I. Outline of the ProjectCountry:
Indonesia

Project Title:
Capacity Development Project for South-South andTriangular Cooperation (CADEP-SSTC)

Issue/Sector:(South-South and Triangular Cooperation)
Division in Charge:

Cooperation Scheme:
Technical Cooperation
JICA Indonesia office

Period of Cooperation

Partner Country’s Implementing Organization:
National Coordination Team for South-South andTriangular Cooperation (NCT-SSTC), Chaired by
the National Development Planning Agency(BAPPENAS)

15 August2013 to 14
August 2016

Supporting Organization in Japan: 1-1. Background of the Project
The Government of Indonesia (GOI) has assisted other developing countries to realize thecommitment of the Asia Africa Conference in 1955. Under the auspices of CCITC (Coordination
Committee for International Technical Cooperation), since 1981 GOI started to engage triangularcooperation in providing technical cooperation among developing countries. GOI acquired various
opportunities and initiatives to promote South-South and Triangular Cooperation (SSTC) along withIndonesian position as middle income country as well as when joining G20 member country. In
2009, the Jakarta Commitment, which is an agreement document of aid coordination, set out SSTC
as one of important pillars. In 2010, SSTC became part of National Mid-Term Development Plan
(RPJMN), and Grand Design and Blue Print of SSTC were drafted in 2011. The draft Grand Design
divides its fifteen-year term (2011-2025) into three periods: Period I (2011-2014), Period II (20152019), and Period III (2020-2025). The draft Blue Print covers Period I, which was connoted as"Stronger coordination within revitalized institutional framework", aims to solidify coordination
among government institutions for SSTC through NCT. Period II: "New emerging partner ininnovative SSTC for development" aims to expand Indonesia's SSTC in the world, as an initiator of
new SSTC practices. Period III "Stronger Partnership within Innovative and Inclusive SSTC" further
strengthen coordination and expand SSTC practices in the world.
In terms of domestic coordination, Technical Cooperation Directorate was re-established in
Ministry of Foreign Affairs (MOFA) in 2006. In 2010, the National Coordination Team of SSTC
(NCT) was established by a ministerial decree of Ministry of National Development Planning /National Development Planning Agency (BAPPENAS), with four core ministries: BAPPENAS,
MOFA, Ministry of State Secretariat (SETNEG), and Ministry of Finance (MOF). In November
2012, Directorate for International Development Cooperation (KPI) was established in BAPPENAS,
and appointed as the Chairman of Technical Team of NCT Along with the intention to expand theactivities of SSTC, GOI sets to strengthen the national coordination function.

Under such circumstance, GOI's initiative on promoting SSTC has been supported by JICA interms of: 1) Mainstreaming SSTC to national policy, 2) Enhancing human resources for international
development cooperation, 3) Improving quality of SSTC, with a series of studies, surveys, andtrainings. A technical cooperation project - Project on Knowledge Management for South-South
Cooperation (KM-SSC) - was implemented with NCT as the partner institution from March 2012 to
May 2013.. CADEP, which aims at strengthening the function of NCT for the period of three years,
was officially requested by GOI to the Government of Japan in 2011, and finally approved as JICAGOI technical cooperation project.
1-2. Project Overview(1) Overall Goal
1. Indonesian SSTC with improved quality will continue to expand and will lead to higher
recognition for the GOI by the international community.
2. A single agency responsible for SSTC will be ensured to be established in GOI by 2025.

(2) Project Purpose
The base for continuously expanding effective and efficient SSTC by GOI is built in NCT.

(3) Outputs
1. Capacities of NCT as a coordinating institution of Indonesian SSTC are enhanced.
2. Information of the current performance of Indonesian SSTC and NCT's role and function
are made available to the stakeholders.
3. Lessons learnt are extracted throughout the processes of the pilot project(s) being
implemented in accordance with “project cycle management”.

