The World Bank PROMOTING SUSTAINABLE CBNRM AND INSTITUTIONAL DEVELOPMENT (P144269) REPORT NO.: RES43126 RESTRUCTURING PAPER ON A PROPOSED PROJECT RESTRUCTURING OF PROMOTING SUSTAINABLE COMMUNITY BASED NATURAL RESOURCE MANAGEMENT AND INSTITUTIONAL DEVELOPMENT APPROVED ON MAY 27, 2016 TO REPUBLIC OF INDONESIA ENVIRONMENT, NATURAL RESOURCES & THE BLUE ECONOMY EAST ASIA AND PACIFIC Regional Vice President: Victoria Kwakwa Country Director: Satu Kristiina Jyrintytar Kahkonen Regional Director: Benoit Bosquet Practice Manager/Manager: Ann Jeannette Glauber Task Team Leader(s): Iwan Gunawan The World Bank PROMOTING SUSTAINABLE CBNRM AND INSTITUTIONAL DEVELOPMENT (P144269) ABBREVIATIONS AND ACRONYMS BAPPENAS Badan Perencanaan dan Pembangunan Nasional (National Development Planning Ministry) BLUD Badan Layanan Umum Daerah (Regional Public Service Agency) DG Directorate General EA Executing Agency ESMF Environmental and Social Management Framework FIP Forest Investment Program GoI Government of Indonesia IA Implementing Agency IRI Intermediate Result Indicators KLHK Kementerian Lingkungan Hidup dan Kehutanan (Ministry of Environment and Forestry) KMIS Knowledge Management and Information System KPH Kesatuan Pengelolaan Hutan (Forest Management Unit-FMU) MA Masyarakat Adat (Indigenous People) MASP Ministry of Agrarian and Spatial Planning MoEF Ministry of Environment and Forestry MoF Ministry of Finance MoHA Ministry of Home Affair PDO Project Development Objective PMU Project Management Unit PP Peraturan Pemerintah (Government Regulation) PPK Pejabat Pembuat Komitmen (Commitment Officer) PUSDATIN Pusat Data dan Informasi (Center for Data and Information) PUSDIKLAT Pusat Pendidikan dan Latihan (Center for Education and Training) RPHJP Rencana Pengelolaan Hutan Jangka Panjang (Long-term Forest Management Plan) RPJMD Rencana Pembangunan Jangka Menengah Daerah (Medium-term Regional Development Plan) RTRWP Rencana Tata Ruang Wilayah Provinsi (Provincial Spatial Planning) SEKNAS Sekretariat Nasional (National Secretariat) SOP Standard Operating Procedure TOT Training of Trainers The World Bank PROMOTING SUSTAINABLE CBNRM AND INSTITUTIONAL DEVELOPMENT (P144269) BASIC DATA Product Information Project ID Financing Instrument P144269 Investment Project Financing Original EA Category Current EA Category Partial Assessment (B) Partial Assessment (B) Approval Date Current Closing Date 27-May-2016 31-Dec-2021 Organizations Borrower Responsible Agency Ministry of Finance Ministry of Environment and Forestry Project Development Objective (PDO) Original PDO The project development objective is to strengthen institutional and local capacity for decentralized forest management and generate improved forest-based livelihoods in targeted areas. OPS_TABLE_PDO_CURRENTPDO Summary Status of Financing (US$, Millions) Net Ln/Cr/Tf Approval Signing Effectiveness Closing Commitment Disbursed Undisbursed TF-A2858 21-Jun-2016 20-Jul-2016 03-Oct-2016 30-Jun-2019 4.86 4.86 0 TF-A2104 27-May-2016 29-Jun-2016 03-Oct-2016 31-Dec-2021 17.35 9.25 8.10 Policy Waiver(s) Does this restructuring trigger the need for any policy waiver(s)? No The World Bank PROMOTING SUSTAINABLE CBNRM AND INSTITUTIONAL DEVELOPMENT (P144269) I. PROJECT STATUS AND RATIONALE FOR RESTRUCTURING 1. This restructuring paper seeks a Level 2 restructuring of the Promoting Sustainable Community Based Natural Resource Management and Institutional Development Project (the “Project”) in Indonesia – also known as the Forest Investment Program (FIP) – involving the following changes: (i) extension of the closing date by 12 months from December 31, 2021 to December 31, 2022 to allow sufficient time for completion of remaining activities; (ii) a reallocation of the remaining budget among components and activities; (iii) adjustments to the implementation arrangements; and (iv) revisions to the results framework, reflecting the proposed extension period. This restructuring responds to the request from the Government of Indonesia (GoI) dated April 22, 2021. These changes are expected to improve achievement of the PDO within the remaining life of the project. A. Background 2. The Project was approved by the Board of Directors on May 27, 2016 with a USD 22.42 million grant, comprising USD 17.35 million from the Strategic Climate Fund – a sub-fund of the Climate Investment Funds (CIF) – and co-financing from the Danish International Development Agency (DANIDA) in an amount of USD 5.07 million. The Project became effective on October 3, 2016. The Project Development Objective (PDO) is to strengthen institutional and local capacity for decentralized forest management and generate improved forest-based livelihood in targeted areas. The Project comprises four components: Component 1 – Strengthening Legislation, Policy, and institutional capacity for decentralized forest management; Component 2 – Developing the Knowledge Platform; Component 3 – Improving Forest Management Practices; and Component 4 – Project Management, Monitoring and Reporting, and Program Coordination. 