ANNUAL PROGRESS REPORT 2018 2019 The World Bank LO C A L S O LU T I O N S TO P OV E R T Y The World Bank Office Jakarta Indonesia Stock Exchange Building, Tower II/12th Floor Jl. Jend. Sudirman kav. 52-53 Jakarta 12190 P (6221) 5299-3000 F (6221) 5299-3111 W www.localsolutionstopoverty.org This publication is a product of the Local Solutions to Poverty Facility. RIGHTS & PERMISSIONS The material in this publication is subject to copyright. Because The World Bank encourages dissemination of its knowledge, this publication may be reproduced, in whole or in part, for noncommercial purposes as long as full attribution to this work is given. Nothing herein shall constitute or be considered to be a limitation upon or waiver of the privileges and immunities of The World Bank, all of which are specifically reserved. LOCAL SOLUTIONS TO POVERTY A N N UA L P R O G R E S S REPORT 2018 April 15, 2019 This Annual Report is meant specifically for members of the Steering Committee (SC), Technical Secretary (TS) and Working Group of the Local Solutions to Poverty (LSP) Multi Donor Trust Fund (MDTF), which inter alia, include officials of the Government of Indo- nesia, Donors and the World Bank. The SC is chaired by the Deputy Minister for Regional Development at the Indonesian National Development Planning Agency (BAPPENAS). Government representatives in the SC include the Deputy Minister for Human Development, Deputy Minister for Devel- oping Financing and Director for Disadvantaged Regions, Transmigration and Villages at BAPPENAS. Other representatives in the SC include the Australian Government’s Department of Foreign Affairs and Trade (DFAT) as Donor and the International Bank for Reconstruction and Development (IBDR/World Bank) as Administrator. Government representatives in the Technical Secretary consist of the Director for Dis- advantaged Area, Transmigration and Villages, Director for Community Health and Nu- trition, and Director for Poverty Reduction and Social Welfare at BAPPENAS. Government representatives in the Working Group consist of relevant national min- istries or agencies, including but not limited to BAPPENAS, Coordinating Ministry for Human Development and Culture, Ministry of Home Affairs, Ministry of Finance, Ministry of Village and TNP2K. Representatives of other donors or government programs may be invited to participate in the Working Group to provide technical input. The World Bank submits the Annual Progress Report of this Trust Fund to the above partners and World Bank management and staff as part of its Administrative Agreement with Donors. As such, report distribution is only for the afore-mentioned recipients. i CONT E NTS Table of Contents 01 Executive Summary 1 02 Introduction 4 03 LSP Context 5 3.1 The LSP MDTF 5 3.2 Operating Context 5 3.3 LSP MDTF’s Operational Framework: Theory-of-Change and Programs 8 04 Progress towards EOFO One: Local Governments 10 Become More Responsive and Inclusive 4.1 Outcome 1: Strengthened local framework and systems to improve governance and downward accountability to communities 11 4.2 Outcome 2: Communities have more effective and structured participation at the village-level 13 4.3 Outcome 3: Local governments have development plans and budgets that better reflect community needs, including women and poor people 20 05 Progress towards EOFO Two: National and Local 25 Governments Make Better Use Fiscal Resources 5.1 Outcome 1: Strengthened national framework and systems for tracking village finances and outputs 27 32 5.2 Outcome 2: Pilot villages demonstrate finance allocation that is equitable, needs based and pro-poor 5.3 Outcome 3: Village communities and government have improved capacity to manage increased finances 33 5.4 Outcome 4: Data-driven planning and budgeting at the local-level is strengthened 34 06 Progress towards EOFO Three: Beneficiaries 39 Receive Improved Basic Service Delivery 6.1 Outcome 1: Beneficiaries experience increased equity of access to services 40 6.2 Outcome 2: Beneficiaries increasingly utilize services 43 6.3 Outcome 3: Beneficiaries have improved quality of education and health services 47 C O N T E N TS ii 07 Gender and Social Inclusion 51 08 Key Challenges and Future Priorities 56 8.1 Key Challenges, Responses and Lessons 56 8.2 Future priorities for 2019 59 09 Annexes 60 Annex 1: LSP Monitoring and Evaluation Approach 60 Annex 2: MDTF Efficiency and Financial Update 63 Annex 3: LSP Activity Tracker 70 Annex 4: LSP Knowledge Products and Publication 100 List of Figures Figure 1: LSP’s Key Milestones and Achievements in 2018 3 Figure 2: LSP MDTF 5 Figure 3: LSP’s Broader Goal, EOFOs and Six Approaches 8 Figure 4: LSP’s Major EOFO 1 Milestones during January to December 2018 11 Figure 5: Women, Men and the Poor Households’ Participation under Generasi 16 Figure 6: Perbups of Head of District Letters Issued in Generasi Locations 21 Figure 7: Bursa Inovasi Desa in 2018 23 Figure 8: LSP’s Major EOFO 2 Milestones during January to December 2018 26 Figure 9: LSP’s Major EOFO 3 Milestones during January to December 2018 40 Figure 10: Scaling of DIklat Berjenjang 43 Figure 11: KIAT Guru Capacity Building Training 49 Figure 12: LSP’s Theory-of-Change 62 Figure 13: LSP’s Activity Progress during January and December 2018 63 Figure 14: Share of Funds Contributed to LSP in 2018 66 Figure 15: MDTF DIsbursement History 66 iii CONT E NTS List of Boxes Box 1: LSP Remains a Highly Relevant Investment 7 12 Box 2: Influencing Policy Change - The KIAT Guru Pilot Box 3: Proposed New Village Operation 15 Box 4: The GoI’s HDW Pilot - Empowering Local Actors to Drive Village-Level Stunting Prevention 17 Box 5: LSP is Informing MoV’s Scaling of the HDW Pilot in 2019 and Beyond 18 Box 6: Finalizing the NatStrat Stunting and INEY PforR Operation to Improve the Quality of Nearly US$4 Billion in Annual GoI Spending to Tackle Stunting 19 Box 7: From Indonesia to the World: Innovative Villages 23 Box 8: Engaging the Private Sector and Utilizing Technologies to Drive Service Delivery and Village Development Improvements 24 Box 9: Sustainable Investments 37 Box 10: The MoEC’s Diklat Berjenjang Program Received the UNESCO - Hamdan bin Rashid Al-Maktoum Prize 41 Box 11: Sukabumi Districts - Sustaining the ECED Pilot’s Training Mechanism in Regular Village Law Processes 42 Box 12: LSP Supports the GoI to Raise Awareness about, and Build Momentum for, Indonesia’s Multi-sectoral Approach to Preventing Stunting 45 Box 13: Bringing Together High-Level Government Actors to Tackle Stunting: ‘Aiming High: Indonesia’s Ambition to Reduce Stunting Book’ Launch 46 Box 14: Sharing KIAT Guru’s Lessons and Experiences Internationally and Domestically 48 Box 15: Strong Local Commitment to Sustain the KIAT Guru Pilot 49 Box 16: Remote West Kalimantan Village Running KIAT Guru Program Independently 50 Box 17: Analyzing Indonesia’s Civil Service Database to Improve Public Service Delivery and Development Effectiveness 53 List of Tables Table 1: LSP’s Key Programs and Activities 9 Table 2: Pledges and Contributions from 2008 to 2018 65 Table 3: Financial Status Summary (US$) 65 Table 4: Program Expenditures by Executing Agency (US$) 67 AB B R EV I AT I O N S & ACRO N YMS iv Abbreviations and Acronyms Alokasi Afirmasi Affirmative Allocation DGTEP Directorate General for Teachers and Edu- ADD Alokasi Dana Desa (Village Funds Allocation) cation Personnel – Ministry of Education APBDes Anggaran Pendapatan dan Belanja Desa and Culture (Village Budget) DHO District Health Office BaKTI Bursa Pengetahuan Kawasan Timur Diklat Berjenjang Pendidikan dan Pelatihan Berjenjang (ECED Indonesia Professional Development Program) Balitbangkes Badan Penelitian dan Pengembangan Dinas PMD Dinas Pemberdayaan Masyarakat Desa Kesehatan (National Institute of Health (Village Community Development Office) Research and Development) Direktorat GTK Directorate of ECED Teachers Bappenas Kementerian Perencanaan Pembangunan PAUD Dikmas Nasional / Badan Perencanaan Pemba- DJ Bangda Direktorat Jenderal Bina Pembangunan ngunan Nasional (National Development Daerah, Kementerian Dalam Negeri Planning Agency) (Directorate General of Regional Develop- Bappeda Badan Perencanaan Pembangunan ment Oversight, Ministry of Home Affairs) Daerah (Regional Development Planning DJ Bina Pemdes Direktorat Jenderal Bina Pemerintahan Agency) Desa, Kementerian Dalam Negeri (Direc- BCC Behavior Change Communication torate General for Village Government BCS Budget Classification Structures Oversight, Ministry of Home Affairs) BID Bursa Inovasi Desa (Village Innovation DJPK Direktorat Jenderal Perimbangan Keuangan Exchange) Kementerian Keuangan (Directorate General of Fiscal Balance, Ministry of Finance) BKAD Badan Kerjasama Antar Desa (Inter-Village Cooperation Agency) DJ PPMD Direktorat Jenderal Pembangunan dan Pemberdayaan Masyarakat Desa – BKN Badan Kepegawaian Negara (National Kemendesa PDTT (Directorate General Vil- Civil Service Agency) lage Community Development and Empow- BPKP Badan Pengawasan Keuangan dan erment – Ministry of Village, Development of Pembangunan (Finance and Development Disadvantaged Regions and Transmigration) Supervisory Agency) DOK Dana Operasional Kegiatan (Activities BPD Badan Permusyawaratan Desa Operational Fund) (Village Council) DPC Donor Partner Center BPS Badan Pusat Statistik (Statistics Indonesia) ECED Early Childhood Education and Development BTOR Back to Office Report EOFO End-of-Facility Outcome CDD Community Driven Development ETP Executive Training Program CEM Community Empowerment Mechanism FGD Focus Group Discussion CGAP Country Gender Action Plan FM Financial Management CMU Country Management Unit GDP Gross Domestic Product CoA Chart of Accounts GESI Gender Equality and Social Inclusion CSO Civil Society Organization GFF Global Financing Facility DAK Fisik Dana Alokasi Khusus Fisik (Physical GoI Government of Indonesia Special Allocation Fund) GoA Government of Australia Dana Desa Village Funds GMT Grand Master Trainer DFAT Department of Foreign Affairs and Trade GTK Guru dan Tenaga Kependidikan (Teacher DG Directorate General and Education Workforce) v ABBR EVIATIONS & ACR ONY M S HCI Human Capital Index J-PAL Jameel Poverty Action Lab HDW Human Development Worker Kabupaten District HIMPAUDI Himpunan Pendidik dan Tenaga Kecamatan Sub-district Kependidikan Anak Usia Dini Indonesia KDP Kecamatan Development Program (Association of Indonesian Early Child- Kemenko PMK Kementerian Koordinator Bidang Pemba- hood Educators and Education Personnel) ngunan Manusia dan Kebudayaan (Coor- HLM4 Fourth High Level Meeting dinating Ministry for Human Development IBRD International Bank for Reconstruction and and Culture) Development KemenPANRB Kementerian Pendayagunaan Aparatur ICR Implementation Completion Report Negara dan Reformasi Birokrasi (Ministry IE Impact Evaluation of Empowerment of State Apparatus and IEQ Indonesia Economic Quarterly Bureaucratic Reform) IG Inspectorate General KIAT Guru Kinerja dan Akuntabilitas Guru (Teachers’ ILO International Labor Organization Performance and Accountability) IMF International Monetary Fund KOMPAK Kolaborasi Masyarakat dan Pelayanan untuk Kesejahteraan (Australia-Indonesia INEY Investing in Nutrition and Early Years Government Partnership) IPC Inter-Personal Communication KPL Kelompok Pengguna Layanan ISM Implementation Support Mission (User Committee) ISR Implementation Status Report KPMD Kader Pemberdayaan Masyarakat Desa JIT Just-In-Time (Village Community Empowerment Cadre) AB B R EV I AT I O N S & ACRO N YMS vi KSI Knowledge Sector Initiative MELAYANI Menguraikan Permasalahan Perbaikan LAD Lembaga Adat Desa (Village Customary Layanan Dasar di Indonesia (Untangling Institutions) Problems to Improve Basic Services in LAN Lembaga Administrasi Negara Indonesia) (State Administration Institution) MEL Monitoring, Evaluation and Learning LED Local Economic Development MELE Measuring Early Learning Environments LG Local Government (Pemerintah Daerah) MIS Management Information System LKD Lembaga Kemasyarakatan Desa (Village MoEC Ministry of Education and Culture Community Institutions) MoF Ministry of Finance LSD Local Service Delivery MoH Ministry of Health LSP Local Solutions to Poverty MoHA Ministry of Home Affairs MAHKOTA Menuju Masyarakat Indonesia yang Kokoh MoSA Ministry of Social Affairs dan Sejahtera (Towards a Strong and Pros- MoV Ministry of Villages, Development of Dis- perous Indonesian Society Program) advantaged Regions and Transmigration MAMPU Maju Perempuan Indonesia (Australia-In- MT Master Trainer donesia Partnership for Gender Equality Musrenbangdes Musyawarah Perencanaan Pembangunan and Women’s Empowerment) Desa (Village Planning and Development MCA-I Millennium Challenge Account-Indonesia Meeting) M&E Monitoring and Evaluation NatStrat Stunting National Strategy to Accelerate Stunting MDTF Multi-Donor Trust Fund Reduction Nawa Cita President Widodo’s national development agenda NMC National Management Consultant NPUB Naskah Perjanjian Urusan Bersama (Joint Agreement) OJT On the Job Training OM-SPAN Online Monitoring Sistem Perbenda- haraan dan Anggaran Negara (Online Monitoring for Treasury System and Na- tional Budget) PASA Programmatic Advisory Services and Analytics PAD Program Appraisal Document Pamsimas Penyediaan Air Minum dan Sanitasi Berbasis Masyarakat (Water Supply and Sanitation for Low Income Communities) PAUD Pendidikan Anak Usia Dini (Early Child- hood Education) PDIA Problem-Driven Iterative Approach PDP Pendamping Desa Pemberdayaan (Village Empowerment Facilitator) PDTI Pendamping Desa Teknik Infrastruktur (Village Infrastructure Engineering Facilitator) Peduli Australian-Indonesian Government Part- nership for Social Inclusion Improvement PEKKA Pemberdayaan Perempuan Kepala Ke- luarga (The Female-Headed Household Empowerment Program) PER Public Expenditure Review Perbup Peraturan Bupati (District Head Regulation) v ii ABBR EVIATIONS & ACR ONY M S Pemdes Pemerintah Desa (Village Government) TAPMD Tenaga Ahli Pemberdayaan Masyarakat Perpres Peraturan Presiden (Presidential Regulation) Desa (Expert Staff for Village Community Permendagri Peraturan Menteri Dalam Negeri (Minister Empowerment) of Home Affairs Regulation) TIK Tim Inovasi Kabupaten (District Innovation Permendes Peraturan Menteri Desa (Minister of Vil- Team) lage’s Regulation) TKG Tunjangan Khusus Guru (Teachers’ Spe- PforR Program-for-Results cial Allowance) PGDON Penanganan Gawat Darurat Obstetri dan TNP2K Tim Nasional Percepatan Penanggulan- Neonatal (Obstetric and Neonatal Emer- gan Kemiskinan (National Team for the gency Treatment) Acceleration of Poverty Reduction) PLD Pendamping Lokal Desa (Village Facilitator) TPG Tunjangan Profesional Guru (Teacher’s PMK Peraturan Menteri Keuangan (Minister of Professional Allowance) Finance Regulation) TPID Tim Inovasi dan Pemberdayaan Desa (Vil- PNPM Program Nasional Pemberdayaan Mas- lage Empowerment and Innovation Team) yarakat (National Community Empower- ToC Theory of Change ment Program) ToT Training of Trainers PPM Pay-for-Performance-Mechanism TSP Technical Service Provider PODES Potensi Desa (Village Potential Statistics) UB Urusan Bersama (Share Agreement) Posyandu Pos Pelayanan Terpadu (Village Health UNESCO The United Nations Educational, Scientific Clinics) and Cultural Organization Puskemas Pusat Kesehatan Masyarakat (Community UNICEF The United Nations International Chil- Health Center) dren’s Emergency Fund PSF PNPM Support Facility USAID United States Agency for International Pusdatin Pusat Data dan Informasi (Center of Data Development and Information) VfM Value for Money RIA Regulatory Impact Assessment VFM Village Financial Management RISE Research on Improving Systems of Education VIG Village Innovation Grants RKPDes Rencana Kerja Pemerintah Desa (Village VIP Village Innovation Program Government Work Plan) ViPER Village Public Expenditure Review RPJMN Rancangan Pembangunan Jangka Me- WASH Water, Sanitation and Hygiene nengah Nasional (National Medium-Term Development Plan) SDG Sustainable Development Goals SEAMEO CCEP Southeast Asian Ministers of Education Organization Center of Early Childhood Care Education and Parenting SIPD Sistem Informasi Pembangunan Desa (Village Development Information System) Sipades Sistem Pengelolaan Aset Desa (Village Asset Management Application) Siskeudes Sistem Keuangan Desa (Village Finance System) SOP Standard Operating Procedure SoVP Secretariat Office of the Vice President SPAN State Treasury System and the State Budget SPC Significant Policy Change SUSENAS Survey Sosial Ekonomi Nasional (National Social and Economic Survey) TA Technical Assistance E X E C UT I V E SUM M A RY 1 Executive Summary 01 The Government of Indonesia (GoI) continues to strengthen its emphasis on building human capital and local economic development, particularly in rural areas. Over the past two decades, Indonesia has taken great strides in reducing poverty. However, in recent years, the country’s Gini index – which is a measure of inequality – has shown only small reductions from 0.41 (2013) to 0.39 (2017).1 In recognition of this, the GoI is increasingly concentrating its efforts to promote more inclusive growth and to reduce inequality. Furthermore, over the past 18 months, the GoI has also increasingly focused on strengthening its own existing systems to ac- celerate human capital development, prevent stunting, and to maximize the Village Law’s performance across nearly 75,000 Indonesian villages.2 The Local Solutions to Poverty (LSP) Multi-Donor Trust Fund (MDTF) is well posi- tioned to support the GoI to achieve these goals. The LSP MDTF (or LSP Facility) mobilizes the World Bank’s Indonesia and global experience, networks, and con- vening power to support the GoI to improve the quality of lives of poor and vul- nerable Indonesians by improving basic service delivery and village development. Specifically, LSP supports the GoI by: (1) undertaking and disseminating rigorous im- pact evaluations and analytics; (2) informing and promoting evidence-based policy decisions, agendas, and systems reforms; (3) providing enhanced implementation support to assist the GoI deliver complex and innovative operations and pilots; and (4) supporting collaboration and knowledge exchange among international, nation- al, and sub-national actors. Building on LSP’s support from previous years, in 2018, the Facility made several major contributions to the GoI’s development priorities and efforts, including: 1 The World Bank. 2018. Indonesia Economic Quar- terly: Strengthening Competitiveness (December 1. Supporting the GoI to refine, launch and initially roll out its National Strategy 2018). Available at: https://www.worldbank.org/ to Accelerate Stunting Reduction (NatStrat Stunting)3 and to maximize the im- en/country/indonesia/publication/indonesia-eco- pact of over US$ 3.5 billion (Rp 51.9 trillion) in annual spending on stunting nomic-quarterly-reports. prevention interventions.4 Indonesia’s stunting rate is very high — more than 2 The Village Law No. 6/2014 was enacted in early 2014 and established a new institutional frame- one in every three Indonesian children (about 31 percent) are stunted. Stunted work for community development across Indo- children are prone to learning difficulties, illness and poverty, which in the long nesia’s 74,957 rural villages. The law significantly run can hinder a country’s economic growth, labor market productivity and in- increased the authority and responsibility of vil- lages, and the fiscal resources (transfers, namely equality. Building on earlier support, in 2018, LSP supported the Vice President’s Dana Desa and Alokasi Dana Desa) available to Office (SoVP), the National Team for the Acceleration of Poverty Reduction (Tim them. Nasional Percepatan Penanggulangan Kemiskinan, or TNP2K) and the National 3 The NatStrat Stunting better coordinates and in- Development Planning Agency (Kementerian Perencanaan Pembangunan Nasi- tensifies the GoI’s nutrition related interventions. See Box 6 on p. 19 for further details. onal/Badan Perencanaan Pembangunan Nasional, or Bappenas) to finalize the 4 Throughout the progress report, the conversion GoI’s ambitious NatStrat Stunting (2018-2024), which was launched in November from US Dollar (US$) to Indonesian Rupiah (Rp) is 2018. Together with MAHKOTA-TNP2K, LSP assisted the 10 participating GoI min- US$ 1 = Rp 14,481. 2 EXECU TIVE S U M M A RY istries5 to identify key results, set agreed targets and priori- 3. Supporting the GoI to adopt a peer-to-peer learning ap- tize technical support. To support the NatStrat Stunting, the proach across Indonesia’s villages to solve local devel- GoI requested World Bank support to develop a US$ 400 opment challenges and improve the impact of villages’ million results-based operation — Investing in Nutrition and fiscal resources (i.e., village funds or Dana Desa). Building Early Years (INEY) — that will support and incentivize key on LSP’s previous support for the Village Innovation Pro- results needed to prevent stunting. Finalized at a May 2018 gram (VIP), in 2018 the Facility supported MoV in utilizing a ministerial meeting, which was chaired by the Indonesian peer-to-peer learning approach to help over 71,000 Indo- Vice President, the INEY Operation builds upon and insti- nesian villages generate solutions to address local service tutionalizes lessons learned from LSP-supported work. For delivery challenges. In doing so, LSP provided technical example, the operation adopts lessons from the Generasi and implementation support to MoV to hold 426 district-lev- Project’s facilitation model, citizen empowerment tools and el Village Innovation Forums (Bursa Inovasi Desa) in 2018, Village Law integration work, the Early Childhood Education which brought together approximately 176,000 participants and Development (ECED) Frontline Pilot’s district-based to learn from one another. MoV’s monitoring data indicates community-focused training system, and the Human De- that a significant proportion (approximately 42 percent) of velopment Worker (HDW) Pilot’s village-level convergence villages that participated in the 2017 Bursa Inovasi Desa model. have replicated and funded innovations using their own vil- lage plans and budgets in 2018. 2. Scaling up initiatives to improve the quality of and access to rural education services. Since 2009, the GoI has allo- 4. Supporting the GoI to maximize the impact of nearly US$ cated 20 percent of the national budget for education. To 7 billion (Rp 100 trillion) in village spending. The success maximize the impact of these resources and improve rural of the Village Law ultimately relies on the ability of village education services, LSP, along with a USAID trust fund, sup- governments to spend their increased fiscal resources ef- ported the Ministry of Education and Culture (MoEC) and fectively. In 2018, the World Bank and the Ministry of Home TNP2K to complete the Improving Teacher Performance Affairs (MoHA) launched preparations for the new proposed and Accountability (KIAT Guru) Pilot in 203 pilot schools World Bank Institutional Strengthening for Improved Village across five disadvantaged districts. The pilot rigorously Service Delivery Operation (or the Village Operation). The tested treatments — different combinations of community proposed operation aims to improve the impact of the GoI’s empowerment and tying payment of rural teacher allowanc- annual Rp 100 trillion Village Law spending by improving es to teacher presence and performance — and evaluated village capacity and accountability to spend village funds the results. In 2018, LSP supported MoEC to issue two le- (Dana Desa) effectively. The new proposed Village Opera- gally-binding regulations to enable the pilot’s ongoing im- tion provides a platform to institutionalize and scale knowl- plementation, completed the pilot’s impact evaluation, and edge generated through LSP’s Village Law Programmatic provided technical support to national and district counter- Advisory Services and Analytics (PASA) (e.g., the Village parts to enhance the pilot’s implementation and sustain- Public Expenditure Review (ViPER), Sentinel Villages Lon- ability. Results from the impact evaluation indicate that the gitudinal Study, Stocktaking Review on Inclusion, etc.), op- pilot has improved teacher presence, teacher service qual- erational assistance and lessons from MoV’s VIP, along with ity, parental efforts, and student learning outcomes. Given lessons from other DFAT-supported pilots and initiatives these positive results, the GoI committed to scaling the KIAT (e.g., under KOMPAK). In 2018, the World Bank worked with Guru Pilot (via KIAT Guru Phase 2) across a greater area MoHA, MoV, Bappenas, the Ministry for Human Develop- and to test the KIAT Guru mechanisms in secondary ed- ment and Culture (Kementerian Koordinator Bidang Pem- ucation and urban locations during 2019. LSP also contin- bangunan Manusia dan Kebudayaan, or Kemenko PMK), ued to support the GoI’s internationally-recognized ECED and other relevant ministries to advance the operation’s Frontline Pilot, which established a district-based training design and preparations. system to deliver professional training to over 15,000 ECED teachers. Initial results from ECED Frontline Pilot’s evalua- From January to December 2018, the LSP MDTF disbursed tions indicate that the pilot’s training mechanism improves US$ 13.4 million. Meanwhile the MDTF cumulatively disbursed beneficiaries’ access to trained ECED teachers, improves US$ 328.8 million from 2007 to December 2018. These re- teacher competency, and is ‘scalable’.6 In 2018, MoEC and sults were made possible by the support of the Australian the Ministry of Villages (MoV) committed to scaling the ECED Government’s Department of Foreign Affairs and Trade (DFAT) Frontline Pilot’s training mechanism in support of the GoI’s and Millennium Challenge Account Indonesia (MCA-I).7 NatStrat Stunting (via the INEY PforR). 5 The 10 participating ministries include SoVP, Ministry of Finance (MoF), Ministry of Home Affairs (MoHA), Ministry of Health (MoH), Ministry of Education and Cul- ture (MoEC), Ministry of Social Affairs, BPS, Bappenas, the Ministry of Villages (MoV) and Kemenko PMK. 6 The evaluations also highlighted that the pilot requires strong stakeholder buy-in, coordination and supporting local regulatory frameworks to succeed. 7 During the reporting period, MCA-I provided funding to the MDTF until July 2018. E X E C UT I V E SUM M A RY 3 FIGURE 1 LSP’s Key Milestones and Achievements in 2018 • MoEC, with LSP support, established the legal framework (issued two legally-binding reg- ulations) for KIAT Guru and its performance incentives and accountability mechanism. • LSP’s Sentinel Village Longitudinal Study generated knowledge about Village Law plan- ning, transparency & accountability practices and is being used to inform regulations and processes that improve village-level development and participation (including via the new proposed Village Operation). • LSP supported the GoI institutionalize Generasi citizen engagement tools into regular Vil- lage Law processes (via the INEY PforR and HDW Pilot), to support the GoI’s nationwide MORE stunting prevention efforts. R E S P O N S I V E & • Village governments, with LSP support (via Generasi’s HDW Pilot, the INEY PforR and VIP I N C LU S I V E LO C A L Operation), increasingly prioritized locally needed basic health and education services. G OV E R N M E N T • LSP supported the GoI adopt a peer-to-peer learning approach to support over 71,000 Indonesian villages generate learning and innovations to address local service delivery challenges. • To enable more effective tracking and reporting of village finances and outputs, LSP sup- ported the GoI to rollout the recently issued Permendagri No. 20/2018 - the key policy guid- ing VFM across Indonesia - which was informed by LSP and KOMPAK analysis and support in 2017. • The World Bank and the GoI launched preparation for the new proposed Village Operation - which incorporates and institutionalizes knowledge and lessons from the Village Law PASA and VIP - to improve the quality of village spending and the impact of the GoI’s US$ 7 billion in Dana Desa spending. BETTER USE • The LSP-supported Special Allocation Fund (DAK) for Stunting Pilot and technical inputs informed MoF’s draft Regulation on DAK for Stunting , which incentivizes districts to con- OF FISCAL verge delivery of nutrition interventions and maximize the effectiveness of district spend- RESOURCES ing. • The LSP-supported MELAYANI Pilot generated important lessons about district problem solving, planning and budgeting practices, which will inform LSP’s support for the NatStrat Stunting (via MELAYANI Phase 2 and the INEY PforR) to improve district government capac- ity to understand and solve stunting-related issues. • The Generasi Impact Evaluation and project data indicate that Generasi improved commu- nity utilization of health and education services and sustained the revitalization of village health clinics (Posyandu). • The GoI and the World Bank finalized the US$ 400 million INEY PforR Operation - which institutionalizes lessons from the Generasi, HDW Pilot and ECED Pilot - to maximize the effectiveness of the GoI’s NatStrat Stunting. LSP supported the early implementation of the NatStrat Stunting via the INEY PforR Operation. • The HDW Pilot generated significant interest, high-level commitment and initial lessons. LSP is supporting the MoV strenghten the HDW scaling (up to 75,000 HDWs) and village-level stunting convergence in 2019 and beyond. • The GoI committed to scaling the ECED Frontline Pilot – which improved access to pro- I M P R OV E D fessionally trained ECED teachers and teacher competency – to maximize communities’ access to nutrition-sensitive ECED services. Initial results from LSP’s pilot evaluations are B A S I C S E RV I C E informing the GoI scaling efforts. D E L I V E RY • LSP supported MoEC and TNP2K complete the KIAT Guru Pilot and impact evaluation, which helped improve teacher presence, teacher service quality, parental efforts and stu- dent learning outcomes. Given these results, the GoI committed to scaling the pilot, in 2019, to improve the quality of education services across a greater area. 4 CH AP T E R T WO 02 Introduction The LSP Facility is a MDTF that supports the GoI to improve the quality of life of poor and vulnerable Indonesians through delivering local solutions to reduce poverty and inequality. LSP assists the GoI in improving basic service delivery and maximizing the impact of the Village Law, which affects 74,957 Indonesian villages, by: (1) undertaking and disseminating rigorous impact evaluations and analytics; (2) informing and promoting evidence-based policy decisions, agendas, and systems reforms; (3) providing enhanced implementation support to assist the GoI deliver complex and innovative operations and pilots; and (4) supporting collaboration and knowledge exchange among international, national, and sub-national actors. The LSP Annual Progress Report 2018 provides an update on LSP’s progress towards its End-of-Facility Outcomes (EOFOs) and crosscutting themes, such as gender equality and social inclusion (GESI) from January to December 2018. It also highlights LSP’s key challenges, lessons learned, risks, and future priorities. The report is structured around LSP’s three EOFOs: (1) Local governments become more responsive and inclusive; (2) National and local governments make better use of financial resources; and (3) Beneficiaries receive improved basic service delivery. In partnership with the Australian DFAT and the MCA-I,8 LSP is managed by the World Bank and works with the GoI, including the Ministries of Development Plan- ning, Finance, Home Affairs, Villages, Education and Culture, Health, along with the Vice President’s Office and Statistics Indonesia. 8 During the reporting period, MCA-I provided Economic activity in Lombok Tengah District funding to the MDTF until July 2018. C HA P T E R T H R EE 5 LSP Context CHAPTER 3.1 03 FIGURE 2 LSP MDTF The LSP MDTF LSP builds on the World Bank’s 18 years of engagement and experience with 2007 Indonesia and its past community-driven development (CDD) programs, most M DT F E S TA B L I S H E D notably its predecessor the National Community Empowerment Program (Program AS PSF Nasional Pemberdayaan Masyarakat, or PNPM)9 Support Facility (PSF). Originally established in 2007, as PSF, the MDTF was restructured in 2017 to 2017 maximize its contributions to the GoI’s development priorities and strategies of MDTF RESTRUCTURED improving the quality of life for all Indonesians. As part of the realignment, the AS LSP MDTF’s higher-level objectives were broadened to support the GoI to reduce in- equality, the closing date was extended from June 2018 to June 2020, its gover- nance arrangements were streamlined, and the MDTF’s name was changed to LSP. 2020 As of December 2018, the only remaining donor in the MDTF is the Australian DFAT. JUNE 30 From January to December 2018, the LSP MDTF disbursed US$ 13.4 million. CURRENT LSP M DT F C LO S I N G DAT E Meanwhile the MDTF cumulatively disbursed US$ 328.8 million from 2007 to De- cember 2018 (Figure 2). (See Annex for further details about the MDTF’s Financial Update). US$ 351 M MDTF FUNDS PLEDGED CHAPTER 3.2 & PAID BY DONORS Operating Context US$ 328.8 M The GoI continues to strengthen its emphasis on human development and local MDTF FUNDS DISBURSED economic development, particularly in rural areas. Specifically, over the past 18 (2007 - DEC 2018) months, the GoI is increasingly focusing on human capital development, accelerat- ed efforts to prevent stunting, and the Village Law’s performance: • Increased focus on human capital development. In April 2018, the GoI announced US$ 13.4 M it will shift its focus from pursuing infrastructure development to human capital MDTF FUNDS DISBURSED (e.g., through increasing investment in education, skills development, industrial (JAN - DEC 2018) revolution technologies etc.). This shift was reflected in the President’s annual budget speech at the House of Representatives in August 2018 and the GoI’s 2019 draft budget, which seeks to “drive investment and competitiveness through 9 PNPM was the GoI’s flagship poverty and com- human capital development”.10,11 In addition, in October 2018 the World Bank of- munity empowerment initiative. ficially launched the Human Capital Index (HCI) at the World Bank-International 10 https://australiaindonesiacentre.org/ highlights-human-capital-development-fo- Monetary Finance (IMF) Annual Meetings in Bali, Indonesia. The HCI, which is cus-of-2019-budget-president-jokowis-indepen- part of the World Bank’s Human Capital Project (launched in 2017), measures the dence-day-eve-speech/ amount of human capital a child born today can expect to attain by the age of 18. This agenda is supported by LSP’s INEY PforR 11 Indonesia is one of 28 “Early Adopter Countries” that have committed to acceler- Operation, ECED Pilot and KIAT Guru Pilot. 6 LS P C ONT E X T ating performance on human capital across various sectors. • Accelerated efforts to prevent stunting. Over 2018, the GoI accelerated implemen- tation of its national program to prevent stunting. This was evidenced by strong high-level political commitment (including Indonesian President Joko Widodo and Vice President Jusuf Kalla) and the GoI’s official launch of the NatStrat Stunting (see Box 6 on p. 19), which draws on LSP’s and the World Bank’s longstanding support for frontline service delivery. • Increased focus on village performance. The GoI is placing a greater emphasis on the impact of village transfers, including via the GoI’s Cash-for-Work initiative,12 the 2018 and 2019 Dana Desa Allocation Formula, and the GoI’s latest steps to improve the capacity and accountability of village governments to use funds ef- fectively. Further, over 2018, the GoI undertook 13 presidential visits concerning Dana Desa to review and observe actual village development and convened three cabinet meetings on Dana Desa (including about Dana Desa priorities, ex- pediting transfers, and ensuring improvements to the local-scale economy). The GoI is also paying increased attention to strengthening existing government systems (fiscal, capacity and accountability) to drive improved village governance, development and service delivery. For example, over 2018 the GoI began rolling out standardized village financial management (VFM) classifications, integrating re- porting systems, and collecting more data on village outputs to improve knowledge on village spending, outputs, and capacity. On stunting prevention, the GoI initiated multiple interventions (including the HDW Pilot) to encourage districts and villages to better finance and coordinate investments and services on basic health, nutri- tion, education, water and sanitation (WASH), ECED, and social protection using their own funds.13 Finally, in terms of local service delivery, the GoI encouraged districts and villages (through regulations and the Generasi-Village Law Integration work) to prioritize health and education in their regular planning and budgeting processes. The GoI also took important regulatory actions to reinforce KIAT Guru and to set the stage for the GoI to expand the package of accountability mechanisms that tie teacher allowances (special and professional allowances) to performance. Overall, the GoI’s increasing focus on strengthening core government systems for local and village development presents a major opportunity to support system reforms that will leverage the GoI’s large funding streams to generate increased development impact. The new GoI-World Bank operations and pilots provide an expanded platform to sustain and institutionalize LSP technical assistance and knowledge through leveraging the GoI’s large and nationwide funding streams (such as the GoI’s over US$ 3.5 billion on stunting-related interventions, nearly US$ 7 billion on Dana Desa, and US$ 5.6 billion on teacher special and professional allowances). These oper- ations and pilots provide a unique opportunity to design, test and evaluate large- scale systems improvements, drawing on LSP analytics and technical assistance, to maximize the GoI’s stunting prevention, village development, and education service delivery efforts. For example, the INEY Operation incorporates and institutionalizes key lessons and best practices from the LSP-supported Generasi Project, ECED Frontline Pilot, and HDW Pilot into the GoI’s nationwide stunting prevention efforts. Meanwhile, the new proposed Village Operation provides a tool to institutionalize 12 In 2018, the GoI announced the Cash-for- Work Initiative, which requires villages to knowledge from LSP’s Village Law PASA, operational assistance, and lessons for allocate a minimum of 30 percent of Dana Desa MoV’s VIP, along with lessons from KOMPAK-supported pilots and support. Finally, for cash-intensive work. the proposed KIAT Guru Phase 2 provides a platform to scale the KIAT Guru mecha- 13 Many of these initiatives draw on LSP-sup- nisms across rural areas, test the mechanisms in an urban setting, and to eventually ported initiatives (such as Generasi, the HDW Pilot and the ECED Frontline Pilot) and make the GoI’s teacher special and professional allowances performance-based. institutionalize them within the GoI’s nationwide rollout of the NatStrat Stunting. C HA P T E R T H R EE 7 Finally, while elections typically bring some uncertainty around the future reform agenda, LSP is well positioned to provide technocratic, evidence-based solutions for the post-election period. LSP will contribute to the World Bank’s overall Indonesia pre-election policy dialogue as well as preparing technocratic recommendations for the next government and National Medi- um-Term Development Plan (Rancangan Pembangunan Jangka Menengah Nasional, or RPJMN) for 2020 to 2024, which is currently being drafted. To date, Bappenas has presented LSP-generated rural poverty analyses and evidence at a workshop on background studies to inform the RPJMN preparations in November 2018. BOX 1. LSP Remains a Highly Relevant Investment Alignment with the GoI: LSP directly aligns with and supports the GoI’s key agendas and priorities. At the highest level, LSP aligns with the RPJMN 2015-2019 and the President’s Nawa Cita agenda, which aims to narrow the gaps in poverty and development in Indonesia’s lagging regions by prioritizing village development and basic service delivery. Over the reporting period, the GoI affirmed the importance of multiple agendas that LSP supports: • In April 2018, the GoI instructed all relevant ministers to develop an integrated action plan with concrete outcomes to eliminate stunting in Indonesia.14,15 • In April 2018, the Indonesian President announced that the GoI will shift its focus from pursuing infrastructure de- velopment to human capital. This shift was reflected in the President’s annual budget speech at the House of Representatives in August 2018 and as the theme of the GoI’s 2019 draft budget, which is to “drive investment and competitiveness through human capital development”.16,17 Indonesia is also one of the “Early Adopter Countries” of the World Bank’s Human Capital Index, which was officially launched at the World Bank-IMF Annual Meetings in Bali, Indonesia in October 2018. • In October 2018, the GoI urged local governments to use technology to develop more efficient systems to help governments better control, monitor, and maximize the impact of local development programs, which are supported by the Village Law.18,19 Alignment with the GoA: LSP’s mandate and strategy is also aligned with the GoA’s Aid Investment Plan for Indonesia (2015-19), which focuses on boosting inclusive growth along with productive jobs. Specifically, LSP’s work supports Objective 2 (Human Development for a Productive and Healthy Society) by supporting the GoI to strengthen the de- livery and impact of large-scale initiatives aimed at improving Indonesia’s development outcomes.20 LSP also supports Objective 3 (An Inclusive Society Through Effective Governance) by supporting initiatives and reforms that target good governance, lagging service delivery, and transparent and inclusive development. LSP’s projects also promote more structured village-level participation, including for women and other vulnerable groups.21 Approach to maintain relevance: LSP has a four-pronged approach to maintain relevance, including: (i) working in close alignment with the GoI’s priorities via the Steering Committee and in close engagement with key GoI counter- parts;22 (ii) focusing on strengthening the GoI’s policies, systems, capacities, and incentives — rather than implement- ing on behalf of, or in parallel to, the GoI’s systems; (iii) ensuring regular engagement with other development partners; and (iv) ensuring that PSF-LSP developed knowledge products are well disseminated, available, and easily accessible on the LSP and World Bank websites. To ensure LSP remains flexible and adaptable, the Facility also leverages the World Bank’s resources, networks, and comparative advantage to offer a wide variety of modalities (see Figure 3 on p. 8 for further details about LSP’s modalities or approaches) related to governance, CDD, education, nutrition, health, and economic opportunities. 14 http://www.thejakartapost.com/news/2018/04/05/jokowi-wants-integrated-program-to-tackle-stunting.html 15 This agenda is supported LSP’s INEY PforR Operation and ECED Pilot. 16 https://australiaindonesiacentre.org/highlights-human-capital-development-focus-of-2019-budget-president-jokowis-independence-day-eve-speech/ 17 This agenda is supported by LSP’s INEY PforR Operation, ECED Pilot and KIAT Guru Pilot. 18 http://www.thejakartapost.com/news/2018/10/22/jokowi-urges-local-govt-to-tech-up.html 19 This agenda is supported by LSP’s Village Law PASA, VIP, and proposed Village Operation. 20 This is supported by LSP’s KIAT Guru Pilot and INEY PforR. 21 LSP projects supporting this objective include Village Law PASA, Generasi, KIAT Guru Pilot, and INEY PforR Operation. 22 During the reporting period, the LSP Steering Committee met in February 2018 to discuss LSP’s progress and to approve proposed work. 8 LS P C ONT E X T CHAPTER 3.3 LSP MDTF’s Operational Framework: Theory-of-Change and Programs The LSP MDTF uses a Theory-of-Change (ToC)23 framework to clarify the pathway between the Facility’s intended goals, the activities it undertakes, and how it intends to achieve its anticipated outcomes. The LSP MDTF’s broader goal is to “enable citizens, villages, local governments, as well as the private sector, to implement local solutions to reduce poverty and inequality in Indonesia.” LSP’s contributions to its broader goal are measured against three EOFOs (See Annex 1 for further details on LSP’s monitoring and evaluation [M&E] approach and detailed ToC). LSP works to achieve its three EOFOs by leveraging the World Bank’s core competencies through six key approaches (Figure 3). FIGURE 3 LSP’s Broader Goal, EOFOs and Six Approaches ENA BLING C IT IZENS, V ILLAG ES, LOCA L G OV ERNM ENT AS W ELL AS T HE P RIVAT E SEC TOR TO IDENT IFY A ND IM P LEM ENT LOCA L SOLU T IONS TO REDU C E P OV ERT Y A ND INEQUA LIT Y IN INDONESIA M O RE R E S P O N S I VE & I N C LU S I VE BETTER USE I M P R OVE D LO CAL O F F I S CAL B AS I C S E RVI C E G OVE R N M E N T RESOURCES D E L I VE RY Managing Fostering Facilitating Providing Piloting Institutionalizing multi-sector policy- knowledge technical projects large-scale analysis dialogue exchange assistance operations APPROACHES 23 The ToC is a thinking tool that is used to clarify the pathway between LSP’s goals, the activities it undertakes, and how the outcomes are expected to be achieved. C HA P T E R T H R EE 9 In 2018, LSP supported the GoI through 10 main projects and initiatives (Table 1). TABLE 1 LSP’s Key Programs and Activities TITLE OBJECTIVE PA R T N E R S V I L L AG E D E V E LO P M E N T Village Innovation Program (VIP) Improve village capacity to plan and implement MoV investments that focus on village entrepreneurship, human capital formation, and village infrastructure. Village Law Programmatic Advisory Support the GoI’s efforts to ensure accountable MoHA, MoV and MoF Services and Analytics (PASA) village governance, and participatory village develop- ment. B A S I C S E RV I C E D E L I V E RY ECED Frontline Pilot Increase the availability of high-quality, affordable and MoEC professional training for ECED teachers in poor rural districts. Generasi Project Empower local communities in poor, rural sub-districts MoV, MoEC and MoH in targeted provinces to increase utilization of health and education services. Investing in Nutrition and Early Increase simultaneous utilization of nutrition-related SoVP/TNP2K, Bappenas, and Years (INEY) Operation interventions by 1,000-day households in priority MoF, MoH districts.24 KIAT Guru Pilot Improve the presence and service quality of primary TNP2K and MoEC school teachers in targeted areas by making teachers more accountable and empowering communities to participate in education. Managing-for-Results Project Support the GoI to track, manage, and evaluate nu- Bappenas, MoF, MoHA, and trition-related service delivery across different levels SoVP/TNP2K of government; develop a performance assessment for district implementation of NatStrat Stunting; and provide policy advice on the use of a Physical Special Allocation Fund (Dana Alokasi Khusus Fisik, or DAK). MELAYANI Pilot25 Support local governments to use a problem-driven MoHA and MoF approach26 to tackle local service delivery issues. A N A LY T I C S Evaluations Understand the direct impact of LSP-supported initia- Bappenas, MoEC, MoV, MoHA, tives (KIAT Guru Pilot, Generasi and ECED Frontline BPS27 and MoEC Pilot) to inform program planning and decisions, as well as GoI policy frameworks, institutions and sys- tems. Special Studies Improve understanding about local development Bappenas, MoEC, MoV, MoHA, priorities in Indonesia through conducting in-depth BPS, BKN, MoH and MoEC research, such as the Sentinel Villages Longitudinal Study, Civil Service Data Analysis, Rural Poverty Anal- ysis and just-in-time (JIT) analytics. 