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Peace Through Development (PTD)
Commissioning Unit: Indonesia
Evaluation Plan: 2011-2015
Evaluation Type: Project
Completion Date: 10/2012
Unit Responsible for providing Management Response: Indonesia
Documents Related to overall Management Response:
 
1. Recommendation: Recommendation 1: UNDP and BAPPENAS should continue to institutionalize CSPP into Musrenbang?s national policy framework. PTD has produced remarkable products (Musrenbang Plus Modules), mechanisms (Pre-village FGD, Peace Building Commission), and legal/regulatory frameworks (Perda, Perdes, RPJM Desa). There is a strong call for replication of this achievement in other provinces and districts, particularly in disadvantaged areas. The urgency of this recommendation is to address the current poor performance of local government institutions in responding to popular demands. The institutionalization at national level through BAPPENAS should also include the integration framework of Musrenbang Plus and PNPM.
Management Response: [Added: 2013/08/13]

Agree with the recommendations such as: institutionalization of CSPP process into Musrenbang?s national policy framework, replication in other areas, and improve the capacity of local government institutionns. The lessons learned and best practices of PNPM could be additional areas for consideration in the institutionalization of the Musrenbang plus.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
? Series of GOI senior managementt level consultative dialogues will be facilitated by the successor project, PTDDA involving officials from MOHA, Bappenas and KPDT to discuss the legitimization of the Musrenbang Plus through an issuance of a MOHA decree. ? A draft of a national governmnet regulation is being developed with the support of PTDDA project, which includes the role of communities in mitigating conflict through inclusion of community aspirations in the planning process. ? Facilitate in the development of a Permendagri on Musrenbang Plus.
[Added: 2013/08/13] [Last Updated: 2018/11/08]
PMU PTDDA with technical back up support of Conflict Prevention Cluster, CPRU. 2013/12 Completed This was taken on by the Peace Through Development in Disadvantaged Areas (PTDDA) project. History
2. Recommendation: Recommendation 2: PTDDA project should continue UNDP?s focus on developing a more strategic governance framework to advocate synergy between the Musrenbang process (Executive-driven) and Jaring Asmara (Legislator-driven). Instead of perceiving these two policy mechanisms as a duplication, the latter should be taken as an opportunity for mainstreaming CSPP in more effective ways and for strengthening ?Inclusive Politics? as one of UNDP?s pillars in governance for peace. This calls for a partnership between KPDT, BAPPENAS and DPR at national and subnational levels. PTDDA should mainstream efforts at drafting a legal framework (i.e.Perda) for the synergy, particularly at province and district level.
Management Response: [Added: 2013/08/13]

1)The successor project, PTDDA project will continue the effort by advocating the synergy of musrenbang process with the legislative body which will be manifested through the development of training manual and guideline on Conflict-sensitive Budgeting. 2)The synergy between the executive and the legislative will be further manifested by facilitating the drafting and enactment of subnational local regulations of the Musrenbang Plus and Conflict-sensitive budgeting.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
? A GOI senior management level dialogue is being facilitated by the successor project, PTDDA involving the MOHA, Bappenas and KPDT to discuss the legitimization of the Musrenbang Plus and possible issuance of a MOHA decree.
[Added: 2013/08/13] [Last Updated: 2018/11/08]
PMU PTDDA with technical back up support of Conflict Prevention Cluster, CPRU 2013/08 Completed This was taken on by the Peace Through Development in Disadvantaged Areas (PTDDA) project. History
3. Recommendation: Recommendation 3: CPRU-UNDP through the PTDDA project should advocate the future implementation of the Conflict Prevention component of Law No 7/2012 on Social Conflict Management. The action plan of the CPF should be based on this legal framework. In order to be effective, it requires sustained efforts at: (1) re-building support among leading national CSOs and academic institutions for the urgency of Component 1 (Conflict Prevention) and its links with Components 2 and 3, (2) advocating the application of the CP component into a Presidential Decree, Ministerial Decree and Perda on conflict management at district and province level in the PTDDA target areas. Support from broad elements of civil society will assist PTDDA to advocate the implementation of the first component of the Law. In order to gain support as early as possible, it is important for the project to undertake a nation-wide campaign (i.e. national seminars) to promote the urgency of conflict prevention by bringing together crucial elements of responsible state departments, national NGOs, National Commission on Human Rights, and other relevant national commissions, including POLRI and TNI.
Management Response: [Added: 2013/08/13]

Ongoing, PTDDA project has several activities in AWP addressing the need for continoued advocacy of the Conflict Prevention component of Law No.7/2012 such as through the regular meetings of the newly established Technical CoordinatingTeam for peace building TKPP, a multi-stakeholder coordnation team; dissemination and advocacy of the Conflict Prevention Framework by LIPI both at the national and subnational level involving multi-stakeholders including youth and women?s group; and the ongoing legal drafting of a government regulation on the operationalisation of Law No. 7/2012.

Key Actions:

4. Recommendation: Recommendation 4: Regarding the PTDDA?s Conflict Prevention Framework and CEWERS, that involves security sector actors/institutions (i.e. the Police and TNI), the project should undertake training and workshops for security actors, particularly at province and district level. This is necessary due to the insufficient attention given to security/justice governance by the PTD project. In the PTDDA target areas, there is ample evidence of the poor performance of the security and justice institutions in dealing with violent protests and grievances among local communities. The effective functioning of CEWERS depends to a larger extent on the better performance of the security and justice actors/institutions. Improved capacity and performance of these actors will increase people?s trust in their involvement in CPF implementation.
Management Response: [Added: 2013/08/13]

This recommendation is being proposed in 2014 AWP of the PTDDA Prodoc and proposal to BCPR. When PTDDA obtain sufficient funding support from potential donors, more capacity building and advocacy work could be developed to increase capacity of the security and justice sectors.

