 0 Improvements in EO networks with other CSOs and at the community level; how the different EO organizational other stakeholders to promote collaboration and shared structures and decision making processes affect program learning on issues for marginalized groups; implementation; the positioning of the Program and * Innovations in EO and IP capacity building of CSO opportunities for engagement with Gol on emerging policy partners, particularly in addressing the diversity of TERMS OF REFERENCE FOR EVALUATION OF workers, trafficked women and children, gay and initiatives such as social protection. The evaluation will thematic areas and geographic locations; and THE PNPM PEDULI PILOT PROGRAM transgender people, domestic violence survivors, also examine the importance of reaching marginalized * Potential for EOs to scale up number of beneficiaries children in prison and people with HIV/ AlDs. groups in the context of Indonesia's policy environment for and CSO partners. Background poverty reduction. PNPM Peduli is a Government-led, multi donor trust funded Grant agreements were signed on 30 June 2011 and Dimension 4: PSF Program Coordination program delivered through the PSF It was developed in activities began in October 2011. All activities will continue Specifically the Program's performance will be assessed in Effective mechanisms in place for regular coordination with response to a growing awareness by government that until December 2012. During this period, the PSF Peduli relation to the following dimensions": government on Program progress, updates, emerging issues certain individuals and groups benefit less than others team in collaboration with EOs has established systems and and their leadership on strategic aspects; from poverty reduction programs and public services.82 The mechanisms for program management including: Standard Dimension 1: Partnerships between CSOs and program objective is to improve the capacities of Indonesian Operating Procedures, financial and fiduciary systems, M&E marginalized groups for development activities Responsiveness of the PSF Peduli team to emerging issues CSOs to reach and empower marginalized groups to system including the Management Information System (in * Emerging changes for marginalized men, women and and identified gaps in program management; improve their socio-economic conditions. progress) and a draft Capacity Building Plan. All EOs, CSOs transgender in relation to livelihoods, access to services and PSF provide quarterly reports and in June 2012 PSF and knowledge of rights and the drivers for those EO partner perceptions of: (a) Program mechanisms and The program provides grants to three Indonesian CSOs is finalizing a substantial Progress Report (submitted to changes that are attributable to PNPM Peduli; systems for Program implementation; (b) responsiveness of referred to as "Executing Organizations" (EOs). Two government end July 2012) that documents emerging * Through a stock-take of various approaches used by the PSF to concerns raised by EOs and the ability of PSF to EOs-ACE and Kemitraan-received funds to strengthen changes at community and CSO level, lessons learnt and CSOs to work with marginalized groups (awareness find suitable solutions; (c) effectiveness of communication; their own management and operational capacity and operational issues. raising, capacity/skills building, strengthening (d) strengthened EO systems as a result of PNPM Peduli. provide sub-grants and capacity building to local CSOs. At livelihoods etc), an assessment of: (a) the extent to this stage, they also have national intermediary partners The pilot phase will finish in December 2012 and which these activities can be carried out in an efficient Effectiveness of Peduli strategies for capacity building of who receive funds which are channelled to their own the government is considering support for a second manner; and (b) the extent to which these approaches EOs and IPs; partners; however this structure will not continue into phase. This will be informed in part by this evaluation of are effective in generating long term improvements in a second phase. The third EO, Lakpesdam, is a faith based the pilot program's contribution to addressing the needs of the lives of marginalized individuals 0 Efforts for sharing learning within PSF and with organization and it provides funds and support to its marginalized groups. * Strengths and weaknesses of CSO relationships with external stakeholders; sub-national branches. The Program now has partnerships their constituents. * Effectiveness of Peduli M&E system in providing useful with 72 Indonesian CSOs (3 EOs and their 3 Intermediary Aims of the Evaluation data for implementation, results monitoring and Partners, 36 local CSOs and 30 branches of NU). The aim of the evaluation is to assess the extent to Dimension 2: Capacities of Indonesian CSOs learning; and which the Program is on track to deliver against the key * Improvements in CSO operational systems and * Peduli actual or potential contributions to the broader Progress to date includes: Program results against the four key objectives above. capacities to engage with marginalized groups as Gol policy agenda for poverty reduction. Given nine months of implementation, the evaluation is a result of PNPM Peduli; * Activities are being implemented in 231 villages not expected to assess impacts at the beneficiary level but 0 Improvements in CSO partner networks with other Scope of the Evaluation working on livelihood (90%), access to services (8%) will however look for evidence of emerging changes in CSO partners and other stakeholders to promote The evaluation will cover the life of the pilot program. It and rights and social justice (2%). terms of beneficiary awareness, knowledge and skills and collaboration and shared learning on issues for will draw from Program and partner progress and field * CSO Partners are working in 91 districts organizational development. marginalized groups as a result of PNPM Peduli; reports and undertake a number of field visits to verify data across 24 provinces * Capacities of CSOs to implement activities; and contained therein, identify any issues not yet reported and * 9,125 direct beneficiaries (63% female, 36% male and The evaluation will look at what has been achieved, * Increased capacities of CSO partners for scaling up conduct an assessment based on the four dimensions. It 1 % transgender). the implementation strengths and gap and lessons learnt to number of beneficiaries and partners. is anticipated that the evaluation team will visit minimum * 404 community groups have been established or inform the second phase. It will explore the performance of of three districts in different provinces and include at least strengthened CSO activities with marginalized groups, EO performance Dimension 3: Capacities of Executing Organizations! two CSO partners per EO. The selection of the sites will be * 34 types of marginalized groups are participating in in grants management, capacity building for their partners, Intermediary Partners determined with the EOs and other stakeholders. the program including: indigenous people, female and PSF performance in managing the overall program and 0 Improvements in EO operational systems and capacities micro-entrepreneurs, farmers and fishers, garbage compare this with similar CSOs who did not receive support to engage with CSO partners; collectors, street children, sex workers, migrant from PNPM Peduli. Key aspects of the evaluation will be on 62 PNPM PEDULL: ONE YEAR ON Annex 3: Evaluato em fRfrne 6 The Final Report will provide an analysis of emerging 0 Consult with the following district and village level TEAM COMPOSITION AND QUALIFICATIONS Assistant Researchers (two positions-at results, findings, opportunities and gaps and a set of stakeholders: least one with strong background in CSOs) recommendations that cover (but not limited to): > Representatives of CSOs Evaluation Leader * At least 5 years experience working in community D Representatives of local government * At least 10 years experience in working in community empowerment programs in Indonesia * Improving the technical efficiency and effectiveness of (district/kelurahan, village) where CSOs are working empowerment programs in developing countries, * Experience in facilitating focus group discussions and Program management structure and processes; 0 Conduct community meetings/key informant interviews preferably with Indonesian experience key informant interviews * Strengthening program approaches for empowerment with representatives of marginalized women, men and 0 At least 5 years experience working in program 0 Demonstrated