評価調査結果要約表（英文）1. Outline of the ProjectCountry: Indonesia

Project title: Sulawesi Capacity Development Project

Issue/Sector: Poverty Reduction / Regional
Development

Cooperation scheme: Technical Cooperation Project

Division in charge: Indonesia Office
Supporting Department: Industrial
Development and Public Policy Department

Total cost (as of evaluation): JPY 690 Million

Period of Cooperation (R/D signed on 7
August, 2007)(Original): 16 September, 2007- 15
September, 2010
(Extended): 16 September, 2010 – 15
September, 2012

Supporting Organization in Japan: Nihon Fukushi University

Partner Country’s Implementing Organization: Ministry ofHome Affairs (MoHA, Center for Management of Overseas
Cooperation), BAPPENAS (Directorate of Regional
Development), and Six provincial BAPPEDAs in Sulawesi

Related Cooperation: Northeastern Indonesia Regional
Development Program

1-1 Background of the Project
Since 1999, Indonesian political system has been decentralized. Enactment of Law No. 25 and No. 32
of 2004 regarding development planning system and regional autonomy respectively indicates that national
development planning should be implemented by central, provincial and district/city governments based on
the roles and functions as prescribed in the aforesaid laws.
Under such circumstances, the role as coordinator and intermediate policy channel in a new bottom-up
policy process to district/city governments while maintaining consistency with national development planis required for provincial governments. For district/city governments, on the other hand, the role to execute
bottom-up regional development planning and implementation reflecting communities’ needs is required.
Thus, six provincial governments of Sulawesi requested a Technical Cooperation Project which promotes
regional development based on local governments’ initiatives. In response to this request, Sulawesi
Capacity Development Project (hereinafter referred to as CDP) which aims to establish collaboration
mechanisms among the stakeholders of regional development in six provinces in Sulawesi has been
implemented from September 2007, for three-years duration.
Since its commencement, the project has been working in the capacity development of stakeholders, who
are the provincial and district level of regional development officials, through conducting training relating toparticipatory development, subsequent practice (pilot activities) and experience sharing. Then, at the terminal
evaluation survey conducted in July 2010, the extension of the cooperation period has been proposed based on thefollowing reasons; ① it takes additional time to achieve the project goals, ② it is necessary to organize the humanresources to take over the technical assistance this project has been provided, ③ it is necessary to prepare for
spreading-out the project activities to areas other than Sulawesi, on request from Indonesian side. In response tothis, project period is extended for two years until September 2012.
Related Technical Cooperation Projects are as follows: Empowerment of the Poor in South Sulawesi to
Support Poverty Alleviation Program (1997-2002), Regional Development Policies for Local Government(2001-2005), Project for Human Resource Development for Local Government (HRDLG) (2002-2007);

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Community Empowerment Program with Civil Society (PKPM) (2004-2006).
1-2 Project Overview(1) Overall Goal
Regional developments in Sulawesi with local initiative under the collaboration of stakeholders arepromoted.
(2) Project Purpose
The capacity of stakeholders for regional development in Sulawesi is strengthened and themechanisms of collaboration among stakeholders are developed.
(3) Outputs
Output-1: The planning capacity of stakeholders for regional development is enhanced through theirunderstanding of its process of planning and implementation.
Output-2: The management capacity of stakeholders for regional development is developed throughexperience of pilot activities.
Output-3: Function of Provincial Implementation Committee (PIC) to share experiences in eachprovince is strengthened and sharing information among 6 provinces and in other regions is promoted.
Output-4: Measures for enhancing sustainability and replicability of the CDP approach are identified.
(4) Inputs (as of evaluation)
Japanese side
Long-term Expert

4 personsShort-term Expert

7 personsTrainees received

59 persons

Local cost

JPY 174 Million

Equipment

6 vehicles

Total amountJPY 690 Million

24 persons

EquipmentIndonesian side
Counterpart
Office Facilities

1 office/province, 6 offices in total

Local cost

IDR 13,655,475,925

2. Evaluation Team
Members ofJapanese
Evaluation Team

Team Leader

TADA Tomoyuki

Senior Representative
JICA Indonesia Office

Participatory Development /Regional Development

TSUNODA Manabu

Senior Advisor
JICA Headquarter

Regional Development

INABA Makoto

Senior Advisor
JICA Headquarter

Cooperation Planning 1

YAKUSHI Hiroyuki

Deputy Director
Industrial Development andPublic Policy Department
JICA Headquarterxii

