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ACTIVITY CONCEPT NOTES # 2 | ARRISING FROM THE DSF WORK PLAN 2009-2011
1
DECENTRALIZATION SUPPORT FACILITY ACTIVITY CONCEPT NOTE 2/2009
Summary: As part of the Government’s strategy to reduce regional disparities, this activity is designed to lead to better-informed and better-managed policy making for regional development. This is to be achieved by assessing the suitability, availability, and validity of relevant data; analyzing policy making processes; and determining how best to develop more effective policies for regional development. A core component of the project will be to develop Bappenas capacity and to achieve cross-ministerial consensus on new approaches.
Activity Title
Capacity Building for Regional Development Policy Formulation
Counterpart agency and key government contacts
The counterpart agency and main beneficiary of this activity is Bappenas, Directorate for
Regional Development.
The main government contact is Ir. Arifin Rudiyanto, MSc., PhD, Director of Regional
Development, Bappenas.
Duration
June 2009 – December 2010
Background and Rationale
1. This Activity Concept Note envisages that activities for the project ‘Capacity Building for
Regional Development Policy Formulation’ will take place over two phases over a period of
18 months. A budget of US$150,000 has been approved by the DSF MC (Management
Committee) and this will be utilized for Phase 1 (6 months). Phase I covers a review of
regional development policy to date, an assessment of development data and an
assessment of policy making processes. Input will be provided for the upcoming RPJM. Upon
completion of Phase 1, and contingent upon a satisfactory review from the DSF MC, further
approval will be sought for Part 2 (12 months). This will build upon the foundations laid in
Part 1 by providing capacity building training for national level government staff and
formulating regionally specific development strategies. This Activity Concept Note describes
all activities (Part 1 and Part II) but only Part 1 will be procured with the approved budget.
2. Indonesia faces huge challenges of development management in its regions. With
development indicators across regions and over time showing considerable variation. For
example, regional gross domestic product data shows that disparity of per capita provincial
ACTIVITY CONCEPT NOTES # 2 | ARRISING FROM THE DSF WORK PLAN 2009-2011
2
income is relatively large.1 Resosudarmo and Vidyattama (2006) show that despite some
convergence in per capita regional GDP between the poorest and richest provinces in the
period 1993 to 2002 severe disparities persisted.
3. The table below shows per capita regional GDP in each region (the provincial average is
given in each region). Per capita regional GDP includes mining, which affects Papua and
Kalimantan more than other provinces. Without including the mining sector in 2002 per
capita regional GDP in Papua is US$491 and Kalimantan is US$1214 (1983 prices). Of note is
the very low per capita regional GDP in Nusa Tenggara, Maluku and Sulawesi and the
comparatively high per capita rates in Sumatra, Java-Bali and Kalimantan. Inter-provincial
differences in GDP per capita (not shown) can also be very high.
Table 1: Per capita regional GDP, 1971-2002
Region
Per capita regional GDP
(provincial average in each region, USD, 1983 prices)
1971 1983 1996 2002
Sumatra 453 823 1083 905
Java-Bali 262 455 984 956
Kalimantan 351 1045 1428 1599
Sulawesi 167 279 529 583
Papua 231 672 1060 1160
Nusa Tenggara 116 175 328 415
Maluku 249 312 575 460
Source: Resosudarmo and Vidyattama (2006)
4. Growth rates have varied considerably between the regions even over the past few
years as indicated below. Except for 2005, west Indonesia has consistently grown faster than
east Indonesia from a much higher base.
Table 2: Regional GDP growth rates, 2004-2007
Region 2004 2005 2006 2007
Sumatra 2.93 3.57 5.26 4.96
Java & Bali 5.38 5.74 5.77 6.17
Kalimantan 3.01 3.92 3.80 3.14
Sulawesi 5.69 6.26 6.93 6.88
Nusa Tenggara, Maluku & Papua (5.26) 13.97 (4.06) 5.04
West Indonesia 4.72 5.16 5.64 5.85
East Indonesia 2.00 6.43 3.02 4.50
National 4.25 5.37 5.19 5.63 Source: Badan Pusat Statistik (2009)
1 Resosudarmo and Vidyattama, 2006, ASEAN Economic Bulletin 23.1 (2006) 31-44.
ACTIVITY CONCEPT NOTES # 2 | ARRISING FROM THE DSF WORK PLAN 2009-2011
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5. Inter-regional disparities are not only demonstrated through divergence in economic
indicators but also by variations in standards of service delivery. For education, enrollment
rates vary widely and regional differences remain more pronounced than differences in
income levels2 . While junior high school enrollment rates vary widely between provinces,
variations are even bigger differences within provinces. Graph 1 shows provincial enrollment
rates (district and city averages) plus highest and lowest enrollment rates within provinces.
