Implementation Status & Results Indonesia URBAN SECTOR DEVELOPMENT AND REFORM PROJECT (P071296)
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- Chastity Hutchinson
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1 Public Disclosure Authorized Public Disclosure Authorized The World Bank Implementation Status & Results Indonesia URBAN SECTOR DEVELOPMENT AND REFORM PROJECT (P071296) Operation Name: URBAN SECTOR DEVELOPMENT AND REFORM Project Stage: Implementation Seq.No: 12 Status: ARCHIVED Archive Date: 29-Jun-2013 PROJECT (P071296) Country: Indonesia Approval FY: 2005 Product Line: IBRD/IDA Region: EAST ASIA AND PACIFIC Lending Instrument: Specific Investment Loan Implementing Agency(ies): Key Dates Board Approval Date 07-Jun-2005 Original Closing Date 30-Jun-2011 Planned Mid Term Review Date 15-Apr-2008 Last Archived ISR Date 03-Dec-2012 Effectiveness Revised Closing Date Actual Mid Term Review Date 16-Mar-2009 Project Development Objectives Project Development Objective (from Project Appraisal Document) The project development objective is to assist the Borrower to strengthen local governance and improve the provision of selected urban services by participating Urban Local Governments (ULGs) and additional participating ULGs. Has the Project Development Objective been changed since Board Approval of the Project? Yes No Component(s) losure Authorized Public Disclosure Authorized Component Name Component Cost Urban Reform and Institutional Support Component 5.96 Urban Investment Component Overall Ratings Previous Rating Current Rating Progress towards achievement of PDO Moderately Satisfactory Moderately Satisfactory Overall Implementation Progress (IP) Moderately Satisfactory Satisfactory Overall Risk Rating Implementation Status Overview The project has been very successful in strengthening governance in the 10 participating urban local governments (ULGs) and has completed 15 investment sub-projects aimed at improving provision of services. All the ULGs have met, and in some cases exceeded, the project s specific reform and governance objectives related to transparency, participation, accountability, financial management, and procurement management, as reflected in the performance indicators. The project also completed construction or rehabilitation of 13 public markets, 1 bus terminal, and 1 fish auction facility. While the quality of the infrastructure itself is good, final outcome assessment is still underway because about half including three sub-projects that were completed only recently are not yet fully operational. In most cases, those that are operational have been found to have increased local government revenues, Page 1 of 11
2 have allocated operation and maintenance costs, and enjoy good rates of both trader and customer satisfaction. Similar outcomes are anticipated for the rest of the markets as they become fully operational over the next few months. Locations Country First Administrative Division Location Planned Actual Indonesia Aceh Banda Aceh Indonesia Not Entered Kotamadya Yogyakarta Indonesia Not Entered Toboli Indonesia Not Entered Propinsi Sulawesi Tengah Indonesia Central Sulawesi Provinsi Sulawesi Tengah Indonesia South Sulawesi Provinsi Sulawesi Selatan Indonesia Not Entered Kabupaten Sidenreng-Rapang Indonesia Not Entered Kotamadya Semarang Indonesia West Sumatra Sawahlunto Indonesia Not Entered Kotamadya Parepare Indonesia Not Entered Kota administratip Palu Indonesia Not Entered Palopo Indonesia South Sulawesi Palopo Indonesia Kalimantan Tengah Palangkaraya Indonesia Not Entered Kabupaten Musibanyuasin Indonesia Not Entered Kabupaten Manokwari Indonesia Not Entered Mangkang Indonesia Not Entered Kota Administratip Cimahi Indonesia West Java Cimahi Indonesia Not Entered Kotamadya Blitar Indonesia Not Entered Kemirimuka Indonesia Not Entered Kecamatan Gamping Page 2 of 11
3 Country First Administrative Division Location Planned Actual Indonesia Not Entered Kabupaten Sleman Indonesia Not Entered Desa Umbulharjo Indonesia Not Entered Kecamatan Pangkajene Indonesia Not Entered Kotamadya Depok Indonesia Not Entered Kecamatan Moutong Indonesia Not Entered Lakessi Results Project Development Objective Indicators Indicator Name Core Unit of Measure Baseline Current End Target Increased revenue, operations and Value maintenance expenditures, and satisfaction rates among users and consumers of selected urban services in at least 70% of ULGs with completed subprojects 70% of ULGs increase their local revenue from urban services financed by the project by at least 10% Overall ULG target (70%) is based on achievement of four sub-indicators that each have their own targets, and are in turn determined by individual baselines and values achieved for each subproject. At inception of the project, overall baseline is zero as the project investments have not yet taken place. Note: Reference to all 10 ULGs. Based on partial results and data. Four ULGs have met revenue, and seven O&M targets, and five met satisfaction targets. (detail see below) Value Date 18-Jan-2006 Sub-indicator based on individual baselines for each ULG and subproject. Data are collected through municipal records on revenues from each facility or service. Sub-projects in some ULGs have generates significant revenues. For instance, the markets in Sidrap have generates revenues five times than those of the old markets. The new market in Palopo generates new source of Reference to all 10 ULGs. At least 70% of participating ULGs increased revenues at least 10%; increased O&M at least 10%; at least have 50% of traders satisfied; at least have 50% consumers satisfied. Based on 10 ULGs with completed sub-projects. See breakdown indicators for detailed targets. Based on 10 ULGs. At least 70% of participating ULGs have increased local revenues by at least 10% Page 3 of 11