3. The Project forms part of Indonesia’s FIP, which is managed by the Ministry of Environment and Forestry (MoEF) with funding from the CIF in an amount of USD 70 million. This funding is channeled through three Multilateral Development Banks (MDBs): the World Bank and Asian Development Bank each manage USD 17.5 million in grant funding; and the IFC had been allocated USD 32.5 million in concessional loans and USD 2.5 million in grant funds, which were subsequently dropped in April 2019 due to unresolved disagreement with the Donors on project design. The Project focuses its priority investments to support the roll out of Forest Management Units (FMU or Kesatuan Pengelolaan Hutan/KPH) by creating the enabling institutional arrangements at national and subnational levels to achieve the objectives of Sustainable Forest Management (SFM), Reducing Emission from Deforestation and Forest Degradation (REDD+), and community livelihoods to help catalyze further investment in KPHs. 4. The Project has a complex implementation arrangement that involves five key Directorate Generals (DGs) as Implementing Agencies (IA) within MoEF, which are responsible for supporting the roll-out and operationalization of the KPHs. The Directorate General of Forestry Planning and Environment Management was appointed as the Executing Agency (EA) in charge of overall coordination, project management, monitoring, evaluation and reporting. In addition, an inter-ministerial Program Steering Committee (PSC) and a Technical Steering Committee (TSC) were established at the national level to provide oversight, advisory and supervisory services. The Project Management Unit (PMU), housed within the EA, is supported by a management consulting The World Bank PROMOTING SUSTAINABLE CBNRM AND INSTITUTIONAL DEVELOPMENT (P144269) firm staffed with technical and operational consultants who report directly to the EA, and five individual consultants who provide technical support and report directly to each of the five IAs. B. Project Status 5. To date, the Project has made modest implementation progress, with three of nine PDO result indicator targets and five of eleven intermediate result indicator targets achieved or exceeded, as well as substantial progress under Component 2 activities. Of the remaining targets, 45 percent are partially achieved and 15 percent are on track to be achieved by the current closing date. The project’s notable achievements include: a. Contribution to coalition building among key stakeholders on the need for consolidation of three government forestry regulations to strengthen the role of KPHs (GR No.44/2002, GR No.6/2007 and GR No.35/20021); b. Development of four draft technical guidelines, and set up of a publicly-accessible forest information system2 with equipment installed at national (hosted in the Data and Information Center, MoEF) and subnational levels (in ten KPHs); c. Development and operationalization of a Knowledge Management and Information System (KMIS), including installation of equipment and infrastructure for KMIS at national level and Knowledge Resource Center at subnational level; d. Development of training curricula and modules (148 curricula, 256 classic modules and 213 e-modules) that have strengthened human resource capacities of government institutions at national and subnational levels on various key topics related to sustainable forest management; e. At the site level, the Project has facilitated the selection and development of 95 forest farmer groups through block grants that were designed to support community-based business development, including capacities building on marketing strategy, participatory business plan preparation, access to finance and credit mechanism. 6. Despite these achievements, with six months until the Project closing date of December 31, 2021, the overall Implementation Progress (IP) is rated as Unsatisfactory and the progress toward achievement of the PDO is rated as Moderately Unsatisfactory. As of June 15, disbursement stands at US$14.12 million or 64% of the total grant (US$9.25 million from the CIF and US$4.86 million from DANIDA – of which an unspent balance of US$207,908 has been returned to DANIDA as the grant closed on June 30, 2019); implementation of remaining activities is significantly delayed; and the Project is unlikely to fully achieve all results indicator targets by the current closing date. This is largely due to project management challenges including limited staff availability and experience of the Executing Agency unit in managing donor-financed projects with complex implementation arrangements and extensive requirements – such as coordinated planning and