24 Households with pregnant mothers and children aged zero to 24 months. 25 Menguraikan Permasalahan Perbaikan Layanan Dasar di Indonesia, or Untangling Problems to Improve Basic Services in Indonesia. 26 The approach draws on several different methodologies, such as problem-driven iterative adaptation (PDIA), Deliverology, and an earlier World Bank pilot instrument called the Rapid Assessment and Action Plan (the predecessor of MELAYANI).. 27 Statistics Indonesia (Badan Pusat Statistik). 10 CH AP TE R FOU R Progress Towards EOFO One: Local Government Become More Responsive and Inclusive HDW training in Ciranjang Subdistrict, Cianjur District, West Java A D E Q UACY O F P R O G R E S S AG A I N ST O U TC O M E On Track A little off track Behind All Indonesian citizens should have an opportunity to be informed about and have a say in village development decisions and actions. However, in practice this is not always the case. Under the Village Law, village governments have in- creased responsibilities in delivering health and education services, and facilitating community participation to improve the quality of those services and overall village development.28 However, as highlighted through LSP’s draft Sentinel Village Longi- tudinal Study,29 a wide range of participation systems exist at the village level, which stem from varied community awareness levels, and communities’ ability to partici- pate and inform decisions that affect their lives. To improve the overall quality of village development outcomes, EOFO 1 focus- es on supporting the GoI and local governments to implement more structured, 04 participatory, and accountable village development processes across Indone- sia’s 74,957 villages. It is envisaged that by improving the national and sub-national government frameworks, systems, and capacity for participation and accountability, it will enable more structured and effective village-level participation and ensure 28 Article 83 (2) of the Village Law No.6/2014. 29 The Sentinel Villages Longitudinal Study commenced in 2016 and examines community participation, transparency and accountability in village development processes, as well as district and sub-district sup- port for these processes. See Chapter 4.2 for further details about the study’s findings and initial influence on the GoI’s regulations. PR O G R E SS TOWA R DS EO F O O N E 11 local governments’ development plans CHAPTER 4.1 and budgets better reflect community needs (including for women, the poor and other marginalized groups). During Outcome 1: Strengthened local 2018, LSP supported this EOFO through multiple projects including the KIAT framework and systems to improve Guru Pilot, the Village Law PASA, Gen- erasi Project (including the HDW Pilot), governance and downward and VIP. accountability to communities Overall progress towards EOFO 1 is ‘on track’. In 2018, LSP achieved mul- To improve the quality of education service delivery across rural parts of Indo- tiple notable milestones (see Figure 4) nesia, LSP supported MoEC to establish the legal framework for KIAT Guru and and, according to the LSP Activity Track- its performance incentives and accountability mechanisms (including issuing two er, 98 percent of activities under EOFO legally-binding regulations). Commencing in 2016, the TNP2K and MoEC KIAT Guru 1 were either completed or are on track Pilot aims to improve education services across remote areas in Indonesia by em- to be completed as scheduled, with two powering communities and tying payment of Teacher Special Allowance (Tunjangan percent of activities either delayed or Khusus Guru, or TKG)32 to community verification of teacher presence or evaluation dropped/realigned.30 Delays were pre- of teacher service performance. It is anticipated – based on international evidence dominately related to VIP. While VIP ex- – that making teachers more accountable to different local education stakehold- perienced some operational challeng- ers, rather than only to higher level supervisors within the education system, can es during the first half of 2018, LSP was help improve education service delivery. The KIAT Guru Pilot, which has been im- able to provide additional technical and plemented in 203 remote primary schools across five underdeveloped districts,33 monitoring support to minimize overall has shown to improve student learning outcomes, increase parental participation in program implementation delays.31 education, and reduce teacher absenteeism (see Chapter 6.3, p.47 for further details about the KIAT Guru Pilot’s progress and impacts). The pilot is supported by LSP and implemented by Yayasan Bursa Pengetahuan Kawasan Timur Indonesia (BaKTI). FIGURE 4 LSP’s Major EOFO 1 Milestones during January to December 2018 30 During the reporting period (January to Decem- ber 2018), 49 activities were tracked under EOFO 1 in the LSP Activity Tracker. M O R E R E S P O N S I V E & I N C LU S I V E 31 Over the first half of 2018, MoV experienced var- LO C A L G OV E R N M E N T ious annual work planning, budgeting, and project management issues, which slowed project imple- mentation from February to August 2018. To min- • MoEC, with LSP support, established the legal framework (issued two le- imize program implementation disruptions, LSP gally-binding regulations) for KIAT Guru and its performance incentives and provided increased capacity and technical support. For example, LSP supported MoV to establish a accountability mechanism. monitoring system to identify, track and resolve • LSP’s Sentinel Village Longitudinal Study generated knowledge about Vil- bottlenecks; prepare key operational documents lage Law planning, transparency & accountability practices and is being (guidelines, training modules and tools for innova- tion replication); and better integrate the current used to inform regulations and processes that improve village-level devel- facilitation structure with VIP. LSP also supported opment and participation (including via the proposed Village Operation). MoV’s request to extend the operation from De- • LSP supported the GoI institutionalize Generasi citizen engagement tools cember 2018 to December 2019 to ensure that all into regular Village Law processes (via the INEY PforR and HDW Pilot), to objectives, key performance indicators, and activi- ties can be achieved as originally planned. support the GoI’s nationwide stunting prevention efforts. 32 Teachers working in special areas (including re- • Village governments, with LSP support (via Generasi’s HDW Pilot, the INEY mote areas) receive TKG, which can equate to up to PforR and VIP Operation), increasingly prioritized locally needed basic one times a teacher’s base salary. 33 The pilot districts in Sintang, Ketapang and Lan- health and education services. dak in Kalimantan Barat Province; and Manggarai • LSP supported the GoI adopt a peer-to-peer learning approach to support Barat and Manggarai Timur in Nusa Tenggara Timur over 71,000 Indonesian villages generate learning and innovations to ad- (NTT) Province. dress local service delivery challenges. 12 CH AP TE R FOU R During the reporting period, LSP pro- To help the GoI measure village development performance and improve down- vided technical and analytical support ward accountability mechanisms at the district and village level, LSP, as part of to MoEC to draft two regulations which its ongoing analytical work, is also supporting Bappenas to harmonize the GoI’s provide the legal grounding for the pi- current village indices for measuring village progress. The GoI currently uses two lot’s ongoing implementation (see Box different village indices — Bappenas’ Indeks Pembangunan Desa (IPD) and MoV’s 2). As a result of these national regu- Indeks Desa Membangun (IDM) — that do not always reflect key villages’ progress lations, seven Memorandum of Under- and achievements, including the poverty rate. LSP is providing technical assistance standing (MoUs) between MoEC, TN- to Bappenas to harmonize the two indices and to improve the instrument for col- P2K, and the five pilot districts — and lecting data to inform the harmonized indices. In 2018, LSP held a series of consul- a subsequent 429 sub-national regula- tations with Bappenas and undertook early data analysis to compare the quality of tions and decrees (37 at the district lev- each index. During the first half of 2019, LSP, together with the Central Bureau of el and 392 at the village level) — were Statistics (Badan Pusat Statistik, or BPS), will field test a consolidated instrument issued over 2018.34 These regulations (in April 2019) and finalize the instrument’s design. During 2019, LSP will also assist and decrees empowered communities Bappenas to analyze the collected data, establish a mechanism to feed the data to evaluate teachers’ performances and back to villages, and test how villages can use this data to inform their own planning affect the value of teachers’ TKG in pilot processes. However, further work remains to build consensus between key minis- schools. In addition, LSP also provid- tries on what should be included in a single index to measure village performance. ed technical assistance and inputs to During 2019, LSP will continue to engage with relevant counterparts on developing MoEC to adapt KIAT Guru mechanisms a harmonized village index to improve village performance monitoring. for an urban setting and to eventually make Teacher Professional Allowance BOX 2. (Tunjangan Profesi Guru, or TPG) per- Influencing Policy Change – the KIAT Guru formance-based (see Box 2).35 Pilot Beyond strengthening the national The KIAT Guru Pilot tests policy options to improve teacher presence and ser- framework, LSP also worked to strength- vice performance using two mechanisms: (1) community empowerment mech- en MoEC and district government un- anism; and (2) pay-for-performance of TKG based on either teacher presence derstanding, ownership, and ability to (verified by community representatives) or teacher service performance (eval- implement KIAT Guru’s governance and uated by community representatives). The community representatives are for- accountability mechanisms. As per No- mally organized through User Committees, whose members are elected and vember 2018, 995 MoEC and district acknowledged by a Village Decree and have an explicit role in monitoring government officials (87 percent male and evaluating teachers’ service performance. and 13 percent female) had participated in KIAT Guru capacity-building sessions. In April 2018, MoEC, with LSP support, issued two regulations: These sessions focused on developing • The Ministerial Decree No 95/P/2018 on National Priority Program in De- work plans, allocating funding and re- livery of Tunjangan Khusus Guru (TKG) and Tunjangan Profesi Guru (TPG), sources, drafting decrees to support which identified KIAT Guru as MoEC’s national priority program; and implementation, and administering TKG • Secretary-General Regulation No 11/2018, which provided technical guide- payments based on community evalua- lines for the KIAT Guru project implementation using TKG in 2018. tions of teacher performance.36 Specifically, LSP supported technical specialists to conduct policy reviews 34 See Annex 3: Activity Tracker - KIAT Guru (p. 77) and analysis, and to lead discussions with MoEC and district government for a further breakdown of the various regulations, counterparts to identify regulatory gaps and develop mechanisms to make which were issued relating to KIAT Guru in 2018. 35 MoEC requested to scale out the perfor- TKG performance-based. The regulations are significant as they provide the mance-based TKG to additional 183 schools in the necessary legal grounding to empower communities to evaluate teachers’ same five districts and test the mechanisms for service performance and affect the value of teachers’ TKG in pilot schools. performance-based TPG and secondary education Once issued, the national regulations provide a policy hook for districts to level in urban areas in 40 schools. Towards the end of 2018, the World Bank Task Team prepared a pro- issue a District Head Regulation (Peraturan Bupati, or Perbup) for the KIAT posal for KIAT Guru Phase 2. See Chapter 6.3 for Guru Pilot implementation. The Perbup then provides a policy hook for Village further details. Heads to issue decrees on the KIAT Guru User Committees, which legitimize 36 This number exceeds the original target of 375 staff and adjusted target of 750 staff. In November their roles to verify teacher presence and evaluate teacher performance. 2018, as part of the project restructuring, this target Overall the regulations enable the continued conditional payment of TKG was increased (from 350 to 750 staff) in response based on teacher’s attendance or service performance, and empowerment to a request from the GoI to continue providing technical assistance to help sustain the pilot. of community representatives to hold teachers accountable in 2018. PR O G R E SS TOWA R DS EO F O O N E 13 CHAPTER 4.2 Outcome 2: Communities have more effective and structured participation at the village-level During 2018, LSP provided analytical, by the GoI to inform regulations and governments; and (2) planning and bud- advisory, and implementation support processes that improve village-level geting processes.39 Overall, some pre- at both the national and sub-national development and participation (e.g., liminary results from this work include level to ensure more structured and MoV’s Dana Desa Priority Use for 2019, the following: effective village-level participation. Kemenko PMK’s Cash-for-Work and the LSP supported multiple studies to gen- new proposed Village Operation). Com- • Participatory planning alone is not erate knowledge about Village Law im- mencing in 2016, the two-year Sentinel enough to empower villages and plementation practices and barriers to Villages Study examines community communities to deliver local devel- inclusion (Sentinel Villages Longitudinal participation, transparency, and ac- opment. Instead, a combination of Study and the Stocktaking Review on countability in village development pro- both participatory and technocratic Inclusion), generated knowledge and cesses, as well as district and sub-dis- planning (i.e., data-driven planning) is assistance to make Village Law related trict support for these processes.37 needed; regulations more participatory and to The study is significant as it is currently • There is a strong need for a differenti- improve village development outcomes, the only systematic, rigorous, long-term ated approach to building village-lev- and supported the GoI to institutional- quantitative and qualitative study of ac- el capacity (both government and ize Generasi citizen engagement tools tual Village Law implementation on the communities), which takes varying ca- within Village Law processes to maxi- ground, and thus provides a key source pacity levels into account. The GoI’s mize community participation in village of evidence for policy makers, officials, current one-size-fits all system needs decision-making (particularly related to and other actors. In May 2018, LSP, to be more demand-based to cov- basic service delivery, including stunt- in collaboration with the SMERU Re- er varying needs across Indonesia’s ing). search Institute, completed the endline nearly 75,000 villages; quantitative survey in 112 villages, 28 • There is a need to revive structured LSP’s draft Sentinel Villages Longi- sub-districts, and five districts, as well participation forums (from hamlet lev- tudinal Study — which generated as the qualitative study in 10 villages.38 el up) and organic facilitators (such as important knowledge about Village During the reporting period, LSP and cadres living in the village and other Law planning, transparency and ac- SMERU also published and presented local actors) to strengthen communi- countability practices — is being used two thematic studies on: (1) supra-village ties’ standing and active participation 37 The longitudinal study monitors village gover- nance in five selected districts. The study involved two rounds of surveys (baseline and endline) in 112 villages and qualitative studies in 10 villages. As part of the study, a field observer stayed in each district to provide updates on the challenges to implementing the Village Law. See https://localso- lutionstopoverty.org/study/sentinel-villages-study. html for further details. 38 For the quantitative survey, survey respondents included village and hamlet heads, Village Coun- cils (Badan Permusyawaratan Desa, or BPD), vil- lage activists, local health and education actors, and members of households (one male and one female per household). 39 For further details see: https://localsolution- stopoverty.org/news/roles-supra-village-gov- ernment-village-law-implementation.html and https://localsolutionstopoverty.org/news/plan- People in a village where Sentinel Village Study takes place work together repairing road. ning-and-budgeting-process-village.html. 14 CH AP TE R FOU R within village development processes; and • Communities need more structure and support if they are to hold village gov- ernments to account. Existing village councils (Badan Permusyawaratan Desa, or BPD) also still need capacity strengthening support. In addition, forums such as accountability meetings need to be reinstated to give communities space to engage directly with village government. LSP is currently finalizing the Sentinel Villages data analysis and formulating con- crete recommendations and actions to help empower communities to participate and influence village development. The study’s findings are expected to be final- ized by June 2019 and will be presented in a final report and through a workshop with counterparts, partners, and other development programs. The study will also be publicized online (including via the LSP website and the World Bank portal) to encourage greater knowledge sharing and uptake of recommendations among In- donesian and other relevant stakeholders working in this space. The Sentinel Villages’ Quantitative Endline Survey being undertaken, using a tablet, in Banyumas Dis- In the interim, to ensure uptake of knowledge generated through the Sentinel trict, East Java. Villages Study, LSP continues to engage with key counterparts to identify knowl- edge gaps and provide targeted evidence to inform specific policies and pro- sive village planning, budgeting, and grams that improve village development outcomes. While the study is expected to implementation. As part of the Stock- be finalized in June 2019, LSP continues to engage with key GoI counterparts about taking Review on Inclusion, in 2018, important emerging results and findings through a series of BBLs and discussions. LSP conducted a desktop analysis;41 For example, in November 2018, LSP presented the Sentinel Village analyses relat- held focus group discussions (FDGs) ed to the GoI Cash-for-Work initiatives’ implementation and challenges to Kemenko with development programs that sup- PMK. The presentation and findings were well received by Kemenko PMK and pro- port inclusion in rural Indonesia (e.g., vided the ministry with evidence to adjust the Cash-for-Work initiative’s implemen- PEKKA’s Paradigta);42 and undertook tation — including in relation to the current 30 percent labor cap, the beneficiary field work in two districts where the selection process, and providing villages with more authority. In other cases, LSP Paradigta program is active.43 Initial find- engaged with ministerial counterparts to advocate emerging recommendations, ings from the draft study indicate that which were generated through the Sentinel Villages Study and were particularly several factors can hamper participa- pertinent to the GoI’s various agendas. For example, through the draft study, LSP tion among the poor, including potential identified a need for greater emphasis on poverty reduction, improving human de- exclusion by village governments (i.e., velopment and local economic growth at the village level. Consequently, LSP ad- not all villagers are invited to village vocated and provided technical inputs to MoV’s new Regulation (Peraturan Menteri development forums), limited capacity, Desa, or Permendesa) on Priority Use of Villages Funds in 2019, which now incor- high opportunity costs, and a tendency porates a greater focus on these key elements. Beyond this, the Sentinel Villages to prefer engaging in informal negotia- Study’s draft findings are also providing a key source of evidence to shape the GoI’s tions rather than in formal deliberative newly proposed Village Operation (Box 3 on p. 15), which aims to improve villages’ core functions and development outcomes. Based on the early findings, the new 40 Specifically, the review assessed the level of proposed operation will include various interventions aimed at improving the quality inclusion of vulnerable groups during: (i) planning and budgeting; (ii) implementation of investments of community engagement and inputs in village meetings (musyawarah desa, or and services; and (iii) reporting, monitoring, and Musdes). For example, this will involve improving manuals and training materials for oversight. village government and facilitators to revitalize hamlet meetings to gather inputs 41 The desktop analysis included a review of ex- from community members who cannot attend Musdes, and to encourage women isting studies and documents, current legal and regulatory frameworks, and training curricula and and the poor to attend and actively participate in meetings. modules for village capacity building. 42 PEKKA’s Paradigta Akademi is a program that Building on the Sentinel Villages Study (which highlighted women and other is designed to support women leaders (through vulnerable groups’ varied levels of inclusion in village development), in 2018 reflection, development, and education) to create the Village Law PASA also launched the Stocktaking Review on Inclusion to transformative change at various levels, starting from the village. For example, the program aims improve understanding about the factors hindering or promoting village-level to develop the leadership potential of women in participation and inclusion. The stocktaking review systematically assesses the villages so they can be more actively involved and way the Village Law regulatory framework, training of village officials, accountabil- participate in community empowerment and devel- opment processes in their local areas. ity of district and village officials, and other development programs (e.g., MAMPU, 43 The fieldwork was undertaken in Kubu Raya KOMPAK, and Peduli) hinder or promote inclusion.40 The review also identifies chal- District, West Kalimantan (in September 2018) and lenges, best practices, and specific improvements that would support more inclu- Brebes District, Central Java in October 2018. PR O G R E SS TOWA R DS EO F O O N E 15 forums. Furthermore, the review highlighted that women who participated in targeted capacity building programs (such as BOX 3. the Paradigta Akademi program) often felt more empowered to participate in village meetings. The review recommended Proposed New Village Operation two key policy actions to maximize and sustain marginalized In 2018, the World Bank and MoHA launched prepara- villagers’ participation in Village Law implementation: tions for the new proposed World Bank Operation — • Preserve the contestability of the policy arena at the village Institutional Strengthening for Improved Village Service level by ensuring that participation in village meetings is Delivery (or the Village Operation). The new proposed open to all; and operation aims to improve the impact of the GoI’s large • Re-empower village-level civil society groups to help estab- (Rp 100 trillion per year) investment in villages, under lish a competitive policy arena at the village level. Grass- the Village Law No. 6/2014, by improving the quality of roots capacity building programs, like Paradigta Akademi, village spending and service delivery. can help strengthen the capacity of non-governing elites to act as a countervailing power. Drawing heavily on the Village Law PASA and other LSP technical assistance and analyses, the proposed oper- In November 2018, LSP shared the review’s initial findings at ation will focus on strengthening village governments’ a USAID-organized Civil Society Organization (CSO) Forum, capacity, accountability and core functions (planning, which was attended by over 200 participants from various lo- budgeting, implementing, and monitoring village-level cal and national CSOs, the GoI, and international development development projects) to improve overall village de- partners. The key findings were well received by CSOs, partic- velopment outcomes. Based on continued dialogue ularly concerning the need to build villagers’ political capacity with the GoI, as well as additional diagnostic work and to act as a countervailing force in villages. To date, the re- assessments, the operation will include an increasing view’s draft results have informed dialogue with the GoI about emphasis on targeting villages (rather than districts), the new proposed Village Operation’s design. For example, utilizing technology, and promoting innovation systems based on the review’s draft findings the operation includes in- to improve village development outcomes. It also aims terventions to improve information flows to villages to improve to support the development and scaling of digital plat- their understanding of village government processes, and to forms and information systems to better capture, store build the capacity of communities (including women) to more and use information related to village development. The actively participate in governance processes. LSP will finalize proposed operation will focus on four main components: the report and share with relevant stakeholders in September 1. Strengthening village government institutions; 2019. 2. Promoting participatory village development; 3. Strengthening village government performance; and Over 2017 and 2018, MoHA and MoV used LSP-generated 4. Strengthening national coordination, monitoring and evidence and assistance to strengthen Village Law related supervision. regulations so they are more inclusive of community and customary groups and incorporate perspectives from a wid- In 2019, LSP will continue to work with the MoHA, MoV, er group of stakeholders. On 9 April 2018, the GoI issued Bappenas, Menko PMK, and other relevant ministries Permendagri No. 18/2018 on Village Community Institutions to finalize the design and preparations for the opera- (Lembaga Kemasyarakatan Desa, or LKD) and Village Cus- tion. It is expected that MoHA will be the primary exe- tomary Institutions (Lembaga Adat Desa, or LAD), which pro- cuting agency for the Village Operation. vides the legal grounds for village community and customary groups to participate in village development. Permendagri No. 18/2018 was informed by LSP’s analytical and technical assistance to MoHA during 2017. In supporting the regulatory drafting of the Permendagri, LSP applied an evidence-based policy making approach, which required participation from local communities and local governments. LSP organized and facilitated various engagement activities with a range of stakeholders between June and October 2017.44 As a result of this assistance, the Permendagri No. 18/2018 provides an enabling approach towards more inclusive village develop- 44 Including two workshops, two focus group discussions (FGDs) and five meet- Economic activity in Lombok Tengah District ings in Jakarta, three field visits to Papua, Central Kalimantan and West Sulawe- si, and one public consultation in Yogyakarta. 16 CH AP TE R FOU R ment. By using a participatory method FIGURE 5 — from 5,789 villages, across 11 provinc- to draft the regulation, it improved the es — participated in village-level basic Women, Men and the Poor regulatory development process and service delivery planning.45 The efforts also brought about some unexpected Household’s Participation also led to increased men’s participa- outcomes of improved capacity among under Generasi tion in pregnancy and nutrition sessions relevant government counterparts. In from 10 percent in 2013 (i.e., 10 percent 2018, LSP also provided technical as- men versus 90 percent women) to 33 sistance to MoV to inform its Regulation percent (i.e., 33 percent men versus 67 (Permendesa) on Village Development percent women) in 2018. During 2018, Guidelines (Pedoman Pembangunan Generasi also continued to help mobi- Desa), which combines three previously separate regulations concerning village 923,000 lize poor households to participate in community basic service delivery meet- W O M E N PA R T I C I PAT E D development, facilitation and communi- IN LOCAL VILLAGE-LEVEL ings and decision-making. From Jan- ty empowerment. Specifically, LSP sup- BASIC SERVICE uary to December 2018, 663,241 poor ported MoV to conduct consultations DELIVERY PLANNING households — from 5,789 villages in 11 and workshops, gather information, Generasi provinces — were involved in and provide inputs into the draft Per- community village meetings.46 These mendesa. Such assistance may have positive results are echoed by the informed the new Permendesa, which is qualitative Generasi Long-Term Impact currently being internally reviewed and Evaluation, which found that the project finalized by MoV. The revised regulation effectively used simple citizen engage- is significant as it provides a regulatory 33% ment and social accountability tools to framework for local governments to leg- M E N PA R T I C I PAT E D mobilize villages to focus on key ba- islate more participatory and inclusive IN PREGNANCY & sic services and help revitalize the vil- NUTRITION SESSIONS local government processes. Once im- lage-level Posyandu. It also found that plemented, it is expected that the reg- active and meaningful participation was ulation will provide villages with more particularly evident at the hamlet level, explicit guidance on how to manage vil- where it had a more direct impact on lage development from planning, bud- decision-making and the point at which geting, organizing, and implementing, many basic early childhood, health and to monitoring and evaluation (M&E). 663,241 education services (such as Posyandu and PAUD) are delivered to beneficia- Meanwhile, at the village level, LSP POOR HOUSEHOLDS ries. W E R E I N V O LV E D I N supported MoV’s “Healthy and Bright LOCAL-LEVEL COMMUNITY Generasi” (Generasi) Project to in- MEETINGS Given the Generasi Project (and LSP’s crease participation in village deci- support for it) concluded in December sion-making (particularly related to 2018, during the reporting period, the health and education). From 2007 to tools, such as social mapping, commu- Facility also focused on capturing, inte- 2018, LSP supported MoV’s Generasi nity scorecards, and social monitoring. grating, and sustaining Generasi activ- Project, which empowered local com- Generasi also used various mechanisms ities into regular village development munities (community members, cadres, to maximize women’s participation in de- processes. For example, LSP supported frontline workers, organizations, and cision-making (such as targeted capac- the GoI to incorporate Generasi citizen Posyandu) to increase community uti- ity building, dedicated meetings, FGDs, engagement and empowerment tools lization of basic health and education and quotas), along with men’s participa- to strengthen the GoI’s national stunt- services. The project empowered and tion in community pregnancy and nutri- ing prevention efforts (e.g., via the HDW maximized communities’ participation in tion sessions. Results from Generasi’s Pilot and INEY PforR Operation– see decision-making by, among other things, efforts show that between January and below and Box 4). LSP also supported employing various citizen engagement December 2018 over 923,000 women the GoI to incorporate lessons and ap- 45 In 2007, 530,534 women participated in village level basic service delivery planning. 46 Over a four-year period, participation of the poor fluctuated between 42 and 52 percent, which is slightly below the target of 60 percent. This indicator covers the participation of the poor in kecamatan-, village- and hamlet-level meetings. This indicator has likely declined because of lower levels of participation among the poor in village-level meetings. This is likely due to Generasi’s integration with regular village planning. Prior to the Generasi-Village Law Integration, Generasi exclusively targeted poor households and women. However, the mechanism for implementing village meetings in the context of the Village Law is usually more formal and involves invitations that do not necessarily specifically target poor households. Despite this, poor households continue to participate in hamlet-level meetings in the context of the Village Law. PR O G R E SS TOWA R DS EO F O O N E 17 proaches from the Generasi-Village Law Dana Desa Report. This enhanced Dana Desa Report will help encourage villages Integration to increase village prioritiza- to spend more on stunting and to improve convergence of nutrition interventions for tion (planning and budgeting) of health priority households. In 2018, LSP also supported the GoI, as part of the HDW Pilot and education services (see Chapter (Box 4), to test the stunting length mats, social mapping, and public dissemination of 4.3 on p. 20 for further details).47 Finally, data at the village level. over 2018, LSP supported MoV to sys- tematically capture and share Genera- Demand for the HDW citizen engagement and empowerment tools at the lo- si’s best practices and lessons learned. cal level is strong. Early results from the pilot suggest that these innovative tools, For example, LSP is preparing the Gen- particularly the stunting length mats, have generated significant interest among erasi Implementation Completion Re- community-level stakeholders (village cadres, community members, and 1,000-day port (ICR), which documents Generasi’s household beneficiaries) and were effective in raising awareness and obtaining vil- progress against its intended objectives lage-level support for stunting prevention efforts. Midwives and Puskesmas staff and targets. LSP is also developing a also reported using the length mat measurement results to strengthen their own complementary “narrative” report to consolidate and highlight the program’s lessons and progress. Both reports will be finalized in mid-2019. Since 2017 LSP has supported MoV to institutionalize Generasi citizen en- gagement tools into regular Village Law processes to support the GoI’s stunting prevention efforts (including via the INEY PforR Operation and MoF Regulation on Village Fund Manage- ment). The GoI’s NatStrat Stunting (Box 6) has a strong focus on citizen engage- ment and community empowerment HDW in Lombok explains about stunting to the mothers on Posyandu Day and LSP has helped provide the GoI BOX 4. with a strategy, tools, and incentives to implement these principles in practice The GoI’s HDW Pilot – Empowering (via the INEY PforR Operation). Specif- Local Actors to Drive Village-Level Stunting ically, the INEY Operation incentivizes the use of four tools to engage citizens Prevention in accelerating stunting prevention, in- In 2018, LSP continued to support the GoI’s HDW Pilot, which aims to improve cluding: (1) stunting length mats; (2) so- human capital and prevent stunting in the country’s 31 districts (3,105 villages) cial mapping and stunting diagnostics; with the highest stunting prevalence. The HDW Pilot, which ran from January (3) village convergence scorecards; to December 2018, employs an innovative community-based HDW model and and (4) public dissemination and use of acts as a central implementation mechanism of the NatStrat Stunting. data at multiple levels. Together, these The pilot mobilizes HDWs at the village level to empower local actors to tools aim to empower villages and com- improve the delivery, monitoring, and utilization of nutrition-related interven- munities to converge and hold govern- tions. As part of their role, HDWs work with village-level actors to: ments accountable for the delivery of village-level nutrition-related interven- 1. Raise awareness: Introducing stunting length mats to raise awareness tions. During 2018, as part of the Nat- about stunting and to support village health posts’ (Posyandu) to transition Strat Stunting, the GoI institutionalized a growth promotion activities from weight to height monitoring; version of Generasi’s community perfor- 2. Map priority households and services: Undertaking social mapping of mance scorecard within the MoF Reg- 1,000-day households and their access to priority nutrition interventions; ulation on Village Fund Management 3. Secure commitments: Organizing annual village-level Stunting Summits to (PMK No. 193/PMK.07/2018 tentang secure village leaders’ commitment to stunting reduction; Pengelolaan Dana Desa) and Annual 4. Monitor interventions: Submitting monthly consolidated data on priority nutrition interventions (from Village Convergence Scorecards); and 47 See Annex 3: Activity Tracker – Generasi on p. 5. Report progress: Organizing quarterly Village Convergence Forums with 71-75 for a full summary of the specific activities village leaders to report progress to community members. undertaken during the reporting period. 18 CH AP TE R FOU R monitoring on stunting. Further, village demand for the length mats is strong in both priority and non-priority stunting villages. However, limited resources have hindered the distribution of mat packages.48 Given this demand and the limited availability of mat packages, some villages have developed their own length mats (e.g., using rope to measure height). While this high demand is promising, it presents quality control issues and may influence the accuracy of measurement results. The growth mat is Over 2018, LSP also captured various lessons learned and provided recommen- dations to strengthen MoV’s HDW scaling efforts, including the implementation very useful for of the citizen engagement tools during 2019 and beyond. In 2019, the GoI (MoV midwives… after we and MoF) will scale the HDW Pilot to 160 districts, as part of NatStrat Stunting, and plans to expand to 390 districts in 2020 and 514 districts in 2021. To inform the use the growth mat GoI’s scaling efforts, in December 2018 LSP provided multiple recommendations to monitor and to strengthen future HDW implementation. For example, in relation to the citizen engagement tools, LSP recommended that MoV create an authorizing environment identify [infants’ for village governments to fund the tools using Dana Desa (e.g., by incorporating a greater focus on stunting in MoV’s annual Permendesa on Priority Use of Village height], the results Funds), and also to further adjust and simplify the Village Convergence Scorecard can be more precise to avert data inputting errors.49 Box 5 provides a summary of LSP’s other recom- mended actions. because on the growth mat there BOX 5. is a measurement LSP is Informing MoV’s Scaling of the HDW according to age... Pilot in 2019 and Beyond Thank God it is Based on the pilot’s initial lessons and experiences, in December 2018 LSP recom- mended multiple actions to MoV to help inform and strengthen the GoI’s future HDW very useful. scaling and implementation, including: • Create an enabling environment and support village governments to fund length mat packages using Dana Desa; • Accelerate the early execution of MoV’s Capacity-Building Grant (DOK) in 2019, and identify a potential alternative strategy to finance HDW activities (training and Midwife incentives) that doesn’t rely solely on central government systems; • Implement on-the-job-training (OJT) for HDWs and develop complementary HDW e-learning modules, which can be easily accessed by facilitators and HDWs across the country. The current training modules should also be updated to align with MoV’s revised HDW terms of reference (ToR), NatStrat Stunting, and National and Village Convergence Actions Guidelines; 48 Ideally the GoI should distribute one length mat • Provide training for Village Facilitators (Pendamping Desa) on stunting; and package per Posyandu, Puskesmas, and district • Simplify HDW’s administrative processes (such as data inputting), which can be health office (DHO) at the district level. However, time consuming and burdensome. given limited funds and resources the GoI has only distributed one length mat package per village To date, the GoI has addressed some of these recommendations and incorporated in selected priority districts and villages. To help them in various mechanisms, such as Bappenas’ Convergence Guidelines on Stunt- respond to increased demand, in December 2018 ing Prevention (Pedoman Pelaksanaan Intervensi Penurunan Stunting Terintegrasi LSP recommended that the GoI prioritize working di Kabupaten/Kota), MoV’s Convergence Guidelines on Stunting Prevention in Vil- with sub-national governments to create an autho- rizing environment for village governments to fund lage (Panduan Konvergensi Pencegahan Stunting di Desa), MoV’s General Guid- length mats (and other HDW activities) through ance on HDW (Pedoman Umum HDW), and MoV’s village facilitator (Pendamping regular village planning processes (i.e., using Desa) and HDW training modules. Dana Desa). 49 For example, some recommended adjustments In 2019, LSP will focus on helping the GoI take some of the other actions forward, include simplifying the convergence data form, including identifying ways to simplify and streamline HDWs’ administrative and data consolidating the growth monitoring indicators, inputting processes using technology-based solutions. Specifically, LSP will help improving the description and processes for re- MoV and MoF develop and test the HDW App (e-HDW) which aims to simplify HDWs’ cording growth monitoring scores, and developing a dedicated training module for HDWs to increase tracking of household and villages’ progress towards key stunting convergence in- their knowledge and understanding of scorecard dicators. It is anticipated that LSP will support the application’s design, field testing, procedures. and refinement in 2019. PR O G R E SS TOWA R DS EO F O O N E 19 This [length mat] tool is very simple, easy to use and the measurements are clear… there is no obstacle in using it. Village Head, Cianjur District HDW and children walk pass ricefields in their village. BOX 6. Finalizing the NatStrat Stunting and INEY PforR Operation to Improve the Quality of Nearly US$ 4 Billion in Annual GoI Spending to Tackle Stunting The NatStrat Stunting mentation and performance. To finalize the strategy, LSP worked closely with MAHKOTA-TNP2K to provide tech- Despite the GoI’s significant spending on stunting-related nical assistance and inputs to the GoI. LSP also helped interventions, Indonesia, has the fifth highest percentage coordinate and assist the 10 participating GoI ministries of stunted children in the world with 31 percent of children (SoVP, MoF, MoHA, MoH, MoEC, MoSA, BPS, Bappenas, under the age of five being stunted. To tackle the country’s MoV, and Kemenko PMK) to assess options to maximize stubbornly high stunting rate, in August 2017 the Vice Pres- results, set agreed targets, and prioritize technical sup- ident of Indonesia announced the GoI’s ambitious national port. For example, LSP supported a design workshop strategy to accelerate stunting prevention (NatStrat Stunting with the 10 ministries in September 2018. The NatStrat 2018-2024). The NatStrat Stunting calls for stronger collab- Stunting was launched in November 2018 at the ‘National oration among multiple stakeholders — government, civil Coordination Meeting to Encourage Convergence/Inte- society, the private sector, and academics — at national and gration of Stunted Children Prevention Acceleration’. regional levels to tackle stunting. For example, it commits 22 ministries to better coordinate and converge the GoI’s Given that the GoI’s formal Coordination Mechanism is nutrition-related interventions across five sectors (health, not yet fully in place, working across and coordinating WASH, ECED, social protection, and food security) for 1,000- 10 ministries posed various challenges. However, to min- day households in all 74,957 villages, or for about 48 million imize delays, LSP continued to support various GoI ini- beneficiaries. The strategy also has a strong focus on citizen tiatives aimed at strengthening coordination, including engagement, community empowerment, and bottom-up the GoI’s Bootcamp Stunting, which brought together all accountability to accelerate village-level convergence and implementing ministries and district governments. stunting prevention. The INEY PforR Operation In 2017, LSP leveraged its access to international exper- Given the World Bank’s extensive programmatic and op- tise and global knowledge, and its extensive experience erational experience, the GoI requested World Bank sup- with implementing multi-sector programs (such as PNPM, port to operationalize and incentivize the NatStrat Stunt- Generasi, and the ECED Frontline Pilot) to help inform the ing through the INEY PforR Operation. In May 2018, the GoI’s NatStrat Stunting. Building on this work, in 2018 LSP GoI and the World Bank finalized the ambitious US$400 supported SoVP, TNP2K and Bappenas to finalize the Nat- million INEY PforR Operation to improve the efficien- Strat Stunting, along with incentives to strengthen its imple- cy and impact of the GoI’s NatStrat Stunting and over 20 CH AP TE R FOU R BOX 6. CONTINUED US$3.5 billion (Rp 51.9 trillion) in annual GoI spending on Over 2018, LSP supported the GoI’s early implementation nutrition-related interventions. The operation was officially of the NatStrat Stunting, including via the INEY Operation, finalized at a ministerial meeting, which was chaired by In- along with Generasi (HDW Pilot), the Managing-for-Results donesian Vice President Jusuf Kalla, in May 2018. Project, and the ECED Frontline Pilot. In 2019, LSP will con- tinue to support the GoI set up the implementation and The INEY PforR focuses on increasing simultaneous utili- coordination arrangements for INEY. LSP will also support zation of nutrition-related interventions at the national and several process evaluations to inform various ongoing, sub-national level. It also provides incentives and tools (in- planned, and proposed INEY activities. The process eval- cluding citizen engagement and bottom-up accountability uations will focus on district planning and budgeting, DAK approaches) to improve the efficiency and impact of the health, district data quality, adolescent girls, and an urban NatStrat Stunting. The INEY Operation includes four results assessment. areas: 1. Strengthened national leadership; 2. Strengthened convergence of district activities; 3. Strengthened delivery of sector programs; and 4. Converged village service delivery. CHAPTER 4.3 Outcome 3: Local governments have development plans and budgets that better reflect community needs, including women and poor people After four years of Village Law imple- LSP continued to support the Generasi mentation, there is an increasing focus Integration Strategy, which reoriented on ensuring that villages’ development the program’s facilitation support to- plans and budgets are driven from the This training is very wards assisting village governments bottom-up and reflect local community needs. To improve the inclusion of local useful, but the most and communities to ensure that villag- es better address health and education perspectives and needs in village plan- difficult part is to needs (including stunting) in regular vil- ning and budgeting, LSP — through the lage planning and budgeting process- Generasi Project, the HDW Pilot, VIP Op- analyze data that needs es. Commencing in 2016, the Generasi eration, and the new proposed Village more detailed attention. Integration Strategy is now rolled out Operation — is supporting district and in all 66 Generasi locations. As part village governments to identify, plan and I will share what I of LSP’s support for the Generasi inte- budget for locally-needed basic services learn with the village gration, the Facility provided technical, and solutions. operational and monitoring assistance head, village cadres to MoV to train Generasi Facilitators At the village level, LSP supported and and all relevant actors so that they can better support district, incentivized village governments to sub-district and village governments to prioritize locally needed basic health who work on stunting and education services via Generasi prevention in my village. 