understanding of CSO sector in of marginalized groups and gender/social inclusion; transgender involved in the CSO activities and those management capacity Indonesia (at least one researcher must have a strong * Strengthening the capacity building component for EOs not in the program and living the locations where CSO 0 Demonstrated experience in designing and conducting CSO background) and CSO in management and technical areas; is working. program evaluations including experience in developing 0 Demonstrated understanding of gender and social * Improving processes for documenting and sharing * Prepare and present a summary of preliminary findings participatory valuation tools inclusion in community development learning by PSF, EOs and CSOs. to district stakeholders for verification and further * High level analytical skills and report writing skills 0 Analytical skills and report writing skills (Indonesian) * Possible areas for policy engagement with local and inputs (English) * English language is desirable but not essential national government building on current opportunities * Prepare and present a summary of preliminary findings * Demonstrated experience working with civil society and Gol priorities; and for EOs and their national stakeholders for verification organizations, preferably in Indonesia Administration Assistant * Options for scaling up CSO partnerships and the reach and further inputs * Demonstrated understanding of gender and social 0 At least 5 years experience working in an administrative of the program. * Prepare a draft report for review by PNPM Peduli team inclusion in community development role, preferably in international development agency and a final Report based on the inputs. * Ability to work in Indonesian and English language 0 Good communication and organizational skills Methodology * Make a presentation of the final Report within PSF to * Experience in coordinating logistics at national and * Desk review including the following: Gol, CSO and donor representatives. Livelihoods Specialist district level " EO and CSO proposals * At least 10 years experience in working in rural 0 Ability to work with minimal supervision including > Activity reports including quarterly reports of EOs, Outputs livelihood programs in developing countries, preferably capacity for problem solving and taking initiative CSO partners and PNPM Peduli Progress Report 1. A Work Plan detailing a schedule of tasks/activities to with Indonesian experience * English language is desirable but not essential " Standard Operating Procedures used by PSF, CSOs be undertaken during the contractual period * Demonstrated experience in designing and conducting and EO/lPs 2. Evaluation instruments program evaluations, preferably for donor funded " Financial and management records of the EOs 3. Field visits reports programs > Relevant government documentation 4. Presentations of summary of findings for district * High level analytical skills and report writing skills " International literature on good practices for and national level verification and discussion Draft (English) working with marginalized groups Report outline with detailed recommendations (this 0 Demonstrated understanding of CSO sector in > Any other relevant documentation concerning report will not present anything new/different from Indonesia implementation of the Program the presentation of summary of findings discussed * Demonstrated understanding of gender and social * Conduct planning meeting with EOs, Gol and PSF between the evaluation team and government/PSF) inclusion in community development staff to: 5. Final presentation at PSF based on final written report * Ability to work in Indonesian and English language > refine and agree on methodology and evaluation approved by government and PSF questions 6. Final written Report, based on comments received Social Inclusion Specialist " identify CSO partners, key informants and locations from government and PSF (this report will not present 0 At least 10 years experience in working in community for field visits anything new/different from the Draft Report). development with a specific focus on issues of social " develop preliminary work plan inclusion in the Indonesian context " clarify roles and responsibilities of different parties Duration * Demonstrated experience in conducting program (PSF, EOs, Gol) 50 days during period of August-October 2012, evaluations, preferably for donor funded programs * Develop work plan, tools and logistics for comprising: * High level analytical skills and report writing skills the evaluation (English) * Consult with the following at national level: 0 14 days preparation, desk review and Jakarta based 0 Demonstrated understanding of CSO sector in > Representatives of Menkokesra and Bappenas meetings Indonesia " Representatives of PSF and PNPM Peduli team 0 24 days field work (3 districts) * Ability to work in Indonesian and English language > EO and IP implementing teams 0 12 days for draft and final report writing 64 PNPM PEDULL: ONE YEAR ON Annex 3: Evaluato em fRfrne 6 ANNEX 4: FIELD M EETINGS AND The following provides a list of external meetings throughout the field visit ORGANIZATIONS CONSULTED Executing Organizations (EO's) and Intermediary Partners OP's) No Organization Address Day/Date Tm ups 1 Association for Kompleks Depkes JI H Umaidi Wed, Aug 29, 2012 09-001.0E's1(etn Community No 39 Rawa Bambu 2 RT 10/07 Wed, Sept 26, 2012 14.001.0E( n etn Empowerment (ACE) Pasar Minggu 2 Indonesia untuk JI. Kemandoran 1, no. 97, Sat, Sept 1 1t, 2012 10.001.0 Ps( ~ etn BROAD FIELD SCHEDULE Kemanusian (IKA) Kebayoran [ama, Jakarta Mon, Oct 1st, 2012 13.0 Throughout the Review process various team members Selatan attended different groups of meetings in different locations. 3 Kemitraan JI. Wolter Monginsidi No. 3, Tues, Aug 28, 2012 09.0 The following table shows the broad field schedule of Kebayoran Baru Jakarta 12110 Mon, Sept 24, 2012 09.0 the Review. 4 Lakpesdam JI. Ramli No.20A Menteng Fri, Aug 31, 2012 13.001.0E( etn Table in the following pages show the dates and location of Fri, Sept 28, 2012 14.0 actual meetings. 5 PKBI JI. Hang Jebat 3 No. F3 Wed, Aug 29, 2012 14.0 ______________________________________________________________________Kebayoran Baru, Jakarta Mon, Oct 1st, 2012 10.001.0 Ps(n etn Dates Location and Purpose Selatan August 7th Attendance at Peduli Quarterly Meeting Civil Society Organizations (CSOs) August 23rd-25th Team Briefings and Planning-Jakarta Augut 23&.25h Tem Brefigs ad Plnnin-Jakrta6 Hurin JI. Jatibaru, Tn Abang, Jakpus Thurs, Sept 6, 2012 15.001.0CO( etn August 26th-September 8th Consultations and Field Visits-Jakarta 7 Jangkar Jalan Haji Nawi No 12, Thurs, Sept 30, 2012 10.0 September 9th-12th Field Visits-West Kalimantan Gandaria-Jakarta Selatan Fri, Sept 7, 2012 10.0 September 13th_1 1h Field Visits-Lombok 8 Kawal Borneo JI. Anggrek Merpati 1 No. 60 Fri-Sat 21-22 Sept 2012 Community Komplek Batu Alam Permai,liehodapc September 16th_1 9th Field Visit-Yogyakarta Foundation Samarinda,751 24 September 20th-23rd Attendance at Learning Forum-South Sulawesi Telp/Fax. +62(0)541-7773762 Setme 0h2n oo etnsJkra9 Lakpesdam Bantul Ploso Wonolelo, Pleret, Tues, Sept 18, 2012 14.001.0CO( etn September 20t d Donor Meetings-JakartaYogyakarta Tep/Fax: September 24th-October 3rd Follow up Meetings and Partner Workshops-Jakarta 0274-8313454 Spebr2127hGvrmnMetns10 Lakpesdam Gunung JI. Tentara Pelajar Tegalmulyo, Tues, Sept 18, 2012 09.001.0CO'(etn SeptemberKidul Ds. Kepek, Wonosari, Gunung WB and PSF Stakeholder Dialogue-Jakarta Kidul, Dl Yogyakarta; Telp/Fax: Sept 24Ohr29gh Team Analysis Sessions-Jakarta Pa'0274-7022694 11 Lakpesdam fndramayu JI. D Panjaitan No. Thurs, Sept 6, 2012 10.00-18.00 EO's 1meeting& 24 ndramayu 45212 RTe10/07 T.0234-271 802 12 Lakpesdam Mataram JI. Panji Tilar Negara No.144 Fri, Sept 14 , 2012 10.00-16.00 IP's 1meeting& Perumnas, Tanjung Karang field met Permai, Kec.Sekarbela, Kota Mataram. TeNp. 0370-637301 13 Lakpesdam Pontianak JI. Selat Bali RT 005 RW Tues, Sept 11, 2012 10.00-16.00 EO's 1meeting& 020 Kel. Sinatan Tengah ield 1st Kec. Pontianak Utara Kota Pontianak Kalimantan Barat 14 Lembaga Swadaya JI. Karya Baru Komp. Fri-Sat 21-22 Sept 2012 IP'sr2nd o Kalimantan Ponlok Agung Permai , Membangun Pontianak 78121 Kalimantanduiglviho Barat-Indonesia Tepworkho 0561-747559 66 PNPM PEDULI: ONE YEAR ON Annex 4: Field Meetings and OgnztosCnutd 6 15 LPP NU Sleman JI. Dr. Rajiman NO. 13, Tues, Sept 18, 2012 09.30-13.00 CSO's meeting & ANNEX 5: PERSONS CONSULTED Pangukan, Tridadi, Sleman, field visit DI Yogyakarta, Telp/Fax.: 0274-86735 Beneficiaries: 1-1 Interviews 16 LPSDM JI. RA Kartini No. 16A, Kel. Sat, Sept 