The data clearly shows variance between provinces and an even wider variance within
provinces.
Graph 1: Net Enrollment Rates in Junior Secondary School by Province
0
10
20
30
40
50
60
70
80
90
100
Pap
ua
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i
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Source: World Bank estimates based on 2007 Susenas data
6. For health, outcomes vary widely across Indonesia. The graph below illustrates the wide
divergence across provinces (data not available for all provinces) in two key health
indicators – infant and child mortality. The y-axis shows deaths per thousand births.
2 Investing in Indonesia’s Education (2007), World Bank Group.
ACTIVITY CONCEPT NOTES # 2 | ARRISING FROM THE DSF WORK PLAN 2009-2011
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Graph 2: Infant and child mortality rates
Source: Investing in Indonesia Health (2008), World Bank. Data from 2002/3
7. The government of Indonesia has undertaken many efforts to address shortfalls in basic
service provision and a major current initiative concerns the issuance of nationwide
minimum service standards as regulated by Government Regulation No. 65/2005. Minimum
service standards are to be issued to cover each of the obligatory functions of local
governments and additional financing provided through the Dana Alokasi Khusus
mechanism to achieve these standards. The DSF will provide support for both of these
government initiatives which have implications for the regional development policy3. As
minimum service standards are implemented it will be important to assess the extent to
which disparities in public service delivery are reduced.
8. Inter-regional development disparities are of great concern to the Government of
Indonesia (GoI) – for reasons of equity but also for reasons of national sovereignty. GoI is
keenly aware that feelings among ordinary citizens of social and economic exclusion are
crucial to such calculations.
9. Like many developing countries, Indonesia has experienced a tumultuous development
path over the last few decades. The early years of 1960s saw the economy slip into crisis
with spiraling inflation, followed by a period of relative stability. The exploitation of oil and
gas reserves coincided with the spike in the world price of oil leading to huge government
revenues which were used in part to finance a far reaching development program that had
tangible benefits for most Indonesians all over the archipelago. Whilst never attaining the
giddy growth highs of the so-called tiger economies, growth was steadily aided by huge
inflows of foreign investment and supported by an authoritarian political system. External
shocks and inflationary pressures at times undermined continued growth but it was not until
3 See: DSF Concept Note on Institutional Building for Improved Public Service Delivery.
ACTIVITY CONCEPT NOTES # 2 | ARRISING FROM THE DSF WORK PLAN 2009-2011
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the onset of the Asian crisis in 1997 that swift reversals in economic development were
experienced which wiped out years of development gains in the space of a few months.
10. The onset of decentralization in 2001 through the implementation of Law 22/1999 saw
the devolution of a wide range of responsibilities to local governments. By 2001 recovery
was well under way and in 2004 the decentralization agenda was entrenched through a
major revision of the decentralization law. Substantial fiscal resources are now controlled by
regional governments, especially at the district and city level of government. 30% of total
state expenditure was transferred to the regions in 2008 although regional expenditure as a
percentage of total national expenditure is even higher as regional revenues are
supplemented by locally generated revenue. Total government spending has risen
substantially in real terms since 2001.
11. This fiscal transfer has been accompanied by political decentralization whereby district
and city heads of governments are elected directly.
12. Predictably perhaps, the results of decentralization to date have been mixed and many
local governments have not yet been able to realize the better development outcomes that
should be associated with increased fiscal resources and greater local autonomy over
expenditure decisions. Significant inter-regional disparities remain. Data on intra-regional
disparities in Indonesia are not widely available, but comparative experience from other
countries shows that such differences can be exacerbated by decentralization, usually
through partial distribution (capture) of services and resources by local elites (Manor,
19994). Questions of intra-regional disparity in Indonesia may prove to be of increasing
socio-economic and political significance in the future.
