Government of Indonesia - United Nations Development Programme

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Government of Indonesia - United Nations Development Programme

Project Document

PEACE THROUGH DEVELOPMENT IN DISADVANTAGED AREAS

(PTDDA)

June 2012

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Programme Period: 2012 - 2016 Key Result Area (Strategic Plan): 8.1 Conflict prevention/management and peace consolidation policies and capacities at decentralized and levels in all conflict prone areas strengthened Atlas Award ID: 00060770 Start date: 01 June 2012 End Date 31 December 2016 PAC Meeting Date 27 March 2012 Management Arrangements: NIM

Country: Indonesia

Project Title : Peace Through Development in Disadvantaged Areas (PTDDA)

UNPDF Outcome(s): Increased national resilience to disasters, crisis and external shocks by 2015.

Expected CP Outcome: GOI and civil society are more effective in identifying and managing conflict and their impact within Indonesia’s communities

Expected Output(s): 1) Policy and regulatory framework for conflict prevention established at national level and in target areas; 2) Institutional system for conflict prevention established at national level and in target areas; 3) Communities are able to implement conflict prevention and social cohesion initiatives utilizing tools and mechanisms towards safe and stable well-being.

Implementing Partner: Ministry for the Development of Disadvantaged Areas (KPDT) Responsible Parties: National Development Planning Agency (BAPPENAS), Coordinating Ministry for

People’s Welfare (KEMENKOKESRA), Ministry of Home Affairs (KEMENDAGRI) and Ministry of Social Affairs (KEMENSOS).

Agreed by KPDT Dr. Suprayoga Hadi, MSP Date:

Deputy V - Special Regions Development

Agreed by KEMENKEU Rahmat Waluyanto Date:

Director General of Debt Management

Agreed by UNDP Beate Trankmann Date: Country Director

Acronyms and Abbreviations

Brief DescriptionThe Peace Through Development in Disadvantaged Areas (PTDDA) project provides a framework for UNDP’s continued support to the Government for enhancing capacity at all levels for conflict preventions and peace building. The PTDDA project builds on the achievements, best practices and lessons learned from its predecessor, Peace Through Development (PTD) project which is implemented in Maluku, North Maluku and Central Sulawesi. This project will extend to Aceh and East Nusa Tenggara where underlying causes for conflict provide a continued risk to an outbreak of violence and where victims of conflict, in particular vulnerable women and children, remain in continued need for support. The PTDDA is a five year project commencing in 2012, which will provide technical assistance and grants for developing and mainstreaming conflict sensitivity towards sustainable development process. The project will support social cohesion activities and promote pluralism towards safe and stable communities utilizing proven tools and mechanisms for conflict prevention. This will be strengthened by mainstreaming conflict sensitive planning for sustainable development, formulation of policies and regulations, establishment of institutional capacities at all levels in the targeted areas. While PTD has focused more on integrating conflict sensitivity into normal development process, PTDDA will move further by taking into account the possible synergies among conflict prevention, disaster risk reduction, access to justice and poverty reduction.

Total resources required USD 15,000,000

Total allocated resources:

Regular USD 965,000 Other: • New Zealand USD 175,000

Unfunded budget: USD 13,860,000

In-kind Contributions -

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ADR Alternative dispute resolutions AJP Access to Justice Programme BAPPEDA Badan Perencanaan Pembangunan Daerah (Regional Development

Planning Agency) BAPPENAS Badan Perencanaan Pembangunan Nasional (National Development

Planning Agency) CEWERS Community-based Conflict Early Warning and Early Response System CPAP Country Programme Action Plan CPF Conflict Prevention Framework CPRU Crisis Prevention and Recovery Unit CSP Conflict Sensitive Planning CSO Civil society organization DCSP Decentralized Conflict Sensitive Planning DRR Disaster Risk Reduction GBV Gender-based Violence GKI Gereja Kristen Indonesia (Indonesia Christian Church) GoI Government of Indonesia HKBP Huria Kristen Batak Protestan (Batak’s Protestan Church) IDP Internally Displaced Person KPDT Kementerian Pembangunan Daerah Tertinggal (Ministry for the

Development of Disadvantaged Areas) LAN Lembaga Administrasi Negara (State Administration Agency) Musrenbang Musyawarah Rencana Pembangunan (participatory development

planning process) NAP National Action Plan NGO Non-governmental organization NTT Nusa Tenggara Timur (East Nusa Tenggara) PDA Peace and Development Analysis PTD Peace Through Development PTDDA Peace Through Development in Disadvantaged Areas Project RKP Rencana Kerja Pemerintah (Government Annual Work Plan) S&GBV Sexual and Gender Based Violence TCG Technical Coordination Group UNDP United Nations Development Programme UNPDF United Nations Partnership Development Framework USAID United States Agency for International Development WAAFGs Women Associated with the Armed Forces and Groups

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SITUATION ANALYSIS

As an archipelagic country with more than 17,000 islands and a diverse population of more than 75 ethnic groups, Indonesia faces tremendous challenges in keeping the country united and peaceful. The wave of communal violence that spread to some parts of Indonesia between 1998 and 2004 caused the deaths of at least 10,000 people, in which 90% of the deaths were closely related with the ethno-religious conflict. By August 2001, there were at least 1.3 million registered internally displaced people (IDPs) in Indonesia. The most well-known cases of communal violence occurred in the provinces of Maluku and North Maluku1, Central Sulawesi2, West Kalimantan, Central Kalimantan and the capital city of Jakarta and claimed between 600 to 3,000 lives each. In addition to the local communal conflict, incidents of vertical conflict in the provinces of Aceh3 and Papua have also claimed a significant loss of lives and properties. Although there is a notable decline with regards to the frequency of incidents of violent communal conflicts in Indonesia since the 1998-2004, the country remains one of the most conflict-prone countries in the Asia-Pacific region. The situation in post conflict areas of Kalimantan, Sulawesi and the Maluku is relatively calm at present, but remnants of tension remain. After the signing of Helsinki Peace Accord in 2005, there has been relative peace in Aceh, although this peace is still fragile. The pattern of communal conflicts in the recent years has also shifted from mainly identity conflicts (such as ethnic or religious conflicts) to a more complex pattern, which mainly relates to uneven development and the democratization process. The ongoing decentralization policy, for example, has led to outbreaks of disputes over local elections that are often followed by collective violence. In addition, the regional proliferation policy has also caused an increasing tendency of violent conflicts in various places of Indonesia. A notable increase in conflict over natural resources is found all over the country, especially in the form of agrarian conflicts. Unsettled issues with regard to land ownership

1The conflicts in Maluku and North Maluku resulted in over 7,000 deaths and the displacement of up to half of the population in both provinces. Christians and Muslims remain segregated, particularly in Maluku. Causes of conflict included: the historical socio-economic inequalities between Christians and Muslims, the economic crisis, which left Maluku with one of the highest poverty rates in the country; and the democratization and decentralization processes, which unfortunately created local opportunities for corruption and was a catalyst for violent popular movements. 2Violent communal conflicts in Central Sulawesi caused over 700 deaths and displaced a large majority of the population of Poso. Communities in and around Poso with high levels of socio-economic inequalities have become segregated and many Internally Displaced People (IDPs) have yet to return home. The historical socio-economic inequalities between Christians and Muslims combined with a dramatic increase in poverty during the economic crisis and intensified competition for resources between religious and migration groups were the main causes of the conflict. Moreover, profound disillusionment with state institutions exists due to their lack of capacity towards coping with the conflict, with no other means than through repression. 3The conflict damaged 50% of rural infrastructure including 4,000 or two-thirds of the schools, 110,000 houses, and 7,700 kilometers of roads (Multi-Stakeholder Review of Post-Conflict Programming in Aceh, 2009).

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have led to growing tensions between the local people and the private companies that hold the claim utilization rights over the land. In several places, the tensions have turned into communal violence and have caused the loss of lives and wealth. As a diverse country, Indonesia is also facing a serious challenge of growing radicalization, particularly among youths. While the conflict pattern has shifted from identity conflicts to ones triggered by uneven development and the ongoing democratisation process, mutual respect for pluralism is gradually diminishing and is becoming a potential source of friction among different parts of the society.

Source: Institut Titian Perdamaian, 2012

With regard to the number of incidents, since 2009 until early 2012, there have been at least 195 violent incidents in Indonesia, which claimed no less than 48 casualties. This striking figure does not include the number of people injured, the loss of property and the damages to the existing social ties4. In many cases, conflict in the region stems from long-term dissatisfaction with unequal economic resource allocation, including for example, agrarian disputes in Mesuji (Lampung) and Poboya (Palu – Central Sulawesi), and disputes over mining in Bima (West Nusa Tenggara) and Tiaka (Morowali). Identity conflicts, such as religious or ethnic conflicts, are still prevalent in Indonesia although their intensity has decreased in comparison to the 1999-2004 period. This includes the more recent identity conflicts in Sidomulyo (Lampung), the case of GKI Church in Taman Yasmin (Bogor) and HKBP Church in Bekasi as well as the protracted issue of Ahmadiyah.

4 Negara Melemah di Hadapan Konflik, Kompas, 30 January 2012

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As described above, it is clear that violent conflicts remain a latent issue in Indonesia and the potential for conflict is largely due to underlying root causes, such as uneven development, high youth unemployment, corruption and other practices of poor governance. Increasing pressure from the ongoing decentralization and democratization process may lead to local election disputes or conflicts on region proliferation and worsening horizontal inequalities. Due to the diverse nature of Indonesia, a particular attention should be given to the issue of horizontal inequalities. In a plural society like Indonesia, horizontal inequalities could easily transform into violent conflicts whenever inequalities intersect with the ethnic or religious identities. The domination of economic or political power by a certain ethnic/ religious group within the society will trigger social conflict, which could easily spread to other areas, as a result of provocations by conflicting parties. Thus, nurturing tolerance and pluralism to foster social cohesion is extremely crucial in dealing with latent conflicts.

Source: Institut Titian Perdamaian, 2012

The underlying notion regarding the inter-relation between conflict and development is illustrated by the fact that among the 183 disadvantaged regions in Indonesia, 143 regions are conflict-prone. Uneven development and horizontal inequalities, both at the macro and micro scales, have the potential to spark violent conflicts. Thus, a specific attention should be given to address those disadvantaged regions. In fact, the acceleration of development in disadvantaged regions has become an affirmative government policy, which is clearly defined as one of the eleven priorities of the government for the period of 2010-20145. While there has been some notable progress in conflict management in Indonesia, the government’s approach in dealing with violent communal conflict still requires better coordination and clearer divisions of responsibilities among government entities. Peace stabilization and conflict prevention, which are in most cases linked to security, should be viewed as an integral part of socio-economic development.. Capacities to prevent and to

5Rencana Pembangunan Jangka Menengah 2010-2014 (Medium Term Development Plan 2009-2014)

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respond to specific conflict potentials and ongoing violent conflicts need to be strengthened further. The GOI, with the support from donors such as UNDP, the Netherlands Embassy, New Zealand Aid Programme, DFID, World Bank, USAID and AusAid, have initiated a number of development projects and programmes which address conflict issues and support peace building initiatives. UNDP assisted Peace Through Development (PTD) Project focuses on strengthening the annual development planning process (Musrenbang) by integrating conflict sensitivity into the process and initiating the formulation of regulatory and policy framework on conflict management at various levels. SERASI, a USAID-funded initiative, supports activities that mitigate sources of communal and regional conflict in Aceh, Central Sulawesi, Maluku, North Maluku, and Papua. The World Bank’s Support for Poor and Disadvantaged Areas Project (SPADA) and the Consolidating Peace and Development in Aceh (CPDA) aims at strengthening the capacity of national and local institutions for the consolidation of peace and development. Mercy Corps provides technical assistance and peace building grants to local organizations for capacity building and reconciliation in Maluku.

Lessons Learned from Previous Projects UNDP has taken note of, and incorporated the substantive lessons identified through reviews and evaluations of its ongoing project, Peace Through Development (PTD), and the completed Strengthening Sustainable Peace and Development in Aceh (SSPDA) project. These lessons are:

• When developing policies for Conflict Sensitive Planning (CSP) and peace building it is important to simultaneously develop the associated legal and institutional frameworks, as well as supporting socio-economic measures which contribute to the implementation of those policies.

• A persuasive advocacy and awareness strategy at senior government level needs to accompany the development of new policies and procedures to educate key stakeholders on the advantages of those new policies and procedures and realizing government support for their implementation.

• The delays in informing the communities of the outcome of the Musrenbang process and status of community proposed initiatives has led to a general lack of interest for the Musrenbang at the community level. Transparent communication and timely feedback to communities on the funding and implementation status of their initiatives is required to maintain commitment and trust in the government and the development process. Capacities, in particular at the district level, need to be developed to improve coordination and put in place an effective feedback mechanism.

• The concepts of conflict prevention and CSP need to be understood by all the stakeholders involved. Translating these concepts into appropriate expressions in Bahasa Indonesia will contribute to a more informed understanding.

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• Peace building and conflict prevention activities are more effective when they are based on customary law and local cultural values. The emphasis on the institutionalization of customary law and local regulations is integral in future peace building and conflict prevention activities.

• Experience from peace programme in Aceh has shown that support to victims of conflict, in particular women and children, should be based on their level of vulnerability rather than based on categories of beneficiaries i.e. all ex-combatants or former WAAGs6. Communities should be involved in the implementation of the project and should be closely involved in developing beneficiary criteria that are culturally and contextually appropriate and contribute to the reintegration of the community.

• Clear communication and coordination, including the clarification of the responsibilities of the central, provincial and district levels, both within the government and project structures are essential for effective implementation and the sustainability of results. Frequent exchange visits and meetings should be encouraged between the different government levels. Moreover a discussion with the national, provincial and district governments on sustainability of results and an exit strategy should start at the onset of the programme.

• Based on field experiences from various other countries, UNDP has identified the importance of aligning peace building and conflict prevention initiatives with the process of governance in fragile and conflict-affected contexts. A framework for action is proposed, guided by four overarching objectives, namely: a) building responsive and accountable institutions; b) promoting inclusive participation in the political process; c) fostering resilient society; and d) promoting partnerships among development actors at all levels. This framework is aligned with the conflict prevention framework that is utilized in this project7.

Response Gaps

While the above mentioned interventions and responses have undoubtedly provided an initial, promising foundation for a long-term conflict prevention strategy, some critical gaps still need to be addressed, such as:

1. The enactment of the Conflict Management Law, which, inter alia, would ensure that the Government takes a pro-active stance in mainstreaming conflict prevention into the national and sub national action plans for development, is a lengthy process. Therefore, continuous advocacy for legislation on conflict prevention is still needed at strategic levels to demonstrate that timely response to integrating contentious issues in local development will prevent any disruptions to sustainable peace.

2. Associated policies and legislation for conflict prevention are outdated or incomplete and need an urgent review. The Grand Strategy on Conflict Management, developed in 2003, is still undergoing revision and will need to be

6 Women Associated with Armed Groups 7 Governance for Peace: Securing the Social Contract, UNDP, 2012

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turned into practical guidelines applicable in the field. Moreover, synergies need to be identified for a coordinated approach to conflict prevention and peace stabilization. Initial work under the PTD project has resulted in an agreed framework of action that could become a common reference for all stakeholders in the field of conflict prevention (See Figure 1). Developing and capturing best practices from the field level provide relevant and important input for updating policies and legislation.

3. As a diverse country, Indonesia is undergoing a lengthy process of state and nation building. Yet, ongoing issues of identity conflicts in Indonesia have proven the importance of continuously nurturing the idea of pluralism, tolerance and social cohesion. Presently, these kinds of initiatives are lacking compared to the previous decades when pluralism and tolerance were still included in formal education at primary and secondary school levels. Another example of diminishing tolerance can be seen from the fact that proximity of worship places of different religions is becoming a serious issue nowadays. Rarely are churches found to be built next to mosques or vice versa. Therefore, there is a need to constantly cultivate the notion of pluralism and tolerance in every-day life.

4. The significant potential for local conflicts needs to be recognized and a national response needs to be formulated. Until recently, the Government and development partners have focused on humanitarian support and reconstruction, and only a few initiatives have been developed to protect development investments made through programmes for peace stabilization. Studies undertaken by the World Bank, USAID and UNDP have highlighted the gap in applying a conflict sensitive approach in the development process in the conflict-prone areas.

5. The interlinkages between conflict and sustainable development are not yet clearly understood by development actors and related stakeholders. Thus, the importance of mainstreaming conflict sensitivity into the development cycle needs to be continuously fostered through various means, starting with the development planning process.

6. In relation to the above gap, existing development activities/ programmes specifically aimed to strengthen social cohesion are inadequate in terms of quantity and quality, despite the fact that these kinds of initiatives are needed to overcome the residual impacts of previous conflicts, prevent the relapsing of those conflicts in the future and to avoid the emergence of new conflicts.

7. The required capacities to have a more responsive institutions and resilient society need to be further strengthened, building on the foundation laid by the previous projects. This will include the capacities to manage conflict at the earliest stages of the conflict dynamic.

8. Proper mechanisms for inclusive politics and platforms for mutual dialogue and partnerships amongst development actors need to be expanded in order to develop a commonly agreed social contract between the state and the society, as well as among different groups within the society.

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Mindful of the above mentioned gaps, a longer-term approach must be considered for analyzing and preventing potential conflicts by anticipating emerging conflict drivers at the earliest stages, which could lead to outbreak of violence. There is an obvious need to provide a commonly agreed regulatory and policy framework for peace stabilization and a longer-term strategy for conflict prevention, conflict sensitivity and sustainable development. . Consequently, GOI and civil society must establish an effective and comprehensive conflict management mechanism to avoid future crises and harness the necessary resources for prevention rather than continuing ad hoc reactions to conflict. In this regard, the project “Peace Through Development in Disadvantaged Areas (PTDDA)” has been developed to specifically respond to these challenges.