budgeting among different MoEF units, supervision of management consultants, carrying out of monitoring and evaluation activities, as well as 1 Government Regulation No.44/2004 regarding forestry planning; GR No.6/2007 regarding forest use planning and preparation of forest management plan and forest utilization; and GR No.35/2002 regarding restoration funds. Some of the substance of the draft revisions were included in the latest draft of Government Regulation on Forestry Administration as part of the Law 11/2020 on Job Creation (Omnibus Law) 2 https://webfip2.menlhk.go.id/. In addition the Project has developed the a Knowledge Management and Information System (https://kmisfip2.menlhk.go.id), while MoEF has also existing information systems specifically on interactive map and spatial data (https://geoportal.menlhk.go.id/webgis/index.php/en/; http://kph.menlhk.go.id/sinpasdok/) The World Bank PROMOTING SUSTAINABLE CBNRM AND INSTITUTIONAL DEVELOPMENT (P144269) environmental and social risk management. The slow resource use has been compounded by the COVID-19 pandemic as a result of mobility restrictions imposed by the GoI, which negatively affected the implementation of on-the-ground activities. 7. In response to these challenges that were identified as key weaknesses during the Mid-term Review in February 2020, the MoEF appointed the Directorate General of Sustainable Management of Production Forest (Pengelolaan Hutan Produksi Lestari/PHPL), specifically the Directorate for Production Forest Management Unit (Kesatuan Pengelolaan Hutan Produksi/KPHP), to take over the role of Executing Agency Unit. The Directorate of KPHP is one of the well performing Project Implementation Units (PIU) responsible for Component 3 on the operationalization of the FMUs. C. Rationale for Restructuring 8. A Level 2 restructuring is being proposed to: (i) extend the Project closing date by 12 months from December 31, 2021 to December 31, 2022 to allow sufficient time for completion of remaining activities; (ii) reallocate the remaining budget among components and activities; (iii) adjust the implementation arrangements in line with the Government’s recent institutional changes; (iv) revise the results framework to reflect the proposed extension period. Considering recent progress and results achieved to date, the Project’s continued relevance to the current country and sector context, and the MoEF’s demonstrated commitment toward accelerating implementation through to project closure, the proposed adjustments are expected to improve IP and progress toward achievement of the PDO. 9. The proposed adjustments are required to enhance existing efforts on strengthening institutional and local capacity to operationalize the KPHs and improve local communities’ livelihoods. Current results have underscored the need for a strong policy and legal framework for comprehensive forest planning and management at the landscape level to ensure that the forest ecosystem integrity can be maintained. Similarly, community capacity building on sustainable forest-based livelihood could be further scaled up as part of the Government’s national Social Forestry Program. With the recent enactment of the Law 11/2020 on Job Creation, which aims to create ease of investment, continued strengthening of the KPHs holds even greater importance. The proposed adjustments will ensure the readiness of local governments in undertaking robust due diligence for new permit requests that could potentially damage the forest ecosystem or affect the livelihoods of forest dependent communities. Not least, this restructuring will pave the way for new project operations that are anticipated with the MoEF in the coming years. 10. The proposed restructuring has been discussed and agreed with the Practice Manager and Country Management Unit (CMU). 11. The proposed restructuring does not involve any changes to the PDO or the safeguards category. There are no pending audits for the Project. II. DESCRIPTION OF PROPOSED CHANGES 12. The proposed changes are detailed as follows: a. Extension of the Project’s closing date. A 12-month extension of the closing date is proposed from December 31, 2021 to December 31, 2022. This is the first time the closing date is being extended. The additional implementation time is expected to allow for remaining activities to be completed, for the The World Bank PROMOTING SUSTAINABLE CBNRM AND INSTITUTIONAL DEVELOPMENT (P144269) remaining funds to be disbursed and for the results indicator targets to be achieved within the remaining life of the project. b. Reallocation of funds and adjustment to component activities. At the component level, funding reallocation is needed to ensure consistency with the proposed activity adjustments, maximize resource use, ensure smooth implementation of activities and achievement of indicator targets by