50 In 2017, LSP’s ViPER analyzed 1,868 village bud- (including the HDW Pilot) and the INEY gets (from FY 2016) to determine how villages tend PforR Operation. Findings from the 2017 to utilize and spend their increased funds. The analysis provided the GoI with the most in-depth LSP-supported ViPER analyses high- review currently available on how Indonesian vil- lighted that, on average, villages tend to HDW from lages spend their increased funds. The ViPER re- spend about five percent of their funds sults were presented to MoF, MoHA, MoV, TNP2K, East Lombok District internally within the Bank, and with other develop- on health and education.50 During 2018, ment partners (e.g., KOMPAK) in 2017. PR O G R E SS TOWA R DS EO F O O N E 21 prioritize and maximize Dana Desa allocations for basic services — particularly pri- FIGURE 6 ority stunting interventions in line with the GoI’s NatStrat Stunting. Specifically, LSP Perbups or Head of provided technical assistance to MoV to enhance the design of the facilitator train- ing modules by incorporating a greater focus on stunting. LSP also supported MoV District Letters Issued to deliver the training modules and supervise training for 48 Trainer of Trainers (ToT) in Generasi Locations (83 percent male and 17 percent female) and refresher training for 55 District Facil- itators (76 percent male and 24 percent female) in April 2018, and 377 Sub-District Facilitators (64 percent male and 36 percent female) in August 2018. In turn, these 37 facilitators helped facilitate the training of 3,105 HDWs (100 percent of expected HDWs) at the village level. Since the Generasi integration commenced, districts and villages (as supported by Generasi Facilitators) have increasingly prioritized health and education ser- vices in regular village development. A critical part of Generasi Facilitators’ role PERBUPS / HEAD OF DISTRICT L E T T E R S I S S U E D T H AT is to advocate the importance of investing in basic health and education services, P R I O R I T I Z E H E A LT H A N D and to support district governments to create an enabling environment for villag- E D U C AT I O N U S I N G DA N A D E S A es to invest in these services. For example, Generasi Facilitators have supported district governments to develop and issue district regulations (Peraturan Bupati, or Empower community groups to Perbup), which permit villages to fund health and education services using village advocate for health and educa- tion at the village level budgets (Anggaran Pendapatan dan Belanja Desa, or APBDes). Since 2016, 25 of 66 Generasi districts have issued 37 Perbups or Head of District Letters “prioritiz- Create an authorizing environ- ing health and education using Dana Desa” due to Generasi’s investment in local ment for village heads to re- capacity building and advocacy.51,52 Perbups and Head of District are significant as spond to demands they not only empower community groups to advocate for health and education Enable villages to sustain services at the village level, but they also create an authorizing environment for spending on health & education village leaders to respond to these demands and to sustain village spending on services health and education services in their annual budgets. As field interviews with vil- lage heads highlighted, budget allocations for social services often increased after clear regulations were created at the district level. For example, some villages in Cianjur District shifted village budget allocations for social services from 20 percent (in 2017) to up to 40 percent (in 2018) following the issuing of a 2018 Cianjur District Head Letter, which prioritized activities to prevent stunting. Further, from 2016 to 2017, Generasi’s village budget monitoring system indicated an increase in village allocations for health and education activities across Generasi locations. For ex- ample, health and education spending increased, on average, from 14.7 percent (in 2016) to 15.8 percent across 4,277 villages (in 2017). However, in 2018 health and education spending actually decreased, on average, to 10.2 percent across 5,316 51 In 2018 (as of 31 December 2018), 15 district villages. It is likely this decrease in spending is a result of the President’s Instruction governments issued 21 Perbups. The remaining and subsequent MoV-MoHA-MoF-Bappenas Joint Decree on the Cash-For-Work Ini- 16 Perbups were issued over 2016 and 2017 (af- tiative (Padat Karya Tunai).53 ter the Generasi Integration Strategy commenced) (Source: Local Government Regulation Database, 2018). While the Generasi-Village Law integration work has made some positive 52 Note, there was no target set for the number of achievements, given the scale of the work, there has been varied success of issued Perbups or District Head Letters as the pri- integration activities. For example, not all Generasi districts issued Perbups and mary purpose of the Generasi Integration Strategy was to increase spending on health and education increased village funding allocations for basic service delivery. LSP found that the services using Dana Desa. Issuing a Perbup or success of integration activities often depended upon district heads’ commitment to District Letter Head was not necessary in all dis- prioritize Generasi-type activities within Perbups or Head of District Letters, village tricts to encourage increased village spending on basic services. However, in instances where it was heads and facilitators’ capacity, and the timing of village planning. LSP recognizes deemed necessary, Generasi facilitators focused these challenges and in 2019 will continue to help MoV integrate and sustain Gener- on supporting districts to issue such regulations asi-focused activities (e.g., human capital development) into regular village planning or letters. and budgeting via the INEY PforR Operation using the HDW model. 53 The Cash-for-Work initiative requires villages to allocate a minimum of 30 percent of Dana Desa for cash-intensive work. Due to this instruction, villag- Building on this experience, LSP supported the GoI HDW Pilot to adopt a similar es increasingly used Dana Desa for infrastructure approach — to that used by Generasi — to support village governments increase rather than for non-infrastructure purposes, such as basic social services. 22 CH AP TE R FOU R spending on locally-needed basic services, particularly priority stunting interven- tions. As part of the pilot, HDWs are responsible for delivering a set of five core tasks to support village-level convergence (see Box 4), working with a range of lo- cal actors (communities, service providers, and village leaders) to prioritize stunting prevention efforts at the local level. One of HDWs’ core tasks involves advocating and working with village heads to ensure that village budgets and plans prioritize and allocate increased Dana Desa for stunting. Beyond advocating to village heads, some HDWs also actively engage with the district government, the Regional Legisla- tive Council and the Village Community Development Agency to determine and pro- vide advice to villages about which activities can and cannot be funded using Dana Desa. Reports from the field suggest that HDWs have already positively impacted village planning and budgeting practices. For example, LSP monitoring found that HDWs have used social mapping to advocate for increased Dana Desa spending on new services — such as WASH infrastructure for 1,000-day households in Man- tang, Lombok. Furthermore, in Trenggalek District, HDWs in three priority villages were able to assist villages to collect and verify data (verified by Posyandu and Puskesmas), which was used for village planning and budgeting. Based on this data, and subsequent planning and budgeting, all related basic social services, including stunting, will be addressed by relevant Dinas authorities. In 2018, the GoI committed to scaling the HDW Pilot to all 160 priority stunting districts during 2019 to increase Dana Desa spending on stunting-related inter- 54 Under the INEY PforR Operation, Results Area 4 ventions as part to INEY PforR Operation (Results Area 4, Converging Village Ser- focuses on converging village-level service delivery. See Box 6 on p. 19 for further details about the INEY vice Delivery).54 As part of the scaling, in December 2018, MoV issued the General PforR Operation. Guidelines (Pedoman Umum) on HDWs, in all new locations, to help villages recruit, 55 In 2017, LSP supported MoV by providing spe- cialized technical and operational assistance to train, and mobilize HDWs. Going forward, LSP, via the INEY PforR, will provide incen- generate learning and innovations across 32,781 tives to relevant agencies (Bappenas, MoHA and MoV) to enhance the guidelines villages through 236 district-level Village Innovation Exchanges (Bursa Inovasi Desa, or Bursa) events. and systems to mobilize HDWs to support convergence of village-level service de- The Bursa brought together nearly 186,000 partici- pants (estimated 55,300 women) at the district level livery. See Box 5 for further details about LSP’s recommended actions to MoV to and generated over 23,500 village “commitments” strengthen the HDW implementation and scaling in 2019 and beyond. to replicate innovative human capital, infrastructure, and entrepreneurial ideas. 56 Over the first half of 2018, MoV experienced var- Building on LSP’s support for the VIP Operation during 2017, in 2018 the Facility ious annual work planning, budgeting, and project management issues, which slowed project imple- continued to support MoV to utilize a peer-to-peer learning approach to help vil- mentation from February to August 2018. To mini- lages generate, fund, and implement solutions to address local service delivery mize program implementation disruptions, LSP pro- vided increased capacity and technical support. For challenges. As a continuation of LSP’s 2017 support,55 in 2018 the VIP project team example, LSP supported MoV to establish a monitor- ing system to identify, track and resolve bottlenecks; provided further operational and implementation assistance to MoV to hold Bursa prepare key operational documents (guidelines, Inovasi Desa across 426 Indonesian districts. While the VIP experienced some op- training modules and tools for innovation replica- tion); and better integrate the current facilitation erational challenges during the first half of 2018, LSP was able to provide additional structure with VIP. In September 2018, MoV and the technical and monitoring support to minimize delays and accelerate program im- World Bank held a high-level meeting to agree on key actions to accelerate program implementation plementation.56 The World Bank also supported MoV’s request to extend the op- in 2018 and to help ensure more timely implemen- tation in 2019. eration’s closing date (from 31 December 2018 until 31 December 2019) to enable 57 Despite the extension, MoV and LSP recognize MoV to achieve intended objectives and key performance indicators as originally that, given the nature of the project, coordination among counterparts will continue to pose challeng- planned.57 Over 2018, the 426 district-level Bursa Inovasi Desa (98 percent of the es during 2019. In recognition of this, LSP will con- 434 target districts) brought together approximately 176,000 participants (approxi- tinue to provide additional technical and operational assistance to support MoV monitor and mitigate po- mately 74 percent male and 26 percent female) from 71,024 villages to learn from tential coordination risks. one another about innovative solutions to local development challenges. Partici- 58 “Commitments” refer to instances where village representatives expressed a commitment to repli- pants included various village representatives (government, councils, and communi- cate an innovation idea in their own village. 59 The entrepreneurship, human capital, and village ty actors). The Bursa Inovasi Desa generated 69,786 “commitments”58 and 29,829 infrastructure ideas generated were wide-ranging “idea cards” (Kartu IDE, or Inovasi Desaku).59 MoV’s monitoring system shows that and included using information technology for on- line ticketing for village tourism, establishing an inte- a significant proportion (approximately 42 percent) of villages that participated in grated building for early years health and education the 2017 Bursa Inovasi Desa replicated and funded innovations using their own vil- activities, and establishing a village products market. 60 As of June 2018, approximately 42 percent of sur- lage plans and budgets during 2018.60 To support the rollout of Bursa Inovasi Desa veyed village governments (3,996 of 9,563 villages) and to strengthen district capacity to capture innovations, over 2018 LSP supported that participated in the 2017 Bursa Inovasi Desa committed village budget (APBDes) funds to adopt MoV to train VIP village, sub-district, and district facilitators and expert staff. Specif- and replicate innovation ideas locally. PR O G R E SS TOWA R DS EO F O O N E 23 FIGURE 7 BOX 7. Bursa Inovasi Desa in 2018 From Indonesia to the World: Innovative Villages In October 2018, the VIP Task Team supported MoV to showcase the program at the fourth High-Level Meeting (HLM4) on Country-Led Knowledge Sharing, which was a sideline event of the International Monetary Fund (IMF) – World Bank Annual Meetings in Bali, Indonesia. As part of the event, MoV presented its national village 426 innovation and knowledge-sharing platform to an audience of over 300 partici- D I S TR I C T- LE V E L pants from 41 countries. BURSA INOVASI DESA HELD The event was well received, and participants were particularly interested in the process for implementing knowledge-sharing on a national scale. Participants also learnt about the steps to identify, document and replicate innovations across nearly 75,000 villages. Over 150 participants also had the opportunity to directly observe a district-based Bursa Inovasi Desa. 71,024 V I L L AG E PA R T I C I PAT E D Bursa Inovasi Desa in Bali 176,000 PARTICIPANTS ically, LSP supported the training by reviewing the training modules, facilitating a workshop to finalize the modules, and monitoring and supervising some of MoV-led trainings. In 2018, MoV used the revised materials to train: • 324 Village Community Empowerment Expert Staff (89 percent of the 364 target); • 2,484 District-Level Facilitators (17 percent female and 83 percent males); • 15,305 Sub-District-Facilitators for Village Empowerment and Village Infrastruc- ture Engineers (23 percent female and 77 percent male); and 69,786 • 19,851 Village Facilitators (24 percent female and 76 percent male). I N N OVAT I O N “COMMITMENTS” MADE Over October and November 2018, LSP also supported MoV to train 434 District Innovation Teams (Tim Inovasi Kabupaten, or TIK) and 6,446 Village Empowerment and Innovation Teams (who are responsible for capturing innovations) about how to implement Bursa Inovasi Desa. To help villages implement the innovative solutions generated through Bursa Inovasi Desa, LSP also supported MoV to establish the Technical Service Pro- viders (TSP) model under the VIP Operation. The TSP model allows villages to 42% procure or hire third-party facilitation (e.g., individuals and/or institutions such as VILLAGES COMMITED local firms, CSOs, NGOs, or universities) to provide technical assistance and capac- VILLAGE FUNDS TO ity building support to solve specific village development issues. The model aims R E P L I C AT E I N N OVAT I O N S to complement and fill the expertise gaps within MoV’s existing facilitator structure. As part of LSP’s support for the VIP Operation, the Facility is supporting MoV to identify and build the capacity of approximately 2,600 TSPs. In 2018, LSP supported MoV’s TSP training by assisting the ministry develop training curriculum, modules, 24 CH AP TE R FOU R and guidelines, which focused on improving TSPs’ role in cross-learning to strengthen community capacity. The opera- assisting villages and developing business plans to sustain tion aims to achieve this through targeted interventions that services.61 In 2018, MoV used these materials to train 17 Grand strengthen systems for community learning (e.g., Bursa Ino- Master Trainers (GMTs) (100 percent of the GMT target), 30 vasi Desa and Akademi Desa 4.0);63 information sharing (e.g., Master Trainers (85 percent of the 35 target) (85 percent male GoDesa and Ruang Desa);64 facilitation support to commu- and 15 percent female), 264 Trainer of Trainers (ToTs) (83 per- nities (e.g., digitizing MoV’s facilitation services system), and cent of the targeted 324 ToTs), and 2,317 TSPs across 29 of facilitating access to services through digital marketplaces. the expected 33 provinces.62 In 2019, LSP will focus on accel- In 2019, LSP-generated knowledge (e.g., through the Village erating the project implementation to ensure all activities are Law PASA and VIP Operation) and technical assistance will implemented on schedule and in line with village timelines. be used to inform and finalize the design of the Village Op- Given it is the last year of project implementation, LSP will eration. also focus on compiling project outputs and best practices and developing a sustainability strategy. Specifically, LSP reviewed MoV-developed training curriculum, modules, and 61 guidelines and facilitated a workshop to finalize them. TSP training in the remaining four provinces is expected to be held in early 62 Going forward, LSP will leverage its knowledge, analytics, 2019. and technical assistance to inform the new proposed Vil- 63 MoV’s Akademi Desa is an online learning academy for communities, which lage Operation, which aims to help MoV embed more sys- will provide links to digital and interactive content and offline learning oppor- tunities. tematic, inclusive and participatory village planning and 64 MoV’s GoDesa will be a task management platform that digitizes all facil- budgeting across Indonesia’s villages. Component 2 of the itators functions, including time-stamped and geo-tagged community visits Village Operation (Promoting Participatory Village Develop- validated by the village apparatus. It will also provide a digital marketplace for ment) will focus on strengthening MoV’s systems for capacity TSPs, providing a demand-driven gateway for communities to connect with TSPs to match their dynamic and emerging needs. RuangDesa is a chat ap- support and village development. This will involve revamp- plication for village facilitators. The platform was developed by MoV and the ing MoV’s existing programs, so that they are more flexible, DFAT-funded KOMPAK and is currently used to broadcast messages from MoV able to better respond to needs, and facilitate innovation and to all facilitators. BOX 8. Engaging the Private Sector and • GoDesa: Supporting MoV to develop a digital platform for villages to access information and services. It is Utilizing Technologies to Drive intended that the platform will digitize facilitator ser- Service Delivery and Village De- vices, integrate feedback and payment mechanisms, and create marketplaces linking villages with TSPs. An velopment Improvements early version of the digitized facilitator services appli- cation will be presented to MoV in February 2019 to A key focus of LSP is to deliver innovative local-based gain feedback about the application’s test design. solutions to drive improvements in village development. In 2018, LSP focused on supporting the GoI implement • eHDW: Supporting MoV and MoF to develop an HDW innovative ways to help villages connect with the pri- Application to help track, through real-time data col- vate sector to improve village-level outcomes. For ex- lection, households and villages’ progress related ample, for the second year in a row, LSP assisted MoV to key stunting “convergence indicators”. In 2019, if deliver Bursa Inovasi Desa across Indonesia’s districts adequate funding is mobilized, LSP will support the to help villages generate and share innovations and application design, field testing (in five districts), and learnings about local solutions to local development refinement. problems. In 2018, 426 Bursa Inovasi Desa brought to- • KIAT Kamera (v.2): MoEC and TNP2K to upgrade gether over 176,000 participants from 71,024 villages at the KIAT Kamera to support KIAT Guru Phase 2. KIAT the district level to learn from one another. Kamera is a tamper-proof Android-based application that provides accurate data on daily teacher atten- During the reporting period, LSP also focused on identi- dance in rural primary schools. In 2019, LSP will support fying and pursuing various technology-based solutions the KIAT Kamera upgrade to allow pilot stakeholders to drive improvements in service delivery and inclusion. to record teacher presence, along with performance While some progress was made during the reporting and social accountability. In February 2019, LSP will period, LSP will need to mobilize additional financial re- commence consultations with central and district-lev- sources to refine, pilot test, and finalize the designs of el stakeholders about the KIAT Kamera App’s design the different initiatives in 2019. Key initiatives include: and development. C HA P T E R F I V E 25 Progress Towards EOFO Two: National and Local Governments Make Better Use of Fiscal Resources Identification of village needs in Village meeting in Cibadak Village, Cianjur District, West Java A D E Q UACY O F P R O G R E S S AG A I N ST O U TC O M E On Track A little off track Behind The Village Law’s success in reducing poverty and inequality ultimately relies on the ability of national and local governments to spend their fiscal resources ef- fectively. The 2017 LSP-supported ViPER analyses shows that, on average, villages can spend a large proportion of their funds (approximately 40 percent) on village ad- ministration costs, which is high.65 Meanwhile, the draft LSP-supported Sentinel Vil- lages Study also demonstrates the importance of consolidating village development 05 spending for higher-level outcomes and impacts. After four years of implementation, the GoI is increasingly focused on improving the quality of village spending. Going forward, this will involve maximizing the Village Law’s impact for rural and poor vil- lages by improving both how villages decide to spend their funds and how well they execute these activities. 65 This is above the 30 percent ceiling. 26 CH AP T E R FI V E EOFO 2 focuses on supporting the GoI to make more effective use of its re- sources so that they better reach the poor and contribute to reducing poverty and inequality. Under this EOFO, LSP is working to strengthen national frameworks and systems to track village finances and outputs, to ensure the allocation of Dana Desa to villages is more pro-poor and equitable, to strengthen communities and vil- lage governments’ capacity to manage increased finances, and to encourage local data-driven planning and budgeting. During the reporting period, key LSP projects and initiatives implemented under EOFO 2 include the Village Law PASA, Manag- ing-for-Results Project, and MELAYANI. Overall, progress towards EOFO 2 is largely ‘on track’. While LSP achieved mul- tiple key milestones (Figure 8), in terms of planned activities — as per the LSP Ac- tivity Tracker — progress is slightly behind schedule. For example, 85 percent of activities under EOFO 2 were either completed or are on track to be completed as scheduled. Meanwhile, five percent were dropped/realigned, and 10 percent are still under preparation.66 Delays or challenges were predominately related to VIP and the MELAYANI Pilot. Under EOFO 2, some VIP activities were delayed due to MoV’s work planning and budgeting issues during the first half of 2018.67 Further, some VIP activities relating to village data management did not proceed as planned due to changes in the activities’ design and the support needed.68 Finally, in some MELAYANI Pilot locations implementation took longer than anticipated due to varied political commitment and some districts underestimating the time needed to imple- ment the pilot’s iterative process (see Chapter 5.4 p. 34 for further details). FIGURE 8 LSP’s Major EOFO 2 Milestones during January to December 2018 BETTER USE OF FISCAL RESOURCES • To enable more effective tracking and reporting of village finances and outputs, LSP supported the GoI to rollout the recently issued Permendagri 66 During the reporting period, 41 activities were No. 20/2018 - the key policy guiding VFM across Indonesia - which was tracked under EOFO 2 in the LSP Activity Tracker. informed by LSP and KOMPAK analysis and support in 2017. See Annex 3 for further details. 67 Over the first half of 2018, MoV experienced • The World Bank and the GoI launched preparation for the Village Operation various annual work planning, budgeting, and - which incorporates and institutionalizes knowledge and lessions from project management issues, which slowed project the Village Law PASA and VIP - to improve the quality of village spending implementation from February to August 2018. To minimize program implementation disruptions, LSP and the impact of the GOI’s US$ 7 billion in Dana Desa spending. provided increased capacity and technical sup- port. For example, LSP supported MoV to establish • The LSP-supported Special Allocation Fund (DAK) for Stunting Pilot and a monitoring system to identify, track and resolve technical inputs informed MoF’s draft Regulation on DAK for stunting, bottlenecks; prepare key operational documents which incentivizes districts to converge delivery of nutrition interventions (guidelines, training modules and tools for innova- and maximize the effectiveness of district spending. tion replication); and better integrate the current facilitation structure with VIP. In September 2018, • The LSP-supported MELAYANI Pilot generated important lessons about MoV and the World Bank held a high-level meet- ing to agree on key actions to accelerate program district problem solving, planning and budgeting practices, which will in- implementation in 2018 and to help ensure more form LSP’s support for the NatStrat Stunting (via MELAYANI Phase 2 and timely implementation in 2019. the INEY PforR) to improve district government capacity to understand 68 See Annex 3: Activity Tracker – VIP on p. 91-95 and solve stunting-related issues. for further details. PR O G R E SS TOWA R DS EO F O TWO 27 Local government apparatus checks the village funds management data recorded in the system. CHAPTER 5.1 Outcome 1: Strengthened national framework and sys- tems for tracking village finances and outputs To enable more systematic and effec- Desa spending, which will help improve district, sub-district and village govern- tive government tracking and report- transparency and provide an important ment staff. MoHA disseminated the re- ing of village finances and outputs, LSP tool for both top-down monitoring and vised materials, over the second half of supported the GoI to rollout and imple- bottom-up social accountability. During 2018 (July to September), through vari- ment the recently issued Permendagri the reporting period LSP, together with ous types of media such as Facebook, No. 20/2018 — the key policy guiding KOMPAK, supported the GoI to imple- WhatsApp groups, and local govern- Village Financial Management (VFM) ment Permendagri No. 20/2018 by im- ment websites. Overall, the materials across Indonesia. In April 2018, MoHA proving awareness and understanding were well received by MoHA and the enacted the new regulation on VFM about the new VFM regulation — at dis- ministry requested additional support (Permendagri No. 20/2018) which was trict, sub-district, village, and community for other VFM materials and infograph- informed by LSP’s ViPER analyses and levels — through a dissemination cam- ics to cater to different populations and technical assistance, along with KOM- paign. To support MoHA’s campaign, regions. PAK assistance, during 2017.69 The new LSP and KOMPAK prepared dissemina- regulation better aligns the economic tion materials, including a wall calendar Beyond informing the national regu- classifications used in village and na- and an infographic concerning four top- lation on VFM, LSP also continued to tional-level reporting, making it easier ics: overview of VFM, village financial support the GoI strengthen core na- for the GoI to track, consolidate, analyze, planning, implementation and adminis- tional systems to enable better quality and effectively manage village finances. tration of village finances, and village fi- village spending and output tracking. It also requires activity implementation nancial reports and accountability. Over During 2018, LSP provided technical and output reporting. This new require- June and July 2018, LSP and KOMPAK assistance to MoF to strengthen the ment allows citizens and higher levels supported MoHA to seek feedback on ministry’s existing Online Monitoring of government to better understand the socialization materials from vari- Application of the State Treasury and the actual results achieved from Dana ous participants, including provincial, State Budget (Online Monitoring Sistem 69 In 2017, LSP and KOMPAK provided analytical, technical, and policy advice to the GoI to inform MoHA’s Permendagri No. 20/2018 on VFM. Prior to mid-2015, LSP-World Bank led support to MoHA in revising the Permendagri. However, following a request from the GoI and in coordination with LSP-World Bank, KOMPAK took the lead from mid-2015 onwards. Despite this, LSP continued to provide substantial technical inputs based on the Facility’s ViPER analyses which were key to informing and formulating the new Permendagri No. 20/2018. 28 CH AP T E R FI V E Perbendaharaan dan Anggaran Negara, or OM-SPAN)70 system, so that it better functions as a transaction processing system to enable improved reporting and un- derstanding about results achieved through village spending.71 As part of this work, LSP provided MoF with technical inputs and recommendations to help strengthen OM-SPAN’s new functionality enhancements (in line with Permendagri No. 20/2018). Specifically, LSP is supporting the Directorate General (DG) Treasury to improve the quality of the Dana Desa and Physical Special Allocation Fund (DAK Fisik) output data, which are collected through OM-SPAN, by standardizing and ensuring the out- put nomenclatures (labels) and their metrics are consistent with Permendagri No. 20/2018’s new classification structure.72 LSP is currently finalizing a report, which documents these analyses and recommendations. The report is currently undergo- ing internal reviews and is expected to be finalized in mid-2019. During 2018, LSP also undertook analysis (through an LSP-funded technical consultant) on the 2017 National Dana Desa outputs.73 The analyses indicated that there are variations in OM-SPAN’s output data metrics, and activity and output nomenclatures. Based on the initial analyses, LSP recommended that MoHA improve and standardize the ac- tivity and output nomenclatures in Permendagri No. 20/2018 and standardize activ- ity and output metrics. MoHA accepted these recommendations and consequently issued a letter to DG Treasury (with copy to DG Fiscal Balance of MoF, and DG Com- munity Empowerment of MoV) about OM-SPAN’s revised activity and output nomen- clatures, related codes, and metrics. The letter stipulates that all Dana Desa report- ing through OM-SPAN should use the revised nomenclatures, codes, and metrics. LSP is also working to broaden the GoI’s knowledge and understanding about the quality of village outputs (such as infrastructure), including via the Village Infrastructure Quality Audit. To better understand the quality of village outputs, LSP launched the Village Infrastructure Quality Audit in May 2018. The audit builds 70 OM-SPAN is an application used to monitor on and complements the LSP-supported ViPER in 2017, which provided insights into transactions within the State Treasury System and the State Budget (SPAN) and presents information villages’ expenditure, and highlighted the need for further analysis to better under- through a web-based network. OM-SPAN was cre- stand the quality of village spending under the Village Law. Given that infrastructure ated to provide fast, accurate, detailed, and inte- is one of the largest proportions of village spending, LSP launched the Village Infra- grated information services on SPAN. The applica- tion is web-based and can be accessed via a web structure Audit to assess the quality of village infrastructure using a sample meth- browser such as Internet Explorer, Mozilla Firefox, odology applied under previous CDD programs. Although the sample is relatively Google Chrome, and other browsers. small, the assessment is significant as it provides the first rigorous analysis of the 71 Originally, OM-SPAN was designed as a trans- quality and value-for-money of outputs (infrastructure) constructed under the Village action monitoring and reporting tool. However, following the recent enactment of Permendagri Law. During May to July 2018, LSP reviewed the quality and construction process No.20/2018, OM-SPAN’s functionality was broad- of 165 infrastructure sub-projects, across 58 villages in six provinces.74 Initial draft ened to act as a transaction processing system. findings indicate that of the sub-projects sampled, 75% were rated “satisfactory” or 72 This assistance builds upon LSP’s quality as- “moderately satisfactory. Other emerging findings include: surance support to the Village Finance System (Sistem Keuangan Desa, or Siskeudes) last year. In • The majority (84 percent) of village committees either fully or somewhat met the 2017, LSP supported the GoI upgrade and rollout of Village Law requirements set out in MoHA’s Village Development Guidelines (Per- Siskeudes, including funding technical assistance mendagri No. 114/2014); to support improvements to the Siskeudes system, a trial before the upgraded system was launched, • Many village-level infrastructure projects (such as roads, water systems and irri- and training modules to support the system roll- gation) have limited technical documentation (e.g., designs, engineering calcula- out. As of March 2018, the GoI has introduced Sis- tions, and surveys);75 keudes (as part of the broader effort to socialize • The majority (64 percent) of village committee’s procurement practices were VFM regulations and policies) in 70,411 villages; and provided training on Siskeudes to 69,405 vil- somewhat compliant with regulations and 18 percent were found to be fully com- lages. pliant; 73 LSP inputs were based on the 2017 VIPER work. • Some villages were dissatisfied with the technical supervision provided by Including Aceh, West Kalimantan, West Java, 74 sub-districts; West Sulawesi, Maluku, and NTT. 75 For example, 46 percent of audited sub-projects • User groups were not always included in infrastructure design consultations;76 had no design drawings, minimal design calcula- and tions, or detailed quantity measurements. • In some villages, there is limited investments in operations and maintenance. 76 For example, 53 percent of sub-project had little or no design consultation with user groups. PR O G R E SS TOWA R DS EO F O TWO 29 To date, the audit’s draft results have helped shape dialogue program performance review. The manual is significant as it with the GoI about the new proposed Village Operation, in- not only helps the GoI identify and track budget allocated for cluding about how infrastructure quality has changed since the stunting interventions across central government, but also enactment of the Village Law, and identifying the right type of helps bring together Bappenas and MoF’s previously sep- support to ensure villages deliver more effective services and arate stunting-related planning, budgeting, and evaluation infrastructure. In early 2019, LSP will undertake further analysis processes. The manual also represents the first technical to understand the critical factors (e.g., technical documentation, implementation guidelines of PP No. 17/2017 and supports procurement, technical supervision, etc.) influencing the quality the principle of “money to follow program”, rather than the of infrastructure. LSP will also formulate a series of recommen- existing regular practice of “money to follow function (or- dations, including strategies to increase villages’ capacity to ganization)”. The guidelines also provide a reliable model plan, budget, operate, and maintain village infrastructure more that can be replicated by other ministries to evaluate per- effectively and efficiently. LSP will finalize and share the audit’s formance of other national priority programs. In 2019, LSP results and recommendations next year. will support technical training with Bappenas, MoF, and other relevant lines ministries to enable the GoI to conduct effi- In support of the GoI’s NatStrat Stunting, in April 2018 LSP cient and effective stunting related budget evaluations and also launched the Managing-for-Results Project to strength- performance reviews. en the GoI’s capacity to track and manage nutrition-related service delivery (budget and performance) across different To support nutrition-related service delivery at the district levels of government. At the national level, the project sup- level, MoF formulated a Regulation on Special Allocation ports the GoI (Bappenas, MoF, MoHA, TNP2K, and other rel- Fund (Dana Alokasi Khusus, or DAK), which was informed evant line ministries) to strengthen national monitoring, and by LSP’s technical advice and lessons from the LSP-sup- results-based budgeting and performance systems to help ported DAK Pilot (via the Managing-for-Results Project). LSP better coordinate the delivery of national stunting-related pro- supported analysis, which was conducted as part of the INEY grams. Meanwhile, at the sub-national level, Managing-for-Re- preparations over 2017, found that district governments’ allo- sults aims to strengthen district-level budgeting and perfor- cation of resources do not always necessarily respond to lo- mance systems, capacity, governance arrangements, and data cal needs, and that districts’ guidance to villages about how collection systems to improve overall district convergence of they can use their fiscal resources for nutrition interventions stunting interventions. To help strengthen national systems, the is at times limited. The DAK for Stunting aims to incentivize Managing-for-Results Project is providing technical and advi- districts to converge the delivery of nutrition interventions sory support to Bappenas and MoF on expenditure tagging on priority households and thereby maximize the effective- and analysis, and inter-government fiscal reforms for stunting ness of district spending on stunting prevention. Between preventions; Sekretariat Wakil Presiden Republik Indonesia April and July 2018, LSP provided MoF with advisory ser- (Setwapres)-TNP2K on improving systems for monitoring the vices and technical assistance to design and test a perfor- NatStrat Stunting’s implementation; and MoHA on building mance-based programmatic DAK pilot (in five districts).77 The provincial government capacity to support districts implement pilot, which concluded in August 2018, generated important stunting convergence actions. lessons and recommendations to inform the design of the DAK for Stunting,78 including about the appropriateness of To enable the GoI to synchronize stunting-related planning the central government’s 10 priority villages,79 and the scope and budgeting – as outlined in the Government Regulation for reallocating or redirecting DAK funds to identified priority (PP) No. 17/2017 – LSP supported Bappenas and MoF who locations within the financial year (FY). These lessons were issued the Manual on Tagging, Monitoring and Evaluating presented at an Inter-Ministerial Working Group (including the Development and Budget Performance for Accelerating Stunting Reduction. Since April 2018, LSP has provided tech- 77 Specifically, LSP-supported technical advisors assisted district govern- nical assistance and supported inter-ministerial dialogue to as- ments collect data on stunting prevalence and interventions coverage; sist Bappenas and MoF in developing the manual. In December conduct diagnostics to identify priority locations and services; use those 2018, the Deputy Minister for Human Development, Community diagnostic results to re-program DAK Non-Fisik for 2018; develop the DAK proposal for 2019; and organize district-level Stunting Summits (Rembuk). and Culture within Bappenas and the Director General of Bud- 78 Including the Technical Guidelines for the DAK (including a menu of activ- get within the Ministry of Finance signed the manual. Under ities, which can be funded under the DAK); the formulation of performance the manual, Bappenas and MoF have agreed to work jointly indicators relating to compliance, effort, and outcomes; DAK reporting pro- in: (1) tagging, monitoring and evaluating the performance of cedures and formats; and capacity development needs for districts/cities implementing the DAK. stunting related interventions and outputs; and (2) using the 79 The pilot found that the 10 priority villages (which were identified by the evaluation results to inform next year’s annual budget alloca- central government) were no worse-off than other villages in the district in tions. As part of this work, the two ministries have committed to terms of convergence. However, resources were focused on them as a result exchanging data and information, and conducting a “thematic” of priority designation. The pilot found that this priority designation could lead to the GoI mistargeting resources. 