I. PROJECT STRATEGY

The Peace Through Development in Disadvantaged Areas (PTDDA) Project is designed to contribute to the achievement of the UNDP-GoI Country Programme Action Plan ((CPAP) 2011-2015 Outcome: GOI and civil society are more effective in identifying and managing conflict and their impact within Indonesia’s communities. PTDDA builds on the experiences of GoI and UNDP from ongoing and former projects, such as Peace Through Development (PTD), Strengthening Sustainable Peace and Development in Aceh (SSPDA), and Local Settlement Programme for East Timorese Refugees in East Nusa Tenggara. These projects have laid the foundation and developed the initial capacity of the Government and civil society for conflict prevention, formulated and implemented conflict sensitive development programmes, and empowered local communities to resolve their problems peacefully rather than through the use of violence. Whereas the preceding PTD project has been focused more on downstream work, some upstream work was also initiated and developed during the project implementation. The interconnectivity between upstream and downstream work needs strengthening. Based on this consideration, PTDDA will focus more on downstream work that feeds directly into upstream works. As illustrated in the Conflict Prevention Framework below (Figure 1), a number of interventions (illustrated in yellow) were undertaken through the PTD project, while response gaps have been identified for the prospective PTDDA project (illustrated in blue). As such, PTDDA will continue and strengthen the foundations that have been put in place by previous conflict prevention and peace building initiatives, incorporating lessons and best practices from the above-mentioned projects to narrow the critical gaps identified above. The framework below is based on UNDP’s framework on Governance for Peace, which recommends an overarching approach to governance through the establishment of responsive institutions, inclusive participation, resilient society and partnership building.

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The development of a comprehensive system for conflict early warning, analysis and decision-making is part of an overall objective to foster a society resilient to conflict. The implementation of decentralized conflict sensitive planning and the establishment of inclusive platforms in the form of multi-stakeholder forums are expected to contribute to more inclusive participation in the political process.

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Figure 1. Conflict Prevention Framework

The PTDDA project has been formulated through a participatory process, which included multi-stakeholder meetings with representation from the government, academic institutions, donors, CSOs and beneficiaries at the national, provincial and district levels.

The Legacy of PTD PTD has laid the ground work for national and sub-national conflict prevention initiatives, which includes building the capacities for long-term development, governance and peace building among government actors, local civil society groups, institutes for higher education and the private sector. As described in Table 1, there are four key intervention areas that are critical to putting in place a solid foundation for conflict management, namely: 1) conflict sensitive planning; 2) regulatory framework; 3) Conflict Prevention Framework for Action; and 4) Community-Based Conflict Early Warning and Early Response System (CEWERS). The initiatives started under PTD will be expanded under

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PTDDA to develop a more comprehensive approach to conflict prevention and peace building.

Table 1

Areas of Intervention

PTD’s Achievements PTDDA’s Expected Achievements

Conflict Sensitive Planning (Musrenbang Plus)

• Musrenbang Plus Guideline developed, accompanied by its training modules for facilitators

• Field testing and piloting of Musrenbang Plus concept in target areas

• Enactment of Local Regulations (Peraturan Daerah) on Conflict Sensitive Planning in nine districts of target areas

• Expanding the concept to integrate Budgeting aspect (Conflict Sensitive Planning and Budgeting)

• Incorporation of Disaster Risk Reduction, Poverty Reduction and Access to Justice into Musrenbang Plus

• Nation-wide implementation of Musrenbang Plus

Bill on Social Conflict Management

• Academic Paper and Draft Bill is formulated and consulted extensively to public

• Network of CSOs and Peace Activists initiated and strengthened

• Bill on Social Conflict Management becomes annual priority in National Legislative Agenda and presently being deliberated between the Legislative and the Executive.

• Enactment of Law on Social Conflict Management

• Operational regulations of Law on Social Conflict Management are issued

Conflict Prevention Framework for Action (CPF)

• Academic Paper and Policy Paper is formulated and consulted to various stakeholders

• Draft CPF is developed and ready for public discussion.

• Draft CPF is extensively consulted and disseminated to public

• Adoption of CPF by all relevant stakeholders

• CPF is translated into National Action Plan and Sub-National Action Plans and incorporated into Rencana Kerja Pemerintah (Government Annual Work Plan) and Rencana Kerja Pemerintah Daerah (Local Government Annual Work Plan)

Community-Based Conflict Early Warning and Early Response System (CEWERS)

• CEWERS Guideline is developed through a consultative process in target areas

• Field testing and piloting in target areas

• CEWERS is extensively consulted and disseminated to public

• Nation-wide implementation of CEWERS

Distinct Features of PTDDA The PTDDA project has been designed with its own distinct features, which differentiates this project from previous initiatives. Among others, PTDDA’s distinct features are:

1. Unlike PTD, which has necessarily focused solely on mainstreaming conflict sensitivity into the development planning process (Musrenbang), PTDDA will pay more attention to the synergy between conflict prevention and other closely-related thematic issues such as Disaster Risk Reduction (DRR), Access to Justice and Poverty Reduction.

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2. Developing communities resilient to conflict is the ultimate aim of PTDDA, and therefore, community initiatives are at the centre of the project’s activities, through the implementation of flagship initiatives such as “Sustainable Livelihood for Peace” and “Community-Based Conflict Early Warning and Early Response System”.

3. While PTD was focused more on implementing a generic approach on peace building and conflict prevention initiatives, PTDDA will implement a more localized and custom-made approach for each target area. The specific characteristics of conflict dynamics in target areas will be integrated into the project and activities will vary accordingly.

4. PTDDA’s scheme is mainly based on the inter-linkages among the three outputs of the project. Results from field implementation will be deliberated in the policy formulation process by all conflict stakeholders through a technical coordination group to ensure enacted policies accommodate grass root needs and aspirations.

5. This project will continuously promote the importance of having a commonly agreed Conflict Prevention Framework for Action among national and local stakeholders. This will ensure that an integrated approach to conflict prevention is put in place with a clear division of roles and responsibilities among relevant stakeholders.

6. PTDDA will focus more on implementing strategies that address the issues of uneven development in disadvantaged areas as part of the integral efforts to prevent violent conflicts in those areas.

Table 2. Distinct Features of PTDDA

Aspects PTD PTDDA

Development Planning • Solely focused on mainstreaming conflict sensitivity

• Enriched with the synergies between Conflict Prevention, Disaster Risk Reduction, Poverty Reduction and Access to Justice

Ultimate Aim • Strengthening overall capacities in peace building and conflict prevention

• Fostering resilient community

Programmatic Approach • Generic approach in all target areas

• Localized and custom-made approach for each target area

Linkages between field implementation and policy formulation

• Focusing more on applied peace building initiatives (piloting and field implementation)

• Establishing inter-linkages between the results of field implementation and the policy formulation process.

Common Framework on Conflict Prevention

• Designed in the absence of commonly agreed framework

• Based on an integrated approach to conflict prevention, through a commonly agreed framework for action

Conflict and Development

• Based on the universal relation between conflict and development

• Focusing more on the issues of uneven development in disadvantaged areas.

Inter-linkages among Project Outputs The Project’s architecture consists of three distinct components which are generic in nature, such as, conflict prevention policy and regulatory framework (Output 1),

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institutional system (Output 2) and application of tools and mechanisms for conflict prevention to strengthen community cohesion (Output 3). These components build on existing local structures and a national approach to community development and can easily adapted to local conflict dymanics. National policy development will be directly linked to and supported by best practices developed in target districts and villages. As depicted in Figure 2 below, the interlinkages among the three project outputs are designed to contribute to an overarching aim of establishing Communities Resilient to Crisis. Through synergies with Disaster Risk Reduction, Access to Justice and Poverty Reduction, communities will be more resilient to conflict, and at the same time, will have the required capacity to cope with disasters and economic shocks. Communities will be provided with the opportunity to design and implement their own initiatives on peace building and conflict prevention initiatives that suit their needs and situations. Various tools and mechanisms on conflict prevention will be applied by the communities, such as “Sustainable Livelihood for Peace” or the establishment of community-based “Grievance Handling Mechanisms”. The results of grass-roots implementation will be compiled to identify the lessons learned and best practices, which will in turn help determine generic approaches that can be replicated in other areas. Subsequently, compiled field experiences will be utilized for policy inputs and will become the basis for policy formulation by the established institutional system. This policy input will be regularly deliberated through established institutional systems to distil generic input to be used in policy formulation. This mechanism will ensure that the policy and regulatory frameworks are formulated in a coordinated manner, through participatory discussions amongst various stakeholders. Following the approval and enactment of policies and regulations, it is expected that field level implementation will be improved and/or replicated in target areas. Once again, the field implementation will become the source of policy inputs in the next cycle. Policies should be treated as living documents that are continuously improved. This cycle is expected to continuously revolve throughout theimplementation of PTDDA.

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Figure 2. Communities Resilient to Crisis

Localized strategies for each target areas Initially, the project will target five of the most conflict prone provinces namely, Maluku, North Maluku, Central Sulawesi, Aceh and East Nusa Tenggara. Subject to the availability of funds, the target areas will be expanded and the project will be replicated in other conflict-prone areas in Indonesia. In each province, two target districts will be selected, and in each district two sub-districts and two villages will be selected as target areas. Selection of the districts will be based on a number of considerations including the level of violence, poverty, vulnerability, strategic location, potential for scaling-up and Government commitment. PTDDA activities implemented in each target area will be localized, specific and custom-made according to the situation and challenges in that area, taking into consideration ongoing or previous initiatives in each respective area. In East Nusa Tenggara (NTT), the project will be designed to deal with property and natural resource-related conflicts, especially between Warga Lama (local residents) and Warga Baru (former Timor Leste refugees).

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NTT is a province where 30 percent of residents live below the poverty line and where resources and economic opportunities are scarce and thus, the presence of the Warga Baru has created tensions with local communities. Inter-group conflicts have been triggered by disputes over the utilization of communal land, the illegal appropriation or destruction of private and communal property, resentment over disparities in assistance, access to basic services, including education and health, competition in traditional markets, as well as insecurity caused by acts of violence committed by members of the army and police units previously stationed in Timor Leste8. Considering the above mentioned issues, successfully integrating Warga Baru into the host community is considered to be a key in resolving and preventing conflict in NTT. Therefore, the main focus of the initiatives in NTT will be to strengthen the capacity of the government and civil society in developing and implement conflict prevention and peace building initiatives, which actively involve all stakeholders in the decision-making process. Specific attention will be given to improved governance, equitable access to basic services, economic recovery and the economic empowerment of Warga Baru, in particular women. Understanding land issues, including ownership and usage, access to basic services and the sharing of resources is critical for addressing poverty and improving living conditions. Considering the shared cultural values among the Warga Lama and Warga Baru, PTDDA will utilize a cultural approach as a “vehicle” to strengthen social cohesion through collective cultural events held in border areas between Indonesia and Timor Leste. Results from the Multi-Stakeholder Review of Post-Conflict Programming (MSR) in Aceh, suggest that approximately 1.5 million people, or 39 percent of the population, consider themselves to be victims of conflict. Unemployment rates among former combatants remain high compared to those of civilians, particularly in rural areas where 30 percent of the households are living below the poverty line. Many former combatants and conflict victims claim they have yet to receive any assistance. Another destabilizing threat is the inequality in access to benefits and employment programmes for vulnerable groups9. Hence there remains a need to continue the support to female ex-combatants, Women Associated with the Armed Forces and Groups (WAAFGs) and victims of Sexual and Gender Based Violence (S&GBV), as well as potentially problematic groups such as unemployed former combatants and youth in former conflict areas. However, it is also important to note that the support should be designed in a more inclusive manner addressing vulnerable groups in general, without specifically attributingthem with sensitive labels, such as ex combatants10.

8 Report on the Crisis and Potential Conflict Mapping in Belu , CPRU-UNDP, 2008

9 Including former female combatants, Women Associated with the Armed Forces and Groups (WAAFGs), victims of S&GBV and female headed households. 10Multi-Stakeholder Review of Post-Conflict Programming in Aceh, 2009

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In response to the specific characteristics of the conflict in Aceh, PTDDA will build on the foundation laid by a pilot project11 which utilized a gender responsive approach and bio trade principles to foster the reintegration process among, with a focus on vulnerable and conflict affected women. The initiatives in Aceh will be more focused on livelihood initiatives by utilizing the province’s bio-diversity as a vehicle of the reintegration of conflicting parties, particularly women.

Central Sulawesi is characterized by potential conflict between ethnic groups caused by unequal access to natural resources, poverty, religious issues, and disputed political and administration boundaries. Weak legal institutions remain an important impediment to peace. Moreover, there is a tendency towards growing radicalization among youth groups. Therefore, the main focus of PTDDA project in Central Sulawesi will be on dealing with the increasing radicalization among youth groups through peace education and peace campaigns. The project will work to develop the media’s capacity to actively promote peace. PTDDA will utilize the existing opportunities for conflict transformation, by building capacities for effective law enforcement, increasing community participation in conflict prevention and improving coordination between the local government and the civil society for implementing peace building programmes that promote reconciliation and social cohesion. In Maluku and North Maluku, communities have begun to resist deliberate provocations to spark violent identity conflicts, as seen from the latest incidents in September and December 2011. While religious tolerance and peace are on the rise, the causes of conflict have not been fully resolved and a potential for violence remains if disagreements are not properly managed. Commitments made during the Malino II Peace Agreement have not materialized and local communities criticize exclusive policies and the lack of transparency and participation in decision-making and planning processes. Issues related to community segregation remain the biggest stumbling block to sustainable peace. Moreover, there is evidence of potential problems related to regional autonomy and local elections, including aggressive political campaigning by various ethnic and religious groups for their specific interests, a lack of law enforcement, corruption and provocative media coverage. In Maluku and North Maluku, PTDDA will continue to strengthen social cohesion within the communities, working towards minimizing the geographical segregation between different religious groups. The project will also focus on the need for inclusive, demand-driven peace building activities, in which local institutions and organizations are expected to play a positive role in conflict prevention and promoting reconciliation. More attention will be paid to local solutions, including increasing public awareness for non-violent measures through media and education programmes.

11A Gender-Responsive Approach to Reintegration and Peace Stabilization: Pilot Project in Aceh Selatan

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As part of the project strategy, PTDDA will incorporate the following approaches: Human Rights-Based Approach. The United Nations system has explicitly adopted the human rights-based approach to development. This approach aims to ensure that the rights of the vulnerable and marginalized are not overlooked by the development programmes designed to benefit them. PTDDA adopts a human rights-based approach to socio-economic development, with an emphasis on protecting people and property from violence by developing capacities for sustainable development and monitoring of the development process based on grassroots participation. Specific attention to the issues of Access to Justice will also be an integral part of this project.

Gender Responsive Approach. A breakdown of peace and order, the absence of rule of law and displacement of communities, impact women and girls more acutely. PTDDA will focus on the realization of a gender responsive approach integrated into all its activities, which is consistent with international treaties and constitutional norms. Special attention will be paid to the security of women in crisis and conflict settings, the participation and representation of women in peace negotiations and peace building, as underlined by the United Nations Security Council Resolution 1325 (Women, Peace and Security). This resolution makes reference to (i) issues of prevention and protection of women and girls from conflict; and (ii) women’s contributions to conflict resolutions and sustainable peace, including measures that support local women’s peace initiatives and indigenous processes for conflict resolution that involve women in implementing peace agreements. The Eight-Point Agenda for Women’s Empowerment and Gender Equality in Crisis Prevention and Recovery is a component of UNDP’s crisis prevention and recovery strategy. It is a blueprint for action and advocacy on gender-responsive crisis prevention and recovery (CPR). Furthermore, gender equity enshrined in the Convention on the Elimination of All Forms of Discrimination against Women (CEDAW) will also be an important component of this project.

Conflict Sensitive Approach. The project’s strategic approach for supporting peace and stability is to encourage the application of sustainable development practices which focus on fostering a culture of non-violence and settling disputes through peaceful means. Mainstreaming conflict prevention and Conflict Sensitive Planning (CSP) in the development process will be supported by policies, a regulatory framework and best practices to ensure that the decision-making processes for sustainable development at national, provincial and district levels identify and address the underlying causes of outbreaks of violence. PTDDA will support the effort to mainstream conflict sensitivity into the planning cycles at the national, provincial and district levels respectively. In addition, the project will directly support demand-driven, multi-cultural and inter-ethnic initiatives that promote cross-community peace building.