(4) Inputs
NCT
According to the agreement in the R/D, counterparts including the Project Director have been
assigned.1 Director of International Development Cooperation (KPI) in BAPPENAS, as Chair ofTechnical Committee of NCT, is the Project Director to bear overall responsibility for theadministration and implementation of the Project. As an input, BAPPENAS has provided the officespace at the Wisma Bakrie 2 for the JICA Project Team.
Structure of NCT

1 Appendix 8: Counterpart List

NCT
Technical Committee
WG1 (Capturing Demands)

Role
Chair
Chair
Vice-chair

WG2 (Program & Funding)

Chair
Vice-chair

WG3 (M&E, Publication &
KM)

Chair
Vice-chair

DesignatedDirector of International Development Cooperation(KPI), BAPPENAS
Director, Technical Cooperation (KST), MOFA
Director, Politics and Communication (PolKom),
BAPPENAS
Director, Multilateral Foreign Funding, BAPPENAS
Director, Center for Regional and Bilateral Policy,
MOF
Head, Bureau of Foreign Technical Cooperation(KTLN), SETNEG
Director, Socio-Culture and International
Organization of Developing Countries, MOFA

JICA
Major inputs from JICA has been the dedicated JICA Project Team consisting of 2 long-term
experts and project local staff. The Project started on 15 August 2013 when the project local staff(National Coordinator and Project Assistant) begun their duties.
JICA Project TeamName
1 Ms. Michiko UMEZAKI
2 Mr. Jiro KAMIGATAKUCHI
3
4
5
6
7

Mr. Ubaidillah
Ms. Natali Purnami
Ms. Rerie Arima Marda
Ms. Dian Maya Safitri
Ms. Tati Windradi

Position
Chief Advisor/SSTC Policy
Project Coordinator/SSTC
Project Operation
National Coordinator
Administrative Assistant
Project Assistant
Project Assistant
Project Assistant

Duration
2013/10/8～2016/8/14
2014/1/23～2016/8/14
2013/8/15～2016/8/12
2013/8/19～2016/8/12
2013/8/15～2013/12/16
2014/4/21～2014/10/15
2015/4/13～2016/8/12

Other inputs include contracts with local consultants to deliver some tangible outputs.
List of Consultants
1
2

Name
CSIS on the Policy Study
Arkadia Solution on the 2 IT Studies

3

Individual consultant on the Annual
Report 2014
4 Asia PR on the Annual Report 2015
5 Asia PR on the Communication Strategy
studies
II. Evaluation Team
Members of Evaluation Team

Duration
2013/10/16～2014/3/28(IT 1) 2014/6/6～2014/12/24(IT 2 Part1) 2015/11/11～2016/3/29(IT 2 Part2) 2016/4/27～2016/8/26
2015/3/25～2015/9/25
2016/4/12～2016/8/12
2016/2/29～2016/8/1

NCT Team
Name
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16

Ms. Rika Kiswardani
Mr. Mukhammad Fahrurozi
Mr. Amri Kusumawardana
Mr. Ivan Novianto
Mr. Priyanto Rohmatullah
Mr. Jati Pramono
Mr. Buchari Bakar
Ms. Maria Kusumanegari
Mr. Otho Hernowo Hadi
Ms. Dyah Widiastuti
Mr. Victor Hardjono
Ms. Ary Adiati
Ms. Agustin Arry Yanna
Mr. Danifansen Simanjuntak
Mr. Kristiyanto
Ms. Devi Bangun

Organization (Position)
Team Leader/KTLN Setneg/WG 3
KTLN Setneg/WG 3
KTLN Setneg/WG 3
KTLN Setneg/WG 3
KPI Bappenas
KPI Bappenas
Sosbud OINB Kemlu/WG 3
Sosbud OINB Kemlu/WG 3
PolKom Bappenas/WG 1
PolKom Bappenas/WG 1
KST Kemlu/WG 1
KST Kemlu/WG 1
Multilateral Bappenas/WG 2
Multilateral Bappenas/WG 2
PKRB Kemenkeu/WG 2
PKRB Kemenkeu/WG 2

JICA Team
Name
1
2
3
4

Position (Organization)

Ms. Dinur Krismasari
Mr. Kikuchi Tadashi
Ms. Jesslyn Tandella
Mr. Okuda Hiroyuki

Team Leader (Senior Representative, JICA)
Coordinator (Project Formulation Advisor, JICA)
Coordinator (Programme Officer, JICA)
Evaluation Analyst (Consultant)
Type of Evaluation:
Period of Evaluation
May 18, 2016 to May 26, 2016
Joint Terminal Evaluation
III. Result of Evaluation
3-1. Achievements
Major achievements of the Project as of May 2016 and deliverables still to be completed aresummarized in the table below.
List of Achievements
OutputOutput 0: Studies on
SSTC

Major achievements as of May
2016
・ Baseline Survey conducted in
Aug 2013.
・ Policy Study completed in
Mar 2014.