Key Actions:

5. Recommendation: Recommendation 5: CPRU-UNDP, via the PTDDA project, should deepen the achieved sense of ownership of the Conflict Prevention Framework and its workplans among the existing PTD stakeholders and targeted PTDDA stakeholders. In particular, the inclusion of the PTD?s civil society networks in developing the National Action Plan on Conflict Prevention is necessary for the project to be more effective and the results more sustainable. PTDDA should build on the existing networks rather than broadening the scope and constellation of stakeholders. This requires mapping and assessment of local communities and CSOs capable of supporting the project?s mission, or in need of capacity improvement and empowernment related to CEWERS
Management Response: [Added: 2013/08/13]

CPF Policy paper and guide will continue to be advocated and disseminated to all inter-sectoral ministries to develop ownership of the framework through advocacy meetings abd dissemination roadshows at national and subnational levels; PTDDA will surely build on the existing networks especially at the subnational level; an assessment and mapping the existing network from the previous project, PTD is a very good recommendation, because the information will be needed also for the operationalization of CEWERS.

Key Actions:

6. Recommendation: Recommendation 6: PTDDA project should develop a programme design which focuses on outcome achievement and interconnected outputs, as well as being flexible and adaptive to the changing contexts and dynamics of actors and factors in the target areas. It must be built upon clearly defined operational concepts, monitoring and evaluation tools, in-depth assessment of target locations, target stakeholders, supporting facilities, and mapping of other donor projects in the target areas. Regarding PTDDA programme design, technical and substantive inputs from experts in the field of conflict and peace studies, security sector governance, development sector governance, and local democracy studies, are highly desirable. This is because PTDDA?s CPF operates across multiple sectors, each with distinctive problems, challenges, and needs. Moreover, with a qualified programme design, the next PTD project will enjoy increased legitimacy in its continued negotiations and partnerships with national government, civil society and possible donors which should be identified as early as possible, and before the project begins
Management Response: [Added: 2013/08/13]

Done, the design of PTDDA project document is focused on the interconnection of 3 outputs with the ultimate goal to achieve resilient communities to crisis; target areas of the new project which consist of 10 districts and 2 subdistricts for each district has been identified based from a baseline survey to ensure that the project will be operating in a feasible environment to meet its objectives and outputs.

Key Actions:

7. Recommendation: Recommendation 7: PTDDA should scale up the capacity and commitment of project staff at regular intervals during project implementation. This is particularly needed by project staff at province and district level. Besides sufficient financial incentives, job contracts must be officially binding and transparent to ensure the endurance of their commitment. Complementary to their technical qualifications in managing, reporting, and monitoring project activities, their substantive competencies in the project?s long-term mission must be the primary requirement. The backdrop of this recommendation is the strong influence of the work environment (i.e. high turnover, office politics) particularly for the staff who also work as government officials. Attachment of the project to executive bodies requires careful attention to this issue.
Management Response: [Added: 2013/08/13]

Currently, with limited budget, the PTDDA project has limited project staff at the national level and has not yet started to set up office at the subnational areas; when the project is at the subnational level, regular capacity development ad commitment will be provided to maintain high quality project staff to the project. Careful criterias and recruitment process will be applied to refrain from high turnover of staffs.

Key Actions:

8. Recommendation: Recommendation 8: CPRU-UNDP through PTDDA project should give more attention to knowledge and learning for achieving qualified results. Monitoring, review and evaluation must be conducted on a regular basis. This calls for the involvement of interdisciplinary consultants in understanding and analysing UNDP?s mission throughout the project, the national/local context of project implementation, issues of conflict and development, and actual dynamics of political patterns, particularly in the target provinces and districts. This is also necessary for providing reliable inputs regarding the achievement of the project?s outputs and progress toward outcomes achievement. A well-compiled database of outputs achieved and indicators of progress toward outcomes achievement will assist project officers and staff at all levels to formulate and redevelop flexible and adaptive workplans during the life of the project implementation.
Management Response: [Added: 2013/08/13]

Agree to the recommendation and will call attention of PMU PTDDA management on this matter, primarily to suggest a better way of conducting the Project Board Meeting as also a learning channel for project team and programme on dealing with results and achievement of project outputs; also, to suggest a better way of conducting the review of Outcome 4.1 by inviting expert resource persons to provide background information of current situation of Indonesian communities; to recommend to the project management the use of PTDDA website data as a knowledge and learning equipment among project staffs; and to ensure that the PTDDA project develop a monitoring strategy and monitoring plan, with tools that could be applied in a regular period.

Key Actions:

9. Recommendation: Recommendation from paragraph 118 page 59 (as suggested by Stephen Rodriques) ? They also argue that the continued participation of marginalized groups in the target villages, particularly women, depends on the functioning of the Pre-Village Musrenbang FGDs. The evaluation team believes that the next PTD project, PTDDA, should begin assessing PTD?s former networks of actors and associations in order to ensure the sustainability of the mechanisms while focusing on its CPF in the 3 provinces
Management Response: [Added: 2013/08/13]

This recommendation echos the recommedation in No. 5 and it is fully acceptable to conduct an assessment of the former network of actors sustainability of tools and mechanisms that are already in place for communities? use.

Key Actions:

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