Outputs and Activities

18

The outputs of PTDDA are ultimately aimed at establishing Communities Resilient to Crisis that have the required capacity to prevent violent conflicts at the earliest stage and are able to transform bring about constructive dialogues and solutions to deter conflict. PTDDA will not only work at the grassroots level on conflict prevention, but will also establish solid linkages with the institutional system and policy frameworks to support local initiatives. Output 1: Policy and regulatory framework for conflict prevention established at national level and in target areas Activity Result 1.1: National Conflict Prevention Framework (CPF) developed and adopted Currently, peace building and conflict prevention initiatives in Indonesia do not yet apply a common, comprehensive framework for action used by all involved stakeholders. Continuing the ground work laid by the PTD project, PTDDA will continue to facilitate the development of a National Conflict Prevention Framework for Action, advocating the principle that conflict prevention is everybody’s business. It is expected that a clear division of roles and responsibilities, with regards to conflict prevention will be delineated in Conflict Prevention Framework for Action to ensure that all parties involved understand exactly the way forward. The Conflict Prevention Framework for Action will provide a detailed course of actions for the effective integration of considerations for conflict prevention into sustainable development policies, planning and programming at all levels. Special emphasis will be put on preparedness and vulnerability reduction. Directives will be given for the development and strengthening of institutions, mechanisms and capacities at all levels, in particular at the community level, where systematic contributes to building resilience to conflict will take place. In a later stage, PTTDA will further translate the Conflict Prevention Framework for Action into concrete action plans that are committed and owned by various stakeholders at the national and sub-national levels. Activity Result 1.2: National and subnational regulations on social conflict management enacted. There are gaps in the current laws that deal with the management of social conflict. These laws are largely reactive in nature and often contradictions between laws exist. There is a need to integrate and coordinate the current approach to conflict management and clarify responsibilities. PTDDA will continue to facilitate the enactment of a Law on Social Conflict Management, which will provide a more comprehensive regulatory framework to manage conflict issues for all stages of conflict (pre-conflict, during, and post-conflict) and will clarify roles and responsibilities. The enacted Law on Social Conflict Management will hold the State responsible for the protection of its citizens and create the necessary

19

conditions for a thriving society where people live in peace and free of fear. Gender-related concerns will be mainstreamed into the Law, which will promote inclusiveness and women’s empowerment. The project will also strengthen the capacity of local government institutions to improve and enforce legislation in support of the implementation of the Law on Social Conflict Management. Considering the richness of the local wisdom in target areas and taking into consideration alternative dispute resolutions (ADR) that exist at the local level, sub-national regulations must be able to capture these local dynamics. In other words, the local regulations will provide room for resolving violent conflicts, not only through the formal judiciary system but also through non-formal systems. However, it is important to note that the use of non-judiciary systems must carefully consider gender aspects, as a traditional law and conflict resolution methods are sometimes gender-biased. It is also crucial to ensure that local regulations enunciate the principle of non-discrimination and express a commitment to equality, pluralism and tolerance among different groups in the society. Activity Result 1.3: Action plans on conflict management developed and mainstreamed into Government Annual Work Plans In relation with the National Conflict Prevention Framework for Action (CPF), the National Action Plan will be developed as the official translation of the framework into concrete action. While the CPF provides a macro framework on conflict prevention, the National Action Plan will describe a detailed course of action for all relevant stakeholders, including both state and non-state actors. To ensure that the National Action Plan is properly implemented, PTDDA will further facilitate systematic efforts to mainstream this action plan into a sectoral Government Annual Work Plans (Rencana Kerja Pemerintah or RKP) so that adequate funding is budgeted for the implementation of the National Action Plan. To promote a culture of prevention, the National Action Plan will provide opportunities for sharing best practices and lessons learned to further strengthen conflict prevention within the context of attaining sustainable development. Conflict prevention is a cross-cutting issue and the National Action Plan will take on a multi-sectoral approach and take into account human rights and gender perspectives, ethnic and cultural diversity, vulnerable groups, as well as empowerment of communities and local authorities. The National Action Plan will incorporate recommendations from the provincial and the districts levels, and consider synergies with sectoral action plans. As a follow up of the National Action Plan, each target area will develop respective sub-national Action Plans through comprehensive coordination and integration of all sectoral efforts relavant to conflict prevention and peace building initiatives. The existence of sub-national action plans will ensure that conflict prevention measures will continuously constitute important development objectives in the target areas. In the same way with the national level, the Sub-national Action Plans will also be mainstreamed into the Local

20

Government Annual Action Plan (RKPD) to ensure the availability funds to support the implementation. Output 2: Institutional system for conflict prevention established at national level and in target areas Activity Result 2.1: Technical Coordination Mechanism on conflict prevention established and functioning One of the main issues regarding the institutional system on conflict prevention is the current absence of a technical coordination mechanism among government institutions dealing with the conflict issues. There is no specific institution that is responsible for conflict management, rather roles and responsibilities are scattered amongst a number of government institutions (Coordinating Ministry of Social Welfare, Coordinating Ministry of Politics-Laws and Security, Ministry of Home Affairs, Ministry of Social Affairs, National Development Planning Agency, and many others). Some are responsible for the pre-conflict stage, while others are given responsibilities over the conflict stage or the post-conflict stage. The lack of a coordination mechanism means that there are no integrated discussions on emerging challenges and measures are still largely separate, and sectorally determined. Responding to the above issues, a Technical Coordination Group (TCG) for conflict prevention will be established at strategic Government levels nationally, provincially and at district levels. The establishment the TCG is expected to facilitate more effective mainstreaming of conflict prevention. The TCG will consist of various government institutions that deal with peace building and conflict prevention initiatives. A three-tiered arrangement will facilitate direct communication between the target communities, operational level and policy makers at the highest level to transform best practices implemented drawn from the community level into national legislation and policies for conflict prone areas. One of the principle dialogue partners of the National TCG is Forum Pemda Damai,12 a forum consisting of 10 local governments of conflict-prone provinces. Through constructive dialogues with Forum Pemda Damai, the National TCG for conflict prevention is expected to formulate policy recommendations and boost the commitment of relevant key Government sectors to apply the CSP in conflict prone areas. PTDDA will continuously facilitate the regular dialogues between policy makers at the national level and the sub-national levels to ensure that bottom-up aspirations are taken into account in policy formulation. In conjunction with the establishment of the TCG, PTDDA will also facilitate the establishment of the United Nations Technical Working Group (UNTWG) on conflict prevention, which will serve as the medium for interaction, coordination and knowledge 12The members of Forum Pemda Damai are Aceh, Kalimantan Barat, Kalimantan Tengah, Jawa Timur, Sulawesi Utara, Sulawesi Tengah, Nusa Tenggara Timur, Maluku, Maluku Utara, and Papua

21

sharing among UN agencies on peace building and conflict prevention issues. This forum is also expected to become a valuable dialogue partner for the Government’s TCG in discussing conflict management issues as well as in advocating the enactment of required policies and regulations on these matters. It is also expected that these regular dialogues will enhance the alignment of UN agencies’ initiatives w (as stated in UNPDF) with government initiatives. The existing UNPDF Group on Resilience/Disaster Risk Reduction is expected to set up the UNTWG on Conflict Prevention. Activity Result 2.2: Local multi-stakeholder forums for conflict prevention and early warning established and functioning Multi-stakeholder forums will be established at the local level to function as a medium for interaction among all stakeholders, a venue to promote cohesiveness between different community groups from diverse background, a platform to discuss development issues and conduct joint advocacies to decision makers, and at the same time be a part of the early warning system for potentials of conflicts. Considering the strategic role of these forums, it is of utmost importance that community groups with varied backgrounds are accommodated. These multi-stakeholder forums are expected to take the lead in conducting early response measures to respond to emerging conflict. The active involvement of various women’s groups/activists in the forums will ensure that women’s voices and aspirations are heard and taken into account. The multi-stakeholder forums will consist of various groups in the communities such as ethic and tribal leaders, religious leaders, youth leaders, representatives of vulnerable groups and indigenous people (Masyarakat adat) as well as existing forums in target areas (Forum Kerukunan Umat Beragama, Forum Kewaspadaan Dini Masyarakat, etc.). As required by the local context, the forums will consists of several working groups. These working groups can consists of groups on interfaith dialogue, youth empowerment, conflict early warning and early response, etc. PTDDA will also ensure that networking among local forums and relevant civil society and women’s groupsis supported. Solid networking will allow cross-learning and the exchange of knowledge and experiences between the national levels and the field, as well as between provinces, districts and communities. Support will be provided to women’s CSOs working on engagement for peace, equality, access, and community empowerment to support the emerging leadership of women in conflict prevention, dispute resolution, reintegration and peace building at all levels. The working groups will gain feedback on the local context and best practice, which will facilitate the development of policies, legislation and implementation guidelines. The forums will be able to link and exchange learning with internationally through existing networks such N-PEACE. PTDDA will strengthen the forum system and will make the forums and networks integral to the community at large. PTTDA will advocate for the mobilization of resources to support the forums, including the lobbying local government to allocate budgets for this purpose.

22

Output 3: Communities are able to implement conflict prevention and social cohesion initiatives utilizing tools and mechanisms towards safe and stable well-being. Activity Result 3.1: Community Initiatives for sustainable peace applied Building social capital in all its forms is considered critical for sustainable peace in post-conflict or potential conflict areas. Social capital acts as an invisible glue to bond a community together during difficult times. Therefore, PTDDA will provide support to various stakeholders who have outstanding ideas on peace building and conflict prevention initiatives. This will include initiatives that build trust among the local people and the local institutions, encourage participation and active engagement of different groups, support social networks, promote pluralism, and increase the responsiveness of authorities to people’s needs and aspirations. The project will also provide opportunities to support the development of various knowledge products that could codify and distil lessons learned and best practices, based on the implementation of peace building initiatives. The support will be provided in the form of grants to fund a wide-range of activities directly contribute to conflict prevention and peace building, and provide technical assistance to local Governments and CSOs/NGOs/CBOs. One of the flagship initiatives under this particular activity result is Sustainable Livelihood for Peace. Communities will be given a wide range of opportunities to generate sustainable livelihood, which at the same time contribute to sustainable peace in their areas. These livelihoods initiatives are considered a “vehicle” for building social cohesion amongst previously conflicting parties or groups. Livelihood initiatives will ensure that different groups within communities have similar economic opportunities and therefore, it will gradually strengthen social relations, interactions and ties. PTDDA will promote livelihood activities that bring together neighbouring communities through establishing economic ties between the communities, which will then gradually strengthen social ties. In addition, this approach will address poverty as a potential source of conflict and underlying inequalities. The impact of the economic interventions on community dynamics, specifically on wider-scale reintegration in the longer-term development process will have a positive effect in the communities. In Aceh Selatan, a multi-stakeholder nutmeg forum resulted in more cohesive relations amongst stakeholders by providing an opportunity for collaboration, which, prior to the intervention, was not a common occurrence13. Active participation of women in economic livelihood activities will be encouraged.

Managing people’s expectations in post-conflict environments and in the development process in general is critical for maintaining peace and preventing new conflicts from arising. Violent conflicts in Indonesia are often characterized by a long history of dissatisfaction in government policies and regulations. Consequently, there is a need for

13 A Gender Responsive Approach for Reintegration and Peace Stabilization Project Final Report, UNDP 2012

23

proper channels and mechanisms for communities to express their inquiries, complaints and grievances with regard to development. The establishment of grievance handling mechanisms to ensure that complaints and questions are being heard and acted upon by the corresponding government institutions is one of the key areas of intervention in this project. The established mechanisms will be community-based and will provide a variety of appropriate channels for grievances, such as through short message services (SMS), direct contacts with the trained village cadres, establishing access to designated government offices for grievance handling and through the use of mass media to raise grievances and holding the government accountable for their responses. However it is important to note that effective grievance handling mechanisms depend on14:

1. The institutional capacity of local CSOs; and 2. The local social and political context, which can influence power relations between

CSOs and key stakeholders, and gender relations in the community. PTDDA will also focus on the needs and priorities of the most vulnerable and marginalized populations in conflict areas and support the training of village cadres for raising legal awareness and encouraging CSO action for advancing human rights, in particular those of women. This project will also facilitate the development of local regulations or Perda and provide legal assistance at the grassroots level, in conjunction with the improvement of existing Alternative Dispute Resolution mechanisms. Moreover, it will encourage group formation and strengthening of existing groups when supporting communities in obtaining legal support for issues such as community development, livelihood development, reproductive health, natural resource management and agrarian reform. Mass media will be used as a vehicle to express grievances in support of Alternative Dispute Resolution mechanisms. In supporting the Musrenbang process, PTDDA will provide funding to the communities to execute their proposed initiatives identified during the annual Musrenbang process. By implementing the Conflict Sensitive Planning approach, the Musrenbang process is expected to generate a variety of proposed activities that promote peace and conflict prevention in the target areas. However, without a strong buy-in from the local stakeholders, it will be difficult to obtain the required budget allocations for these community-proposed initiatives. Moreover, there is a general notion that local budgets are limited, making the prioritization of conflict prevention initiatives difficult, particularly when weighted against the need for infrastructure development. For this reason, PTDDA will fund initial proposals, which will then be promoted as good examples and best practices to local stakeholders, gradually stimulating their awareness. Once these initiatives are considered important and critical in the target areas, funding for these initiatives is expected to be gradually taken over by the local government.

Activity Result 3.2: Conflict Sensitive Planning (CSP) applied in target areas

14 LEAD Project Impact Assessment Final Report, UNDP, 2011

24

Violent conflicts often arise from poor government policies and unequal allocation of resources among various groups in the communities. In many cases, ethnic and religious identities become the basis for the distribution of welfare by the authorities. This situation is often rooted in poor planning mechanisms. Thus, strengthening the mechanisms of development planning plays an important part in overall conflict prevention efforts. PTD initiated this through the development of a complete set of guidelines and manuals to implement Conflict Sensitive Planning (CSP), starting from the village level up to the province level. By applying CSP in target areas, this project will respond to the Government’s continued need for improved capacity for a planning mechanism which recognizes, anticipates and responds, in a timely fashion, to conflict drivers that threaten to inhibit socio-economic development. The effectiveness of CSP is demonstrated through the formulation of conflict sensitive plans, prioritization and implementation of activities, as well as analyzing the impact of the development plans on key parties involved. CSP incorporates a participatory planning approach that includes community groups as key partners for development, and allows beneficiaries to be involved in the implementation and monitoring of the end results. The participation of vulnerable groups and marginalized communities, (including women and minority groups) in the decision-making process at the grassroots level will be strengthened accordingly. For this project, the Musrenbang process is the key entry point for sustainability as it is the official planning mechanism of the Government and is conducted annually. Musrenbang is the only official forum which allows the community to voice their concerns regarding the allocation of development funds. Once the ideas and concepts of conflict prevention are mainstreamed into the Musrenbang process, the government will be able to continue the implementation of an improved, conflict sensitive, development planning process. Activity Result 3.3: Early Warning and Early Response System applied in target areas PTD initiated the development of guidelines on Community-Based Conflict Early Warning and Early Response System (CEWERS), which provides guidance for local stakeholders in establishing preventive measures that respond to the emergence of conflict potential within the communities. PTDDA will utilize the developed guidelines in i target areas to establish CEWERS, enabling decision makers and relevant stakeholders with to detect and prevent violent conflicts at the earliest stage. The ultimate goal is not just to predict conflicts through early warning, but to facilitate early responses which will prevent conflict from occurring. Prevention requires both local capacity and the credibility of intervening organizations. Constraints occur when Governments do not recognize early warning information, or when different actors agree on conflict analysis but do not adopt the same public position on issues. Nevertheless, partnerships between Governments and CSOs need to be strengthened to address the identified issues, whereby civil society plays both a critical and a supporting role in (government-driven) peace initiatives. Existing local wisdom and other customary

25

initiatives will become the foundation for establishing the Community-Based Conflict Early Warning and Early Response Systems. Most importantly, an effective CEWERS should enable accurate identification of the root causes of conflicts and help reduce conflict potential by providing strategic advice to decision-makers. Activity Result 3.4: Peace promotion through pluralism education and public campaign on conflict prevention applied Peace building and conflict prevention requires a comprehensive and integrated approach. Public awareness and support are essential in achieving change, particularly in fostering a shift towards recognition for pluralism and peaceful cohabitation and a culture of prevention. PTDDA will support a public awareness campaign and facilitate the integration of prevention and peace building into the formal education system. The strategic message of the public awareness campaign will be directed at the relation between conflict prevention and sustainable development, and in particular the advancement of women. At the national level, key activities will be on developing a national strategy and the identification and development of collective messages. At the local level, campaign activities will be adapted to suit the local context, including the consideration of adat laws and institutions. Appropriate partners will be identified and local networks of organizations will be strengthened with the objective of sharing information on conflict prevention, human rights and gender sensitivity (including GBV) and developing materials for public education, with a focus on women and youth. At the school level, PTDDA will replicate the integration of peace education into school curriculum to new target areas. The main aims are to develop skills, knowledge and change of attitudes of school-aged children and to institutionalize peace education through the development of local regulations. This is an appropriate and influential medium for promoting tolerance and rejection of violence, including GBV, and educating the youth on ethnic and religious diversity. PTDDA will also work to mainstream peace and conflict prevention into the training system for government employees. In close collaboration with the State Administration Agency or Lembaga Administrasi Negara - LAN, PTDDA will develop a specific course on conflict management that will provide the required knowledge and skills to all government employees in Indonesia. Through this mandatory course, the concept of conflict sensitive development will be understood by the authorities, not only at the national level but at the local level as well. Activity Result 3.5: Peace and Development Analysis (PDA) developed and updated The capacity to prevent violent conflicts and to properly respond to them depends considerably on the level of understanding of the nature of the conflict itself. The project will use UNDP’s Peace and Development Analysis (PDA) as a tool to equip local stakeholders with the required knowledge to manage conflict potential in their respective

26

areas. The PDA methodology provides a comprehensive framework for the analysis of peace vulnerabilities and capacities of key stakeholders and opportunities for response. While the mass violent conflicts in Indonesia have been contained, the underlying causes have not been fully addressed, and thus could lead to renewed outbreaks of violence. At the same time, it is believed that a shift has taken place from religious to inter-ethnic conflicts. The last PDA was conducted in 2004, which then became the basis for developing the Peace Through Development (PTD) Project. The PDA needs to be urgently updated and expanded to include Aceh, and Papua, as well as other conflict-prone areas in order to provide a reliable basis for identifying the most pressing development needs for stabilizing peace. For this purpose, a simplified version of the PDA will be developed for cost efficiency and time effectiveness. A simplified PDA will enhance the applicability of the tool, allowing the local multi-stakeholder forums to regularly update the analysis on their own. Moreover, by simplifying the PDA process, required resources are expected to become available from the local government budget, without depending too much on external resources and capacities. The project will also contribute to the availability of knowledge on Indonesia’s conflict dynamics, through the development and regular updating of ‘fast facts’ on conflict issues in all target areas. This will be done through the regular publication of semi-annual ‘fast facts’, which will be disseminated to all relevant stakeholders, including the government, CSOs and peace activists.

27

II. ANNUAL WORKPLAN (2012 – 2015) WITH TOTAL AVAILABLE BUDGET AMOUNTING TO USD 1,140,000.

Annual Workplan - 2012 PLANNED ACTIVITIES

List activity results and related actions Q1 Q2 Q3 Q4Funding Source

Budget Description

Amount

Output 1 Policy and regulatoryframework for conflict preventionestablished at national level and intarget areas

Activity Result 1.1: National Confl ict Prevention Framework developed.

X X Coordinating Ministry for People's Welfare.

Indicators: Activity actions:

∙ Progress in developing and implementing national confl ict prevention framework

1) Provide technical assistance for multi‐stakeholder consultative meetings on finalization of the CPF.

15,000

∙ Availability and implementationof national and subnational regulatory and control frameworks

2) Programme Support 27,241

∙ Availability and implementation of national and subnational action plans of confl ict prevention and community safety and security.

Activity Result 1.2: National and subnational regulatory framework on Social Conflict Management enacted.

