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					1|U I D P M o n t h l y R e p o r t
DAFTAR ISI………………………………………………………………………………………………………………… 2

1. Monthly Progress Report April 2009 ( English Translation )………………………………3

2. Monthly Progress Report April 2009 ( Indonesia Translation)…………………………..7

3. Discussion Notes
       a. Discussion Notes no 6 ………………………………………………………………………….12
       b. Discussion Notes no 7 ……………………………………………………………………………14

4. Draft TOR Local Economic Development ( LED ) and Bussinues Plan…………………..22

5. Lampiran – lampiran ………………………………………………………………………………………..31




                                                2|U I D P M o n t h l y R e p o r t
          UIDP (URBAN INSTITUTIONAL DEVELOPMENT PROGRAM)
                            MANAGEMENT

                                  USDRP
             (URBAN SECTOR DEVELOPMENT REFORM PROGRAM)
               Loan IBRD 4786-IND, PHRD Grant TF 053555-IND

                           Monthly Progress Report
                                 April 2009

Opening Notes: The terms of reference for UIDP Management (further
referred to as ‘the Project’) requires the Project to submit a ‘monthly progress
report updates’ providing brief updates (1-2 pages) to flag any problems
encountered, or key areas of progress, and the update should indicate
progress in achieving the program results within the time frame’. The reports
should be ‘prepared in Bahasa and English with an Executive Summary (20
cipies) in a format and manner acceptable to the Client (DGCK, MPW). We
submit the April 2009 progress report with focus on the result of meeting on
the Inception Report of the Project, and the submission of conclusion and
recommendation by UIDP Management consultant on guiding and supervising
the urban reform agenda directly and through the individual consultants.
Followup of the Inception Report meeting on conceptualization of the local
economic development cum business plan (LED/BP) for the USDRP and the
strategic approaches in dealing with the agenda is also part of our April 2009
progress report.

Executive Summary : During the meeting to discuss about the Inception Report
of the Project guidance was received from the Client and the World Bank for
the Project to implement a facilitation role on the local economic development
cum business plan agenda to the USDRP cities (see Discussion Note # 6). This
direction differs substantialy with the original work plan of the Project to focus
its agenda at the national level by creating a center of excellence for creative
urban governance. The meeting suggested that the Project will create such
capacity of knowledge center at the Provincial level by taking South Sulawesi
as the pilot Province. To convince all parties that the right decision will be
taken the Project has proposed an approach to conduct a competition among
the USDRP cities to select model cities as the focus of assistance in developing
the LED/BP for the city (see Discussion Note # 7). The approach has been
discussed with the World Bank and has received a positive response. In
another meeting with the World Bank, the Project discussed about the

                                                    3|U I D P M o n t h l y R e p o r t
suggested idea of the need to refocus the core urban reform agenda.
Supporting the idea, the Project has proposed to adopt similar approach of
selecting the best performing city in implementing the urban reform agenda as
a focus for facilitation in preparing and implementing the refocussed urban
reform agenda. Following the same direction with the LED/BP facilitation
agenda, the Project has proposed to recruit highly qualified consultant to work
in the model city and spread the learning process to the other USDRP cities.In
April 2009 the Project also attended intensively to the task it received from the
Client and transferred by MTAS to look after the implementation of the core
urban reform agenda and the individual consultants assisting the cities. There
given by the Project to the Client and the World Bank based on the result of
supervising the core urban reform agenda and the individual consultants (see
letter April 20, 2009 to Pak Danny Sutjiono), and secondly, a meeting held by
the Project to conduct intensive consultation with the indivdiual consultants by
each individual city starting from April 27 until May 8, 2009. When this report
is written only 4 cities has been concluded, they were Cimahi, Sidrap, Pare-
Pare and Parigi Moutong. The Porject will report the result of the intensive
consultation in our May 2009 report.

LED cum Business Plan for USDRP Cities: The Project has submitted our
concept about the ‘Business Plan for Cities’ and how the idea of ‘local
economic development and business plan’ of a city can be integrated. Basically
we proposed to perceive the concept of ‘business plan’ of a city embracing
three important building stones : one is how the city can run its affair as a
business cum service entity; second is how the city is running its business of its
urban services and economic entities; and thirdly, how the city create the best
and conducive environment for businesses to operate in the city. We have
proposed how ‘local economic development’ can be viewed as an independent
system, and at the same time a subsystem of the total system of the business
plan of the city. It should be emphasized that the subject focus for both the
local economic development and the business plan is the urban community as
a whole consisting of all stakeholders including the urban local government,
but not solely the local government. The Project has elaborated its idea in
Discussion Note # 7, wherein it has also proposed the UIDP Management
strategy in facilitating the LED/BP to all USDRP cities. Responses from the
Client and the World Bank are awaited, although discussion has been held with
the World Bank who gave a positive response to the idea. In the mean time the
Project has submitted a draft terms of reference on the LED cum BP for the
USDRP cities in our April 30, 2009 note to our Client with an advance copy to
the World Bank.

                                                    4|U I D P M o n t h l y R e p o r t
Guiding and Supervising the Core Urban Reform Agenda: It was difficult to
present a final conclusion on our view regarding implementation of the core
urban reform agenda by the USDRP cities and the performance of the
individual consultants working in the cities. The Project has at least presented
its impression and recommendation on the progress made in two
comprehensive conclusions : one, is our communication of april 3 suggesting
‘langkah percepatan dan perbaikan manajemen agenda reformasi’ to Director
Bina Program DJCK, and secondly, is our communication of april 21 on ‘kesan
dan saran supervisi agenda reformasi dan konsultan usdrp’ to Director Bina
Program DJCK with copy to the World Bank. The Project would welcome any
feedback on the observation and recommendation submitted and hope its
comments and suggestions were useful for the Executing Agency and the
World Bank. We would be happy to present our next conclusion after our
intensive meetings with the individual consultants will be completed.

Closing Notes : The Project is now awaiting for a firm guidance by the Client
and the World Bank before it can proceed further with implementing the ‘LED
cum Business Plan’ as well as ‘the Refocussed Urban Reform Agenda’ by the
approcah and strategy it has recommended. We are aware of the voluminuous
work involved as a followup of our recommendation, and that we have to
compete with the remaining time left of USDRP. Only if we can agree on
further steps with a ‘special urgent treatment’ then we can complete the
remaining facilitation urban reform agenda of USDRP, or otherwise we will end
no where if we proceed with the same pace of ‘business as usual’ agenda. As
always we thank our Client and the World Bank for their continuous guidance
and kindness, and patience to teh Project.




                                                   5|U I D P M o n t h l y R e p o r t
Indonesia Translation




             6|U I D P M o n t h l y R e p o r t
                         PENGELOLAAN UIDP
            (URBAN INSTITUTIONAL DEVELOPMENT PROGRAM)


                                 USDRP
            (URBAN SECTOR DEVELOPMENT REFORM PROGRAM)
              Loan IBRD 4786-IND, PHRD Grant TF 053555-IND

                         Laporan Kemajuan Bulan
                               April 2009

Catatan Pengantar: Kerangka Acuan dari Pengelolaan UIDP (selanjutnya
disebut sebagai “Proyek”) mensyaratkan untuk menyerahkan suatu laporan
kemajuan bulanan yang menyediakan informasi terbaru secara singkat (1-2
halaman) untuk menyampaikan persolana yang dihadapi, atau kemajuan-
kemajuan penting, dan informasi terbaru tersebut harus mengindikasikan
kemajuan yang diperoleh selama kurun waktu tertentu. Laporan harus
disiapkan dalam Bahasa Indonesia dan Bahasa Inggris dengan suaru Ringkasan
Eksekutif (sebanyak 20 copy) dalam suatu bentuk dan cara yang dapat diterima
oleh pengguna jasa (dalam hal ini DJCK, Departemen PU). Kami menyampaikan
laporan kemajuan Bulan April 2009 dengan menitikberatkan pada hasil
pertemuan tentang Laporan Pendahuluan Proyek, serta penyerahan
kesimpulan dan rekomendasi konsultan manajemen UIDP mengenai bimbingan
dan supervisi agenda reformasi perkotaan yang dilakukan secara langsung dan
melalui konsultan individual. Tindak lanjut pertemuan pembahasan Laporan
Pendahuluan mengenai konsepsualisasi pengembangan            ekonomi lokal
khususnya Rencana Bisnis bagi USDRP serta pendekatan strategis dalam
menangani agenda-agenda tersebut, juga menjadi bagian dari Laporan
Kemajuan Bulan April 2009 ini.

Ringkasan Eksekutif : dalam pertemuan pembahasan Laporan Pendahuluan,
kami telah menerima arahan dari Pengguna Jasa dan Bank Dunia agar Proyek
melaksanakan suatu peran untuk memfasilitasi dalam pengembangan ekonomi
lokal khususnya agenda bagi kota-kota USDRP (lihat Catatan Diskusi Nomor 6
6). Arahan ini secara substansial berbeda dengan rencana kerja Proyek
sebelumnya yang menitikberatkan agenda tersebut pada tingkat nasional
dengan membentuk suatu pusat keunggulan bagi tata kelola perkotaan yang
kreatif. Pertemuan telah menyarankan untuk membangun kapasitas pusat
pengetahuan tersebut di tingkat propinsi, dengan mengambil Propinsi Sulawesi
Selatan sebagai uji coba.untuk meyakinkan seluruh pihak bahwa keputusan

                                                7|U I D P M o n t h l y R e p o r t
yang tepat akan diambil, Proyek mengajukan suatu pendekatan untuk
membuat suatu kompetisi diantara kota-kota USDRP untuk memilih kota-kota
model yang akan dibantu dalam mengembangkan LED/BP kotanya (lihat
Catatan Diskusi Nomor 7) Pendekatan ini telah didiskusikan dengan Bank Dunia
dan telah mendapat tanggapan yang positif. Dalam pertemuan lainnya dengan
pihak Bank Dunia, Proyek telah mendiskusikan tentang suatu pemikiran yang
telah disarankan, yakni tentang perlunya menitikberatkan kembali agenda inti
reformasi perkotaan. Dalam rangka mendukung pemikiran ini, Proyek telah
mengusulkan suatu pendekatan serupa dalam memilih kota yang memiliki
kinerja terbaik dalam pelaksanaan agenda reformasi perkotaan sebagai suatu
fokus bagi fasilitasi dalam penyiapan dan pelaksanaan agenda reformasi
perkotaan yang akan difokuskan kembali. Searah dengan agenda fasilitasi
LED/BP, Proyek telah mengajukan usulan untuk merekrut konsultan yang
berkualifikasi tinggi untuk bekerja pada kota model dan menyebarluaskan
proses pembelajaran tersebut untuk kota-kota USDRP lainnya. Pada Bulan April
2009 Proyek juga telah melaksanakan secara intensif tugas yang diterima dari
Pengguna jasa dan dialihkan oleh MTAS untuk menjaga pelaksanaan agenda
inti reformasi perkotaan serta para konsultan individual yang membantu kota-
kota tersebut. Beberapa hal telah disampaikan oleh Proyek kepada pihak
Pengguna Jasa serta Bank Duinia berdasarkan hasil supervisi agenda inti
reformasi perkotaan serta konsultan individualnya (lihat Surat per tanggal 20
April 2009 kepada Bapak Danny Sutjiono) dan yang kedua, suatu pertemuan
yang telah diselenggarakan Proyek untuk melakukan konsultasi yang intensif
dengan para konsultan individual mulai 27 April hingga 8 Mei 2009. Sampai
laporan ini ditulis, hanya 4 kota telah diselesaikan, yakni Cimahi, Sidrap, Pare-
Pare dan Parigi Moutong. Proyek akan melaporkan hasil konsultasi intensif ini
pada Laporan Bulan Mei 2009.