the end of the project. In addition, reallocation of funds is also necessary to continue supporting project management, coordination, monitoring and reporting throughout the proposed extension period. Project Component Total Cost Allocation (USD) Description of Adjustment Original Project Design Proposed restructuring (as per PAD, further (2021) revised in cost table) Component 1: 1,273,989 654,300 This component is Strengthening legislation, reduced as some policy, and institutional targets have been capacity in decentralized achieved and others forest management were covered through the State Budget Component 2: Developing 2,970,377 3,877,962 This component is the Knowledge platform increased as the Knowledge Platform and Virtual Trainings are in high demand during the ongoing COVID-19 pandemic and related Work From Home (WFH) orders Component 3: Improving 13,175,022 12,006,702 This component is forest management slightly practices reduced/rationalized as the community groups have been selected and costs can be better estimated for the remainder of the project Component 4: Project 5,000,612 5,673,128 This component is management, monitoring increased to cover the and reporting and program additional coordination management costs throughout the extension period Grant returned to DANIDA (207,908) Unspent balance has been returned to DANIDA The World Bank PROMOTING SUSTAINABLE CBNRM AND INSTITUTIONAL DEVELOPMENT (P144269) Total cost 22,420,000 22,212,092 c. Adjustments to the implementation arrangements: The proposed adjustment in the implementation arrangement will aim to address the existing project management challenges described under Project Status. This includes the following changes: i. assigning the Directorate General of Sustainable Management of Production Forests as the Executing Agency, replacing the Directorate General of Forestry Planning and Environment Management; ii. revising the structure of the PMU and providing clear roles of consultants to provide clarity on working and reporting arrangements within the PMU; iii. discontinuing the management consulting firm contract due to changing needs and upon fulfilment of contract obligations to-date; iv. discontinuing the participation of the Directorate of RPP as Implementing Agency of Component 1 at the end of GoI Fiscal Year 2021, since this IA has achieved their target indicators; v. incorporating any additional policy work that may be required into component 3 and/or 4. d. Revisions to the Project’s results framework: Following a thorough assessment as part of the Mid- Term Review process, the following adjustments to select indicator targets and definitions are proposed (see Result Framework section for details): i. Reducing End-of-Project (EoP) targets of three PDO level indicators (of which two are supplemental indicators). The design of this project was prepared when the Social Forestry program had just started with ambitious target amid limited baseline data. Throughout the first five-year implementation of the Government’s Social Forestry Program (until 2020) the overall national progress of the social forestry scheme was much lower than targeted (only 10%) because of various land tenure and land use complexities underlying the selection and issuance of social forestry beneficiaries and licenses. The same challenge was faced by the Project as the assumption during the preparation was made before the project pilot sites and complexities were identified. Based on an average achievement to-date, the Project will still face challenge in meeting some targets, which include among others, remote locations and population gender composition in the project locations. Therefore, the following end targets are proposed to be reduced as compared to the original target set during the design phase:  End of Project target for PDO indicator #4 – Number of Direct project beneficiaries is to be reduced from 113,000 to 85,000;  End of Project target for PDO indicator #4a – Number of Direct project beneficiaries - Females is to be reduced from 45% to 30%; and  End of Project target for PDO indicator #5b – Number of Project affected people in forest and adjacent communities with increased monetary or non-monetary benefits - Females is to be reduced from 50,450 to 30,000. ii. Dropping one intermediate result indicator under Component 1 (#1.2 - FMUs with forest boundaries that have been delineated in spatial plans and submitted to geospatial agency for being included in One Map). Given that this target represents an important key performance indicator and regular task of the MoEF without the involvement of external development partners, the planned activities under Component 1 have been implemented and financed by The World Bank PROMOTING SUSTAINABLE CBNRM AND INSTITUTIONAL DEVELOPMENT (P144269) the State Budget. For that reason, the grant portion