13. Regional disparity represents an ever present challenge in most countries. Comparative
evidence shows that the challenges are most pronounced in large developing countries that
are unitary states. (Shankar and Shah, 2001)5. Shankar and Shah conclude that in such
states regional development policies have not resulted in convergence in regional incomes.
Rather, income disparities have continued to grow. They note that federal states have been,
perhaps paradoxically, more successful at equalizing economic difference between regions
despite their more limited policy options.
14. Development has long been focused on Java-Sumatra-Bali. Kalimantan, in particular,
seems to be benefiting from a new wave of economic expansion in Indonesia. Despite the
GoI’s efforts to spread development across the country, particularly through the use of the
central transfers from the balancing fund development, development continues to proceed
at an uneven rate. Resource-poor regions have suffered in particular as they are excluded
4 Manor, J. 1999, The Political Economy of Democratic Decentralization. Washington, DC: World Bank
5 Shankar and Shah, 2001. Bridging the economic divide within nations: A scorecard on the performance of regional
development policies in reducing regional income disparities, Washington, DC: World Bank.
ACTIVITY CONCEPT NOTES # 2 | ARRISING FROM THE DSF WORK PLAN 2009-2011
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from natural resource revenue sharing transfers. Development has also been poor in some
regions in eastern Indonesia and in sparsely populated regions (e.g. Maluku and Papua).
15. The World Development Report 20096 has far reaching implications for regional
development policy. The main message is that economic growth will be unbalanced (within
and between countries) but that development can still be inclusive. The report proposes
that spatial transformations will be necessary to achieve this in terms of population density,
reduced distances between workers and economic opportunities and reduced economic
divisions. The report has a number of implications for Indonesia’s approach to regional
policy which will need to be considered within a framework of policy formulation.
16. Given the complex pattern of development across Indonesia in recent decades, the
successes and failures of development policy and the ever present issue of regional disparity
now is the time to take stock and to reexamine the policy environment surrounding regional
development from fresh perspectives. The implementation of decentralization remains the
key development issue facing Indonesia. Significant authority has been devolved to local
governments but many local governments have limited capacity to execute these new
functions effectively. While local governments are now key actors in regional development
policy there remains lack of clarity in divisions of authority between levels of government on
regional development policy issues. Although this project focus on national policy for
regional development the impact, realized and potential, of local governments on regional
development policy needs to be bourn in mind. Since the onset of decentralization new
challenges have emerged, such as environmental pressures for sustainable development,
the commonly stated desire for wider stakeholder participation in development and the
impact of globalization on regions. Economic, social and political pressures will continue to
evolve requiring sustained and appropriate policy responses to meet these challenges.
17. The activities described in this note are designed to illuminate and improve
development policy leading to the reduction of inter-regional disparities in Indonesia. It will
do this by:
a. Assessing the empirical bases of policy making: what data are currently available?
What is the quality of such data, in terms of validity and recency? What gaps exist?
b. Examining the extent to which such empirical data inform the policy making process.
c. Analyzing the ways in which regional development policies are made and applied and
considering how such policy making may be improved.
d. Devising a program of professional development for key Bappenas staff to better
enable them to initiate and develop policy reformulations for regional development.
e. Consulting with stakeholders from each of the 7 regions to elicit substantive regional
input.
f. Formulating regionally nuanced development policies.
6 World Development Report 2009, Washington DC: World Bank.
ACTIVITY CONCEPT NOTES # 2 | ARRISING FROM THE DSF WORK PLAN 2009-2011
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18. Bappenas has provided a geographic framework within which to assess regional
planning and, based on that, to develop new concepts and approaches. Within this
framework the country is divided into seven major islands/island groups: Sumatra; Java-Bali;
Kalimantan; Sulawesi; Nusa Tenggara; Maluku; and Papua.
19. The Government’s long term and medium term development plans detail the targets
and approaches to be used. A central feature of the Government’s Long-Term National
Development Plan 2005-2025 is ‘realizing development that is more equitable and just’. GoI
is currently preparing the next Medium-Term Development Plan (RPJMN7) for 2010-2014.
Bappenas is drafting three major documents for the RPJMN 2010-2014. This activity will,
among other deliverables, provide input for the third document paper (Pembangunan
Berdimensi Wilayah - Development with a Regional Dimension) which will provide a regional
perspective on development planning. The first document in the series concerns the macro
framework for planning and the second concerns sectoral planning.