15, 2012 09.00-17.00 CSO's meeting & No Name Gender Address (Village-District) CSO Date of Interview Rakam pancor, Lombok Timur, field visit 1 Daerah F Pabean Udik-Indramayu Lakpesdam Sept 6, 2012 Telp/FAx: 0376-21491 2 Musni F Indramayu 17 Muhammadiyah JI. Bekasi Timur VI, RT 04/13, Thurs, Sept 6, 2012 10.00-12.00 CSO's meeting 3 Arief M Tanah Abang-Jakarta Jangkar Sept 8, 2012 CBS Jatinegara, Jaktim 4 Lena Marliyanti F Pematang 7-Kubu Raya YLBH-PIK Sept 10, 2012 18 Our Voice JI. Kalibata Timur I No. 55, Sat, Sept 8, 2012 14.30-18.30 CSO's meeting 5 Riningsih F Bintang Mas-Kubu Raya RT 9 RW 1, Kalibata, Jakarta 6 Septi Riwanti F Selatan ____________________ Selta _7 Fitriyani F Selat Bali-Pontianak Lakpesdam Sept 11, 2012 19 PPSW Borneo JI. H.Rais A. Rahman Gg. Mon, Sept 10, 2012 10.00-17.00 CSO's meeting & 8 Ita F Pontianak Gunung Kerinci II No. field visit - 1 5A-Pontianak-Kalbar 9 Mama Dede F 20 Samanta JL. Amir Hamzah No. 96, Fri, Sept 14, 2012 09.00-18.00 CSO's meeting & 10 Eli F Kampung Bangsal Lakpesdam Sept 14, 2012 Karangsukun, Mataram, Telp. field visit 11 Sainin Baiq Saynum F Mataram 0370-628481 12 Hairuni F 21 Sanggar Anak Akar JI. Inspeksi Kalimalang, Jakarta Tues, Sept 4, 2012 14.00-16.30 CSO's meeting 13 Nurhidayah F Timur 14 Weni F Batu Jangkik-Central Lombok Samantha Sept 14, 2012 22 SWARA JI. Pisangan 3, Jatinegara, Tues, Sept 4, 2012 11.00-13.00 CSO's meeting 15 Sri Astuti F Jakarta Timur Mon, Sept 24, 2012 14.00-18.00 Field visit 16 Sanipah F 23 Yayasan Alfa Omega JI. Tim-Tim Km.13 Tarus PO Fri-Sat 21-22 Sept 2012 Interview on 17 Sartini F Ijo Balit-East Lombok LPSDM Sept 15, 2012 BOX 98 Kupang, NTT TIp.: livelihood aspect 18 Sri Marlina F (0380) 827473 during livelihood 19 Nurhaini F _______________________ ________________________workshop _____ 20 Salma F 24 Yayasan Satunama JI. Sambisari 99, Duwet RT 006 Mon, Sept 17, 2012 09.00-21.00 CSO's meeting & 21 Nashul Niwati F RW 34, Sedangadi, Melati, field visit 21 Nashul_Niwati _ F Sleman, Yogya 22 Azwar M 25 YLBH-PIK JI. Alianyang No, 12 A, Mon, Sept 10, 2012 10.00-17.00 CSO's meeting & 23 Eko Hartanto M Tanjung-Gunung Kidul Satunama Sept 17, 2012 Pontianak, Kalimantan Barat field visit 24 Tri Wahyuni F Dengok-Gunung Kidul Government 25 Eni F No Organization Address Day/Date Time Purpose 26 Kartini F 26 Coordinating Ministry Deputy VII Room, Menko Fri, Aug 31, 2012 10.00-11.30 Briefing 27 Sumartini F for People's Welfare Kesra, I. Medan Merdeka Fri, Sept 28, 2012 13.00-15.30 Sharing 28 Suwarno M of Indonesia Barat information 29 Widi M Jetis-Gunung Kidul from field visit 30 Wasidi F Kedung Poh-Gunung Kidul with CSOs and 31 Sutilah F Kepek-Gunung Kidul Lakpesdam Sept 18, 2012 meeting with 32 Sujiati F Gunung Kidul EOs - Donor 33 Mujilah F 34 Triwinardi F No Organization Address Day/Date Time Purpose - 35 Mujinah F 27 AusAID Menteng Tues, Sept 4, 2012 3.00-4.00 Meeting with 36 Emi Susanti F Donor Cyber Building 2, 8th Floor, Fri, Sept 21, 2012 10.30-11.30 Meeting with 37 Muhammad Maruf M Argumulyo-Sleman LPP NU JI. HR Rasuna Said, Kuningan, Donor 38 Soegiono M Jakarta 39 Sugeng M 28 European Commission Intiland Building, 16th Floor, JI. Thurs, Sept 20, 2012 13.00-14.00 Meeting with Jend. Sudirman Kay 32, Jakarta Donor 10220 68 PNPM PEDULL: ONE YEAR ON Anne :ProsCnutd 6 40 Sani F Sri Martani-Bantul Lakpesdam Bantul Sept 18, 2012 Zoey Breslar Capacity Building Adviser Consulted during 41 Emi F planning, implen 42 Marti F of review process 43 Wahyatun F Siti Sulami M&E Analyst 44 Sudarmin F Chatarina Widiarti Team Assistant Consulted during 45 Catwati F planning, implen 46 Sarni Fprocess 47 Anita FPNPM Mandiri Sentot Surya Satria Social Development Sharing on PNPN 48 Shella TG Mampang-Jakarta SWARA Sept 24, 2012 Fiduciary Hanggar Irawan Operations Analyst Consulted for Pe 49 Niara TG management BnfcaisFGs Procurement Ahsan Ali Lead Procurement Specialist Consulted for procrmn Beneficiaries: FGDsmanagement No Name Gender Address (Village-District) CSO Date of ZuIfi Novriandi Operation Analyst Consulted for pr Interview management 1 Sri Lestari F Limbung-Kubu Raya PPSW Borneo Sept 10, 2012 Achmad Zacky Wasaraka Procurement Analyst Consulted for pr 2 Semini F management 3 Tuginem F 4 Nurun F EO's, IP's, CSOs 5 Yuliana F Executing Organization Person Position Proces 6 Mulyani F Organization 7 Patiem F ACE ACE Titik Hartini Executive Director * I an 8 Martina F EO 9 Maryati F * Workh 10 Supratman M Siti Masriyah Program Manager * I" an EO Government * Workh Ministry Person Position Process S. Hartini HRD & Finance Officer * I an Coordinating Dr. Sujana Royat Deputy Minister of the Coordinating Ministry for Sharing information from EO Ministry for People's Welfare for Poverty Alleviation and Head of field visit with CSOs and Sukartiningsih Cashier e I, an People's the National Oversight Working Group for PNPM meeting with EOs EO Welfare of lbu Magdalena Deputy Assistant for Micro Finance and Applied Sharing on review team Ade Gunawan Program Officer 0 Is m Indonesia Technology of the Coordinating Ministry for planning and preparation Tursiah Program Officer . Is m People's Welfare for Poverty Alleviation Jangkar Okta Program Manager e Meet orgaiato World Bank/PNPM Support Facility Yatna Head of Karang Taruna o Meet Unit/ Person Position Process Kp.BaIi orgai Department Adi Fasilitator Kp. Bali o Meet PSF Jan Weetjens Head of the PSF, World Consulted during preparation and orgai Bank planning, implementation and reporting e Field of review process Mizi Fasilitator Kp. Bali o Meet Sonja Litz World Bank senior legal Consulted during preparation and orgai advisor for the Justice for planning, implementation and reporting e Field the Poor Program of review process Elvan Fasilitator Menteng o Meet PNPM Peduli Felicity Pascoe Coordinator of Peduli Consulted during preparation and orgai Program, World Bank planning, implementation and reporting Bambang Puskesmas Menteng o Meet of review process orgai Vinny Flaviana Hyunanda Operation Analysis Peduli Consulted during preparation and Program planning, and implementation of review process Nina Shatifan Monitoring, Evaluation and Consulted during preparation and Learning Adviser planning, implementation and reporting of review process 70aWidiartiEYeam Assistant Consulted duin prprto and Our Voice Hartoyo General Secretary/Program * Meeting with LPSDM Ali Hamzah Director * Meeting with Coordinator organization organization Yatna Staff * Meeting with * Field visit ljo Balit Daya organization Ririn Hadiyuna Program Manager * Meeting with Ricky Person in Charge (PIC) * Meeting with organization Audio Visual organization Ismail Community Organiser * Meeting with Imam PIC Graphic Design * Meeting with organization organization * Field visit ljo Balit Daya Lutfi Volunteer * Meeting with Hussein Community Organiser * Meeting with organization organization Johan Volunteer * Meeting with * Field visit ljo Balit Daya organization Nasrudin Finance Officer * Meeting with Wiwid Volunteer * Meeting with organization organization Muslihatun Finance Officer * Meeting with Teguh Volunteer * Meeting with organization organization * Field visit ljo Balit Daya Faisal Reza Volunteer * Meeting with Farid Staff Program micro * Meeting with __________________ ______________________ organization economic development organization Dee Volunteer * Meeting with PKBI Ine Silviane Executive Director * 1St meeting with organization PPSW Borneo Rosmaniar Program Manager * Meeting with Harry_Kurniawan_Program_ManagorgnIs aio orgaizaionHarry Kurniawan Program Manager * 1st & 2nd meeting with organizationora * Field visit Kubu Raya * or a *Workshop Reny Hidjazi Director * Meeting with Milawati MlwtRaau Finance Officer * 2nd meeting o rg a n iz a tio n R a h a y u A l aR o e t K o eC m m n ty O g ni e _ _I t r Sri Wahyu Ningsih Community Organiser * Meeting with Yayasan Alfa Robert Kore Community Organiser * nterview during organiationOmega ____________livelihood workshop organization * Field visit Kubu Raya Lembaga Swadaya Marcelus Uthan Director * Interview during Kalimantan livelihood workshop Dayang Marniawarsih Community Organiser * Meeting with Membangun organization Kemitraan Kemitraan Sita Supomo Program Director * 1s meeting with EO * Field visit Kubu Raya * Workh Lenny M Sofyan Finance Officer * Meeting with Ade Siti Barokah Program Manager * 1st & 2nd meeting With organization EO Satunama Boedi Susilo Director * Meeting with ________________ _____________________ organization______________*Wrso D Tgo i r s tion Efrizal Zein Finance/Grant Officer * 1St & 2nd meeting With Deni Tarigan Community Organiser * Meeting with E organization Sri Purwani Human Resources * Meeting with * Workshop organization Muhammad