LED dengan Rencana Bisnis bagi kota-kota USDRP: Proyek telah
menyampaikan konsep tentang “Rencana Bisnis untuk Kota” dan pemikiran
mengenai “bagaimana pengembangan ekonomi lokal dan rencana bisnis
tersebut dapat dipadukan”. Pada dasarnya kami mengusulkan untuk menerima
konsep “rencana bisnis” suatu kota mencakup tiga pilar penting: pertama
adalah bagaimana suatu kota dapat menjalankan urusan-urusannya sebagai
suatu bisnis yakni unit pelayanan-pelayanannya; yang kedua adalah bagaimana
kota tersebut menjalankan bisnisnya dalam hal fasilitas perkotaan dan unit-
unit ekonominya; yang ketiga, bagaimana kota tersebut menciptakan
lingkungan yang baik dan kondusif bagi berlangsungnya suatu kegiatan bisnis
di kota tersebut. Kami telah mengusulkan bagaimana “pengembangan
ekonomi lokal” dapat dipandang sebagai suatu sistem yang berdiri sendiri dan

                                                   8|U I D P M o n t h l y R e p o r t
pada saat yang sama dilihat sebagai suatu sub sistem dari sistem keseluruhan
dalam rencana bisnis kota tersebut. Harus ditekankan bahwa titik berat dari
pengembangan ekonomi lokal serta rencana bisnis adalah masyarakat
perkotaan secara keseluruhan, yang terdiri dari seluruh pemangku
kepentingan, termasuk pemerintah daerah setempat, namun tidak hanya
pemerintah daerah semata. Proyek telah menguraikan pemikiran ini dalam
catatan Diskusi No. 7, dimana di dalamnya diusulkan pula strategi Pengelolaan
UIDP dalam memfasilitasi LED/BP bagi seluruh kota USDRP. Tanggapan dari
Pengguna Jasa dan Bank Dunia masih diperlukan, meskipun telah dilakukan
diskusi dengan Bank Dunia yang telah memberikan tanggapan positif terhadap
pemikiran tersebut. Sementara ini, Proyek telah menyampaikan suatu konsep
Kerangka Acuan tentang LED (Pengembangan Ekonomi Lokal) dengan BP
(Rencana Bisnis) untuk kota-kota USDRP pada catatan kami kepada Pengguna
Jasa tertanggal 30 April 2009, dengan suatu berkas tembusan kepada Bank
Dunia.

Arahan dan Supervisi terhadap Agenda Inti Reformasi Perkotaan. Dalam
pandangan kami, sebenarnya sulit untuk menyajikan suatu kesimpulan akhir
tentang pelaksanaan agenda inti reformasi perkotaan oleh kota-kota USDRP
serta kinerja konsultan individual yang bekerja pada kota-kota tersebut. Proyek
paling tidak telah menyampaikan kesan dan rekomendasi terhadap kemajuan
yang ada dalam dua kesimpulan menyeluruh: pertama, adalah pembicaraan
pada tanggal 3 April yang menyarankan kepada Direktur Bina Program Cipta
Karya tentang ‘langkah percepatan dan perbaikan manajemen agenda
reformasi’ , dan kedua, pembicaraan tanggal 21 April dengan Direktur Bina
Program Cipta Karya mengenai ‘kesan dan saran supervisi agenda reformasi
dan konsultan USDRP’ dengan tembusan ke Bank Dunia. Proyek sangat
mengharapkan adanya umpan balik terhadap pengamatan dan rekomendasi
yang telah diajukan, dan mengaharapkan tanggapan serta saran-saran yang
bermanfaat bagi Instansi Pelaksana serta Bank Dunia. Kami dengan senang hati
akan menyajikan keasimpulan-kesimpulan kami berikutnya, setelah
mengadakan pertemuan-pertemuan intensif dengan para konsultan individual
dapat diselesaikan.

Catatan Penutup : Pada saat ini, Proyek sedang menunggu arahan yang pasti
dari Pihak Pengguna Jasa serta Bank Dunia sebelum melanjutkan pelaksanaan
‘LED dengan BP’ maupun ‘Agenda Reformasi Perkotaan yang telah difokuskan
kembali” dengan pendekatan serta strategi yang telah direkomendasikan. Kami
sadar bahwa pekerjaan yang sangat besar akan timbul sebagai suatu tindak
lanjut rekomendasi kami, dan untuk itu kami harus berpacu dengan waktu

                                                  9|U I D P M o n t h l y R e p o r t
yang tersisa bagi USDRP. Hanya jika kita dapat sepakat terhadap langkah-
langkah lanjut dengan ‘perlakuan mendesak yang khusus’ maka kita dapat
menyelesaikan fasilitasi agenda reformasi perkotaan yang masih tertinggal,
atau kita tidak akan sampai pada sasaran jika kita melanjutkan dengan
kecepatan yang sama dari agenda ‘bisnis seperti biasanya’. Kami mengucapkan
terimakasih kepada Pengguna Jasa kami serta kepada Bank Dunia atas arahan
dan perhatian, serta kesabaran yang terus menerus untuk Proyek ini.




                                              10|U I D P M o n t h l y R e p o r t
11|U I D P M o n t h l y R e p o r t
          URBAN INSTITUTIONAL DEVELOPMENT PROGRAM (UIDP)
                             MANAGEMENT
                       Inception Report Discussion
                          A Discussion Note # 6
                              April 14, 2009
           Hendropranoto Suselo, UIDP Management Team Leader

Opening Note:      A meeting to discuss about the Inception Report of UIDP
Management was held on April 13, 2009, chaired by Director Bina Program of
Cipta Karya and attended by Head and Secretary of CPMU-USDRP, PPK, Task
Team Leader of the World Bank for USDRP, MTAS Consultant, NUDSP
Consultant, and representative of Bappenas and other invitees. This is an
unofficial note about the result of the discussion plus additional note by the
UIDP Management team.

After listening to the presentation made by the Team Leader of UIDP
Management team (following ‘presentation materials’ distributed in the
meeting), the meeting discussed many points about the Inception Report.
Following are the major conclusions of the discussions : (1) The establishment
of a center of excellence for creative urban governance is basically agreed
(although the title of the center might be ‘flexible’), the implementation of
which has to start with a real activity targetting at USDRP cities. For this
purpose implementation will start in Makassar for the Province of South
Sulawesi covering USDRP cities in Sidrap, Pare-Pare, Palopo and Barru, and will
be followed in other Provinces where one or more USDRP cities is present,
namely in the Province of Central Sulawesi (for Parigi Moutong), Central
Kalimantan (for Palangkaraya), West Java (for Cimahi) and perhaps later also in
West Sumatera (for Sawahlunto). Director Bina Program of Cipta Karya will
secure the inclusion of the center as part of the capacity building output in the
Medium Term Plan (RPJM) of Cipta Karya. (2) For the purpose of establishing
the center, Directorate General Cipta Karya (DGCK) will make use of the
physical facilities (building) presently already built for the P2B (Pusat
Permukiman dan Bangunan) in 6 cities (Makassar, Denpasar, Surabaya,
Yogyakarta, Bandar Lampung and Palembang) that will be extended to 33
capital cities of the Province in 2010. It was informed that no management unit
has been formed for the P2B. (3) The meeting emphasized the need and
importance of the LED (local economic development) element to be part of the
urban reform agenda at the Kota/Kabupaten level, or otherwise local
development will only end in physical infrastructure outputs. It will also
prevent local development to only produce monumental concepts without any

                                                  12|U I D P M o n t h l y R e p o r t
reference to urban community empowerment. Related to this, UIDP
management has been requested to facilitate the Kota/Kabupaten in the
preparation of the so-called ‘business plan’ at the Kota/Kabupaten level, to
include and strengthen the RPJM/RPIJM/Urban Strategy component for the
Kota/Kabupaten. (4) It was stressed in the meeting of the importance of ‘on
the job training’, and ‘urban motivators training’, rather than only ‘class room
training’ for the promotion of LED and the urban reform agenda. (5) The
Executing Agency and the World Bank, considering the international nature of
the activity with possible future international agencies interest, request UIDP
Management team to keep the reports of the team to be written in both
English and Bahasa Indonesia as required by the terms of reference. (6) The
World Bank expressed its flexible position regarding time frames and would
more emphasize the production of agreed outputs of UIDP Management team.
It has been agreed in the meeting for UIDP Management to produce its first
draft output of the ‘business plan’ by the end of June 2009 (instead of end
April 2009). (6) UIDP Management was reqested to give its priority attention to
assist CPMU in the replacement and recuitment of the individual consultants
assigned to facilitate USDRP cities, expecting the new team of individual
consultants will be in place end May 2009 (and not waiting for the LGR
Consultant that will still take time to recruit). Hence, it was also agreed that
plan to organize the next technical meeting of the invidual consultants (a draft
note has been submitted by UIDP Management team to CPMU), should wait
until the new team of individual consultants will be recruited. (7) UIDP
Management team has proposed to amend the requirement for the 4 monthly
reporting of the team to a 6 monthly reports. No comments was received on
the proposal and thus concluded there is no objection to the proposal, (8) UIDP
Management team was requested to share resources with MTAS Consultant
for the required MIS inputs needed for the purpose of the team.

Closing note:      In closing UIDP Management would express its opinion that
the concept of ‘business plan’ for cities is a newly introduced idea, and should
be carefully and professionally conceptualized. Its introduction to local
governments should be carefully explained and socialized to prevent
misconceptions and disturbance to the ongoing management system of the
urban local governments. In ending, UIDP Management would like to express
our thanks and appreciation for the continuous guidance and working
relationship with DGCK, the World Bank and other partner institutions of the
project.