20. Development plans, at both national and regional levels, are elaborated into and
synchronized with spatial planning, in terms of substances as well as timeframes. Spatial
plans are used as a reference to the spatial implications of sectoral and cross-sectoral. The
DSF will shortly begin implementation of a project on the integration of development and
spatial plans at national and regional levels8 and reference should be made to this.
21. Although this project represents a modest investment the prospects for leveraging an
eventual significant redirection in regional development policy are very strong. This can be
achieved by working closely with Bappenas staff, investing in developing staff capacity and
developing the necessary consensus within government to affect policy change.
Goal and Objectives
22. The goal of this project is to contribute to a significant reduction in inter-regional
disparities through better-informed and better-managed policy making for regional
development.
23. The purpose is to build within Bappenas sustainable institutional capability to: (1) assess
the empirical basis of existing Indonesian policy on regional development and the policy
making process and make recommendations for improvements; (2) disseminate the results
and begin to develop a cross-ministerial consensus on new policy approaches and the policy
making process; and (3) propose policy recommendations and new approaches to regional
development planning that are more appropriate and effective.
7 Rencana Pembangunan Jangka Menengah Nasional (5-year national development plan)
8 See: Concept Note: Institutional building for the integration of national-regional development and spatial planning
ACTIVITY CONCEPT NOTES # 2 | ARRISING FROM THE DSF WORK PLAN 2009-2011
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24. The objectives are to:
a. Provide a brief historical overview of regional development since 1967 (from the first
New Order 5 year development plan). A particular focus will be on the transition
period from the late 1990s and government initiatives to promote regional
development.
b. Identify currently available data, data gaps and provide an assessment of available
data and how data are used for policy making on regional development.
c. Provide an assessment of government regional development policy and policy
making processes.
d. Disseminate policy review results.
e. Develop the in-house capacity of Bappenas to assess and improve regional
development policy by improving the skills of key Bappenas staff.
f. Assess regional development policy, issues and priorities in the 7 regions and develop
a strategy paper for each region and provide a thorough detailing of the policy
implications.
Scope of Services
25. The scope of services outlined below encompasses all activities to be completed within
a time frame of 18 months. The first part of this project will be conducted in a time frame of
6 months within a budget of US$150,000, as approved by the DSF MC. Upon successful
completion, the DSF will seek continued MC endorsement to complete the remaining
activities over the course of an additional 12 months.
Part 1: a. Write a paper on “Regional development in Indonesia: A review of experiences and
achievements”. Bappenas has requested a major stock-taking of regional
development planning in Indonesia over the course of the last four decades. This will
be used as input for the national RPJM 2010-2014. The consultants will need to work
very closely with Bappenas to ensure that priorities are set and that deadlines for
submission of input for the next RPJMN can be met. This will mean that the
consultants will be required to focus on providing input by September 2009. Work
will continue after this deadline and it is expected that further coordination with
Bappenas will yield additional input by December 2009 whereupon the RPJM is to be
signed by the President. This paper will begin with a literature review. This review
will encompass national and international sources, as deemed appropriate. Given the
wide scope of the review and the limited time frame it is essential that the
consultants present a succinct review of the relevant literature. The literature review
will focus on regional development policies and approaches.
b. This project aims to affect policy change. To achieve this it is necessary to assess how
regional development policy is made and a key part of this is to be provided by
conducting an evaluation of available data. The Consultant will conduct an evaluation
of national level data and also data specific to the regions. It is probable that the
ACTIVITY CONCEPT NOTES # 2 | ARRISING FROM THE DSF WORK PLAN 2009-2011
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focus will be on the seven island regions, as identified by Bappenas, but the
Consultant is expected to consider the rationality of this geographic division. This
data assessment will include an identification of what data, including maps, are
available, data accuracy, what is missing, how it is collected, where it is stored and
how (or whether) it is used to inform development policy.
c. To effect policy change it is necessary to establish how best to intervene in these
complex policy making processes. Therefore, the consultant will be expected to
develop and execute a well-thought out strategy for conducting an assessment of
policy-making processes which will lead to an assessment of how policy is created,
how it is implemented, and recommendations for improvements.
d. Assessment of current regional development policy. This will be needed at both the
national level and also how it has impacted on the seven regions.
e. Conduct a skills needs assessment within Bappenas. This will involve an identification
of Bappenas staff who perform key functions related to regional development policy
and also an identification of which functions are to be targeted by a capacity building
intervention that will best lead to enhanced institutional performance. The
consultant will also be expected to draft a strategy for a program of capacity building
to be executed in Part 2.
f. Consult widely within national government and involve other stakeholders as
necessary.
g. Consult with stakeholders from the 7 regions to elicit input on regional development
policy to date and initial input for the formulation of future regional development
policy.