Bustom Project Officer * Field Visit Wiwid Finance Officer * Meeting with Muhammadiyah organization * Workshop Bima Adimoelya Program Coordinator * Meeting with Muhammadiyah lbnu Tsani Program Manager * Meeting with organization Organization * Field visit Gunung Kidul Endang Program Coordinator * Meeting with Shanti Community Organiser * Field visit Gunung Kidul Organization Jerami Rino Community Organiser * Field visit Gunung Kidul Jerami 72 PNPM PEDULI: ONE YEAR ON Anne :ProsCnutd 7 YLBH PlK Tini Program Coordinator * Meeting with SWARA Luluk Program Coordinator * Meeting with Organization Organization Ratna Advocate * Meeting with * Training event Organization observation Yudit Community Organiser * Meeting with Yola Field Officer * Meeting with organization Organization * Field visit Kubu Raya Riza Field Officer * Meeting with Anna Finance Officer * Meeting with organization Organization Shanti Field Officer * Meeting with Samantha Dwi S Director * Meeting with organization Organization Kamel Finance Officer * Meeting with * Field visit Batu Jangkik organization Erik Community Organiser Lesa * Field visit Batu Jangkiki Kawal Borneo Saparudin Program Manager * Interview during Community livelihood workshop Foundation Lakpesdam Lakpesdam Edi Hidayat Program Manager * 1st & 2n meeting with IKA Anik Wusari Executive Director * 1st & 2nd meeting organization * Workshop Ufi Ulfiah Asst. Program Manager * 1s meeting with organization Ratna Fitriani Program Director * 1 st & 2nd meeting * Workshop * Workshop * Meeting during Lina Sari Finance Coordinator * 1s & 2nd meeting Lakpesdam CO training Nur Komalasari Community Organiser * Ist meeting Kamelia Mustika Finance/Grant Officer * 1s and 2nd meeting with * Field Visit to Hurin organization * Worksho M artin Management Information * 1 st meeting with Siti_Khoriah_Pr gram_OffcerW oks hop System Officer organization Siti Khoiriah Program Officer * l meeting HURIN Badruzaman Teacher * Meeting with mam Ma'ruf Program Officer * Workshop organization L.Indramayu lim Rohimin Program Coordinator/Head * Meeting with Jamilah Teacher * Meeting with of L.Indramayu organization organization * Field visit Pabean Udik Siti Muflihat Teacher * Meeting with Wini Community Organiser * Meeting with organization organization Rahman Student * Meeting with * Field visit Pabean Udik organization Nukman Field Officer * Meeting with Jurfauzi Student * Meeting with organization organization * Field visit Pabean Udik Rahmat Student * Meeting with Muhammad Amrin Community Organiser * Meeting with organization organization Dondi Yongki Yana Student * Meeting with * Field visit Pabean Udik organization Samsul Huda Community Organiser * Meet Tono Student * Meeting with orgaizath organization oriato Jihan Fahira Ananda Student * Meeting with Ahmad_ommunty_Orgniser*_Mee ___________ ____________________________ organization Ahmad Community Organiser * Meeting with ~~organizationora SAA Agustinus Andi Finance Officer * Meeting with oriato Prastioorgaizaion* Field visit Pabean Udik Prasetio organization lbe Karyanto Program Manager * Meeting with organization Hairun Nisa Program Secretary * Meeting with organization 74 PNPM PEDULL: ONE YEAR ON Anne :ProsCnutd 7 L.Pontianak Muhammad Program Coordinator/Head * Meeting with L.Bantul Muhyidin Head of Branch L.Bantul * Meeting with of L.Pontianak organization organization * Field visit Selat Bali * Field visit Piyungan M. Dardiri Community Organiser * Meeting with Ahmad Muhsin Community Organiser * Meeting with organization organization * Field visit Selat Bali * Field visit Piyungan Syapiudin Finance Officer * Meeting with Dasar Wilodo Staff at advocacy unit * Meeting with organization organization Luluk Community Organiser * Meeting with Abu Sabikis Staff at advocacy unit * Meeting with organization organization * Field visit Selat Bali Amat Yani Secretary * Meeting with L.Mataram Eli Mahmudah Program Coordinator * Meeting with organization organization Aris Wibowo Finance Officer * Meeting with * Field visit Kampung organization Bangsal Siti Ngadawi Yah Volunteer * Meeting with Yusuf Tantowi Community Organiser Kp. * Meeting with organization Bangsal organization Suciati Volunteer * Meeting with * Field visit Kampung organization Bangsal Atik Susilawati Volunteer * Meeting with Jayadi Community Organiser * Meeting with organization Buntur organization * Field visit Piyungan Siti Raihanun Yuliana Finance Officer * Meeting with Bisri Mustofa Staff * Meeting with organization organization LPP Sleman Arianto Program Officer * Meeting with Sumiatun Volunteer * Meeting with organization organization Wiratno Financial Officer * Meeting with Muhelasiyah Volunteer * Meeting with organization organization * Field visit Jetis-Sleman Sumiatun Volunteer * Meeting with Nurus LPP NU Secretary * Meeting with organization organization L.Gunung Kidul lkhsan Manager Program * Meeting with * Field visit Jetis-Sleman organization * Field visit Dengok Helmi Finance Officer * Meeting with organization * Field visit Dengok Hanafi Community Organiser * Meeting with organization * Field visit Dengok Lathun Volunteer * Meeting with organization * Field visit Dengok DONORS Donor Person Position Process AUSAID Scott Guggenheim Social Policy Adviser 1-1 Meeting Kate Shanahan Manager Women in Leadership Section Donor meeting Arief Sugito Unit Manager-PNPM Donor Meeting European Commission Nur Isravivani (Iva) Program Officer-Economic Cooperation 1-1 Meeting 76 PNPM PEDULI: ONE YEAR ON Anne :ProsCnutd 7 ANNEX 6: LINES OF INQUIRY-INTERVIEW TOOLS Innovation and Sustainability * How long have you been working with this group * There seems to be a strong focus on livelihoods and in what kind of program? Is this new or are they and economic development in Peduli at building on existing expertise? the present time. Why do you think this focus * What is the particular expertises that your exists and do you think it will change in organization can offer to improve the target The following tables show the key lines of inquiry for Where can you look to fulfil your organizations the future? groups? (What are we looking for: is it about social or interviews for initial EO, CSO and beneficiary interviews. needs? (What are we looking for: is the EO inward or * Where is there innovation in your program? In economic inclusion, about poverty something else, link outward looking, linkages to PSF to others etc)? the programs undertaken by your partners? to CB) * Where can you see the sustainability in your own * What would you need to continue to develop EO INTERVIEWS-INTERVIEW 1 FORMAT: Government-Policy program (Can you provide examples of this?) What your own expertise to support the marginalized INTERVIEW 2 FOLLOWED TAILORED * What do you think the role of government in are we looking for understanding of sustainability groups? FORMAT BASED UPON SPECIFIC addressing Marginalization? on a range of levels-individual, community, * What results and outcomes are you seeing as ORGANIZATIONAL SYSTEMS. * What can this Program help the government organizational, institutional) a result of your program? to create policy and system to address * Where do you see the sustainability in Peduli? In Overview of Marginalization? your program or the partners programs Connection with EO * Why did your organization decide to become part * How can CSOs encourage government (national * What challenges did you have in getting your What is your assessment on the supports from of the Peduli program? What are we looking for: and local) to address/be more responsive to program up and running? Did you have sufficient EO? What should be improved in order that your strengths, assets/resources, perception about social the needs of marginalized groups? (What we are support from PSF to do this? From the TRG etc. organization can work better in Marginalization? change (and the potentials of this program can make), looking for: examples which describe experiences * Do you think there are particular characteristics (Empowerment, M&E, Grant management, specific vision/mission of the organization and challenges) that make Peduli unique? What are they? knowledge on the programs) * What do you think is the special contribution * Where can you look to fulfil your organizations of civil society in working on the issue of Capacity Building needs? (What are we looking for: is the EQ inward or Marginalization? (What are we looking for: rights, * What is the role of your organization in Capacity CSO INTERVIEWS outward looking, linkages to PS. to others etc)? livelihoods, ability to reach/access marginal groups, Building? flexibility) * What capacities need to be built in Peduli Program Approach Government Relationships * What do you think the strategic values of this Program? (We are looking for: broad approaches, * Why did your organization decide to become part In what ways do you think government can program? strategies, methods-strategies for EO's, NGO's of the Peduli program? What are we looking for: cooperate with NGOs to improve the social communities) strengths, assets/resources, perception about social economic condition of this group? What is Economic and Social Inclusion * What role does learning play in your program? change (and the potentials of this program can make), happening now, what could happen in the future, what * Given in the retreat last April there is a consensus * What do you do to learn from your experience vision/mission of the organization are the enablers for this cooperation and what stops it about the meaning of Marginalization, how far in implementing Peduli and how do you use * What do you think the strategic values of this from happening? and in what ways do you think the Indonesian this learning? program? (looking for the significance for their NGOs can take part in alleviating Marginalization? organizations as well as the marginalized groups) Networking * If your program to improve the capacity of CSOs Networking * What benefits have came out from cooperation to reach and work with marginalized groups, what * What do you think is the importance of Economic and Social Inclusion with other organizations? What potential do you see needs to do? (What are we looking for: among other, network/networking in achieving the objectives * Why do you work with the XXX group? (Note: we for such cooperation? on the aspects of "Soft skills": identify target groups) in Peduli Program? (What are the issues/problems/ want to know the definition of marginalized group, * Do you think that other organizations need to be * What is the particular expertises that your challenges for NGOs in networking) reasonability selecting the groups. To see the relevancy engaged? If so why has this not happened? organization can offer to improve NGOs Capacity 0 Does your organization play in helping the CSOs the activities they choose and the definition Building to work with marginalized group? in strengthen/broaden their network? How do you of Marginalization) GMS (What are we looking for: is it about social/ economic do this? (What we are looking for: examples, the types * How does your organization assess and identify * As a grantee, how do you expeience usmg inclusion, poverty, something else, link to CB) of networks and outcomes from these). the main needs of the target group before the current GMS? (looking for bottleneck, advantage, * What would you need to continue to develop * Can you describe some examples of emerging supporting? How do you identify and select good practices, flexibility, capacity) your own expertise to support CSOs working with good practice where networking can the required interventions? Are the target groups * How does the GMS help you or hinder you from marginalized groups? address Marginalization? involved in this? Who is making decisions and why? achieving the objectives of your program? * What should be improved to be more effective in working with marginalized groups? 78 PNPM PEDULL: ONE YEAR ON Annex 6: Lines ofIqiyntrewTos7 Learning and Knowledge Management type and direction of activities, consultation processes * What are the emerging lessons from for involvement in decision-making-actors in your program? decision making) * How do you get this information, document, share What do you know about the kind of support and use it? given by CSOs? (length, budget, aspects, * What roles do you think the EOs should take in plan/trajectory) helping your organization to generate knowledge and learning in the next phase? Should other Benefit and Changes supports be available for this? Do you feel this program has resulted in changes in your life? If so what are they and how did Sustainability and Innovation they make a difference? (Aspects: skill, access to * Where do you see the sustainability of your information, economic benefit, social inclusion e.g. program? (Note: on what level) Can you provide group support, self confidence, better access to examples of these? What we are looking for is services, certification etc) the understanding of sustainability of range of level In your opinion, how could this program bring (individual, community, organizational, institutional). more benefits to your needs? (We need to look for * What needs to be done in the future to support the "difficulties" in engaging in the program as well as you to implement the program? the positives, relevance of the program to their needs) BENEFICIARY INTERVIEWS f Name of beneficiary: Gender : a. Male b. Female c. Transgender *Village, Subdistrict, District, Province, Phone: diSupporting CSO: Name of Program *Interviewer and date: Respondent Characteristics How old are you? ayears *How many years of formal education did you have? ___- years t What is your main job?dfene(se: klacs i Have you ever been involved in government programs before? Y/N g Please describe which program do you involve? Program Understanding *How did you find out about the program? thHow did you come to be involved in this program? (Source of information about the program, motivation, alignment with target group) What kind of activities are you involved in? *Who determined the activities? Were you involved in the determination of the activities? (Participation, 80 PNPM PEDULL: ONE YEAR ON Annex 6: Lines ofIqi-ntrewTos8 ANNEX 7: OUTCOMES OF BENEFICIARY INTERVIEWS The following are the tables of the raw beneficiary data from interviews, these have been considered alongside qualitative interview outcomes in the preparation of the report analysis and as such are not included in the text. GENDE AGEIN YOUR OPINION, GENDER AGE HOW TO MAKE THIS PROGRAM 4% 6% EDUCATION BRING MORE BENEFIT TO YOUR NEEDS? Transgender Above 60 6% 4% 2% 16% Bachelor Blank Not Finished Male 8% 27% Degree Primary School 8% 10% 51-60 20-30 Blank Lingkage 6%......... 6 Diploma 16% 2% Program Diploma Primary School Not sure Need More Tools Suport 51% 29% Longer 4-031% 22% Mentorship & 80% 45031% High School 35% Need More Training Female 31-40 Junior Capital High School PROVINCE WHAT IS WHAT KND OF ACTIVITY ARE YOU IN DO YOU FEEL THIS PROGRAM 12% 1 4% YOUR MAIN JOB 6%MAKE CHANGES IN YOUR LIVE? West Kaliman2a 4% Teache /o \mployee BIak 7Aaital Student ..10% Sup.2% 4% *20% No 2%Blank West Java SrFarmerGru Musician Mentoring 10 5 Voctina 62% 51 1% *Training /Access to Not Sure 51Y Small Shop 2% Nnforatio Fa D2 tnfor matio Religious 16 Leader Tools/equipmnetTrnngMe NTB % 2%% Staffye 66%aaemn 2 6%e4% 39% Support Confident DKI Jakarta Manufacture Housewife 4%10% Paralegal Socialization Training 82 PNM PEDLI: OE YER ON nnex : Oucomesof.Beefi.ary.Iterviws.8 ANNEX 8: DEFINING INDONESIAN CIVIL SOCIETY Organisasi yang bergerak dalam perlindunganhidup atau Environmental and Conservation Organizations konservasi Organisasi sosial keagamaan (NU,Muhammadyah, Hizbut Social-Religious Organizations (NU, Muhammadiyah, Tahrir, organisasiyang bernaung di bawah gereja dan Hizbut Tahrir, organizations under church and other agama-agamalain) religions) The following outcomes of the Civil Society index work undertaken in Indonesia in 2006 and 2011 can assist us to Organisasi hobi (klub pendaki gunung,pengumpul Hobbyist Clubs (mountain climber club, stamp collector understand the generally accepted definition and landscape of civil society in Indonesia. perangko, dsb) club etc) Sumber: Pertemuan NAG Pertama, Desember 2005. Civicus definition of Civil Society 2003 CIVICUS mendefinisikan masyarakat sipil sebagai sebuah CIVICUS defines civil society as an arena, outside of arena, di luar keluarga, negara, dan pasar, di mana the family, state and market where people associate to orang-orang berkelompok untuk mendorong kepentingan advance their common interests. bersama. Source: Indeks Masyarakat Sipil Indonesia, 2006 Daftar Organisasi Masyarakat Sipil List of Indonesian CSOs Kelompok/organisasi petani dan nelayan Farmer and Fisherman organizations/associations Organisasi kaum pengusaha Entrepreneurs' Association Organisasi profesi (seperti dokter, guru,insinyur, akuntan, Professional Associations (teacher, engineer, medical dan lain-lain doctor, accountant etc) Serikat pekerja/serikat buruh Labour Unions Pengurus RT/RW/Badan PerwakilanDesa/Dewan Kelurahan RT/RW/Village Consultative Body/Village Council Kelompok-kelompok pengajian, majelistaklim, paroki, dsb Islamic study group, Taklim Assembly, Parish, etc Organisasi seni dan budaya (seni, musik,teater, film, dan Arts and Culture