Deliverables to be completed・ (End Intervention Survey being
undertaken at the time of the
Terminal Evaluation.)Output 1: Capacities of
NCT as acoordinating
institution ofIndonesian SSTC areenhanced.

Output 2: Information
・of the current
performance ofIndonesian SSTC and
NCT's role andfunction are madeavailable to thestakeholders.

Output 3: Lessons
learnt are extracted
throughout theprocesses of the pilot
project(s) being
implemented inaccordance with“project cycle
management”

・ Reflection of the Policy Studyon RPJMN2015-2019.
・ SOPs for “capturing demands
and supplies”, and “project
reporting” examined.
Concrete procedures are
finalized and some formats
were developed in the IT
studies by Mar 2016.
・ 8 internal workshops/seminars
conducted (See the Table
below.)The very first Annual Report2014 published in Dec 2015.
Reporting procedure was
examined in the process of IT
study.

・ 2nd half of the IT Study Phase II on
software development expected tobe completed in Aug 2016.
・ 2 internal seminars (TOT of MOEV,
Conditions for sending experts), and2 internal workshops(Communication Strategy, IT
application) to be organized.
・ Outline of the Module of TOT on
MOEV outline.

・ A triangular cooperation
project on capacity
development of Timor-Leste’s
road maintenance isunderway. PDCA cycle has
been applied to the project.

・ A report with some recommendations
on the pilot project can beconsidered.

・ Communication Strategy studies(including logo and tagline ofSSTC) expected to be completed in
Aug 2016.
・ Annual Report 2015 planned to becompleted in Aug 2016.
・ A short video and booklet planned to
be produced in the communication
strategy studies.
・ Socialization activities (annual
report, communication strategy) and
Final Symposium.

The extent of achievements is principally assessed based on the PDM indicators set at Output andProject Purpose level. Among the 8 indicators set at the output level, the Project has already achieved
2 indicators (1-1 and 1-2). The Project also expects to achieve 3 more indicators (1-5, 2-1, and 2-2)
as activities relating to these indicators are planned to be completed by August 2016. On the other
hand, 3 indicators (1-3, 1-4, and 3-1) are likely to be only partially achieved by the end of the
Project. Some activities have made little progress (e.g., formulation of criteria of flagship programs,
modification of the evaluation guideline and TOT), and this is mainly due to the difficulty ofarranging meetings to discuss, clarify, and agree on the intended deliverables in a timely manner forvarious reasons as described later.
Indicators for Outputs
Out
put

Indicator

Current Status

Assessment

More than 8seminars/workshops havebeen provided to the NCT
members

Total 8 seminars/workshops
have already been conductedby the Project. Other 4
seminars/workshops areplanned.

Alreadyachieved.

1-2

More than 80 members haveattended theseminars/workshops.

More than 200 members intotal have participated in the 8
workshops above.

Alreadyachieved.

1-3

Project appraisal criteria andan appraisal manual arecompleted.

Elements of project appraisal
were reviewed and included in
the IT studies. An appraisal
manual is not planned to be
produced.

Expected to bepartially
Achieved.*1)

1-4

An operational manual of theevaluation guidelines iscompleted.

Module of TOT on MOEV is tobe developed through theplanned seminar, based on
which a draft operational
manual can be produced.

Expected to bepartially
Achieved.*1)

1-5

Basic design of IT system
supporting SSTC related
business are prepared and a
few modules as trials andtheir operational manual aredeveloped.

Two IT study reports havealready been developed. The
2nd half of the Phase II of the IT
study on software development
is underway.

Expected to beachieved.*2)

2-1

A strategy of SSTC public
relations is formulated.

Communication Strategy
studies are underway.

Expected to beachieved.*2)2-2

More than 4 PR materials
including annual reports areproduced.

In addition to the Annual
Report 2014 already published,
Annual report 2015, a shortvideo and booklet are expected
to be produced.