originally allocated for Component 1 has not been utilized since 2015 on the respective activities. As this activity will continue to be mainstreamed by the MoEF and financed by State Budget, this indicator will not be part of the formal reporting structure (i.e., excluded from the Results Framework), and the corresponding environmental and social risk management will be adjusted (i.e., revised in the ESMF). However, it will be monitored given its relevance to the overall objective. Additionally, it will not be included as part of the Project’s end evaluation as the achievement of this indicator is not fully attributable to the Project, given the source of financing described above; iii. Revising statement of intermediate result indicators under the following components: a) Component 2, #2.5: “KPH staff using skills from project coordinated trainings to effectively perform KPH management activities” revised to “KPH human resources staff using skills from project coordinated trainings to effectively perform KPH management Activities”); b) Component 3, #3.1: “KPHs established as BLUD” revised to “KPHs with full legal status in accordance with the prevailing Law”3; and c) Component 3, #3.2: “KPH with benefit sharing mechanism” revised to “KPH having Guidelines for forest farmer groups (Kelompok Tani Hutan) and Social Forestry permit holders to enter into benefit sharing arrangement with business licensees for forest utilization (Perijinan Berusaha Pemanfaatan Hutan/PBPH) and other business entities”). Revision to #3.1 and #3.2 is required because of the changes in the underlying legal basis determining the role of the KPH in accordance with the recent issuance of implementing regulations of Law 11/2021 on Job Creation (Omnibus Law). Under the new Government Regulation No.21/2021 on Forestry Administration and its derivative ministerial regulation (which will be enacted in the coming months), the KPHs no longer play the role as a quasigovernment business entity but rather as area/site management unit responsible for facilitating different forest users to comply with Government rules and regulation. III. OTHER CHANGES 13. Environmental and social safeguards: The scope of activities proposed by this project restructuring will be similar to the original project design. There will be no changes to the nature, scale, and type of project activities. Therefore, the Environmental Assessment (EA) Category of the Project – Category B, Partial Assessment – will remain the same. Similarly, the safeguards policies triggered including Environmental Assessment (OP/BP 4.01), Natural Habitats (OP/BP 4.04), Forests (OP/BP 4.36), Pest Management (OP/BP 4.09), Physical Cultural Resources (OP/BP 4.11), Indigenous Peoples (OP/BP 4.10), and Involuntary Resettlement (OP/BP 4.12), will also remain the same. Furthermore, adjustment in project implementation arrangement at the national level are expected to address earlier project management issues, which have been affecting safeguards performance. The restructuring will require recruitment of relevant experts to support project implementation as well as facilitate implementation of activities at the sub-national level. There will be no change envisaged in the implementation arrangement at the local level. Focus will be on enhancing implementation capacities, including promoting community participation in forest planning and enhancing their access to project benefits. For this purpose, clear roles and responsibilities for 3 The eventual legal status of the KPH is known as Regional Technical Implementing Unit, whish is an operational unit as part of the Provincial Government. The nomenclature often changes, hence the reference to ‘legal status in accordance with prevailing law’ is to avoid the similar situation as the previous indicator in using BLUD (quasi-government business unit) as a measure, while under the current law the BLUD has now been considered as inappropriate for the KPH’s as forest governance unit. The World Bank PROMOTING SUSTAINABLE CBNRM AND INSTITUTIONAL DEVELOPMENT (P144269) safeguards implementation will need to be formulated and agreed to reflect the minor changes in the implementation arrangement at the national level. 14. The EA has recently hired short-term consultants as Environmental and Social Safeguards and GRM Specialists to improve safeguards implementation, with a more permanent arrangement to be agreed as part of the PMU structure. Under this interim arrangement, the PMU Social Specialist is responsible for coordinating aspects on community participation in project activities, such as development of technical guidelines and strategy to promote Masyarakat Adat representation in forest management planning processes. 