The summary of Terminal Evaluation
I. Outline of the ProjectCountry：Indonesia

Issue/Sector：Water Resources
Division in charge：Water Resources
and Disaster Management Group, Globalenvironmental Dept.
(R/D): June 9, 2008
Period ofJuly 2008 – July 2011
Cooperation

Project title：Capacity development project for river
basin organizations (RBOs) in practical water resourcesmanagement and technology in Indonesia
Cooperation scheme：Technical cooperation project
Total cost：Approximately 200 million yen

Partner Country’s Implementing Organization：
DUWRMT, Ministry of Public Works
Supporting Organization in Japan：
Ministry of Land, Infrastructure, Transportation andTourism,Japan Water Agency

Related Cooperation：
１ Background of the Project
The Government of the Republic of Indonesia (hereinafter simply referred to as Indonesia) enacted the Water
Resources Law No.7/2004 to improve water resources management in its river basins. In 2006, 30 River Basin
Organizations (RBOs) 3 were established across the country under the jurisdiction of the Ministry of Public Works.
While the law states that authorities and responsibilities of the Government include “stipulating the norms,
standard, criteria, and guidance in regard to managing the water resources”, they were not fully prepared at the timeof the RBO’s formation and many needed to be revised to better suit the actual conditions of river basins inIndonesia. In addition, while RBOs are responsible for the management of water resources, which is defined in thelaw as “effort of planning, implementation, observation, and evaluation in regard to the conservation of waterresources, utilization of the water resources and the control of destructive force of water”, RBOs did not have asufficient capacity to carry out the said responsibilities, partly due to the fact that they were founded on government
project units, responsible for constructing facilities for river basins.
Under such circumstances, in order to strengthen RBOs’ organizational capacity and to strengthen their humanresources, the Ministry of Public Works decided to set up the Dissemination Unit for Water Resources Managementand Technology (DUWRMT) and requested the Government of Japan to form technical cooperation. In response tothis request, JICA conducted a Preliminary Study on “the Capacity Development Project for River Basin
Organizations in Practical Water Resources Management and Technology in Indonesia” in March 2008. Following
the study, the Record of Discussions for implementing the Project was signed by both governments on June 9, 2008
and the Project commenced on July 23, 2008.
２ Project Overview（１）Overall Goal
The capacity of RBOs related to implementation of practical water resources management is enhanced at thebasin level.
（２）Project Purpose
The capacity development system for RBOs by DUWRMT in practical water resources management isestablished.
（３）Outputs
1. DUWRMT has sufficient capability to conduct the training to RBO staff.
2. Prioritized guidelines and manuals are developed and organized for practical water resources management ofRBOs.
3. Mechanism of counseling to RBOs of water resources management through DUWRMT is established.
（４）Inputs
Japanese side：
Long-term Expert : 5 experts
Equipment : 5.0 million
Yen
Short-term Expert : 9 experts
Local cost : 27.7 million
Yen
Trainees received : 21 trainees
Others :Yen
3Another RBO under the jurisdiction of the Ministry of Public Works was established in 2009. In total, there are 31 RBOs.

iIndonesian Side：Counterpart : 34 officials
Land and Facilities
Others :Yen

Equipment :Yen
Local Cost : 86,8 million Yen (2008-2010)
Yen
30,9 million Yen (2011)