X X Ministry of Home Affairs.

Baseline: Activity actions:

∙ None

1) Conduct consultative meetings for formulation of regulatory derivatives and operational regulations.

6,500


∙ CPF consulted to GOI and partners. ∙ Draft Bill on Social Confl ict Management continues as a priority for NLA 2012 and reviewed by

EXPECTED OUTPUTS

TIMEFRAME

RESPONSIBLE PARTYPLANNED BUDGET

∙ Draft Bill on Social Conflict Management has been included in the National legislative agenda 2010‐14, and XX regulations have been approved in Maluku, North Maluku and Central Sulawesi; International framework on prevention of armed social conflicts is available.

28

PLANNED ACTIVITIES


Budget Description

Amount

∙ None

Targets in 2012:

∙ CPF consulted to GOI and partners.

Related CP outcome: GOI and civilsociety are more effective inidentifying and managing confl ictsand their impact within Indonesia’scommunities.

Sub Total Output 1 75,982

Output 2 Institutional system forconflict prevention established atnational level and in target areas.

Activity Results 2.1: Technical Coordinationmechanism on conflict prevention established andfunctioning.

X X Coordinating Ministry for People's Welfare


∙ Implementation of technical coordination mechanism at national and subnational levels.

1) Conduct coordination meetings onprogrammatic, managerial and financial aspectsof project implementation, and develop projectimplementation guidelines based on PMIG.

10,000

∙ Implementation of multi‐stakeholder conflict prevention and early warning forums in target areas.

2) Set up the national level TCG and conduct routine coordination and consultative meetings on crucial issues of conflict prevention.

5,000


Baseline:

∙ None

∙ Multi‐stakeholder forums initiated in 3 of 5 target provinces.∙ Intersectoral coordination mechanism set up.∙ TCG provides initial guidance on use of CPF∙ National PMU set up and project staffs recruited.

EXPECTED OUTPUTSTIMEFRAME


29

PLANNED ACTIVITIES


Budget Description

Amount

Related CP outcome: GOI and civi lsociety are more effective inidentifying and managing conflictsand their impact within Indonesia’scommunities.Targets in 2012:

∙ Intersectoral coordination mechanism set up.

∙ TCG provides initial guidance on use of CPF

∙ National PMU set up and project staffs recruited.

Related CP outcome: GOI and civi lsociety are more effective inidentifying and managing conflictsand their impact within Indonesia’scommunities.


Activity Result 3.2: Conflict Sensitive Planning(CSP) applied in target areas.

X X National Development Planning Agency.

Activity actions:

Indicators:

∙ Extent to which all tools andmechanisms are codified andinfluencing policy formulation.

1) Conduct expert review and consultations of theconflict‐sensitive planning process based onnewly developed guidelines for national adoption.

10,000

∙ # and type of conflict preventiontools and mechanisms developed andimplemented in target areas and wellknown;


∙ # and type of context‐specific earlywarning mechanisms appliedin targetareas, including through governmentbusiness process.



Output 3Communities are able to apply conflict prevention tools and mechanisms that promotes social

30

PLANNED ACTIVITIES


Budget Description

Amount

Activity Result 3.3: Early warning and earlyresponse applied in target areas.

X X Ministry for the Development of Disadvantaged Areas.


∙ Peace and Development Analysis(PDA) for target areas not updatedsince 2005.

1) Facilitated by at least one expert, conduct multi‐stakeholder consultative dialogues to review theCEWER system and incorporate results of piloting.

7,959

∙ Confl ict sensitive planning (CSP) ispiloted in 3 provinces and 6 districts,and public awareness activitiesinitiated in 4 districts;


∙ Community‐based complaintsmechanisms (CBCM) initiated in 6districts, and guideline on earlywarning and early response (EWER)developed.Targets in 2012:

∙ 1. CSP process guidelines reviewedand initial discussions for policydevelopment; ∙ 2. CEWERS guideline reviewed andinitial discussions for policydevelopment .∙ Baseline survey completed and datarecordedRelated CP outcome: GOI and civilsociety are more effective inidentifying and managing confl ictsand their impact within Indonesia’scommunities.


GRAND TOTAL AWP 2012 204,790



31


List activity results and related actions Q1 Q2 Q3 Q4 Funding SourceBudget

DescriptionAmount


Activity Result 1.1: National Confl ict Prevention Framework (CPF) developed.

X X X X Coordinating Ministry for People's Welfare.



1)Provide technical assistance for multi‐stakeholder coordination meetings to finalize and GOI buy‐in of the CPF.

7,500

∙ Availability and implementation of national and sub‐national regulatory and control frameworks

2) Conduct one high level National Workshop onthe adoption of the CPF for action and issuance ofa regulatory policy of the CPF.

12,500

∙ Availability and implementation of national and sub‐national action plans on confl ict prevention and community safety and security

3)Programme support 31,442

Baseline:

∙ NoneActivity Result 1.2: National and subnational regulatory framework on Social Conflict Management enacted.

X X X X Ministry of Home Affairs.

Activity actions:

1) Provide technical assistance and conductconsultative meetings for the development ofnational level regulatory derivatives andoperational regulations on social conflictmanagement law.

15,000

∙ None 2) Programme support 31,442

Targets in 2013:

∙ CPF adopted by GOI and partners;

∙ Relevant national regulation drafted on social confl ict management;

Activity Result 1.3: Action Plans on confl ict management developed and mainstreamed into RKPs.

X X X X Ministry for the Development of Disadvantaged Areas.



∙ Draft Bill on Social Conflict Management has been included in the National legislative agenda 2010‐14, and XX regulations have been approved in Maluku, North Maluku and Central Sulawesi;

32

PLANNED ACTIVITIES


DescriptionAmount

∙ Development of guidelines to formulate national action plan incorporating community safety and security.

Activity actions:

Related CP outcome: GOI and civil society are more effective in identifying and managing confl icts and their impact within Indonesia’s communities.

1) Establish a national taskforce in identifying and coordinating inputs through a national guideline for the formulation of National Action Plan on confl ict management on basis of CPF.

5,000

2) Conduct series of multi‐stakeholder meetings to initiate development of NAP that incorporates community safety and security, mainstreaming ssues on gender and peace building.

10,000

3) Programme support. 31,442



Activity Results 2.1: Technical Coordination Mechanism on conflict prevention established and functioning.



∙ Implementation of technical coordination mechanism at national and sub‐national levels

1) Conduct quarterly coordination meetings of TCG with other institutions and agencies for updating and problem‐solving of confl ict prevention and development issues.

5,000

2) Conduct programmatic and administrative review of outputs and indicators and workplanning.

7,500


Baseline:

∙ None

∙ Multi‐stakeholder forums initiated in 3 of 5 target provinces.




33

PLANNED ACTIVITIES


DescriptionAmount

Targets in 2013:

‐ Fora for partnership with TCG established and feedback collected on issues of conflict prevention;‐ TCG guidance on setting up of indicators and development of annual workplan.



Output 3. Communities are able toapply conflict prevention tools andmechanisms that promotes socialcohesion, and sustainable welfareand livelihoods towards safe andstable well‐being.

Activity Result 3.2: Conflict Sensitive Planningapplied in target areas

X X X X National Development Planning Agency.


∙ Extent to which all tools and mechanisms are codified and influencing policy formulation.

1) Conduct multi‐stakeholder workshops and consultative meetings of the CSP guideline by incorporating inputs from the provinces for development of regulatory policy for national adoption of CSP process.

7,500

∙ # and type of conflict prevention tools and mechanisms developed and implemented in target areas and well known;

2) Printing and dsitribution of CSP guidelines to obtain provincial/distric inputs to the guideline

1,500



34

PLANNED ACTIVITIES


DescriptionAmount

∙ # and type of context‐specific early warning mechanisms appliedin target areas, including through government business process.

3)Programme Support 52,824

Baseline:

∙ Peace and Development Analysis (PDA) for target areas not updated since 2005.∙ Conflict sensitive planning (CSP) is piloted in 3 provinces and 6 districts, and public awareness activities initiated in 4 districts;



∙ Guideline on early warning and early response (EWER) developed.

Targets in 2013: Activity actions:

‐ CSP guidelines dessiminated, incorporating provincial inputs and formulate national policy;

1) Facilitated by an expert conduct multi‐stakeholder discussions to finalize nationalguideline on CEWERS and formulation of anational regulatory policy for adoption of thesystem.

5,000

‐ CEWERS guidelines disseminated and formulation of national policy regulation.

2) Conduct series of meetings for the formulationand issuance of a regulatory policy on CEWERS.

7,741

Related CP outcome: GOI and civilsociety are more effective inidentifying and managing confl ictsand their impact within Indonesia’scommunities..






35



DescriptionAmount


Activity Result 1.2: National and subnational regulatory framework on social conflict management enacted.




1) Provide technical assistance for the development of local regulations complementing the national regulatory derivatives and operation regulations on social conflict management law.

7,500


2) Provide continues techical assistance for the finalization and issuance of the national regulatory derivatives and operational regulation on social conflict management law.

7,500



Activity Result 1.3: Action Plans on Conflict Management developed and mainstreamed into RKPs.



∙ None

1) National Taskforce to faci l itate FGDs and conduct multi‐stakeholder workshops to develop NAP and consultative meetings to formulate national regulatory policy for adoption of NAP.

10,000



36

PLANNED ACTIVITIES


DescriptionAmount

∙ Draft Bil l on Social Conflict Management has been included in the National legislative agenda 2010‐14, and XX regulations have been approved in Maluku, North Maluku and Central Sulawesi; International framework on prevention of armed social conflicts is available.


∙ None

Targets in 2014:

‐ Relevant national regulation developed and subnational regulation drafted on social conflict management;

‐ National Action Plan for conflict prevention developed and disseminated.




Activity Results 2.1: Technical CoordinationMechanism on conflict prevention established andfunctioning.

X X X X Ministry for the Development of Disadvantages Areas.



1) Conduct quarterly coordination meetings ofnational TCG on conflict prevention anddevelopment issues including policy and advisorysupport to the formulation of RPJMN 2015‐2020that incorporates confl ict prevention and peacebuilding issues

4,000



37

PLANNED ACTIVITIES


DescriptionAmount

2) Conduct programmatic and administrativereview of outputs and indicators andworkplanning

4,000


3) Programme support 51,337

Baseline:

∙ None


Targets in 2014:

‐ TCG provides advisory support and guidance for the formulation of RPJMN 2015‐2020 incorporating conflict prevention and peace building;

‐ TCG continues to provide guidance on setting up indicators and development of annual workplan.



Output 3 Communities are able toapply conflict prevention tools and



Activity actions:



38

PLANNED ACTIVITIES


DescriptionAmount

Indicators:1) Conduct consultative meetings to finalize CSP guideline and national regulatory policy on conflict‐sensitive planning process.

10,000


2) Conduct one national workshop for the adoption of CSP guideline and launching of a national regulatory policy on conflict‐sensitive planning.

7,500

∙ # and type of conflict prevention tools and mechanisms developed and implemented in target areas and well known; 3) Programme support. 53,711 ∙ # and type of context‐specific early warning mechanisms appliedin target areas, including through government business process.

Activity Result 3.3: Early warning and earlyresponse system applied in target areas.

X X X X Ministry of Underdeveloped and Disadvantaged Areas.


∙ Peace and Development Analysis (PDA) for target areas not updated since 2005.

1) Conduct national dessimination and launch ofnational regulatory policy on CEWERS.

7,325

∙ Conflict sensitive planning (CSP) is piloted in 3 provinces and 6 districts, and public awareness activities initiated in 4 districts;

2) Programme support.

53,711 ∙ Community‐based complaints mechanisms (CBCM) initiated in 6 districts, and guideline on early warning and early response (EWER) developed.

Targets in 2014:

‐ CSP national guideline finalized and issuance of national policy for adoption;



39

PLANNED ACTIVITIES


DescriptionAmount

‐ National policy on CEWERS issued and disseminated.






40



DescriptionAmount






1) Launching of nation‐wide regulatory derivatives and operational regulations on social conflict management law.

14,365


2)Programme support. 81,462


Baseline:Activity Result 1.3: Action Plans on Conflict Management developed and mainstreamed into RKPs.


∙ None Activity actions:


1) Conduct national workshop for the adoption of the NAP and launching of national regulatory policy of the NAP.

12,500

∙ None 2) Programme support. 81,462

Targets in 2015:

‐ National regulatory derivatives and operational regulation on social conflict management disseminated;



41

PLANNED ACTIVITIES


DescriptionAmount

‐ National regulation on adoption of NAP on confl ict prevention issued and disseminated.








1)Conduct exit meeting of TCG and closure workshop of PTDDA.

10,000


2) Develop for circulation on lessons and successstories of PTDDA upstream work.

7,500

Baseline: 3) Programme support 81,462

∙ None


Targets in 2015:

‐ Dissemination of lessons learned and good practices of National Action Plan implementation and support in the development of RPJMN 2015‐2020.



42

PLANNED ACTIVITIES


DescriptionAmount



Output 3 Communities are able toapply conflict prevention tools andmechanisms that promotes socialcohesion, and sustainable welfareand livelihoods towards safe andstable well‐being.Indicators:

∙ Extent to which all tools and mechanisms are codified and influencing policy formulation. ∙ # and type of conflict prevention tools and mechanisms developed and implemented in target areas and well known; ∙ # and type of context‐specific early warning mechanisms appliedin target areas, including through government business process.

Baseline:

∙ Peace and Development Analysis (PDA) for target areas not updated since 2005.∙ Conflict sensitive planning (CSP) is piloted in 3 provinces and 6 districts, and public awareness activities initiated in 4 districts;



43

PLANNED ACTIVITIES


DescriptionAmount

∙ Community‐based complaints mechanisms (CBCM) initiated in 6 districts, and guideline on early warning and early response (EWER) developed.

Targets in 2015:

‐ none


‐




44

Management Arrangements Implementation Modality PTDDA will be implemented in line with the UNDP Country Programme Action Plan (CPAP) 2011–2015 and will apply the National Implementation (NIM) modality. The Ministry for the Development of Disadvantaged Areas - KPDT has been designated as the Implementing Partner (IP). The IP will implement PTDDA on behalf of the Government of Indonesia (GoI) and will be fully responsible and accountable for successfully managing and delivering the project outputs according to the National Implementation by the Government of UNDP Supported Project: Guidelines and Procedures, as well as the terms and conditions described in this document and accompanied annexes for detailed arrangement. The IP will appoint a National Project Director (NPD) at the Deputy V of Special Regions Development -KPDT for day to day management of PTDDA. The NPD may associate one or more other entities (Government institutions at national level) with it in carrying out project activities. Other entities that may be associated with the implementing partner in project implementation are known as Responsible Parties (RP) under the harmonized programming arrangements. A Project Board will be established comprising of representatives of KPDT, BAPPENAS, KEMENKOKESRA, KEMENDAGRI, KEMENSOS, and UNDP for the purpose of oversight of project activities. The Chair of the Project Board is the National Project Director (NPD). The Ministry for the Development of Disadvantaged Regions (KPDT) c.q. the Deputy V of Special Regions Development is the most relevant implementing agency for the PTDDA Project because the project will mainly focus on disadvantaged areas and due to the inter-link between conflict and uneven development. The data shows that among 183 disadvantaged regions in Indonesia, 143 regions are conflict-prone regions. Thus, PTDDA which puts forward the welfare approach is expected to accelerate development process in those regions, thereby at the same time it will reduce the vulnerability to conflict. Since PTDDA’s approach is multi-sectoral, KPDT as the Implementing Partner will establish close coordination with other responsible parties such as BAPPENAS, KEMENKOKESRA, KEMENDAGRI and KEMENSOS.

45

UNDP will provide Country Office Support Services in the form of (i) the identification and recruitment of project personnel (ii) procurement of goods and services (iii) the administration of financial donor contributions and (iv) Monitoring and Evaluation. There are four main modalities for the delivery of the Project inputs: 1. Sub-contracting In delivering the Project and services identified in the planning process, PTDDA may work with relevant technical agencies at various levels to conduct a transparent and accountable procurement process. For specific types of goods and services as required by the Project, UNDP may manage the procurement process directly. 2. Grants Within each district, a fund will be allocated to a grants scheme. District Project Committee will draw up a guideline including specific criteria for grant applications based on the outcomes of the local planning process. The purpose of the grants scheme is to provide funds for CSOs/CBOs to undertake innovative projects in the context of conflict prevention and peace building. Project Committees will review and endorse proposals that meet the

PMU led by a National Project

Manager

Project BoardSenior Beneficiary

Directorate for Special Regions and Disadvantaged Areas- BAPPENAS; Deputy Assistant for Social Conflict Affairs-KEMENKOKESRA Directorate for National Vigilance-KEMENDAGRI Directorate for Social Protection and Social Disaster Victims-KEMENSOS

Executive Deputy V- Special Regions

Development -KPDT

Senior Supplier Head of CPRU – UNDP,

Donors

Project Assurance Programme Team of

Conflict Prevention Cluster - UNDP

Figure 3: Project Organisation Structure

ACEH P-PIU/D-

PIU

EAST NUSA

TENGGARA P-PIU/D-PIU

MALUKUP-PIU/D-PIU

NORTH MALUKU

P-PIU/D-PIU

CENTRAL SULAWESI P-PIU/D-PIU

46

guidelines and are evaluated as being beneficial for the district. Technical asssitance will be provided to support the formulation and implementation of selected projects. Grants may also be provided to various initiatives at the provincial and national levels, as required by the Project. 3. Technical Assistance (TA) Where specific TA is required, the PTDDA Project will recruit consultants to provide technical assistance. The recruitment of consultants will be managed by the National Project Management Unit. 4. Joint Funding with Regional Governments Joint funding arrangement is required at the national and regional levels in the form of matching fund to support project implementation and to fund innovative activities that contributes to the objectives of PTDDA Project. These arrangements will be formalized in partnership agreements between the PTDDA Project and the Government of Indonesia. Project Management Structure and Responsibilities Deputy V-Special Regions Development -KPDT will closely cooperate at the national level with Directorate for Special Regions and Disadvantaged Areas- BAPPENAS, Directorate for National Vigilance-KEMENDAGRI, Deputy Assistant for Social Conflict Affairs-KEMENKOKESRA and Directorate for Social Protection and Social Disaster Victims-KEMENSOS. At the local level, KPDT will work with the Local Government represented by BAPPEDA as the focal point in the provinces and districts. For day to day implementation, the NPD will be supported by a National Project Management Unit (N-PMU). The provincial BAPPEDA will be supported by a Provincial Project Implementation Unit (P-PIU), which is designed to support the implementation of PTDDA Project at the provincial level, who reports to the N-PMU. A district PIU (D-PIU) is designed to support the implementation of the project at the district level and reports to the P-PIU. P-PIU will consolidate all reports from the D-PIU for submission to the N-PMU.