Part 2: h. A major part of this work is to shape and redirect policy; therefore significant
resources need to be focused on not only disseminating the results of the study but
also to elicit input and create a sense of cross-ministerial buy-in. Clearly, high level
government endorsement will be required and it is hoped that the coming RPJM, as
approved by the incoming president, will lay out the foundations for a redirection of
policy on regional development.
i. Consult widely with local government representatives, regional experts (including
from universities) and private sector representatives. This will continue throughout
the course of the project and will need to be conducted in the regions as necessary.
j. Conduct a training program for Bappenas staff working in the field of development
policy for regions. This is to develop in-house capacity within Bappenas to conduct
future assessments and reformulations of regional development policy.
k. Develop a specific strategy for each of the seven island regions (or as geographically
appropriate) based on their major characteristics and development issues. It is
expected that the consultant will take an ambitious approach and seek to determine
development strategy, policy and approaches that are suitable for the seven
identified regions. This is a complex task which will be informed by the preceding
ACTIVITY CONCEPT NOTES # 2 | ARRISING FROM THE DSF WORK PLAN 2009-2011
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work. This work is expected to offer an actionable way forward for regional
development to be further elaborated by the respective regions themselves.
Deliverables
26. This covers deliverables over the course of 18 months. Part 1 covers the first 6 months with the approved budget of US$150,000.
Part 1 (July-December 2009) Time
Inception report detailing strategy for Part 1 of the project and progress to date.
Within two months of project inception
Review paper, including literature review Within three months
Policy Paper for Bappenas. This paper will provide input for the RPJM 2010-2014.
Within 3 months
Assessment of policy data Within 4 months
Assessment of policy making processes and current regional development policy
Within 6 months
Training needs assessment and strategy for Bappenas staff training program
Within 6 months
Paper on input from national and regional stakeholders
Within 6 months
Part 2 (January-December 2010) Time
Inception report detailing strategy for Part 1 of the project and progress to date.
Within 14 months
Report on training program for national level government officials
Within 16 months
Strategy papers for each of the 7 regions. Draft within 12 months, final within 16 months
Final report 18 months
Sustainability
27. The Consultant will be expected to work in a manner conducive to ensuring
sustainability, that is, in a way that ensures that the capabilities required to carry out the
work are institutionalized with Bappenas. This will be done through formal education and
development, but should also be a central feature of the analytical and consultancy work
that is done, perhaps using action learning or a ‘buddy’ system as a means of achieving this.
The prospects for sustainability and institutionalization will clearly be increased by the
extent to which that work is done in line with local conditions and aspirations; is actionable;
and fits within the national development agenda.
Gender
28. It is reasonable to suppose that the effects on women of regional development
disparities in Indonesia are different from and probably more severely felt than those
ACTIVITY CONCEPT NOTES # 2 | ARRISING FROM THE DSF WORK PLAN 2009-2011
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experienced by men. Therefore, it is incumbent on implementing agents (firms and
individuals) to consider carefully the gender ramifications of all activities undertaken in this
project. It is expected that issues surrounding gender will be given prominence within the
deliverables and that recommendations for future actions will contain a clear gender
component. Due consideration should also be given to the gender implications of regional
development policy, in order that better development outcomes for women may be
realized.
Program Management, Execution and Implementation
29. The role of the Government of Indonesia/Bappenas Capacity Building for Regional
Development Policy Formulation is as sponsor/owner of the program with responsibilties for
steering, monitoring of program implementation, coordination with the consultants and
submission of program documents to the DSF MC. The DSF Executive will be responsible for
hiring individual consultants to perform the work commisioner by Bappenas, facilitation of
program implementation, and assistance with program monitoring, quality assurance, and
along with Bappenas submission of program documents to the DSF MC. The consultants are
responsible for implementing the program according to the Terms of Reference;
coordinating with Bappenas on a regular basis and submitting reports/deliverables to
Bappenas and DSF according to schedule for review. See table below for a summary of roles
and responsibilties.