Organizations (art, music, theater, film sebagainya) etc) Koperasi, KUD, kelompok usaha bersama,kelompok Cooperative, village unit cooperative, joint enterprise simpan-pinjam, dan sebagainya group, saving and credit group etc Yayasan yang bergerak dalam bidangkesehatan-yayasan Foundations engaged in health sectors (orphanages and yatim piatu, anak cacat,panti asuhan, dsb disability organizations) Kelompok-kelompok pendidikan sepertiKomite Sekolah, Education groups such as School Committees, Parent POMG, dIl Teacher Association etc Organisasi olahraga Sporting Associations Organisasi pemuda/mahasiswa Youth and Student's organizations Organisasi/kelompok-kelompok perempuan Women's groups, organizations, movement Ornop Advokasi (HAM, demokrasi, watchdog Advocacy Organizations (Human rights, democracy, organizations, dll) watchdogs etc) LSM pembangunan bergerak dalampelayanan dan Development NGOs engaged in service delivery and pengembangan masyarakat community development Organisasi berdasarkan kesukuan, etnis,masyarakat adat Ethnic, tribal, indigenous peoples' organizations 84 PNPM PEDULL: ONE YEAR ON Annex 8: Definins noeinCvlScey 8 ANNEX 9: LIST OF RESOURCES AND SOURCES Hadi, 0, 'Masyarakat Sipil dalam Proses Demokratisasi', in Scanteam, 'Support Models for CSOs at Country Level: Makara, Social Humaniora, Vol 14:2, 2010 Synthesis Report', Norwegian Agency for Development Cooperation, NORAD Report 1/2008 Discussion, 2008 Hans Antlov, Rustam Ibrahim and Peter van Tuijl, NGO Accountability: Politics, Principles, and Innovations, Senge, P; The Fifth Discipline: The Art and Practice of The following is list of source materials used in Ellis, F and H. Ade Freeman, Rural Livelihoods and Poverty Earthscan, London, 2006 the Learning Organization, Doubleday Currency, New York, the preparation of this report, as such is not an Reduction Policies, Routledge Studies in Development 1990 exhaustive list of all documents accessed throughout Economics and Taylor & Francis Group, London and New Howell, J and Hall, J, 'Working beyond Government: the Review process. York, 2005 Evaluation of AusAID's Engagement with Civil Society in Solesbury, W, 'Sustainable Livelihoods: A Case Study of Developing Countries', Australian Agency for International the Evolution of DFID Policy', Working Paper 217, Overseas Achwan, R and Ganie-Rochman, M, 'Civic Organizations European Free Trade Association, 'Framework Co-operation Development, March 2012, accessed on August Development Institute, London, 2003 and Governance Reform in Indonesian Cities' in Asian Agreement between the Financial Mechanism Office 26, 2012 http://www.ode.ausaid.gov.au/publications/ Journal of Social Sciences (37), 2009 European Free Trade Association (EFTA) and The evaluation-engagement-with-civil-society.html Strand, J and Fakih, M, 'An Assessment of Indonesian NGOs International Secretariat of Transparency International', Small Enterprise Development Programs, November, 1984 AKATIGA, 'Marginalized Groups in PNPM Rural', Financial Mechanism Office European Free Trade Hughes, M. Social Inclusion Definitions and Measures: AKATIGA-Center for Social Analysis, June 2010 Association, July 2011, accessed on 12 October 2012, Literature and Sector Review. Sydney: Northcott Disability Swedish International Development Cooperation Agency Services, UK, 2011 http://www.northcott.com.au/uploaded/ (SIDA), 'Pluralism Policy for support to civil society in Anupkumar, A, 'Introduction to Sociology-The concept of http://www.eeagrants.org/asset/4082/1/4082_1.pdf File/Measuring%20and%2OEvaluating%2OSocial%20 developing countries within Swedish development Marginalization', accessed on 12 October 2012, Inclusion%20%20-%20Public%20version.pdf accessed on cooperation', Swedish International Development FAO Corporate Document Repository; 'Improving Access 19th October, 2012 Cooperation Agency, 2009, accessed on 08 October2012, http://www.adityaanupkumar.com/files/ to Natural Resources for the Rural Poor-A Critical TheConceptOfMarginalization.pdf Analysis,' accessed on 11th October, 2012 http://www.fao. IFAD: Enabling Poor Rural People to Overcome http://www.sida.se/Global/Partners/The%20Civil%20 org/docrep/006/ad683e/ad683e02.htm Poverty; http://www.ifad.org/sla/index.htm accessed Society/Policy%20Sweden%2OSupport%20Civil%20 AusAID Office for Development Effectiveness, (Hall and on 26 September, 2012 Society%202009.pdf Howell) Working Paper: Good Practice Donor Engagement Fowler, A, 'Part 2: Making NGDOs Effective: Mobilising with Civil Society, June 2010. Financial Resources', in Fowler (eds) Striking a Balance: A Jenson, J, 'Backgrounder: Thinking about Marginalization: Thebor, F; Wells, A; Sharma, B; Mendizabal, E: Guide to Enhancing the Effectiveness of Non-Governmental What, Who and Why?', Canadian Policy Research Networks Multi-donor Support to Civil Society and Engaging with Bradford, Burke, Seashore, Worley, Tannenbaum; The Organizations in International Development, Earthscan Inc. (CPRN), November 2000, http://www.cprn.org ' Non-traditional' Civil Society', Overseas Development Change Leader's Roadmap; San Francisco, 2001 Publications Ltd, London, 1997 Institute, London, 2007 Norwegian Agency for Development Cooperation (Norad), Canadian International Development Agency (CIDA), Ganie-Rochman, M and Achwan, R, 'Inclusion and 'Principles for Norad's Support to Civil Society in the South', Wikipedia, Capacity Building; accessed on September 'Aid Effectiveness and Quality Education-Civil Society Exclusion: NGOs and Critical Social Knowledge', in Social Norwegian Agency for Development Cooperation, May 9th, 2012 http://en.wikipedia.org/wiki/Capacitybuilding Organizations', Canadian International Development Sciences and Power ISEAS, Singapore, 2004 2009, accessed on 10 October 2012,http://www.norad. Agency, accessed on 2 October 2012, no/en/_attachment/l 27633/binary/48700?download Yappika, Indonesia Country Reports, 2007 Giffen, J and Judge, R, 'Civil Society Policy and Practice in http://www.acdi-cida.gc.ca/acdi-cida/ACDI-CIDA.nsf/eng/ Donor Agencies: PNPM Support Facility (PSF), 'PNPM Peduli Project Yappika, Index Masyarakat Sipil 16 Kabupaten/Kota, 2011 NAT-5308157-GDH Operational Manual Executing Organizations', PNPM An overview report commissioned by DFID', International Support Facility, November 2011 Department for International Development (DFID), NGO Training and Research Centre (INTRAC), May 2010, 'Programme Partnership Arrangements 2011-2014', accessed on 10 October 2012, http://www.intrac.org/data/ PNPM Support Facility (PSF), 'PNPM Peduli Retreat Report', Department for International Development, accessed files/resources/681/Civil-Society-Policy-and-Practice-in- PNPM Support Facility, April 2012 on 5 October 2012, Donor-Agencies.pdf Rothwell and Sullivan, Practicing Organization http://www.dfid.gov.uk/work-with- Government of the Republic of Indonesia, 'Regulation of Development: A Guide for Consultants, Pfeiffer, San us/funding-opportunities/not-for-profit-organizations/ppas/ President of Republic Indonesia no 5, 2010 regarding to Francisco, 2005 the National Medium-Term of Development Plan' 86 PNPM PEDULL: ONE YEAR ON Annex 9: ListofRsuesadSues8 ANNEX 10: THE REVIEW TEAM Edwar Fitri is a business development specialist and Master Trainer for the ILO global training platform "Start and Improve Your Business". Edwar has 6 years experience in working across Indonesia in planning and implementing training, capacity building, research and AUTHORS providing technical assistance to the ILO, government & Donna Leigh Holden is a development practitioner NGO's with a focus on entrepreneurship, trainer skills, with 18 years experience working in Asia and Australia. livelihoods and rural development. Donna currently specialises in the design and evaluation of civil society, community development and capacity building programs. Meuthia Ganie-Rochman is an Organizational Donna's lifelong experience in living and working with and Political Sociologist who is a Senior Lecturer of marginalized communities provides her with a strong Sociology at the University of Indonesia. She has been interest and commitment to social justice as well as conducting research and consultancy in the areas of the establishment of multi-stakeholder partnerships governance, social development and organizational for development. phenomenon. Rima Irmayani is an Independent Consultant based in Holland. Rima holds Master's Degree in Conflict, Reconstruction and Human Security at the Institute Social Studies (ISS) and an Advanced Master's in RESEARCHER AND FIELD ASSISTANT International Development of Radboud University Nijmegen. She has worked with NGOs on issues of Arief Iswariyadi holds a