30 CH AP T E R FI V E Minister of Villages, Eko Putro Sandjojo, discussing the Cianjur District Government’s stunting prevention program. MoF, Bappenas, MoH, and Ministry of Public Works) meeting in October 2018. To date, lessons from the pilot have informed the GoI’s draft MoF Regulation (PMK) on DAK Stunting, the Bappenas Convergence Guidelines for Districts and Cities, and MoHA’s Provincial Technical Assistance (TA) Pool to support district govern- ments. For example, the GoI removed the centralized targeting approach (which automatically prioritized 10 villages) and instead will allow district governments to identify priority locations based on their own diagnostics of stunting prevalence and interventions coverage. The DAK Pilot’s experiences also informed Bappenas’ Convergence Guidelines in terms of the types of district-level organizations which can be utilized as a coordination platform.80 The diagnostics approach and instru- ments used in the pilot were also adjusted in line with the District Convergence Action Implementation Guidelines. As part of the INEY PforR Operation, LSP will support the GoI to scale the performance-based approach to DAK to 160 districts in 2019, and then all 514 districts by 2021. Specifically, the INEY PforR (Results Area 3, Strengthened Convergence of District Activities) ties US$ 82 million (Rp 1.2 trillion) in results-based disbursements to roll out the programmatic approach to DAK and to incentivize districts to increase convergence of nutrition interventions. Finally, in 2018 LSP also launched the Rural Poverty Analysis to help inform the GoI’s preparations of the next RPJMN. The analysis focuses on improving under- 80 For example, potential organizations that may standing about and addressing the drivers of rural poverty and economic margin- be utilized include the Regional Poverty Reduction Coordination Teams, and the Regional Food and alization, as well as identifying opportunities through which village spending can Nutrition Action Plan Team. support more inclusive growth. To date, LSP has generated analyses focused on PR O G R E SS TOWA R DS EO F O TWO 31 understanding the extent of poverty and vulnerability in Indo- presentation to inform dialogue with the transition team of nesian rural areas, comparing Indonesia’s development out- the potential new administration (after the April 2019 Indone- comes to global trends, exploring the extent of convergence sia Presidential Elections). Concurrently, LSP will also focus across Indonesia’s regions, as well as how policy interventions on preparing a series of policy notes and forums, which will (like the Cash-for-Work initiative) can impact poverty. The anal- aim to address key knowledge gaps in selected areas and yses highlighted that urban-rural gaps remain on one mea- can provide the GoI with more agile just-in-time technical sures, including GDP per capita, poverty rates, formal sector assistance to inform the drafting of the RPJMN 2020-2024. labor, and as well as access to basic infrastructure (electricity, As part of this work, LSP recognizes the need to —and chal- drinking water and sanitation). In terms of convergence, the lenge with — balancing strong quality control of technical analysis highlighted that: outputs with getting results out quickly to respond to the GoI’s specific programmatic and policy needs. • Papua is on a very different trajectory to other regions;81 • Economic opportunities outside of more urbanized Ja- Despite this progress, LSP also experienced various oper- va-Bali are very different; ational challenges and delays with other proposed LED ac- • There are clear sectoral differences across regions (e.g., tivities. In late 2017, the LSP Steering Committee approved in agriculture and mining), but also common trends in oth- an LED proposal, which included a rural poverty analysis er sectors (e.g., manufacturing, trade, hotel and restaurant (Component 1 – see above), support for MoV’s “Public, Pri- sectors); and vate, People Partnership” (P4) model for LED (Component 2), • There is stronger convergence on education outcomes and a national sustainable livelihood review and diagnos- than health. tics (Component 3). The MoV’s P4 model aims to empow- er village farm and non-farm entrepreneurs to aggregate Based on this initial analysis, it is evident that some key knowl- and form productive alliances, use Dana Desa for produc- edge gaps remain both in terms of rural poverty and on how tive investments, and empower female entrepreneurs. LSP, to improve the Village Law’s impact on rural poverty. through the LED Pilot, is providing operational and M&E sup- port to MoV to implement and evaluate the P4 model. How- To date, initial findings from the Rural Poverty Analysis have ever, during the reporting period, various challenges led to informed Bappenas’ early preparations for the new RPJMN implementation delays. For example, there were delays with 2020-24, and dialogue with the GoI about the new pro- finalizing the exact scope of the model, the selection criteria posed Village Operation. In October 2018, LSP shared initial for pilot locations, the role of BUMDes, and the disburse- analyses with Bappenas, who presented the materials at a ment mechanism. Capacity issues also led to pilot imple- Bappenas-led workshop. The workshop was held in Novem- mentation delays. Despite these challenges, LSP continued ber 2018 to present relevant background papers on regional to work with MoV to accelerate the pilot’s implementation. development to inform preparations and strategic guidance In 2018, 100 villages were selected for the pilot, 100 villages for the RPJMN. Specifically, LSP-generated evidence relating established Partnership Teams for Economic Development to urban versus rural development outcomes, regional vari- to support the pilot’s implementation, and 29 villages re- ations, and rural poverty and vulnerability were presented ceived the pilot grant funding for LED. Early draft lessons during the workshop. The analyses have also informed dia- suggest that the partnership model can enable more inclu- logue with the GoI about the new proposed Village Operation. sive LED. However, the role of local government is critical For example, the background literature review helped inform for this model to succeed. In mid-2019, LSP will support MoV best practices about improving local governance capacity to undertake “rapid” testing to generate lessons about how and accountability to ensure effective community assets are the partnership model approach can accelerate LED. These built. The analyses also helped removed some uncertainty or lessons will inform the last six months of the pilot’s imple- ‘myths’ about the Cash-for-Work initiative. Going forward, LSP mentation. Finally, over 2018, there were various challeng- will undertake further diagnostics to understand areas of rural es with agreeing on final scope of work for Component 3. poverty stagnation and deterioration, possible shocks for rural While the LSP Steering Committee approved the work in late households, urbanization, and the impact of other trends on 2017, during follow up discussions, it became apparent that rural household and village infrastructure improvements. It is the GoI’s need and priorities had evolved and that the pre- expected this analysis will inform specific policy recommenda- viously approved scope of work and modality needed to be tions about the options to use Dana Desa to support stronger modified. Based on this dialogue, it was agreed to discon- economic mobility and poverty reduction, improve the Cash- tinue and reprogram this component. This will be a key LSP for-Work initiative, and to leverage Dana Desa for “last mile” priority in 2019. support to rural households. In 2019, LSP will also focus on undertaking additional diagnostics, and finalizing a report on rural poverty (expected delivery early 2020), and a detailed 81 For example, GDP is declining and inequality is already high. 32 CH AP T E R FI V E Village apparatus in Gondang, West Nusa Tenggara use Village Financial Management System (Siskeudes) to manage the village budget CHAPTER 5.2 Outcome 2: Pilot villages demonstrate finance allocation that is equitable, needs based and pro-poor Building on LSP’s previous support to MoF to make the I have to thank … the Bank team about 2018 Dana Desa Allocation Formula fairer, LSP continued recommending how we allocate Dana Desa to advocate to make future allocation formula revisions [Village Funds], which is more focused on the (including the 2019 formula) more equitable and pro-poor. desa [villages] with more poor people. I think In 2017, LSP, along with other DFAT-funded programs (KOM- we adjust that [formula-based allocation] from PAK, MAHKOTA-TNP2K and the Knowledge Sector Initiative), 10 percent to 20. I think the World Bank put a supported MoF to refine the 2018 Dana Desa Allocation For- slightly better allocation. mula so that Dana Desa is better allocated based on villag- es’ poverty and development needs.82 As a continuation of Minster of Finance, Sri Mulyani Indrawati, this work, in 2018 LSP provided technical inputs to the DG Indonesia Economic Quarterly (IEQ), 28 March, 2018. of Fiscal Balance (Direktorat Jenderal Perimbangan Keuan- gan, or DJPK) of MoF, which assessed and advocated for issued the 2019 Dana Desa Allocation Formula Policy, which future formula revisions. Specifically, LSP undertook detailed further reduced the ‘basic allocation’ portion from 77 to 72 analysis to understand the impact of the adjusted 2018 for- percent (in 2017 the ‘basic allocation’ portion was 90 percent) mula on various indicators (such as Dana Desa per capita and increased the ‘formula-based allocation’ portion from 20 and different types of villages). LSP also proposed multiple to 25 percent (in 2017 the ‘formula-based allocation’ portion recommendations to further improve future Dana Desa for- was 10 percent). The ‘affirmation allocation’ portion for ‘lag- mulas, such as moving towards a minimum Dana Desa al- ging’ and ‘very lagging’ villages remained unchanged at three location per village, and better targeting villages receiving percent. While LSP did not have direct engagement with DJPK the Allocation Formula (Alokasi Afirmasi). LSP also prepared after providing the technical analyses and inputs in June, the simulations for two possible Dana Desa Formula options for revised 2019 formula reflects key elements of LSP’s advice 2019 and beyond. LSP documented these analyses in the from both 2017 and 2018, including reducing the ‘basic allo- ‘Allocating Indonesia’s Village Fund (Dana Desa): Promis- cation’ and increasing the ‘formula-based allocation’ propor- ing Progress and Opportunities for Even Better Poverty and tions of the formula. Overall, the latest adjustments represent Development Targeting Working Paper’, which was finalized a further positive step towards making the GoI’s Dana Desa and shared with DJPK in June 2018. In November 2018, MoF allocation fairer and more equitable. 82 In 2017, LSP, together with other DFAT-funded programs (KOMPAK, MAHKOTA-TNP2K, and KSI), provided technical, analytical and policy assistance to the GoI to refine the 2018 Dana Desa Allocation Formula to ensure that Dana Desa transfers are better allocated based on development needs. The revised Dana Desa Allocation Formula resulted in increased equality and fairness for villagers to enable better delivery of basic infrastructure and services. PR O G R E SS TOWA R DS EO F O TWO 33 CHAPTER 5.3 Outcome 3: Village communities and government have improved capacity to manage increased finances LSP is working with MoHA to inform to finalize and share the Local Govern- ing; (ii) aligning performance with incen- national efforts to strengthen village ment Assessment results (and the final tive mechanisms; and (iii) strengthening capacity to manage and use funds report) with relevant stakeholder by the village information and data systems more effectively (including via the Lo- end of 2018, this was slightly delayed through digital solutions to improve vil- cal Government Assessment). In March due to difficulties in obtaining district lage performance M&E (including pro- 2018, LSP and the DG for Village Gov- and sub-district budget, realization, and curement and payment transactions), ernment Oversight (Direktorat Jende- training data. LSP expects to deliver as well as to promote the use of data ral Bina Pemerintahan Desa, or Bina and disseminate the report to relevant in village-level planning and budget- Pemdes) launched a Local Govern- stakeholders and partners in mid-2019. ing. Taken together, these interventions ment Assessment, which reviews local will support village institutions to better government (district and sub-district) It is intended the Local Government access the support systems they need support in strengthening core village Assessment’s findings will inform Mo- to improve quality of spending. During functions to plan, budget, implement, HA’s (DG Bina Pemdes) role in mobi- 2019, LSP generated knowledge and report, and monitor village develop- lizing local government support for evidence will be used to inform and ment. The assessment builds on the village apparatus capacity building, shape the operation’s final design. Sentinel Villages’ Supra-Village Support VFM, and village oversight — includ- analyses (conducted in 2018) and iden- ing MoHA’s Grand Design for Village tifies key bottlenecks and opportunities Government Capacity Development. to strengthen local government capac- The findings could also be used by the ity, and possible incentives to improve GoI during the finalization of the RPJMN their support for villages and the over- after the elections, particularly the sec- all quality of village spending.83 Over tions focused on village and rural devel- 2018, LSP carried out the Local Gov- opment, and poverty reduction. Closely ernment Assessment in three stages,84 linked to this, the assessment’s findings including a joint LSP-Bina Pemdes field have already informed dialogue with visit — which was supported and at- the GoI about the new proposed Village tended by KOMPAK — in seven districts, Operation’s design. Specifically, knowl- 20 sub-districts, and 16 villages to as- edge generated about districts’ roles sess actual local government support and needs has informed the operation’s to villages. Over October to December approach to mobilizing enhanced dis- 83 In 2018, LSP conducted the Sentinel Villag- trict and sub-district support for village es’ Supra-Village Governments thematic study, 2018, LSP also analyzed district and which found that supra-village governments sub-district budgets to better under- governance and development. play a key role in accountability, but are less stand district funding and expenditures active in promoting transparency and providing for village guidance and supervision. Going forward, LSP will continue to oversight of community participation in village planning processes. See https://localsolution- Early results from the draft assessment leverage analytics and knowledge stopoverty.org/news/roles-supra-village-gov- suggest that district governments (and generated through Village Law PASA ernment-village-law-implementation.html for their sub-districts) provide funding, ba- and VIP to support the new proposed further details. sic regulations, and supervision support Village Operation, which will support 84 These stages included: (1) analyzing the reg- ulatory framework to understand local govern- for villages. However, local government the GoI to develop and roll out new ment authorities in implementing Village Law assistance to villages mainly focuses implementation support systems for vil- and mapping supporting agencies, and their on compliance, rather than the quali- lage institutions to improve the quality human resources and budgets; (2) conducting of village development plans and pro- a desk review of existing studies (including by ty of village spending and supporting the World Bank, KOMPAK, and others) to under- processes. The assessment also found grams. This will be achieved by: (i) sup- stand existing knowledge and gaps; and (3) un- that this is often the case as districts porting the design of new adaptable, dertaking an initial joint LSP and Bina Pemdes demand-driven systems and approach- field visit in May 2018 to four provinces, includ- tend to be constrained by limited staff, ing seven districts and 10 sub-districts, and 16 budget, and incentives to carry out es for capacity building, knowledge villages. KOMPAK also attended and supported these roles. While LSP initially planned sharing, technical assistance, and learn- the field visit. 34 CH AP T E R FI V E Agriculture is one of the major economic activities for communities in Bayumas District — a Sentinel Villages Study location. CHAPTER 5.4 Outcome 4: Data-driven planning and budgeting at the local-level is strengthened To strengthen districts’ ability to respond to complex local challenges (by using data-driven planning and budgeting), LSP continued to support the MELAYANI (Menguraikan Permasalahan Perbaikan Layanan Dasar di Indonesia, or Untan- gling Problems to Improve Basic Services in Indonesia) Pilot in three districts. Across Indonesia, many basic infrastructure problems have been addressed.85 However, numerous complex problems remain which require local governments to actively identify, understand, and respond to specific problems, rather than adopt- ing a one-size-fits-all approach. The one-year MELAYANI Pilot is testing the innova- 85 For example, governments have built health tive problem-driven iterative approach (PDIA)86 to support pilot district governments clinics and schools, and trained many service pro- analyze problems and implement locally viable solutions. It also aims to generate viders, such as teachers and health workers. knowledge about how districts mobilize resources and collective action to identify 86 PDIA is a process that focuses on the problem (not the solution), flexible learning, and adapta- and solve problems. Since commencing in October 2017, LSP-supported coaches tion. See link for further details: https://bsc.cid. have assisted the three pilot district governments — in Bojonegoro (East Java), Kubu harvard.edu/publications/policy-area/pdia-build- ing-state-capability. Raya (West Kalimantan), and Belu (East Nusa Tenggara) — to decide on a problem 87 Problem solving teams were established in to solve, to form problem-solving teams to tackle the issue;87 to collect relevant response to the identified problem, and gener- data, to undertake problem analysis (e.g., carefully defining and understanding the ally comprise of local government actors from relevant line district agencies and the Regional problem), to test assumptions (i.e., test what factors contribute to the problem);88 Development Planning Agency (Badan Perenca- and to develop, implement, and refine solutions (in some pilot locations). naan Pembangunan Daerah, or Bappeda). The teams work together to identify, understand, and solve the prioritized district problems, with sup- Implementation across the three MELAYANI Pilot locations is varied but has port from coaches, who are engaged through a still led to notable progress and achievements. In Bojonegoro, the district prob- World Bank partner. 88 See link for an overview of the problem solving lem solving team was able to develop, implement, and refine solutions based on process: https://localsolutionstopoverty.org/proj- detailed problem analyses. Specifically, the pilot led to the district undertaking a ect/melayani.html. PR O G R E SS TOWA R DS EO F O TWO 35 review of the district’s health personnel rotation policy; and changes in the dis- trict’s approach for budgeting for maternal and child health programs, and for post-maternal death occurrence learning. Beyond this, the district problem solving team also worked with the LSP-supported coach to set up a multi-sectoral prob- lem-solving team, which will be responsible for sustaining maternal and neo-natal evidence-based problem solving after the pilot concludes and the LSP-supported coach’s support finishes. In Belu and Kubu Raya districts, while pilot implementation process took longer than originally expected,89 the pilot has still led to notable changes and achievements in each location. For example, in Belu the pilot resulted in the district changing its approach to improve the quality of education. Specifical- ly, the district, based on the pilot’s problem-solving process, switched its focus from improving teacher formal qualifications to prioritizing headmaster leadership and school management. Meanwhile in Kubu Raya, the district undertook data collec- tion relating to key stunting intervention coverage and issued a district regulation (Perbup) that enables villages to prioritize village funds for ECED services.90 Although analyses concerning the MELAYANI Pilot’s outcomes are ongoing, to date the pilot has generated important early lessons about district problem solv- ing that will inform MELAYANI Phase 2, which will focus on building district’s capacity to diagnose and solve stunting-related issues (in support of the NatStrat Stunting and INEY PforR Operation). To date, the pilot has generated some import- ant lessons about district-problem solving practices, including: • Districts tend to revolve around routine and rigid planning and budgeting time- lines, and devote limited resources to strategic problem solving and improving implementation; • Districts often struggle with undertaking basic analysis on problems they identify, yet support for even rudimentary analytical work can help drive service delivery improvements; • Districts are not accustomed to learning from themselves about where (and how or why) they are succeeding or failing in delivering basic services. Consequently, they often don’t recognize areas where they fail, and miss opportunities to cele- brate or spread success; and • The authorizing environment is critical in some districts (e.g., Kubu Raya), but not all (e.g., Bojonegoro). Overall, the current phase of MELAYANI contributed to improved data-driven plan- ning and budgeting through: (i) improving understanding about how data is current- ly being used in the three MELAYANI locations; (ii) helping trial a “team” approach to using data-driven problem solving; and (iii) improving understanding about how results from this PDIA model can be used within district planning and budgeting cycles. LSP is expected to present the pilot’s progress, lessons learned, potential up- take, and future priorities in a workshop in early 2019. These lessons will inform 89 In Belu, this was because the iterative process MELAYANI Phase 2’s potential capacity building model, which aims to strength- took longer to execute than originally intended. en district governments’ capacity to understand and solve stunting-related issues. Meanwhile, in Kubu Raya, varying political com- mitment led to some implementation delays. In Specifically, it is expected that the lessons will inform the development of manuals both Belu and Kubu Raya, the district teams have and guidelines for districts, and future piloting of tools and approaches. It is expect- undertaken detailed problem analysis, identified solutions, and implemented the solution. How- ed that this model will be trialed to support the INEY Operation. As part of Phase 2, ever, given the pilot’s timelines, it is unlikely that the team will also focus on providing ongoing monitoring, developing case studies each district will be able to refine the implement- ed solution as originally planned (and undertaken to highlight what works and what does not, understanding cross-learning at the in Bojonegoro). district level, and supporting provinces to play a technical-support role for districts. 90 See Annex 3: Activity Tracker – MELAYANI Pilot on p. 88-91 for further details about the specific steps and activities undertaken in each district as Furthermore, in support of the GoI’s NatStrat Stunting, LSP also launched the part of the iterative problem solving process. Managing-for-Results Project to help strengthen district capacity to diagnose 36 Village governments representatives observe the innovations menu for human capital development category at Bursa Inovasi Desa in Serang District, Banten. and respond to local needs, and fund ganized National Stunting Summit in November 2018, outline practical steps and and deliver stunting interventions. actions for district governments to diagnose stunting conditions and service needs Since April 2018, LSP has provided tech- in their regions, and to target, prioritize and ensure convergence (including allo- nical advice to the GoI as it developed cating resources) of critical interventions at the village level. The guidelines are the Implementation Manual (Pedoman significant as they provide local governments with the first “how to” guidance to Pelaksanaan, or Pedum) and Technical translate district commitments on stunting reduction into practice. To further sup- Guidelines (Petunjuk Teknis, or Juknis) port district government implementation of locally-identified stunting convergence for District Governments to Implement actions in practice, LSP is also supporting MoHA who is establishing a transitional Stunting Convergence Actions. Spe- provincial technical assistance (TA) Pool. The TA Pool will assist provinces to pro- cifically, LSP provided technical advice vide capacity building to districts to converge stunting-related services (including and inputs to Bappenas and MoHA, and undertaking diagnostics, planning, budgeting, and implementing services). The TA supported inter-ministerial dialogue to Pool will be overseen by DG Bangda (MoHA) at the national level and the Planning inform the guidelines. The guidelines, Agency (Bappeda) at the provincial level.91 To date, LSP has supported the GoI to which Bappenas and MoHA distributed raise awareness among provincial governments about their roles. For example, in to 100 priority districts at the SoVP-or- November 2018 LSP supported a half-day session (as part of the National Stunting Summit) which targeted Bappeda and provided them with information about the role 91 The transitional TA Pool will include a national of provinces in supporting district governments to implement convergence actions. team and regional teams in five provinces (East LSP also supported the GoI to conduct preliminary assessments on institutional ar- Java, NTB, West Java, and Papua) and three re- gions (Sumatra, Kalimantan, and Sulawesi). rangements, available resources, and platforms for capacity building. 37 In 2019, LSP will support the GoI to reach its district convergence target BOX 9. — which the GoI committed to via the INEY PforR — of ensuring 100 priority Sustainable Investments districts conduct stunting diagnos- As part of LSP’s strategy to sustain its support and investments (beyond the life of tics and converge planning and bud- the MDTF), the Facility directly supports the GoI’s policy agendas; and continues to geting within the first six months of leverage its knowledge, analytics, and technical assistance to strengthen the GoI’s 2019. During the first half of 2019, LSP own systems and capabilities to respond to these priorities. In instances where LSP support for the GoI’s programs is ending, the Facility also works to capture will support the GoI to reach its target and disseminate lessons learned and ensure their inclusion in regular government by supporting MoHA and provincial processes or future programs. This strategy ensures greater GoI ownership, and governments to provide training and potential sustainability of reforms and programs. In terms of research and analytics, guidance to district governments on LSP has a two-fold strategy to encourage uptake of identified actions. First, the Fa- implementing the convergence actions cility undertakes analytics that are GoI commissioned and respond directly to iden- tified knowledge gaps and/or policy advice. Second, where LSP-led analytics do using the guidelines. By conducting not directly respond to a GoI request, but are considered particularly relevant to the the first convergence actions in the first GoI’s agenda, the Facility engages at multiple levels to build dialogue and to identify few months of 2019,92 it will help en- appropriate channels to take LSP identified knowledge and actions forward. For sure that the districts’ priority interven- example, based on emerging findings from the draft Sentinel Villages Study, LSP tions for stunting are incorporated into advocated and provided technical inputs to MoV’s Permendesa on Priority Use of their regular development planning and Village Funds in 2019 about emphasizing poverty reduction, human development and LED at the village level. budgeting processes for FY 2020 at In 2019, key achievements where LSP’s support was institutionalized within the GoI’s the earliest stages. LSP will also focus systems and/or scaled to enable enduring benefits include: on distilling lessons about: (1) districts’ • Various studies indicate that local governments have institutionalized Generasi ability to translate and implement the mechanisms to improve the quality of community institutions, Village Law imple- convergence guidelines into practice; mentation, and basic service delivery. At the sub-national level, project monitor- (2) provinces’ capacity to effectively ing data and reports from the field show that the project has supported districts support districts; and (3) the design of to issue regulations that prioritize village basic social service delivery and budget the TA Pool to support these objectives. allocations; and helped some villages increase Dana Desa spending on health and education services. Furthermore, the Qualitative Generasi Long-Term Impact These lessons will be used to further Evaluation Study found various examples where local governments have rep- improve the Managing-for-Results Proj- licated the project’s capacity building activities in non-Generasi villages. At the ect’s guidance materials and learning national level, the GoI has institutionalized various Generasi tools and mecha- mechanisms in the future. Finally, LSP nisms within national efforts to prevent stunting. For example, MoF incorporated will provide technical advice to MoHA in a modified version of Generasi’s community performance scorecard into the MoF designing a performance framework to Regulation on Village Fund Management (PMK No. 193/PMK.07/2018) to encour- age villages to increase spending on stunting and improve convergence of nu- measure district performance in imple- trition-related interventions for priority households. Further, MoV has institutional- menting convergence actions, as well ized the Generasi’s citizen engagement tools (social mapping, outcomes-based as guidance and training for provinces needs assessment, village advocacy approach and quarterly village community to undertake the first district perfor- meetings) within the ministry’s Technical Village Facilitators and District Techni- mance assessment in July 2019. Specif- cal Assistance Training modules. MoEC and MoV will also issue joint guidelines (expected mid-2019) that are based on the approach piloted under the Generasi ically, LSP will provide technical advice ECED Frontline Pilot. These results indicate that some Generasi mechanisms can to inform the assessment’s design and be sustained beyond the life of the program. implementation in a way that promotes • In November 2018, the GoI committed to its four-year NatStrat Stunting to better cross-district learning. The assessment coordinate and intensify efforts to accelerate stunting reduction across Indone- is expected to take place in mid-2019. sia. The strategy leveraged, and was informed by, LSP — along with MAHKO- TA-TNP2K and other World Bank program teams’ — funded data analysis and technical advice. The LSP-supported INEY PforR Operation, which was finalized in May 2018, provides incentives to maximize the NatStrat Stunting’s implementa- tion and impact. The INEY PforR incorporates lessons learned from previous LSP/ DFAT-supported work, along with lessons from other World Bank programs and global experiences. For example, it incorporates lessons about Generasi’s facil- itation and community mobilization practices, citizen empowerment tools, and the importance of targeting men in basic service delivery; the ECED Frontline Pilot’s district-based community-focused training system; the HDW Pilot; and the programmatic approach to sector-based conditional (DAK) pilot. 92 Convergence actions, such as undertaking diag- nostics and developing an action plan to identify priority locations, services/programs, and resource allocation needs. 38 CH AP T E R FI V E • The GoI committed to scaling the ECED Frontline Pilot’s cies, systems and processes. For example, the Village Law district-based training system, via the NatStrat Stunting, to PASA’s analyses on Budget Classification Structures (BCS), maximize communities’ access to nutrition-sensitive ECED Chart of Accounts (CoA), and output reporting, informed services. As part of the operation, the GoI committed to re- Permendagri No. 20/2018 which was issued in May 2018. fine, adopt, and scale the pilot’s ECED training system to de- Meanwhile, Village Law PASA’s technical assistance to sup- liver the nutrition-sensitive ECED Professional Development port various discussions, public consultations, and policy Program (Diklat Berjenjang) — within regular Village Law and legal analyses, also informed Permendagri No. 18/2018 processes — in 100 districts by 2019, 200 districts by 2020, which was issued in April 2018. and 300 districts by 2021 (see Chapter 6.1 p. 40 for further Overall these achievements present positive steps towards details). sustaining LSP-supported projects and activities beyond the • KIAT Guru’s national and sub-national stakeholders are tak- life of the MDTF. However, LSP recognizes that many of these ing ownership of the pilot to ensure its sustainability is more initiatives and commitments are complex, multi-sectoral and likely. At the national-level, MoEC issued two national regu- require strong coordination among multiple counterparts and lations during 2018 to enable the pilot’s ongoing implemen- actors, which presents a risk to sustainability. For example, the tation. In November 2018, MoEC also requested support to success of the NatStrat Stunting relies on effective coordina- scale the KIAT Guru Pilot (KIAT Guru Phase 2) to improve the tion among 10 GoI ministries (SoVP, MoF, MoHA, MoH, MoEC, quality of education services across a greater area. Mean- MoSA, BPS, Bappenas, MoV, and Kemenko PMK), which at while district and village governments’ commitment to the times is challenging. To strengthen cross-ministerial collabora- pilot is strong and has helped harness national commitment tion, LSP is supporting the GoI to implement more formal coor- and buy-in. In 2018, districts and villages allocated a total dination mechanisms (e.g., as part of the INEY PforR Operation). of Rp 9.8 billion (approximately US$ 680,000) for the pilot’s LSP is also working closely with key counterparts and actively implementation. All five pilot district governments have also monitors their coordination with each other. Further given the expressed interest to sustain implementation in the 203 pilot ambitious nature of these commitments and targets, LSP rec- schools, and to scale field implementation to 183 additional ognizes that providing initial implementation support to the GoI non-pilot schools in 2019, using their own budget. will be critical. However, the Facility anticipates that this support • Various LSP Village Law related analyses, inputs and recom- will lessen as key counterparts’ capacity and implementation mendations were incorporated into the GoI’s national poli- arrangements are strengthened. The GoI committed to scaling the ECED Frontline Pilot’s district-based training system, via the NatStrat Stunting, to maximize communities’ access to nutrition-sen- sitive ECED services. PR O G R E SS TOWA R DS EO F O THREE 39 Progress Towards EOFO Three: Beneficiaries Receive Improved Basic Service Delivery Posyandu Day in Lombok, West Nusa Tenggara A D E Q UACY O F P R O G R E S S AG A I N ST O U TC O M E On Track A little off track Behind The GoI recognizes the importance of health and education in reducing poverty and inequality and, in recent years, has introduced reforms and allocated signif- icant resources to improve basic services.93 Despite this commitment, the GoI’s additional resources have not directly translated into more equitable and improved service delivery for all citizens across Indonesia, particularly in rural and remote areas. EOFO 3 supports the GoI to provide more equitable and high-quality basic service 06 delivery across Indonesia. Under this EOFO, LSP supports government (national and sub-national) and local actors to design, pilot, and scale initiatives to promote greater efficiency and performance, and empower communities to utilize services and to hold service providers accountable. During 2018, the key LSP projects imple- mented under EOFO 3 include the Generasi Project, the KIAT Guru Pilot, the ECED Frontline Pilot, and support for the INEY PforR Operation. 93 For example, since 2009, the GoI has allocated 20 percent of the national and district government bud- gets for education (as per Law no. 20/2003 on the National Education System). 40 CH APT E R S I X Overall, projects and activities supporting EOFO 3 are ‘on CHAPTER 6.1 track’ to achieve their intended outcomes. This is evidenced by multiple notable milestones and achievements under this Outcome 1: Beneficiaries EOFO in 2018 (Figure 9), the GoI’s high-level commitment for these initiatives, and the Facility’s activity tracking data (93 experience increased percent of activities tracked under EOFO 3 were either com- pleted or are on track to be completed as scheduled, while equity of access to services seven percent were delayed).94 Under EOFO 3, some INEY activities related to the national and district behavioral change Since 2016, LSP has supported the GoI to maximize the communication (BCC) strategies were slightly delayed due to availability of ECED services across rural Indonesia through limited national-level guidance and district capacity. Further, the ECED Frontline Pilot, which enabled over 15,000 ECED the GoI’s internal finalization processes took longer than first community teachers to access the MoEC-led Diklat Berjen- anticipated.95 jang program and training.96 Access and enrolment in ECED FIGURE 9 services vary widely across Indonesia with rural areas often falling below the national average.97 To improve beneficiaries’ LSP’s Major EOFO 3 Milestones during access to trained ECED teachers and services in rural Indone- January to December 2018 sia, over 2016 and 2017 LSP assisted MoEC to complete the ECED Frontline Pilot in 25 rural pilot districts. The pilot’s nov- el district-based training system helped address supply-side constraints by empowering local actors (district governments, communities, and civil society) to deliver ECED professional I M P R OV E D B A S I C development training to 15,491 teachers (of which 98 to 99 S E RV I C E D E L I V E RY percent were women). It is estimated the pilot also benefited about 170,400 children.98 In 2018, LSP focused on analyzing results from the pilot, distilling lessons learned and using them to inform MoEC and MoV’s scaling efforts in 2019 (see below • The Generasi Impact Evaluation and project data in- dicate that Generasi improved community utilization for further details). In October 2018, the Diklat Berjenjang pro- of health and education services and sustained the gram, which benefited from the LSP-supported ECED Front- revitalization of village health clinics (Posyandu). line Pilot, was internationally recognized for its outstanding • The GoI and the World Bank finalized the US$ 400 performance in improving the effectiveness of ECED teachers million INEY PforR Operation - which institutionalizes and won the UNESCO-Hamdan bin Rashid Al-Maktoum Prize lessons from the Generasi, HDW Pilot and ECED Pilot for outstanding teacher initiatives (Box 10 on p. 41). — to maximize the effectiveness of the GoI’s NatStrat Stunting. LSP supported the early implementation of Preliminary results from the three LSP-led ECED Frontline the NatStrat Stunting via the INEY PforR Operation. Pilot evaluations demonstrate that the district-based train- • The HDW Pilot generated significant interest, high-lev- ing delivery mechanism improves beneficiaries’ access to el commitment and initial lessons. LSP is supporting the professionally trained ECED teachers, improves teacher MoV strenghten the HDW scaling (up to 75,000 HDWs) competency, and is ‘scalable’. However, the pilot requires and village-level stunting convergence in 2019 and be- strong stakeholder buy-in, coordination, and supporting yond. local regulatory frameworks to succeed. Over 2017 and • The GoI committed to scaling the ECED Frontline Pilot — which improved access to professionally 94 During 2018, 27 activities were tracked under EOFO 3 in the LSP Activity trained ECED teachers and teacher competency - to Tracker. maximize communities’ access to nutrition-sensitive 95 See Annex 3: Activity Tracker - INEY Support for Quality Services and Behav- ECED services. Initial results from LSP’s pilot evalua- ioral Change on p. 76 for further details. 96 See https://en.unesco.org/news/unesco-rewards-outstanding-teacher-ini- tions are informing the GoI scaling efforts. tiatives-chile-indonesia-and-uk and https://www.kemdikbud.go.id/main/ • LSP suported MoEC and TNP2K complete the KIAT blog/2018/10/indonesia-terima-anugerah-hamdan-untuk-peningkatan-kompe- Guru Pilot and impact evaluation, which helped im- tensi-guru for further details prove teacher presence, teacher service quality, pa- 97 Diklat Berjenjang is a MoEC-developed national early childhood teacher rental efforts and student learning outcomes. Given training program. The ECED Frontline Pilot builds upon and modifies the Diklat Berenjang program so that it can be delivered locally (at the district level), and these results, the GoI committed to scalling the pilot, managed and funded by the community. in 2019, to improve the quality of education services 98 For example, a four-year-old child born in one of Indonesia’s richest 20 per- across a greater area. cent of households has a 50 percent chance of being enrolled in ECED ser- vices. Yet, this probability is nearly halved (26 percent) if the child is born in one of Indonesia’s poorest 20 percent of households PR O G R E SS TOWA R DS EO F O THREE 41 BOX 10. The MoEC’s Diklat Berjenjang Program Received the UNESCO - Hamdan bin Rashid Al-Maktoum Prize In March 2018, MoEC’s Diklat Berjenjang program was one of three programs awarded the 2017-2018 UNESCO-Hamdan bin Rashid Al-Maktoum Prize for Outstanding Practice and Performance in Enhancing Effectiveness of Teachers. The program was awarded the prize for bringing high quality professional development to ECED teachers in some of In- donesia’s poorest and most remote areas. The program was also commended for its ability to create a stimulating learning environment, identify potential ECED teacher trainers, pro- vide step-by-step guidance, and to establish follow-up as- signments and exchanges. In October 2018, a delegation from MoEC travelled to the UNESCO Headquarters in Paris to accept the prize. The awards ceremony was a part of broader World Teacher’s Day UNESCO - Hamdan bid Rashid Al-Maktoum awarding ceremony celebrations.99 2018, LSP led three evaluations for the ECED Frontline Pilot, evidenced by Sukabumi and Gorantalo Districts, which were including: (1) a process evaluation; (2) an evaluation of teacher able to use Dana Desa to fund the ECED teacher training competency; and (3) case studies to determine whether the mechanism beyond the life of the pilot (see Box 11 on p. 42). pilot can be sustained and scaled.100 The process evaluation However, not all districts were successful in sustaining the pi- found the pilot’s training mechanism is considered to be ‘im- lot through regular Village Law processes (i.e., using Dana plementable’ given that the pilot achieved its target for the Desa). Early results suggest that sustainability is only possible number of trained ECED teachers (15,000). The evaluation if there is strong local stakeholder buy-in and demand, capa- identified several contributing factors, including that the pi- ble training providers (e.g., local non-government or civil soci- lot’s training mechanism was accessible, affordable, provided ety organizations) in each district, and an enabling local reg- childcare options for participants, and was able to connect dif- ulatory framework (e.g., the district issues a Perbup enabling ferent stakeholders at different levels. The pilot also improved villages to fund ECED services using Dana Desa). These key teacher competency, as evidenced by initial results from the findings, along with other factors, are informing the MoEC’s Teacher Competency Evaluation (Batch 1 of 2),101 which found scaling design and strategy (see below). improvements in six of the seven teaching domains102 and in 14 of the 20 teacher practices that were measured.103 The In 2018, the GoI and LSP shared the pilot’s early results evaluation found that teacher practices and behaviors often both internationally and in Indonesia to maximize knowl- improved when the training materials were clear and simple, edge sharing and uptake. In October 2018, the results were and when trainers provided post-training follow up support shared on an international stage at the UNESCO-Hamdan to participants. Finally, findings from three of the five planned awards ceremony and exhibition (Box 10). In November 2018, sustainability and scalability case studies found that it is pos- the evaluations’ initial findings were also presented at a MoEC sible to scale the pilot’s training delivery mechanism. This is workshop, which was attended by MoEC officials, the 25 par- 99 See https://en.unesco.org/news/unesco-rewards-outstanding-teacher-initiatives-chile-indonesia-and-uk and https://www.kemdikbud.go.id/main/blog/2018/10/ indonesia-terima-anugerah-hamdan-untuk-peningkatan-kompetensi-guru for further details. 100 The process evaluation is complete. However, the evaluation of teacher competency and the case studies are ongoing. See Annex 3. Activity Tracker – Analyt- ics-ECED (p. 83-84) for further details about activity-level progress for each evaluation during 2018. 101 The Teacher Evaluation Competency Evaluation measured changes in teacher competency (teaching domains and practices) using the Measuring Early Learn- ing Environment (MELE) tool. MELE is an international measure, which was designed to measure teacher competency in low and middle-income countries. The evaluation investigated changes in teacher competency using video-recorded MELE-coded classroom observations. The initial results are from Batch 1 –teachers trained in 2016. Data analysis from Batch 2 – teachers trained in 2017 – is ongoing. See Annex 3. Activity Tracker – Analytics-ECED (p. 83-84) for further details. 102 The teaching domains: teacher-child interaction, inclusive environment, curriculum, and program, numeracy/mathematics, art activities, and group games and free choice indoor play; all demonstrated improvements. However, the language and literacy domain showed little or no improvement. 103 For example, after the training more teachers adopted the desired practice of “scaffolding” (i.e., supporting children’s efforts to solve problems on their own). 42 CH APT E R S I X ticipating pilot districts, and DFAT. LSP supported MoEC’s for training ECED community teachers. LSP is also current- workshop preparations and coordination, including the identi- ly preparing a preliminary report which outlines results and fication of case studies that were presented at the workshop. findings from the initial evaluations, including the complete After participating in the workshops, districts reported being process evaluation, the initial teacher competence evaluation more aware of the opportunities available to use Dana Desa (Batch 1 of 2), and three (of the five) sustainability and scal- BOX 11. Sukabumi District — Sustaining the ECED Pilot’s Training Mechanism in Regular Village Law Processes ECED training in Sukabumi District, West Jawa Sukabumi District (West Java) — one of 25 districts participating advocated for improved ECED teacher training. Since 2017, in the LSP-supported ECED Frontline Pilot — provides a good village Bunda PAUD frequently called for improvements in practice example of how the ECED training mechanism can be teachers’ competency and, in some cases, accompanied sustained beyond the life of the pilot. Sukabumi District, which village heads to advocate for improvements at the sub-dis- implemented the pilot across all its 22 sub-districts, mobilized trict level. strong community demand, and established an enabling reg- 3. Inter-Villages Cooperation Body (BKAD): In Sukabumi, the ulatory framework, to create an authorizing environment for BKAD helped drive change by mentoring stakeholders sub-districts to use Dana Desa to sustain the ECED training about the ECED process and coordinating the district’s mechanism. To date, three sub-districts — Pelabuhan Ratu, legal support for ECED services. Consequently, the Suka- Jampang Kulon, and Kadudampit — have used their funds to bumi District Government issued two laws to improve the sustain ECED training activities. Kadudampit Sub-district is a capacity of ECED teachers: (1) a Bylaw on Early Childhood particularly notable example as 90 percent of ECED teachers Education Management; and (2) a District Head Regulation who participated in advanced ECED training during 2018 were (Perbup) on Village Fund Priority. financed using Dana Desa. 4. Intensive communication: Villages, sub-districts, and dis- The ECED Sustainability and Scalability Evaluation Case trict government staff were actively involved in an ECED Studies identified five critical factors in Sukabumi District that WhatsApp chat group, which enabled members to access helped build demand and foster a local enabling environment: information quickly and improved coordination among lo- cal stakeholders. For example, as one PAUD district patron 1. Teacher buy-in: Teacher interest and buy-in in participat- explained, “When another village holds trainings or other ing Sukabumi Sub-districts was strong. For example, as activities… information is shared in the WhatsApp group. an ECED Section Head for the Indonesian Association of Everyone can access information and ideas and it’s easier ECED Teachers and Educators in Sukabumi explained, “In to coordinate.” August 2018, 21 teachers from seven villages attended the 5. Financial incentives: In Sukabumi, all participants in the Advanced Training [even though] the Village Budget could training received financial incentives (ranging from Rp only afford to send 17 teachers. The four other teachers 75,000 to Rp 200,000) which incentivized participation did not want to be left behind so they paid for themselves.” and helped improve personal welfare. 