Transcript 8c2 S. Hadi, Indonesia CDD, 5Jun12 - CoP-MfDR
Ministry of Disadvantaged Region Republic of Indonesia Dr. Suprayoga Hadi Deputy Minister for Special Region Ministry of Disadvantaged Region, Republic of Indonesia Regional Meeting on Public Sector Management in Support of the MDGs Co-organized by Asia Pacific CoP-MfDR, ADB, UN-ESCAP and UNDP Bangkok, 13-15 June 2012
A. Poverty in Indonesia B. Government ’s poverty reduction strategy and policy C. PNPM Mandiri – a strategy for poverty reduction and job creation D. Acceleration of the MDGs Achievement E.
Some lessons learned and evaluation results
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A significant number of vulnerable Non monetary Poverty
10,0 5,0 Poorest Poor Near Poor Household Family Access inequality in health, nutrition, education, water & sanitation, etc., especially for the poor households in remote and isolated areas
Poverty rate across regions, 2009
N
Interregiona l disparity Le ge nd : 0 - 5 5 - 1 0 10 - 15 15 - 20 20 - 50 1000 0 1000 2000 Kilom eters
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54.2
47.9
40.1
34 38.4
37.4
36.1
35.1
39.3
37.2
34.9
32.5
31.02
28.6
21.6
22.5
17.4
15.1
13.7
11.3
17.3
23.4
18.2
17.4
16.7
15.9
17.8
16.6
15.4
14.1513.33
1976 1980 1984 1987 1990 1993 1996 1996 1999 2002 2003 2004 2005 2006 2007 2008 2009 2010 National WB
Poverty Line/Day PL/Month/ Capita
Rp.7.057,5≈ US$1.79 PPP US$1 PPP≈ Rp.3.934
US$2 PPP ≈ Rp.7.868
Rp. 211.726
Rp. 118.020
Rp. 236.040
% Poor (2010)
13,3 7,4 49,0 4
MACRO ECONOMIC POLICY
Near Poor Poor The Poorest
Cluster-1
1. Scholarships 2. Health Insurance 3. Rice Subsidy 4. CCT 5. UCT
(when needed in crisis) 6. Different kind of social assitances.
Cluster-2
COMMUNITY EMPOWERMENT PROGRAMS (PNPM)
Cluster-3
SMEs Credits
Near Poor Poor* The
Poorest* Cluster-4
1. Housing 2. transportation 3. Clean water 4. Electricity 5. Fishermen livelihood *) 6. Marginal group in urban areas*) Focus targets to communities of fishermen, margi nal group in urban areas, and in less developed regions
To Increase Social Welfare and expand job creation Accelerate Poverty Reduction
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DUAL TRACK MASTER PLAN ECONOMY Social Protection & Assistance Program (Cluster I) Community Empowerment Programs (Cluster II) SMEs Empowerment Programs (Cluster III) Pro Poor Programs for acceleration (Cluster IV) Expand the Economic Growth (PRO-GROWTH) Expand the job Opportunity (PRO-JOB) Accelerate poverty reduction (PRO-POOR) Green Economy (PRO ENVIRONMENT) FOUR TRACK STRATEGY Increase the People’s Welfare (GROWTH with EQUITY)
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1.
2.
3.
4.
5.
Expansion and improvement of CCT a.
Expansion to cover 1,516 thousand of poorest HH and include Eastern Indonesia b.
Improvement of targeting method in 2011 Database, socialization, verification, and payment system Strengthening the effectiveness of PNPM Mandiri a.
Increase the impact and effectiveness of the program for job creation; b.
Strengthen the quality of integration among CDD programs and local pro-poor planning, budgeting & policy; Expansion of pro-poor programs a.
Affordable housing for the poor; b.
Cheap transportation, including for rural transportation and efficient car; c.
Clean water for the poor; d.
Cheap and efficient electricity for the poor; e.
f.
Improvement fishermen livelihood and quality of 400 PPI (fishing ports); Improvement of vulnerable in the urban, including housing and basic services as well as economic productive activities.
Land ownership of the poor Strengthening access and quality of family planning for the poor, especially in remote areas
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MARKET LINKAGES
•Infrastructure •Microfinance NRM
RESPONSIVE GOVERNMENT & EMPOWERED COMMUNITIES
•Strengthening bottom-up dev’t approach; •Improving local government (sub-districts, village heads & legislative) responsiveness •Improving social service delivery to the poor.