                                                  13|U I D P M o n t h l y R e p o r t
 LOCAL ECONOMIC DEVELOPMENT AND BUSINESS PLAN FOR USDRP CITIES
                      (Sketch of the First Ideas)
                        A Discussion Note # 7
         Hendropranoto Suselo, Team Leader UIDP Management
                            April 15, 2009


Opening Note:       Based on the result of meeting about the Inception Report
of UIDP Management, the Consultant team has been assigned to develop and
facilitate local governments in the USDRP cities to design a local economic
development and business plan for those cities. As mentioned in closing our
Discussion Note # 6 summarizing the result of the meeting about the Inception
Report last Monday April 13, 2009, the concept of a business plan for cities is a
newly introduced idea. We support the importance of the idea, and because it
is a fresh new idea it has to be developed thoroughly and professionally, to
avoid too simplification about the idea. Learning from the experience of
introducing and facilitating the core urban reform agenda in the 7 USDRP
cities, we should introduce the idea carefully and effectively to the respective
local governments not to repeat the same mistakes and resistances because of
misconception and misunderstanding of the purpose. This Discussion Note is
intended to sketch the first ideas developed by the UIDP Management team
about the concept of local economic development and business plan for cities.
We are aware that more references are available on the idea of local economic
development, yet we still need to think through how the idea should be
applied and relate to the ‘business plan’ in the case of the UIDP Management
agenda for the USDRP cities.

UIDP Management Concept about Business Plan for Cities: Based on our
internal contemplation, we perceive the concept of ‘business plan’ for cities to
embrace three basic elements of urban management : First, is the idea how an
urban management is running a city as a ‘business cum service’ entity. We
emphasize the ‘service’ function of an urban management since a city is not
mainly a ‘business entity’. It has the function of a government, namely to
provide urban services, including infrastructure development, public
administration, securing legal security and legal enforcement, and keeping the
urban society law and order. The city however must have a strategy of
translating the wishes and aspiration of the urban community into a clearly
defined urban development goals, objectives and targets, and designing the
best desirable urban development programs to achieve those within a given

                                                  14|U I D P M o n t h l y R e p o r t
time frame usually long and medium term. In order to achieve its intended and
agreed development objectives and implementing the urban development
strategies, the city must develop an idea of how to ‘mobilize the necessasry
resources’ and how it best should ‘spend the resources’ according to a set of
priorities of demand and needs. This is the first sense of ‘business plan’ the city
has to attend to. Second, is the idea of how the city is running its own
businesses. Cities has to run a wide spectrum of businesses for its services like
water, solid waste management, urban mass transportation, hospitals and
clinics, schools, and often also hotels, recreation areas, and urban heritage.
The city government can earn money while providing the services for the
people, that will contribute to the income of the city. Although the
government has to place emphasis on the service function of those entities, it
is justifiable for the government to collect contributions from the users of the
service to cover at least the maintanance and if possible to recover the
investment cost of those services. The extent of efficiency of the city to run its
own businesses will determine the quality of those services, the amount of
subsidy it can save or has to secure, and the income it can gain to support
other sectors of services. Thirdly, is the idea how the city is building a favorable
business incentive and climate for the urban citizens. In other words, what
policies does the city adopt, and what incentives and facilities, and services the
city is providing to promote all scale of businesses to grow in the city that can
generate employment and income for the urban citizens. This third aspect of
business plan is directly linked with local economic development aimed at
peoples empowerment and to attain the main objective of urban development
to build a self reliant urban community, both economically and financially. It is
obvious that eventhrough local economic development is the most closest tied
with the third aspect of the business plan, but it will have a direct impact on
the first and second aspect of the busines plan. Only an urban community that
is economically and financially productive can support and sustain its long term
need of urban infrastructures and services, knowing that their productivity will
influence directly the city’s income and the health and viability of its public
services businesses.

Integration of LED and Business Plan: From the foregoing discussion it can be
understood that ‘local economic development’ and ‘business plan of a city’ are
two different concepts, but the two are closely interrelated. The business plan
of a city should be the umbrella concept in which the city is explaining its big
strategy in achieving a certain identifiable and agreed development goals and
objectives, how the city is planning to mobilize the necessary resources, and
how it can rationally spend those resources for its long and medium term

                                                    15|U I D P M o n t h l y R e p o r t
urban development. It relates with how the city is designing its investment
plan and program (such as developed under the RPIJM of DGCK), but also is
planning to increase its public revenues following a planned growth of the
urban economy which becomes the targets of a planned local economic
development. Local economic development seen from this point of view will
serve as the ‘main pillar’ of the business plan of the city. In this function, local
economic development is part and should be integrated with the concept of
the city’s business plan. Although its role in the overall business plan of the city
is strategic and local economic development can be regarded as a sub-system
of the business plan, but local economic development should also be viewed as
having its own independent system. Its own system of local economic
development has its main objective of ‘people empowerment’ and ‘improved
people’s income and purchasing power’ which are necessary to support the
continuous functioning of public services and infrastructure. This is obvious
since ultimately it is the family and urban community who pays for electricity
bill, water and sewerage bill, rent for housing, transport of schoold children to
school, solid waste collection fee, schoold fee and health clinic and hospital
bills. Local economic development is the most strategic tool for achieving the
urban community goals of ‘self reliance’ in both economic and financial terms.
Since local economic development is an important sub system of the city’s
business paln, urban community ‘self reliance’ is also part of the main
objective of the business plan. Like urban governments having a dual function
of business and services so is ‘self reliance’ of urban community having both an
economic and social welfare dimension.

UIDP Management Strategy in Facilitating City Business Plan and LED in
USDRP Cities : UIDP Management has been requested under its terms of
reference and based on result of its Inception Report discussion held last April
13, 2009, to implement a ‘facilitation program’ for urban local governments of
USDRP cities, starting in the Province of South Sulawesi where four USDRP
cities (Sidrap, Barru, Pare Pare and Palopo) are located. We would like to relate
the request with the idea proposed by UIDP Management for the government
to establish a national ‘centre of excellence’ for ‘creative urban governance,
which has been agreed in principle by Director Bina Program DGCK. We can
certainly select Sulawesi Province as the first pilot ‘Provincial center of
excellence’. Director Bina Program DGCK informed UIDP Management that the
physical facility that can accomodate such Provincial center has been built in
South Sulawesi and we were recommended to make use of the facility. This is
of course one positive point of selecting South Sulawesi. The selection of South
Sulawesi is however, a surprise and generate some doubt since Director Bina

                                                    16|U I D P M o n t h l y R e p o r t
Program of DGCK knows well the Province and personalities of the Province
which he considers as unmotivated and ‘no action talk only’. How can the team
work productively with a Province that has such a low credibility in the opinion
of DGCK? We have in our contemplation thought of an idea that may select
but may also eliminate the choice of South Sulawesi if our idea will be
agreeable to our Client. In the following paragraph we would like to explain the
strategy by which UIDP Management will implement the ‘facilitation program
for LED and Business Plan’ for USDRP cities.

   1. Start with an ‘Expert Group Meeting’ to deliberate the concept of LED
      and business plan for a city. We considered such meeting strategic since
      as we earlier mentioned the concept of ‘Business Plan’ for a city is quite
      a newly introduced idea and there is no standard explanation about the
      idea. Similarly, although the idea of ‘local economic development’ has
      been widely understood but we need to discuss about the most
      appropriate application of the idea in urban development management
      and for the character of cities of USDRP. It is part of our ‘excellence’
      concept that we must define the clear meaning about an idea before
      moving to implement a facilitation program.

      We have proposed about the meeting to CPMU who has agreed in
      principle to allocate the necessary budget to organize the meeting. The
      idea is to invite very selected ‘top expert group’ to discuss about the
      concept of LED and Business Plan of a City. Several names have been
      identified, including persons having track record in implementing LED
      and Business Plan in several entities, the PARUL/Kapel project initiated
      by UNDP in the past, LED and Business Plan experts now working in
      many different local governance program, and urban leaders like
      Walikota who has a splendid reputation in terms of local economic
      development achievements.
   2. Selected members of the ‘Expert Group’ will be retained to serve as a
      ‘Permanent Expert Group’ of UIDP Management for the facilitation
      program of LED and Business Plan.
   3. Based on the inputs from the ‘Expert Group Meeting’ we will announce a
      competition among the USDRP cities with the objective to select one or
      more cities who will be the winner of the competition as the benefeciary
      for the LED and Business Plan facilitation program of USDRP. The
      conduct of the competition has several objectives : one, is part of a
      socialization program to promote awareness, interest and willingness of
      USDRP cities to participate in the facilitation program of USDRP; second,

                                                  17|U I D P M o n t h l y R e p o r t
     is to test which of the cities has already an ongoing dynamics and
     initiatives on which we can built our concept of LED and Business Plan.
     This is assuming that the facilitation program can be more successful and
     bringing positive impact in cities where there is an ongoing efforts
     related to LED and Business Plan of the city; thirdly, it is a means by
     which the facilitation program will be implemented in a city that has
     already performed to show its ideas, interest and commitment rather
     than implementing the facilitation program as a ‘free gift’ to any city.
     During the competition, all USDRP cities are requested to submit a write
     up in standard format : 1) original ideas and initiatives of the city to
     promote an agenda or policy and strategy for LED and Business Plan, 2)
     to appoint institutional units within the urban local governments that
     will be assigned to serve as the vocal point of LED and Business Plan, 3)
     to appoint at least a team of two or more local government staff in
     combination or not with person(s) coming from the business community
     or individual expert (s) who will be assigned to implement the LED and
     Business Plan agenda for the city, and 4) to provide with a statement of
     motivation and interest in the facilitation program of USDRP. The
     proposal has to come from the Walikota/Bupati him or herself.
4.   In order to properly disseminate and socialize the facilitation program of
     USDRP for LED and Business Plan of the city, a meeting will be held
     inviting all Walikota/Bupati accompanied by/or represented by its
     respective staff to explain and allow a session for question and answer
     about the competition and the facilitation program.
5.   One month will be allowed for urban local governments of USDRP cities
     to prepare for the submission of its paper. Evaluation of the competition
     materials submitted by interested USDRP cities will be conducted by the
     ‘Permanent Expert Group’ of UIDP Management.
6.   We have received with thanks the agreement of the World Bank for
     UIDP Management to recruit individual LED experts to be assigned in
     every USDRP ciites. We would however like to amend our earlier
     proposal for the LED expert in the direction, that we may not recruit one
     individuaL consultant for every USDRP city, but we propose to recruit a
     team of experts in LED and Business Plan (most likely trough a
     Consultant firm rather than individually) to work in the pilot selected
     city from our precompetition to the facilitation program.
7.   Once the pilot city will have been selected the LED and Business Plan
     Consultant will work for a period of at least 12 months, under the
     supervision and guidance of UIDP Management with the help of the
     “Permanent Expert Group’ esdtablished for the purpose.