Indonesia
Authorities
Concerned

Period of
Evaluation

Cooperation Planning 2

ENOKI Tomoko

Project Formulation Advisor
JICA Indonesia OfficeEvaluation Analysis

SAWASHITA Rie

Oriental Consultants co., ltd.

Ir. Gunawan, MA

Head of the Center for Management of Overseas
Cooperation of the Secretariat General, Ministry of Home
Affairs (MoHA)

Anang Handoyo, S. Kom

Staff, Division of Interstate Cooperation, Center for
Administration of Overseas Cooperation, MoHA

Ivan Rangkuti

Head of Division of Proper Technology Usage,
Directorate General for Community and Village
Empowerment, MoHA

Farida Kurnianingrung

Head of Sub-Division of Proper Technology Usage,
Directorate General for Community and Village
Empowerment, MoHA

Arief Setyabudhi

Consultant of Division of Proper Technology Usage,
Directorate General for Community and Village
Empowerment, MoHA

DR. Royadi, SH, MM

Head of Sub-Division of Development Planningfor IV Region (Sulawesi), Directorate for Regional
Development Planning, MoHA

Lie Sinfi

Head of Sub-Division of Foreign Cooperation, Education
and Training Agency, MoHA

Ester Vinny Ella Marpaung

Staff of Sub-Division of Foreign Cooperation, Education
and Training Agency, MoHA

From June 10 to June 30,
2012Type of Evaluation: Terminal

3. Results of Evaluation
3-1 Progress of the Project(1) Achievement of the Project Purpose
For the following reasons, the project purpose is considered to be achieved.
It is observed that seven districts/cities developed the collaboration mechanisms as of evaluation inJune 2012 (cf. target in PDM: six districts/cities). Two districts: Takalar district and Wakatobi district
which were in the process of the institutionalization as of June 2010, have instituted the Regent
Decree in February 2011 and February 2012 respectively. While referring to these two districts’ cases,
other five districts/cities have launched a process of institutionalization in the past two years and beenreviewing and updating drafted Regent Decrees.
(2) Achievement of the Outputs
1) Output-1 (3-layred trainings)
From September 2010, the Project conducted a supplemental seminar for the policy makers andtwo supplemental trainings for planners in the targeted eighteen districts/cities where had notxiii