47

• KPA • Authorized Budget Owner (PPK) • Examining Officer (PPSPM) • Treasurer (BEND)

• National Technical Advisor

Figure 4. Management Structure of PTDDA Project

District Project

Implementation Unit

• D-PIU Staffs

BAPPEDA II District Project

Committee (Chaired by BAPPEDA II) SKPD II

Provincial Project

Implementation Unit

• P-PIU Staffs

BAPPEDA I Provincial Project

Committee (Chaired by BAPPEDA I)

SKPD I

Project Management Unit

• National Project Manager • Operations Manager • PMU Staffs

Deputy V - Special Regions Development - KPDT

(National Project Director)

ASDEP II for Deputy V - KPDT (Deputy National

Project Director)

UNDP (CPRU)

International Donors

Project Support Existing Institutional Relationships

Advisory and Consultative

Directorate for Special Regions and Disadvantaged Areas- BAPPENAS; Deputy Assistant for Social Conflict Affairs-KEMENKOKESRA Directorate for National Vigilance-KEMENDAGRI Directorate for Social Protection and Social Disaster Victims-KEMENSOS

CSO/CBO

CSO/CBO

48

D - PIU

DIPA

Figure 5. Fund Chanelling of PTDDA Project

UNDP

Directorate for Special Regions and

Disadvantaged Areas- BAPPENAS

Directorate for National

Vigilance- KEMENDAGRI

Directorate for Social Protection

and Social Disaster Victims -

KEMENSOS PMU

P - PIU

BAPPEDA

National

District

Provincial

NGOs, Gov’t, Univ, CBOs


DEPUTY V - SPECIAL REGIONS

DEVELOPMENT -KPDT KPA PPK PPSPM BEND

Deputy Assistant for Social Conflict Affairs

- KEMENKOKESRA

BAPPEDA


Fund Chanelling Financial Reporting

49

Project Management Unit (PMU) The National Project Management Unit (N-PMU) will be based in Jakarta and will report to the National Project Director (NPD). Key staffs for the unit such as the National Technical Advisor (NTA), National Project Manager (NPM), Operations Manager (OM), and Project Assistant will be recruited by UNDP under service contract (SC) modality while other key supporting staffs will be recruited by the Government under government contract modality (N-PMU/PIU).

The roles and responsibilities of the PMU include:

• Project inception and establishment, including the finalization of operating guidelines and establishment of operational systems and staffing;

• Financial and budget management including provisional allocation of funds to the provinces and districts based on specific criteria, overall project budget oversight and monitoring, budget management of national activities;

• Technical support and training for project implementation including the formulation of conflict-sensitive tools for planning, guidelines for grants mechanism on gender mainstreaming, capacity building (government, DPRDs and civil society), social cohesion, IDPs and livelihoods;

• Management of national components of PTDDA implementation including recruitment, procurement and contracting of TA, review meetings and workshops;

• Supervision, monitoring and evaluation of overall project processes and implementation;

• Secretariat and other support to the Project Board.

At the initial implementation of the project, the N-PMU will be operated by a limited number of project staffs due to the current budget situation of the project. The National Technical Advisor will also serve as the National Project Manager and will be supported by one (1) Project Officer, one (1) Project Assistant, one (1) Admin/Finance Assistant and one (1) support staff. When sufficient funds are committed and commensurate to the needs of the project, key project staffs of the N-PMU and PIUs at the province and district will be recruited.

At the full scale implementation, the project management unit will have the following staff:

50

• One (1) National Technical Advisor (national - SC)

• One (1) National Project Manager (national – SC)

• One (1) Operation Manager (national – SC)

• One (1) Project Officer for each respective output (national - PMU)

• One (1) Finance Assistant for each respective responsible party (national – PMU)

• One (1) Monitoring, Evaluation and Reporting Officer (national – PMU)

• Support staffs as required (national – PMU)

• Short-term and long-term technical consultants as required (national - PMU)

The number of personnel for PMU will be adjusted with the project needs and available funding resources.

Provincial and District PIU’s PTDDA will be implemented by the provincial and district governments within the framework of Indonesia’s regulations for regional autonomy and the district governments will be the major implementing partner of the program and receive the majority of resources. At provincial and district levels, the PTDDA will work closely with BAPPEDA, and other technical agencies who will form as the provincial/district committees to be chaired by BAPPEDA. The Provincial Project Implementation Unit (P-PIU) will report directly to the N-PMU and will be led by a Provincial Project Coordinator based at the provincial BAPPEDA. Staffs within BAPPEDA could be assigned to work as part of the implementation team for the project based on the official assignment from the provincial government authorities. The Provincial Project Coordinator will be line managed by the NPM and will report to the Head of BAPPEDA on issues of programme delivery in the province. The roles and responsibilities of the P-PIU will be to:

• Produce annual provincial work plans and budgets;

• Financial and budget management including oversight and monitoring of district budgets and management of funds allocated to the provincial level activities;

• Support effective programme implementation based on project planning processes, strategies and guidelines;

• Management of provincial components of PTDDA implementation including technical inputs and provincial grants management;

• Supervision, monitoring and evaluation of project processes and implementation in the province and districts;

• Secretariat and other support to the Provincial Project Committee.

When sufficient budget permits, at the full scale implementation the P-PIU will have the following staff:

51

• One (1) Provincial Project Coordinator (national -SC)

• One (1) Project Officer (national-PIU)

• One (1) Administration and Finance Assistant (national-PIU)

• Support staffs as required (national-PIU)

• Short-term and long-term technical consultants as required (national-PIU)

The number of personnel for P-PIU will be adjusted with the project needs and available funding resources.

The District Project Implementation Unit (D-PIU) will be led by a District Project Coordinator working in the District BAPPEDA. District BAPPEDA staff will be assigned as the District project Coordinator based on the official assignment from the Head of BAPPEDA. Staffs within BAPPEDA could be assigned to work as part of the implementation team for the project based on the official assignment from the district government authorities. The District Project Coordinator will report directly to the Provincial Project Coordinator and will report to the Head of the District via the Head of BAPPEDA on issues of programme delivery in the district. The roles and responsibilities of the District PIU (D-PIU) will be to:

• Produce annual district work plans and budgets;

• Financial and budget management including provisional allocation of district funds to activities, oversight and monitoring of financial expenditures and management of district budgets;

• Support effective project implementation based on project planning processes, strategies and guidelines;

• Management of district components of PTDDA processes and implementation including technical inputs and district grants management;

• Supervision, monitoring and evaluation of project implementation in the district;

• Secretariat and other support to the District Project Committee;

When sufficient budget permits, at the full scale implementation the P-PIU will have the following staff:

52

• One (1) District Project Coordinator (BAPPEDA staff)

• One (1) Project Officer (national-PIU)

• One (1) Administration and Finance Assistant (national-PIU)

• One (1) Management Information System Assistant (national-PIU)

• Support Staffs as required (national-PIU)

• Short-term and long-term technical consultants as required (national-PIU)

The number of personnel for D-PIU will be adjusted with the project needs and available funding resources.

Financial Management

UNDP will release funds as quarterly advances for operational expenditures and contractual payments for all grants and contract payments will be made according to agreed payment schedules and contractual obligations through the UNDP ATLAS Enterprise Resource Planning System. On the basis of instructions issued by the NPD, funds will flow directly from UNDP to the bank accounts of respective responsible parties at national and subnational levels. Cash transfer to the Implementing Partner is based on the Annual Work Plan agreed between the Implementing Partner and UNDP. Following the completion of any activity, any balance of funds shall be reprogrammed by mutual agreement between the Implementing Partner and UNDP, or refunded. Resource mobilization efforts will be intensified to support the project and ensure the sustainability of the project. Mobilization of other resources in the form of cost sharing, trust funds, government cash counterpart contributions, or other kinds of financial and non-financial contributions will be undertaken to secure funding for the project. The Implementing Partner is responsible for registering the Project with the Ministry of Finance and record it into their DIPA (government budget document) according to the Government Regulation (PP) 10/2011 on Foreign Loan and Grant Management and its derivatives. The Implementing Partner is also responsible for managing the project bank account in line with relevant government regulation and reporting to the national treasury for the utilization/realization of the grant as expenditures in consultation with UNDP on a regular basis. Financial transactions will be recorded and monitored in UNDP’s Enterprise Resource Planning System, ATLAS. UNDP will prepare a Combined Delivery Report (CDR) at the end of each year which constitutes the official report of project expenditures for a given period and which is subject to annual audit. The Implementing Partner (NPD) exercises its

53

financial accountability by signing the quarterly financial reports (FACE form), CDR, and cash position at the end of year. Monitoring and Evaluation Monitoring and Reporting. Monitoring is undertaken as a regular part of the project business process, and quarterly monitoring reports are submitted by the National Project Manager to the Project Board and UNDP. The quarterly monitoring reports, including the identification of risks and issues and the management of them, are reviewed and discussed in the quarterly Project Board meetings, and UNDP undertakes quality assurance monitoring missions of project activities and progress against outputs and outcomes. An overall monitoring framework will be designed to ensure effective multi-stakeholder (UNDP, Government, civil society, donors) monitoring of activities supported through the project, through on-site monitoring, regular reporting, and financial expenditure tracking. The monitoring framework for this project is intended to achieve the following purposes.

• Results-Oriented: Ensure appropriate measurement and assessment of programme performance to effectively improve performance and achieve results.

• Quality Assurance: Ensure quality in project activities supported through this programme to ensure best possible benefit for beneficiaries, through monitoring programme delivery and identifying issues that need corrective action and ensure that additional assistance is provided early.

• Accountability: Ensure accountability in the use of programme resources through heavy emphasis on financial reviews to make sure that funds are being appropriately used to achieve project outputs, and that the implementing agents have sufficient controls in place to demonstrate that funds are being used appropriately.

• Transparency: Ensure transparency in programme activities, finances, and results to all stakeholders.

• Learning: Ensure that the programme has learning mechanisms for purposes of improving ongoing implementation and guiding new initiatives, and to identify key lessons learned and successes stories from programme implementation in relation to mainstreaming disaster risk reduction into the development planning and implementation processes of UNDP, the Government and development partners.

In order to achieve these purposes, the monitoring framework for this project will seek to apply the following measures:

• Appropriate Resourcing of Monitoring: The project will dedicate staffing to ensure proper implementation of monitoring systems, including monitoring officers and financial monitoring assistants, as well as financial resources for monitoring purposes.

54

• Lessons from Previous Programmes: The project will seek to address lessons from previous evaluations and assessments of UNDP programmes regarding monitoring systems.

• Field-Oriented: Priority is placed on active on-site field monitoring and regularly scheduled field visits to all activities supported by this project, to ensure close interaction with implementing agents.

• Template-Based System: The project will seek to apply a template-based system to structure monitoring information and ensure its collection on a regular basis.

• Joint Monitoring: Monitoring should include joint monitoring activities with government and other partners at various levels.

• Operational Effectiveness: Ensure proper application of UNDP's internal control framework, and reviews of operational effectiveness.

• Downward Accountability: The project will seek to identify monitoring approaches that promote downward accountability in the monitoring framework.

Financial Monitoring. The project’s financial resources will be managed through a series of controls at various levels. All financial transactions are monitored, recorded, analyzed and reported through UNDP’s ATLAS Enterprise Resource Planning (ERP) system. Approved project budgets and expenditures will be publicly available. Payments to the responsible parties will be made directly by UNDP. Payments are made on the basis of payment schedules articulated in the contract or partnership agreement. Payment schedules are linked to achievement of agreed deliverables and outputs. All partners and contractors receiving funds from UNDP are subject to financial monitoring by the UNDP project support team, which includes qualified auditors who serve as finance monitors. Financial monitoring includes:

• Verifying accuracy and completeness of financial information, including review of supporting documents and test of expenditure details;

• Requesting clarification or additional information as required to verify and justify expenditures; and

• Providing advice and technical assistance to contractors on measures necessary to enhance their project financial management in line with UNDP standards and norms;

Programmatic Monitoring. An overall monitoring framework will be designed to ensure effective multi-stakeholder (UNDP, Government, civil society, donors) monitoring of activities supported through the project, through on-site monitoring, regular reporting, and financial expenditure tracking. Tools for the programmatic monitoring will consist of:

1. Progress report in the form of a Quarterly Monitoring Report (QMR)

55

The NPD through the NPM is responsible for submitting progress report on a quarterly basis in the form of QMR.

2. Project Assurance Report Upon receipt of the QMRs the Project Assurance team will prepare an Internal Project Assurance Report (IPAR) for the project board quarterly.

Mid-term Review. A Mid-Term Review will be conducted at the mid-point of the project’s implementation, estimated to be conducted in mid 2014. The TOR for this review will be developed in consultation with the government partners, and based on UNDP’s minimum requirements as outlined in the UNDP Planning, Monitoring and Evaluation Handbook (2009). The results of the review will be reviewed by the Project Board, and monitoring of the implementation of the recommendations will be undertaken by UNDP. Final Evaluation/Impact Assessment and Lessons Learned. A Final Evaluation or Impact Assessment is mandatory for UNDP project closure. The scope and detail of the evaluation or assessment will include an evaluation of the impact on the development situation and contribution to the outcome. The report will have significant inputs derived from the monitoring tools, in particular through beneficiary feedback and surveys. A comprehensive lessons-learned report will be compiled in the final months of project implementation. Quality Management for Project Activity Results Replicate the table for each activity result of the AWP to provide information on monitoring actions based on quality criteria. To be completed during the process “Defining a Project” if the information is available, this table shall be further refined during the process “Initiating a Project”.

OUTPUT 1: Policy and regulatory framework for conflict prevention established at national level and in target areas

Activity Result 1.1

(Atlas Activity ID)

Short title to be used for Atlas Activity ID

Conflict Prevention Framework

Start Date:Q3 2012

End Date:Q4 2014

Purpose

What is the purpose of the activity?

To advocate the principle that conflict prevention is every body’s business, promote the clear division of roles and responsibilities with regard to conflict prevention, and provide a detailed course of actions for effective integration of considerations for conflict prevention into sustainable development policies, planning and programming at all levels, with a special emphasis on preparedness and vulnerability reduction.

Description

Planned actions to produce the activity result.

1.Technical assistance, national and subnational consultations for finalization of CPF

2. High level national workshop on the adoption of CPF and subnational dissemination.

3. Review progress, hindrances and develop follow up action.

4. Monitoring and evaluation

5. Programme support

Quality Criteria how/with what indicators the quality of the activity result will be measured?

Quality Method Means of verification. What method will be used to determine if quality criteria has been met?

Date of Assessment When will the assessment of quality be performed?

Progress in developing and implementing national conflict prevention framework.

• QMR, IPAR, HACT-Project Monitoring, Project Board Meeting

• Annual evaluation and workplan

Quarterly

56

• Mid Term Review

• Impact Assessment

Annually

Midterm period

6 months after project completion

Activity Result 1.2

(Atlas Activity ID)


Natl. and Subnatl. Regulatory

Start Date:Q3 2012

End Date:Q4 2016

Purpose


To facilitate the enactment of a Law on Social Conflict Management, which will comprehensively manage the conflict issues from the pre-conflict stage, during conflict stage, until post-conflict stage; strengthen the capacity of local government institutions for improving and enforcing legislation to support the implementation of the Law on Social Conflict Management; and to provide rooms for resolving violent conflicts, not only by formal judiciary system but also by non-formal judiciary system.

Description


1. Technical assistance to facilitate national level dialogues about the draft bill, technical consultative meetings and public consultations at the subnational levels.

2. Drafting of 5 local regulations and advocacy for developing 5 other local regulations on social conflict management.

3. High level National Workshop to disseminate the enactment of the national policy on social conflict management.

4. Adoption of local regulations at subnational level

5. Monev and programme support




Availability and implementation of national and subnational regulatory and control frameworks



• Mid Term Review


Quarterly

Annually

Mid term


Activity Result 1.3

(Atlas Activity ID)


Action Plan on Conflict Mngmt

Start Date:Q1 2013

End Date:Q3 2016

Purpose


The development of the National Plan of Action for conflict management is the official translation of the Conflict Prevention Framework into concrete action plan by various stakeholders at the national & subnational levels; National Action Plan will incorporate recommendations from the provincial and the districts, and consider synergies with other sectoral action plans; the existence of sub-national action plan will ensure that conflict prevention measures will continuously become one of the important development objectives in target area; the Sub-national Action Plans will also be mainstreamed into the Local Government Annual Action Plan (RKPD) to ensure the availability of budget for implementation.

Description


1. Set up a national taskforce to identify and coordinate inputs for the formulation of National Action Plan on conflict management.

2. Develop NAP & LAP guidelines that incorporate community safety and security,

57

mainstreaming gender and peace building issues through series of workshops.

3. Conduct series of workshops and FGDs to develop and finalize action plans at national level that integrates sectoral programme

4. Launching of NAP that integrates sectoral programme.

5. FGDs to develop and adoption the subnational action plans that integrates sectoral programme.

5. Conduct subnational consultative review of local action plans and identify lessons learned, impacts, challenges, and follow up actions from multi-stakeholders.





Availability and implementation of national and subnational action plans of conflict prevention and community safety and security.



• Mid Term Review


Quarterly

Annually

Midterm period


OUTPUT 2: Institutional system for conflict prevention established at national level and in target areas.