Expected to beachieved.*2)

3-1

The reports of more than 2pilot SSTC projects arecompiled containing theirimplementation processes
and lessons learned.

Only one project has been
conducted as a pilot project.
Criteria to select a pilot projectis yet to be materialized.

Expected to bepartially
Achieved.*1)

Output 3

Output 2

Output 1

1-1.

*1) Some expected achievements are available in Project Completion Report.
*2) All expected achievements are available in Project Completion Report.

List of Seminars/Workshop
Title
Information and Knowledge
Sharing Seminar
PDCA Cycle and Project Cycle
Management
Seminar How to Appraise
Demand Proposals
Seminar on Partnership with
Private Sector for SSTC.
Preparation Seminar for the
Review Survey of the TCTP on
Participatory Community
Development for Afghanistan
Workshop for Review of the
TCTP on Participatory
Community Development for
Afghanistan
Seminar on the Result of Policy
Study by CSIS
Seminar on Flagship Programs

Time

Place

Wisma
BakrieWisma
3 Dec 2014
BakrieWisma
16 Feb 2016
BakrieWisma
16 Mar 2016
BakrieOthers19 Dec 2013

Partici
pants

Chair

25

Director of KPI

23

Director of KPI

35

Director of KST

30

Director of Multilateral

9 Jan 2014

Wisma
Bakrie16

Director of KPI

23 Jan 2014

AkmaniHotel

22

Director of KST

38

Director of KPI

25

Director of KPI

10 Apr 2014
3 Jul 2014

Fave
Hotel
BAPPEN
AS

3-2. Prospect of Achieving the Project Purpose
The Project Purpose is “The base for continuously expanding effective and efficient SSTC by GOI isbuilt in NCT.” Through the Project, some basis for NCT’s capacity development is to be produced.
There are two Project Purpose indicators which were established at the 1st JCC meeting in September
2013 in reference to the Baseline Survey, and they remain unchanged while the PDM was revised atthe 2nd JCC meeting in October 2015. Whether these two indicators being achieved or not is still
unknown at present as the End Intervention Survey to collect data against the Baseline Survey is stillongoing at the time of terminal evaluation. For the survey, total 179 questionnaires were sent out to
NCT, line ministries, and other stakeholders. As of 26 May 2016, only 68 out of the 179 have beencollected.
Indicators for Project Purpose
Indicator

Current Status

Assessment

1

The ratio of recognition of NCT
increases by 5%

End Intervention
Survey is being
undertaken.

Data is not available yet.

2

Out of the problems identified at
the beginning of the Project, 55%
is assessed as improved bystakeholders.

End Intervention
Survey is being
undertaken.

Data is not available yet.

Apart from achieving the above two indicators, it is still appropriate to conclude that the Project islikely to achieve its Purpose by having produced planned deliverables (i.e., Policy Study, IT studies,
SSTC Annual Reports, Communication Strategy studies, PR materials, and the Module of TOT on
MOEV). These deliverables are, as the Project Purpose states, expected to become a basis on which
NCT can develop its organizational capacities in related areas (e.g., institutional strengthening,
management of information, public relations, and MOEV system). For capacities to be developed in
NCT, in particular at organizational level, these deliverables are yet to be utilized. In the process of
the Communication Strategy studies, logo and tagline of SSTC are also expected to be adopted. On
the other hand, NCT members indicate that workshop/seminars conducted in the Project were useful.
Likewise, by participating in missions to Timor-Leste, NCT members have gained experience on
project formulation and monitoring for the SSTC project to meet the needs from the beneficiarycountry. Increase in knowledge and experience of NCT members is a capacity development at
individual level brought by the Project.
3-3. Summary of Evaluation Result(1) RelevanceThe relevance of the Project remains high.
-