started activities on their initiatives. The original module for the planner’s trainings has beenrevised to make it more practical and set it as a supplemental one. Most of the participants of the
supplemental trainings were selected to those of the chiefs and unit heads of regional BAPPEDAs.
These attempts led at least seven districts/cities, namely Mamuju district, North Mamuju district,
North Buton district, South Konawe district, North Konawe district, Polewali Mandar District
and Baubau city, to take initiatives on development of collaboration mechanisms. In addition, thetraining of trainers (ToT) for Community Facilitators (CFs) were conducted two times during theextension of the project period and 45 trainers were newly turned out (cf. before the extension: 13
trainers turned out, total: 58 trainers, target in PDM: 42 trainers).
2) Output-2 (Practice/Pilot Activities)
Through the two year’s extension of the project period, up to May 2012, pilot activities wereconducted with 3,822 participants, training and workshop programs were convened with 2,500
participants, and 34 organizations were established or strengthened (cf. before the extension:
593 participants for pilot activities, 1,268 for trainings/workshops and 20 organizations were
established/strengthened).
Based on the project principles, i.e. the Japanese side shall not provide any monetary support for
implementation of pilot activities, these pilot activities were implemented with the budget of local
government and the resources contributed by local people. It is observed that taking advantage
of human resources trained through the 3-layered trainings, the progress of the pilot activities
were made at an accelerated pace, and the management capacity of stakeholders for regional
development was developed.
3) Output-3 (Sharing experiences)
Since good practices are effective references to enhance capacity among stakeholders in regional
development, additional 7 cases to 6 cases as of August 2010 have been analyzed and presented
in the Project with an activation of pilot activities. In order to share and utilize information andresources, the “capacity development module” (CD module) are going to be completed by July
2012. As a number of good practices referred for regional development activities increased and themethods to share experiences are diversified, functions of stakeholders to share experiences arestrengthened and sharing experiences are stimulated during these two years of extension period.
4) Output-4 (Sustainability and Replicability)
According to the strategies for the sustainability and replicability of the CDP approach, four
provinces (North Sulawesi, Central Sulawesi, South East Sulawesi and West Sulawesi) out ofsix have established, or are in under approval process of, the subsequent organizations to theProvincial Implementation Committees: PICs and the other two provinces (Gorontalo and South
Sulawesi) are under consideration of having such organizations. Furthermore, as to strengthen
promoting CDP approach, Indonesian human resources who were qualified by the Project haveestablished an organization called “COMMIT” (Community Initiative for Transformation, Center
for Training Consulting and Publishing) in May 2012, which has 73 registered members including
master facilitators and resource persons who have been trained under the Project. It was also
observed that trainings developed by the Project have been utilized in different occasion outsideof the target area of the Project with the appreciation of the concept of the CDP approach, anddistribution of each component of the CD module to government organizations and any otherindividuals/entities has started.

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3-2 Summary of Evaluation Results(1) RelevanceFor the following reasons, the relevance of the Project is considered to be very high.
In Indonesia, since the revised Local Autonomy Law No. 32 and the National Development Planning
Law No. 25 were enacted in 2004, the decentralized system has been promoted. These laws
stipulate local government’s initiatives, participatory and bottom-up approach as the requirements ofplanning process for regional development. Thus, the approach by the Project is corresponding to thedevelopment policy of Indonesia.
Furthermore, Japan’s Country Assistance Strategy (CAS), revised in April 2012, states “redress of
imbalanced development” as one of three main pillars for cooperation to Indonesia. East Indonesia
is recognized as one of the disadvantaged regions, and Sulawesi is expected to be an engine ofdevelopment for the area. In this context, it can be determined that the approach by the Project iscorresponding to the CAS.
(2) EffectivenessFor the following reasons, the effectiveness of the Project is considered to be high.
1) Achievement
It can be determined that the project purpose, which aims at “strengthening the capacityof stakeholders for regional development in Sulawesi, and developing the mechanisms ofcollaboration among stakeholders in at least six districts/cities”, is achieved since seven districts/
cities have developed/ been developing mechanisms of collaboration among stakeholders.
2) Approach/Method to achieve the Project Purpose- Revision of contents of training for planners, from conceptual to practical-	Reconfiguration of duration of trainings for Community Facilitators (CFs) and for planners(shorten)-	Re-examination of selection criteria on the participants for the planners training and the policy
maker seminar-	Increase the number of Master Facilitator (MF. Trainers for CF training) through Training ofTrainers (ToT)-	Utilize human resources and its networks trained through the original project period-	Sharing good practices
3) Utilization possibility and Replicability of the CDP approach
It was observed that there were several cases utilizing the CDP approach, that indicateshigh utilization possibility and replicability of the approach. The examples were; (1) village
development programs in West Sulawesi and Central Sulawesi adopted the CDP approach and (2)capacity development for the extension workers initiated by provincial government in Gorontalo,Southeast Sulawesi and South Konawe with use of trainings developed by the Project.
(3) Efficiency
For the following reasons, the efficiency of the Project is considered to be high.
1) Achievement degree of the outputs
All outputs (from 1 to 4) have been achieved (see 3-1 (2) Achievement of the Outputs).