Activity Result 2.1

(Atlas Activity ID)


Tech.Coordination Mechanism Start Date:Q3 2012

End Date:Q3 2016

Purpose


Through constructive dialogues the National TCG for conflict prevention is expected to formulate policy recommendations and raise commitment of relevant key Government sectors to apply the CSP in conflict prone areas. PTDDA will continuously facilitate the regular dialogues between policy makers at the national level and the sub-national levels to ensure that bottom-up aspirations are taken into account in policy formulation. The UNTWG on conflict prevention will be established to serve as the medium for interaction, coordination and knowledge sharing among UN agencies that deals with peace building and conflict prevention issues.

Description


1. Set up a national TCG on conflict prevention and UN Technical Working Group on conflict prevention through regular technical coordination meetings at national and subnational levels 2. Develop guidelines on the tasks and functions of TCG and guidance on the use of CPF. 3. Conduct biannual joint meeting with national TCG and UNTWG and one concluding meeting at end of project implementation. 4. Provide advisory support to the formulation of RPJMN 2015-2020 that incorporates conflict prevention and peace building issues. 5.Update and maintain PDA database with sex disaggregated data 6. Conduct study visit on conflict prevention strategies and actions. 7. Develop publication for circulation on lessons, good practices and success stories, as well as challenges in implementing national/subnational Action Plans and community initiatives. 8. Monev and programme support




Implementation of technical coordination mechanism at national and subnational levels.



Quarterly

Annually

58

• Mid Term Review


Midterm period


Activity Result 2.2

(Atlas Activity ID)


Local Multi-stakeholder Forums

Start Date:Q1 2013

End Date:Q4 2015

Purpose


Support the medium of interaction among all stakeholders to discuss development issues and at the same time will also function as part of the early warning system whenever a potential of conflict emerges. These multi-stakeholder forums are expected to take lead in conducting early response measures to respond to that emerging conflict. PTDDA will ensure the sustainability of these forums by strengthening the entire system and not solely focus on the individuals involved.

Description


1. Set up local multi-stakeholder forums, conduct regular coordination meetings with TCG and establishment of network among local forums on conflict prevention and EWER initiatives. 2. Provide technical assistance and conduct capacity building activities for multi-stakeholder forums in the delivery of conflict prevention and early warning and early response initiatives, feedback and knowledge-sharing and partnership among forums and local TCG in target areas. 3. Conduct inter-target area cross visits to learn about conflict prevention and social cohesion initiatives and mechanisms applied in selected target areas. 4. Develop publications for advocacy on experiences, lessons learned and best practices 5. Conduct preparation and assessment of CBCM implementation in the CEWERS mechanism. 6. Monev and programme support.




Implementation of multi-stakeholder conflict prevention and early warning forums in target areas.



• Mid Term Review • Impact Assessment

Quarterly

Annually

Midterm period


OUTPUT 3: Communities are able to implement conflict prevention and social cohesion initiatives utilizing tools and mechanisms towards safe and stable well-being.

Activity Result 3.1

(Atlas Activity ID)


Community Peace Initiatives

Start Date:Q1 2013

End Date:Q4 2015

Purpose


To support for the application of conflict prevention and peace building initiatives from various stakeholders particularly the local community initiatives. The support will be provided in the form of grants to fund a plethora of activities that are directly related to conflict prevention and peace building and the provision of technical assistance to local Government and CSOs/NGOs/CBOs, which can be clustered into four main aspects: sustainable livelihood for peace, grievance handling mechanisms, support to Musrenbang results and peace building initiatives.

Description


1. Issue RFPs and conduct selection process for proposals from target areas that includes: • Sustainable livelihood for peace • Grievance handling mechanisms (incl. CBCM and ADR)

59

• Support to Musrenbang results • Social Cohesion and peace building initiatives.

2. Conduct capacity building to grantees and potential other parties at the local level. 3. Provide grants to approved proposals on community initiatives. 4. Provide technical assistance, supervision and guidance to grantees. 5. Monev and programme support




# and type of conflict prevention tools and mechanisms developed and implemented in target areas and well known.




Quarterly

Annually

Midterm period


Activity Result 3.2

(Atlas Activity ID)


Conflict Sensitive Planning

Start Date:Q3 2012

End Date: Q3 2016

Purpose


To constantly respond to the Government’s continued need to improve and build capacities for a planning mechanism which recognizes, anticipates and responds in a timely fashion to conflict drivers which threaten to disturb socio-economic development; through the formulation of conflict sensitive plans, prioritizing and implementation of activities and analyzing the impact of the development plans on the key parties involved.

Description


1. Conduct TOT for Master Trainers on Peace Building and Conflict Sensitive Planning including development of TOT modules.

2. Conduct trainings on peace building and conflict sensitive planning in selected target areas at various levels including printing of training modules.

3. Conduct training for decision-makers on the synergy of conflict prevention with DRR and Access to Justice in selected target areas including printing of training modules. 4. Facilitation and advocacy of CSP in target areas by KPM and annual meeting of KPMs to review effectiveness of CSP process and increased capacity of KPMs. 5. Conduct series of FGDs and workshops for the formulation of Conflict Sensitive Planning policy paper at national level. 6. National Workshop to launch GOI’s adoption of the National Conflict Sensitive Planning Policy. 7. Monev and programme support.




Extent to which all tools and mechanisms are codified and influencing policy formulation.




Quarterly

Annually

Midterm period


Activity Result 3.3

(Atlas Activity ID)


Early Warning Early Response

Start Date:Q3 2012

End Date:

60

Purpose


To provide guidance for the local stakeholders in establishing preventive measures whenever

the slightest potentials of violent conflict emerge within the communities. PTDDA will utilize

the developed guidelines in its target areas to establish CEWERS in order to prepare decision makers and related stakeholders with the proper mechanism to prevent violent conflicts at its earliest stage. Existing local wisdom and other customary initiatives will become the foundation and the core in establishing the Early Warning and Early Response System. An effective CEWERS should allow to accurately identify the root causes of conflicts and to help reduce conflict potentials by providing strategic advice to decision makers.

Description


1. Conduct series of workshop at national and subnational to introduce and integrate CEWERS tools in local forum function in the target areas.

2. Establish context-specific CEWERS at the district level supported with coordination among multi-stakeholders. 3. Development of local regulation on Community-based Complaints Mechanism as part of CEWERS integration process. 4. Conduct workshops and dialogues on local specific conflict issues identified by CEWERS, including in the drafting of a local regulation on CBCM in the early warning and early response process. 5. Develop and maintain database on lessons and practices of CEWERS with community based complaints mechanism as part of the process, by network of local forums 6.Compilation and publication of lessons and best practices of CEWERs that incorporates CBCM & ADR 7. Printing and distribution of CEWERS guideline





# and type of context-specific early warning mechanisms applied in target areas, including through government business process.




Quarterly

Annually

Midterm period


Activity Result 3.4

(Atlas Activity ID)


Peace Education Public Camp.

Start Date:Q1 2013

End Date:Q3 2016

Purpose


PTDDA will promote the utilization of peace education and peace campaign to change the attitude and behaviours as well as to shift the paradigm of the local communities regarding pluralism and peaceful cohabitation, particularly among youths and school children. The key consideration in the development of public awareness campaigns is the requirement for a national and local focus i.e. tailored to meet the local context and include adat events and institutions. In close collaboration with Lembaga Administrasi Negara/ LAN (State Administration Agency), a specific curriculum on conflict management will be developed that will provide the required knowledge and skills to all government employee in Indonesia.

Description


1. Technical assistance to develop and adopt a strategy on education (incl deradicalization of youths) and public campaign in schools and community for conflict prevention and peace building. 2. Develop training module on conflict sensitivity and peace building for use in the formal training courses of the government system through collaboration with LAN.

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3. Develop local curriculum on multi-culture and peace building for local schools and public awareness materials on conflict prevention through regular coordination meetings between District Educ Office and TCG. 4. Piloting and adoption of local school curriculum on conflict prevention and peace building in selected target areas (incl subjects related to deradicalization of youths). 5. Conduct field testing of training module on conflict sensitivity and peace building for use in the formal training courses of the government system. 6. Develop and distribute advocacy and promotional materials on conflict prevention and peace building in local schools and in community social and cultural events. 7. Monev and programme support.








Quarterly

Annually

Midterm period


Activity Result 3.5

(Atlas Activity ID)


Peace and Development Analysis Start Date:Q2 2012

End Date:Q4 2016

Purpose


Peace and Development Analysis (PDA) is the appropriate tool to equip local stakeholders with the required knowledge to manage conflict potentials in their respective areas. PDA offers a comprehensive analysis of the peace vulnerabilities and capacities of key stakeholders and opportunities for response. While the mass violent conflicts in Indonesia have been contained, there are remnants of underlying causes, which if not addressed, could lead to renewed outbreak of violence. At the same time it is believed that a shift has taken place from religious to inter-ethnic conflicts or its derivatives. A simplified version of the PDA will be developed for cost efficiency and time effectiveness and will also provide the opportunities for the local multi-stakeholder forums to regularly update the analysis on their own.

Description


1. Compilation of PTDDA baseline survey results, with sex disaggregated data.

2. Conduct simplified PDA, with considerations to gender mainstreaming, women and peace issues in data and analysis followed by workshop to disseminate final results at provincial levels. 3. Set up a PTDDA website for database collection and for regular PDA updating/maintenance. 5. Develop fast facts and other advocacy materials based on PDA data, print and distribute fast facts and other advocacy materials. 6. Conduct Mid-Term Review (MTR) by third party followed by a National Workshop to disseminate MTR result. 7. Conduct National Conference to launch National Action Plan (NAP) on Conflict Management. 8. Regular publication and distribution of semi-annual fast facts from the updated PDA and NAP/LAP results. 9. Monev and programme support.







Quarterly

Annually

62

• Mid Term Review


Midterm period


63

III. LEGAL CONTEXT

This document together with the CPAP signed by the Government and UNDP which is incorporated by reference constitute together a Programme Document.

a) The Revised Basic Agreement for Technical Assistance signed 29 October 1954 between the United Nations, the International Labour Organization, the Food and Agriculture Organization of the United Nations, the United Nations Educational, Scientific and Cultural Organization, the International Civil Aviation Organization, and the World Health Organization and the Government of the Republic of Indonesia,

b) The Standard Agreement on Operational Assistance signed 12 June 1969 between the United Nations, the International Labour Organization, the Food and Agriculture Organization of the United Nations, the United Nations Educational, Scientific and Cultural Organization, the International Civil Aviation Organization, the World Health Organization, the International Telecommunication Union, the World Meteorological Organization, the International Atomic Energy Agency, the Universal Postal Union, the Inter-Governmental Maritime Consultative Organization and the United Nations Industrial Development Organization and the Government of the Republic of Indonesia,

c) The Agreement signed 7 October 1960 between the United Nations Special Fund and the Government of the Republic of Indonesia, and

d) All CPAP provisions apply to this document.

Additionally, this document together with the CPAP signed by the Government and UNDP which is incorporated by reference constitute together the instrument envisaged in the Supplemental Provisions to the Programme Document, attached hereto as an Annex.

Consistent with the above Supplemental Provisions, the responsibility for the safety and security of the implementing partner and its personnel and property, and of UNDP’s property in the implementing partner’s custody, rests with the implementing partner.

The implementing partner shall:

a) put in place an appropriate security plan and maintain the security plan, taking into account the security situation in the country where the Programme is being carried;

b) assume all risks and liabilities related to the implementing partner’s security, and the full implementation of the security plan.

UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan when necessary. Failure to maintain and implement an appropriate security plan as required hereunder shall be deemed a breach of this agreement.

The implementing partner agrees to undertake all reasonable efforts to ensure that none of the UNDP funds received pursuant to the Programme Document are used to provide support to individuals or entities associated with terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list maintained by the Security Council Committee established pursuant to resolution 1267 (1999). The list can be accessed via http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must be included in all sub-contracts or sub-agreements entered into under this Programme Document.

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IV. ANNEXES

Annex I

Joint Initiative between PTDDA and SAJI (Peace through Development in Disadvantaged Areas and Strengthening Access to

Justice in Indonesia) Projects

For the past few years, with support from the Government of the Netherlands and other donors, UNDP Indonesia and BAPPENAS have managed two projects with complementary governance objectives at the community level in the post-conflict provinces of the Maluku, North Maluku and Central Sulawesi; namely Peace through Development (PTD) and Legal Empowerment and Assistance for the Disadvantaged (LEAD).

PTD supports the mainstreaming of conflict-sensitive practices into regular government development planning processes, such as Musrenbang – GOI’s bottom-up development planning and implementation process. Through these processes, PTD seeks to enhance the capacity of executive and legislative bodies and civil society in conflict-sensitive planning to support long-term conflict prevention and peace building. The project also supports improved livelihoods through peace building efforts and increased economic opportunities, as well as supporting the development of regulatory legal framework. PTD’s target area is in Maluku, North Maluku and Central Sulawesi.

LEAD, implemented in North Maluku, Central and Southeast Sulawesi, supports civil society organizations (CSO) to raise public awareness on rights and empower people and communities to demand legal and human rights realization from responsible authorities, to strengthen community organizing and paralegal skills to reach vulnerable and marginalized people and groups, and to engage duty-bearers in improving the handling of grievances and provision of appropriate remedies.

PTD’s overall concept will continue under a new project, Peace through Development in Disadvantaged Areas (PTDDA), which ultimately aims to strengthen GOI and civil society as they identify and manage conflict more effectively, and their impact within Indonesia’s communities. Meanwhile, LEAD, will continue under the project, Strengthening Access to Justice in Indonesia (SAJI), which aims to improve access to justice, envisioned in the National Strategy of Access to Justice, for Indonesians, particularly for women and vulnerable groups.

Both projects have complimentary goals and objectives and a partnership can enhance outcomes. The benefits of inclusive public participation in planning, law-making and other governance processes can be undermined in practice by unequal power relations unless the disadvantaged or their allies are equipped to push for the laws’ enforcement. Conversely, increased legal awareness and empowerment can initially increase conflict unless the governance structures have corresponding capacity and willingness to respond. Ultimately, sustainable peace and justice requires access to justice to obtain remedies and responses to rights claims and grievances, as well as conflict prevention efforts, so as to prevent grievances from developing and human rights violations from happening in the first place.

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In recent years, the role of access to justice in preventing conflict has been proven to be hugely important. A six-year study by the Centre for Research on Inequality, Human Security and Ethnicity (CRISE) directed by Professor Frances Stewart based at the University of Oxford, revealed that rising levels of horizontal inequality increases the occurrence of conflict:

“Conflict is, therefore, most likely to occur in areas where economic, social, political and cultural status horizontal inequalities occur simultaneously, and where some groups are deprived across every dimension. In these situations, group leaders, who face political exclusion, and their potential followers, who see themselves as experiencing unequal treatment with respect to assets, jobs and social services, are likely to be inspired to mobilize and possibly engage in violence. Econometric evidence and case studies support these findings …”

Horizontal inequalities, in turn, can be addressed by strengthening people’s access to justice, as access to justice provides a means to address their grievances in peaceful manner and giving access to social and economic resources.

Access to justice is important for conflict prevention for the following reasons:

• To provide remedy for the grievances and losses suffered through conflict • To resolve disputes in a peaceful manner before erupting into violence • To address the underlying inequalities in society by focusing on the poor, marginalized, and

disadvantaged • To build comprehensive institutional mechanisms to resolve disputes, to reduce inequalities,

to empower people to overcome poverty Legal empowerment and assistance in post-conflict societies can help build peace and prevent conflict by addressing the socio-economic-legal root causes of conflict, which most of the conventional peace programmes have not adequately addressed.

At the initial stage, PTDDA and SAJI have mapped the overlapping strategies and identified the following areas of synergies for collaboration:

1. Establishment and improvement of grievance handling mechanisms: The joint initiative will provide technical support to local government units to establish or improve these mechanisms, incorporating outcomes and best practices identified by the national review of public complaints mechanisms. The projects will enable civil society organizations (CSO) will to set up supporting arrangements including: establishing complaints posts at the village level that feed common grievances into the main public complaints mechanisms; and training village-level community organizers, paralegals, and other citizen advisors to channel community grievances through handling mechanisms.

With regard to the grievance handling mechanism, SAJI will focus on the issues related with public service delivery, while PTDDA will deal with various grievances on public policy issues. Thus, SAJI will work together with the Ombudsman at the national and sub-national level and PTDDA will collaborate with BAPPEDA as the think-tank of the local development policies. Both mechanisms are expected to work in tandem in the target areas, not only at the provincial and district level but also at the community level.

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2. Strengthening the alternative dispute resolutions: Alternative dispute resolution (ADR) (also known as ‘external dispute resolution’ in some countries) refers to any means of settling disputes outside of the courtroom. Despite resistance to ADR by certain stakeholders, it has gained widespread acceptance among the general public and the legal sector in recent years. ADR mitigates burgeoning court queues, rising costs of litigation, and time delays continue to plague litigants. Conversely, rich local wisdom throughout Indonesia can provide opportunities to settle disputes and even violent conflicts peacefully through the adat (customary) system.

With regard to ADR, SAJI will mostly focus on individual and family conflicts that are classified as petty crimes. One of SAJI’s goals is the recognition of ADR at the local level through the enactment of local regulations (Perda) on ADR. PTDDA will focus more on the use of ADR to settle communal conflicts. This is in accordance with the spirit of the Social Conflict Management Bill, which puts the emphasis on settling conflicts through existing ADR mechanisms.

3. Empowerment of local development planning (Musrenbang) process: The joint initiative will ensure that conflict sensitivity and access to justice are mainstreamed in planning processes, in which women and other disadvantaged groups are empowered to participate, and that the outcomes reflect their needs and priorities. This will entail capacity building and legal awareness-raising for Musrenbang and community members on legal and human rights issues specifically relevant to the local communities. Gender-responsive budgeting capacities will also be enhanced so that equitable allocations are made for women and children. Finally, local advocacy will be supported for provision of legal services to appear in local plans.

The joint collaboration will strengthen the desired impact of both projects in the target areas and will develop best practices in cross-fertilizing approaches of conflict-reduction/peace-building initiatives and legal empowerment/rights protection/grievance resolution initiatives for improved governance in post-conflict and potential conflict areas.

