The IPR feels that the choice of type of activity is an important one, and should be made with a clear basis in strategy, and as evidence-based as possible. How this is then communicated is a different issue, and we can understand that there may be times when labelling may be important to program partners. But conceptual and strategic clarity about what activity – at what scale – is proposed, and why, must be a necessary requirement for approval of funds. 3.2 Management and accountability A number of issues related to management and accountability arise during the IPR, and are discussed here in turn. 3.2.1 PRSF management The role of the PRSF management function and its relationship to TNP2K is prescribed in the PRSF design document, specified in the GRM Scope of Services contract with AusAID, and interpreted in the PRSF inception report, and then again in the PRSF M&E plan. The overall understanding is that PRSF provides support to the wider TNP2K, described as follows in the Scope of Services: ‘The main component of the Facility’s support to the National Team Secretariat will be the establishment of policy formulation working groups. These working groups will act as “internal think tanks” overseeing coordination for poverty reduction programs. They will also develop a national system, including a single database, for targeting assistance to the poor and vulnerable, and a system for monitoring and evaluation. The Facility will support four main areas of work: Assistance to the National Team Secretariat: Providing support to approximately 60 full-time positions and oversee the technical assistance management including quality of their outputs. Hiring premises and purchasing equipment: Conducting all aspects of office management including security, paying office rent and utilities and maintaining equipment. Activities: Undertaking various types of work as directed by the Facility Steering Committee (FSC) such as evaluations, pilots, workshops and conferences.
Institutionalise new approach The following table describes the steps, actions needed and the pitfalls it may encounter: Table 3: An introduction to change management Steps Actions needed Possible pitfalls 1. Establish a sense of urgency Examine the slowing acceleration of poverty rate and the ambitious target to achieve single-digit poverty line. Convince the need of hard-work as 2014 is just 20-months away. Underestimating the difficulty of driving people from their comfort zones – some people have been thinking that poverty is a forever subject and never ending one. Becoming overwhelmed by risks. 2. Form a powerful guiding coalition Assemble coordinating as well as implementing ministries with shared commitment and enough power to lead change efforts in their respective ministries. Encourage to work as a team working on poverty reduction programs (BSM, Raskin, PKH etc) among TNP2K and other ministries. People may have competing commitments with policy reform e.g additional workload and intensified coordination. 3. Create a vision Create a shared vision to guide the change efforts tied with time-bound nature to reduce poverty in a very short timeframe. Develop change strategy to realise the shared vision. Formulating a vision that is too complicated and hard to understand or vague may create unnecessary confusions. 4. Communicate the vision Use every vehicle and channel possible to communicate the shared-vision and strategies to achieve it. Establish new behaviours by the example of the guiding coalition. Under-communicating the vision – as some people may think having a vision is not important; the most important thing is just do the work according to the broad mandate. 5. Empower others to act on the vision Overcome structural barriers that inhibit people to take action. Encourage risk taking and nonconventional ideas, activities and actions. Ignoring the existence of change resistors that may sabotage the process. 6. Plan for and create wins Define visible performance improvements. Recognise and reward those who contribute to the improvements. Failing to achieve and recognise early successes, or if it’s achieved by chance instead of systematic efforts. 7. Consolidate improvements and produce Reinvigorate the change process with new programs. Manage resistance through Too soon in declaring victory with the first performance improvement.
2 Unified databse - Data unification On-going In-house project Data compilation completed and released in February 2012; data transferred to major social assistance programs and local government; socialisation and complaints processing underway. Us of UDB for analysis and planning, and for program implementation. By VP, MoH, MoSA, MoEC, MoPW Ongoing and upcoming pilots will use the UDB. Line ministries are starting to use and request data. 3 Raskin research activity Completed Research for reform Report on research results on program implementation and perceptions. Has provided inputs to Raskin reform. 4 Raskin ID card (PT Pos), M&E (LP3ES) and social impact (OPM) Completed Reform Two studies are underway. Reports are expected by March 2013. The results from the OPM social impact study also expected by March 2013. Not yet. 5 Raskin ID, socialisation and facilitators study (J-PAL) Completed Research for reform Not yet. Not yet. N. PRSF activity Status Activity type Major outputs Policy advice provided Up-take change 6 PKH Disbursement system On-going Research for reform OPM report expected in January 2013. Not yet. 7 PKH Nutrition baseline survey On-going Research for pilot Underway. Not yet. 8 BSM 1 & 2 Pilot 1 completed, pilot 2 approved Reform Consolidated findings of BSM pilot 1 presented to TNP2K Executive Secretary and to the VP In November 2012 BSM pilot 1 has flagged several implementation bottlenecks. MoEC, MoRA, MoSA have accepted piloting of ID cards The BSM 2 pilot is being extended to a higher number of school-aged children. N. PRSF activity Status Activity type Major outputs Policy advice provided Up-take change 9 Indonesia Family Life Survey (IFLS) On-going Research Data analysis is on-going. Not yet.
stakeholders policies such as BNP2TKI, BP3TKI, Disnaker, and Bappeda. 2 Community-based monitoring system (CBMS) - PEKKA On-going Research Data cleaning completed for 9 provinces while for the remaining provinces the data cleaning process is still ongoing. Meanwhile, for village section, 45 questionnaires have been entered out of 109 questionnaires. Positive responses emerged from several local governments (NTT, NTB, and South East Sulawesi) during initial information dissemination on CBMS results. Expected from various stakeholders at central and local level Not yet. 3 GIZ On-going TA GIZ has supported various activities such as capacity development of key stakeholders, fostering policy dialogue, technical and management advisory services and promotion of research to support evidence-based policy formulation. Several policy briefs produced by the GIZ Not yet Supporting the DJSN policy reform 4 Health security On-going TA BPJS secretariat support (workshops, reports) Not relevant Not relevant Not relevant 5 MP3KI On-going Research for reform Long term poverty reduction strategy. Final draft under discussion with Bappenas and SMERU Not relevant Not yet Not yet