The relevance of the Project to Indonesia’s SSTC policy remains high, with the Project
Purpose and Overall Goal of the Project being aligned with the National Medium-term
Development Plan (RPJMN 2015-2019). The RPJMN, announced in December 2014 by the
new government, puts emphasis on enhancing the country’s political sovereignty andindependence in economy and culture through the implementation of Nawacita, or the Nine
Priority Programs. Issues related to SSTC have been specifically referred to in the RPJMN.
It is mentioned that Indonesia as a middle income country is expected to contribute to othercountries through the framework of SSTC, and that Indonesian SSTC will be enhanced
through strategies: a) policy interventions for SSTC development, b) capacity developmentof institutions which handle SSTC, c) development and consolidation of SSTC stakeholders,d) promotion of SSTC at national/international level, and e) development of incentive model
for line ministries, private sectors and civil society. Moreover, strengthening NCT-SSTC is
particularly mentioned as follows: “the purpose of institutional strengthening is to improvecoordination towards one gate policy implementation of Indonesia SSTC. This is an
important step towards the development of an institution that specifically implement the
SSTC (single agency) in the future.”-

The Project is aligned with the cooperation policy of Japan towards Indonesia. The
Development Cooperation Charter decided by the Japanese Cabinet in February 2015 statesthat Japan will continue to promote triangular cooperation as it is important to takeadvantage of expertise, human resources and their networks, and other assets that have beenaccumulated in the recipient countries during the many years of Japan’s development
cooperation. Cooperation with respective country is to be specified with Japan’s County
Assistance Policy. The one on Indonesia dated April 2012 maintains, under one of its threepriority areas, that assistance on capacity development is provided for Indonesia to grow as aprovider county. Accordingly, the Project is included in a related program under the Rolling
Plan dated April 2015 which is attached to the County Assistance Policy on Indonesia.
-

The commitment of GOI to SSTC was also well presented in its hosting of the Asian African
Summit in 2015 for Strengthening South-South Cooperation to Promote World Peace andProsperity. Furthermore, on that occasion, the President of Indonesia and the Prime Ministerof Japan announced a joint press release in which the two leaders recognized the solid
partnership between Indonesia and Japan, and agreed to extend joint technical assistance todeveloping countries for their social and economic development, especially to African andAsian countries, by effectively combining Japanese and Indonesian human, technologicaland financial resources. As such, the Project is understood to be consistent with one of theimportant agendas of the two countries’ partnership.

(2) EffectivenessThe effectiveness of the Project is medium.
-

The Project is expected to reasonably attain the revised Project Purpose - providing somebasis for capacity development in NCT - by producing most of planned deliverables byAugust 2016, but these deliverables are yet to be utilized for the capacity development totake place at organizational level. In addition, not all the intended deliverables of the revised
PDM are to be produced as already described in the previous section. As such, achievements
of producing deliverables are significant, yet the Project has not fully produced intended
effects as initially planned.

-

It is indicated that, through working with the processes of project implementation, NCT
members have gained relevant knowledge and experience by attending workshops/seminars,
participating in missions to Timor-Leste, and by providing information through SSTC
Annual Report production. This is notable as capacity development at individual level of
NCT members. Furthermore, through the preparation of the very first SSTC Annual Report,line ministries have recognized the necessity to provide information to NCT. Such
recognition of working relationship between line ministries and NCT can be noted as a caseof capacity development at institutional level.

-

The revision of the PDM in October 2015, even though it was late with only 10 months left,
is appropriate because the Project was scoped out and adjusted by those who were actually
implementing the Project so that the Overall Goal, Project Purpose, Outputs and Activities

all could become more realistic and achievable, thereby the Project itself being more
relevant. The initial PDM in the signed R/D covered almost all activities of the draft Blue
Print Period I (2011-2014) - legalization, coordination and institutional framework,
financing, program development, knowledge management and information system,
promotion and publication, monitoring and evaluation - and aimed at designing and starting
the Period II process (2015-2019). For this size of project with limited inputs and time, theinitial PDM was too ambitious. This was concurred by some NCT member during theterminal evaluation.

(3) Efficiency
The efficiency of the Project is relatively low.
-

The efficiency of the Project is relatively low, in fact that some activities have been carriedout, while others are under the process of finalization, however there are some activities
could not be able to be implemented due to some constraints the Project has encountered in
its implementation. Major inputs to the Project are: from JICA side, the dedicated (full-time)
JICA Project Team and the recruitment of consultants; and from NCT side, the assignmentof counterpart and provision of office facilities to the JICA Project Team. Interaction andcommunication between the JICA Project Team and members of NCT still have been achallenge. JCC meeting has been held 2 times (12th Sep 2013, and 16 Oct 2015). In between
the two JCC meetings, a joint monitoring meeting was held in November 2014 between
NCT and the JICA Project Team.