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Annex II

Community-Based Conflict Early Warning and Early Response System (CEWERS)

One of the activity results in PTDDA is the establishment of Conflict Early Warning and Early Response System (CEWERS) in the target areas. CEWERS is a series of activities oriented toward conflict prevention. It is a further development of a concept called EWS (Early Warning System). EWS, a new paradigm that was developed in the 1980s, is also commonly used in a series of activities related to the prevention of damage caused by the impact of natural disasters.

The difference between CEWERS and EWS lies in the orientation and the scope of work. While EWS focuses more on the early warning, CEWERS is not only directs early warning, but also the overall aspects of the early response. CEWERS integrates early warning activities with response efforts in to the potential conflicts that are developing. Therefore, the stages of CEWERS are: 1) identify and assess the indicators of the most prominent conflicts; 2) assess the likely trends and scenarios of conflict; 3) identify strategies and opportunities for peace; 4) donate a balanced situational analysis, based on the interaction between various factors of conflict and peace; and 5) translate those conclusions into the options for response and action strategies of local actors, regional and international levels.

Conflict prevention is preferred to conflict resolution. Conflict, manifested in the form of violence, is causes widespread damage. CEWERS aims to comprehensively analyze and organize various factors that could lead to the negative impacts of conflict, through the realignment of the various components within those factors that tend to cause the escalation of conflict.

Although there are many examples from an international perspective regarding similar prevention measures, most of them are still in the form of EWS, such as those that are developed in the Balkan countries, Kyrgyzstan, the Philippines and South Africa. In cases of early response, community involvement is limited as the system relies on government officials, peace building experts, researchers and academicians. It’s this community-level contribution that PTDDA seeks to harness.

In collaboration with Institut Titian Perdamaian, PTDDA will continue the legacy of PTD in developing community-based CEWERS. In this regard, the distinct feature of this kind of CEWERS lies in the active and meaningful involvement of the community at the grassroots level. By means of having trained peace facilitators in each target village, the CEWERS Secretariat will routinely accept updated information and data on the conflict dynamic in the target area. Consequently, the trained peace facilitators are equipped with the required skills to conduct conflict mapping and

basic conflict analysis so they can provide reliable data to the system in a timely manner.

PTDDA will develop community-based CEWERS with the following considerations, i.e.:

1. In terms of target, perpetrators and victims of the violent conflicts is always the society at large, so it is expected that this kind of CEWERS will bring awareness regarding the

68

importance of peace and thus, it will change their attitude from “conflict builder” to “peace builder”.

2. Based on previous experiences, the system will be more effective and efficient when using a networked system.

3. CEWERS targeting the community level will expand grassroots networks. Therefore, it will gradually increase the need for conflict prevention measures at the community level. In the long run, it is expected that the system will be sustainable under the authority of local actors.

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Annex III

N-PEACE Network

Background

The UN has given special attention to address the security of women in crisis and conflict settings, and to ensure the participation and representation of women in peace negotiation and peace building. Specifically, UN Security Council Resolution (UNSCR) 1325 defines the responsibilities of government and civil society towards this end. The resolution also calls for measures that support local women’s peace initiatives and indigenous processes for conflict resolution that involve women in all of the implementation mechanisms of peace agreements.

While at the international level there are a multitude of dialogues and growing commitment to recognize the contribution of women in peace building and to engage them in formal peace-making processes, this is yet to materialize in concrete and practical measures, and women continue to be underrepresented in peace negotiations around the globe15. The commitments to address social, political, economic and security needs of women in crisis settings needs to be turned into practical sets of initiatives and programmes to respond to women’s needs. One way this can be done is by leveraging the experince and field presence, and strenghtening the capacities of women’s groups and networks. UNDP’s Regional Crisis Prevention and Recovery (CPR) team based at the Asia Pacific Regional Centre and UNDP country offices in Nepal, Indonesia, Timor-Leste and Sri Lanka have developed an engagement strategy in support of a network to strengthen the role of women in building and restoring peace. The engagement strategy serves as a background document and is informed by the unique country contexts and shaped by common issues such as the lack of participation of women in post-conflict agenda-setting, the importance of addressing women’s specific post-conflict needs and the gender dimensions of conflict/post-conflict capacity development initiatives. This engagement strategy was launched in October 2010, and a multi-country network called N-PEACE was established, consisting of representatives from civil society, government and UN/UNDP in these four countries. The N-PEACE network stands for, and absorbs the principles, of “Engagement for Peace, Equality, Access, Community and Empowerment”. It aims to support the emerging leadership of women in conflict prevention, dispute resolution, reintegration and peace building at the community, national and regional levels. In January 2012, the Philippines and Afganistan joined this network and N-Peace expects the participation of more countries in the future.

Activities

The N-PEACE network, which was established across a number of countries, will encourage dialogue and advocacy on issues related to women’s empowerment, socio-economic recovery, equality and justice in post-conflict situations. By connecting organizations working in different contexts with similar challenges, it allows for a cross-fertilization of ideas and strategies as well as a common and stronger voice for advocacy. By functioning through a multi-country platform, there

15 In 2009, the United Nations Development Fund for Women (UNIFEM) reviewed 21 major peace processes held since 1992 and found that women constituted less than 8 percent of delegates to talks and less than 3 percent of agreement signatories.

70

is potential to raise awareness about existing global policies and commitments and support16 the capacities of organizations to translate these commitments into realities on the ground.

There continues to be lack of policy space to discuss, acknowledge and act on the specific needs of women in conflict and post-conflict settings, their complex roles during conflict, and their intimate relationship with the indigenous processes of conflict prevention and peace building. Creating such a policy space to discuss women’s participation and needs in peace processes will be approached at the national level and through a multi-country network. Women’s groups and grassroots organizations have an immense amount of knowledge and experiences about women in peace and security issues, but their collective strength to function as a network, benefit from one another and upscale good practice working in conflict/post-conflict countries remains untapped. Through this propproposed initiative, the N-PEACE network will provide the opportunity to network and exchange ideas and strategies to address common challenges.

Implementation strategy and Expected Outcomes

The N-PEACE network has been established comprising the UNDP regional CPR team, UNDP country offices, partner civil society organizations and key government actors that are working on gender equality and women’s empowerment in post-conflict contexts. In implementing the activities outlined above, the N-PEACE network will build on and partner with select organizations that are already involved in trainings and generating research and documentation for advocacy on women, peace and security issues. On the management of the proposed activities, the regional CPR team will play the key facilitation role and the CO focal points will be engaged in identifying the right stakeholders and being the main channel of communication and managing the process at the country level. The key elements of the implementation strategy are knowledge sharing and networking, capacity development, and advocacy and awareness-raising. The expected outcomes are:

• Strengthened partnership among CSOs, government and other relevant actors supporting gender equality and women’s empowerment in conflict prevention and peace building; and

• A greater recognition of women’s roles as agents of peace and community recovery among policy makers and general public.

Indonesia’s N-PEACE Network:

Through a national CSO Consultation Workshop in Menado, North Sulawesi in June 2011, Indonesia’s N-PEACE Network was established with the participation of 30 women-focused CSOs across 11 conflict prone and post-conflict provinces, the Ministry of Women’s Empowerment and Child Protection, Asia Pacific Regional Centre in Bangkok and UNDP Country Office Indonesia, and development actors such Institute Titian Perdamaian, Liga Inong Aceh and Search for Common Ground. As a follow up to this event, representatives from N-PEACE Indonesia Network participated in the regional workshop in October 2011 in Bangkok for the recognition of four CSO leaders from Timor Leste, Nepal, Sri Lanka and Indonesia who were elected due to their exemplary

16 Such support could be in the form of exploring common gaps and solutions in skills development, simplifying complex policies, raising awareness about existing mechanisms and commitments for greater accountability to women, or simply by connecting organizations and actors with each others’ experiences and knowledge.

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work in the field of peace building and conflict prevention. The regional workshop also produced 2012 action plans for each participating country. The Indonesian network plans include:

• the participation in the regional training-of-trainers (ToT) for women in peace (to be organized by the Institute for Inclusive Security);

• conduct the second women-focused CSO national dialogue to discuss the National Action Plan 1325 and the Bill on Social Conflict Management;

• to launch the second N-PEACE Award in Indonesia and participate in the regional-level nominee selection, and

• to conduct a TOT for women CSO leaders of Papua in June. In collaboration with Search for Common Ground, the organization will facilitate a year-round advocacy campaign regarding the participation of women in peace promotion through radio and television talk shows and peace campaigns through electonic media.

The N-PEACE Indonesia Network will actively participate and contribute to the promotion of peace and development in disadvantaged areas in the country that are prone to conflict.

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Annex IV

Risk Analysis

# Description Date Identified

Type Impact & Probability

Countermeasures / Mngt response

Owner Submitted, updated

by

Last Update

Status

1 Lack of Government’s political will to recognize the underlying threats to peace stabilization.

At the onset of project document formulation.

Environmental

Financial

Operational

Organizational

Political

Regulatory

Strategic

Other

Failure to achieve targets, indicators and outputs of the project

Enter probability on a scale from 1 (low) to 5 (high)

P = 3

Enter impact on a scale from 1 (low) to 5 (high)

I = 3

Improve public awareness and transparency; Enactment of Social Conflict Management Law and socialize; Establish Technical Coordination Group .

Project Board members

NA

NA

New

2 Enactment of the Social Conflict Management Law is delayed.

At the onset of project document formulation

Environmental

Financial

Operational

Organizational

Political

Regulatory

Strategic

Other

The delayed enactment of the Law on Social Conflict Management will leave a gap for developing policies for conflict prevention and hence will also delay mainstreaming of conflict prevention into the national and subnational action

Increase advocacy to the 5 Ministries with Presidential Mandate of the Bill; Strengthen the multi-stakeholder Technical Coordination Group for follow up on finalizing the Bill on Social Conflict


NA NA New

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plans for development.

P =2 I = 2

Management.

3 Insufficient support from strategic partners for participating in the necessary multi-stakeholder Technical Coordination Groups


Environmental

Financial

Operational

Organizational

Political

Regulatory

Strategic

Other

Insufficient support from strategic partners who are basically the main actors for policy support for conflict prevention will hinder the achievement of targets and outputs of the project.

P = 2 I = 3

Enhanced advocacy about the importance of mutual support for conflict prevention; ensure the national adoption of Conflict Prevention Framework; Develop a clear guideline of the role of the Technical Coordination Group on conflict prevention.


NA NA NA

4 Low capacity of local strategic partners (Government, CSOs) in project implementation.


Environmental

Financial

Operational

Organizational

Political

Regulatory

Strategic

Other

Low capacity will hinder project implementation due to poor decision-making and project support. P = 2 I = 3

Provide capacity building activities in the form of trainings/ workshops about the project, and cross visits to learn from other projects.


NA NA NA

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5 Partial

implementation of Conflict Prevention Framework (CPF) at national and subnational levels.


Environmental

Financial

Operational

Organizational

Political

Regulatory

Strategic

Other

Partial implementation of the CPF will hinder the development of strategies for conflict prevention and peace building that are suitable at different levels of the government and will hinder the integrated sectoral support including allocation of government budgets to conflict prevention and peace building strategies in their programmes. P = 3 I = 3

Increased advocacy about the importance of the CPF; Strengthen the role of the Technical Coordination Group to mobilize support of multi-stakeholders in conflict prevention and peace building; Ensure national policy for allocation of national and subnational budgets to conflict prevention and peace building strategies of the government.


NA NA NA

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Annex V

Country Office Support Service (COSS) Agreement

AGREEMENT BETWEEN UNDP AND THE GOVERNMENT FOR THE PROVISION OF SUPPORT

SERVICES

1. Reference is made to consultations between officials of the Government of Indonesia/ Ministry for the Development of Disadvantaged Regions (hereinafter referred to as “the Government”) and officials of UNDP with respect to the provision of support services by the UNDP country office for nationally managed programmes and projects. UNDP and the Government hereby agree that the UNDP country office may provide such support services at the request of the Government through its institution designated in the relevant programme support document, as described below.

2. The UNDP country office may provide support services for assistance with reporting requirements and direct payment. In providing such support services, the UNDP country office shall ensure that the capacity of the Government-designated institution is strengthened to enable it to carry out such activities directly. The costs incurred by the UNDP country office in providing such support services shall be recovered from the administrative budget of the office.

3. The UNDP country office may provide, at the request of the designated institution, the following support services for the activities of the programme:

(a) Identification and/or recruitment of project and programme personnel and technical expertise; (b) Procurement of goods and services to undertake agreed activities; (c) Administration of the donor contribution; (d) Management of grant agreements and related disbursements for project-related activities. (tobe specified in the project details) 4. The procurement of goods and services and the recruitment of programme personnel by the UNDP country office shall be in accordance with the UNDP regulations, rules, policies and procedures.

5. The relevant provisions of the Revised Basic Agreement for Technical Assistance signed 29 October 1954 between the United Nations, the International Labour Organisation, the Food and Agriculture Organisation of the United Nations, the United Nations Educational, Scientific and Cultural Organisation, the International Civil Aviation Organisation, and the World Health Organisation and the Government of the Republic of Indonesia, the Standard Agreement on Operational Assistance signed 12 June 1969 between the United Nations, the International Labour Organisation, the Food and Agriculture Organisation of the United Nations, the United Nations Educational, Scientific and Cultural Organisation, the International Civil Aviation Organisation, the World Health Organisation, the International Telecommunication Union, the World Meteorological Organisation, the International Atomic Energy Agency, the Universal Postal Union, the Inter-Governmental Maritime Consultative Organisation and the United Nations Industrial Development Organisation and the Government of the Republic of Indonesia and the Agreement signed 7 October

76

1960 between the United Nations Special Fund and the Government of the Republic of Indonesia including the provisions on liability and privileges and immunities, shall apply to the provision of such support services. The Government shall retain overall responsibility for the nationally managed programme through its designated institution. The responsibility of the UNDP country office for the provision of the support services described herein shall be limited to the provision of such support services detailed in the annex to the programme support document.

6. Any claim or dispute arising under or in connection with the provision of support services by the UNDP country office in accordance with this letter shall be handled pursuant to the relevant provisions of the above mentioned agreements.

7. The manner and method of cost-recovery by the UNDP country office in providing the support services described in paragraph 3 above shall refer to the agreed implementation support service rate as stipulated in the letter from BAPPENAS dated 22 June 2010, No. 3965/W/06/2010.

8. The UNDP country office shall submit progress reports on the support services provided and shall report on the costs reimbursed in providing such services, as may be required.

9. Any modification of the present arrangements shall be effected by mutual written agreement of the parties hereto.

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ANNEX VI. INDICATIVE BUDGET ANNUAL WORKPLAN (2012 – 2016) WITH TOTAL AMOUNTING USD 15,000,000.

ANNUAL WORKPLAN - 2012 PLANNED ACTIVITIES


Budget Description

Amount


Activity Result 1.1: National Confl ict Prevention Framework developed.

X X Coordinating Ministry for People's Welfare.



1) Recruit a third party institution for finalization and dessimination of CPF for action

UNDP/NZAID 72100 10,000

∙ Availability and implementationof national and subnational regulatory and control frameworks

2) Conduct series of national and subnationalconsultations for the finalization of ConflictPrevention Framework for action, incorporationggender concerns.

UNDP/NZAID 75700 7,500

∙ Availability and implementation of national and subnational action plans of confl ict prevention and community safety and security.

3) Programme support & monev UNDP/NZAID various 10,976

Baseline: Activity Result 1.2: National and subnational X X Ministry of Home Affairs.


1) Recruit a national consultant for faci l itating dialogues on the national regulatory framework on social conflict management.

UNDP 72100 15,000

2) Conduct public consultations of the national UNDP 75700 15,000

3) Conduct intersectoral consultative meetings by the Technical Coordination Group

UNDP 75700 10,000

4) Programme support & monev UNDP/NZAID various 25,087

∙ None

Targets:

∙ CPF consulted to GOI and partners.

RESPONSIBLE PARTYEXPECTED OUTPUTS

TIMEFRAME PLANNED BUDGET

∙ Draft Bill on Social Conflict Management has been included in the National legislative agenda 2010‐14, and XX regulations have been approved in Maluku, North Maluku and Central Sulawesi; International framework on prevention of armed social conflicts is available.

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PLANNED ACTIVITIES


Budget Description

Amount

∙ Draft Bill on Social Confl ict Management continues as a priority for NLA 2012 and reviewed by ∙ None




Activity Results 2.1: Technical Coordinationmechanism on conflict prevention established andfunctioning.



∙ Implementation of technical coordination mechanism at national and subnational levels.

1)Conduct series of coordination meetings onprogrammatic, managerial and financial aspectsof project implementation, and develop projectimplementation guidelines based on PMIG.

UNDP 75700 20,000


2) Conduct induction workshops at national leveland in 5 target areas

UNDP 75700 35,000

3)Conduct meetings for setting up a national TCG on conflict prevention and UN Technical Working Group on conflict prevention

UNDP 75700 10,000

Baseline: 4)Conduct meetings in developing guidelines on the tasks and functions of TCG,including guidance on the use of CPF.

UNDP 75700 20,000

∙ None 5) Programme support for setting up the National PMU PTDDA, recruit project staffs & develop workplan

UNDP/NZAID various 53,310




79

PLANNED ACTIVITIES


Budget Description

Amount

Targets in 2012:

∙ Intersectoral coordination mechanism set up.∙ TCG provides initial guidance on use of CPF∙ National PMU set up and project staffs recruited.



Output 3Communities are able toapply conflict prevention tools andmechanisms that promotes socialcohesion, and sustainable welfareand livelihoods towards safe andstable well‐being.

Activity Result 3.2: Conflict Sensitive Planning(CSP) applied in target areas.

X X National Development Planning Agency.

Activity actions:

Indicators:1)Conduct TOT for Master Trainers on PeaceBuilding and Conflict Sensitive Planning Processincluding development of TOT modules.

UNDP 75700 62,000

∙ Extent to which all tools andmechanisms are codified andinfluencing policy formulation.

2)Conduct trainings on peace building and conflictsensitive planning in selected target areas forvillage and subdistrict levels.