                                                18|U I D P M o n t h l y R e p o r t
8. The selection of the LED and Business Plan Consultant will be done
   carefully taking the following points into consideration : 1) The best
   Consultant should be selected, most desirable the Consultant will be
   based locally in the selected city for the program, or at least from the
   Provincial capital, but should not exclude the choice of Consultant from
   other region or from Jakarta, 2) Composition of the expert team will
   consist of a team leader combined of urban development and urban
   economy specialist, one expert in regional development management,
   one expert in combined urban public finance and urban financial
   planning,     one expert in urban production promotion specialist, one
   expert in urban marketing specialist, one expert with track record in
   business plan, one demographer specializing in labor and employment,
   and one expert in information and statistics. 3) Depending on the
   location base of the Consultant, the team can work permanently during
   the 12 months in the pilot city, or it can work based on an intermittend
   schedule of many missions of at least one week duration.
9. In the course of implementation of the program in the selected pilot city
   at least two or three meetings will be organized in the pilot city wherein
   all the other USDRP cities will be invited to attend and observe the steps
   of designing and implementing the LED and Business Plan agenda for the
   pilot city. The other USDRP cities can thus be encouraged to follow
   paralel similar steps of LED and Business Plan development in their own
   respective cities, and check and exchange their experiences during the
   scheduled meetings of all cities.
10.Members of the ‘Permanent Expert Group’ will be invited to deliver a
   talk on subject issues most relevant with the pilot city urban
   development during those gathering to enrich the content for the LED
   and Business Plan of the city. The meetings can also benefit from
   experiences from other non USDRP cities or comparable facilitation
   group that has a known record of good ideas and worth experiences
11.It is obvious from the suggested process above that there is a great
   chance the winner city for the pilot project will be the one located in
   South Sulawesi, but may also not. If not, there is a chance that the pilot
   Province for establishing the ‘center of excellence’ for ‘creative urban
   governance’ may shift to other Provinces. If the above process we
   suggest will be approved by the Client, then such flexibility for selecting
   the pilot Province is assumed possible.
12.As envisaged and proposed in our appraoch, we have adopted the
   combined LED and Business Plan concept, which we believe is consistent


                                               19|U I D P M o n t h l y R e p o r t
   and relevant in promoting the LED and Business Plan agenda for the
   USDRP cities.

Creating the Provincial Center of Excellence: UIDP Management is pleased
that our Client has accepted in principle the idea of establishing a ‘center of
excellence for creative urban governance’. We are also happy that DGCK
has established a program for PIP2B in every Province and has already built
a physical facility of building to accomodate activities of the program in 6
cities, that will be expanded to all 33 capital cities of the Province by the
year 2010. We would certainly welcome the idea of initiating to establish
the ‘center of excellence’ in one of the Province by making the best use of
the facilities already available for PIP2B. We would like to discuss further
with DGCLK about the planned use of the building, the management and
budget for the operation of the program. From the discussion we hope to
reach agreement with DGCK whether it would be combine the ‘center of
excellence’ in terms of its program, management, budget, and operation
with the PIP2B. We would like to meet the respective DGCK authorities
managing the PIP2B at the Central level, at the Provincial level including
visit to the physical facility, and at the Project level. We are certainly happy
if our program for the ‘center of excellence’ can be merged with or brought
into the same direction of objectives of DGCK and the PIP2B. We look
forward to DGCK guidance towards the most productive way UIDP
Management can work together with PIP2B. We will prepare a special
Discussion Note to elaborate our idea about the Provincial ‘center of
excellence for creative urban governance’.




                                                20|U I D P M o n t h l y R e p o r t
21|U I D P M o n t h l y R e p o r t
LED (LOCAL ECONOMIC DEVELOPMENT) AND BUSINESS PLAN ASSISTANCE TO
                                USDRP CITIES
                         (Draft Terms of Reference)
                                April 30, 2009
       UIDP (Urban Institutional Development Program) Management

BACKGROUND: The USDRP (Urban Sector Development Reform Program)
Project intends to assist urban local governments of USDRP cities to implement
two sets of reform agenda: one is the ‘core reform agenda’ (consisting of
transparency, participatory and accountability, financial management and
procurement management reform), and ‘the other agenda’ (consisting of local
economic development, poverty alleviation and urban services delivery).
Implementation of the ‘core reform agenda’ is currently ongoing by
commitment of urban local governments and with assistance from individual
consultants in each area of reform in every USDRP cities. Assistance to urban
local governments for ‘the other urban agenda’ will be implemented through
the UIDP (Urban Institutional Development Program) Consultant. The
implementation of both the ‘core reform agenda’ and the ‘other reform
agenda’ will be conducted in an integrated manner so that one reform will
reiterate the importance of the other, and one reform will signify the other.
Unlike the core reform agenda, assistance to urban local governments for ‘the
other reform agenda’ will be conducted not with the same intensity for every
city, but will be directed to ‘selected as the best motivated city’ (hereafter
referred to as the ‘model city’), while letting the other cities learn from the
experience of the model city. Once the ‘model city’ for LED and Business Plan
will be determined, the LED and Business Plan Consultant will be assigned to
provide technical assistance to the model city as defined in this terms of
reference. This terms of reference will define the whole scope and based on
the defined scope the proposed budget for the whole assistance to the LED
and Business Plan as part of ‘the other reform agenda’ for the USDRP cities.

LED and Business Plan: It is believed that every city should develop a
‘Business Plan’ for the city. There are three ways of defining the ‘Business Plan’
of the city, one is how the city can be run as a business cum service entity;
second, is how the city is running its own businesses (like urban services
businesses, and other economic and business entities run by the city); and
thirdly, how is the city going to create sustainable economic growth, job



                                                   22|U I D P M o n t h l y R e p o r t
opportunities, increase people income, and which results in improvements in
the quality of life of the people.


The first relates to the whole aspect of ‘how the city is finding the money’ and
‘how the city is spending the most efficient way the money’, and balancing the
conventional spending orientation of the city to the way the city is mobilizing
resources to cover its intended spending and investments. We emphasize the
‘service’ function of an urban management since a city is not mainly a ‘business
entity’. It has the function of a government, namely to provide urban services,
including infrastructure development, public administration, securing legal
security and legal enforcement, and keeping the urban society law and order.
The city however must have a strategy of translating the wishes and aspiration
of the urban community into a clearly defined urban development goals,
objectives and targets, and designing the best desirable urban development
programs to achieve those within a given time frame usually long and medium
term. In order to achieve its intended and agreed development objectives and
implementing the urban development strategies, the city must develop an idea
of how to ‘mobilize the necessasry resources’ and how it best should ‘spend
the resources’ according to a set of priorities of demand and needs. This is the
first sense of ‘business plan’ the city has to attend to.

The second relates to the way the city is making sure its businesses is able to
collect the necessary revenue to cover at least its operation and maintanance,
and ideally also how it recovers its investments and ensuring it does not have
to allocate unaffordable amount of public subsidies. Cities has to run a wide
spectrum of businesses for its services like water, solid waste management,
urban mass transportation, hospitals and clinics, schools, and often also hotels,
recreation areas, and urban heritage. The city government can earn money
while providing the services for the people, that will contribute to the income
of the city. Although the government has to place emphasis on the service
function of those entities, it is justifiable for the government to collect
contributions from the users of the service to cover at least the maintanance
and if possible to recover the investment cost of those services.

The third is the closest linked with local economic development (LED) aimed at
peoples empowerment and to attain the main objective of urban development
to build a self reliant urban community, both economically and financially. The
World Bank defined LED approach as a process by which people of a particular
locality, i.e. public sector, private sector and community interests, working

                                                  23|U I D P M o n t h l y R e p o r t
collaboratively to optimise local resources (human, natural, and social) in a
community to generate sustainable economic growth and job opportunities
and which results in improvements in the quality of life of the people. In the
case of UIDP, LED approach and agenda will be required to be developed
within the cities involved in the USDRP project to facilitate community
empowerment in developing local economic development agendas, and to
provide guidance in the preparation and implementation of LED agendas
within the participating cities. Moreover, the other critical requirement is to
facilitate efforts to increase the awareness of all key cities stakeholders for
their rights to be involved in the LED participatory planning. International
practice shows that local governments play a key economic development role
in stimulating initiatives for economic and, moreover, poverty reduction. At a
city-wide scale, key interventions relate to regulatory frameworks, access to
municipal services, stimulating employment and income improvement.


It is obvious that eventhrough local economic development is the most closest
tied with the third aspect of the business plan, but it will have a direct impact
on the first and second aspect of the busines plan. Only an urban community
that is economically and financially productive can support and sustain its long
term need of urban infrastructures and services, knowing that their
productivity will influence directly the city’s income and the health and viability
of its public services businesses.

UIDP Management has been assigned based on its Inception Report and
guidance by the Client to design a pro active service to promote using the
USDRP cities as model, and later to other urban centers in Indonesia a
‘Business cum LED’ plan for their cities. In building the service UIDP
Management has been guided to set up the capacity of the service at the
Provincial level, by establishing a ‘center for creative urban governance’, a
concept proposed by UIDP Management, to initiate and promote the other
reform agenda. The basic idea is now to implement the LED and Business Plan
for cities as an integrated concept, and first to be applied to USDRP cities.