xv2) Causal connection between inputs and achievements-	The Project has utilized rich assets of JICA’s previous regional development projects in
Sulawesi. This led the Project having minimum input towards the needy stakeholders.
-	With the principal for creating ownership in both communities and local governments, theProject emphasized utilization of local resources.
(4) Impact
For the following reasons, the impact of the Project is considered to be very high.
1) Promotion of dissemination of the CDP approach
It was observed that the Project conducted several activities as follows in order to promote
dissemination of the CDP approach; (i) training for planners at the Training center of MoHA,(ii) trainings and workshops for RISE project (Rural Settlement Infrastructure and Kabupaten
Strategic Aeras Development. Yen Loan) , South-South cooperation and the third country training
cooperation, (iii) increasing interests in the CDP approach from NGOs and private sector and (iv)delivering lectures in a postgraduate school.
2) Projection of the achievement degree of the Overall Goals
13 regional development programs were identified both in provincial and district level whichaccommodated the CDP approach (provincial level: 6 programs; 4 started and 2 planned, districtlevel: 7 programs). It is observed that these 13 programs aim at bringing in (i) human resource
development through the CDP approach or (ii) establishment of coordinating organizations topromote the CDP approach (ex. village development program in Gorontalo province, community
development program in Central Sulawesi province, community development program –Bartheramas in South-east Sulawesi province, community development program – Bangun Mandarin West Sulawesi province, etc). It is expected that precursory programs will serve to stimulate
other programs and a number of regional programs adopting the CDP approach will increase. Thus,
when subsequent organizations of PICs are fully established and collaborative relationships amongorganizations concerned will be continued and strengthened, the overall goal can be expected to beachieved.
3) Expansion of opportunities for the central government to be involved in the CDP approach
It was observed that the Project has come proactively to set up opportunities for MoHA to be
involved in the Project in order to strengthen a tie between the central government and the Projectso that being possible to explore ways of broader spread of project achievement. Thus, the central
government had opportunity to understand and grasp the current state of regional development of
the districts / cities, the needs and changes in the community.
(5) Sustainability
From the comprehensive points of view as shown below, the sustainability of the Project is considered
to be high.
1) Strategies for sustainability and replicability of six provinces in Sulawesi
Facing the end of the project in September 2012, since the beginning of 2011, six provincial
governments have discussed and developed strategies for sustainability and replicability of the
CDP approach. Establishment of the subsequent organizations of the PICs, and utilization andenhancement of trainings’ alumni are parts of these strategies.

xvi2) Subsequent organizations of the PICs
The entities to take over the PICs’ roles and functions at the end of the project period have been
established or are under process of establishment in each province. In addition to that, it is plannedin Southeast Sulawesi and West Sulawesi that the roles and functions to be taken over from the PIC
are added to the corresponded departments’ duty/job descriptions in the provincial BAPPEDAs
with provincial formal approvals in order to ensure the sustainability of roles and functions acrossthe entire organization.
3) Proactive operation using local governments’ own budget
As 17 districts/cities have allocated their own budget for the activities of the Project and other7 districts/cities have indicated their intention to do so. Compared with that of at the previous
terminal evaluation in July 2010, it is found that the CDP approach seems to have steadily takenroot in Sulawesi.
4) CD module as dissemination and replication tools
In order to disseminate and replicate the CDP approach, the CD module which consists of 21
items such as textbook on institutionalization of the collaboration mechanism, module of planners
training management based upon community and collaboration mechanism, module of CF training
and documentary films has been developed. Distribution of publications/media of the CD module
through MoHA, BAPPENAS, regional governments, regional BAPPEDAs, communities, PICs
and any other individual and entities such as BaKTI was observed.
5) COMMIT as the resource bank of the Project
Based on the recommendation at the previous terminal evaluation, the COMMIT was consensually
established through the consideration of institutional, organizational, financial, technicalpossibilities and feasibilities to play a core role in providing trainings and consultation serviceson the CDP approach. It can be said that the foundation to provide proposed services on the CDP
approach has been built.
3-3 Factors that promoted realization of effects(1) Factors concerning to planning1)	It was observed that the outcome and human resources network in Sulawesi Island created byprograms/projects under the JICA had already pervaded to some extent. Thus, in the Project,
additional small-scale capacity development was enough to establish governmental implementation
structure.
2)	It was observed that the ownership of Indonesian side had been encouraged through activities suchas establishment of the collaboration mechanisms. In addition, the process of institutionalizationof collaboration mechanism was accorded with the conventional process of making decisions.
Therefore, the Indonesian side could proactively be involved in the Project implementation basedon the existing processes.
3)	It was observed that the pilot activities prompted utilization of resources in Indonesia.
(2) Factors concerning to implementation process1)	The Project team structured the three-layered system for human resource development consists ofpolicy makers, planners and CFs, and firstly started promoting policy makers’ understandings of
the Project concept. Owing to this strategic approach, Heads of BAPPEDAs’ understandings ofxvii