Directorate for Regional Development: sponsor/owner of program; responsible for steering, monitoring of program implementation, coordination with consultants and submission of program documents to DSF MC. DSF Executive: responsible for contracting consultants; facilitation of program implementation, assistance with program monitoring and quality assurance, and along with Bappenas, submission of program reports to DSF MC. Consultants: implementation of the program according to the Terms of Reference, coordination with Bappenas on a regular basis and submission of reports/deliverables to Bappenas and DSF for review.
30. Based on the decision of the Bappenas Directorate for Regional Development the
activity ‘Capacity Building for Regional Development Policy Formulation’ will be “Bank
executed” (responsiblity of the World Bank) through the constracing of short-term
consultants. Under this mechanism, the DSF Executive is responsible for ensuring that
procurement follows World Bank procedures9 and that the results of the program meet the
specified standards.
31. A small team will be formed with representatives from Bappenas and representatives
from the DSF Executive to select qualified consultants. The DSF Excecutive will be
9 Procurement in Bank Executed programs will follow the Guidelines: Selection and Employment of Consultants by
World Bank, Revised October 2006 using the World Bank e-procurement system.
ACTIVITY CONCEPT NOTES # 2 | ARRISING FROM THE DSF WORK PLAN 2009-2011
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responsible for issuing consultants contracts. During program implementation Bappenas’
Directorate for Regional Development and the DSF Executive will evaluate the reports
submitted by the consultants and monitor activities as appropriate.
32. Our policy is to employ the best qualified and experienced individuals and firms to
implement the projects we finance; to provide them with clear objectives and guidelines
concerning the work that needs to be done; and to be available to help wherever it is
requested. The effectiveness of this policy therefore rests heavily on how well the selection
of individuals and firms is done and on the quality of the documentation and briefings
concerning what is required of consultants.
33. It is crucial to the success of this project that communication from the consultants
directed both to DSF and to identified government counterpart, in this instance Bappenas.
All DSF activities are derived from direction given by our management structure which
comprises members from three government ministries and donor representatives. Activity
proposals are developed closely with government counterparts and the government is not
just the endorser of the project but also the main beneficiary. Therefore, close cooperation
is essential with government counterparts throughout the life of the project.
34. The DSF Executive will gauge project progress on the basis of the periodic reports that it
receives from consultants. It will monitor the achievement of agreed activity milestones and
project objectives. DSF provides a quarterly report to its partners (GoI and donors).
35. Mode of execution. This activity will be World Bank executed (on-budget, off-treasury).
36. It is proposed to proceed with Part 1 of this project using individually hired consultants.
This has several advantages: work can commence expeditiously without a potentially
protracted procurement process (thus enabling RPJM deadlines to be met); the type of work
in Part 1 lends itself to very well qualified consultants and doesn’t require institutional
support; and given the limited budget of $150,000 we can get better value by hiring
individual consultants and avoiding institutional overhead costs. It is likely to require several
consultants under a team leader. It is proposed to hire a team leader first to start work
quickly and to identify suitable consultants in consultation with him/her.
37. Procurement options for Part 2 will be assessed later. An initial assessment is that an
institutional setting is advisable given the scope of services and larger budget implied. Given
the range of services to be delivered in Part 2 it is possible that some institutions will submit
joint bids.
38. Consultants’ qualifications. The lead consultant will have the following qualifications:
a. A PhD in a relevant subject preferably related to development planning. b. Over ten year’s work experience specifically in regional development issues in
Indonesia. c. A well-regarded academic in his/her field with a substantial body of published work.
ACTIVITY CONCEPT NOTES # 2 | ARRISING FROM THE DSF WORK PLAN 2009-2011
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d. An excellent grasp of current and historical regional development issues, preferably with papers published in this field.
e. Excellent analytical writing skills with a demonstrated ability to write concisely about a complex topic.
f. Substantial experience of leading small working teams and a demonstrated ability of working successfully with a range of stakeholders and an ability to bring together stakeholders to a shared platform.
g. Ideally, a strong record of working with regional government representatives.