Strategy in Implementing the Business Plan cum LED Assistance to USDRP
Cities: In promoting the Business Plan and LED for USDRP cities, UIDP
Management has adopted the following procedures:



                                                   24|U I D P M o n t h l y R e p o r t
1. A ‘Training by Expert Group on Business Plan cum LED’ will be conducted
   in Jakarta involving highly skilled experts to train all urban institutional
   development program stakeholders about the concept of Business Plan
   cum LED. The Training agenda will be attended by about 10 (ten) urban
   Business Plan cum LED experts and 25 participants who are all
   stakeholders in launching the promotion program of UIDP Management.
2. Based on result of the training, the concept of Business Plan cum LED
   will be finetuned and used to develop a terms of reference for a
   ‘competition of USDRP cities for nomination to be selected as model city
   for Business Plan cum LED’. The competition will be announced to all
   USDRP cities that are given one month the time to submit an application
   for nomination as model city, expressing 4 (four) basic statements : 1)
   The city’s current concept, agenda, program and action plan about
   Business Plan cum LED, if ongoing/existing, 2) the particular institution
   assigned by the Major/Bupati to speadhead the agenda and the
   particular role its has played in promoting the Business Plan cum LED for
   the city, 3) the particular persons (either from within the local
   governments as well as outside the local government) who individually
   or as a team played the most leading and motivating role in Business
   Plan cum LED, 4) The concept by which the city views the Business Plan
   cum LED development will be driven and facilitated by the core reform
   agenda implemented by the city, and 5) Motivation of the city to act as
   the model city under the USDRP assistance program.
3. A training will be held in Jakarta to disseminate about the objectives and
   details of the competition, and the plan to assist USDRP cities in
   developing their Business Plan and LED agenda. All USDRP cities will be
   invited and training will be held involving the team of experts on
   Business Plan and LED who were engaged for the first training program
   (see point 1 above).
4. Selection of the winner of the model city for Business Plan cum LED will
   be conducted by a team of jury consisting of 5 (five) selected experts
   from those who participated in the Training agenda, and who will serve
   as a ‘permanent resource person’ (Permanent Expert Group) during the
   whole period of implementing the agenda in the selected model city. It
   is expected that 2 cities wll be selected as the model city, one
   representing cities in Sulawesi, and the other representing cities outside
   the Sulewesi island.
5. In the mean time a Business Plan cum LED Consultant will be selected by
   the CPMU of USDRP based on the tasks defined in this terms of
   reference to provide technical assistance in developing the Business Plan

                                                25|U I D P M o n t h l y R e p o r t
   cum LED for the USDRP cities, and working focussed in the model city.
   One important feature of the task of the Consultant is to integrate the
   Business Plan cum LED agenda with the ‘core reform agenda’ ongoing
   and implemented in the city, and it is therefore important to ensure that
   the selected Consultant will be a strongly reform oriented Consultant.
6. The integration of the Business Plan cum LED agenda as part of the
   ‘other reform agenda’ with the ‘core reform agenda’ is one basic
   element of the task of the Consultant, and it is envisaged that the
   individual consultant assisting urban local government in the model
   cities on the core reform agenda will form a team with the Business Plan
   cum LED Consultant. It is also expected that one strategic output of the
   Business Plan cum LED agenda will be to show the productive and
   quantifiable link of both the Business Plan cum LED and the core reform
   agenda.
7. Implementation of the action plan for the Business Plan cum LED in the
   USDRP cities will cover a period of 20 (twenty) months, in which period
   the Consultant will focus its technical assistance to the model city. Other
   USDRP cities will be invited to observe the experience of the model city
   in a periodical meeting held at the location of the model city, and based
   on their own observation develop their own models in their own cities. It
   is expected that paralel development of the Business Plan cum LED
   concept will be implemented, with perhaps different intensities, but can
   be exchanged the experience from time to time.
8. Following Director General’s policy to enhance the role of the Province
   in guiding and building the capacity of the Kota and Kabupaten in urban
   development management, UIDP Management will establish a ‘center of
   excellence’ as we proposed to DGCK (see UIDP Discussion Note # 1) for
   ‘creative urban governance’ at the Provincial level. The Province in which
   the Kota/Kabupaten will be selected as the model city for Business Plan
   and LED, will be taken as the ‘pilot Province’ for the development of
   ‘center of excellence’. UIDP Management will design the Business Plan
   of the UIDP Management Center for Creative Urban Governance taking
   into consideration the role the Province should play to support the
   promotion of ‘the other reform agenda’ in all Kota/Kabupaten in the
   respective Province, and especially the model city to which the technical
   assistance for Business Plan and LED will be directed. The Provincial
   ‘center’ will be given roles in the implementation of the Business Plan
   and LED technical assistance as a means for building the capacity of the
   Province with an ultimate objective of making the Province capable to


                                               26|U I D P M o n t h l y R e p o r t
   serve as ‘central facilitator’ for ‘the other reform agenda’, and the more
   comphehensive urban reform agenda for the Kota and Kabupaten.
9. The whole sequence of activities of developing the Business Plan and
   LED for USDRP cities is expected to culminate in the write up of the
   whole experience as a learning (for both the ‘core’ as well as ‘the other
   reform’ as well as other reforms by local governments) for all the
   USDRP cities, that can be further spread to other urban centers in
   Indonesia through the role of the national ‘center for creative urban
   governance’

Tasks of the Business Plan cum LED Consultant : The Business Plan cum
LED Consultant who will be selected under this terms of reference will be
assigned to undertake the following, but not be limited to tasks:

1. Starting with the document submitted by the model city for the purpose
   of the competition, the Consultant has to develop a strategy and define
   the ultimate objectives, and the steps needed to assist the urban local
   government of the model city to evolve a process of preparing the
   Business Plan cum LED for the city. The Consultant has to launch the first
   idea of Business Plan cum LED in a working paper to be discussed with
   the local government.
2. The Consultant should meet with the local government of the city to
   discuss its first idea, and exchange with the city about ‘an action plan’ to
   implement a Business Plan cum LED agenda for the city, with clear time
   frame, performance indicators, defined benchmarks, outputs, task
   divisions, institutional set up, format and period of reporting, internal
   and cross city review meetings, and monitoring schemes.
3. The Consultant should produce issue papers regarding the Business Plan
   cum LED of the city, and organize with the urban local governments
   periodical training agenda to discuss about the city’s Business Plan cum
   LED issues, the result of the training should be used as inputs to the
   process of defining the city’s Business Plan cum LED agenda.
4. The Consultant should assist the city’s data base and information
   development unit and develop the appropriate data base and
   information system required to support the city’s Business Plan cum
   LED.
5. The Consultant should initiate to conduct an urban development study
   which include a comprehensive statistical data collection and analysis,
   which lead to the knowledge about: 1) The condition about the city’s
   potential resources for urban economic development, including its

                                                27|U I D P M o n t h l y R e p o r t
   regional development background, 2) The urban community driven goals
   and objectives of urban development, 3) The city’s plan and strategy to
   mobilize financial resources for urban development, 4) The city’s
   investment strategy in terms of public and private investment and
   combined, 5) The city’s framework of managing its public corporation
   entities to manage its basic urban services, and its economically driven
   entities, its current economic and financial status, and the city’s
   framework of public investment and scheme of subsidies in providing
   basic need services, 6) The identification of economic cluster to
   developed cluster-based activities and markets, 7) The city’s policy and
   strategy in stimulating investment and employment and income creation
   aimed at people’s empowerment, 8) The city’s core reform agenda as a
   strategic instrument for the city’s Business Plan cum LED agenda, 9) The
   city’s policy and strategy and capacity in managing the city’s resources
   (human, natural, man-made structures, energy, and social cultural
   resources), 10) The city’s urban institutional development and capacity
   building status, 11) The city’s management of its financial resources
   including its revenue improvement agenda, and the roles of
   intergovernmental transfers, 12) The city’s agenda for urban
   infrastructure development and services, mainly which related to LED
   agenda.
6. The consultant should assist the cities to strengthen and capacitate all
   local stakeholders to promote local economic development by: 1)
   Identification the main/critical elements that are needed to implement
   and sustain LED, 2) selection and recruitment of local support units as
   implementing institutions, 3) establishmen and capacitate the selected
   local support unit to undertake practical measures for promoting LED, 3)
   make suitable arrangements to harness the commitment and
   capabilities of local support unit and prepare for their future role as
   implementing institutions, 4) facilitating planning and implement
   training in LED for local partnerships (government – private –
   community), 5) establishing effective, efficient and sustainable
   partnership forums at the local level as vehicle to stimulate LED, 6)
   encouraging local initiatives and partnerships to increase self-financing
   of LED activities, 7) provide guidance in the preparation and
   implementation of LED agendas.
7. The Consultant should conduct a training agenda for the urban leaders
   and core managers of the city on subjects most relevant for Business
   Plan cum LED development of the city.


                                              28|U I D P M o n t h l y R e p o r t
8. The Consultant should develop a monitoring and evaluation system for
   the development of Business Plan cum LED of the city, including defining
   a set of performance indicators that can be used to measure the
   progress and achievement made in developing the agenda.
9. The Consultant should design the best method of internalizing and
   institutionalizing the Business Plan cum LED agen da in the city as to
   sustain the efforts in the longer run.
10.The Consultant should recommend the best way and method for
   ensuring the people’s participation in evolving the Business Plan cum
   LED agenda for the city.
11.The Consultant should develop a Program Memorandum for
   disseminating the Business Plan cum LED agenda for application in other
   cities of USDRP and other urban centers nation-wide through the ‘center
   of excellence for creative urban governance’

Composition of Experts of the Business Plan cum LED Consultant: The
Business Plan cum LED Consultants should be comprised of a team of
experts in the following field of specialization but not limited and depend
on the characteristic and existing condition, potential of local economic and
resources of the city: 1) Team Leader cum Business Plan cum LED expert, 2)
Regional Development Management cum Resources Management expert,
3) Local Economic Development expert specializing in private sector
development, 4) Public Finance and Planning expert, 5) Urban Institutional
Development and Capacity Building expert, 6) Urban Social and Human
Development expert, 7) Urban good governance expert. It is estimated that
in total the service will need 200 man-months of input over a period of 24
months.

The UIDP Management Team and Business Plan cum LED Consultant: UIDP
Management will be supervising both the ‘core reform agenda’ consultants
and the ‘Business Plan cum LED’ Consultant, and using the knowledge and
experience gained in implementing both agenda for the functioning of a
‘center of excellence for creative urban governance’ created in the capital
city of the Province. The following are expected to be the main
characteristic of the proposed center of excellence: 1) The services of the
center will include a high level learning facility, a performance rating and
recognition facility, a knowledge management facility, a technical assistance
facility, and a management information system and networking facility. 2)
The scope of subjects to be addressed by the center will covers: urban
policy and strategy, urban good governance, urban investment planning

                                              29|U I D P M o n t h l y R e p o r t
and programming, urban planning and development management, urban
human development, regional development management, urban resources
management, urban disaster management, urban housing and human
settlements management, and urban security, legal and political
development management. 3) The center will function as an inclusive
center and will build a network of cooperation with other center of
excellence and program activities closely related with the aims and
objective of the center. As guided by the Director Bina Program of DGCK the
center will be housed in the physical facility (building) presently available in
six major cities for the PIP2B, that will be extended to cover a total of 33
capital cities of all the Provinces. It is envisaged that UIDP Management will
focus its activities at the national and Provincial centers where the model
cities for Business Plan cum LED assistance will be located. The Business
Plan cum LED Consultant will focus their work at the city level and with the
urban local governments of the selected model cities.

Inputs Required : It is estimated that the Business Plan cum LED agenda of
UIDP Management will require resources to cover the following cost items :

1. Training in Jakarta by the experts group              US$    20,000
2. Training in Jakarta for disseminating the BPcLED
   To urban local governments of the USDRP cities         US$    30,000
3. Business Plan cum LED Consultants, 200 man months       US$ 800,000
   (for two model cities)
4. Expert group advisory assistance 5 x 18 x US$500       US$    45,000
5. Training program in 2 Provincial centers, 2 x a year,   US$ 105,000
   Total cost                                              US$ 1,000,000




                                                30|U I D P M o n t h l y R e p o r t
LAMPIRAN - LAMPIRAN




            31|U I D P M o n t h l y R e p o r t
Jakarta 20 April 2009.