2. Mothers as advocates: The success of the program was largely driven by local village mothers (Bunda PAUD) who PR O G R E SS TOWA R DS EO F O THREE 43 ability case studies. LSP expects to deliver the preliminary report in June 2019, and FIGURE 10 a final report, which outlines the findings from all three complete evaluations, in August 2019. Scaling of Diklat Berjenjang In support of the GoI’s NatStrat Stunting, in 2018 MoEC and MoV committed to THE GoI AIMS TO SCALE scaling the ECED Pilot’s district-based training system to increase community ac- T H E D I K L AT B E R J E N J A N G cess to nutrition-sensitive ECED services. As part of the NatStrat Stunting and INEY PROGRAM TO 100 PforR (Results Area 2, Strengthening Delivery of National Sector Programs),104 the GoI will utilize and scale the ECED Frontline Pilot’s district-based training mechanism to implement a nutrition-sensitive Diklat Berjenjang in Indonesia’s stunting priority districts. The GoI aims to scale the Diklat Berjenjang program to 100 districts by 2019, 200 districts by 2020, and 300 districts by 2021. In 2018, MoEC and MoV initiated di- DISTRICTS alogue, in which LSP was involved, to develop an agreement to scale the Diklat Ber- BY 2019 jenjang program using Dana Desa. However, as of the end of 2018, MoEC and MoV are yet to finalize the joint agreement. Further, a joint MoEC and MoV dissemina- 200 tion workshop on teacher training using Dana Desa did not proceed as planned.105 Nonetheless, LSP is working to help MoEC identify other channels at the district and village level to engage the 100 priority stunting districts on opportunities to scale Diklat Berjenjang using Dana Desa. For example, identified channels include DISTRICTS through the socialization of MoV’s Permendesa on the Priority Use of Village Funds BY 2020 in 2019, the SoVP-TNP2K’s NatStrat Stunting implementation guidelines, and HDWs. In 2019, ensuring that MoEC meets its 2019 target for the Diklat Berjenjang program will be a critical priority for LSP.106 LSP is supporting the GoI to incorporate lessons from the pilot to inform MoEC and MoV’s scaling efforts in 2019 and beyond. Given that the Diklat Berjenjang program has the potential to reach tens of thousands of ECED community teachers, 300 the GoI is enhancing the Diklat Berjenjang training modules — with more content DISTRICTS BY 2021 on nutrition, stunting, and stimulation for children aged zero to six — to maximize communities’ access to nutrition-sensitive ECED services. The enhanced materials will help prepare teachers to provide improved support to children attending ECED 104 Results Area 2 focus on strengthening the GoI’s services. They will also help ECED teachers provide age-specific stimulation for delivery of national sector programs that were identified as key to preventing stunting. Key ac- children aged zero to two who attend village-based parenting classes with their tivities include strengthening implementation of parents. Over 2018, LSP supported MoEC to finalize the Diklat Berjenjang teacher the ECED teacher professional development pro- guidelines on providing stimulation (physical, cognitive, and emotional) for children gram with nutrition-sensitive modules (MoEC), the aged zero to two. Specifically, LSP provided technical assistance and guidance to nutrition-sensitive Non-Cash Government Assis- tance (Bantuan Pemerintah Non Tunai, or BPNT) MoEC to finalize the guidelines’ design based on findings from the ECED Pilot evalu- program (Ministry of Social Affairs or MoSA), and ations (e.g., ensuring guidelines are clear, simple, and image rich). LSP also provided interpersonal communication (IPC) development technical assistance to MoEC (through a team of ECED technical advisors) to incor- for districts (MoH). porate international best practices and to finalize the enhanced training modules.107 105 The joint workshop was originally planned for the end of 2018, and aimed to bring together all MoEC formally issued the guidelines and revised modules in December 2018. LSP is 100 stunting priority districts, to discuss lessons also developing two videos on parenting classes for 1,000 day-household families, from the ECED Pilot and implementation guidelines which will accompany the guidelines and enhanced materials, and can be used for the scaling of the Diklat Berjejang using Dana Desa. However, it did not proceed as planned due more widely by parents and other village cadres. to planning and communication challenges. 106 As part of the INEY PforR, MoEC committed to ensuring that, in 2019, 20 percent of villages in CHAPTER 6.2 the first 100 districts have at least 20 trainers that Outcome 2: Beneficiaries have completed either the full or refresher ToT us- ing the enhanced Diklat Berjenjang materials; and delivered the Diklat Berjenjang to ECED teachers increasingly utilize services (using the enhanced materials) in the minimum number of villages. To meet the 2019 target, it is critical that MoEC engages the priority districts to Results from Generasi’s 2018 project monitoring data and 2017 Impact Evaluation ensure they encourage villages (e.g., through Per- indicate that Generasi improved community utilization of health and education bups) to prioritize stunting interventions (including the ECED teacher training) in village budgets. services. Generasi Project monitoring data from December 2018 shows that the 107 See Annex 3. Activity Tracker, Analytics-ECED project was effective, and exceeded its target, in increasing the proportion of: (p. 83-84) for further details . 44 CH APT E R S I X • Pregnant women who received four prenatal care visits — approximately 98 per- cent (December 2018) versus 70 percent baseline (December 2012) (exceeding the 80 percent target); • Deliveries that were assisted by trained professionals — approximately 98 per- cent (December 2018) versus 75 percent baseline (December 2012) (exceeding the 85 percent target); • Pregnant women participating in monthly pregnancy and nutrition classes (in three provinces) — approximately 83 percent (December 2018) versus 60 percent target (no baseline available); • Parents of zero to two-year olds who participated in parenting and nutrition class- es (in three provinces) — approximately 64 percent (December 2018) versus 60 percent target (no baseline available); and Although the PNPM • Children enrolling in junior secondary school — approximately 94 percent (De- cember 2018) versus 65 percent baseline (December 2012) (exceeding the 85 [Generasi] budget percent target). has been reduced, Results from the Long-Term Impact Evaluation of the project also confirm the proj- the program is ect’s impact on health and education service delivery. Although the randomized effective for mobilizing control trial did not detect a statistically significant impact on some targeted service delivery indicators (e.g., pre- and post-natal care, iron supplementation, immuniza- communities to visit tion), the average standardized effects (ASE) for the targeted health indicators (10 of Posyandus to weigh 12) were positive and statistically significant whereas the ASE for the targeted edu- cation indicators (2 of 12) were zero. This is consistent with the tendency for villages their children and to prioritize health in their allocation of community grants and Dana Desa. attend parenting or However, the long-term impact evaluation also found that Generasi’s initial im- pregnant women’s pact on stunting, concentrated in Nusa Tenggara Timur (NTT) province was not sustained beyond the 2009 impact evaluation. There are four possible reasons classes. Thus, the for this. First, the overall substantial improvements in stunting in NTT that occurred government needs in both control and treatment areas may have exhausted the ‘low-hanging fruit’ that Generasi was able to solve in earlier periods. Second, Generasi funding produced to revitalize the crowd-in/crowd-out effects on other program resources that undercut the efficacy Posyandu. of the intervention and made it more difficult to detect an effect. Third, implementa- tion issues associated with the transition to the Village Law and supply-side delays in the maternal health and parenting classes may have weakened any potentially positive impact of project design changes introduced in 2014 to focus on behavioral change. Fourth, Generasi’s effects on stunting were limited because the full suite of “Conference Evidence complementary demand- and supply-side interventions needed to address stunting on Stunting from Three were not fully implemented. Randomized Evaluation in Indonesia,” The qualitative Generasi Impact Evaluation results also highlighted that Gener- asi supported villages effectively mobilize communities to revitalize and utilize Kompas, 5 May, 2018. institutions, such as village health posts (Posyandu). Further, the Generasi Impact Evaluation found that this was made possible due to Generasi’s performance-based system, which effectively motivated facilitators to mobilize communities around the program’s health and education targets. It also found multiple examples of local government’s adapting Generasi or parts of Generasi in its own programs and ac- tivities focused on improving community health and education. The Generasi Im- pact Evaluation results were presented to Bappenas in January 2018 and at the DFAT-supported Bappenas and Abdul Latif Jameel Poverty Action Lab (JPAL) “Evi- dence on Stunting from Three Randomized Evaluations in Indonesia” event in May 2018. Drawing on lessons from the Generasi Project, the GoI’s NatStrat Stunting (via the HDW model) incorporates a strong focus on citizen engagement, community empowerment, and facilitation (see below and Chapter 4.2 for further details). PR O G R E SS TOWA R DS EO F O THREE 45 Upon my return from the training, I shared information about stunting with the community, particularly its impacts and how to overcome it. I spoke to community members, religious leaders, and village leaders. I am grateful that 30 percent of the Village Fund is now allocated to prevent stunting. HDW training participant from Lombok BOX 12. LSP Supports the GoI to Raise Awareness about, and Build Momentum for, Indonesia’s Multi-sectoral Approach to Preventing Stunting Since 2017, LSP has leveraged the World Bank’s global In July 2018, the Indonesian Vice President and the World experience and networks to raise awareness about, and Bank President headed a delegation of senior Indonesian build momentum for, Indonesia’s multi-sectoral platform ministers to Dakung Village (Lombok) to witness the GoI’s for stunting prevention both at home and abroad. Indo- early efforts to accelerate stunting prevention, including nesia’s high-level commitment to stunting prevention is the LSP-supported HDW Pilot. The delegation visited vil- well documented in local media and evidenced by the lage health and ECED facilities to observe how HDWs mo- Indonesian President Joko Widodo naming stunting as a bilize villages and connect multi-sectoral service providers national priority in his 2017 Independence Day address; with village-level interventions to address stunting. They and by the Indonesian Vice President Jusuf Kalla and also observed the use of innovative tools (length mats, the World Bank President Jim Yong Kim’s visit to observe stunting diagnostic tools, and village convergence score- stunting prevention activities in Lombok in July 2018. cards), which were tested as part of the HDW Pilot. The visit received nationwide media coverage and reiterated the GoI’s high-level and multi-sectoral commitment to pre- vent stunting. Internationally, the GoI and the World Bank showcased the GoI’s stunting prevention efforts at several conferences in Washington D.C. during 2018. In October 2018, the cross- unit INEY team (including LSP), together with the Indonesia Vice President’s Office, presented Indonesia’s multi-sec- toral and whole-of-government approach to tackling stunt- ing at Washington’s Global Financing Facility (GFF) growth monitoring and promotion conference. There was signifi- cant interest in the program and the presenters were in- vited back next year to report on progress. In the same month, the GoI and the cross-unit INEY team also show- cased the HDW Pilot and lengths mats at a two-day confer- ence on ‘Rethinking Growth Promotion: New Approaches for Results in the SDG Era’ in Washington. The Indonesian delegation discussed growth promotion as a central activ- ity to improve child health and nutrition with international nutrition experts and practitioners from around the globe. World Bank former President Jim Young Kim (third from right) and In- The event was sponsored by the Bill and Melinda Gates donesia’s Vice President Jusuf Kalla (right) observe the use of length Foundation, the Manoff Group, UNICEF, and the GFF. mat in Posyandu. 46 CH APT E R S I X Building on Generasi’s experiences and results, the LSP-supported HDW Pilot adopted and tested a similar ap- BOX 13. proach to improve village-level convergence and utilization of stunting prevention interventions — as part of the NatStrat Bringing Together High-Level Stunting and supported by the INEY PforR Operation. Gen- Government Actors to Tackle erasi’s invaluable lessons — relating to the role of facilitators in mobilizing communities, performance-oriented community Stunting: ‘Aiming High: Indonesia’s scorecards, and multi-sectoral coordination — has informed Ambition to Reduce Stunting Book’ and shaped LSP’s support for the GoI’s HDW Pilot. As high- lighted in Chapter 3.2, the HDW Pilot mobilizes HDWs at the Launch village level and employs an innovative community-based In September 2018, the World Bank published the ‘Aim- model to improve the delivery, monitoring, and utilization of ing High: Indonesia’s Ambition to Reduce Stunting’ Book, nutrition-related interventions. In 2018, LSP provided techni- which takes a close look at what is needed to successful- cal assistance to MoV to identify, mobilize, and train HDWs ly accelerate stunting prevention in Indonesia. The book, in priority districts. Specifically, LSP helped develop the HDW which was launched as part of Voyage to Indonesia, com- plements the GoI’s NatStrat Stunting, which aims to benefit training modules on stunting;108 rollout the training of trainers, 48 million pregnant mothers and children under two years district, and sub-district training, and develop and test proto- old before 2021. The launch brought together multiple cols, tools, and incentives for HDWs. LSP also helped refine high-level government actors and generated significant the training modules in line with feedback and demand (e.g., attention for the GoI’s national agenda to tackle stunting. including a greater focus on advocating for stunting interven- Specifically, the Minister of Health, Minster of Bappenas, tions in budgets). As of November 2018, MoV has identified, Minister of Planning, the Deputy of the Vice President’s mobilized, and trained 3,105 HDWs (100 percent of the expect- Office, the Australian Deputy Ambassador, along with 200 ed HDWs) from the 31 stunting priority districts (80 percent other participants attended the event. were female and 20 percent male). MoV also trained 2,591 The Aiming High book draws on lessons from Indonesia’s HDWs (or 97 percent of expected HDWs) from 35 non-priori- earlier anti-stunting programs, other countries’ experienc- ty districts.109 To date, HDWs have conducted social mapping es (e.g., Peru and Thailand) and World Bank analyses, in- of “1,000-day households,” adopted the stunting length mats cluding from LSP. Like the NatStrat Stunting, the book high- to raise awareness about stunting, used the Village Conver- lights the need for: gence Scorecard to monitor village-level nutrition intervention • A ‘convergence approach’ (i.e., multi-sectoral coordi- service delivery, and organized village-level stunting forums nated effort) to target priority areas and beneficiaries; (Rembuk Stunting) to facilitate village support for the NatStrat • Credible data information, monitoring and evaluation Stunting. Early lessons from the pilot suggest that HDWs have systems, as well as clear and achievable targets; • Revamped integrated community health posts (Posyan- played an important role in converging core services for vul- du); and nerable households (1,000-day households), and have already • HDWs to improve access to services that help reduce impacted village planning and budgeting (see Chapter 4.3 on stunting. p. 20 for further details). LSP and other World Bank units’ support and analytical in- puts informed the book. For example, LSP’s technical anal- As part of LSP’s support for the NatStrat Stunting, the Fa- yses and inputs related to estimating stunting reduction cility is also supporting the Ministry of Health (MoH) to projections, were featured within the book. develop a comprehensive national campaign and Behav- ioral Change Communication (BCC) Strategy to raise pub- lic awareness about stunting prevention and nutrition-re- ers, parents, and the public. In 2018, LSP provided technical lated services. Under the INEY Operation (Results Area 2), assistance and inputs to MoH to develop the National BCC LSP — along with other World Bank units — is supporting Strategy, including about how to deliver IPC activities for nu- the GoI prepare a national public awareness campaign for trition specific and sensitive interventions. MoH finalized the stunting prevention. The campaign will integrate advocacy, National BCC Strategy in December 2018. LSP also supported mass media, and interpersonal communication (IPC) and will MoH’s preparations to implement the BCC Strategy in the first target policymakers, regional governments, community lead- 100 priority districts. Specifically, LSP provided technical as- 108 The training focused on the GoI’s NatStrat Stunting, and the role of HDWs and village governments, particularly related to advocating, monitoring, and reporting. 109 HDW training in non-priority districts was funded through MoV’s Capacity-Building Grant (DOK) and was not supported by LSP. In 2018, DOK disbursements were delayed, which impacted the delivery of HDW activities (training and incentives). To minimize potential future operational delays, LSP is working with MoV to identify an alternative strategy that doesn’t rely solely on the central government system to finance incentives. For example, a possible option is to establish a funding mechanism through District Funding (DAK) for Stunting or a shared arrangement (Urusan Bersama, or UB). In early 2019, LSP will continue to work on identifying alternative strategies. PR O G R E SS TOWA R DS EO F O THREE 47 sistance to MoH to set up a Task Team Group, which will be responsible for the national strategy’s adaption and rollout in priority districts. In October 2018, MoH released a Decision Letter on the Task Team Group’s Coordination to Pre- vent Stunting, which demonstrates the ministry’s commitment to implementing the national strategy. In November, MoH also held a meeting with the 100 stunt- ing priority districts — all district heads attended — to socialize the National BCC Strategy, and to sensitize districts to adapt and implement it at the district level. Going forward, MoH will provide intensive support for an initial group of selected district governments (about 30 Length mat is an early detection tool to identify stunting on childern under 2 years old or 40 districts) to help them adapt the with children under the age of five, will not affect the annual poverty calculation, strategy to their local setting, and to and is less prone to errors. In December 2018, LSP supported BPS and the National develop the required local regulations Institute of Health Research and Development (Badan Penelitian dan Pengemban- to enable its implementation. In 2019, gan Kesehatan Kementrian Kesehatan, or Balitbangkes Kemenkes) (within MoH) LSP will provide technical assistance to to pilot the SUSENAS anthropometric modules and provided field guidance in two guide MoH in providing increased sup- districts. During the same month, LSP also held a workshop where an LSP-support- port to these districts. ed consultant provided guidance on calculating and selecting proxy variables, ar- ticipated in a BPS Balitbangkes (MoH) workshop to agree about the indicators, and To help monitor and drive stunting conducted an FDG where BPS and MoH presented the indicators and formula to prevention performance, LSP is also related ministries. LSP is currently analyzing the data and results from the pilot. The supporting the GoI to measure and results and lessons will inform the 2019 SUSENAS guidelines, which are expected report on district stunting and nutri- to be issued in March 2019. In 2019, LSP will also work with other World Bank units tion service delivery rates through the (Health and Nutrition, and Poverty) to support the design and implementation of a INEY PforR Operation (Results Area 1, NatStrat Stunting Evaluation Strategy to improve the GoI’s ability to measure and Strengthening National Leadership). By report on stunting rates. The evaluation strategy will include an annual anthropo- publishing stunting and service deliv- metric measurement, realistic evaluation design, impact evaluation design, process ery rates annually, it will help the cen- evaluations, and other studies. The Stunting Secretariat at the Vice President’s Of- tral government hold district leaders to fice will prepare a Supplementary M&E Manual for the NatStrat Stunting, as well as account for implementing their commit- an Evaluation Strategy, in early 2019. ments to accelerate stunting preven- tion.110 Throughout 2018, LSP provided technical support to BPS to inform the CHAPTER 6.3 SUSENAS 2019 sampling design by in- tegrating a mini-anthropometric mod- ule. The new module presents a signif- Outcome 3: Beneficiaries have icant adjustment in stunting prevention, as it will help BPS more accurately cap- improved quality of education and ture anthropometry data and stunting rates across Indonesia, and increase health services accountability for stunting prevention. To improve education service quality in parts of rural Indonesia, LSP supported The new sampling design composition MoEC and TNP2K to complete the KIAT Guru Pilot. In 2018, LSP, along with the is more representative of households USAID Local Service Delivery (LSD) Trust Fund, supported TNP2K and MoEC to complete the pilot — which empowers communities and ties the payment of TKG 110 For example, it is expected that the annual publication of rates will help the SoVP recognize to improve teacher performance — in 203 pilot schools across five disadvantaged high-performing districts at the Annual Stunting Indonesian districts. Specifically, LSP supported MoEC to issue two legally-bind- Summits and increase public and peer-pressure ing regulations to enable the pilot’s ongoing implementation in 2018 (see Chapter on poor performing districts. 4.1, p.11 for further details). LSP and its implementing partner (Yayasan BaKTI) also 48 CH APT E R S I X provided technical, implementation, ca- the KIAT Guru Impact Evaluation — conducted by LSP and LSD in collaboration with pacity building, and monitoring support the Research in Improving Systems in Education (RISE) and the SMERU Research to national and district partners to aid Institute — demonstrate similar improvements.115 Analysis from the impact evaluation the pilot’s implementation and sustain- highlighted that: ability. By November 2018, all KIAT Guru • Community empowerment mechanisms resulted in significant improvements in Pay-for-Performance111 and Communi- parental efforts across all the three intervention groups; ty Empowerment Mechanisms (CEM)112 • Teacher presence in classrooms improved most significantly for teachers whose were successfully completed — ex- TKG was paid based on teacher presence (Intervention Group 2); ceeding their original targets. For exam- • Payment of TKG based on teacher presence (Intervention Group 2) also resulted ple, 92 percent (of 783) teachers, who in the highest learning gains of the intervention groups; and were assigned to the pilot’s Pay-for-Per- • Pay-for-Performance mechanisms work best when teacher performance indica- formance-Mechanism (PPM) models,113 tors can be measured simply and objectively (e.g., using technology or tools, such were paid according to the KIAT Guru as the KIAT Kamera, which is tamper-proof). formula — exceeding the target of 85 percent. Meanwhile, all participating In July 2018, these initial findings were shared with the GoI and other key national schools conducted monthly meetings stakeholders in technical workshops. Following these workshops, LSP undertook (2,417 monthly meetings in total) to eval- further analysis to conduct robustness checks and to identify underlying mecha- uate and hold teachers accountable nisms that contributed to the positive impacts. In December 2018, the impact evalua- based on their performance.114 tion findings were shared with the GoI in the KIAT Guru Steering Committee meeting. Preliminary impact evaluation results BOX 14. and monitoring data indicate that the KIAT Guru Remote Pilot had a positive Sharing KIAT Guru’s Lessons and Experiences impact on teacher presence, teacher Internationally and Domestically service quality, parental efforts, and Given that the KIAT Guru Pilot (Phase 1) is concluding in early 2019, in 2018 LSP student learning outcomes. Over- focused on sharing the pilot’s experiences to generate learning across broader all, Yayasan BaKTI’s monitoring data domestic and international audiences. demonstrated that teacher presence, Domestically, in October 2018 the team presented at the 8th Eastern Indonesia Fo- as reported by school user-committees, rum on engaging communities to improve student learning outcomes. About 150 improved from 65 percent (August 2016) development practitioners from various institutions, universities, and development to 88 percent (September 2018), ex- agencies attended the forum. As part of the presentation, visitors from eastern In- ceeding the target of 85 percent. During donesian not only heard about the pilot’s mechanisms and outcomes, but also ex- the same period, perceived teacher ser- perienced the KIAT Kamera application first-hand. The pilot was also presented at vice quality improved from 56 percent an event organized by the Indonesia Development Forum and the Jakarta Devel- to 90 percent, also exceeding the tar- opment Network. get of 85 percent. Initial analysis from Internationally, the KIAT Guru Team also presented the pilot at the Global Partner- 111 The Pay-for-Performance Mechanism ties pay- ship for Social Accountability Forum in Washington D.C in November 2018. Approxi- ment of TKG to teacher presence or teacher ser- mately 300 representatives from CSOs and donors attended the forum. In the same vice quality. month, the Director General of Disadvantaged Areas Development in MoV hosted Community Empowerment Mechanisms provide 112 a KIAT Guru dissemination event involving 13 other PDT districts. community representatives with an explicit role to monitor and evaluate teacher service perfor- In general, the pilot sparked interest and was positively received by the forums’ mance. various domestic and international participants. 113 Under the KIAT Guru PPM models, teachers’ TKG payments are paid based upon teacher pres- ence in Treatment Group 1; while teachers’ TKG payments are paid based on teacher service per- formance in Treatment Group 2. Treatment Group 3 is the control group, where teacher payments are not tied to presence or performance. This exceeded the target of 2,000 monthly 114 meetings. The LSP, SMERU and RISE team completed the 115 endline survey in 270 pilot schools in April 2018. As part of the endline survey, the team gathered data from schools, teachers, students, parents, vil- lage governments, and communities in the target- ed villages. The team also undertook initial data KIAT Kamera (Photo: TNP2K - KIAT Guru) analysis in May 2018. PR O G R E SS TOWA R DS EO F O THREE 49 LSP will publish a Working Paper on the impact evaluation’s full results, and a policy FIGURE 11 brief, in June 2019. These publications will be shared with the GoI and relevant stakeholders through various workshops nationally and internationally. KIAT Guru Capacity Building Training To ensure sustainability of the KIAT Guru mechanisms after the discharge of com- munity facilitators, in April 2018 LSP supported various capacity building ses- FROM AUGUST 2016 sions for national (MoEC), district (government officials), and local (village cadres UNTIL APRIL 2018 and user committee members) pilot stakeholders. From August 2016 until April 2,628 2018, 2,628 village cadre and user committee members (83 percent male and 17 percent female) participated in training focused on continuing to evaluate teachers independent of the pilot’s facilitation support.116 In addition, as of November 2018, 995 MoEC and district government officials (87 percent male and 13 percent female) VILLAGE CADRE had participated in capacity building sessions, which focused on sustaining imple- AND USER mentation and administration independently of the pilot’s mechanisms.117 Specifi- COMMITTEE MEMBERS cally, as highlighted in Chapter 4.1, these sessions involved developing work plans, allocating funding and resources, drafting decrees to support pilot implementation, and administering TKG payments based on the community’s teacher performance evaluations. Furthermore, given these positive results, the GoI committed to scaling the KIAT Guru Pilot to help improve the quality of education services across a greater area. In November 2018, MoEC requested support to scale the KIAT Guru Pilot (KIAT Guru Phase 2). Under KIAT Guru Phase 2, LSP, along with the USAID LSD Trust Fund, will 83% 17% support MoEC, TNP2K, and implementing districts to: MALE FEMALE • Continue to work in all original 203 KIAT Guru Pilot schools and support govern- ment-led scaling to an additional 183 schools in the same five districts;118 PA R T I C I PAT E D I N • Simplify and digitize the KIAT Guru’s Community Empowerment Mechanism and CAPACIT Y BUILDING SESSIONS TO ENSURE Pay-for-Performance Mechanism by upgrading the android-based application G R E AT E R S U S TA I N A B I L I T Y (KIAT App) and Management Information System (MIS); and • Test the KIAT Guru mechanisms in secondary education, including using TPG in From January to April 2018, 598 village cadre 116 up to 40 schools in five pilot districts. and user committee members participated in ca- pacity building training. As part of KIAT Guru Phase 2, it is expected that LSP and LSD will also provide 117 This exceeds the target of 750 staff. technical assistance to the GoI on the government-led scaling and evidence-based 118 Under Phase 2, all 203 original pilot schools will be converted from Intervention Groups 1 and 3 to policy recommendations, undertake a survey to identify longer-term impacts and Intervention Group 2. Intervention Group 2 tied governance and institutional challenges for scaling, and conduct an impact eval- the payment of teachers’ TKG based on teach- uation on KIAT Guru Phase 2’s mechanisms, and the government-led scaling and er presence. As the KIAT Guru Impact Evaluation found, Intervention Group 2 was most successful implementation. In January 2019, the World Bank will finalize the design of the KIAT in improving teacher presence in classrooms and Guru Phase 2, which is expected to commence during the first quarter of 2019. resulted in the highest learning gains. BOX 15. Strong Local Commitment to Sustain the KIAT Guru Pilot District and village commitment for the KIAT Guru Rural Pilot is strong and has helped harness national commitment and buy-in. For example, in 2018 the five dis- tricts allocated Rp 3.6 billion (US$ 248,602) and villages Rp 6.3 billion (US$ 435,053) to sustain project implementation. In addition, in 2018 all five pilot district governments also expressed interest to sus- tain implementation in the 203 pilot schools, and to scale field implementation to 183 additional non-pilot schools in 2019 using their own budget. Recording teacher’s attendance using KIAT Kamera (Photo: TNP2K – KIAT Guru) 50 CH APT E R S I X BOX 16. Remote West Kalimantan Village Running KIAT Guru Program Independently Photo: TNP2K - KIAT Guru The tropical downpour only subsided after dusk in Temawang Meanwhile, village governments have allocated village bud- Bulai, but it did not deter villagers to gather at the village hall get for KIAT Guru’s operation. Temawang Bulai Village Head, for the monthly meeting that September evening even though Pinsisius Sipa, said his office was happy with the result of the most of them had been working in the field during the day. By program and that the village administration has allocated Rp 11 8.30 p.m., about 40 men and women began to discuss imple- million for the program’s operation in 2018. menting the KIAT Guru program to improve teachers’ perfor- “This program taught us to create openness and transpar- mance in the remote village of Sepauk Sub-district in Sintang ency,” Pinsisius said. District, West Kalimantan. Despite the continuation, a joint monitoring team found some “This meeting is facilitated by project cadre and [the issues that might hinder the quality and sustainability of the pro- School] User Committee [Kelompok Pengguna Layanan gram. Administration and budgeting of village funds, archiving or KPL consisting of representatives from parents, com- and recording, as well as reporting and budget disbursements, munity leaders and members]… We invited around 20-30 need to be improved. Village governments have yet to do an parents, and usually half of them come every month. It’s optimal job in monitoring the monthly meetings and reviewing been a regular meeting since we ran the program inde- the service agreements between KPLs and teachers. Village pendently,” said Uti, Acting Principal of Lepat Betung Ele- governments’ delay in completing annual reports has also mentary School. pushed back budget disbursements for the KIAT Guru pilot. In Sintang, the pilot has been implemented since July 2016 at The District Education Office has been urged to work with 66 schools in 22 very disadvantaged villages. Between Oc- schools to ensure better program administration and provide tober 2016 to March 2018, teachers’ attendance at SDN 40 coaching for teachers or principals whose performances are Lepat Betung rose from 71 percent to 75 percent. The illitera- unsatisfactory (based on the KPL’s evaluation). cy rate dropped from 10 cases to 2 cases, while innumeracy Simin, Secretary of Ketungau Tengah Sub-district, said sub-dis- decreased from three to zero. At neighboring Lepung Beru- tricts must be strengthened to support villages in implementing ang Elementary School in Sekubang Village, illiteracy rates the program. dropped from six cases to one, while innumeracy decreased “Many people can’t attend the monthly meeting — that’s from two to zero. Additionally, more children have the lan- the challenge. There should be incentive in innovation to guage ability according to, or even above, their grade level. drive communities and teachers to manage the program The pilot was handed over to village authorities in December sustainably,” said Simin. 2017, and nearly 10 months on — based on the joint monitoring While some issues still need to be resolved, in general the by TNP2K, Yayasan BaKTI and the World Bank — it is still run- communities are happy with the program. ning well with the backing of central, district, and village-level regulations and funding. Village governments, cadres, KPLs, “There have been changes in the mindset of communities schools, and the communities have joined hands to improve and parents — they are more involved and no longer want the quality of education. The KPLs are actively evaluating to just leave everything up to the schools. The downside of teachers’ service agreements, and most cadres continue to the program is that my children no longer want to help me organize and facilitate the monthly meetings, which shows in the fields. They’d rather study and do school activities,” consistency in the schedule and participant numbers. said Ache, KIAT Guru cadre and farmer in Temawang Bulai, laughing. C HA P T E R S EV E N 51 Gender and Social Inclusion 07 International evidence shows that maximizing opportunities for women, girls, and other vulnerable groups can contribute to national growth and help reduce poverty at the community and household-level. Further, countries that proactively and regularly invest in the skills and resources of all members of society are more likely to prosper than countries that do not. Indonesia has made significant progress in terms of economic growth and gen- der equality in recent years. However, education, health, and economic opportu- nities of women and other vulnerable groups continue to lag. While Indonesia has strong high-level policy commitment for gender equality and disabilities inclusion, some laws and regulations reinforce discrimination and traditional gender norms. Further, prevailing social and cultural norms about women’s family and childcare responsibilities, childcare constraints, low educational attainment and increasing religious conservatism are, in some cases, pushing women back into the domestic sphere (“redomestifikasi”) and eroding previous advancements in women’s eco- nomic empowerment and labor force participation. In addition, according to the International Labour Organization (ILO), Indonesian disabled persons continue to be socially excluded and face discrimination in accessing health, education, and employment opportunities.119 LSP continues to work to improve gender equality and social inclusion, and spe- cifically health, education, and economic outcomes for women and other vulner- able groups. LSP’s approach to gender equality and social inclusion (GESI) is guid- ed by the World Bank’s Indonesia Country Gender Action Plan (CGAP).120 In line with the GCAP, LSP also supports two priorities of the GoA’s Gender Strategy, including enhancing women’s voice in decision-making, leadership, and peace-building, and 119 ILO Jakarta Office. 2017. Inclusion of People promoting women’s economic empowerment. Together, these two strategies pro- with Disabilities in Indonesia. https://www.ilo.org/ wcmsp5/groups/public/@asia/@ro-bangkok/@ vide LSP with a framework to pursue GESI outcomes across the MDTF. LSP opera- ilo-jakarta/documents/publication/wcms_233427. tionalizes these strategies in three main ways: (1) generating GESI-related research, pdf. analytics, and evidence to inform dialogue with the GoI and future operational sup- 120 The CGAP supports Indonesia to reduce high port; (2) supporting projects and activities with an explicit focus on addressing GESI maternal mortality rates; increase low female labor force participation and access to finance; barriers and inequalities; and (3) strengthening the GoI’s pilots, programs, and poli- and increase women’s participation in local deci- cies to better consider GESI outcomes. In 2018, notable GESI progress include: sion-making processes. 52 CH AP TER S E V E N 1. Generating GESI-related research, analyses, and evi- groups should be re-empowered to establish a com- dence to inform dialogue with, and support to, the GoI. petitive policy arena. In 2019, LSP will focus on building • In November 2018, LSP finalized the ‘Mapping Indo- dialogue with relevant counterparts to identify concrete nesia’s Civil Service’ Report.121 TThe report documents actions and the most effective channel to take these findings from the joint LSP and Indonesia’s State Civil actions forward. Service Agency (Badan Kepegawaian Negara, or BKN) 2. Supporting projects and activities with an explicit focus analysis, which analyzed over four million BKN civil ser- on addressing GESI barriers and inequalities. vice personnel records in terms of various demograph- • Since 2007, LSP has supported MoV’s Generasi Project, ic, education, recruitment, rotation history, and upward which aims to address specific gender inequalities re- mobility variables. Overall, the analysis highlighted that lating to pregnant women and new mothers’ access to since Indonesia’s democratic transition in 1999, the basic services, maternal health and infant nutrition, and country’s civil service has become increasingly meri- women and the poor’s involvement in village planning tocratic. However, gender disparities and promotional and decision-making. As highlighted in Chapter 6.2, penalties still exist, with women and religious minorities Generasi’s conditional grants and a community empow- less likely to be promoted now than before 1999. Based erment approach was effective in improving women’s on this analysis, LSP formulated policy recommenda- access to prenatal health services and nutritional care tions to increase women’s opportunities within the civil for mothers and infants in targeted areas. For example, service (including recruitment, leadership, and the use the latest Generasi Project monitoring data, which in- of incentive-based strategies) (See Box 17, p. 53 for fur- cludes multiple gender-specific indicators, indicates that ther details). Overall, this work helped increase the GoI’s Generasi helped increase: the proportion of pregnant knowledge about the different gender dimensions and women who received four prenatal care visits (approxi- barriers within Indonesia’s civil service. Going forward, mately 98 percent versus 80 percent target), deliveries LSP will focus on building dialogue with BKN about that were assisted by trained professionals (approxi- these findings and recommendations. mately 98 percent versus 85 percent target), pregnant • LSP conducted the second Sentinel Villages Quantita- women participating in monthly pregnancy and nutri- tive Survey in 2018 (the first survey was conducted in tion classes (in three provinces only) (approximately 2016), which documented a statistically significant gap in 83 percent versus 60 percent target), and parents of women’s attendance and level of participation in village zero to two year olds who participated in parenting and forums. The draft study also found that even when wom- nutrition classes (in three provinces only) (approximate- en attend these forums, they often do not participate as ly 64 percent versus 60 percent target). Furthermore, actively as their male counterparts. The draft Sentinel Generasi’s citizen engagement tools and mechanisms Qualitative Study found that this is often the case as to maximize women’s participation led to over 923,000 women tend to be less aware about the relevance of women (from 5,789 villages in 11 provinces) participating village meetings and because some women do not feel in village-level (health and education) planning and de- sufficiently informed. Going forward, the findings from cision-making processes in 2018. the Sentinel Villages Study will be used to inform future 3. Refining and strengthening the GoI’s programs, pilots dialogue and actions with the GoI, including via the new and policies to better consider GESI barriers and out- proposed Village Operation (see p.53). comes. • In 2018, LSP also launched the Stocktaking Review on • Based on data from LSP’s draft Sentinel Village Study Inclusion to further unpack and systematically assess and Stocktaking Review on Inclusion, the new proposed the way in which the Village Law framework, training, Village Operation will include an explicit focus on clos- and accountability of government officials and other de- ing the gap between women and men’s engagement velopment programs hinder or promote inclusion. The in village meetings. Due to the studies’ draft findings draft review found that several factors can hamper par- about women’s limited attendance and active participa- ticipation among the poor, including potential exclusion tion in village forums, the proposed operation intends as a result of village governments, limited capacity, high to: support the GoI to expand training opportunities opportunity costs, and a tendency to prefer engaging for women on basic Village Law information and core in informal negotiations rather than in formal delibera- village development functions, work with village cad- tive forums. The draft review also recommended that: (1) res to strengthen their capacity to encourage women the contestability of the policy arena at the village level to engage in village meetings, and re-institute special should be preserved, and (2) village-level civil society meetings to discuss women-only development needs before presenting them in village meetings. The oper- The BKN analysis results were also disseminated at a BKN-led 121 ation also intends to add gender-specific modules to workshop in May 2018. encourage village governments and councils to better G E N DE R A N D SO C I A L IN CLUSIO N 53 involve women in planning meet- ings, and to pay greater attention BOX 17. to gender-focused projects and activities. It is expected that the Analyzing Indonesia’s Civil Service Database proposed operation will also in- to Improve Public Service Delivery and clude gender-specific indicators to measure progress in these Development Effectiveness areas.122 Given the operation’s An effective civil service is critical for improving public service delivery and overall planned scope, these changes development effectiveness. Yet, until a recent LSP report, very little was known about are expected to affect a large Indonesia’s civil service, including the background, function, and diversity of millions share of Indonesia’s villages over of civil servants who deliver frontline services (e.g., teachers, midwives, and health- the project period. care workers). To help fill this gap, since 2017 LSP has worked with the GoI’s BKN to analyze the agency’s civil service database, which includes nearly four million civil • The INEY PforR Operation sup- servants’ records. LSP also mapped Indonesia’s active civil servants to examine per- ports gender equality by improv- sonal characteristics, including age, gender, education level (a proxy for skill-level), ing maternal health and reduc- recruitment, rotation history, and promotions. ing trade-offs between women’s Overall, the analysis showed that despite the civil service’s increasing meritocratic household work and their market trend since Indonesia’s 1999 democratic transition, a promotional penalty and gen- roles. Consequently, the opera- der disparity exists within the Indonesian civil service, with women and religious mi- tion was Gender-Tagged by the norities less likely to be promoted. The analysis also highlighted a large variation in World Bank in 2018.123 Lessons civil servants’ educational attainment among the GoI’s departments and ministries. and data from the Generasi Proj- Results from the BKN analysis were documented in LSP’s ‘Mapping Indonesia’s Civil ect — along with LSP’s support — Service’ Report and in an accompanying infographic, which were published in No- informed a gender gap analysis vember 2018.124,125 The report addressed two important questions. and action plan for the operation. 1. Are civil servants from historically underrepresented groups, including wom- Specifically, LSP funds allowed en, given equal opportunities for advancements and promotion? The analysis enhanced district consultations showed large gender balance variations across government departments (both which considered issues on gen- national and sub-national). Men tend to dominate management-level positions at der, such as approaches and all levels of government and particularly at the top levels. Meanwhile, women are constraints to increasing men’s about one percent less likely to be promoted in a given year, and the gender pen- alty for women (particularly in the early stages of their career) increased by one participation in Posyandu and percent after 1999. ECED, and reaching out to ado- lescent girls to attend Posyandu. 2. Are highly skilled and knowledgeable workers currently being attracted, recruited and promoted? The analysis found that Indonesia’s civil service recognizes merit Consequently, the INEY gender and often elevates highly skilled civil servants to leadership positions. Yet, bet- action plan includes interventions ter-qualified frontline service providers (teachers and medical personnel) tend to that target pregnant women, the be concentrated in wealthier regions. For example, over 67 percent of teachers NatStrat Stunting’s priority nutri- in Java have a four-year university degree, compared to only 54 percent in Papua tion-sensitive interventions, male and West Papua. participation in nutrition and par- Based on these trends and disparities, LSP recommended GoI action in three policy ent counselling interventions, and areas: 1. Increase promotion opportunities for women and increase their overall represen- 122 For example, indicators may include the percent tation in senior positions. of villages ensuring that women receive training Plan for the upcoming wave of retirements within the civil service by recruiting 2. on core village development modules, as well as more women from top universities, and hiring medical and teaching staff only from the inclusion of specific modules on women-spe- licensed and accredited institutions; and cific needs in core training for the village appara- tus and council. 3. Distribute skilled civil servants more evenly throughout the country by improving The World Bank Gender Tag is an internal World 123 the incentives for highly skilled service providers to rotate into remote regions. Bank tracking mechanism for operations that demonstrate they will address a specific gender To date, the ‘Mapping Indonesia’s Civil Service’ analysis has informed LSP’s 2017 gap (as outlined in the World Bank’s Gender Strat- Policy Brief (Using the Budget to Close the Gender Gap) for the Minister of Finance egy) and include a clear and measurable results and the GoI’s Macroeconomic Fiscal Framework. In 2019, LSP will focus on building chain that links analysis, actions, and M&E. dialogue with BKN about these findings and recommendations. 