-

Constraints, or hindering factors, to project implementation are summarized as below. Thiswas shared at the joint monitoring meeting in November 2014.

Constraints of the Project
Area

Constraints

Planning

1) PDM and PO are not understood in the same way. Meaning of some items are
not clear enough.
2) Prioritization of the activities are not adequate or appropriate. Challenges forachieving the Project Purpose are not actually illustrated.

Process

1) Information sharing is not enough among NCT and between the JICA ProjectTeam.
2) Structure and devices (including division of labors, protocols, rules,
regulations) to enable efficient and smooth project management have not been
well equipped.

-

Constraints in the planning was largely addressed by the revision of PDM at the 2nd JCC
meeting in October 2015, one year after the joint monitoring meeting, thus adjusting andclarifying the Overall Goal, Project Purpose, Outputs and Activities so that the Project couldbecome more realistic and relevant. For some deliverables, the issue of clarification andcommon understanding still remain, which has caused some activities to have little progress(e.g., formulation of criteria of flagship programs, modification of the evaluation guideline
and TOT). This is principally due to the constraints in the process as summarized in thetable. Arranging meetings/discussions between NCT members and the JICA Project Team toclarify and agree on the intended deliverables in a timely manner is sometimes difficult.
NCT is not a full-time engagement for the member ministries according to its institutional
set-up, and NCT members have many other competing duties and time. It is indicated bysome NCT members that filling the function of “counterpart” as expected by JICA isdifficult under the structural arrangement of NCT. As also described in the section of
Effectiveness above, the Project has not fully produced intended effects as initially planned,
neither, due to such constraints.

(4) Impact
The impact of the Project is high.
-

A key positive impact is the progress towards achieving the Overall Goal – 1) Indonesian
SSTC with improved quality will continue to expand and will lead to higher recognition for
the GOI by the international community.; and 2) A single agency responsible for SSTC will
be ensured to be established in GOI by 2025. Common understanding of NCT members isthat the Steering Committee of NCT has set a target that a single agency could beestablished within 2016. Accordingly, positive outlook is expressed by NCT members thatthe two Overall Goal, in particular the establishment of a single agency, are most likely to beachieved in near future, much earlier than 2025. When established, the single agency will
come to higher recognition for the GOI by the international community. Transfer of function
from NCT to the single agency can be assumed, thereby the capacity development of NCT
promoted by the Project would also lead to continued improvement and expansion ofIndonesian SSTC.

-

One significant impact of the Project is that some assessments/recommendations from the
Policy Paper were adopted by NCT and reflected into the RPJMN2015-2019. Thoseassessments/recommendations include: absence of a strategic approach to planning andimplementation of SSTC, lack of coordination mechanism among line ministries anddecision-making process in each Working Group, the issue of NCT-SSTC capacity, the issueof funding, and lack of domestic support for SSTC. It is confirmed by BAPPENAS that,among others, they referred to the Policy Study in drafting SSTC parts of the RPJMN20152019.

(5) Sustainability
The prospect of sustainability is relatively high.
-During the terminal evaluation, a common understanding has been expressed by NCT
member that the GOI has set the target for a single agency to be established within 2016.
With such a high level commitment of GOI, sustainability of benefits/positive effects
produced by the Project is assessed as relatively high. At present, the establishment of NCT
is based on a ministerial decree of BAPPENAS which is issued every year. The legal basisof the single agency is assumed to be a legislation at higher level, possibly a presidential
decree and presidential regulation. Whether or not such high-level commitment will be
realized in near future is still uncertain, but a very positive outlook in general is common
among NCT members. Including the establishment of the single agency, the GOI’s policy
for SSTC is expected to be strengthened in the years to come as clearly mentioned in
RPJMN 2015-2019.