the Project were followed by the human resources developments, organizational developments andinstitutionalizations.
2)	Utilization of assets – personal network of JICA's previous regional development projects
contributed to promotion of understanding of the Project concept and effective implementation.
3-4 Factors that impeded realization of effects
It is considered that frequent personal shifting had influences on deeper understanding of the Project andrealization of effects at the implementation process.
3-5 Conclusions
As the Project has been consistent with the development policy of Indonesia on decentralization andregional development throughout project period, relevance of the Project is very high. Effectiveness of
the Project is also high as the activities implemented during extension period such as the 3-layer trainings,
development of the CD module, organization of the resource bank (COMMIT) and establishment of thesuccessor agencies of PICs contributed to achievement of the project goal. Efficiency of the Project is highas inputs contributed properly with rich assets of JICA’s related project in the past in Sulawesi. Also, it isconfirmed that some provinces have plan to take the concept of collaboration mechanism into their regional
development program, thus possibility of achievement to the overall goal is high if such initiative by theprovinces is sustained. Moreover, as the result of appreciation of the CDP approach from outside Sulawesi
region, impact of the Project has been spread to central government and other regions’ program and evento other countries. Sustainability of the Project is high as maintaining structure of promoting collaboration
mechanism within provinces has been arranged such as subsequent body of PICs and the resource bank,.
To conclude, the project purpose is effectively achieved with appropriate activities during the extension
period. The Study team has found great appreciation of the CDP approach by Indonesian side as a mean ofcreation of people’s ownership and functionalization of meaningful decentralized structure in Indonesia.
With the strong initiatives of Indonesian stakeholders to promote the concept of the CDP approach, it ishighly expected that the asset of the Project contributes to mid-long-term regional development of Indonesia
and creation of trustworthy relationship between the community and local governments.
3-6 Recommendations1) It is necessary to promote constitutive functionalization of subsequent organizations to PICs.
Especially in South Sulawesi province and Gorontalo province, where there is no such organization
established yet, prompt measures are expected.
2) It is effective to hold information and experience sharing opportunities among above mentioned
organizations of each province at regular bases. It is also effective to give an adequate follow-up
support by JICA to the above activities for maintaining and improving the results of the Project.
3) It is significant to have monitoring structure of district level activities in each province in order to grasp
the progress and share good practices to other districts. Result of such monitoring should be sharedwith all of the districts.
4) It is essential that each province keeps partnership with COMMIT for taking role of the project officers
after completion of the Project to promote of collaboration mechanism. It is also significant that eachprovincial government maintains necessary working environment (e.g. transportation, office room etc.)
for COMMIT to enable them to provide the same quality of work in each province.

xviii5) JICA is recommended to utilize this CDP approach for the future regional and social development
projects not only in Indonesia but also other countries. Besides, as many international donors, NGOs
and universities show the strong interest in this approach, the CDP approach should be academicallystudied and disseminate widely.
3-7 Lessons learned1) It is important to proactively utilize the assets of past cooperation such as methodologies of regional
development and human resources networks.
2) The local governments’ utilization of external human resources that have been accumulated in the pastcooperation by Japanese government was proved to be an effective option in order to accelerate therealization of seeds of outcomes in an early stage of the Project.
3) Heads of targeted provinces as well as district BAPPEDAs were recognized as the strategic partners
and most of them were actively involved in the process. It led the outcomes of the Project not in
isolated but positioned in the existing institutional systems in Indonesia.

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