•Pro-poor planning and budgeting •Smallholder dev’ t •Renewable energy &
Block grant tansfer and technical assintance to the poor communities SOCIAL PROTECTION
•Women’s participation •Justice for the poor •Helping marginal groups •Transparency 8
1. PNPM is a program use CDD approach that attempt to reduce poverty and create job opportunities 2. It consists 5 core programs: PNPM Rural; PNPM Urban; PNPM for Disadvantage Area; Rural Infrastructure Support for PNPM; PNPM - Infrastructure for socio economic development 3. Currently , it is supported by several sector CDD program: PNPM for rural agribusiness, PNPM tourism, PNPM fishery and marine.
4. Since 2009, PNPM Mandiri has covered all sub-districts (6,400 sub-districts) 1.
To solve difficulties in reaching the poor and fulfill people needs particularly in remote & isolated areas due to imperfect market.
Current decentralization doesn’t guarantee local governments perform participatory and pro-poor approaches. 2. To avoid inefficiency & confusion of overlapping activities, procedures, & institutions formed by different kind of projects. PNPM attempts to harmonize: Location by targeting poor sub-districts Principles & performance indicators.
Simplifying procedures (planning, disbursement, facilitation training, and unit costs).
Community institutions as a forum for community decision making 9
MARKET LINKAGES
•Infrastructure •Microfinance NRM
RESPONSIVE GOVERNMENT & EMPOWERED COMMUNITIES
•Strengthening bottom-up dev’t approach; •Improving local government (sub-districts, village heads & legislative) responsiveness •Improving social service delivery to the poor.
•Smallholder dev’ t •Renewable energy &
Block grant tansfer and technical assistance to the poor communities SOCIAL PROTECTION
•Women’s participation •Justice for the poor •Helping marginal groups •Transparency 10
2025 2020 2015 2012 UPGRADE
• Empowerment Process • Activity: open menu • Infrastructure • Quantity
physical assets
UPSTREAMING
• Supporting System • Institutionalization • Pro-poor LGs • Quality
social assets
UPSHIFTING
• Enggaging (networking, partnership) • Decentralization • Entrepreneurship • Regional/global economic linkage
asset building
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INITIAL/LEARNING PHASE (Year 1- 2) SELF RELIANCE PHASE (Year 3 - 4)
• • •
Participatory development learning process Block grant as stimulant Community intiative learning process, facilitate by facilitators
• • •
Partnership with other stakeholders Community abble to access other resources Integration between participatory planning and reguler planning process SUSTAINABILITY PHASE (YEAR 5- 6)
• • •
Community are able to patnership with wider stakeholders Pro poor planning & budgeting of LG Facilitators are based on community requirement EXIT STRATEGY
•
Replication CDD principles, mechanisms & procedures by Local Government & other stakeholders (NGOs, CSR, etc)
CDD ARE IMPLEMENTED WELL 12 12
Basically the block grant can be used for open menu. The implementing Agency only issues the negative list (ie. buidling praying place, creating bomb, etc) The activities as vary as follows: Train the communities in identification, analysis and decision making process to tackle their poverty problems Create/expand small scale infrastructures and community economic productivities.
Increase community capability and self-help to achieve better standard of living 13
Central Government Budget
Local government contributions (based on fiscal capacity, from 5%-20% out of block grant)
Private/CSR contributions
Financing Mechanism
Multi Donor Trust Fund (PNPM Support Facility/PSF) USAID.
grants from WB, AUSAID, DFID, Netherlands, Danida, EU,
Multiyears financing for community block grants and technical assistance
WB (PNPM Urban & Rural), IDB (PNPM Urban), ADB(RIS-PNPM), JBIC (RISE), WB (SPADA).
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Agriculture 3,65% Energy 0,97% Enviromental 0,22% Others 0,03% Economy 14,58% Social 3,50% Health 13,40% Education 9,90% Transportation 53,75% 15
1. Strategy, Institution, and Accountability
Decide key performance indicator to include woman participation and
gender mainstreaming in any activity from planning until the implementation phases.
2. Social Empowerment
Separate proposal proses for women group can guarantee bigger response to women needs, which oftn time relates to solve the root of poverty The Operational Manual has been set up to include and give bigger role to women Monev could help the awareness to women participation
3. Sustainability and Impact
Women involvement particularly in operation and maintenance has been impacted to the sustainability of the project results
4. Economic Empowerment
Support women role in household’s economic increases their power in deciison making process within a family; Women participation in different kind of level increases their capacity and self esteem.