II. Evaluation Team
Members of Team Leader: Hitoshi BABA, Senior Advisor, Global Environment Development Department,JICA
Evaluation
Water Resources Management: Yoshihiro YAMASHITA, Manager, International Affairs Division,
Team
Water Resources Engineering Department, Japan Water Agency
Task Manager: Kazushi FURUMOTO, Assistant Director, Water Resources Management Division
1, Global Environment Department, JICA
Evaluation Analysis: Setsuko KANUKA, IMG Inc.
From February 16, 2011 to March 8, 2011
Period ofType of Evaluation：Terminal Evaluation
Evaluation
III. Results of Evaluation
１ Summary of Evaluation Results（１）Relevance
The Government of Indonesia enacted the Water Resources Law No. 7 in 2004 to promote integrated water
resources management. The Medium-Term National Development Plan (RPJMN) 2010-2014 promotes thecoordination and cooperation among various stakeholders at national, local and community levels to appropriately
manage water resources and manage natural disasters such as floods for the socio-economic development ofIndonesia. Since RBOs were founded on the government project units responsible for constructing facilities forriver basins, they did not have sufficient human resources to carry out wide ranging responsibilities assigned tothem by the new law. In order to ensure that RBOs would be able to fulfill their newly assigned responsibilities,DUWRMT, a support unit to RBOs, needed to establish practical support services for RBOs.
Japan’s basic ODA policy toward Indonesia comprises of three priority area including “assistance to create ademocratic and fair society”. Improving basic public services falls under the second priority area. The Country
Assistance Program for Indonesia (2004) states that Japan will “assist in development measures to combat naturaldisasters such as frequent flooding, mud slides and droughts.”
In the field of integrated water resources management, Japan has a world-leading class technology and experiences.
It has a long history in supporting managing water resources in Indonesia, and in supporting organizational
management and capacity building in many countries around the world. Also, as Japan is situated in a monsoon
climatic region its experiences and expertise in water resources management are applicable to the Project.
（２）EffectivenessBased on the achievement levels of the Project Purpose’s OVIs as well as the three Outputs, the prospect of theProject Purpose being mostly achieved by the end of the Project period is high.
Most of the planned activities have been carried out without significantly delays, and the main activities left for
the remaining part of the Project period are ones in the pilot areas to ensure the practicality of guidelines andmanuals in the field. The achievement level of the Project Purpose will be greater if a clear and definite time-lineof starting the new counseling mechanism is set and detailed arrangements for the new mechanism is agreed
within the Ministry of Public Works by the completion of the Project period.
The Project has established a solid foundation for DUWRMT to develop RBOs’ capacity in practical water
resources management. With the application of more findings from the pilot activities in the remaining period, thecapacity development system is expected to be further strengthened.
（３）Efficiency
The Project’s field, water resources management and technology, covers a wide-range of subjects, and involves alarge number of C/Ps assigned from many organizations located in various cities. Despite the challenges that wereassociated with targeting such a comprehensive field, the Project Inputs have been successfully converted into theexpected Outputs. Both the Indonesian and the Japanese sides have appropriately allocated sufficient humanresources, budgets and facilities and/or equipment necessary for the Project implementation to bring about theplanned Outputs and to achieve the Project Purpose.
The Indonesian side allocated 34 C/Ps and hired 12 local consultants to assist C/Ps to ensure that planned
Outputs will be produced in a timely manner within the Project period. The construction of the building for capacity
building in Solo, which contains offices, dormitory and classrooms, is very close to completion. From the Japaneseii

side, five long-term Experts and nine short-term Experts were assigned in various fields. In total, 21 C/Ps received
training in Japan in four fields.
There has been effective cooperation with CRBOM, another JICA project (a Project on Strengthening
Environmental Management Capacity of Local Governments in Indonesia [SEMAC]), the International Centre for
Water Hazard and Risk Management (ICHARM), and local NGOs. As PJT 1 has advanced know-how in water
resources management, its greater involvement would have further improved the Project’s efficiency.
（４）Impact
The Project has significant potentials to achieve large scale impacts that will positively affect Indonesiansocio-economic security. The Overall Goal will be achieved if RBOs have recognized DUWRMT as a trustworthy
entity to routinely provide high quality services.
Considering how different of the mindset, capacity and expertise that RBOs are expected to have and that theDUWRMT’s record of service provision to RBOs is still limited, the prospect of archiving the Overall Goal within
three to five years after the completion of the Project is low. For it to be achieved, DUWRMT needs to have a stable
operating environment, in which its institutional position is secured with a sufficient budget and human resources,and needs to routinely provide training and counseling services to RBOs so that it can continuously improve its
training and counseling services based on the practices on service provision.
（５）Sustainability
The DUWRMT’s institutional positioning is unstable as it still has not been granted with a permanentorganization status with an Echelon ranking. The document proposes to combine DUWRMT with the Experimental
Station for River (Balai Sungai) and to transform them into a new organization called “Technology Dissemination
Center (Balai Besar Teknologi Persugaian [BBTP])” with the ranking of Echelon II-b.
The DUWRMT’s organizational development plan was drafted. This document covers the DUWRMT’s internal
human resources capacity development. Another effort to strengthen the DUWRMT’s sustainability is its
improvement of communication with RBOs and other related organizations. DUWRMT has launched its website.
According to RCWR, the human resources allocation to DUWRMT is prioritized. These efforts indicate theIndonesian side’s commitment; however, DUWRMT institutional positioning makes these efforts less binding.
The budget of DUWRMT has been prioritized in the five year budget proposal for 2009-2014. Based on this, it
can be stated that a short-term financial sustainability of DUWRMT is high; however its long-term financial
sustainability is still uncertain.
Through OJT, the Project has strengthened capacity of DUWRMT’s staff in proving technical services to RBOs.
As of the Terminal Evaluation, DUWRMT is at the stage where the foundation for its operations has been
established by the Project. Since its practices in providing capacity development services to RBOs are limited andthe guidelines/manuals prepared in the Project are still provisional, its technical sustainability is evaluated to beweak.
２．Factors that promoted realization of effects（１）Factors concerning to Planning
Fieldwork-oriented approach of the Project design and implementation:
Those who are responsible for implementing the water resources management have to be familiar with a river aswell as people who live in and around the river basins. Since the Project beginning, the approach to place theimportance on fieldworks has been taken. The fieldwork focused approach has contributed to strengthening thelinkage among DUWRMT, RBOs and people who live near the rivers.
（２）Factors concerning to the Implementation Process
Indonesian side’s strong sense of ownership:
The C/Ps’ drive for pursuing excellence or their desire to produce high quality outputs contributed to theachievement of the Project Purpose. Through the interview survey, it was observed that in order to produce assigned
modules and guidelines/manuals of a high quality, C/Ps have proactively consulted with authoritative figures intheir assigned field, such as university professors and Japanese Experts, and communicated frequently with eachother and local consultants.
Revision of the PDM, mainly contributed to the achievement of the Project Purpose:
The process of revising the PDM gave an opportunity for the C/Ps and the Experts to ensure that the direction of
the Project is shared among all Project related people. The revision made the linkage between Project activities andthe Project Purpose stronger and strengthened the likelihood of the Project Purpose and the Outputs to be achieved
within the Project period.