15. Risks: The risk categories have been reviewed and recalibrated in line with the OPCS Risk Calibration Directive dated May 11, 2020. The overall risk were downgraded to Moderate. Macroeconomic rating is downgraded from Moderate to Low. Sector strategies and policies, and technical design of project ratings remain Moderate. Political and governance, institutional capacity for implementation and sustainability were downgraded to Moderate, while fiduciary ratings remain Substantial. Environment and social, and stakeholder ratings are downgraded from High to Substantial. In addition, the Other risk category has been added to reflect the risks to project implementation posed by the COVID-19 pandemic. 16. Environment and Social risk rating were downgraded from High to Substantial in 2017 considering the PMU’s commitment to fulfilling safeguards requirements by ensuring availability of junior safeguards specialist in each Supporting Unit (SU) to support KPH safeguards implementation in the field. Additionally, the activities under Component 3 (Improving Forest Management Practices) have positively increased KPHs’ capacity and sustainability and seek to support communities living within and/or near forest areas under KPH jurisdiction to engage in sustainable natural resources management (NRM) and livelihoods activities. The environmental risks related to implementation of Component 3 are considered as Moderate, in particular the community empowerment activities and establishment of knowledge centers that might involve small-scale physical activities in the field with a minimal impact to the environment. The social risks are considered as Substantial due to the contexts within which the project activities are being implemented, including in areas with existing conflicts. Further, the intersection between the introduction of sustainable NRM practices through strengthening the capacities of 10 KPHs and addressing land tenure and community access to forest resources may have implications on existing practices, perceptions and relationships between KPHs and communities, including the potential of these interventions to exacerbate the existing conflicts in the forest areas. Since issues around NRM and conflicts are multi-sectoral and cover wide jurisdictions and there are anticipated technical, resource, capacity and legal constraints within KPHs to address such issues, risks have been assessed as substantial and therefore warrant close oversight. 17. Stakeholder risk rating is also downgraded from High to Moderate after mitigation measures due to raised awareness and buy-ins following multiple stakeholder consultations at national and subnational levels and capacity building activities. The series of multi-stakeholder consultations throughout preparation and implementation phases has increased understanding and awareness of the KPH’s roles and project contributions to enhance government capacity rolling out the KPH development and support the operationalization of KPH. 18. Other risk related to COVID-19 is rated moderate. To-date, the project has been facing continued delays, particularly due to project management issues over the past year. The emergence of the COVID-19 pandemic has been added a serious risk to the project performance given travel and mobility restrictions and their impact on implementation of activities involving in-person engagement (such as meetings, workshops, trainings, and hands- on support) – particularly those under Sub-component 3.2 that require active engagement of local stakeholders. Hence, most of subgrantees’ activities under Sub-component 3.2 have been put on hold during the COVID-19 crisis. The World Bank PROMOTING SUSTAINABLE CBNRM AND INSTITUTIONAL DEVELOPMENT (P144269) IV. SUMMARY OF CHANGES Changed Not Changed Results Framework ✔ Components and Cost ✔ Loan Closing Date(s) ✔ Disbursement Estimates ✔ Overall Risk Rating ✔ Institutional Arrangements ✔ Implementation Schedule ✔ Implementing Agency ✔ DDO Status ✔ Project's Development Objectives ✔ PBCs ✔ Cancellations Proposed ✔ Reallocation between Disbursement Categories ✔ Disbursements Arrangements ✔ Safeguard Policies Triggered ✔ EA category ✔ Legal Covenants ✔ Financial Management ✔ Procurement ✔ Other Change(s) ✔ Economic and Financial Analysis ✔ Technical Analysis ✔ Social Analysis ✔ Environmental Analysis ✔ IV. DETAILED CHANGE(S) The World Bank PROMOTING SUSTAINABLE CBNRM AND INSTITUTIONAL DEVELOPMENT (P144269) OPS_DETAILEDCHANGES_COMPONENTS_TABLE COMPONENTS Current Current Proposed Proposed Cost Action Component Name Component Name Cost (US$M) (US$M) Strengthen Legislation, Policy, Strengthen Legislation, Policy, and Institutional Capacity in and Institutional Capacity in 1.34 1.34 Decentralized Forest Decentralized Forest Management Management Knowledge Platform Knowledge Platform 3.04 3.04 Development Development Improve Forest Management Improve Forest Management 13.97 13.97 Practices in up to 10 KPH Areas Practices in up to 10 KPH