39. Additional key personnel (for Part 1).
a. Regional economics development specialist: Demonstrates an in-depth
understanding of regional economics, particularly the island based regional economic
development model. Eligible candidates must have relevant academic qualifications
especially related to economics development (at least M.A). Has over 5 years work
experience (government, non-government, policy research) in regional economic
issues in Indonesia. Ideally, has a strong record of working with regional government
representatives.
b. Decentralization/regional development specialist: Demonstrates an in-depth
understanding of regional issues and a demonstrated ability to assess regional
development opportunities. Has knowledge of maritime based economic issues a
clear advantage. Eligible candidates must have relevant academic qualifications
especially related to planning/ development study (at least M.A). Has over 5 years
work experience (government, non-government, policy research) in regional
development issues in Indonesia. Ideally, a strong record of working with regional
government representatives.
c. Capacity building specialist: Demonstrates an expertise in conducting capacity
building needs’ assessments. Has substantial experience in designing and managing
capacity building programs for government staff.
40. Additional anticipated staffing needs (for Part 2)
a. Sociologist: Demonstrates an in-depth understanding of islands in Indonesia
including: societies’ behavior and cultures of each island in order to explore the
human capital opportunities and threat to island development. Eligible candidates
must have relevant academic qualifications especially related to regional sociology
(at least M.A). Has over 5 years work experience (government, non-government,
policy research) in regional sociology issues in Indonesia. Ideally, has a strong record
of working with regional government representatives.
b. Environmental specialist. Demonstrates an in-depth understanding of regional issues
specifically related to the island context Indonesia. Eligible candidates must have
relevant academic qualifications especially related to environment (at least M.A).
Over 5 years work experience (government, non-government, policy research) in
regional environment issues in Indonesia. Ideally, a strong record of working with
regional government representatives.
ACTIVITY CONCEPT NOTES # 2 | ARRISING FROM THE DSF WORK PLAN 2009-2011
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c. Specialist on international/regional (Southeast Asia context) economics.
Demonstrated expertise in being able to understand and develop strategies for the
regional development in an international context. Eligible candidates must have
relevant academic qualifications especially related to international economics (at
least M.A, preference PhD). Over 10 years relevant experience and for international
candidates at least 5 years in Indonesia. Ideally, a strong record of working with both
national and regional government representatives.
d. Local experts (seven): Regional specialists from the local government and academic institutions who have an in-depth understanding of the regional development issues in their own region. One for each region: Sumatera, Sulawesi, Kalimantan, Java-Bali, Nusa Tenggara, Maluku, Papua.
Procurement and Implementation Schedule
41. Procurement and Implementation schedule for this project :
June 2009: MC approval of Activity Concept Note. Preparation of Expressions of
Interest. Posting on World Bank E-Consult system and in national media. Evaluation
by DSF/Bappenas. Contracting of Team Leader. Identification of support consultants
and contracting.
July 2009: Beginning of project. Identify stakeholders, conduct consultations, and
begin review paper. Begin assessment of regional development data, policy
processes and current policy.
August 2009: Submit draft review.
September 2009: Presentation of Inception Report, including final Review paper and
submission of draft paper for RPJM input deadline (30 September).
October 2009: Drafting of paper on assessment of data, policy processes and policy.
November 2009: Submission of draft paper on assessment of data, policy processes
and policy. Review of draft RPJM, as requested.
December 2009: Submission of final paper on assessment of data, policy processes
and policy. Presentation of Part 1 to Bappenas, ministries and regional government
representatives. Dissemination and consultation.
January 2010: Finalization of procurement for Part 2.
February 2010: Consultations.
March 2010: Development of regional strategies. Capacity building for Bappenas
staff.
April - July 2010: Development of regional strategies. Capacity building.
August 2010: Submission of draft report of regional development strategies.
September 2010: Finalization of 7 strategies. Submission of draft report on training
program.
October 2010: Submission of report on regional strategies. National workshop.
Submission of final report on training program.
November 2010: Follow up and revisions.
Dec ember 2010: End of project, final report.
ACTIVITY CONCEPT NOTES # 2 | ARRISING FROM THE DSF WORK PLAN 2009-2011
15
Budget
42. A summary of the main categories for Part 1 is as follows:
Estimated Cost (USD)
Description
Consultant Services
Individual Consultant
32,500 Lead consultant
20,000 Regional economics development specialist
20,000 Decentralization / regional development specialist
20,000 Capacity building specialist
Training and Workshop
30,000
Operational Expenses 20,000 Travel
Total Budget 142,500
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