Yth.
Bapak ir.Danny Sutjiono
Direktur Bina Program Ditjen Cipta Karya
Sebagai Executing Agency Proyek USDRP Bank Dunia

Perihal:    Supervisi Agenda Reformasi Dasar Kota-Kota USDRP dan
            Konsultan Individu yang Memfasilitasi Pemerintah Daerah dalam
            Melaksanakan Agenda Reformasi Dasar Setiap Kota USDRP

Pada pertemuan membahas Inception Report UIDP Management pada tgl. 13
April 2009 Ibu Dayu selaku Task Team Leader Bank Dunia untuk proyek USDRP
menanyakan kepada team UIDP Management, apa yang menjadi rekomendasi
dan saran UIDP Management setelah mengambil langkah supervisi terhadap
berjalannya Agenda Reformasi Dasar oleh kota-kota USDRP dan kinerja
konsultan individu yang ditugasi memfasilitasi pemerintah daerah dalam
melaksanakan Agenda Reformasi Dasar di kota masing-masing.

UIDP Management tidak dapat menjawab pertanyaan Bank Dunia dalam
pertemuan itu dalam satu kata atau satu kalimat. Perlu kiranya disampaikan :

   - UIDP Management telah menyampaikan Discussion Nota # 2, 3, 4 dan 5
     kepada semua pihak yang menyampaikan kesan dan saran team UIDP
     Management. Bahan ini disampaikan kepada semua pihak termasuk
     Bank Dunia.
   - UIDP Management pada tgl. 3 April 2009 telah menyampaikan kepada
     Bapak Direktur 2 email, yaitu : (1) tentang langkah percepatan dan
     perbaikan dalam penyelenggaraan proyek USDRP, dan (2) tentang tugas
     supervisi agenda reformasi USDRP. Bahan ini disampaikan kepada Bapak
     tanpa tembusan kepada Bank Dunia karena lebih menyangkut langkah-
     langkah yang perlu dilakukan oleh pemerintah, dalam hal ini DJCK
     sebagai Executing Agency.
   - UIDP Management dengan email tgl. 1 April 2009 telah menyiapkan
     konsep surat DJCK (31 Maret 2009) kepada semua Walikota/Bupati kota-
     kota USDRP menyampaikan daftar pertanyaan ‘telaah tengah waktu
     proyek USDRP’ untuk dapat dikirimkan, tidak ada tembusan konsep ini
     kepada Bank Dunia. Sampai sekarang surat ini belum dikirimkan.
   - Dengan email tgl. 17 Maret 2009 UIDP Management menyampaikan
     daftar ‘pending matters UIDP Management’ (termasuk hal-hal yang
      terkait dengan supervisi Agenda Reformasi Dasar) yang belum
      mendapatkan keputusan dan langkah lanjut untuk mendapatkan
      perhatian CPMU dan PPK.
  -   Melalui email tgl. 27 Maret 2009 UIDP Management telah
      menyampaikan ‘naskah pandangan UIDP Management tentang Agenda
      Reformasi Dasar USDRP yang disampaikan oleh Team Leader UIDP
      Management dalam pertemuan Mid Term Review di Cimahi’.
  -   Pada hari yang sama UIDP Management manyampaikan email tgl. 27
      Maret mengusulkan penggantian konsultan individu untuk kota Cimahi.
  -   Pada tgl. 8 April 2009 UIDP Management telah menyampaikan konsep
      usulan tentang acara ‘Pembelajaran Bersama Penyelenggaraan Agenda
      Reformasi Dasar USDRP’. Pertemuan yang dimaksud kemudian
      diputuskan ditunda sampai selesainya penggantian/pengisian semua
      konsultan individu yang ditargetkan pada bulan Mei 2009.
  -   Baru hari Jumahat lalu, UIDP Management dengan email tgl.17 April
      2009 mengusulkan diselenggarakannya pertemuan konsultasi antara
      UIDP Management dengan setiap team konsultan individu kota per kota
      yang diusulkan dari tgl. 27 April sampai dengan 7 Mei 2009.
  -   Supaya lebih jelas kesan dan saran UIDP Management, maka bersama ini
      disampaikan kembali kesan dan saran tersebut kepada Bapak Direktur
      dan dengan ijin Bapak juga dengan tembusan kepada Bank Dunia.
      Mudah-mudahan UIDP Management tidak menyalahi prosedur yang
      seharusnya ditempuh.

Kesan, pendapat dan saran UIDP Management saya ringkaskan kembali dalam
butir-butir berikut ini :

  1. Dalam menerima tugas supervisi terhadap Agenda Reformasi Dasar serta
     kinerja konsultan individu dari konsultan MTAS seperti dimintakan oleh
     Bapak Direktur, maka UIDP Management beranggapan tugasnya
     ‘bukanlah semata untuk melanjutkan’ semua pekerjaan supervisi yang
     sebelumnya sudah dilakukan. UIDP Management perlu mempelajari
     ‘keseluruhan permasalahan’ yang terkait dengan penyelenggaraan
     Agenda Reformasi Dasar USDRP dan memberikan saran perbaikan demi
     suksesnya tujuan dan maksud penyelenggaraan program USDRP.
     Dengan kata lain supervisi yang dilakukan oleh UIDP Management tidak
     hanya bersifat linier dari tugas sebelumnya, tetapi perlu memuat ‘nilai
     tambah baru’ berupa perbaikan dan perubahan dari sistem dan
     mekanisme kerja yang diharapkan dari pelaksanaan proyek USDRP.
2. Sebagai sikap pertama yang dianut oleh UIDP Management, adalah
   perlunya diperhatikan ‘kinerja pemerintah daerah’ (sebelum menilai
   kinerja konsultan) dalam pelaksanaan Agenda Reformasi Dasar. Hal ini
   penting karena pemerintah daerahlah ‘yang membuat komitmen’
   menyelenggarakan Agenda Reformasi Dasar, dan semestinya
   ‘bertanggung jawab sepenuhnya terhadap pelaksanaan’nya, serta perlu
   memberikan ‘laporan periodik mengenai kemajuannya’ kepada DJCK
   sebagai Executing Agency.
3. Kesan umum yang diperoleh adalah “ (1) Secara garis besar pemerintah
   daerah kinerjanya belum memuaskan, (2) Sekiranya sudah banyak yang
   dilakukan pemerintah daerah untuk melaksanakannya, tetapi
   pelaksanaannya tidak dilaporkan sehingga tidak cukup diketahui dan
   dipahami, (3) Kenyataannya diakui bahwa pemerintah daerah
   melakukan banyak hal untuk melaksanakan Agenda Reformasi Dasar dan
   bahkan dalam banyak hal ‘melampaui’ apa yang dianjurkan dalam
   program USDRP.
4. Kalau pemerintah daerah agak lamban dalam melaporkan kemajuan
   pelaksanaan agenda reformasinya, hal itu disebabkan karena
   keterbatasan sumber daya yang dipunyai pemerintah daerah yang
   mempunyai beban tugas yang melampaui kemampuannya (selain
   program USDRP), sedangkan konsultan individu yang diharapkan
   membantu belum dapat melaksanakan tugasnya sebagaimana
   diharapkan baik oleh pusat maupun daerah. Dalam kondisi ekstrimnya,
   ada beberapa konsultan individu yang dianggap ‘kurang kualifikasi’nya,
   sehingga pekerjaannya sering menimbulkan beban ekstra bagi
   pemerintah daerah.
5. Satu aspek yang mendapatkan perhatian dari UIDP Management adalah
   ‘seberapa kuat legitimasi Executing Agency dalam mensyaratkan semua
   pemerintah daerah kota-kota USDRP untuk melaksanakan Agenda
   Reformasi Dasar dan melaporkan hasil dan kemajuannya kepada pusat’.
   Hal yang menjadi acuan utama komitmen pemerintah daerah adalah
   Surat Keputusan Walikota/Bupati yang menjadi tanda keikutsertaannya
   dalam proyek USDRP, serta kesepakatan pemerintah daerah untuk
   mentaati PMM (Project Management Manual).
6. SK Walikota/Bupati perlu mendapatkan penelaahan karena hampir
   semuanya dibuat sekitar tahun 2004 dan 2005, sehingga sudah
   melampaui masa berlakunya, dan perlu dilakukan ‘updating’ dari SK
   tersebut karena perkembangan yang terjadi (keluarnya Keputusan
   Presiden, Peraturan Menteri Dalam Negeri, dan peraturan perundangan
   lainnya) setelah SK Walikota/Bupati tersebut keluar. Sepengetahuan
   UIDP Management belum ada ‘updated version’ dari SK tersebut
   meskipun sepintas pernah melihat salah satu kota sudah memiliki
   draftnya yang belum mengalami proses menyepakatinya secara internal
   pemerintahan di daerah. UIDP Management telah menyarankan agar
   dalam meng’update’ digunakan jangkauan ‘jangka waktu berlakunya’
   adalah sekurangnya 5 tahun, dengan demikian agenda reformasi dasar
   setiap kota akan tetap berjalan meskipun proyek USDRP sudah berakhir.
   Updating SK agenda reformasi disarankan mendapatkan prioritas dalam
   langkah aksi selanjutnya.
7. Kualitas SK Walikota/Bupati pasti bermacam-macam, tetapi semoga
   tidak ada atau tidak banyak yang bersifat ‘bodong’ (menurut istilah yang
   saya pinjam dari salah satu konsultan individu untuk menggambarkan SK
   yang hanya tertulis dan ditandatangani, tetapi tak ada sama sekali
   dampak pelaksanaannya, karena dikeluarkan hanya semata untuk
   memenuhi persyaratan dapat meminjam dari proyek USDRP)
8. Mengenai PMM UIDP Management telah menyampaikan saran untuk
   mengambil ringkasan dari PMM dan meneguhkannya (dalam suatu
   memorandum kesepakatan khusus) sebagai komitmen persyaratan yang
   harus ditaati oleh pemerintah daerah kota-kota USDRP. Dalam
   formatnya yang sekarang menurut pendapat UIDP Management
   bentuknya terlalu detil dan tercampur antara yang prinsip harus ditaati
   dengan yang sifatnya hanya berupa pedoman yang penerapannya lebih
   luwes disesuaikan dengan keadaan dan kreativitas yang
   melaksanakannya. Masih tentang PMM, UIDP Management
   mendapatkan informasi bahwa sudah ada ‘versi revisi PMM’, yang perlu
   diperjelas ‘statusnya sekarang’ apakah sudah menggantikan PMM yang
   lama dan sekiranya PMM akan diganti yang baru ‘bagaimana prosedur
   untuk menggantikannya’. Apakah misalnya pemerintah daerah akan
   dilibatkan dalam merevisinya, sekiranya pemerintah daerah sebelumnya
   diminta untuk memenuhi persyaratan taat pada PMM (yang lama).
   Sejauh ini UIDP Management belum menemukan surat atau bentuk
   kesepakatan dengan pemerintah daerah ujntuk mentaati PMM.
9. Kinerja konsultan individu dapat diukur dari pelbagai kriteria (1)
   ketaatan dalam menyampaikan laporan dan pasti kualitas dari apa yang
   dilaporkan, (2) seberapa jauh pemerintah daerah merasa terbantu dan
   dapat bekerjasama dengan baik dengan konsultan, dan (3) kemajuan
   pelaksanaan agenda reformasi dasar yang mendapatkan pengaruh dari
   hasil kerjanya.
10.Permasalahan pelaporan perlu mendapatkan telaahan yang cermat
   dalam aspek-aspek berikut : (1) Frekwensi dan format laporan jangan
   sampai menyita cukup banyak waktu dari pelapor sehingga waktunya
   untuk melakukan hal lain yang lebih bermanfaat menjadi terbatas, (2)
   Frekwensi dan formatnya harus sedemikian sehingga tidak menciptakan
   beban tugas yang cukup berat bagi yang harus membaca dan perlu
   menindaklanjuti laporan tersebut, bahwa isinya memang bermakna,
   sesuai dengan informasi yang diharapkan, dan disampaikan dalam
   format yang ‘concise’, dan (3) Perlu membedakan antara pelbagai
   kegunaan laporan seperti (a) untuk memantau kehadiran dan kerjanya,
   (b) untuk keperluan administratip kontrak kerja, dan (c) keperluan
   memberikan informasi yang diminta oleh pihak yang akan membaca
   laporan. (4) Masih belum ada integrasi antara laporan yang terdapat
   dalam sistem on-line dengan yang berbentuk fisik (hardcopy), dan
   antara lembaga yang mengelolanya. Tim UIDP Management secara
   umum mendapatkan kesan bahwa sistem dan mekanisme pelaporan
   yang sekarang berlaku masih tercampur antara pelbagai sasaran,
   frekwensi dan formatnya membebani secara tidak perlu, dan hal-hal
   yang dilaporkan belum bermakna secara optimal. Pada waktunya UIDP
   Management akan menyarankan perbaikan dan perubahan dalam
   sistem pelaporan pelaksanaan agenda reformasi dasar.
11.Konsultan individu harus berkinerja yang cukup membantu bagi
   pemerintah daerah dan dapat menjalin kerjasama yang produktip
   dengan pemerintah daerah, serta dapat ‘diterima’ kehadirannya oleh
   pemerintah daerah. Tanpa itu, kredibilitasnya untuk dapat melakukan
   fasilitasi akan hilang atau berkurang secara signifikan. Pernilaian
   pemerintah daerah terhadap kinerja konsultan individu perlu diperoleh,
   dengan menanyakan langsung kepada pemerintah daerah tanpa
   perasaaan praduga, atau setidaknya dapat diperoleh kesannya pada
   waktu berkomunikasi dengan pemerintah daerah dan dengan para
   konsultan secara individu atau sebagai team.
12.Dampak dan pengaruh kehadiran dan masukan konsultan terhadap
   pelaksanaan Agenda Reformasi Dasar sulit untuk dikenali, meskipun
   dalam keadaan tertentu dan dengan kesan tertentu mungkin dapat
   dikenali. Namun sulit untuk dikatakan bahwa suatu keberhasilan atau
   kekurangberhasilan pemerintah daerah dalam melaksanakan Agenda
   Reformasi Dasarnya merupakan hasil karya atau fasilitasi konsultan.
13.Kualifikasi konsultan individu, dalam latar belakang pengetahuannya,
   pemahamannya tentang Agenda Reformasi Dasar, ketrampilannya
   berkomunikasi dan melakukan kerjasama dan membangun kemitraan
   dengan pemerintah daerah sangat bervariasi. Demikian pula cara
   mengekspresikan kesan dan pengalamannya berbeda-beda tergantung
   latar belakang dan ketrampilan individu. Ada yang sangat agresif, kritikal
   dan emosianal, dan ada yang memilih bersikap ‘low profile’.
14.Dari hasil komunikasi dengan pemerintah daerah dan dengan para
   konsultan, UIDP Management merekomendasikan hal berikut :

