The Urban Poverty Project - Indonesia: Lessons from the first Seven Years

Transcription

1 The Urban Poverty Project - Indonesia: Lessons from the first Seven Years George Soraya and Ani Dasgupta May 10, 2007, New Delhi, Jakarta and Washington DC UPP starts as a response to the crisis Starts as a quick response to economic collapse in 1998, a crash program anti-poverty program Injecting cash to the poor people in the urban wards through a direct fund transfer to the community. Kelurahan is the lowest Government administrative boundary of the Government (population of 2,000-10,000 people). Targeting 2,400 kelurahan in Java (targeting about 9 million people) in two phases i.e. 1,200 each. 1

2 and evolves as a CDD platform for urban poverty UPP2 UPP3 UPP ACEH UPP2 Additional Financing (PNPM) HOUSING ACEH (in UPP & KDP areas) HOUSING Central Java & Yogya Temporar y Shelter Period Status starting Location Urban area in Southern coast of java, Kalimantan (except East Kalimantan), Sulawesi, West Nusa Tenggara, and Banda Aceh Urban area in Sumatera, Maluku, East Kalimantan, East Nusa Tenggara, and Papua, plus exlocations of UPP1 and UPP2 for the 2 nd grants Urban area in Aceh Urban area in Indonesia Reconstructi on and rehabilitation of settlements in Aceh (15,000 new and rehabilitation of houses) Reconstru ction and rehabilitat ion of settlemen ts in Central Java & Yogyakart a (18,000 new houses) Reconstru ction and rehabilitat ion of settlemen ts in Central Java & Yogyakart a (6,000 Tshelter) Number of Provinces Number of districts Number of villages Total funding (M US$) Basic Structure of Project The project is based on development of community organizations (BKM) in each urban ward (Kelurahan) Funds are transferred directly to BKMs in tranches BKM use the funds to implement the community Development Plan (CDP) this includes, small infrastructure, grants to poor families, SME development The project on the ground is supported by trained facilitators, who are managed by project implementation teams in each province 2

3 Basic project structure II It is essentially a centrally funded project, with joint coordination teams in each province (cofinanced by local governments and communities) Local governments got gradually involved in the project and now are strong supporters The core of the project is a very well developed implementation structure Fiduciary risks are controlled by community oversight; project teams and facilitators oversight; and yearly audits of BKMS A real time MIS is very much part of the management tool The current UPP cycle Who is the poor? What is the problem? What is the potency? month What Is Poverty? month RK PS PS BKM PJM Pronangkis Who leads? month How to handle poverty? month Accept or Reject UPP? + 4 month RKM KSM Who is the beneficiary? > 8 month RKM = Community Preparedness Meeting RK = Poverty Reflection PS = Community Self Survey BKM = Community Board of Trustee PJM Pronangkis = Community Development Plan KSM = Self Help Group 3

4 Few lessons from first phase Success of the project depends on success of the BKM Success of the BKM depends upon who gets elected to the BKM search for a few good people Do not assume the nature of poverty in each kelurahan Facilitator training is critical Need a state of the art MIS system Technical assistance for SMEs is over-rated In search of a few good people Series of community focus groups reveal: Nature of poverty and true needs of the community values cherished by the community What kind of people can best serve the needs of the community? How the find them? Who is best to judge? Development of a poverty map : the first steps towards a Community Development Plan 4

5 New rules for BKM elections Community Delegation is elected started from the lowest level of community (RT,Dusun). Direct election. Applying secret ballot. No candidate. No campaign. Community determine the criteria which based on values. How does this actually work Formation of BKM Election Committee facilitated by Community Facilitator. Formulation of by-law involving community from grass root level until kelurahan / desa. Including agreed number of delegates from grass root community & number of BKM members. Election of grass root community delegation which fulfill criteria. Election without candidate, without campaign & facilitate by Facilitators and volunteers. 5

6 Development of a new facilitator training concept and curriculum Concept of human value Vs animal values. Concept human empowerment Vs animal empowerment. Concept human leader Vs Animal leader. Application of values in real the project. Various skill required to facilitate community development. State of the art MIS Real time information for all stakeholders communities, facilitators, project managers, donors Web based Multiple iteration to get to this stage; took a lot of tinkering A source of pride among project implementers 6

7 UPP WEB-SITE ( Managed by web-team as part of UPP National Management Consultant Regular up-dating data: - Implementation Quick Status: bi-weekly - News, article: daily - MIS data, resume of contract: monthly - Important documents: as requested - Dialogue forum: real-time Average hit per day: more than 1,200 Partnership room Lingkage information on MIS Housing Project Complaint Handling HOMEPAGE Running text Announcement of facilitator recruitment Important document: guidelines, letter, TOR, socialization materials, training module Contact address of PMU, NMC, OC, Facilitator, BKM, WB UPP today (news) Dialogue forum Resume of Consultant s Contract, list of facilitator Dissemination of learning and article on interesting experience, best practice Data on : - Implementation progress : MIS and quick status - Utilization of fund at village, region, national level, - Profile of kelurahan - Date, - no. of hit in a day, - no. of page accessed, - no. of online visitor, - access time Address of UPP Information Center 7

8 Impact of these changes Better targeting the poor; very low misuse of fund. Improve community awareness to their local condition, its strengths & weaknesses. Higher level of community contribution in infrastructure development. Higher level of community commitment in addressing various problems of poverty. Strengthen community cohesion and foster the growth of social capital. Improve governance at desa/kelurahan level (awareness of leader s quality). Fiduciary Highest risk: consultants contracts QCBS: controlled Owner s Estimate on unit rates Fix cost for facilitators and community training Publish contract and invoice tracking through web-site Community Annual independent audit of BKM s account Annual financial audit of 7.5% of BKMs Social control and increased awareness on transparency Financial Management Control monthly by special financial expert Community tendering Re-election of BKM every two years Phased funds disbursements (20%,50%,30%) Community Accountability meeting 8

9 THANK YOU 9