124 https://localsolutionstopoverty.org/publication/ mapping-indonesias-civil-service.html. 125 http://www.worldbank.org/en/news/info- graphic/2018/11/21/mapping-indonesias-civil-ser- vice-2018. 54 CH AP TER S E V E N early marriage and adolescent pregnancy. The operation’s results framework also includes gender-specific indicators to measure progress on addressing identified gender gaps. To ensure these actions achieve their intended out- comes going forward, LSP will focus on ensuring that the GoI has the required resources and capacity to implement the identified interventions and to track their progress. • The ECED Frontline Pilot supports recognition of, and support for, children with special needs. The ECED learning materials, which were used to train over 15,000 ECED teachers in 2017, incorporated modules for ECED teachers to recognize children with special needs, adjust learning environments to ad- dress their needs, and to seek support via referral systems. It is estimated that these modules were applied by teachers who identified they had children with special needs in their classes, including 25 percent (73) and 21 percent (60) of teachers who were interviewed during the Teacher Competence Evaluation baseline and end line, respectively.126 In Nganjuk (East Java) and Sumbawa (NTB) Districts, multiple teachers noted that the training module addressing We learnt how to treat children with special needs increased their confidence in working with special needs children.127 them [children with special needs] fairly in the classroom. ECED Frontline Pilot Participant 126 The ECED pilot project did not collect primary data on the children (including children with special needs) under the care of ECED teachers who par- ticipated in the pilot. 127 ECED Sustainability and Scalability Case Studies in Nganjuk, Sumbawa, and Timor Tengah Utara. ECED learning materials were used to train over 15,000 teachers in 2017 G E N DE R A N D SO C I A L IN CLUSIO N 55 • The Village Law PASA assisted the Directorate General of Village Govern- ment, MoHA, to draft the Permendagri No. 18/2018 on Village Community and Customary Institutions, which was issued in March 2018. The new permend- agri is significant as it recognizes village community and customary groups (e.g., women, youth, and indigenous peoples’ groups), and provides them with the legal grounds and access to resources (funds) to help strengthen their capacity to participate in village development (e.g., funds can be spent on training or other capacity building activities). In addition to the above, in 2018, LSP strengthened its own Facility-level M&E Framework to ensure more regular tracking of sex-disaggregated data. While multiple project results frameworks include gender-specific indicators (e.g., Genera- si and the INEY PforR Operation), to date the Facility’s tracking of sex-disaggregated data across all projects and activities has not been consistent. To help improve this, LSP strengthened its current Activity Tracker tool to ensure projects more regularly track sex-disaggregated data. The LSP Secretariat continues to work with project teams (as part of ongoing activity tracking) to ensure this data and information are captured where possible. 56 CH AP TE R E I G HT Key Challenges and Future Priorities Hamlet meeting in Ngada District, East Nusa CHAPTER 8.1 Tenggara to discuss the priority of village activi- Key Challenges, Responses ties using Village Fund and Lessons Over the past four years, LSP has transitioned from a Facility that primarily support- ed the GoI-World Bank projects to a Facility that supports the GoI’s larger programs and systems. As part of this transition, LSP has shifted from implementing projects that are managed under a single directorate128 to focusing on strengthening the GoI’s own policies, decentralized institutional arrangements, and capacity building, monitoring, and accountability systems. This is the main pathway through which LSP is ensuring the sustainability of the lessons learned from 18 years of large-scale CDD. 08 This transition presents major opportunities to leverage the GoI’s increased fund- ing streams dedicated to village development and local service delivery (includ- ing areas such as stunting prevention). As documented, the GoI has made good progress in establishing a comprehensive policy framework;129 introducing pilots to 128 A single directorate, which often had its own dedicated project implementation units (PIU), facilitation structures, MIS, and accountability systems. 129 For example, including multiple regulations supporting areas of Village Law implementation and local service delivery (including health and education). KE Y L ESSO N S L E A R N ED A N D F UTURE PRIO RITIES 57 test new approaches to strengthen service delivery, and sig- cility’s impact (see Annex 2: MDTF Efficiency and Financial nificantly increasing the financing available to support village Update on p. 63 for further details). and local development, with World Bank support in specific 2. Challenge: Providing clear guidance and effective, de- areas (supported by LSP, DFAT and USAID). mand-driven training and facilitation to local actors (village governments, local service providers, and com- At the same time, this transition from a ‘project’ to a ‘govern- munities) about new arrangements, responsibilities, and ment systems’ approach presents major challenges. And accountability mechanisms. Indonesia’s CDD experience while the GoI has made significant progress, much remains has demonstrated the importance of sustained, frequent, to be done. The GoI’s needs increasingly concern the roll- competent, on-the-ground support — mostly provided via out of large-scale system strengthening, capacity reform, and dedicated project facilitators — to help local actors imple- improved coordination that is focused on results (rather than ment participatory and inclusive approaches. Introducing inputs only). In the early years of the transition from CDD to the and embedding such approaches within the GoI’s training Village Law, LSP primary focused on providing technical assis- and capacity systems which rely heavily on traditional top- tance and pilots to help the GoI establish regulations, design down cascade training and a ‘one-size-fits-all’ approach, systems, and to improve curriculum and modules for training. requires reforms that will take time. However, LSP’s emphasis is increasingly shifting towards the rollout and implementation of improved systems and capacity LSP Response: The World Bank’s platforms on village building approaches, and towards helping the GoI coordinate development and local service delivery both support the inputs from different ministries and levels of government to- evaluation, refinement, and rollout of improved, large-scale wards common results. capacity support. These are predominately supported via INEY and the new proposed Village Operation, along with LSP is directly targeting these challenges in its village and LSP technical assistance to support responsible ministries local service delivery interventions: (and local governments) to improve training curricula and 1. Challenge: Addressing coordination challenges that modules, assess capacity needs and demand, and to in- accompany a ‘government systems’ approach, and the troduce new methodologies and delivery mechanisms that more complex institutional arrangements that govern and improve the effectiveness and reduce the cost of building manage Village Law implementation, local service deliv- local capacity and accountability. For example, LSP assist- ery, and stunting prevention. While former CDD programs ed the GoI to implement an HDW model and introduce new were managed by a dedicated project implementation unit tools (via Generasi and the INEY Operation) to build village, (PIU) in a single directorate, Village Law implementation de- service provider and community capacity to access and pends on four ministries, 33 provincial governments, and converge stunting-related services. 434 district governments, along with their deconcentrated 3. Challenge: Strengthening the collection and use of sub-districts. Meanwhile, the success of the NatStrat Stunt- monitoring data using its own M&E systems rather than ing relies on effective coordination among 10 GoI ministries, dedicated project management information systems (MIS). along with key actors at the national, provincial, district, and Downward and upward accountability, oversight, and su- village levels. pervision support depend on collecting reliable data on LSP Response: The INEY PforR and the new proposed Vil- spending, outputs and outcomes. Unlike an MIS, data on lage Operation place strong emphases on strengthening village and local service delivery is generated by multiple coordination and “convergence” around results that re- systems that are not integrated — in part because each sys- quire actions and inputs from multiple ministries and levels tem ‘belongs’ to a particular ministry. Although progress is of government. The INEY Operation’s results and disburse- being made, the GoI’s M&E systems still require significant ments focus on strengthening coordination among 10 GoI investments to improve data reliability, systems integration, ministries (SoVP, MoF, MoHA, MoH, MoEDC, MoSA, BPS, and data sharing, along with reporting back to communi- Bappenas, MoV and Kemenko PMK) under the NatStrat ties. In addition, many of these systems still often do not Stunting. The new proposed Village Operation strengthens track indicators on village/local service provider capacity coordination between Bappenas, MoHA, MoV, and MoF, as and governance,130 and tend to focus more on outcomes well as with local governments, to improve village capacity and outputs. In the short-term, these issues are difficult for and accountability. Both operations support strengthened, villages and local service providers to solve. government-led coordination structures and monitoring LSP Response: Strengthening and integrating the GoI’s systems. As part of the ECED Pilot’s scaling, LSP also ac- M&E systems is a key focus of both operations, as well as tively monitors coordination between MoEC and MoV to LSP’s accompanying technical assistance. The INEY Op- ensure that project milestones and targets are met. LSP eration has a very strong focus on strengthening the col- also regularly coordinates with other development partners and donors to reduce duplication, and to maximize the Fa- 130 In comparison, CDD project MIS’ collect information on village participa- tion, inclusion, outputs and outcomes. 58 CH AP TE R E I G HT lection of data on stunting, alongside data on spending, LSP Response: Both INEY and the new proposed Village outputs, and results of stunting-relation interventions and Operation support the GoI to strengthen its systems that programs. For example, LSP (via the Managing-for-Results measure stunting and village outcomes, as well as the in- Project) helped inform Bappenas and MoF Tagging Guide- puts and outputs needed. Furthermore, the rural poverty lines for the NatStrat Stunting. The guidelines allow the GoI analytical work under the Village Law PASA will support the to identify and track budget allocated for stunting interven- GoI to use its own data (e.g., Potensi Desa or PODES) to tions across the central government, and help bring togeth- make better assessments of village service delivery, and er Bappenas and MoF’s previously separate stunting-relat- to more systematically identify key constraints and oppor- ing planning, budgeting, and evaluation processes. The tunities to improve the quality of village spending across new proposed Village Operation also places strong em- different parts of Indonesia phasis on building more integrated village data systems. 6. Challenge: Building a shared understanding, consensus This work builds on LSP’s previous and current support to: and ownership to support activity implementation. LSP improve village data, standardize classifications on village works with a range of stakeholders, counterparts and part- spending and outputs, identify overlaps and opportunities ners with differing priorities, perspective and incentives. to integrate various systems to collect village data, as well Gaining consensus, building shared understanding, and as the using technology to strengthen data collection and working towards a common purpose takes time and re- analysis. KIAT Guru Phase 2 will also incorporate a greater quires deliberate steps. For the 2017 LSP Steering Commit- focus on improving data quality (on teacher presence and tee-approved activities including those related to stunting performance) and management. and LED, it became apparent that enhanced communica- 4. Challenge: Strengthening accountability mechanisms and tion and knowledge sharing were needed with various incentives for local results. Under former CDD projects, block stakeholders including donors. grants were tied to village/community compliance with basic LSP Response: Going forward, LSP is developing a com- ‘rules of the game’, and performance was tracked through munication and outreach mechanism to ensure that com- project-based MIS (such as the Generasi Project). However, munication between key stakeholders occurs earlier and now there is limited linkage between the GoI’s transfers and more frequently during activity-planning stages, while also village or local service provider performance. including joint field visits. Field visits accompanying project LSP Response: LSP’s interventions and pilots — related to Team Leaders would serve as an excellent basis for en- the Village Law, stunting reduction, and teacher allowanc- hanced communication and shared understanding of pro- es — not only set and monitor results, but also link these gramming challenges, as well as provide a firsthand view results with performance via rewards and sanctions. For ex- of the development outcomes. In 2019, LSP will prioritize ample, the INEY Operation supports the GoI to monitor and reprogramming the remaining LED program and will con- reward performance through disbursing funds of various tinue to strengthen its relationships with donors and other ministerial and local government actions needed to reduce relevant development partners by providing more frequent stunting. The new proposed Village Operation also focuses updates (e.g. through the LSP Steering Committee and in- on strengthening systems, and on improving the incentives terim update meetings). This will also help to ensure that for village governments to spend their funds more effective- evolving stakeholder priorities and expectations are clear ly using participatory and inclusive community approaches. and effectively managed. Finally, the KIAT Guru Pilot focuses on improving teacher ac- countability by linking payment of remote teacher allowanc- Assisting the GoI on large-scale implementation will depend es to presence and performance in the classroom. in part on whether LSP, the World Bank, and other exter- nal partners can provide adequate support. The new oper- 5. Challenge: Generating rigorous, action-oriented analy- ations on stunting reduction and village development provide sis, and evaluations to help make practical adjustments important entry points to support results-based, large-scale that improve the quality and impact of the GoI’s large implementation of these two platforms. However, based on programs. The GoI is increasingly focused on the impact of past experiences, the effectiveness of these operations will its large investments in villages and decentralized service depend on the World Bank’s ability to provide robust technical delivery. However, gaps remain in the GoI’s capacity and assistance, drawing on both Indonesia and global experience, methodologies to assess the impact of the GoI’s programs. as the GoI tests and rolls out solutions to the challenges men- Further, it is difficult to apply a traditional randomized con- tioned above. As LSP draws to a close, a key risk is whether trol trial (RCT) to assess the impact of many of the GoI’s the World Bank is adequately resourced and staffed to sup- programs.131 port these new operations and to provide the accompanying technical and analytical support to institutionalize good prac- Due to the nature and coverage of the GoI’s programs it is difficult to ran- 131 tices within the GoI’s systems, building on the long PSF-LSP domly designate control and treatment groups to compare performance. partnership. KE Y L ESSO N S L E A R N ED A N D F UTURE PRIO RITIES 59 The approaching Presidential Elections will bring opportu- evaluations, assisting MoH’s national awareness cam- nities within the reform agenda, which LSP will leverage. paign and districts’ adaption and rollout of the Nation- The April 2019 Presidential Elections are fast approaching and al BCC Strategy, and supporting the GoI’s expenditure have led to some delays in implementing key reforms. Howev- analysis, inter-governmental fiscal reforms, data system er, the elections also present an opportunity to contribute to improvements, and provincial capacity building support post-election “reform windows” as the new government sets its for districts. medium-term priorities. In the lead up to the election, LSP will ♦ Informing and strengthening the GoI’s HDW scaling (via continue to build the evidence base for technocratic reforms the INEY PforR Operation) to incentivize village-level, and improvements that can inform the new government’s pri- multi-sectoral stunting prevention interventions. orities and enhance the impact of these large programs. • Improving basic service delivery performance for better human development outcomes: CHAPTER 8.2 ♦ Finalizing and disseminating the KIAT Guru Impact Eval- uation results and policy recommendations and launch- Future Priorities for 2019 ing the proposed KIAT Guru Phase 2. ♦ Finalizing and disseminating the ECED Frontline Pilot’s LSP will continue to focus on institutionalizing and sustaining evaluations and using the results to inform the GoI’s evidence-based, community centered practices and mecha- national Diklat Berjenjang scaling as part of the Nat- nisms in the GoI’s key programs, systems, and structures. The Strat Stunting and INEY PforR Operation. Facility will also increasingly focus on pursuing key emerging ♦ Supporting policy and system interventions that enable priorities such as utilizing disruptive technologies, along with village governments to increasingly fund health and ed- preparing for the MDTF’s transition phase, the upcoming 2019 ucation services, in addition to stunting interventions, Indonesia Presidential Elections, and the next administration. using Dana Desa. Throughout 2019, key programmatic priorities will include: • Producing high quality analytical work to inform the • Strengthening LSP support for the GoI’s Village Law via GoI’s policies, particularly with regards to village devel- opment, poverty reduction, basic service delivery, and an expanded operational platform. gender equality: ♦ Informing and finalizing the design of the new proposed ♦ Finalizing, disseminating, and utilizing knowledge and Village Operation and launching initial implementation evidence from the Sentinel Villages Study to inform the (e.g., establishing the governance and implementation GoI’s policies and regulations, and the new proposed arrangements, and initial procurements). Village Operation. ♦ Launching support to strengthen the GoI’s systems for ♦ Working with Bappenas, MoHA, and MoV to harmonize village capacity building and monitoring, with a focus on and strengthen the GoI’s current village indices and shifting to new modes of training, capacity building, and data collection to measure and report back on village accountability systems that respond to Indonesia’s di- performance. versity, while using ‘leaner’ methods. ♦ Finalizing and disseminating the KIAT Guru and ECED ♦ Re-aligning LSP-supported analytics and knowledge evaluations to generate evidence on the impact of com- (Village Law PASA) with the new government’s priorities, munity monitoring, performance-based incentives, and and to complement the new proposed Village Opera- village involvement in local service delivery outcomes. tion’s implementation. ♦ Concluding VIP — reviewing key areas for institutional- • Deepening support for testing, refining, and rolling out ization and transfer of knowledge, platforms, and inno- technology and digital solutions to improve rural service vations into the new proposed Village Operation. delivery and economic development: ♦ Increasing understanding about the drivers of rural ♦ Testing and applying digital applications and tools to poverty and economic marginalization, and identifying promote more inclusive rural service delivery and eco- opportunities for villages to undergo greater rural eco- nomic empowerment. nomic development and poverty reduction impact from ♦ Undertaking analytics on technology, and digital and ru- Village Law funds. ral economic inclusion. • Strengthening support for the GoI’s NatStrat Stunting: ♦ Providing operational, coordination, policy, and techni- cal support to the GoI (as part of the INEY PforR Op- eration) to implement its NatStrat Stunting, including fi- nalizing the Evaluation Strategy and supporting process 60 CH AP T E R NI NE Annexes ANNEX 1 LSP Monitoring and Evaluation Approach LSP’s revitalized Monitoring, Evaluation and Learning (MEL) framework is in place and functioning. The framework allows LSP to systematically collect, analyze, syn- thesize, and generate data on LSP progress. It has also strengthened LSP’s ability to demonstrate accountability, understand challenges and lessons learned, and report on facility-wide performance to GoI counterparts and DFAT (as the sole remaining MDTF door). Finally, the framework, combined with LSP’s rigorous project impact and process evaluations, enables the Facility to generate information about LSP’s contri- butions to outcomes in selected projects. In 2018, LSP focused on: 1. Implementing the MEL framework to generate regular performance informa- tion to inform learning, accountability, and improvements. In 2018, to generate regular and credible performance data LSP: • Updated the LSP Activity Tracker and reported back on activity progress to Task Team Leaders (TTLs) on a quarterly basis.132 The unit’s Practice Manager and multiple teams across the MDTF commended this initiative and recog- nized its importance to terms of tracking progress against agreed targets and deliverables, and improving accountability; • Held semi-annual consultations with LSP TTLs/Focal Points to discuss key up- dates and influence. Multiple TTLs/Focal Points noted that this process was useful to reflect not only on progress, but also challenges and lessons learned during the reporting period; • Finalized multiple project impact and process evaluations (Generasi and KIAT Guru Impact Evaluations, and ECED Pilot process evaluations) to better under- stand the impact of LSP-supported projects, and to generate learning about what works and does not work, to inform future GoI scaling and programming (see below); • Conducted a Reflections Workshop (January 2018)133 to collect and highlight key messages for the LSP Annual Report 2017, and to provide an opportunity for learning and improvements for future program implementation;134 09 132 The Activity Tracker is updated by each project team and captures information from project Implementa- tion Status Reports (ISRs), management implementation systems (MIS), and analyses from project outputs and deliverables. 133 The first reflections workshop was conducted in January 2018 to support the 2017 LSP Annual Progress Report. 134 LSP did not hold a Reflections Workshop for the 2018 Progress Report. Instead, information on key messages, challenges and opportunities for future improvements were collected through TTL and M&E Focal Point interviews. The LSP Secretariat team found that it is easier to collect this information through this mechanism, due to the flexibility of the one-on-one interviews and improved internal M&E processes and systems. ANN E X E S 61 • Developed three joint significant policy changes (SPCs) schools in the same five districts and test the KIAT Guru to better understand LSP’s contributions to key GoI poli- mechanisms in secondary education, including using TPG cy changes; in up to 40 schools. LSP will also use the results to formu- • Supported M&E Program Logic Training for at least five late policy recommendations to inform MoEC’s initiatives to M&E Focal Points over 2017 and 2018 to strengthen the improve teacher performance through performance-based MDTF’s M&E capacity; and incentives and mechanisms, as well as MoV’s initiatives • Circulated monthly programmatic updates to highlight concerning community participation in monitoring basic key program achievements.135 service delivery. It is expected that LSP will deliver the fi- nal results and policy recommendations in May 2019. LSP This work was led by the LSP Secretariat (including one also finalized the initial results from the ECED Frontline Pi- full-time staff member and two consultants). Clear Horizons lot’s three evaluations (process evaluation, evaluation on also provided ongoing support and quality assurance for teacher competence, and case studies on sustainability all of LSP’s MEL tools (Activity Tracker), evidence towards and scalability). Initial results from the evaluations indicate progress (Evidence Matrix), and reporting outputs (Annual that the pilot’s district-based training delivery mechanism and Semi-Annual Progress Reports and SPCs).136 is ‘implementable’, improves teacher competency, and is 2. Finalizing evaluations to understand the impact of LSP ‘scalable’. However, it requires strong stakeholder buy-in, supported projects, and to inform the GoI’s scaling and coordination, and supporting regulatory frameworks to future programming. In 2018, LSP completed the KIAT succeed. LSP is currently preparing a preliminary report, Guru Impact Evaluation to better understand the impact of which outlines these results and is expected to be final- the KIAT Guru Pilot on teacher presence, teacher service ized in January 2019. The final report, which outlines the performance, and student learning outcomes. The impact findings from all complete evaluations, is expected to be evaluation results indicate that teacher presence in class- finalized in March 2019. These evaluations’ results have rooms improved most significantly for those whose TKG informed the GoI’s scaling of the ECED Frontline Pilot as was paid based on teacher presence (Intervention Group part of the NatStrat Stunting. For example, to date, results 2). The results were shared with the GoI in July 2018 and about teaching materials are informing MoEC’s design of have informed the design of KIAT Guru Phase 2, where- the Diklat Berenjang. Finally, LSP presented the Generasi by the GoI will work in, and convert, all the original 203 Impact Evaluation results — finalized in 2017 — to Bappe- KIAT Guru Pilot schools to Intervention Group 2. Addition- nas in January 2018, and at the DFAT-supported Bappenas ally, the GOI will scale the program to an additional 183 and JPAL ‘Evidence on Stunting from Three Randomized Evaluation in Indonesia’ event in May 2018. Since early 2018, the Influence Log was reframed as Social Development Updates, which is an LSP Secretariat developed monthly email that documents key 135 updates, achievements, and influence. 136 Clear Horizons is an Australian-based firm that specializes in delivering mixed-method program evaluations. 62 CH AP T E R NI NE FIGURE 12 LSP’s Theory-of-Change BROADER Enabling citizens, villages, local governments as well as the private sector to identify and implement GOALS local solutions to reduce poverty and inequality in Indonesia Improved pro poor, inclusive, community driven, and impactful local development at village level LINE OF CONTRIBUTION END OF PRINCIPLES FACILITY OUTCOMES 1 2 3 Local governments become National & Local Governments Beneficiaries receive improved more responsive & inclusive better use fiscal resources basic service delivery INTERMEDIATE • Strengthened local framework • Strengthened national • Beneficiaries experience OUTCOMES and system to improve framework and system for increased equity of access to Government governance and downward tracking village finances and services partnership and accountability to communities outputs • Beneficiaries increasingly utilize ownership • Communities have more • Pilot villages demonstrate services e ective and structured finance allocation that is • Beneficiaries have improved participation at village-level equitable, needs based and quality of education and health Community • Local governments have pro-poor services engagement and development plans and • Village communities and accountability budget that better reflect government have improved community needs, including capacity to manage increased women and poor people finances Evidence-based • Data-driven planning and budgeting at local level is strengthened Inclusive and bottom-up process LINE OF CONTRIBUTION • Communities increasingly • National government establishes • Beneficiaries have improved Integrity IMMEDIATE involved in village development regulation on more pro-poor access to health services in OUTCOMES process (plan, budget, Dana Desa allocation targeted areas implementation and M&E) • Improved national and district • Beneficiaries are utilizing more including women & poor people government capacity support for health services in targeted areas RISKS • Good practices, lessons and villages to use funds e ectively • Nutrition services are improved in challenges are shared among (plan, budget, implement, report, target areas villagers oversee) • Local governments expand • District & village government are • Targeted villages have better relevant stunting prevention and more capable to manage village village fund allocation that meet mitigation programs in targeted development process (planning, community’s needs areas budgeting, implementation, M&E) • Pilot districts and villages • Teachers from rural/remote areas • Villagers have increased increasingly use data for planning, are better trained in target areas awareness of village develop- budgeting and M&E • Beneficiaries have improved ment plans and budget • National & local governments access to trained teachers from Coordination among • Villages with quality technical e ectively disperse special rual/remote areas counterparts and implementation plans teachers allowances • Teachers attendance and service development • Beneficiaries are increasingly performance increases in target partners / programs satisfied that village plans and areas investments meet their need and development priorities Knowledge sharing platform and mechanism PROGRAM • Managing for Results • Managing for Results • Early Childhood Education and • Early Childhood Education and • Early Childhood Education and Development ACTIVITIES Human resourcing Development Development • Generasi • Generasi • Generasi • Investing in Nutrition and Early and capacity • KIAT Guru • Investing in Nutrition and Early Years • MELAYANI Years • KIAT Guru • Village Law PASA • KIAT Guru Alignment with • Local Economic Development government • MELAYANI priorities • Village Law PASA ANN E X E S 63 ANNEX 2 MDTF Efficiency and Financial Update IM PLE ME NTAT ION EFFIC IENCY Overall, LSP has made appropriate use of the financial, time, and human resources to maximize outcomes and achievements in 2018. From 1 January to 31 December 2018, the LSP MDTF disbursed US$13.4 million. Meanwhile, from December 2007 to 31 December 2018, the MDTF had cumulatively disbursed US$328.8 million. In terms of budget expenditures, LSP had an overall burn rate of 93 percent for the 2018 cal- endar year, which is relatively on-track. LSP follows the World Bank’s financial man- agement and procurement guidelines for all proposals and activities. As part of these guidelines, LSP undertakes competitive bidding processes and assesses all financial proposals, including in terms of value for money (VfM). To maximize DFAT’s visibility of the LSP MDTF, LSP held a training session at the Australian Embassy concerning the World Bank client-connection Donor Partner Center (DPC) in June 2018.137 To assess LSP’s efficiency, the Facility tracks all activities’ progress and the extent to which they are on-track (or not). This information is fed back to Task Team Leaders (TTLs) on a quarterly basis to inform project decision-making. From January to Decem- ber 2018, 117 LSP activities were tracked in the LSP Activity Tracker. Ninety-two per- cent of activities were either completed or are on-track to be completed on time, two percent were delayed, three percent were dropped, and three percent are still under 137 The World Bank client-connection DPC allows preparation. See Figure 13 for a further breakdown of the status of activities by proj- donors to access financial and performance in- formation about World Bank trust funds, including ect. The main reason activities were either delayed or dropped/aligned (i.e., funding LSP, along with other the World Bank programs, reallocated) were due to shifting counterpart priorities, challenges with coordination including on poverty, education, environment, and among counterparts, and limited human resources and capacity of key counterparts. governance programs. FIGURE 13 LSP’s Activity Progress during January and December 2018 57% 3% 3% 35% 2% TOTAL 38% 62% VL PASA 55% 10% 35% VIP 67% 33% MELAYANI 8% 33% 58% Managing For Results 67% 33% KIAT Guru 100% INEY Policy & Program Support 33% 67% INEY Behavioural Change 89% 4% 7% Generasi 40% 60% ECED 57% 43% Analytic 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Completed Dropped Preparation On Track Delayed 64 CH AP T E R NI NE The LSP MDTF’s management is led located an estimated US$248,602 (Rp 3.6 billion), and the villages US$435,053 by the LSP Secretariat. The LSP Sec- (Rp 6.3 billion), in total to support KIAT Guru activities including socialization and retariat provides a centralized mech- training at the district and village level. anism for the MDTF’s management, • Over 2018, a number of local governments (e.g., Sukabumi and Gorantalo Dis- monitoring, reporting, communications, tricts) accessed and allocated Dana Desa to support the ECED teacher training and knowledge management functions. mechanism beyond the life of the LSP-supported ECED Pilot. This structure means that that each proj- ect does not need its own management Collaboration with other development partners: team to fulfil these functions. The Secre- LSP also regularly works with, and complements, other development partners tariat also allows for more streamlined, and donors to reduce duplication, and to maximize impact and contributions. For facility-wide management and reporting example, in 2018, LSP worked with: processes, which makes it easier for the • MAHKOTA-TNP2K to support the development and early implementation of the MDTF to work with, and communicate, GoI’s NatStrat Stunting. For example, in 2018 LSP funded technical assistance facility-wide results to counterparts, do- and consultants who worked closely with MAHKOTA-TNP2K to provide technical nors, and other relevant stakeholders. inputs, and to engage and coordinate relevant counterparts to finalize the strat- egy document. Leveraging resources: • KOMPAK to support the GoI’s Village Law agenda, including socializing Permend- To ensure that DFAT’s resources are agri No. 20/2018 on VFM, the joint LSP-Bina Pemdes Local Government Assess- used effectively, achieve better VfM, ment, and the Social Inclusion Stocktaking Review. As part of this work, LSP and and produce more sustainable out- KOMPAK regularly met and provided joint inputs. LSP also leveraged access to comes, LSP leverages resources from KOMPAK’s local networks and partners, and shared findings, analyses, and re- the national and local governments. sources with KOMPAK. For example: • The Knowledge Sector Initiative (KSI), by contributing to the Bappenas-KSI-DFAT • In May 2018, the GoI and World Bank Indonesia Development Forum in July 2018. Specifically, LSP-supported project (including LSP) finalized the US$400 teams (KIAT Guru and MELAYANI) presented at the ‘Addressing Disparities in million INEY PforR Operation, which Education Quality in Indonesia’ session. provides incentives and tools (in- • USAID to support MoEC and TNP2K’s KIAT Guru Pilot, along with the GoI’s Village cluding performance targets and Law agenda via the Village Law PASA. disbursement-linked indicators) to • USAID by presenting early findings from the Stocktaking Review on Inclusion at improve the effectiveness and im- the USAID-organized Civil Society Organization (CSO) Forum. pact of both the GoI’s NatStrategy Stunting and approximately US$3.6 Human resourcing: billion (Rp 51.9 billion) of annual GoI In 2017, the LSP MDTF was under-resourced in terms of technical and manage- spending. ment staff due to general staff turnover and initiated recruitment for five full-time • LSP, through the KIAT Guru Pilot, staff members. All new staff members commenced between March and September leveraged the GoI’s TKG mecha- 2018. The new recruitments fill gaps within the MDTF staffing structure. nism, which annually amounts to approximately US$110.5 million (Rp LSP recognizes that, as the MDTF draws to a close, a key risk is whether the World 1.6 trillion). From January to Decem- Bank is adequately resourced to support the new operations and to provide the ber 2018, MoEC contributed US$ accompanying technical and analytical support to institutionalize good practic- 207,000 (Rp 3 billion) additional es from the PSF-LSP partnership. Going forward, LSP will actively manage staffing funds for KIAT Guru coordination and needs to ensure that the MDTF is well-resourced to manage the trust fund and deliver monitoring activities, and an estimat- its technical program of work until its expected end in June 2020. Where required, ed US$ 2.3 million (Rp 32.8 billion) LSP will also engage technical experts to fill knowledge and skills gaps, both across for the TKG of eligible teachers in the the Facility’s programs and the Secretariat Structure. 203 KIAT Guru pilot schools across five districts. The five districts also al- MDT F F IN A N CIA L OV ERV IEW Pledges and Contributions As of December 31, 2018, donors have pledged and fully paid US$351 million to the MDTF. ANN E X E S 65 TABLE 2. TABLE 3. Pledges and Contributions from 2008 to 2018 Financial Status Summary (US$) YEAR CUMULATIVE PLEDGE CUMULATIVE PAID- DESCRIPTION (US$) IN (US$) Contributions Pledged Received 2008 58,624,324 22,952,786 LSP - MDTF (TF070967) 351,099,024 351,099,024 2009 67,391,804 40,758,459 Government of Nether- 31,899,970 31,899,970 2010 91,192,810 66,405,643 lands (exited out of the MDTF on June 30, 2013) 2011 125,279,210 117,980,136 Government of Australia 203,161,050 203,161,050 2012 211,601,860 169,577,336 Government of Denmark 15,120,164 15,120,164 (exited out of the MDTF 2013 343,203,780 270,775,798 on June 30, 2014) Government of United 7,934,430 7,934,430 2014 359,605,550 298,071,701 Kingdom (exited out of the MDTF on June 30, 2013) 2015 359,605,550 310,171,661 European Union (exited 6,604,906 6,604,906 2016141 354,205,520 334,309,354 out of the MDTF on June 30, 2014) 2017 354,205,520 350,976,945 Millennium Challenge 86,378,504 86,378,504 Account-Indonesia 2018142 351,099,024 351,099,024 Investment Income 3,736,423 141 The Netherlands pledged US$37 million but only contributed US$32 mil- Transfer to other funds (10,377,650) lion before withdrawing from the MDTF (PAMSIMAS) 142 The MCA-Indonesia pledged US$89 million but only contributed $86 mil- lion before withdrawing from the MD Other receipts 3,595 Total Contributions, In- 351,099,024 344,461,392 vestment Income, Transfer to other funds and Other Receipts Approved Projects Approved Disbursed Executed by Government of Indonesia 222,381,615 219,433,896 Non-Governmental Orga- 22,314,103 22,314,103 nization World Bank 83,604,332 76,373,428 Total Approved Project 328,300,050 318,121,427 Administrative Cost Recovery Program Management 13,805,573 10,649,164 and Overheads Admin Fee (1% of Contri- 3,510,990 3,510,990 butions) Total Administrative Cost 17,316,563 14,160,154 Recovery Grand Total Approved 345,616,613 332,281,581 Project and Administrative Cost Recovery 66 CH AP T E R NI NE Execution Funds are executed by the GoI, NGOs, and the World Bank. Most funds are executed by the GoI (68 percent), followed by the World Bank (28 percent), and NGOs (sev- en percent). Currently, US$ 1,056,497 is not allocated to any specific projects, as the Steering Committee is yet to approve the use of the funds. This total amount remains in the LSP Parent Fund. FIGURE 14. Share of Funds Contributed to LSP in 2018 25% 68% 7% GoI NGO WB Disbursement As of the end of December 2018, the MDTF had cumulatively disbursed a total of US$328.8 million.140 In 2018 alone, the MDTF disbursed US$13.4 million. FIGURE 15. MDTF Disbursement History TOTA L D I S BU R S EM EN T (U S $ M IL L IO N) 328.8 315.3 286.2 252.7 222.2 181.2 125.8 80.5 36.2 8.5 1.8 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 This amount excludes the administration fee of 1 percent, which was deducted by the World Bank headquarters from the donors’ paid-in contribution. As of 140 December 31, 2018, the total administration fee was US$3,510,990. ANN E X E S 67 TABLE 4. Program Expenditures by Executing Agency (US$) GOVERNMENT OF INDONESIA (GoI) APPROVED ACTIVITY CLOSING STATUS GRANT AMOUNT DISBURSEMENT CUMULATIVE DATE (US$) 2018 (US$) DISBURSEMENT AS OF DEC. 31, 2018 (US$) National Program for Community Em- 31 Dec 18 Closing 121,772,086 2,798,150 118,824,367.80 powerment in Rural Areas Healthy and Bright Generation (Generasi Sehat Cerdas) Settlement Rehabilitation and 31 Dec 13 Closed 399,644.88 - 399,644.88 Reconstruction Project (Rekompak) PNPM Urban III - Disaster Management 31 Dec 12 Closed 1,344,208.55 - 1,344,208.55 Support ID-TF PNPM Generasi (Community 31 Dec 14 Closed 67,236,713.90 - 67,236,713.90 CCT) Scale-Up Cofinancing Grant to PNPM for 31 Dec 12 Closed 30,682,561.17 - 30,682,561.17 Decentralized Management of Natural Resources and Renewable Energy Integrated Management Information 30 Nov 14 Closed 946,380.77 - 946,380.77 System (MIS) for PNPM Mandiri - SIM- PADU (Phase 2) Project PNPM Village Training Program Project 31 Dec 15 Closed 19.50 - 19.50 TOTAL 222,381,614.77 2,798,150 219,433,896.57 Non-Government Organization (NGO) APPROVED ACTIVITY CLOSING STATUS GRANT AMOUNT DISBURSEMENT CUMULATIVE DATE (US$) 2018 (US$) DISBURSEMENT AS OF DEC. 31, 2018 (US$) KIAT Guru Implementation 29 Mar 19 Active 4,987,000 1,682,257.01 4,987,000.00 PNPM - Pro-Poor Planning, Budgeting 30 Jun 15 Closed 1,664,643.49 - 1,664,643.49 and Monitoring (P3BM) Barefoot Engineers Training III Project 31 Dec 14 Closed 3,928,871.05 - 3,928,871.05 PNPM GREEN Awareness Raising 30 Jun 13 Closed 265,000 - 265,000.00 Project in Sumatera ID-TF PNPM Community Facilitator 31 May 10 Closed 945,000 - 945,000.00 Development Program Support Facility for the National Pro- 31 Dec 12 Closed 2,295,400 - 2,295,400.00 gram for Community Development/ Program Nasional Pemberdayaan Masyarakat (PNPM), Environmental Pilot Project - 'Green' PNPM ID-TF PNPM Peduli Executing Orga- 31 Dec 13 Closed 2,365,046.79 - 2,365,046.79 nization: Association for Community Empowerment PNPM Peduli Executing Organization: 30 Nov 14 Closed 2,028,062.98 - 2,028,062.98 Lakpesdam Project ID-TF PNPM Peduli Executing Organi- 30 Nov 14 Closed 3,835,078.46 - 3,835,078.46 zation: Kemitraan TOTAL 22,314,102.77 1,682,257.01 22,314,102.77 68 CH AP T E R NI NE World Bank APPROVED ACTIVITY CLOSING STATUS GRANT AMOUNT DISBURSEMENT CUMULATIVE DATE (US$) 2018 (US$) DISBURSEMENT AS OF DEC. 31, 2018 (US$) ID-TF VIP Supervision and Monitoring 30 Apr 19 Active 9,496,270 641,236.83 9,096,417.71 ID-TF M&E and Special Studies 31 Dec 19 Active 12,841,000 555,312.34 12,517,847.24 ID-TF Generasi Sehat Cerdas 30 Jun 19 Active 8,435,756.84 760,462.50 8,253,262.20 (Community CCT) Pilot Program KIAT Guru Supervision and Monitoring 30 Jun 19 Active 315,000 108,754.79 292,626.30 KIAT Guru - Improving Teacher Perfor- 31 Dec 19 Active 785,000 34,621.04 781,340.03 mance and Accountability Village Law PAAA - Governance Sub- 30 Jun 19 Active 1,700,000 311,260.54 1,232,236.40 tasks Village Law PAAA Program 31 Mar 20 Active 4,550,000 479,269.91 3,776,062.32 Enhancing Technical Skills for Poverty 31 Jun 19 Active 300,000 6,135.62 55,905.45 Analysis141 Collaborative District Problem Solving 29 Feb 19 Active 1,000,000 142,111.55 477,807.36 Improving Data to Deliver Results in 31 Dec 19 Active 750,000 144,284.48 207,928.94 Service Delivery Youth & Female Unemployment in 31 Dec 19 Active 246,236 20,018.85 160,261.67 Indonesia ECED Frontline - Evaluation 31 Dec 19 Active 1,800,000 623,724.67 1,155,811.32 ID-TF INEY Policy and Program Support 31 Dec 19 Active 1,500,000 1,189,252.06 1,189,252.06 Managing for Results 29 Feb 20 Active 1,900,000 487,154.80 487,154.8 ID-TF INEY Support for Quality Ser- 29 Feb 20 Active 500,000 156,026.08 156,026.08 vices & Behavioral Change Impact Evaluation of PNPM Generasi 31 May 19 Closing 2,018,194.17 103,760.01 1,932,033.11 M&E and Accountability Tools/Diag- 31 Dec 19 Closing 300,000 75,613.39 163,644.87 nostics ECED Frontline - Training Enhance- 30 Jun 18 Closing 1,650,000 3,763.27 1,376,133.22 ment and Dissemination Development Challenge Nudges & 28 Feb 18 Closed 599,373.17 46,530.14 599,373.17 Community-based Nudges Indonesia Urban Poverty Assessment 31 Dec 19 Closed 900,065.66 501,654.91 900,065.66 Behavioral Interventions for Inequality 31 Oct 18 Closed 961,900 506,702.56 506,702.56 Reduction143 Susenas Consumption Experiment 31 Dec 16 Closed 137,458.91 - 137,458.91 ID-TF PNPM Communication Strategy 24 Nov 15 Closed 4,317,811.04 - 4,317,811.04 Village Training Program 31 Dec 15 Closed 393,620.69 - 393,620.69 National Program for Community Em- 31 Mar 15 Closed 4,099,916.40 - 4,099,916.40 powerment (PNPM) Field Operations ID-TF PNPM Supervision and Monitor- 31 Dec 12 Closed 788,029.66 - 788,029.66 ing (Urban) There are five bank executed trust funds that are managed under the Partnership for Knowledge-based Poverty Reduction (PKPR) including (i) Development 141 Challenge Nudges & Community-based nudges; (ii) Enhancing Technical Skills for Poverty Analysis; (iii) Indonesia Urban Poverty Assessment; (iv) Youth and Fe- male Unemployment in Indonesia, (v) Behavioral Interventions for Inequality Reduction. These projects are reported under PKPR. ANN E X E S 69 TABLE 4 -NGO (CONTINUED) APPROVED ACTIVTY CLOSING STATUS GRANT AMOUNT DISBURSEMENT CUMULATIVE DATE (US$) 2018 (US$) DISBURSEMENT AS OF DEC. 31, 2018 (US$) Training of Local Auditor (Inspektorat 31 Oct 11 Closed 288,030.74 - 288,030.74 Kota/Kabupaten) in PNPM Mandiri Perkotaan Barefoot Engineers Training III 31 Dec 14 Closed 68,032.14 - 68,032.14 Technical Assistance and Support to 31 Mar 15 Closed 2,987,614.69 - 2,987,614.69 Bappenas and Kemenko Kesra (Pokja Pengendali PNPM Mandiri) ID-TF PNPM WINDOW 3 PHASE I 31 Aug 11 Closed 166,816.08 - 166,816.08 National Program for Community Em- 31 Dec 15 Closed 1,458,948.24 - 1,458,948.24 powerment (PNPM) Window 3 - PNPM Peduli Phase II PNPM Disabled Persons Organizations 31 Dec 15 Closed 576,640.40 - 576,640.40 Window Program ID-TF Local Government Capacity 30 Jun 13 Closed 1,717,025.97 - 1,717,025.97 Development Delivering Poverty Services to Poor 30 Jun 12 Closed 765,256.51 - 765,256.51 Communities PNPM Mandiri Revolving Loan Fund 30 Apr 15 Closed 9,926,775.32 - 9,926,775.32 (RLF) Capacity-Building and Sustain- ability Project Indonesia Urban Poverty Analysis, 28 Feb 13 Closed 633,374.20 - 633,374.20 Program Review and PNPM-Urban Evaluation Co-financing Grant to PNPM for De- 30 Dec 13 Closed 730,399.68 - 730,399.68 centralized Management of Natural Resources and Renewable Energy PNPM: Poverty Engagement, Knowl- 30 Jul 12 Closed 1,999,785.01 - 1,999,785.01 edge and Action TOTAL 83,604,331.52 6,897,650.34 76,373,428.15 C HA PT E R NI N E 70 ANNEX 3 LSP Activity Tracker As part of LSP’s MEL, all projects’ activities are regularly tracked using the LSP Activity Tracker tool. The below table provides an update of each project’s progress to date. PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS ECED ECED Support Government Enriching Diklat Berjen- Technical A MoEC team is developing and enhancing the Diklat Berjenjang teacher training Completed Action Plan in Reducing jang Curriculum with Assistance (TA) to Min- materials (10 modules), with stunting and nutrition content, to support the GoI’s Stunting: Delivery of materials related to istry of Education and NatStrat Stunting. LSP provided technical assistance and funded a team of ECED nutrition-sensitive ECED Parenting class (parents Culture (MoEC) regarding technical advisors to support MoEC to incorporate international best practices and professional develop- with 0-2-year-old chil- enhanced materials for experiences in relation to 1,000-day households within the enhanced materials. ment program (Diklat dren). parenting and implemen- Over August to November 2018, MoEC organized a series of technical workshops Berjenjang) in Priority tation support report. (at least three) to present the draft modules and to consult with other relevant min- Districts. istries. LSP facilitated one of the workshops, and attended and provided technical assistance during the other workshops. LSP also supported MoEC to finalize their guidelines on providing stimulation (physical, cognitive, and emotional) for children aged zero to two. MoEC completed and formally issued the modules revision and the teacher guidelines on stimulation for children aged zero to two in December 2018. To support MoEC and 1. Recommendations for LSP partnered with UNICEF to organize a Symposium for ECED and Parenting Completed BPS measure improve- system development; to support MoEC develop a Roadmap for Measuring Child Outcomes. Specifi- ments in child cognitive cally, LSP and UNICEF supported a session on child development measurement development, including 2. Workshop with MoEC instruments, including identifying an international speaker, and provided technical links to malnutrition. and Statistics Indonesia assistance to plan the session. The session focused on identifying what tools are Staffs to present the available to measure child development outcomes, the design of a survey, and recommendation. how data can be integrated into the MoEC database and linked with BPS surveys. The symposium was held on 5-7 December 2018, and MoEC, BPS, district gov- ernment, UNICEF, DFAT, World Bank, and international experts attended. During the conference, an LSP-supported international expert shared information about international measurement tools. The expert also provided feedback on the GoI’s measurement tools and its roll-out plan, emphasizing the need for careful valida- tion and piloting of the tools prior to national scale up. 71 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS GENERASI Generasi Provision of the national Printing Material. Material printed. This activity intended to support Generasi implementation, lessons learned, and Dropped and provincial project community best practices. However, this activity was dropped as the budget consultants and techni- was shifted to provide additional budget for the Generasi community grant cal assistants. Training (DOK CB) component of Generasi, given the GoI reduced the DOK COB. This package for facilitators reallocation enabled MoV to fulfill 100% of the DOK CB allocation. and printing-publication. Revision of Generasi Final version of the Gen- The Generasi Operation Manual aims to support Generasi facilitators to imple- Completed Operation Manual. erasi Operation Manual. ment Generasi activities in 2019. MoV, with LSP support, completed the manual and issued it in February 2018. Contracted January - Full of operation/ imple- During the January to March 2018 period, facilitators and operators were con- Completed March 2018: mentation of Generasi tracted in all Generasi locations (i.e., 66 districts and 499 sub-districts) to support 1. district facilitators; 2018 to prepare the end Generasi operations, including planning and budgeting for 2018 activities and the 2. district facilitator of the program and hand closing out of program activities. assistants; over of activities. From January to March 2018, all districts and sub-districts had a facilitator and 3. sub-district facilitators; district operator to support the program implementation. Of note, four districts 4. sub-district assistants, shared a facilitator (e.g., Manggarai and East Manggarai District, and Mamuju and and; Mamuju Tengah District), and two districts shared an operator (Mamuju and Mamu- 5. district operators. ju Tengah District). Contracted April - De- Facilitators selected and From April to December 2018, Generasi contracted 64 district facilitators, 442 Completed cember 2018: contracted. sub-district facilitators (without assistant), and 65 district operators to support 1. district facilitators; the shifting Generasi focus in 2018 (e.g., increasing focus on Human Develop- 2. sub-district facilitators, ment Workers or HDW). and; 3. district operators. Provincial coordination Provincial coordination The provincial coordination meetings were held in all 11 Generasi provinces to Completed meeting (Rapat Koordi- meeting conducted. socialize Generasi new implementation and program’s target in 2018, including: (1) nasi Provinsi). West Java, East Java, North Sulawesi, West Sulawesi, South Sumatera, and West Kalimantan (26 February - 03 March 2018); (2) Central Kalimantan, NTB, Gorontalo and Maluku (1 - 4 March 2018); and (3) NTT (5-8 March 2018). Workshop on training Final modules use for To finalize the Operational Technical Guideline (Petunjuk teknis operasional), in Completed module development. training: 2018, LSP hired a Training Specialist to support MoV conduct informal module 1. district facilitators; preparation, and to hold discussions. The modules were finalized in Bandung 2. sub-district facilitators; through a workshop with an LSP Training Specialist on 23 - 29 March 2018. 