Ph.D. in Agricultural conflict, reconstruction and participation for 13 years Economics and Master of Economics from the University including as Field Manager in various parts of Indonesia of Kentucky, and a Master of Agribusiness from South and more recently as a Contract Manager with Oxfam Carolina State University where he held research and Novib-Den Haag. teaching assistant roles. Arief is currently a researcher in agricultural economics, and is an economic and Early Dewi Nuriana is a psychologist graduated from social specialist at the Komite Inovasi Nasional (KIN). Gadjah Mada University, Yogyakarta who specialises in social inclusion and working with marginal groups. She started her career working in reproductive health and HIV issues in PKBI Yogyakarta, and capacity building for NGOs before joining the ILO where she has managed HIV and migrant worker programs for the past 6 years. FIELD ADMINISTRATION AND LOGISTICS Dewi is currently an Independent Consultant. Rahayu Ningsih Budi (Yayuk) and Chatarina Ayu Widiarti (Widi) PEDULI TEAM: REFLECTIONS Sonja Litz, Felicity Pascoe, Nina Shatifan, Vinny Flaviana, Zoey Breslar, Siti Sulami 88 PNPM PEDULL: ONE YEAR ON Annei0 h eve em 8 ANNEX 11: SUMMARY OF OBSERVATIONS AND activities, it is important to ensure that they have the skills opportunities for new actors to be engaged. RECOMMENDATIONS and capacities to do this in a planned and systematic way. This will ensure better learning outcomes for participants. A Intermediate Recommendation: In the interests of quality future PNPM Peduli CB Strategy needs to consider strategies programming and downward accountability, there is a need for building the capacity to build capacity. for increased contestability in the selection of CSO partners and programs. While restricted and targeted selection Intermediate Recommendation: PNPM Peduli should process are acceptable, a higher level of transparency and GENERAL OBSERVATIONS being tested through PNPM Peduli, needs to focus in continue its efforts to explore alternate models for accountability could be achieved if EOs and Ps facilitated AND RECOMMENDATIONS the immediate future on how to align with emerging the sourcing of CB activities for its partners. a higher degree of contestability within selection processes. The following general observations inform key good practice for funding to CSOs and working with This could be achieved through the establishment of clear recommendations and intermediate recommendations non-traditional organizations and groups. Learning Area 3 program and performance criteria, based on intended provided below. These are discussed in detail in Intermediate Recommendation: Prior to entering into development outcomes, proportionate criteria to select on the Executive Summary and within the relevant sections of The quality of partner programs (targeting, relevance and the next stage of program development, PNPM Peduli and the basis of these and external appraisal and peer review the full report. technical quality) can be significantly strengthened through its partners should take time to reflect and develop a clear controls. the development of higher levels of contestability, effective Theory of Change to enable more effective targeting of The program logic and purpose of Peduli is sound resourcing of design processes, development of quality beneficiaries and activities."' Intermediary Recommendation: The development of and relevant. tools for assessment and program planning. systems to ensure the more effective provision of financial Intermediate recommendation: The establishment of and technical resources to CSOs and EOs to design PNPM Peduli and its partners will be able to more effectively clear mechanisms for external contestability of intended interventions should be given high priority in the next phase focus their efforts in the context of a clear statement of INTERMEDIATE RECOMMENDATIONS project interventions against clear quality standards for of Peduli and its associated programming activities. vision of what Peduli is about and what success would activity design and targeting is strongly recommended at all look like. Learning Area 1 levels of the Peduli chain of influence. Intermediate Recommendation: WB procurement Intermediate Recommendation: PNPM Peduli should processes (combined with poor financing timeframes) have Peduli counterparts, staff and partners are shaping and continue in its efforts to establish and strengthen CSO Learning Area 4 had a significant negative impact on program delivery. modelling relationships and behaviours which reflect networks as a key strategy for both advocacy and Intermediate Recommendation: There is an urgent need Ongoing efforts by the team to internally advocate for the values of equality, humanity and justice required for capacity building. to reassess Peduli's current focus on work on economic efficient, effective and accountable administrative processes a program of PNPM Peduli's nature and vision. empowerment and livelihoods. It is essential to determine for procurement and grant making more generally are to be Intermediate Recommendation: Peduli's own the conditions under which this form of engagement strongly encouraged. The achievements of the PNPM Peduli team and its partners programming strategy needs to include efforts to can be supported. It is also necessary to determine what in establishing the architecture for the delivery of PNPM support the legitimacy of CSOs. This legitimacy needs capacity building and monitoring efforts are necessary to Intermediate Recommendation: Peduli should Peduli are significant. to be developed by promoting downward and upward ensure that associated interventions provide an appropriate strongly encouraged downward accountability as a process accountability of CSOs; by supporting them to deliver on return on investment and do not result in harm. of development at the levels of both practice and policy. Peduli's role in capacity development should stem from and their commitments; by promoting the establishment of Clear strategies and management systems need to support its positioning as a network of agents for change, networks and communities of practice; and by enabling Learning Area 5 be put in place to enable this, including proportional in empowering marginalized groups and supporting CSOs to develop skills in effective advocacy and alliance Intermediate Recommendation: Engagement with ALL attention to the measurement of partner performance and social inclusion. building. partners in Peduli, including EOs, should be based on accountability to beneficiaries and other stakeholders. shared strategic programmatic interests, as opposed to Program level outcomes do not spontaneously manifest Intermediate Recommendation: The development of their intention to position themselves as GMOs. This should from a portfolio of discrete and disassociated projects. In partnerships within Peduli should be based on a realistic also be the case for sub-national organizations acting as order to break the cycle of marginalization, Peduli and its assessment of programming capacity (practice). It should local GMOs. partners need to shift towards programmatic approaches. enable partners to build on existing skills and capacities and to develop new capacities that will add value to the core Intermediate Recommendation: The IP Model should Peduli partnerships should build upon existing business of the agency. not continue. Given that this model has not worked to experience and capacities of known organizations and facilitate the expected capacity building and skills transfer known approaches. Learning Area 2 for IPs, PNPM Peduli needs to consider the mechanism by Intermediate Recommendation: CB is a discipline. which it will assesses the capacity and suitability of IPs to The focus for the WB approach to CSO financing Where EOs and CSOs are expected to be able to deliver CB become EOs in the future. This mechanism may include 90 PNPM PEDULIL ONE YEAR ON Annex 11: Summary of Observationsdrecmedtos9 NOTES 17. For example, Marginalized Groups in PNPM Rural, 34. Ganie-Rochman and Achwan (2005) skills training activities and are not based on a holistic Akatiga, Jakarta, 2010. 35. KDP, Sadie, Antara, LGSP etc analysis of livelihoods and opportunities for economic 18. 3 EOs were selected from a field of 9 solicited 36. Otho Hadi (2010). development. This matter is discussed in detail in proposals. 3 organizations were offered IP Grants. 37. With a number of exceptions perhaps for AusAID Learning Area 3. 