Areas Project Management, Project Management, Monitoring and Reporting and 4.07 Monitoring and Reporting and 4.07 Program Coordination Program Coordination TOTAL 22.42 22.42 OPS_DETAILEDCHANGES_LOANCLOSING_TABLE LOAN CLOSING DATE(S) Original Revised Proposed Proposed Deadline Ln/Cr/Tf Status Closing Closing(s) Closing for Withdrawal Applications TF-A2104 Effective 31-Dec-2021 31-Dec-2022 30-Apr-2023 30-Jun-2019, 24-Oct- TF-A2858 Closed 31-Dec-2018 2019 OPS_DETAILEDCHANGES_DISBURSEMENT_TABLE DISBURSEMENT ESTIMATES Change in Disbursement Estimates Yes Year Current Proposed 2016 300,000.00 300,000.00 2017 2,500,000.00 2,500,000.00 2018 4,300,000.00 4,300,000.00 2019 5,500,000.00 5,500,000.00 2020 6,400,000.00 3,400,000.00 The World Bank PROMOTING SUSTAINABLE CBNRM AND INSTITUTIONAL DEVELOPMENT (P144269) 2021 3,420,000.00 5,000,000.00 2022 0.00 1,420,000.00 2023 0.00 0.00 OPS_DETAILEDCHANGES_SORT_TABLE SYSTEMATIC OPERATIONS RISK-RATING TOOL (SORT) Risk Category Rating at Approval Current Rating Political and Governance  Substantial  Moderate Macroeconomic  Moderate  Low Sector Strategies and Policies  Moderate  Moderate Technical Design of Project or Program  Moderate  Moderate Institutional Capacity for Implementation and  Substantial  Moderate Sustainability Fiduciary  Substantial  Substantial Environment and Social  High  Substantial Stakeholders  High  Moderate Other  Moderate Overall  Substantial  Moderate . The World Bank PROMOTING SUSTAINABLE CBNRM AND INSTITUTIONAL DEVELOPMENT (P144269) . Results framework COUNTRY: Indonesia PROMOTING SUSTAINABLE CBNRM AND INSTITUTIONAL DEVELOPMENT Project Development Objectives(s) The project development objective is to strengthen institutional and local capacity for decentralized forest management and generate improved forest- based livelihoods in targeted areas. Project Development Objective Indicators by Objectives/ Outcomes RESULT_FRAME_TBL_PDO Indicator Name PBC Baseline End Target To strengthen instl & local capacity for decentralized forest mgt generate improved livelihoods KPHs governed by sustainable long-term and annual forest management plans prepared or revised with community 0.00 8.00 participation (Number) Key regulations drafted through increased coordination and submitted for government review (for example through NKB12) 0.00 3.00 (Number) Key standard operating procedures drafted and submitted for 0.00 10.00 review among concerned ministries (MoEF and MoHA) (Number) Project affected people in forest and adjacent communities have 0.00 108,000.00 increased monetary and non-monetary benefits (Number) Project affected people in forest and adjacent communities with increased monetary and non monetary benefits - Ethnic 0.00 10,800.00 minority / Masyarakat Adat. (Number) Project affected people in forest and adjacent communities with increased monetary or non-monetary benefits - number 0.00 50,450.00 of females (Number) The World Bank PROMOTING SUSTAINABLE CBNRM AND INSTITUTIONAL DEVELOPMENT (P144269) RESULT_FRAME_TBL_PDO Indicator Name PBC Baseline End Target Share of beneficiary/stakeholder satisfaction from administration 0.00 70.00 of KPH (Percentage) Direct project beneficiaries (Number) 0.00 113,000.00 Female beneficiaries (Percentage) 0.00 45.00 PDO Table SPACE Intermediate Results Indicators by Components RESULT_FRAME_TBL_IO Indicator Name PBC Baseline End Target Strengthen Legislation, Policy, and Institutional Capacity in Decentralized Forest Management Government institutions provided with capacity building support to improve management of forest resources - number of 0.00 6.00 government institutions (Number) KPHs with forest boundaries that have been delineated in spatial plans and submitted to geospatial agency for being included in 0.00 50.00 One Map Policy (Number) Knowledge Platform Development Knowledge Resources Centers operational at National and 0.00 4.00 targeted locations at Subnational (Number) Forest Information System Operational (Yes/No) No Yes Users accessing online knowledge products via KMIS 0.00 5,000.00 (Number) Users of knowledge sub-portals associated with the 0.00 2,000.00 knowledge platform (Number) The World Bank PROMOTING SUSTAINABLE CBNRM AND INSTITUTIONAL DEVELOPMENT (P144269) RESULT_FRAME_TBL_IO Indicator Name PBC Baseline End Target KPH staff using skills from project coordinated trainings to 0.00 60.00 effectively perform KPH management activities (Percentage) Improve Forest Management Practices in up to 10 KPH Areas KPHs established as BLUD (Number) 0.00 4.00 Number of KPH with Masyarakat Adat representation (as community representative) in forest management planning 0.00 5.00 process (Number) KPHs with conflict resolution mechanism (Number) 0.00 6.00 KPHs with benefit sharing mechanism (Number) 0.00 6.00 IO Table SPACE The World Bank PROMOTING SUSTAINABLE CBNRM AND INSTITUTIONAL DEVELOPMENT (P144269)