3. KPM/HDW. 72 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS Generasi Training of trainers 48 trainers trained. In April 2018, 48 TOT trainers (100%) for the district Generasi refresher training Completed (TOT). were trained (83% are male and 17% are female). LSP supported the training by supervising, monitoring, and evaluating the training implementation. District Generasi All Generasi Facilitators The District Generasi Facilitator Refresher Training was delivered to support Completed Facilitators Refresher receive refresher training. facilitators to implement the new Generasi Concept in 2018. In April (16-21) 2018, Training. 55 facilitators were trained (24% (33) females and 76 % (42) males). This total does not include district facilitators from NTT as they did not attend the training. The materials will be socialized in the provincial coordination meeting. LSP team supported the training by supervising, monitoring, and evaluating the training implementation. Sub-district Generasi All 442 Generasi Sub-dis- The Sub-district Generasi Facilitator Refresher training was conducted in August Completed Facilitators Refresher trict Facilitators receive (23-27) 2018. In total, 377 (36% or 137 females and 64% or 240 males) sub-district Training. refresher training. facilitators were trained (85% of the 442 target). The target was not met as the training was only conducted in 10 provinces. Training was not conducted in NTB (55 sub-district facilitator) due to a natural disaster. LSP team supported the train- ing by supervising, monitoring, and evaluating the training implementation. National workshop Conduct national work- The workshop was undertaken to socialize the strategy on Generasi conver- Completed coordination. shop coordination as gence activities. The workshop, which was hosted by MoV through the National planned. Management Consultant (NMC), was held in March 2018 and attended by provin- cial consultants, district facilitators, and LSP. Continue to support Community capacity 1. Generasi Community This activity aims to train communities, villages, Kader Pemberdayaan Masyarakat Completed Generasi community building/training to sup- Grant (DOK CB) disbursal (KPM) or HDW about using Generasi community grants (DOK CB) to help facilitate grant (DOK CB). port stunting reduction. to community; planning processes in villages. As of July 2018, all 66 districts had signed the joint 2. community represen- funding MOUs. As of December 31, 2018, the national government had disbursed tatives trained. 100% of the DOK CB to the 499 Generasi sub-districts. The community grants, which were disbursed to Activity Implementing Units, were immediately distrib- uted to beneficiaries for activities such as for cadre training, payment of cadre incentives, and village meetings on stunting. As of December 31, sub-districts have disbursed 100% of funds. The funds were used to train 3,150 (20% male and 80% female) of 3,105 HDWs in the 31 priority districts; and 4061 health cadres on stunting convergence (24% male and 76% female) in 2684 villages in the 35 non-priority districts. 73 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS Generasi Facilitate convergence Communities monitor Over 2018, LSP monitored villages’ convergence activities, which are facilitated Completed activities and moni- target beneficiaries, get by the HDW, in the 31 priority districts and 3,105 (including the 175 priority villages tor the application of services, and service and the 2,930 non-priority villages). As of 31 December 2018, 100 percent of 5 packages of tools providers deliver ser- the 175 priority villages had conducted social mapping, undertaken scorecard supporting stunting vices using 5 packages monitoring, developed the Village Action Plan (RKPDesa), developed the village reduction. supporting stunting budget (APBDesa), and conducted the Village Rembuk Stunting events. reduction. In the 2,930 non-priority villages, 96 percent (2803 of 2,930) of villages had con- ducted social mapping, 97 percent (2841 of 2,930) undertook scorecard monitor- ing, 91 percent (2667 of 2,930) had developed the village action plan (RKPDesa), 80 percent (2357 of 2,930) have developed the village budget (APBDesa), and 100 percent (2930 of 2,930) had conducted Village Rembuk Stunting events. Facilitators facilitate Handover of activities The Handover Guideline were delivered and socialized to facilitators at the Completed process to hand over and asset management provincial coordination meetings in 2018. Between January and March 2018, all activities and asset man- finished and processed. Generasi facilitators handed over activities and assets to village governments, agement at the villages including assets such as infrastructure, facilities, and equipment that were funded level. from the Generasi block grant. Going forward, the assets will be maintained by the village government. Facilitators provided LSP with a hand-over document (surat serah terima barang) as a proof that they had implemented the hand-over. As of December 2018, 100% of hand-over asset documents were completed and signed by the village head. Integration strategy 1. Perbup’s that support As of 31 December 2018, 37 district regulations (21 in 2018 and 16 prior to 2018) on Completed (Village Budget [APB- health, nutrition, and “prioritizing health and education using village fund” were issued in 24 Generasi Des] and District Head education are issued. districts. The regulations provide village governments with a legal reference to Regulation [Perbup]). 2. Budgets for health and budget and implement basic social services (health and education) using the education increase. Village Fund. Support MoV on de- TA to finalize modules Final module for training In March 2018, the training modules for district facilitators, sub-district facilitators, Completed veloping the revised for training: of Generasi’s concept and HDWs were developed and finalized with LSP support. Specifically, LSP training module for 1. district facilitators; and design in 2018. supported a Training Specialist Consultant who reviewed and provided technical Generasi’s extension in 2. sub-district facilitators; inputs to finalize the training modules. 2018. 3. HDWs. Delivery of final modules All 48 trainers are LSP supported the training-for-trainers to train the HDWs. The training was deliv- Completed to trainers for training. trained. ered in April 2018, and 48 trainers were trained (83% male and 17% female). 74 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS Generasi Piloting HDW/KPM Printing Length Mat. 1000 packages Length The length mat packages (including length mats and cue cards [education mate- Completed (Human Development Math. rials]) are used to measure height of baby/infant in health facilities, and as a tool Cadres) as Generasi to detect stunting. The length mat packages were approved by the Ministry of Concept 2018. Health, and socialized with MoV. LSP supported the printing for 1,000 packages. The packages were distributed in multiple batches: 381 packages were distribut- ed to 14 priority districts in April 2018 (Batch 1); 344 packages were distributed to the remaining 17 priority districts (Batch 2); 60 packages were distributed to MoV- NMC; and 215 packages for the World Bank. Printing HDW/KPM Material printed. In May 2018, LSP printed and distributed 250 HDW handbooks during Batch 2 of Completed Hand Book. the HDW Training. The handbook acts as a tutorial book for HDWs and includes information about the HDW program operations, including how to facilitate, advise on village plan development, use of the length mat, and monitor the indicators, etc. Training HDW Batch 1. 30 HDWs, 15 Sub-dis- In January 2018, 20 sub-district facilitators from 5 districts (65% Male, 35% female), Completed tricts Facilitators Trained. and 30 HDWs (17% male, 83% female) from 5 districts, were trained (17-21 Jan). The districts included NTB, West Java, Gorontalo, West Kalimantan and Maluku. Training HDW Batch 2. Train 145 HDWs. Over April and May 2018, 145 HDWs (21% male, 79% female) from 7 districts were Completed trained (in NTB, West Java, Gorontalo, South Sulawesi, NTT, West Sulawesi, East Java) in April-May 2018. During this training, Generasi also trained 58 Village facilitators (91% male, 9% female) from stunting district areas, but not in Generasi locations. HDW Training in Cianjur 1. Training HDW in Cianjur In Cianjur District, 82 villages received support from Generasi and six of those Completed District for 76 Generasi 2. Rembuk Stunting villages are classified as one of the GoI's 1,000 stunting priority villages. These villages outside Gov- Kecamatan six villages received HDW training in September 2018. Generasi also conducted ernment villages priority 3. Video Captured. training for the remaining 76 villages (which are not included in the GoI's 1,000 location. priority villages) in August 2018, and will commence implementing the stunting prevention convergence concept. This activity will act as a model to implement training in villages that are not included within the GoI's stunting priority villages, but within Generasi locations. In these villages, activities will be funded by the DOK CB (Generasi community grant). The Sub-district Rembuk Stunting was conducted on August 30, 2018 in Sukare- smi Sub-District, Cianjur. The lessons learned from the activity were captured through a video, which can be accessed via YouTube https://www.youtube.com/ watch?v=BTafK7eJBjc 75 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS Generasi Conduct regular Im- Implementation Support 1. Issues identified; An implementation supervision mission was undertaken in May 2018 to observe Completed plementation Support Missions. 2. Recommendations and assess the achievement of Generasi's development objective; HDW training, Mission (ISM) Part 1. made. implementation progress, and communication tools; coordination with program- matic DAK Pilot; and overall program management. 1. Aide Memoire Docu- 1. Aide Memoire Docu- LSP summarized the findings from the May 2018 mission, along with recommen- Completed ment; ment; dations to MoV, in the aide memoire and implementation status report (ISR). The 2. Implementation Sta- 2. Implementation Status ISR was finalized in June 2018. tus Report. Report. Conduct regular Im- Implementation Support 1. Aide Memoire Docu- An implementation supervision mission was conducted in October 2018 to assess Completed plementation Support Missions. ment; Generasi's program integration with Village Law; program management and op- Mission (ISM) Part 2. 2. Implementation Status erational issues; and support for the NatStrat Stunting and HDW Pilot. The mission Report. visited three provinces: South Sumatra (Musi Banyuasin, OKI), West Java (Cianjur), and East java (Trenggalek). 1. Aide Memoire Docu- 1. Issues identified; LSP completed the mission's aide memoire and ISR in December 2018. Completed ment; 2. Recommendations 2. Implementation Sta- made. tus Report. Advice and monitoring 1. Data monitored; LSP provided technical advice about data collection and processing as part of On Track of progress data collect- 2. HDW monitoring book, the HDW Pilot (e.g., convergence score card for stunting, APBDes tracking). The ing; delivery of tools/ form for data collection, draft HDW monitoring book and score card form was finalized and delivered to monitoring book. and score card; NMC (National Management Consultant). A prototype for an application system for 3. Application system for HDW data collection was also developed, and can be accessed online (http://sim- HDW. stunting.info/simonpala/). As of November 22, 2018: 1,603 villages have reported their convergence data in the MIS system. Going forward, LSP will modify the indi- cators of the 5 stunting packages to make it easier for HDWs to fill in and monitor stunting progress. This activity is expected to be completed in early 2019. Implementation Com- Final ICR document. LSP has contracted a consultant who is currently drafting the ICR report. LSP On Track pletion Report (ICR). undertook a mission for this activity in parallel with the Generasi implementation supervision mission in October 2018. The ICR is expected to be finalized in Feb- ruary 2019. 76 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS INEY Support for Quality Services and Behavioral Change INEY Support Local delivery of nutri- 1. Nutrition Intervention National BCC Strategy LSP provided technical assistance to support MoH to develop the National BCC Delayed for Quality tion services and behav- implementation design developed. strategy (IPC activities) for the first 100 priority districts, as well as planning to insert Services and ioral change support. and capacity. stunting reduction policy in the existing regulation (e.g., Germas). While, LSP provid- Behavioral ed technical inputs and the National BCC Strategy was developed in December Change 2018, this activity is slightly delayed as MoH’s internal review/finalization process took longer than first anticipated. Currently, the draft is still being reviewed by MoH and expected to be completed in early 2019. LSP provided technical assistance for the GoI’s “Aiming High: Indonesia’s Ambi- tion to Reduce Stunting” book. The book aims to support and advocate the GoI on stunting reduction and was launched on 19 September 2018. Specifically, LSP provided analytical inputs to inform the book, including on estimating the projec- tion of stunting reduction. 2. Behavior change Priority District BCC strat- LSP provided technical assistance to MoH in help set up a task group that is Delayed communication. egies developed (Target responsible for the National BCC Strategy development and roll out/adaption in 2018: 80 districts districts. In November 2018, MoH held a meeting with the 100 stunting priority Priority Districts Im- districts (all district heads attended) to socialize the National BCC Strategy and plementation of local- sensitize districts about adapting and developing local regulations (in line with the ly-adapted interpersonal National BCC Strategy). Going forward, the MoH will provide intensive support for communication (IPC) 30 to 40 districts to help district governments adapt the strategy at the local level activities (Target 2018: 80 and develop required local regulations. districts). This activity was delayed as the timeline to develop the local strategy at the district level took longer than first anticipated (e.g. additional steps were required to develop the district strategies and release the local regulations). District capacity and the level of guidance provided by national level staff also contributed to the delay. It is estimated 30-40 districts will complete the Priority District BCC Strategies in January 2019. 3. Stunting and nutrition First phase map of This activity aims to support the MOH and BPS to review, adapt, test, and imple- On Track tracking and measure- nutritional status of ment surveys and systems for tracking and measuring key nutrition outcomes ment. Indonesia using the including stunting. most current data on five Under this activity, LSP is collaborating with SMERU Research Institute to under- selected districts to help take a survey to track and measure stunting and nutrition related government nutrition-related govern- interventions. During the reporting period, under LSP’s supervision, SMERU ment interventions. This developed the survey tools (questionnaire), field tested the survey tools, trained map will be used as a the enumerators, and undertook data collection. Data analysis will be undertaken prototype that can be ex- in early 2019. panded and developed to cover more districts, and to cover any updates of the used data. 77 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS INEY Policy and Program Support INEY Policy Stunting National Strat- Workshops with stake- Final draft of Stunting During the reporting period, LSP provided technical assistance (through consul- Completed and Program egy. holders to develop National Strategy. tants), supported coordination and consultation meetings with relevant stake- Support the Stunting National holders, and facilitated a design workshop with the ten relevant GoI ministries Strategy document. (September 2018) to assist the GoI to finalize the National Stunting Strategy. The Strategy was officially launched at the Rakornis (Rapat Koordinasi Teknis or Tech- nical Coordination Meeting) in November 2018. KIAT GURU KIAT Guru Village monthly meet- School User Commit- Village monthly meetings are used to disseminate evaluation scores to provider Completed ings conducted. tees present evalua- groups (principals and teachers), village government, and the wider community. tion scores along with All participating schools conducted monthly meetings. As of the end of April 2018, supporting evidence to 2,417 monthly meetings were held in target areas. This exceeded the target of provider groups, village 2,000 meetings (120.85%). government representa- tives, and wider commu- As part of the pilot, LSP provided capacity building training to the village stake- nities. holders to undertake these meetings independent of LSP support. By April 2018, 2,628 community members and Village Cadres were trained to independently Target: 203 primary facilitate monthly and evaluation meetings. After April 2018, all monthly meetings schools and 2,000 were carried out independently by village stakeholders (Village Cadres and User meetings. Committees). End-of-semester village Meeting at the end of End-of-Semester village meetings are held to evaluate teacher presence and Completed meetings conducted. school semester to eval- quality of service; and to amend Service Agreements, Community Score Card uate Service Agreement, Indicators and User Committee members. Community Score Card, As of the end of April 2018, 203 meetings were held (one for each pilot school). and User Committee (Tar- The target of 350 was not met as the end-of-semester village meetings were con- get: 350 meetings held) ducted only once instead of twice as planned. Instead of the meetings, additional capacity development training for Village Cadres and User Committee members were held to improve their capacity to conduct end-of-semester village meetings independent of the project facilitators. By April 2018, 2,628 community members and Village Cadres were trained to independently facilitate monthly and evalua- tion meetings. Data from early December 2017 indicated that meeting participants were 48.7% female and 51.3% male. After April 2018, all end-of-semester village meetings were carried out independently by village stakeholders (village cadres and user committees) 78 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS KIAT Guru Relevant government Issuance of relevant GoI LSP supports the issuing of relevant government regulations and decrees that support On Track regulations issued. regulations at national, the KIAT Guru Pilot and enable payment of Teacher Special Allowances based on either district, and village-levels teacher presence or teacher performance, as verified or evaluated by community mem- to enable implementation bers. of community empower- In April 2018, The Minister of Education and Culture (MoEC) issued the decrees for ment and pay for perfor- National Priority Programs on Special Allowance and Professional Allowance: (1) Minis- mance mechanisms. Key ter of MoEC Regulation No. 95-P-2018 on National Priority Program for Teacher Special regulations include: Allowance and Teacher Professional Allowance; (2) Secretary General Regulation No. 1. MoU between MoEC 11/ 2018 on Technical Guideline for Policy Pilot Program on Teacher Performance and and Bupati of pilot dis- Accountability for Distribution of Teacher Special Allowance. tricts; 2. Technical guidelines; Records on various regulations issued related to KIAT Guru in 2018, include: 3. Bupati regulation; • 4 MoEC regulations issued related to National Coordination Team, various allowances 4. Head of Education De- in 2018, Priority Programs on TKG and TPG, and Technical Guideline for Policy Pilot partment decree; and Program on Teacher Performance and Accountability for Distribution of TKG. 5. Head of Village decree. • 7 Memorandum of Understanding between DGTEP, TNP2K, and 5 head of pilot districts to continue the implementation of KIAT Guru were signed on January 2018. • 5 Head of District Regulations on KIAT Guru Pilot were issued between January and March 2018. • 5 Head of District Decrees on KIAT Guru District Coordination Team were issued be- tween March and April 2018. • 5 Head of District Decrees on KIAT Guru Pilot Schools and Teachers were issued be- tween January and March 2018. • 5 Head of District Decree on KIAT Guru Technical Guideline for Payment of Tunjangan Khusus were issued between January and March 2018. • 5 Head of Education Department Decree on Technical Guideline for Evaluation of Teacher Service Performance were issued between January and March 2018. • 12 various district decisions and circulars on budget allocation and other implementa- tion support. 79 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS KIAT Guru • 12 various district decisions and circulars on budget allocation and other imple- mentation support. • 190 Head of Village Decrees on KIAT Guru Community Committee. • 202 Head of Village Decrees on KIAT Guru Village Cadre. LSP is also providing technical assistance to MoEC to revise the Decree on Na- tional Coordination Team for KIAT Guru (DG-GTK Decree No. 24199/B/HTK/2016 issued on July 25, 2016). In September 2018, LSP provided technical inputs to MoEC. The revised decree is expected to be issued during the first quarter of 2019. Teacher Special Special Allowance for This KIAT Guru activity involves the payment of TKG based on KIAT Guru formula Completed Allowance (Tunjangan teachers in Treatment — based either on teacher presence or teacher service performance. Khusus Guru, or TKG) Group 2 are paid based As of 30 September 2018, TKG, which is assigned and paid according to the KIAT for assigned teachers on teacher presence, Guru formula (Pay-for-Performance or PPM models), was paid to 90.15% (of 783) are paid according to and in Treatment Group 3 teachers, meeting the 85% target. KIAT Guru formula (PPM are paid based on teach- models). er service performance. However, this total was lower than recorded in quarter two of 2018 (99% of teach- ers) as some (95) teachers were absent due to teacher training and consequently Target: 135 primary did not receive the TKG. In addition, two schools submitted their reports late so schools or 85% the data from those schools is not included within the latest estimates, as docu- (N.B.: Treatment Group 1 mented in the ISR November 2018. is the control group). Meetings and work- Target: 750 MoEC and The meetings and workshops aim to strengthen capacity, understanding of the Completed shops to draft regula- district government offi- KIAT Guru mechanism, and ownership of government officials. It is expected that tions, strengthen capac- cials received capacity after the implementation villages will receive improved capacity support from ity, understanding of the building. national and district government. KIAT Guru mechanisms, As at 30 November 2018, 995 MoEC and district officials participated in capacity and ownership by GoI building activities (87% male and 13% female). This number exceeds the original officials. target of 375 staff, and adjusted target of 750 staff. In November 2018, as part of the project restructuring, this target was increased (from 350 to 750 staff) in re- sponse to a request from government to continue providing technical assistance to help sustain the pilot. Trainings and on-the-job Number of Village Cadre Training and on-the-job capacity development activities aim to increase the capac- Completed capacity development and User Committee ity of Village Cadre and User Committee in evaluating teacher performance and for Village Cadre and members able to hold service quality. Following the trainings, village communities will be able to conduct User Committee mem- teachers accountable. monitoring and evaluation of teachers independently. bers to hold teachers Target: 2,000 people in As at 30 April 2018, 2,628 (83 % male and 17 % female) Village Cadre and User accountable. 203 primary schools Committee members were trained, which exceeded the original target of 2,000 (131%). 80 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS KIAT Guru On-going technical Intervention design and The objective of this KIAT Guru activity is to provide input to national government Completed inputs to the national project sustainability officials on the intervention, and to provide policy recommendations for sustain- government officials. approved by the govern- ability. ment. The GoI approved the intervention design and project sustainability. On-going technical Quality assurance of The objective of this KIAT Guru activity is to provide technical input and imple- Completed inputs and implemen- work plan, implementa- mentation support to the implementing agency. It is expected that after the imple- tation supports to the tion (including fiduciary), mentation villages will be able to sustain activities independently. implementing agency. and report. The work program and implementation reports until September 2017 were approved by the national government and disseminated to district governments. The revised work plan (until end of June 2018) was also approved by the national and district governments. M&E and Special Studies Analytics Sentinel Villages Longi- Presentation of results PPT, minutes of meeting. Three Sentinel Villages presentations were delivered: Completed tudinal Study (BBLs). The Roles of Supra-Village Government in Village Law Implementation results, 1. which were finalized in December 2017, were presented by SMERU to GoI, academic institutions, and other development programs (KOMPAK, KSI, J-PAL) in February 2018. 2. The Planning and Budgeting Process in the Village results were presented by SMERU in March 2018. The presentation was attended by to GoI, DFAT, USAID, and other development programs (MAMPU and KOMPAK). 3. Initial Findings of Sentinel Villages End-line Study (Dec 2018). Field Supervisions for Supervision The supervision mission, which was conducted in Wonogiri (9-13 April 2018) and Completed Qualitative Team. reports. Ngada (22-27 April 2018), aimed to supervise and observe Sentinel Villages' end- line data collection, which was carried out by SMERU researchers. In addition, it also aimed to highlight interesting findings concerning Village Law implemen- tation at the study locations. In July 2018, the research firm (SMERU) went to the field to present key findings to the village governments as a part of the closing strategy. However, LSP did not participate in this activity. Publications and dis- Articles. PPTs and MoMs 1. Launched the Sentinel Villages (SV) webpage to disseminate the study’s find- On Track seminations for each BBL uploaded in ings and materials https://localsolutionstopoverty.org website 2. SV Baseline Overview Report uploaded to website and promoted via twitter (publish year: April 2018). 3. SV Baseline Report uploaded to website (publish year: April 2018) (qualitative report by SMERU). 4. Policy Brief “Promoting Community-based Village Supervision” uploaded to website (publish year: April 2018) uploaded by SMERU (publish year: April 2018). 5. BBLs on the Planning and Budgeting Process in the Village, uploaded on web- site (publish year March 2018). 81 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS Analytics 6. Policy Brief on Cash for Works uploaded to website (publish year: November 2018) and uploaded by SMERU (publish year: November 2018). 7. Case Study Report on Village Funds Utilization will be published in January 2019. 8. Two policy briefs, “An operationalized RPJM Desa” and “simplification of RPJM Desa” are currently undergoing final revisions and plan to be published by the end of 2018. 9. On September 4, 2018, LSP Analytics Team presented key findings of Sentinel Villages study (and VIPER) to Kemenko PMK. End-line Study. End-line study report. Field supervision for the End-line data collection was conducted in April 2018 On Track in two districts (Wonogiri and Ngada). Data collection was completed on 13 May 2018. LSP supported the training of the Data Assistants in March 2018. The team also conducted a focus group discussion (FGD) (15-16 May 2018) to collect information and observations from the field data assistants about transparency, accountability, and participation (opposed to collecting the data from question- naires). Data cleaning commenced at the end of May 2018. Data analysis (qualitative and quantitative) commenced in August 2018 and was completed by the end of September 2018. SMERU (the research firm) is responsible to the qualitative component, under LSP’s supervision. To consolidate the final findings for both quantitative and qualitative components, LSP, SMERU Research Institute, and five local researchers conducted an end-line writing workshop in West Sumatra from 30 September to 6 October 2018. The 2nd draft was unsatisfactory and therefore SMERU’s contract was extended (with no additional cost) to allow time to revise the draft. SMERU has just submit- ted the 3rd draft and LSP Analytics Team is reviewing the document. The writing process also took longer than expected as the team pulled in some additional macro and secondary data to strengthen the report’s analysis and storyline. The report is expected to be completed in early 2019. Improving Data to de- Developing concept Concept note/TOR Vil- LSP is supporting BPS and Balitbangkes, MoH, to conduct a SUSENAS and Completed liver result in service de- note/TOR for SUSENAS lage Data Strengthening. anthropometric pilot in 2 districts (Pasaman Barat and Demak). The pilot will test livery — SUSENAS and and anthropometric the SUSENAS and anthropometric modules and include field guidance to help anthropometric Pilot. Pilot. ensure high quality data is collected. The pilot draft concept note was finalized and done in September 2018. 82 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS Analytics Pilot test. Pilot test Between 25 Nov–2 December 2018, the analytic team implemented the pilot test Completed implemented. in Pasaman Barat and Demak. Data cleaning was undertaken in early December 2018. Pilot test lessons learned were done in December 10, 2018 in Jakarta. And the evaluation of this pilot was done in mid- December 2018 Develop annual INEY Annual INEY LSP conducted capacity building activities with BPS and MOH to help prepare the Completed indicators. Indicators. annual INEY indicators. This included: 1. A workshop where an LSP Consultant gave guidance on how to select and calculate the proxy variables (Dec 10, 2018). 2. LSP attended and participated in BPS and Balitbangkes (National Institution of Health Research Development, MOH) workshop to agree about the indicators. 3. LSP conducted an FGD where BPS and MOH presented the indicators and formula to related ministries (Dec 19, 2018). M&E and Study Report. In April 2018, LSP finalized the BKN analysis, including a report on ‘Merit, Dis- Completed Accountability crimination, and Democratization: An Analysis of Promotion Patterns in Indone- Tools (Civil Service Data sia’s Civil Service’. The final report — ‘Mapping Indonesia’s Civil Service,’ and an Analysis). accompanying infographic, was published in November 2018. The report and infographic are available on the LSP website. The GoI (State Civil Service Agency and MenPAN) is using the analysis to inform their policy and operational work. VIP evaluation. Developing concept Concept note/TOR. The VIP evaluation survey aims to capture baseline conditions at the beginning Completed note/TOR. of the program’s implementation and to gather information on facilitation in the transition period. The VIP evaluation survey is planned to be conducted in 20 districts in eight to ten provinces covering 360 villages and 3,600 households (10 households per village). The survey will interview village facilitators (Pendamping Desa and Pen- damping Lokal Desa), village heads, and community leaders. The data collection of this survey is expected commence during the first half of 2019. A draft TOR was finalized in January 2018. The evaluation will focus on a baseline and end line study to see the village characteristic differences before and after the implementation of the VIP Program. Developing question- Questionnaires. The team will use a modified version of the original questionnaire, which was On Track naires. developed last year. The questionnaire is currently being revised. 83 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS Baseline data collection. Field data. A survey firm was selected in December 2018. It is expected that data collection On Track will commence during the first half of 2019. Rural Poverty Analysis. 1. Report on rural poverty This activity aims to support the GoI to understand the drivers of rural poverty On Track in Indonesia; and economic marginalization, as well as identifying opportunities through which 2. Detailed presentation, Village Law may support more inclusive growth. based on advanced ana- lytical findings and policy LSP has mobilized a team for this activity. recommendations. LSP commenced preliminary analysis and early diagnostic work in May 2018. A concept note review is currently scheduled for January 2019. The full report of this activity is expected to be published in 2019; and detailed presentation is ex- pected to be produced in time for the March 2019 Indonesia Economic Quarterly, and the April 2019 national elections. Measuring Village De- Harmonized Village LSP is providing technical assistance to Bappenas to harmonize and strengthen On Track velopment Progress. Index. the current villages indices in PODES (census that used to collect data for the in- dex measurement for villages) to better reflect village performance and improve the instrument to collect the data. The instrument will be field tested in April 2019 together with BPS and finalized during the first half of 2019. During 2019, LSP will also assist Bappenas to analyze the collected data and establish a mechanism to feed the data back to villages. LSP will also assist Bappenas to test how villages can use this data to inform their own planning processes. Generasi Impact Evalua- Data Analysis. Analysis results. The IE’s quantitative findings were presented to Bappenas in January 2018. Completed tions (IE). In May 2018, the complete IE results (qualitative and quantitative) results were presented to a wider audience at the DFAT supported Bappenas-Jameel Poverty Action Lab (JPAL) Evidence on Stunting from Three Randomized Evaluations in Indonesia event in May 2018. Analytics - ECED Frontline Pilot Process evaluation on The process evaluation aims to assess how well the ECED Pilot activities were On Track ECED Evaluations. implementation of train- implemented, identify factors influencing the model’s efficacy and understand ing using district-based how the model can be more effective in the future, is complete. A preliminary community focused report, which outlines the findings, was developed in 2018. The report summa- system in 25 districts. rizes key results and findings from the complete process evaluation, the initial teacher competence evaluation, and three (of five) sustainability and scalability case studies. The preliminary report will be shared with counterparts and donors in early 2019. 84 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS Analytics - ECED Frontline Pilot It is expected that LSP will deliver a final report, which will outline findings from all On Track ECED Evaluations. complete evaluations, in March 2019. In November 2018, the findings were presented at a Directorate of ECED Teach- ers (MoEC organized) workshop in November 2018. The meeting was attended by MoEC and the 25 pilot districts, along with DFAT. LSP provided technical support for the program’s preparation (including identifying success stories) and workshop coordination. The results were also presented at the UNESCO-Ham- den awards ceremony and exhibition in October 2018. They will also be present- ed at the SEAMEO CCEP. Evaluation on Teacher Report and policy recom- This evaluation aims to understand whether the pilot was effective in improving On Track Competence using mendations. teacher competency. For teachers trained in 2016 (Batch 1), the baseline and Measurement of Early endline data collection (videotaping) is complete. For teachers trained in 2017 Learning Environment (Batch 2), data collection (videotaping) was slightly delayed due to operational/ tools in 10 districts. procurement delays, but was finalized in October 2018. Data analysis for Batch 2 commenced in November 2018. The findings from Batch 1 are included within the Preliminary Report (finalized in November 2018). Findings from the second batch will be included within the Final Report, which is expected to be finalized in March 2019. Report on likelihood Report and policy recom- The sustainability and scalability case studies aim to identify the potential for sus- On Track of sustainability and mendations. tainability and future scaling of the ECED Frontline Pilot’s district-based training scalability. system within the context of the Village Law. In 2017, LSP completed case studies in three (of five) districts (Nganjuk, Sumbawa, and TTU). The field visits in the final two districts (in OKI, South Sumatra, and Sumbawa) were completed over Novem- ber to December 2018. In 2018, LSP prepared a Preliminary Report which outlines the findings from the first three case studies, such as findings on key “local initiatives to support ECED program through the Village Fund” (e.g., two success stories from Sukabumi and Gorantalo, and one unsuccessful story from a village in Polewali Mandar). Findings from all five districts will be included within the Final Report, which is expected to be completed in March 2019. Analytics - KIAT Implementation of Baseline survey report. The baseline survey aims to gather data from schools, teachers, students, par- Completed Guru baseline survey in 270 ents, village governments, and communities in the targeted villages. villages. The baseline survey was completed in November 2016. Findings from the survey are outlined in the Baseline Report. The Baseline Report was completed in Sep- tember 2018. It is expected the report will be disseminated between December 2018 and January 2019. 85 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS Analytics - KIAT Analysis of baseline, Analysis plan for moni- The objective of this KIAT Guru activity is to analyze baseline, monitoring, and Completed Guru monitoring and learn- toring data and impact learning data and disseminate the report to the Steering Committee every six ing data on a quarterly evaluation and working months. The monitoring and learning data was analyzed on a quarterly basis and basis, to be presented papers. used to update project indicators, which are presented every six months in the every six months to the Implementation Status and Results Report (ISR). In 2018, an ISR was developed Steering Committee. in June and November. The November ISR was the last ISR before the project closes on December 31, 2018. Implementation of qual- Impact Evaluation Report. The purpose of qualitative survey and political economy analysis is to capture On Track itative survey and politi- information that is not detected by the quantitative survey and to map out key cal economy analysis. actors and their relationships. A midline survey was completed in December 2017. The qualitative survey and political economy analysis was completed in Septem- ber 2018. Analysis and findings from the midline survey and qualitative survey (including the political economy analysis) will be presented in the Impact Evalua- tion Report, which is expected to be finalized by May 2019. Analytics - KIAT Implementation of end Impact Evaluation Report. The end line survey aims to gather data from schools, teachers, students, par- On Track Guru line survey. ents, village governments, and communities in the targeted villages. The end line survey was completed in mid-April 2018. Analysis and findings from the end line survey (along with the baseline, midline, and qualitative surveys) will be presented in the Impact Evaluation Report, which is expected to be finalized by May 2019. Analysis of baseline, Analysis plan for impact The objective of this KIAT Guru activity is to analyze baseline, monitoring and On Track monitoring and learning, evaluation, working and learning, and end line data. It expected that after implementation teacher atten- and end line data. published papers. dance and service performance will increase in target areas. Data cleaning was completed in the end of May 2018. Early analysis from the impact evaluation found that: (1) Group 2 (community empowerment and payment of teacher remote area allowance based on teacher presence) had the strongest effects on student learning outcomes and teacher presence; and (2) All groups increased parental efforts in supporting education. These initial findings were shared with MoEC, and with DFAT, in September 2018. The full results of the impact evaluation are expected to be available by the end of May 2019. It is expected the results will inform MoEC about performance-based incentives and mechanisms to improve teacher service performance; and MoV about community participation in monitoring basic service delivery. 