1. The London School of Economics: Centre for Civil 19. PNPM Peduli Draft Monitoring Evaluation and Learning ACCESS and civil society strengthening programs by 54. This example is a shame in that the expansion of Society; sourced on March 28th, 2011 at http://www. (MEL) Plan, June 2012 organizations such as TAF,(The Asia Foundation), etc. paralegal support into the area could most likely be answers.com/topic/civil-society 20. The Preparation Phase commenced with finalisation 38. Rochman Achwan and Meuthia Ganie-Rochman justified on factors of the exclusion of other segments 2. International Consultative Forum on Education of the design, development of SoP, identification of (2009). of the community. for All (EFA Forum), UNESCO, Status and Trends, potential partners etc. The select tender was run after 39. YAPPIKA Civil Society Index 2006 and 2011 55. The PNPM Peduli team is cognizant of this need and 2000, in the Backgrounder Thinking About this stage. Following the selection of EO partners, 40. Ganie-Rochman, M; Jurnal Masyarakat, No. 10, 2002 at the time of writing had put concrete plans in place Marginalization, 2000 http://www.cprn.org the designs of project portfolios were undertaken. 41. Bradford, Burke, Seashore, Worley, Tannenbaum, 2001 to undertake a ToC process to inform its next stage 3. Bradford, Burke, Seashore, Worley, Tannenbaum, 2001 Peduli was launched in March 2011 and EO Project 42. Rothwell and Sullivan, 2005 of programming. 4. Hughes, M; Social Inclusion Definitions and Portfolios approved in July 2011. 43. Senge, P; 1990 56. Peduli Project Operations Manual; p15 Measures, 2011 p.9 21. PNPM Peduli Launch Opening Speech, 23rd March, 44. PSF mentoring and training support has largely 57. http://www.ifad.org/sla/index.htm 5. Improving Access to Natural Resources for the Rural 2011 focused on legal and contracting issues, financial 58. ibid Poor-A Critical Analysis; FAO Corporate Document 22. Interview Transcript, 27th September, 2012 management and procurement, while PSF support 59. Improving Access to Natural Resources for the Rural Repository, http://www.fao.org/docrep/006/ad683e/ 23. PNPM Peduli MEL Plan, June 2012 p 20 has focused on these as well as technical support for Poor-A Critical Analysis; FAO Corporate Document ad683e02.htm 24. ibid p.21 program implementation. Repository, http://www.fao.org/docrep/006/ad683e/ 6. For example, Marginalized Groups in PNPM Rural, 25. It should be highlighted that this Review both informs 45. This is a temporary measure while capacities of EOs ad683e02.htm Akatiga, Jakarta, 2010. and fits within the context of a wider work being are being developed and the Peduli design formally 60. As a result of the recommendations of this has been 7. Kemitraan, Lakpesdam NU and ACE are EO's while undertaken by PNPM Peduli as it builds on emerging articulated. These roles are advisory and consideration planned for Nov 2012. Bina Swadaya, IKA and PKBI are Intermediary Partners lessons regarding its approach, and articulating its of the placement of advisors within Menko Kesra and 61. Tembo etc al "Multi-donor Support to Civil Society and (IP), which have limited grant-making responsibilities design. Further work on the MEL Plan, definition of or partner organizations as opposed to positioning Engaging with 'non-traditional' civil society" (2007:29) as described in the full report. a ToC, development of CB Strategy etc are currently within PSF is bring undertaken at the time of writing. 62. Hall and Howell (Ausaid ODE, 2011) and Intract, 2010: 8. PNPM Peduli Draft Monitoring Evaluation and Learning underway or commencing in the near future. 46. One training that the team attended had one 17:18 (MEL) Plan, June 2012 26. 88% of current PNPM Peduli activities focus facilitator to over 60 participants. While the process 63. ibid 9. The Preparation Phase commenced with finalisation on livelihoods was interactive, and the facilitator did have some 64. ibid p.20 of the design, development of SoP, identification of 27. CSOs were the primary organizers of field visits, under support, it is not possible that the facilitator can 65. 6. potential partners etc. The select tender was run after direction from the PSF administration support staff, be supporting the learning process of individual 66. Fowler, 1997, p.129 this stage. Following the selection of EO partners, however in some cases these may also be working participants as would be expected in a professional 67. Scanteam 2008 p40; Transparency International, 2011; the designs of project portfolios were undertaken. through intermediaries or other community groups and development context. and Hall & Howell p.18 Peduli was launched in March 2011 and EO Project which lead to some inconsistency in format as visits 47. Evidence of limited capacities for program design, 68. Intract 2010, p.17. Portfolios approved in July 2011. were arranged within their usual format. economic development/Iivelihoods programming etc is 69. Such mechanisms for partners reviews are in place 10. PNPM Peduli Launch Opening Speech, 23rd March, 28. Aka Tiga provided in discussions for learning areas 3 and 4. for most donors provided block grants-e.g. AusAID, 2011 29. These are contained within the Peduli Operations 48. Thinking About Marginalization, 2000, p1 Norad, SIDA, CIDA, DFID 11. Interview Transcript, 27th September, 2012 Manual (POM) 49. Backgrounder: Thinking About 70. Thebo etc al P32 12. PNPM Peduli MEL Plan, June 2012 p 20 30. In this content uncluttered refers to the absence of Marginalization, 2000 p2 71. Quoted from consultation notes: "Kemitraan's core 13. ibid p.21 other actors working on the issue of marginalization 50. The Concept of Marginalization p.13 business is grant-making" (Ade Siti Barokah; ACE is 14. Note: Such changes are not demonstrated at and inclusion more broadly. It recognizes that 51. Hughes, M; Social Inclusion Definitions and a grant making organization (Titik, ACE Director). the economic level due to the combined issues while other actors work with marginalized groups Measures, 2011 p.9 72. For example YSIK and Satunama discussed within the relevant section of this report. these efforts tend to address the needs of specific 52. Backgrounder p 4 73. There has been on case of misuse of funds within 15. Note: Further intermediate recommendations, that is target groups based on thematic issues and do 53. The Review uses the terms 'livelihoods' loosely and Peduli to date and this was with a CSO working under those that focus on specific details of programming are not see to address the systemic and root causes warns Peduli and its partners against promoting an IR provided within the full report and at Annex 11. of marginalization. the use of this term amongst its partners, as the shape 74. LPP and LP are affiliates of NU 16. Enzo de Laurentiis, Manager Regional Procurement 31. Antlov, Ibrahim, van Tuijl (2006) and form of current interventions in this area are 75. PNPM Peduli POM p. 12 clearly states that the next (LCR), documented discussion between PSF & 32. For example NU and Muhammadiyah solely focused on group incoming generation and contract between the program and EOs would be Washington. 33. Meuthia Rochman separately negotiated to the Pilot Phase. 92 PNPM PEDULIL ONE YEAR ON Annex 11: Summary of Observationsdrecmedtos 9 76. With the exception of Kemitraan who has ability to prefinance 77. Felicity Pascoe, interview 78. For example, the case of Our Voice, which while unable to meet reporting requirements of the EO, had strong programming and advocacy capacity and high degree of legitimacy with its beneficiary's, constituents and represented a valuable civil society voice in advocacy efforts for LGBT groups. 79. PNPM Peduli Project Operational Manual, 2011 p. 15 80. Note: Such changes are not demonstrated at the economic level due to the combined issues discussed within the relevant section of this report. 81. Enzo de Laurentiis, Manager Regional Procurement (LCR), documented discussion between PSF & Washington. 82. For example, Marginalized Groups in PNPM Rural, Akatiga, Jakarta, 2010. 83. These dimensions will be refined by the evaluation team in discussion with relevant stakeholders at the beginning of the assignment. 84. Two sets of data remaining for inclusion-Jangkar and Samanta 85. The PNPM Peduli team is cognizant of this need and at the time of writing had put concrete plans in place to undertake a ToC process to inform its next stage of programming. 94 PNPM PEDULI: ONE YEAR ON PNPM SUPPORT FACILITY Australian F-A,:L or PP'MA AID t 'I AhATIONA,-% IlivL CLOMHT CC.6.PFATIki .; USAID UKaid Kingdom ofthe Netherlands THEW09LDOANKI 1A< FROM THE AMERICAN PEOPLE firom, the. Depatmen for Intenationa Development Jalan Diponegoro No 72 Menteng, Jakarta 10310, Indonesia Tel. (62-21) 3148 175, Fax. (62-21) 3190 3090 Email. info@pnpm-support.org