   1) Konsultan individu untuk TPA bagi kota-kota Sidrap, Barru dan
      Palangkaraya perlu segera diselesaikan rekrutmennya. Surat ke Bank
      Dunia sudah diproses tgl. 13 April 2009, diharapkan dapat
      memperoleh tanggapan segera.
   2) Konsultan GCB untuk kota Cimahi diusulkan untuk diganti, demikian
      pula konsultan untuk Reformasi Manajemen Keuangan dan konsultan
      untuk Reformasi Manajemen Pengadaan Barang dan Jasa. Khusus
      untuk konsultan Reformasi Manajemen Keuangan atau Pengadaan
      Barang dan Jasa diusulkan untuk ditawarkan untuk menggantikan
      konsultan Reformasi Manajemen Keuangan bagi kota Pare-Pare yang
      perlu diganti Konsultan FM untuk kota Pare Pare diusulkan untuk
      diganti dengan usul untuk mempertimbangkan memindahkan
      konsultan FM atau PM dari kota Cimahi.

   Alasan penggantian konsultan individu Cimahi sudah saya jelaskan dalam
   email saya tgl.27 Maret 2009 kepada CPMU dan PPK. Demikian pula saya
   bicarakan dengan Pak Catur dari CPMU (juga tentang penggantian
   konsultan Pare Pare) pada pertemuan di kantor UIDP Management
   seminggu lalu.
15.Dari pengalaman yang diperoleh, UIDP Management mengusulkan agar
   sebelum konsultan individu ditugaskan bekerja, terlebih dahulu
   dikonsultasikan dengan pemerintah daerah dimana mereka akan
   bekerja. Hal ini sesuai dengan ketentuan dalam PMM yang semoga
   ditaati oleh pemerintah pusat sendiri. UIDP Management mendapat
   kesan berbeda-beda tentang prakonsultasi dengan pemerintah daerah
   ini. Ada kesan CV dari konsultan untuk beberapa daerah telah
   dikonsultasikan terlebih dahulu, sementara beberapa daerah merasa
   sama sekali tidak dilibatkan. UIDP Management mengusulkan agar
   konsultasi dengan pemerintah daerah secara serius dilakukan, dan
   sebaiknya dilakukan wawancara bersama (semacam ‘fit and proper test’)
   oleh CPMU bersama-sama pemerintah daerah.
16.Mengenai cara rekrutmen konsultan perlu dipertimbangkan masak-
   masak. Tim konsultan yang sekarang telah direkrut menggunakan cara
   rekrutmen individu, namun ada rencana CPMU dalam rekrutmen
   berikutnya (berupa konsultan LGR) akan menempuh jalan melalui
   perusahaan konsultan. Perubahan cara rekrutmen mungkin dilakukan
   karena pengalaman menunjukan kesulitan dalam ‘dana pembayaran gaji
   dan dana operasi’ bagi konsultan. Dari segi resiko penyediaan dana
   talangan terlebih dahulu (prefinancing) memang dapat dibebankan
   kepada perusahaan konsultan yang direkrut, demikian pula
   manajemennya. Tetapi pengalaman di tempat lain (misalnya konsultan
   ILGR) mengajarkan bahwa rekrutmen konsultan secara individu
   prosedurnya lebih cepat, dan dapat dipilih suatu tata kelola pembayaran
   yang tidak terlalu rumit sehingga menyulitkan konsultan yang
   bersangkutan.
17.Perlunya konsultasi terlebih dahulu dengan pemerintah daerah terkait
   dengan tugas konsultan yang diharapkan membantu (istilah yang sering
   digunakan ‘memfasilitasi’) pemerintah daerah dalam melaksanakan
   Agenda Reformasi Dasar. Dalam hubungan dengan ini UIDP
   Management mengusulkan meskipun konsultan individu direkrut dan
   perlu menyampaikan laporan kepada CPMU dan PPK, tetapi sebaiknya
   sehari-hari diposisikan bertanggung jawab kepada pemerintah daerah
   (yaitu PMU atau pejabat yang ditugasi sebagai koordinator dalam
   pelaksanaan Agenda Reformasi Dasar). Hubungan tugas ini perlu dilihat
   pula dalam kaitannya dengan tanggung jawab pelaksanaan Agenda
   Reformasi Dasar. Oleh karena penanggung jawab utama pelaksanaan
   Agenda Reformasi Dasar adalah pemerintah daerah, maka sebaiknya
   meskipun laporan dibuat oleh konsultan untuk pemerintah daerah,
   tetapi laporan disampaikan oleh pemerintah daerah (bukan dari
   konsultan) kepada Executing Agency. Masalahnya bukan sekedar
   prosedur, namun menyangkut ‘tanggung jawab’ atas laporan, termasuk
   isinya.
18.Masalah yang pernah disinggung sebelumnya dalam Discussion Note
   UIDP Management adalah peran Departemen Dalam Negeri (dan juga
   Departemen Keuangan). Seperti dalam proyek UDP (Urban Development
   Project) Bank Dunia dan lembaga pinjaman lainnya sebelumnya, maka
   peran Departemen Dalam Negeri diposisikan aktip sebagai ‘executing’
   atau ‘subexecuting’ agency untuk kegiatan yang bersangkutan dengan
   ‘institutional development’ dan ‘revenue improvement’. Hal yang sama
   direkomendasikan juga dalam proyek USDRP agar peran Departemen
   Dalam Negeri (dan juga Departemen Keuangan?) diaktipkan lebih dari
   sekedar ‘penjaga garis atau penonton di luar lapangan’. UIDP
   Management memahami bahwa sudah ada langkah ke arah ini dalam
   forum IMSC untuk membentuk tim teknis antar departemen dalam
   menangani proyek USDRP. Realisasi dari pembentukan kerjasama antar
   departemen yang diinginkan untuk proyek USDRP perlu mendapatkan
   tindak lanjut dari DJCK sebagai Executing Agency, karena sulit
   diharapkan dari IMSC.
19. Sebagai ringkasan dan kesimpulan, atas kesan dan saran UIDP
   Management tentang pelaksanaan Agenda Reformasi Dasar USDRP oleh
   pemerintah daerah kota-kota USDRP dan peran serta kinerja konsultan
   individu yang telah diperbantukan kepada pemerintah daerah, dapatlah
   disampaikan hal-hal berikut :