86 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS Managing-for-Results Managing-for- Performance & Expendi- Support and policy dia- Inputs to Government's Over the reporting period, LSP provided technical inputs to Bappenas and MoF Completed Results ture Assessments. logue for tagging, and Manual for Tagging, to inform the preparation of the Manual for Stunting Budget Tagging and Perfor- budget and expenditure Monitoring and Evaluat- mance Review. The manual will help Bappenas, DG Budget, and the Line ministry performance reporting. ing Stunting Budget and to identify, track, monitor and evaluate the stunting reduction related budget and Expenditures. its performance. The draft Manual was developed and discussed in inter-minis- terial workshops comprising primarily Bappenas and MoF, as well as relevant line ministries responsible for key stunting-related programs. A draft was reviewed by the GoI in a core technical team workshop on November 27, 2018. The draft was revised and shared with all the stakeholders after the DG Budget organized meeting on 4 December 2018. Bappenas and MoF finalized the Manual on 28 December 2018. Policy dialogue and in- LSP will initiate policy dialogue after the Manual is finalized in December 2018. Preparation puts to GoI's budget and The knowledge sharing of international practices, and a training session, will expenditure performance be conducted in the second week of January 2019. The training materials are reporting, including currently being prepared. knowledge sharing of in- ternational experiences. Subnational Stunting Subnational Stunting PER LSP is conducting analysis of subnational spending on stunting interventions. The On Track Public Expenditure Report first draft of the survey instruments was prepared and tested in the pilot district Review (PER). Instrument (question- (Sleman District). The World Bank Team reviewed a revised version of the instru- naire) for field survey ments before the actual survey took place in December 2018. and FGD in 6 sampled The SMERU field team commenced secondary data collection, including devel- districts. opment planning document, sector strategic document, and budget data. Survey field report. First draft of report. DAK systems and Inputs to Government’s This activity provides technical advice and analysis on leveraging the use of DAK On Track advice. policy on DAK for stunt- to improve stunting intervention coverage at the district level. It will achieve this ing. objective through the issuance of a regulatory framework to improve planning and implementation of DAK, and gradually improve DAK policy to provide better incentive for achieving stunting convergence Between April to July 2018, LSP provided technical inputs to MoF on the design of DAK for stunting through conducting pilots in 5 districts. Lessons learned from these pilots were presented to an inter-ministerial working group on October 22, 2018, which includes MoF, Bappenas, Ministry of Health, and Ministry of Public Works. 87 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS Managing-for- During October 2018, LSP supported workshops on the GoI’s draft Perpres on Results DAK for stunting, and provided advise to revise the detailed regulations and tech- nical guidelines. The ensuing discussion suggests that the appropriate regulation for leveraging DAK, to improve stunting intervention convergence, would be a MoF regulation (PMK), while overall level strategic guidance’s will be regulated through a Perpres on National Strategy for Stunting Reduction. The draft PMK is nearing completion and expected to be issued in the end of February 2019. Technical Assistance to Provision of Transitional Inputs to During the period from June to November 2018, LSP provided technical inputs to On Track Districts. TA Pool and quality Government's District Bappenas and MoHA on the preparation of the Implementation Manual (Pe- support to capacity de- Convergence Program doman Pelaksanaan/Pedum) and Technical Guidelines (Petunjuk Teknis/Juknis) velopment delivery. Guidelines and Capacity for District Governments to implement Convergence Actions. The manual and Building approaches. guidelines were provided to the 100 Priority Districts that attended the Stunting Summit organized by SoVP in November 2018. The Transitional Technical Assistance (TA) Pool was established, and orientation was conducted, in mid-October 2018. The national team is in MoHA’s DG Bangda, and regional teams were deployed to 8 Provincial Governments by the end of October to support District Governments in implementing convergence actions: such as stunting summits, diagnostics and action plan development. The regional teams are co-located in the Provincial Bappeda. In November 2018, LSP supported MoHA to organize and facilitate a half-day session for MoHA and the TA pool, as part of the Stunting Summit. The session targeted Provincial Bappeda and provided additional information on the role of provinces in supporting district governments to implement convergence actions. Analytics and advice LSP provided technical assistance to develop the content for capacity building On Track on capacity building materials for provincial and district governments. LSP also initiated the develop- approaches, including ment of e-learning to support district governments to implement convergence adaptive learning. actions. Development of tools MoHA is establishing a system for district governments to present annual results On Track and training for data in terms of improvement in convergence and performance, which will be evalu- systems TA. ated by provinces. During the reporting period, LSP provided technical inputs to Bappenas and MoHA to design how to assess performance of district govern- ments in implementing convergence program actions. 88 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS Managing-for- Support to Design & Inputs to design of per- This activity provides technical advice and analysis to DG Regional Development On Track Results Implement Performance formance assessment for (Bangda) on how to design and implement an assessment of district in improving Assessment. district governments to convergence of interventions. The performance assessment is intended to incen- be deployed by MoHA tivize districts in mobilizing their effort to improve intervention convergence. through provincial gov- During the reporting period, LSP provided technical inputs to Bappenas and ernments. MoHA to design how to assess performance of district governments in imple- menting the convergence program actions. MoHA is establishing a system for district governments to present annual results in terms of improvement in conver- gence and performance, which will be evaluated by provinces. National Policy Dialogue Stunting data systems Assessment of LSP is developing a draft TOR for a stunting data systems assessment study. Preparation on Data Management assessment study. district data and Performance systems for Tracking. stunting. Cross-cutting Institutional Develop- Inputs to the This activity aims to support to the SoVP to establish a results’ monitoring and On Track Results ment for Results Stranas M&E Manual, de- debottlenecking system for the National Strategy for Stunting Prevention. Monitoring. Monitoring. sign of results monitoring To date, LSP has developed a draft work plan with the SoVP’s Results Monitoring dashboard. Team Leader. A technical support mission is planned in January 2019 to inform the development of Results Framework and M&E Manual for the NatStrat Stunt- ing. Monitoring Systems Assessment of M&E A technical support mission is planned for January 2019 to initiate the assess- Preparation Assessment. systems in K/L. ment with SoVP and relevant line ministries. Policy Dialogue on Inputs on program perfor- This activity is still in preparation stage. Preparation Program Performance mance monitoring. monitoring. MELAYANI MELAYANI Collection of baseline Baseline report. Each pilot districts completed a baseline report. For each location, the report Completed data. includes information about the local government, their ability to identify and un- derstand problems, the political economy, main priority activities, and stakeholder mapping. Agree on problem to be Problem identified and LSP technical assistance (i.e., coaches) facilitated workshops in Belu, Bojonegoro, Completed solved. chosen by the local gov- and Kubu Raya to help the local government identify and choose a problem to ernment. address. In Bojonegoro, high infant mortality was initially selected, yet later re- vised to healthcare quality. In Belu, poor quality primary/secondary education was selected. In Kubu Raya, rising levels of stunting was selected. 89 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS MELAYANI Formation of problem District problem solving LSP technical assistance (i.e., coaches) assisted the local governments involved Completed solving team. team established. to develop problem solving teams in all pilot locations. These teams were either formed formally (i.e., regulated through a Bupati Decree) or informally (without a regulation) depending on the local government's preference. By February 2018, all local governments had established the problem-solving teams. In Kubu Raya, the team formation was supported by a Bupati Decree. However, in Bojonegoro and Belu, the team’s formation was not. Problem analysis — Problem analysis con- In all locations, LSP-supported coaches facilitated multiple rounds of fishbone Completed initial. ducted. analysis and basic analysis. Given the cyclical nature of PDIA, the problem-solving teams will continue to explore more detailed analysis as required. Blogs/notes describing the initial problem analysis process are available on the LSP website. Problem analysis — Additional "research" un- During the reporting period, the LSP-supported coaches supported the prob- Completed detailed. dertaken to expand un- lem-solving teams to undertake more detailed problem analysis. In Belu, the team derstanding of problem. developed an instrument for school consultations through an iterative process. To inform the more detailed analysis, the Belu problem solving team conducted interviews/discussions at six schools (in August 2018) and held meetings with the head master, parents, and sixth-grade teachers to form a working group (in Octo- ber 2018). In Kubu Raya, the problem-solving team conducted village visits in four locations, during August 2018, to provide insights on village-level issues related to ECED services (PAUD), and water planning/budgeting and implementation. In Bojonegoro, the problem-solving team undertook a more detailed review of the maternal audit (August 2018), health personnel rotation policy (specifically for doc- tors and midwives trained in basic obstetric emergency and neonatal care), and the availability of equipment in health centers (September 2018). Developing solutions. Identification/ develop- In Bojonegoro, over September to October 2018 the problem solving team, with Completed ment of solutions. support from the LSP coach, identified potential key areas/solutions, including: ensuring that all midwives and doctors in health centers (Puskesmas) receive obstetric and neonatal emergency training (PGDON); identifying new ways to support/incentivize midwives (e.g., no more punishments); and improving health budgeting processes (e.g., prioritizing and mainstreaming maternal health budget into the overall health budget). Over the same period, in Belu, the local prob- lem-solving team organized a discussion with several teacher study groups and school committees to present the findings from their education quality diagnostic. 90 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS MELAYANI The feedback they received confirmed the findings of the diagnostic, and the three groups identified priority solutions, including improving management ca- pacity of the school principal, rolling out curriculum 2013, and improving parents’ participation. In Kubu Raya, the district problem solving team did not undertake the developing solutions activities (related to stunting data analysis) as originally planned, due to limited political commitment at the district level. Instead, the team focused on addressing the limited ECED (PAUD) services in the district’s villag- es. The team, with facilitation support from the LSP-supported coach, identified a solution that aimed to establish “one PAUD, one village” in Kubu Raya. The team was also able to obtain support from the Village Community Empowerment District Office (Dinas Pemberdayaan Masyarakat Desa, or Dinas PMD) and the Education District Office (Dinas Pendidikan) for the initiative. Implementing solutions. Key steps taken to imple- As of December 2018, the Bojonegoro problem solving team, with support from On Track ment chosen solutions. the LSP-supported coach, had commenced: drafting the referral guidelines, preparing and upgrading the emergency room (including equipment) in health centers, and ensuring mandatory mainstreaming of the maternal health bud- get (required by all units in the health agency). The coach in Bojonegoro also supported the district to set up a multi-sectoral problem-solving team for mater- nal and neonatal health issues, which will be responsible for taking some of the work forward after the pilot concludes. As of December, the Belu problem solving team (with support for the LSP-supported coach) facilitated efforts to revitalize the school committee by sharing the legal charter of a relatively successful school committee to other schools. The Education District Office also organized training to roll out the curriculum 2013. As of December, in Kubu Raya, the Dinas PMD supported the Kubu Raya District to encourage village governments to include ECED (PAUD) services in their village budgets (APBDes) using village funds. In addition, the Education District Office supported the district to issue a license for establishing PAUD facilities. Refining solutions. Changes made to solu- In March 2018, the team in Bojonegoro assessed the training for midwives, On Track tions. and determined that the training did not adequately cover neo-natal needs. The training was modified to include more neo-natal content (N.B., this was an adjustment from previous programming). In Belu and Kubu Raya, this process has not commenced, and the teams are not yet refining the solutions. In Belu, this is largely because the whole iterative process took longer than expected. Meanwhile in Kubu Raya, this is largely due to challenges with obtaining ongoing political commitment. 91 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS MELAYANI Integrating processes. Local Government specific In Bojonegoro, the team, with support from the LSP-supported coach, set up the On Track adaptations of MELAYANI. Multi-Sectoral District Problem-Solving Team, which will be responsible for ma- ternal and neo-natal problem solving in the future, once the pilot concludes and the LSP-supported coaches have finished. In December 2018, Bojonegoro district held a workshop to formally launch this new team. In Belu, tools developed by the team are being shared with Bappeda for potential modification for use in other sectors. Kubu Raya is not undertaking this activity VIP VIP Project restructuring Recruitment of • 24 National Village Innova- As of November 2018, VIP recruited 12 of 24 National Village Innovation Program On Track and VIP preparation national, provincial, tion Program Consultants. (VIP) Consultants. Two additional consultants (Team Leader and an Expert Consul- (IBRD Operation). district, and village • 24 Secretariat Consultants. tant) were also recruited but have since resigned. In 2018, the target VIP Con- consultants (TA). • 47 Village Community em- sultants target was increased from 16 to 24 due to MoV’s additional needs (e.g., powerment and develop- capturing innovation expert, health facility innovation experts, and TSP experts). ment consultants. At the national level, VIP also recruited 19 of 24 Secretariat Consultants, and 45 of • 363 Provincial Consultants on the Village Community 47 Village Community Empowerment and Development Consultants. Empowerment Program. VIP also recruited: • 2,532 TA District-level Village Community Empow- • 343 out of 363 (97%) Provincial Consultants on the Village Community Empow- erment Facilitators (Tenaga erment Program. ahli pemberdayaan mas- • 2,484 of 2,532 (97%) District-level Village Community Empowerment Facilitators yarakat desa or TAPMD). • 15,305 of 16,493 (96%) Sub-district Facilitators on Village Empowerment and • 16,493 Village Empower- Village Infrastructure Facilitators ment Facilitators (pen- • 19,851 of 21,117 (93%) Village Facilitators damping desa pember- In total, 38,059 of 40,600 (94%) village facilitators (from the national to village dayaan or PDP) and Village level) were recruited. Infrastructure Engineering To accelerate the recruitment process (especially for National VIP consultants), Facilitators (pendamping LSP highlighted this issue in the Aide Memoire (November 2018), to encourage desa teknik infrastruktur or MoV to speed up the process. PDTI). • 21,117 Village Facilitators (PLD) (1 facilitator for 3-4 villages). VIP training modules VIP Training modules for Na- The modules aim to improve the capacity of TA, and facilitators, to facilitate VIP Completed finalization. tional Consultants, Provincial implementation. The modules will provide facilitators with an overview of the VIP Consultants, and District and concept and guidance on how to implement the program at different levels. Village Facilitators. 92 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS VIP The first draft of the acceleration and regular VIP training modules was devel- oped, and a workshop to finalize the modules was held on 16-21 March 2018. LSP supported MoV to review the training modules and facilitated the workshop to finalize the modules. VIP Training implemen- All recruited VIP Facilita- This activity aims to train the VIP facilitators on the project's concept and their Completed tation. tor received training of roles and responsibilities. During the first half of 2018, this activity was delayed VIP. due to MoV budgeting and work planning delays. After the Minster of Villages approved the revised VIP Implementation Guidelines (June 1, 2018), the VIP program continued to implement the activity. In early July 2018 (1-8 July), 324 (89% of target) Trainers for Village Community Empowerment Expert Staff were trained in Jakarta. In addition, as of 31 Decem- ber 2018, 2,484 District-Level Facilitators (17 percent female and 83 percent males); 15,305 Sub-District-Facilitators for Village Empowerment and Village Infrastructure Engineers (23 percent female and 77 percent male); and 19,851 Village Facilitators (24 percent female and 76 percent male), were trained. LSP monitored and supervised MoV-led training. LSP visited all training in Jakarta. From August to September 2018, LSP also visited several provinces to supervise the District-Level Facilitator (TAPM) training, including in NTT, Riau, and Papua. Village Innovation Grant Establish district inno- All 434 districts have As of November 2018, all 434 (100%) districts have established District Innovation Completed (VIG) (IBRD Operation). vation team (TIK or Tim district innovation teams, Teams; signed the required MoU and issued a Bupati Decision Letter (SK Bupati). Inovasi Kabupaten) and 6446 sub districts Meanwhile, 6,285 (98%) of sub-districts have established Village Empowerment and village empower- have village empow- and Innovation Teams; signed the required MoU; and issued a Sub-District Head ment and innovation erment and innovation Decision Letter (SK Camat). team (TPID or Tim teams. Each team con- Inovasi Dan Pember- sists of 5 to 7 members. dayaan Desa) Bursa Inovasi Desa 434 districts implement- BID organizes village innovation fairs to inspire village communities to make more On Track (Village Innovation ed BID in 2018. informed decisions on village budget allocations. BID is used as a medium for Exchange, or BID). knowledge exchange of innovations. Up until December 31, 2018, 98% (426 of 434) districts have implemented the 2018 Bursa Inovasi Desa (BID). The total number of Villages that participated in BID are 71,024 Villages (95%). There were approximately 176,000 participants of BID (74% male and 26% female). The BID resulted in 69,786 commitment cards and 29,829 idea cards. These commitments and idea cards will be used by villages as a basis to replicate activities in village planning and budgeting Data from June 2018 shows that 42% (3,996 of 9,563) of the surveyed villages that participated in BID in 2017 have since replicated innovation activities from BID using their own village budgets (APBDes) (in total, 32,781 villages from 236 districts participated in BID in 2017). 93 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS VIP Training for district inno- All 434 districts innova- Over October to November 2018, all (100%) 434 District Innovation Teams, and Completed vation teams and village tion teams, and 6446 6,446 Village Empowerment and Innovation Teams, received training on imple- empowerment and inno- village empowerment menting BID and capturing innovations from BID. vation teams. and innovation teams, received training. Target participants: 5 par- ticipants for each district innovation team, and 2-3 participants for each vil- lage empowerment and innovation team. Monitoring disburse- All provinces received During the reporting period, Sub-district Innovation Teams, and Village Innovation On Track ment of Generasi com- disbursement and imple- Teams, were formed. However, there were delays with disbursing the Special munity grant (DOK CB). mented activities. Operation Fund. As of December 2018, MoV has disbursed the Special Opera- tional Fund to 95% (6,142 of 6,446) of sub-districts in 33 provinces, which amounts to IDR 311 billion (76% of the total allocated budget). Capacity Building--Tech- Curriculum and modules Curriculum and draft TSP training modules will help TSPs understand their role in assisting villages (i.e., Completed nical Service Provider development. modules for TSP en- provide services to villages to implement innovations), and to develop business (TSP) (IBRD Operation). trepreneurship, human plans (to sustain services as an institution). development and infra- LSP supported MoV to develop the training curriculum and 10 modules. Specif- structure. ically, LSP supported MoV to review the training modules and facilitate a work- shop to finalize the modules. Workshop for finalizing Final modules for TSP, MoV conducted training, using the developed training materials, to train 17 (of the Completed modules and Grant 17 GMTs are trained and intended 17) Grand Master Trainers (GMTs) and 30 (of the intended 35) Master Master Trainers (GMT). ready to train 35 Master Trainers (85% male and 15% females). LSP monitored and supervised the training. Trainers. Training for trainer (TOT). 324 trainers are well 264 (of the intended 324, or 83%) of Trainer of Trainers (ToT) for the Technical Ser- Completed trained on TSP. vice Providers (TSPs), were trained in Jakarta in July (17-23) 2018. LSP supported MoV by supervising and monitoring the training implementation. The expected target was not met due to delays in issuing the training invitation, which meant that some participants did not have enough preparation time. Training for TSP. About 2,604 TSPs LSP supported MoV to develop guidelines for conducting the TSP training at the On Track receive capacity building provincial level. However, this activity was delayed due to budget and workplan training. challenges. As at December 31, 2018, the TSP training was implemented in 29 of the expected 33 provinces and 2,317 participants were trained. The training will be implemented in the remaining 5 provinces in early 2019. 94 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS VIP Village Data Manage- Improvement on Village 1. The system provides Overall, LSP is providing monitoring and supervision support to MoV for this ac- On Track ment (IBRD Operation). Development Informa- reliable village develop- tivity. While this activity was originally delayed due to budget and work planning tion System (SIPD). ment program data. challenges, and changes in key staff within MoV’s Data and Information Center 2. Village data is integrat- (Pusdatin), the center finalized all technical and budget execution documents in ed in MoV. September 2018, and immediately commenced activity implementation. As of December 2018, MoV’s Pusdatin has undertaken several activities to improve SIPD, such as: developed data categories for the existing data in MoV; conducted data analysis based on KPI, village index, etc.; and developed additional needed applications to improve data system integration. Most of the features available in the SIPD were working well, except for data collection and data verification services. Workshop to identify A clear action plan to This activity was dropped due to changes in the design and the support Dropped needs, existing resourc- accelerate the process of required from LSP. Instead, this activity was undertaken by MoV as part of the es and constraints. developing SIPD. ministry’s SIPD activity. Field visit to villages. BTOR to provide a stra- This activity was dropped due to changes in the design and the support re- Dropped tegic input to the design quired from LSP. Instead, the field visit will be implemented by MoV's Pusdatin. of SIPD. Village Innovation Incu- 100 villages will receive MoV finalized all required documents to implement the VIP Pilot (general oper- On Track bation Grant (Pilot Local intervention and benefits ations manual, technical operational manual [which outlines the pilot design], Economic Develop- from the program. technical fund disbursement guidance, and staff recruitment guidance) and ment) (IBRD Operation). selected all pilot locations. Pilot implementation commenced in 31 districts in 2018. To minimize disruptions to the pilot’s implementation, the LSP task team and MoV core team engaged intensively to agree on key milestones and whether it is feasible to implement the pilot in the remaining locations (69 locations) for the next fiscal year (2019). Implementation Support Executive Training Pro- 1. Improved MoV staff The ETP has made good progress on addressing ministry-wide capacity con- On Track and Technical Assis- gram (ETP). capacity for achieving na- straints. In 2017, it executed three core activities that supported improvements in tance (IBRD Operation). tional goals and Minister’s 7 priority areas of improvement; and thus far it has implemented 7 of 14 activities priorities. relating to the same priority areas. A review finalized in May 2018, concluded that 2. Improved staff capac- the 2017 ETP activities contributed to improvements in 5 of the 7 priority areas ity to plan, implement, (ISR VIP Oct 2018). To optimize implementation in 2019, LSP will conduct a series monitor and evaluate, of meetings with MoV within the first quarter of 2019 to discuss the ETP's imple- especially in interpreting mentation design. The assigned person in charge from MoV will be responsible government policies. for the overall evaluation of the activity’s result. 95 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS VIP Implementation Support Aide memoire. LSP undertook an implementation support mission (ISM) during February to March Completed Mission for VIP. 2018. Findings from the mission were discussed with the National Management Consultants (KNM). The aide memoire and ISR were completed in May 2018 and October 2018, respectively. Monitoring TSP train- BTOR. The activity is complete. During 2018, LSP monitored the TSP trainings. Completed ings. Monitoring VIP training BTOR. During the reporting period, LSP supervised and monitored the Grand Master Completed for TA, PD, PLD, TIK, and Trainer, Master Trainer, Training of Trainer and Village Community Empowerment TPID. Consultant trainings. All BTORs are complete. LSP is also currently developing a report outlining the findings from this work. Monitoring Village BTORs of Bursa Innova- Over September to November 2018, the LSP team monitored and supervised BID Completed Innovation Exchange at tion. implementation in 4 districts (Serang, Bengkulu Utara, Gunung Kidul and Badung). district and sub-district LSP found that in some cases the local government communities view the BID as levels. an exhibition of products and did not always understand the concepts offered by BID. LSP also found that some BIDs include a combination of other events (e.g., local parties and art exhibitions etc.), which reduces the essence of BID activi- ties. LSP recommended BID is simplified, not combined with other events, and is carried out during the Musrenbang at the sub-district level. Village Law PASA Village Law Allocation of Village Working Paper on Alloca- In 2017, the GoI Parliament approved the revised Village Fund Allocation Policy, Completed PASA Funds becomes more tion Fund. which incorporated advice from the World Bank to adjust and make the Village poverty targeted. Fund Allocation Formula fairer and more pro-poor. In 2018, LSP undertook detailed analysis to understand the impact of the adjusted 2018 formula on various indicators (such as village fund per capita and diverse types of villages). Based on this analysis, LSP drafted the ‘Allocating Indonesia’s Village Fund (Dana Desa): Promising Progress and Opportunities for Even Better Poverty and Development Targeting Working Paper’. The working paper outlines the importance of village transfers, key challenges with the allocation formula, the 2018 positive reforms, and options for further improvement in 2019 and beyond. The paper was finalized and shared with DJPK in June 2018. Village public expendi- Village Infrastructure Building on LSP’s ViPER Analysis in 2017, in May 2018 LSP launched the Village In- On Track ture review. Quality Audit. frastructure Quality Audit. During May to July 2018, LSP reviewed the quality and construction process of 165 infrastructure sub-projects, across 58 villages in six provinces, including West Java (May 2018); Aceh and NTT (July 2018); and West Sulawesi, West Kalimantan and Maluku (August 2018). 96 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS Village Law LSP has undertaken initial analysis of the results, and the draft report is complete. PASA Preliminary findings indicate that overall the quality of infrastructure constructed under the Village Law is lower than that under PNPM. To finalize the report, LSP will present the initial findings with broader stakeholders (e.g., KOMPAK and key ministries, such as PU, MoHA, and MoV) in a meeting to seek inputs and feed- back. It is expected the report will be finalized in April 2019. District Village Law PASA is developing an expenditure review, which consolidates the On Track Expenditure Review. ViPER analysis from 2017. The expenditure review will provide detailed analysis of national and local government expenditures and costs versus their respective mandates for providing village support. The draft District Expenditure Review will be finalized in January 2019. The draft will be reviewed at a technical level workshop with, and organized by, LSP in January 2019. The draft will also be peer reviewed in early 2019. This district expenditure review will be integrated into the Local Government Assessment as an annex. Regulatory framework Revised In 2017, LSP provided substantial technical inputs to the GoI to inform its revisions Completed for VFM. Permendagri 113. of Permendagri 113 so that the revised regulation was more results-based and incorporated principles of transparency, participation, and accountability. The GoI issued Permendagri 20 (revised Permendagri 113) in April 2018. In 2018, LSP provided technical assistance to DG Bina Pemdes in preparing dissemination materials (four infographics) on the revised Permendagri. In August (8-9) 2018, LSP supported Bina Pemdes to socialize and disseminate Permend- agri 20/2018 by conducting a workshop. 246 out of 434 districts/city beneficiaries of Dana Desa, 10 MoHA staff, and the World Bank, attended the workshop in Jakarta. Working Paper on Village During the reporting period, LSP drafted the Working Paper on VFM. The paper On Track Financial Management. outlines the strengths and weaknesses of the new Permendagri No. 20/2018 on VFM and proposes recommendations to the GoI (DG Bina Pemdes of MoHA and DG Fiscal Balance and DG Treasury of MoF) about future possible improve- ments and a phased implementation. The Working Paper was originally delayed to ensure that the latest regulatory and system changes implemented by the GoI (based on LSP recent support) are captured. It is expected that the VFM Working Paper will be finalized in early 2019. 97 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS Village Law VFM systems improve- Quality Assurance on LSP supported MoHA and BPKP to rollout and make Siskeudes more effective. On Track PASA ment support. Siskeudes. To date, Village Law PASA has provided technical inputs for application devel- opment, quality assurance, training module development, technical reviews of software implementation, and inputs on the Siskeudes dissemination/implemen- tation plan. Bina Pemdes and BPKP are upgrading Siskeudes based on Per- mendagri no. 20/2018, and the revised system was launched in November 2018. LSP is supporting the GoI to provide quality assurance of the revised Siskeudes implementation. OMSPAN VL PASA is providing TA to the DG Treasury of MoF to improve the quality of On Track Assessment. Dana Desa and DAK Fisik outputs collected through OM SPAN by standardizing output nomenclatures and their metrics. To date, LSP has assessed the OM SPAN system to review and understand its functionality, design, configuration, functional and technical architecture, the doc- umentation of OM-SPAN, and its functionality for DAK Fisik and Dana Desa (and the business processes supported by it). LSP also reviewed regulations, and held a meeting with key MoF counterparts concerning the documents for their inputs. MoF’s inputs were used to inform the overall assessment. LSP has developed the draft assessment report of OM-SPAN. The report is cur- rently undergoing internal reviews and is expected to be finalized in 2019. Improved VL regulatory Revised LSP-supported consultants assisted the ministry to promote regulatory drafting Completed framework for inclusion Permendesa on Village based on evidence. In 2018, Village Law PASA TA supported the update and and participation. Inter- issuing of Permendesa on Village Development and Community Empowerment Village by supporting public consultations, workshops, and drafting the Permendesa. Development. LSP supported a consignment meeting and workshop by inviting experts on law/ regulation to gather inputs, views, and recommendations to inform the regula- tion. The Village Law PASA TA ensured that the process was more participatory and included a wider group of stakeholders, including different ministries (MoF, MoHA), CSOs, village-level stakeholders, and local government. The Permende- sa is currently being internally reviewed and finalized by MoV. 98 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS Village Law Revised The regulation was finalized in early 2018 and approved in April 2018 (Permend- Completed PASA Permendagri on Village agri No. 18/2018). To support the drafting process, LSP provided TA, including Community Institutions supporting problem identification (through desktop review, panel discussions and Village Customary and LKD and LAD related study); a joint mission with MoHA; and FGDs with ex- Institutions. perts (e.g., from universities, research institutions, customary related Indonesian organizations, and relevant ministries/institutions). LSP also supported multiple workshops and meetings, developed a policy paper, and provided various inputs on different provisions for the draft MoHA regulation on LKD and LAD. Regulatory Impact LSP provided TA to support and improve the quality of module preparation and Completed Assessment (RIA) and implementation of the training. In 2017, LSP supported the GoI to design and de- Evidence-based Policy velop a Regulatory Impact Assessment (RIA) and Evidence-based Policy training training course. course, including a training manual, detailed materials and examples. LSP also supported training the trainers. In 2018, the training was piloted by MoV and lessons learned were incorporated into the course materials and trainer approach. Participants included representatives from other ministries and local governments. Agreed follow up actions from MoV and Menko-PMK participants were also developed. Improved VL facilitation Working Paper on Village During the reporting period, LSP drafted the Working Paper on Village Facil- On Track and capacity support - Facilitation and Capacity itation and Capacity Building, which outlines an overall review of the village focus on inclusion and Building. facilitation structure. The working paper is currently undergoing internal and participation. editorial review and is expected to be finalized in January 2019. Stocktaking report on In 2018, LSP launched the stocktaking review, conducted a desk review, On Track inclusion and vulnerable initiated FGDs with programs supporting inclusion (e.g., PEKKA's Paradigta), groups in VL. and undertook fieldwork in two districts where the Paradigta program is active, including Kubu Raya District in West Kalimantan (September 2018) and Brebes District in Central Java (October 2018). An LSP representative shared the initial findings from the desk study and field- work as a CSO Forum in November 2018. The session was well attended (about 40 participants from CSO Indonesian CSOs) and the key findings — particularly the need to building political capacity of the villagers as a countervailing force in the village — were well received by the CSO actors. LSP is currently finalizing the report, which is expected to be completed in January 2019 99 ANNEX 3 (CONTINUED) PROGRAM ACTIVITY SUB ACTIVITY PLANNED CURRENT PROGRESS OUTPUT/TARGET PROGRESS STATUS Local In March 2018, LSP launched an assessment of Local Government support for On Track Government Village Law implementation. During the reporting period, LSP undertook a desk Assessment Report. review of local government mandates under Village Law and associated reg- ulations. In May 2018, LSP together with Bina Pemdes, also conducted district assessments (data collection) to assess actual provincial, district, and sub-dis- trict government support to village governments. Data was collected across 4 provinces, 7 districts, 10 sub-districts, and 16 villages, and involved interviews with district/sub-districts government representatives, village government officials, non-government stakeholders, and villagers. This activity was slightly delayed due to difficulties in obtaining district and sub-district budget, realization, and training data. The Local Government Assess- ment will be finalized in January 2019. The draft will be reviewed in workshop at the technical level with MOH and organized by LSP on January 2019. The draft also be peer reviewed. 100 CH AP T E R NI NE ANNEX 4 LSP Knowledge Products and Publications Secretariat 1. KOMPAK and LSP’s Joint SPC. 2018. MoHA Regulation 20/2018 on Village Financial Management. 2. LSP, KOMPAK, MAHKOTA, and KSI’s joint SPC. 2018. The Village Fund Policy. 3. MAHKOTA and LSP’s Joint SPC. 2018. Joint National Strategy to Accelerate Stunting Reduction. 4. World Bank. 2018. Local Solutions to Poverty Annual Progress Report 2017 (English). Washington, D.C.: World Bank Group. https://localsolutionstopoverty.org/sites/default/files/2018-04/Indonesia_Social_Development_World_Bank_Local_Solutions_ to_Poverty_Annual_Report_2017.pdf 5. World Bank. 2018. Local Solutions to Poverty (LSP) Achievement Brief 2017. https://localsolutionstopoverty.org/sites/default/files/2018-07/Local-Solutions-to-Poverty-Indonesia-Achievements-Brief-2017- World-Bank.pdf ECED Frontline Pilot 1. Local Solutions to Poverty-World Bank. 2018. Diklat Berjenjang Guru Pendidikan Anak Usia Dini (Published Video). https://localsolutionstopoverty.org/node/382 2. Local Solutions to Poverty-World Bank. 2018. Pendidikan Anak Usia Dini (Published Video). https://localsolutionstopoverty.org/node/345 Generasi 1. Olken, Benjamin; Sacks, Audrey; Endarso, Gregorius Kelik Agus; Subandoro, Ali Winoto; Wrobel, Robert. 2018. Indonesia - Long- term Impact Evaluation of Generasi (English). Washington, D.C.: World Bank Group. http://documents.worldbank.org/curated/en/481161529900287499/Indonesia-Long-term-impact-evaluation-of-Generasi 2. Sacks, Audrey; Grayman, Jesse Hession; Afriko, Marzi; Anggraini, Nelti; Endarso, Gregorius Kelik Agus; Prahara, Hestu; Prabowo, Agung; Rozana, Lina; Subandoro, Ali Winoto; Wrobel, Robert; Friel, Kelley Reese. 2018. Indonesia - Long-term Generasi Qualita- tive Study (English). Washington, D.C.: World Bank Group. http://documents.worldbank.org/curated/en/296651529900604983/pdf/Long-Term-Generasi-Qualitative-Study.pdf 3. World Bank. 2018. Growing Up Smart and Tall: Human Development Worker Infographic. Local Solutions to Poverty - World Bank Group. https://localsolutionstopoverty.org/sites/default/files/2018-07/3954-Indonesia-Growing-Up-Smart-and-Tall-Human- Development-Worker-Infographic_0.pdf INEY 1. World Bank. 2018. Collaboration for Stunting Reduction (Published Video). https://localsolutionstopoverty.org/node/325 2. World Bank. 2018. My Height, My Future (Published Video). https://localsolutionstopoverty.org/node/263 3. World Bank. 2018. Menangani Stunting Dengan Intervensi Terintegrasi (Published Video). https://localsolutionstopoverty.org/node/324 4. World Bank. 2018. Kerja Sama Menurunkan Angka Stunting (Published Video). https://localsolutionstopoverty.org/id/node/325 ANN E X E S 10 1 KIAT Guru 1. Ariyanto, Novi. 2018. Weaving Hope in Remote West Kalimantan School. Local Solutions to Poverty - World Bank Group and Yayasan BaKTI. https://localsolutionstopoverty.org/id/publication/menjalin-asa-di-ujung-barat-kabupaten-landak.html 2. Diani, Hera. 2018. Camera App a Catalyst for Teacher Performance Improvement in East Nusa Tenggara. Local Solutions to Pov- erty - World Bank Group and Yayasan BaKTI https://localsolutionstopoverty.org/id/publication/aplikasi-kamera-katalis-peningkatan-kinerja-layanan-guru-di-nusa-tengga- ra-timur.html 3. Empowering Communities for Better Education. 2018. (Published Video) https://localsolutionstopoverty.org/video/community-empowerment-to-improve-education-service-in-disadvantaged-villages 4. KIAT Kamera. 2018. (Published Video) https://localsolutionstopoverty.org/node/383 5. Local Solutions to Poverty-World Bank. 2018. KIAT Guru Fact sheet. https://localsolutionstopoverty.org/sites/default/files/2018-05/KIAT_Guru_FactSheet_ENG_180430_View.pdf 6. Susanti, Dewi. 2018. Social Accountability in Action: Improving Teachers’ Presence and Teachers’ Service Quality. Local Solutions to Poverty - World Bank Group dan Yayasan BaKTI. https://localsolutionstopoverty.org/id/publication/akuntabilitas-sosial-meningkatkan-kehadiran-dan-kualitas-layanan-guru.html Village Law PASA 1. Diningrat, Rendy Adrian. 2018. SMERU Policy Brief: Promoting Supervision of Village Administration by Communities. Village Law Series No.4/April/2018. Local Solutions to Poverty World Bank and SMERU. https://localsolutionstopoverty.org/sites/default/files/2018-06/Indonesia-Promoting-Community-Based-Village-Supervision.pdf 2. Kemendagri dan LSP World Bank. 2018. Booklet Pengelolaan Keuangan Desa Berdasarkan Peraturan Menteri Dalam Negeri, Nomor 20, Tahun 2018. (MoH and LSP World Bank. 2018. Booklet of Village Financial Management Based on the Regulation of the Minister of Home Affairs, Number 20, 2018.) https://localsolutionstopoverty.org/sites/default/files/2018-08/Pengelolaan-Keuangan-Desa-Berdasarkan-Permend- agri-20-2018_1.pdf 3. Local Solutions to Poverty dan Lembaga Penelitian SMERU. Februari, 2018. Peran Supradesa dalam Tata Kelola Desa Presen- tasi Power Point. (Local Solutions to Poverty and SMERU Research Institute. February 2018. The Role of Supradesa: Power Point Presentation) https://localsolutionstopoverty.org/sites/default/files/2018-02/180214%20-%20BBL%20-%20Peran%20Supradesa%20 dalam%20Tata%20Kelola%20Desa.pdf 4. Local Solutions to Poverty World Bank dan Lembaga Penelitian SMERU. Maret 2018. Proses Perencanaan dan Penganggaran Desa, Power Point Presentation. (Local Solutions to Poverty World Bank and SMERU Research Institute. March 2018. Village Planning and Budgeting Process, Power Point Presentation.) https://localsolutionstopoverty.org/sites/default/files/2018-06/Material%20BBL_Planning%20and%20Budgeting_Final_En- glishpptx_0.pdf 5. Local Solutions to Poverty World Bank dan Lembaga Penelitian SMERU. 2018. Participation, Transparency and Accountability in Village Law Implementation: Sentinel Villages Study Baseline Findings. Local Solutions to Poverty World Bank and SMERU. https://library.localsolutionstopoverty.org/collection/detail.php?id=9308&lang=id 6. Ruhmaniyati. 2018. SMERU Catatan Kebijakan: Memperbaiki Kebijakan Padat Karya Tunai di Desa. Seri UU Desa No.5/Okt/2018. Local Solutions to Poverty World Bank and SMERU (Ruhmaniyati. 2018. SMERU Policy Brief: Improve the Cash for Work Policy in the Village. Village Law Series No.5/Okt/2018. Local Solutions to Poverty World Bank and SMERU). https://localsolutionstopoverty.org/sites/default/files/2018-11/3979_Memperbaiki_Kebijakan_Padat_Karya_Tunai_di_Desa_ PB05.pdf 7. Syukri, Muhammad, Palmira P. Bachtiar, Asep Kurniawan, Gema SM Sedyadi, Kartawijaya , Rendy A. Diningrat, Ulfah Alifia. April 102 CH AP TE R NI NE 2018. Studi Implementasi Undang-Undang No.6, Tahun 2014, tentang Desa: Laporan Baseline. Local Solutions to Poverty dan Lembaga Penelitian SMERU (Syukri, Muhammad, Palmira P. Bachtiar, Asep Kurniawan, Gema SM Sedyadi, Kartawijaya, Rendy A. Diningrat, Ulfah Alifia. 2018. Study on Implementation of Government Regulation No. 6, 2014, on Villages: Baseline Report. Local Solutions to Poverty and SMERU Research Institute.) https://localsolutionstopoverty.org/sites/default/files/2018-05/Analytics_Sentinel%20Study_SMERU_Qualitative%20Base- line%20Study_BHS_published.pdf Analytic 1. Sacks, Audrey; Pierskalla, Jan Henryk. 2018. Mapping Indonesia’s Civil Service (English). Washington, D.C.: World Bank Group. http://documents.worldbank.org/curated/en/643861542638957994/Mapping-Indonesia-s-Civil-Service 2. World Bank. 2018. Mapping Indonesia’s Civil Service 2018 Infographic. World Bank Group. http://www.worldbank.org/en/news/infographic/2018/11/21/mapping-indonesias-civil-service-2018 AN N E X E S 10 3 AC K N OW L E D G E M E N T S PRACTICE MANAGER Nina Bhatt TASK TEAM LEADERS Samuel Thomas Clark, Ahmad Zaki Fahmi, Christopher Finch, Kathleen Whimp, Ihsan Haerudin, Adji Danya Delita Hakim, Yulia Herawati, Lily Hoo, Elvina Karjadi, Anna O’Donnell, Sadwanto Purnomo, Laura Ralston, Rosfita Roesli, Claudia Roxx, Audrey Sacks, Bambang Soetono, Dewi Susanti, Noriko Toyoda WRITERS AND EDITORS Bryan Rochelle and Ashlee Schleger-Brown SECRETARIAT TEAM Daniel Seno Yusanto, Ashlee Schleger-Brown, Megha Kapoor, Chatarina Widiarti, Fibria Heliani, Hardini Utami, RA Puji Wulandari, Hera Diani M&E CONSULTANT Clear Horizons M&E FOCAL POINTS Budi Wijoyo, Christina Natalia, Eddy Trang, Gerda Gulo, Karrie Mclaughin, Octaviera Herawati GRAPHIC DESIGNERS Phoebe Wathoel & Wulan Dewi PHOTOGRAPHER World Bank Indonesia Team, Matahati, Fauzan Ijazah, TNP2K-KIAT Guru