4 income for the ULG quite significantly. 70% of ULGs increase expenditures for O&M of infrastructure financed by the project by at least 10% of ULGs in which at least 50% of users express increased satisfaction in doing business in the improved facility. of ULGs in which at least 50% of consumers express increase satisfaction of using the facilities Value Date 18-Jan-2006 Sub-indicator based on individual baselines for each ULG and subproject. Data are collected through municipal records on O&M expenditures for each service infrastructure financed by the project. This includes ULGs whose sub-projects have not been operationalized and newlybuilt sub-projects. The increase level varies among ULGs. For example, Palangkaraya increased the new market's O&M almost 9 times than that of the old market. At least 70% of participating ULGs have increased O&M by at least 10% Value Date 18-Jan-2006 Baseline is zero because the 50% of participating ULGs At least 70% of participating target is based on percentage have 64%-100% of traders ULGs have 50% traders of ULGs meeting targets for user satisfaction in facilities that were not yet improved and in some cases not identified. Increased satisfaction for individual subprojects will not include and ex-ante baseline but rather through a survey of current users who also were users of the unimproved infrastructure. "Users" refers to vendors orother stakeholders that use the facilities improved through project investments to conduct business activities and provide commercial services. who express increased satisfaction with the facilities. satisfied Value Baseline is zero because the target is based on percentage 50% of participating ULGs have at 74%-100% of At least 70% of participating Page 4 of 11
5 of ULGs meeting targets for consumer satisfaction in facilities that were not yet improved and in some cases not identified. Increased satisfaction for individual subprojects will not include and ex-ante baseline but rather through a survey of current consumers who also were consumers of the services before they were improved. "Consumers" refers to customers of vendors or recipients of services provided through the facilities. consumers who express increased satisfaction with the facilities. ULGs have 50% consumers satisfied Intermediate Results Indicators Indicator Name Core Unit of Measure Baseline Current End Target Participating ULGs have public feedback mechanisms in place including:(i) the use of at Text Value 0.00 (i) ; (ii) ; (iii) for (i); (ii) and (iii) least one type of media(s) for public complaints which is managed by complaint handling unit; (ii) availability Participatory planning process: (i) allocation of block grants to kecamatan and/or kelurahan from the ULG and/or from at least oneagency with Standard Operating Procedure for the use of block grants 100% of participating ULGs (i) use media, some ULGs use sms; some use sms linked with web; (ii) 100% have unit that manages complaint handling; (iii) 90% ULGs have SOP At least 80% of participating ULGs (i) use media; (ii) have unit that manages complaint handling; (iii) have SOP Text Value % of participating ULGs At least 50% of participating has block grant mechanisms or indicative budgets ULGs has block grant mechanisms or indicative budgets Page 5 of 11
6 Participating ULGs practicing sound Financial Management: (i) issuance of local regulation (PERDA or Decree or Perbup/Perwal) on Principle of Regional Financial Management; (ii) Issuance of local regu Center of Excellence: (i) Unit Informasi Pembangunan Permukiman dan Bangunan or UIP2B functioned as a Provincial Center of Excellence to support reforms in the ULGs in the province; (ii) Work Plan for Text Value 0.00 (i) (ii) and (iii) Project Restructuring in 2010 deleted indicator (iii), however, the Project continued to support this activity. Quality of some regulations needs to be improved, implementation of the regulations in consistent manner will have to be monitored (i) (ii) and (iii) At least 80% of participating ULGs for (i) and (ii) and 60% of participating ULGs for (iii) Text Value Center of Excellence: at least 1 Province has (i) and (ii) Local Economic Development and City Development Strategy: At least 60%of Partic ipating ULGs have (i) and at least 50% of Participating ULGs having the LED-focu sed City Development Strategy achieve (ii) 1 PIP2B has been established. Organizational structure and budget are available, a five-year business plan was prepared; and annualwork plan was issued Page 6 of 11