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３．Factors that impeded realization of effects（１）Factors concerning to Planning
The main hindering factor for achieving the Project Purpose is the DUWRMT’s position in the Ministry of Public
Works. Not having been established as a permanent organization with a sufficiently high Echelon ranking makes it
difficult for DUWRMT to routinely provide its training and counseling services to RBOs.
（２）Factors concerning to the Implementation Process
Monitoring of the Project Purpose’s achievement level has not been conducted periodically and systematically bythe Project, which should be improved in the remaining Project period in order to share more detailed information
regarding the Project progress in the fields other than their own since efficient and effective water resourcesmanagement requires a tight collaboration and cooperation across different fields.
４．Conclusion
The Project was started in July 2008 to establish the capacity development system in practical water resourcesmanagement in DUWRMT. The Project was appropriately implemented, especially in the latter half of the Project
period.
From the perspectives of the five evaluation criteria, the Relevance of the Project is evaluated as high. Its
Effectiveness and Efficiency are evaluated to be relatively high. The Project has significant potentials to achieve
large scale impacts to the Indonesia’s socio-economic security. The prospect of achieving the Overall Goal relies onwhether DUWRMT will be able to obtain trust from RBOs through the routine provision of high quality services.
Lastly the Project’ sustainability is evaluated to be uncertain as the long-term sustainability of DUWRMT appears
unstable from all institutional, organizational, financial, and technical aspects, but efforts have been made toenhance its sustainability.
The Team concludes that the prospect of the Project Purpose being achieved is high; therefore, the Project is tobe completed as scheduled. On the other hand, DUWRMT is still in a fragile state from a technical point of view;
therefore, continued supports for DUWRMT in its service provision to RBOs may be necessary, requiring further
discussion by both sides.
５．Recommendations
Taking the above analysis into consideration, the following measures are recommended to be taken in order toensure the achievement of the Project Purpose and to increase the sustainability of the Project:（１）Upgrading of the DUWRMT’s institutional status
The current organizational status of DUWRMT, which has not been granted with a permanent status with anEchelon ranking in the Ministry of Public Works, negatively affects the Project sustainability. It is recommended
that the DUWRMT’s institutional arrangement be upgraded to enable its routine and sustainable provision ofcapacity development services to RBOs.
（２）Improvement in monitoring
The Team observed that the Project’s monitoring based on the PDM and information sharing of project progressneed to be improved. In order to do so, it is recommended that the Project be monitored based on all items coveredin the PDM, i.e. project activities, OVIs of each Output, the Project Purpose, and the Overall Goal, et al. It is also
recommended that each working group submit periodical reports to facilitate monitoring and the Project sends out
electrical periodical reports to all C/Ps, informing them the progress of the Project implementation.
（３）Establishment of a strategic knowledge partner network
The amounts of C/Ps’ regular tasks are demanding. The Team observed that a greater number of technicalpartners are needed for routine and systemic implementation of training and counseling. It is recommended thatDUWRMT list up technical knowledge partners from a wide range of organizations including RBOs, PJT 1, PJT 2,and universities, for possible candidates of trainers/counseling. For the establishment of the domestic network, it isrecommended that DUWRMT make the best use of RBO directors’ meetings. For the establishment of theinternational network, it is recommended that the partnerships with such organizations as NARBO and CRBOM bestrengthened.
（４）Establishment of a practical counseling mechanism
The planning of the new counseling mechanism is in progress but no concrete timeline is set for its
establishment. It is recommended that a concrete timeline and roadmap for starting counseling services under thenew mechanism, including administrative arrangement details, be set by the end of the Project. In order to ensureiv

the practically, it is recommended that the Project make a trial of the mechanism and revise its design uponnecessity based on the feedback from a RBO that receives a counseling service delivered in the new mechanism.
６．Lessons Learned（１）Memorandum of Understandings (MOU) with Authority concerned
The uncertainness of the strategic role of PJTs is one of the factors that the involvement of PJTs in the project
activities was not promoted as expected. In the project which involve many authorities concerned, the project makea conclusion with such agencies at the beginning of the project in order to clarify the task and role of each authority
based on its jurisdiction.
（２）Purpose of the C/P training in Japan
Some Trainees expressed that they had not learned the technology in Japan as expected due to the shortage of theperiod of training in Japan. In order to increase their understanding and satisfaction of the training, it is better toexplain the purpose and target of the training sufficiently with restricted condition of training.

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