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Self-help mapping:
•Needs & asset identification •Problem solving
Poverty reflection:
•Poverty diagnostics •Problem identification • Solution identification
Community meetings:
• Binding interest •Democratization •Self reliance
Dissemination:
•Social mapping •Socialization
Community Organization:
•Form & set up community organization
Planning:
•Programs & activity identification and Prioritization
Implementation:
•Form implementation units •Set up agenda / action plan
Beneficiaries:
•Set up beneficiaries 17
8 Goals 18 targets In 2015 48 Indicators on the basis of 1990 Poverty & Hunger Maternal Health
Financial Crisis has impeded some MDGs targets achevement, e.g. National poverty, nutrition, nett enrollment rate, etc.
EDUCATION GENDER CHLD HEALTH Comm. Diseases
Period of Mid-term Development plan 2010-2014 is: Last shot to accelerate MDGs achevement in sistematic way Basis to mainstream MDGs achievement whithin sectors, programs, activities, along with the target, funding, and other resources
ENVIRONMENT PARTNERSHIP
Presidential Decree No. 3/2010 issued to instruct ministers, governors and other leaders to accelerate MDGs achievement. It is a basis for the establishment of Road Map MDGs, Regional Action Plan, improve MDGs related government budgeting database, capacity in and pro-poor strengthen planning local and 18
Strengths: 1.
Community groups receive the funds directly in their bank account from MoF treasury 2.
The community has strong ownership which creates incentives for community control over the funds 3.
An external monev unit is established through the PMU 4.
An internal financial management team provides hands-on training & oversight to community groups Weaknesses: 1.
The capacity of untrained community groups to manage & implement the grant is weak 2.
3.
4.
5.
The capacity of local governments to supervise & monitor project implementation is insufficient The capacity of facilitators is uneven data management and performance indicators are in different quality Complaint tracking & reporting can ’t provide the resolution progress Enhancing Effectiveness of PNPM Mandiri: 1. Quality improvement of PNPM M implementation (management, MIS, fasilitators, governance) 2. Improve capacity at the local level (village and sub district).
3. Integration of participatory planning into regular planning process at the local level 4. Focus and increase effectiveness of program at poorest sub district.
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Poverty targeting to the sub-district level is successful (Alatas, 2005)
•
Covered 34.000 poor villages & 60-70% poor in the community
Increased basic infrastructure with quality ranges good to very good (MIS; Ekart, et. Al, 2004; Torrens, 2005)
•
Built & improved 27.590 km roads, 6.040 bridges, 6.565 unit of water infrastructure & 2.660 unit sanitation
•
Built & renovated 1.760 schools & 1.450 health post & its network; and provided school supplies & 61.100 scholarships.
Rural infrastructure projects have high economic returns (EIRR 39-68%) & costs significantly lower 56 % than equivalent works built through government contracts (Dent, 2001; Torrens, 2005; Alatas, 2005)
Over 62 work-days of short term employment from infrastructure activities & more than 1.3 million villages established/ expanded their micro & small enterprises (MIS).
Better community capacity in project planning & implementation as well as good governance (McLaughlin et. Al 2007)
Corruption rates are low, <1% of total program costs (Price Waterhouse; Moore’s Rowland, BPKP, MIS)
Community participation is high.
•
Women participation in meetings & activities ranges from 31-46% (Barron, et.al, 2006)
•
Approx. 60% of those who attend planning meetings & 70% of the labor force are the poorest of community (MIS)
Households in poor sub-districts (kecamatan) were 9.2%-11.7% more likely to move out of poverty than households in control areas (Voss, 2007).
Unemployment rates in control areas increased by 1.5% more than in PNPM areas (Voss, 2007)
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Good governance practices support reform at the village level
•
Village head has a strong influence in people participation, project legitimacy, & transparency (when people’s present is low, the village head can be very dominant)
•
Collective action is bigger at the neighborhood rather than at the village
village head, facilitators, & implementation team work as instrument of cooperation at the village level.
People participation expands the community capacity
•
Participatory decision making process & trainings increase community self-esteem & willingness to cooperate.
•
Ignorance of complaint handling, especially when the project runs well
community supervision is needed to control the quality of project and good governance
•
Women participation is greater when decision making is at the lower level ie. neighborhood or groups).
The activities identified are consistent with the community needs or village problems.
•
Open the opportunity of villagers to help the needy/poorest, although the vote mechanism isn’t always benefiting groups who live far from the village center (ie. irrigation, health post, etc)
The willingness toward CDD’s principles need support of external change
legislative body & local government.
supportive
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THANK YOU
for further information, please email to: [email protected]
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