  1) Perlu dipertimbangkan agar pemerintah daerah ‘memperbaharui’
     komitmennya dalam melaksanakan Agenda Reformasi Dasar USDRP
     dengan memperbaharui SK Walikota/Bupati untuk menegaskan
     komitmennya terhadap ‘Updated Agenda Reformasi Dasar’ masing-
     masing kota. Dalam versi yang sudah dimutakhirkan diusulkan agar
     pemerintah daerah mempertegas (1) jangka waktu langkah aksinya
     sedikitnya selama 5 (lima) tahun ke depan, yang menunjukan
     komitmen pemerintah daerah untuik melanjutkan pelaksanaan
     Agenda Reformasi Dasar setelah proyek USDRP berakhir, (2)
     mempertegas penugasan struktur kelembagaan untuk melaksanakan
     Agenda Reformasi Dasar kotanya, dengan mempertegas struktur
     kooordinasi dan penanggung jawab koordinasi pelaksanaan Agenda
     Reformasi Dasar ‘secara menyeluruh’ dan ‘untuk setiap butir
     Agenda’, (3) dihindari benar-benar SK-SK yang bersifat ‘bodong’
     (istilah salah satu konsultan individu), dan tolok ukur yang tidak
     realistis dapat dicapai (seperti penerbitan Perda yang memakan
     waktu lama)
  2) PMM, kalau ada rencana untuk me-revisi, perlu segera dilakukan agar
     masih bermanfaat untuk dapat digunakan dalam sisa waktu USDRP,
     dan perlu disosialisasikan terlebih dahulu (sebelum ditetapkan),
     dengan pemerintah daerah kota-kota USDRP yang diwajibkan
     mentaati PMM sesuai dengan komitmen dan kesepakatan awal. Perlu
     dipertimbangkan penetapannya, apakah dalam bentuk kesepakatan
     dengan pemerintah daerah atau bentuk ‘top down’ dari Direktur
     Jenderal Cipta Karya. Kalau pada awalnya merupakan kesepakatan
     dengan pemerintah daerah, akan sulit diterima penetapannya secara
     ‘top down’. Perlu ada ‘memorandum kesepakatan’ tersendiri untuk
     menyepakati dengan pemerintah daerah kota-kota USDRP tentang
     ‘butir-butir yang paling strategis’ yang wajib ditaati oleh pemerintah
     daerah kota-kota USDRP. Semua langkah ini perlu dilakukan dengan
     cepat karena sisa waktu proyek USDRP.
3) Perlu segera diputuskan bentuk perlibatan Departemen lain
   (termasuk Departemen Dalam Negeri, Departemen Keuangan) untuk
   ‘ikutserta mengelola pelaksanaan Agenda Reformasi Dasar’, tidak
   sekedar sebagai nara sumber pasip yang diikutsertakan kemana-
   mana.
4) Perlu dilakukan ‘intervensi’ langsung dalam penyelenggaraan Agenda
   Reformasi Dasar dengan target pemerintah daerah kota-kota USDRP,
   dalam hal ini UIDP Management telah mengusulkan pelbagai langkah
   tindak yang perlu diantaranya : (1) Penyelenggaraan ‘policy seminar’
   (lihat Discussion Note UIDP Management # 5) untuk para
   Walikota/Bupati kota-kota USDRP dengan Bapak Direktur Jenderal
   Cipta Karya atau setidaknya dengan Bapak Direktur Bina Program
   DJCK, (2) Pengiriman surat dari Direktur Jenderal Cipta Karya kepada
   semua Walikota/Bupati tentang ‘telaah tengah waktu’ Agenda
   Reformasi Dasar USDRP, sesuai dengan konsep yang telah disiapkan
   oleh UIDP Management (31 Maret 2009) dan telah disampaikan
   kepada CPMU tgl. 1 April 2009, (3) Perlibatan pemerintah daerah
   langsung dalam kegiatan “Pembelajaran Bersama Penyelenggaraan
   Agenda Reformsi Dasar USDRP’ seperti telah diusulkan oleh UIDP
   Management pada tgl. 8 April 2009, yang oleh Bapak Direktur Bina
   Program DJCK diminta ditunda sampai Mei 2009 setelah semua posisi
   konsultan individu terisi/tergantikan.
5) Penggantian dan pengisian posisi konsultan individu seperti telah
   diusulkan oleh UIDP Management dan juga dibicarakan dengan Pak
   Catur dari CPMU perlu segera dilaksanakan, sehingga semua
   konsultan telah siap bekerja dalam bulan Mei 2009. Baik dalam
   proses pengisian dan pergantian konsultan individu, dan terutama
   juga nanti dalam rekrutmen konsultan LGR perlu diperhatikan : (1)
   Perlibatan pemerintah daerah dalam rekrutmen para kosnultan
   melalui suatu proses ‘fit and proper test’ bersama CPMU dan
   pemerintah daerah, (2) Para konsultan individu perlu diposisikan
   sehingga meskipun direkrut dan perlu melapor kepada CPMU, namun
   sehari-hari bertanggung jawab kepada pemerintah daerah, yaitu
   PMU atau pejabat yang ditugasi sebagai koordinator umum
   pelaksana Agenda Reformasi Dasar USDRP, (3) Perlu kejelasan dalam
   masa kerja konsultan individu dalam transisinya ke konsultan LGR,
   dengan memperhitungkan sisa waktu berakhirnya proyek USDRP.
6) Sistem dan mekanisme pelaporan konsultan individu perlu diperbaiki
   dan dikembangkan sistem dan mekanisme yang : (1) Tidak
   menciptakan beban yang terlalu berat bagi baik pelapor maupun
   penerima laporan, sehingga waktunya dapat dipergunakan untuk
   kegiatan lain yang lebih bermanfaat, tanpa mengurangi makna
   informasi yang ‘disampaikan’ dan ‘diperlukan’          (2) Tercapai
   keterkaitan antara laporan dengan informasi yang benar-benar
   diperlukan untuk memonitor dan melakukan supervisi terhadap
   pelaksanaan Agenda Reformasi Dasar USDRP. Harus jelas fungsi
   laporan yang dimaksudkan untuk memenuhi prosedur administratip
   dengan yang bersifat substantif untuk maksud memonitor kemajuan
   pelaksanaan Agenda Reformasi Dasar USDRP, (3) Perlu terdapat
   hubungan antara sistem pelaporan tertulis, supervisi lapangan, dan
   pertemuan-pertemuan periodik yang diselenggarakan (Rakortek atau
   apa pun namanya), dan ‘terminal’ laporan sehingga tidak terdapat
   pengulang-ulangan yang tidak perlu dan hanya menghabiskan tenaga
   (4) Sistem pelaporan harus memperlihatkan hubungan yang jelas
   antara informasi yang diminta dalam laporan dengan pelbagai tolok
   ukur yang dianggap paling strategis dari Agenda Reformasi Dasar.
7) Supervisi terhadap pelaksanaan Agenda Reformasi Dasar USDRP
   perlu dipertimbangkan kembali untuk menghindari ‘supervisi yang
   berlapis-lapis’ antara CPMU, MTAS, UIDP Management, Bank Dunia,
   PPMU dan PMU yang hanya menciptakan duplikasi yang kurang
   berdayaguna.
8) Kita semua yang berkepentingan dengan pelaksanaan Agenda
   Reformasi Dasar USDRP perlu menggeser pola pikir kita dari fokus
   kepada kinerja konsultan (sebagai fasilitator) ke arah kinerja dari
   pemerintah daerah (sebagai penangung jawab dan pihak yang
   membuat komitmen) melaksanakan Agenda Reformasi Dasar USDRP.
   Demikian pula kita perlu menggeser dari pola pikir yang berfokus
   pada ‘management laporan konsultan’ ke arah fokus pada
   ‘management perkembangan dan kemajuan agenda reformasi’.
9) UIDP Management perlu mendapatkan bantuan kerjasama dalam
   rekrutmen tenaga ahli yang diperlukan untuk melaksanakan tugasnya
   yaitu : (1) Ahli management keuangan daerah, dan (2) Ahli
   manajemen pengadaan barang dan jasa. Keduanya sudah
   disampaikan kepada PPK tgl. 16 Maret 2009 yl. Dan sekarang
   menunggu NOL dari Bank Dunia. Keduanya sangat strategik dalam
   melaksanakan tugas UIDP untuk memonitor dan mensupervisi
   pelaksanaan Agenda Reformasi Dasar USDRP.
10) Pada akhirnya, Agenda Reformasi yang ingin dilaksanakan dalam
   proyek USDRP tidak semata terbatas pada Agenda Reformasi ‘Dasar’
   tetapi juga Agenda Reformasi ‘Lainnya’ (yang memuat Local
        Economic Development, Poverty Alleviation dan Urban Services
        Delivery). Semoga konsep yang telah disampaikan UIDP Management
        dalam bentuk ‘Center of Excellence for Creative Urban Governance’
        (Discussion Note # 1), dan khusus dalam aspek ‘Local Economic
        Development’ dan “Business Plan for Cities’ sudah disampaikan
        dalam Discussion Note # 7 menjawab Agenda Reformasi ‘Lainnya’.
        Visi yang dianut oleh UIDP Management dalam hal ini adalah ‘melihat
        melampaui batas waktu proyek USDRP’, yaitu ‘visi ke depan’
        (jangkauan waktu setelah USDRP) dan ‘visi ke samping’ (melampaui
        hanya reformasi dasar). Semoga gagasan UIDP Management
        mendapatkan tanggapan positip dari Direktorat Jenderal Cipta Karya
        sebagai Executing Agency dan CPMU, serta PPKnya.

     UIDP Management memohon pengertian sekiranya masih banyak
     kekurangan dalam melaksanakan tugasnya yang disebabkan karena
     hingga saat ini team belum mempunyai tenaga ahli di bidang ‘reformasi
     keuangan daerah’ dan ‘reformasi pengadaan barang dan jasa’, dan
     keterbatasan waktu untuk berinteraksi dengan semua pihak saat
     kunjungannya ke kota-kota USDRP.

     Demikian garis besar kesan dan saran yang disampaikan oleh UIDP
     Management terkait dengan pelaksanaan Agenda Reformasi Dasar serta
     kinerja konsultan individu yang diperbantukan pada pemerintah daerah
     kota-kota USDRP.

      Dengan mengucapkan terima kasih atas semua kerjasama yang baik
sekali yang dirasakan oleh UIDP Management dari Bapak Direktur Bina
Program DJCK, Kepala dan semua staf CPMU, Team Leader dan semua anggota
konsultan MTAS, semua jajaran PPMU dan PMU di Propinsi Sulawesi Selatan
dan kota-kota USDRP, dan Task Team Leader dan teamnya di Bank Dunia,
selama menjalankan tugasnya, mudah-mudahan catatan kesan dan saran ini
bermanfaat.



Hendropranoto Suselo
Team Leader UIDP Management.

				
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