-

Prospect of sustainability from organizational/human resource viewpoint as well as technicalviewpoint are also positive. In relation to the establishment of a single agency in near future,
one assumption is that the function and resources of NCT would be transferred to the single
agency. Developed capacities of NCT at individual and organizational level promoted by the
Project (knowledge and experience, deliverables on procedure and strategy) would continue
to be utilized in NCT, or in the single agency when they are transferred. Lastly, as for thefinancial viewpoint, it is expected that GOI will increase the budget for SSTC activities
based on the direction mentioned in the RPJMN 2015-2019.

3-3. Conclusion
Conclusion of the Review by the Five Criteria:
The relevance of the Project remains high, aligned with the GOI’s overall development strategy,
RPJMN 2015-2019, as well as GOI’s commitment on SSTC as expressed at the Asian African
Summit in 2015. The effectiveness of the Project is medium as the Project is producing most ofplanned deliverables of the revised PDM and reasonably attaining the Project Purpose, yet has not
fully produced intended effects as initially planned. These deliverables are yet to be applied andutilized. The efficiency of the Project is assessed relatively low, in fact that some activities have been
carried out, while others are under the process of finalization, however there are some activities
could not be able to be implemented due to some constraints the Project has encountered during its
implementation. The impact of the Project is high with a positive perspective that the capacity
development of NCT promoted by the Project would smoothly transferred to a single agency which
will be established in near future by the GOI. The prospect of sustainability is relatively high as the
GOI’s policy for SSTC is expected to be strengthened as clearly mentioned in RPJMN 2015-2019,and the establishment of the single agency is in the process of realization.
3-4. Recommendations
1) The Project will make utmost efforts to complete ongoing activities including planned
seminar/workshop, and produce target deliverables by August 2016. During the terminal
evaluation, these deliverables were highly valued and acknowledged as useful by NCT members.
These deliverables should be compiled by the Project, and made available for reference andutilization by NCT members, line ministries, and stakeholders.
2) NCT should consider how and by whom the produced deliverables (i.e., IT studies,
communication strategy, and evaluation guideline) will be adopted and managed. In particular, thepossibilities of IT studies being implemented as a system with the efforts of the Indonesian side
after the Project completion need to be explored.
3) Outside of NCT, socialization on SSTC based on the Communication Strategy, and with theAnnual Reports and PR materials, should be promoted. It can become an incentive for line
ministries to transfer information on their South-South Cooperation activities for higher profile
among stakeholders and in the general.
4) During and beyond the cooperation period, the produced deliverables should be managed byresponsible agencies/sections in a prospect that these assets could be properly shared with, or dulytransferred to, the single agency when it is established in the near future. The Project needs tofollow the ongoing discussion and progress concerning the establishment of the single agency.
5) As for the pilot project of road maintenance in Timor-Leste, the process of project implementation
should be recorded for knowledge sharing purposes jointly by NCT, PU, and JICA. NCT should
continue to support PU for administrative matters for smooth implementation of the Project, andprovide additional supports for PU to expand SSTC, if necessary.
6) NCT and JICA should complete the End Intervention Survey and conclude whether or not the
Project Purpose indicators are achieved.
7) Where the movement of establishing the single agency has been accelerated recently, the needs forcapacity development of Indonesian SSTC remain strong, and there is a room for further JICA
contribution. Therefore, NCT and JICA should immediately discuss the modality and contents ofnext technical cooperation.

3-5. Lesson Learned

1) Technical Cooperation Project (TCP) requires the clear designation of implementing agency andassignment of counterparts. It has been difficult for JICA to acquire the most suitable counterpart as
expected. Due to this situation, the Project is not quite compatible with the scheme of the TCP interms of implementation arrangement. In the beginning of designing process, the modality ofcooperation should be carefully selected in accordance with the set-up of the implementing
organization.

2) Further in relation to the scheme of TCP, PDM with clear target and indicators, in case of thisProject, has not necessarily promoted effective and timely interventions under the changing andtransitional environment of Indonesian SSTC. It required lots of efforts and time for the Project toproperly adjust and revise the initial PDM under such environment. In the beginning of designing
process, it will be better not too ambitious in setting up the target, but be more realistic and practical.
And also, when the situations change, immediate actions for revising PDM should be considered.

3) The Policy Study conducted in the earliest stage of the Project implementation was helpful for all
stakeholders in understanding the situation, and as a good reference for taking necessary measures. It
is highly recommended to conduct such kind of study for similar projects.