7 Participating ULGs implemented subprojects: (i) Participating ULGs sign Sub- project Loan Agreements (SLAs) with Ministry of Finance for urban investment subprojects; (ii) Participating ULGs complete Participating ULGs practicing sound Procurement: (i) Min. 75% of the bids be awarded within the bid validity period, and publicizedin the public domain, e.g. website, local bulletin; (ii) Min 50% of t websites or in printed media for specified information Text Value 0.00 (i) (ii) Construction of 15 subprojects have been completed in all participating ULGs; 100% of ULGs have signed SLAs Text Value 0.00 (i) (ii) and (iiii) ULGs have implemented (iii) -- performance evaluation, 4 ULGs have prepared criteria for the performance evaluation (partially this indicator is achieved) (i) (ii) % of ULGs signed SLAs and at least 80% ULGs completed construction of urban investment subproject (i) (ii) and (iii) At least 60% of participating ULGs achieve (i), (ii), and (iii) Value On average between 80-90% At least 80% of participating of participating ULGs have published six specified types of information in websites or in printed media (details are ULGs post the specified information at six months intervals Page 7 of 11
8 websites or in printed media for information on local development activities/programs websites or in printed media for specified information: Mid-term development Plan (RPJMD) websites or in printed media for specified information: summary of Local Budget (APBD) shown in the following six indicators below) Value % of participating ULGs of At least 80% of participating post the information on local development activities/ programs in websites ULGs post the information on local development activities/ programs at six month intervals Value % of participating ULGs published summary RPJMD on the website or printed media. At least 80% of participating ULGs post the information on RPJMD at six month intervals Value % of participating ULGs At least 80% of participating published summary of local ULGs post the information on Page 8 of 11
9 websites or in printed media for specified information: Audited Annual Financial Report website or in printed media for specified information: Procurement Plan for the on-going fiscal year website or in printed media for specified information: Contracts Awarded in the past six months Local Economic Development and City Development Strategy: (i) development of LED- City Development Strategy by ULGs; (ii) ULGs implemented 10% of activities specified in the Strategy Data on Financial Performance (as of 25-Mar-2013) budget of the ongoing FY, and published summary of budget realization of previous FY. the summary of APBD at six month intervals Value % of participating ULGs At least 80% of participating none of the ULGs has published the Audited Annual Financial Report post the information on the Audited Annual Financial Report at six month intervals. ULGs post the information on the Audited Annual Financial Report at six month intervals Value none of the ULGs has published Procurement Plan for the on-going fiscal year 100% of participating ULGs post the information on the Procurement Plan and bid announcement for the ongoing fiscal year At least 80% of participating ULGs post the information on the Procurement Plan at six month intervals Value % of participating ULGs At least 80% of 10 ULGs post none of the ULGs has post the information on the the information on the published Contract Awarded Contracts Awarded in the past Contracts Awarded at six in the past six months six month month intervals Value none of the ULGs has developed the LED-City Development Strategy 100% of participating ULGs have (i) and all of them are implementing more than 10% of the specified activities in FY 2013 through relevant local agencies. At lease 60% of participating ULGs have (i) and at least 50% of participating ULGs have LED-focus City Development Strategy achieve(ii) Financial Agreement(s) Key Dates Page 9 of 11
10 Project Ln/Cr/Tf Status Approval Date Signing Date Effectiveness Date Original Closing Date Revised Closing Date P IBRD Closed 07-Jun Oct Jan Jun-2011 P IBRD Closed 06-Jul Jul Jul Jun-2011 P TF Closed 20-Oct Oct Jan Jun-2011 Disbursements (in Millions) Project Ln/Cr/Tf Status Currency Original Revised Cancelled Disbursed Undisbursed % Disbursed P IBRD Closed USD P IBRD Closed USD P TF Closed USD Disbursement Graph Key Decisions Regarding Implementation The Ministry of Public Works is finalizing a Project Benefit and Monitoring Evaluation (PBME) Report. Both the Ministry and the Bank are preparing completion reports, and are collaborating to facilitate the orderly closure of the project and make arrangements to help ensure the sustainability of the project s reforms, investments, and outcomes. Restructuring History Board/AOB Approval on 04-Jun-2010, Level two Approved on 13-Apr-2011, Level two Approved on 14-Jun-2012 Related Projects Page 10 of 11
11 There are no related projects. Page 11 of 11
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