UNDP 75700 30,000

∙ # and type of confl ict preventiontools and mechanisms developed andimplemented in target areas and wellknown;

3) Monitoring and Evaluation UNDP/NZAID 71600 10,000

∙ # and type of context‐specific earlywarning mechanisms appliedin targetareas, including through governmentbusiness process.

4) Programme Support UNDP/NZAID various 45,157



80

PLANNED ACTIVITIES


Budget Description

Amount




∙ Peace and Development Analysis(PDA) for target areas not updatedsince 2005.

1)Conduct a national workshop and 5 subnationalworkshops to introduce and integrate CEWERStools in local forum function in the target areas

UNDP/NZAID 75700 50,000

∙ Confl ict sensitive planning (CSP) ispiloted in 3 provinces and 6 districts,and public awareness activitiesinitiated in 4 districts;

2) Programme support & monev UNDP/NZAID 75700 31,359

∙ Community‐based complaintsmechanisms (CBCM) initiated in 6districts, and guideline on earlywarning and early response (EWER)developed.

Activity Result 3.5: Peace and DevelopmentAnalysis developed and updated.



∙ CSP implemented by local officialsat village level in target areas;

1)Conduct PTDDA baseline survey, with sexdissaggragated data and considerations to genderand women’s empowerment issues

UNDP/NZAID 72100 75,000

∙ EWER tools integrated into localforums in target areas.

2) Programme Support & monev UNDP/NZAID various 64,611

∙ Baseline survey completed and datarecordedRelated CP outcome: GOI and civilsociety are more effective inidentifying and managing confl ictsand their impact within Indonesia’scommunities.





81

ANNUAL WORKPLAN - 2013

PLANNED ACTIVITIES


DescriptionAmount


Activity Result 1.1: National Confl ict Prevention Framework (CPF) developed.




1)Provide technical assistance for GOI buy‐in and dissemination of CPF for Action.

Tbd 75700 60,000


2) Conduct high level National Workshop on theadoption of the CPF for action.

Tbd 75700 15,000


3) Conduct series of dissemination workshops atsubnational level for local GOI and local multi‐stakeholder buy‐in of CPF for action.

Tbd 75700 35,000

4) Publication and distribution of CPF guidelines. Tbd 74200 12,500

5) Monitoring and evaluation Tbd 71600 5,500

Baseline: 6)Programme support Tbd various 57,321

∙ NoneActivity Result 1.2: National and subnational regulatory framework on Social Conflict Management enacted.


Activity actions:

1) Conduct public consultations on the nationalregulatory framework on social conflictmanagement, with consideration to equalrepresentation of men and women participants.

Tbd 75700 25,000

∙ None

2) Provide continued consultancy services andtechnical assistance to the GOI for thedevelopment of national regulatory framework onsocial conflict management..

Tbd 75700 30,000

RESPONSIBLE PARTYEXPECTED OUTPUTSTIMEFRAME PLANNED BUDGET

∙ Draft Bill on Social Conflict Management has been included in the National legislative agenda 2010‐14, and XX regulations have been approved in Maluku, North Maluku and Central Sulawesi;

82

PLANNED ACTIVITIES


DescriptionAmount

Targets in 2013:3) Conduct intersectoral consultative meetingswith TCG on the progress of national regulatoryframework on social confl ict management.

Tbd 75700 15,500

∙ CPF adopted by GOI and partners. 4)Draft 5 local regulations in target areas,with consideration to gender mainstreaming and women’s empowerment issues.

Tbd 75700 65,000

∙ Draft Bill on social Confl ict continues as a priority for NLA 2013 promoted by TCG

5) Conduct facil itation and advocacy in developing local regulations on social conflict management in 5 other target areas.

Tbd 75700 45,000

∙ Relevant sub‐national regulations drafted in 5 target areas and advocacy for development of 5 other subnational regulations in target areas.


∙ Development of guidelines to formulate National Action Plan on conflict prevention and Local Action Plans in incorporating community safety and security.

7) Programme support Tbd variuos 83,294


Activity Result 1.3: Action Plans on confl ict management developed and mainstreamed into RKPs.


Activity actions:

1) Establish a national taskforce in identifying and coordinating inputs for the formulation of National Action Plan on conflict management.

Tbd 75700 20,000

2) Conduct series of meetings in developing NAP & LAP guidelines, that incorporates community safety and security, mainstreaming gender and peace building issues.

Tbd 75700 15,000

3) Conduct dessimination of final NAP and LAP guidelines in target areas..

Tbd 75700 45,000

4)Monitoring and evaluation. Tbd 71600 5,500



83

PLANNED ACTIVITIES


DescriptionAmount

5)Programme support. Tbd various 38,288



Activity Results 2.1: Technical Coordination Mechanism on conflict prevention established and functioning.




1) Establish subnational TCG in target areas Tbd 75700 75,000


2) Conduct quarterly technical coordination meetings of TCGs respectively at national and at sub‐national levels with participation of local forums for partnership building.

Tbd 75700 60,000

3) Produce and distribute CPF guidebook Tbd 74200 15,000

Baseline: 4) Conduct quarterly meetings of UNTWG and biannual joint meeting with national TCG.

Tbd 75700 15,000

∙ None 5) TCG oversight of PDA progress. Tbd 75700 20,000


6) Monitoring and evaluation. Tbd 71600 3,000

7) Programme support. tbd various 84,190

Targets in 2013:Activity Results 2.2: Local multi‐stakeholderforums for conflict prevention and early warningestablished and functioning.


∙ Relevant sub‐national regulations drafted in 5 target areas and advocacy for development of subnational regulations in 5 other target areas.

Activity actions:

∙ TCG prepares guidebook on CPFand finalize development of PDA guideline.

1) Set up local multi‐stakeholder forums and conduct regular coordination meetings with TCG .

Tbd 75700 70,000

∙ Fora for partnership with TCG established and feedback on CPF, PDA and early warning systematized.

2)Provide technical assistance and capacity building activities for multi‐stakeholder forums in the delivery of confict prevention and early warning and early response initiatives.

Tbd 75700 75,000



84

PLANNED ACTIVITIES


DescriptionAmount

∙ TCG provides guidance on utilization of CPF and Peace Development Analysis (PDA)



4) Programme support. Tbd various 64,934


Output 3. Communities are able toapply conflict prevention tools andmechanisms that promotes socialcohesion, and sustainable welfareand livelihoods towards safe andstable well‐being.

Activity Result 3.1: Community initiatives forsustainable peace applied.




1)Issue RFPs and conduct selection process forproposals from target areas that includes:

Tbd 75700 25,000


∙ Sustainable l ivel ihood for peace


∙ Grievance handling mechanisms (incl. CBCMand ADR)

∙ ∙ Support to Musrenbang results

Baseline:∙ Social Cohesion and peace building initiatives.


Note: Proposals on Community‐Based Complainstmechanism and alternative dispute resolutioncould be in the form of:



85

PLANNED ACTIVITIES


DescriptionAmount


∙ Workshop to review CBC mechanism and alternative dispute resolution

∙ Guideline on early warning and early response (EWER) developed.

∙ FGDs and legal drafting of local regulation on CBCM and ADR mechanism, using gender lense.

∙ Technical assistance for developing local regulations on CBCM and ADR mechanism

Targets in 2013:

∙ 10 conflict prevention and peace building initiatives selected and ready for implementation .

2)Conduct capacity building to grantees andpotential related parties at the local level.

Tbd 75700 45,000

∙ CSP mechanism is implemented at sub‐district and district levels in all target areas and communities satisfied with results; peace building and synergy initiatives on conflict prevention with DRR and A2J implemented.

3)Provide grants to approved proposals oncommunity initiatives for sustainable peace.

Ministry for the Development of Disadvantaged Areas; Coordinating Ministry for People's Welfare; Ministry of Social Affairs.

Tbd 72600 750,000

∙ EWERS functioning and assessment of existing CBC mechanism prepared by the local forum

4)Provide technical assistance, supervision andguidance to grantees.

Tbd 75700 25,000

∙ Education and public awareness strategy developed and implemented and curriculum developed;

5)Programme support & monev Tbd various 383,109

∙ PDA finalized and disseminated through TCG and local forums ; publication of semi‐annual “fast facts”



∙ PDA database maintained and updated by TCG;

Activity actions:



86

PLANNED ACTIVITIES


DescriptionAmount

1) Conduct trainings on peace building and conflict sensitive planning in target areas for village, subdistrict, SKPD, District & Province levels of target areas

Tbd 75700 200,000

Related CP outcome: GOI and civilsociety are more effective inidentifying and managing confl ictsand their impact within Indonesia’scommunities..

2) Conduct trainings for decision‐makers on the synergy of conflict prevention with DRR and Access to Justice in selected target areas..

Tbd 75700 50,000

3) Printing and distribution of training modules Tbd 74200 12,500

4) Conduct facil itation and advocacy of CSP in target areas by KPM

Tbd 75700 50,000

5)Programme Support & monev Tbd various 139,943


X X X XMinistry for the Development of Disadvantaged Areas.

Activity actions:

1) Establishment of context‐specific CEWERS at thedistrict level.

Tbd 75700 60,000

2)Conduct series of district level coordinationmeetings between government, local forums andCBOs on the implementation of CEWERS.

Tbd 75700 35,000

3) Provide technical assistance in developing local regulation on Community‐based ComplainstMechanism as part of CEWERS integration process.

Tbd 75700 60,000

4)Conduct trainings, workshops and dialogues onlocal specific conflict issues identified by CEWERS.

Tbd 75700 25,000

5) Publication and printing of CEWERS guideline. Tbd 74200 15,000


7) Programme support. tbd various 89,788



87

PLANNED ACTIVITIES


DescriptionAmount

Activity Result 3.4: Peace promotion througheducation and public campaign on conflictprevention applied.

X X X XCoordinating Ministry for People's Welfare.

Activity actions:

1) Provide technical assistance in developing andadopting the strategy on education (inclderadicalization of youths) and public campaignon conflict prevention, with considerations togender mainstreaming, women and peace issues.

Tbd 75700 75,000

2) Conduct regular meetings with LAN and initiatedevelopment of oftraining module on conflictsensitivity and peace building for use in theformal training courses of the government system.

Tbd 72100 70,000

3) Develop educational materials for localschools and public campaign awareness materials on conflict prevention for community level andsocial‐cultural activities.

Tbd 74200 70,000

4) Conduct regular meetings of TCG and selected District Education Office for the development of local curriculum on multi‐culture and peace building.

Tbd 75700 20,000

5Monitoring and evaluation Tbd 71600 5,000


Activity Result 3.5:Peace and DevelopmentAnalysis developed and updated.


Activity actions:

1) Conduct simplified PDA, with considerations to gender mainstreaming, women and peace issues in data and analysis.

Tbd 72100 60,000

2) Conduct series of workshops to disseminate final results of PDA at provincial leves, with participation of TCG and Local Forums in target areas.

Tbd 75700 45,000



88

PLANNED ACTIVITIES


DescriptionAmount

3) Develop fast facts and other advocacy materials based on PDA data.

Tbd 74200 25,000

4) Printing and distribution of fast facts and other advocacy materials.

Tbd 74200 10,000



Sub Total Output 3 2,528,973

GRAND TOTAL AWP 2013 3,600,000



89


PLANNED ACTIVITIES


DescriptionAmount


Activity Result 1.1: National Confl ict Prevention Framework (CPF) developed


Indicators: Activity action:


1)Conduct national and subnational multi‐sectoral dialogues regarding progress of CPF implementation, identify hindrances of implementation and develop fol low up actions .

Tbd 75700 170,000


2)Conduct follow up actions from results of dialogues on progress of CPF implementation.

Tbd 75700 100,000




Baseline:Activity Result 1.2: National and subnational regulatory framework on social conflict management enacted.




1) Conduct public consultations on the national regulatory framework on social conflict management, with consideration to equal representation of men and women participants.

Tbd 75700 300,000


90

PLANNED ACTIVITIES


DescriptionAmount

∙ None

2) Provide technical assistance to GOI in developing national regulation on social confl ict management and adoption of local regulations in 5 new target areas, with considerations to gender issues

Tbd 75700 195,000

3) Conduct consultative meetings by the Technical Coordination Group regarding national regulatory framework

Tbd 75700 7,500

Targets in 2014:4) Conduct National Workshop to disseminate the enactment of Law on Social Confl ict Management

Tbd 75700 45,000

∙ None 5) Monitoring and evaluation. Tbd 71600 30,500

∙ Draft Bill on Social Confl ict management continues as a priority for NLA 2014 promoted by TCG; .regulations adopted in 5 target areas (cumulative 10)


∙ National Action Plan (NAP) on conflict prevention developed and dessiminated with guidance from TCG




Activity actions:

1) Provide technical assistance to taskforce in developing national action plan on confl ict management that incorporates safety and security, with considerations on gender mainstreaming, women and peace issues.

Tbd 75700 125,000

2) Conduct series of workshops and FGDs in developing and finalizing of action plans at national level that integrates sectoral programme, with guidance of TCGs.

Tbd 75700 125,000



91

PLANNED ACTIVITIES


DescriptionAmount

3) Programme support & monev Tbd various 77,126




X X X X Ministry for the Development of Disadvantages Areas.



1)Conduct quarterly meetings of TCG at nationaland sub‐national levels on development issuesincluding policy and advisory support to theformulation of RPJMN 2015‐2020 thatincorporates confl ict prevention and peacebuilding issues

Tbd 75700 15,000


2)Conduct quarterly UNTWG meetings andbiannual joint meetings with national TCG.

Tbd 75700 15,000

3) Update and maintain PDA database with sex disaggragated data by TCG

Tbd 72100 80,000

Baseline: 4)Conduct study visit on confl ict preventionstrategies and actions by TCG (national/subnational) and selective Local Forums.

Tbd 71600 125,000

∙ None

5) Develop publication for circulation on lessons,good practices and success stories of communityinitiatives, as well aschallenges in implementingnational/subntional action plans.

Tbd 74200 12,500


6) Implement Project monitoring and evaluation Tbd 71600 5,500

7) Programme support Tbd various 78,052

Targets in 2014:



92

PLANNED ACTIVITIES


DescriptionAmount

∙ TCG prepares publication on lessons and good practices on Action Plan preparation and provides policy and advisory support to the formulation of the RPJM 2015‐2020); network of local forums established for confl ict prevention and early warning knowledge sharing.

Activity Results 2.2: Local multi‐stakeholderforums for conflict prevention and early warningestablished and functioning.


∙ Maintains PDA database and supports PCNA adoption

Activity actions:

1) Establish network of local forums for conflictprevention and early warning in target areas.

Tbd 7570 150,000

2) Conduct regular coordination meetings orworkshops for capacity building, feedback andknowledge sharing as well as strengtheningpartnership among multi‐stakeholder forums andlocal TCG in target areas.

Tbd 75700 70,000

3) Conduct inter‐target area cross visits to learn about conflict prevention and social cohesion initiatives and mechanisms applied in selective target areas.

Tbd 75700 70,000

4) ) Publication and distribution of advocacy materials on experiences, lessons learned and best practices.

Tbd 74200 20,000

5)Monitoring and evaluation Tbd 71600 5,500



Output 3 Communities are able toapply conflict prevention tools andmechanisms that promotes socialcohesion, and sustainable welfareand livelihoods towards safe andstable well‐being.

Activity Result 3.1: Community initiatives forsustainable peace applied.

X X X X

Activity actions:

TIMEFRAMERESPONSIBLE PARTY

PLANNED BUDGET


EXPECTED OUTPUTS

93

PLANNED ACTIVITIES


DescriptionAmount

Indicators:

1)Issue RFPs and conduct selection process ofproposals that covers: sustainable livelihood forpeace, grievance handling mechanisms (CBCM &ADR), support to musrenbang results and peacebuilding initiatives

Tbd 75700 25,000


2)Provide grants to selected proposals, withconsiderations to gender mainstreaming, women,peace and empowerment issues.


Tbd 72600 1,000,000

∙ # and type of conflict prevention tools and mechanisms developed




Baseline:


Note: Proposals on Community‐Based Complainst mechanism and alternative dispute resolution could be in the form of:






Targets in 2014:Activity Result 3.2: Conflict Sensitive Planningapplied in target areas.




94

PLANNED ACTIVITIES


DescriptionAmount

∙ 10 conflict prevention and peace building initiatives supported and funded.

Activity actions:

∙ Publication of semi‐annual “Fast Facts”

1) Conduct series of FGDs and workshops for theformulation of Conflict Sensitive Planning policypaper at national level.

Tbd 75700 45,000

∙ Policy paper on CSP developed; curriculum piloted in target areas

2)Conduct trainings on conflict sensitiveplanning/Musrenbang Plus for various levels intarget areas, as well as conduct trainings inselected areas on the synergy of conflictprevention with disaster risk reduction and accessto justice

Tbd 75700 370,000

∙ Databaseof lessons and practices on EWER and CBCM developed and maintained by Network of local forums.

3)Printing and distribution of training modules Tbd 74200 20,000

4)Conduct annual meetings among KPMs andpublish best practices and lessons learneddocumentation.

Tbd 75700 120,000

5)Provide facilitation for CSP implementation intarget areas by KPMs.

Tbd 75700 70,000


7) Programme Support. Tbd various 194,513

Activity Result 3.3: Early warning and early X X X X Ministry of Underdeveloped

Activity actions:

1)Conduct workshops to review integration ofCEWERS in local forum function, withconsideration to gender mainstreaming andwomen and peace issues.

Tbd 75700 20,000

2)Provide technical assistance for developing andmaintaining database on lessons and practices ofCEWERS with community based complainstmechanism as part of the process, a by network oflocal forums

Tbd 75700 70,000




95

PLANNED ACTIVITIES


DescriptionAmount

3)Monitoring and evaluation. Tbd 71600 5,500


Activity Result 3.4: Peace promotion through education and public campaigns on conflict prevention applied.


Activity actions:

1) Conduct piloting of local school curriculum on Tbd 75700 120,000

2) Conduct regular meetings with LAN anddevelopment of a set oftraining modules onconflict sensitivity and peace building for use inthe formal training courses of the governmentsystem.

Tbd 75700 45,000

3)Conduct field testing of training module onconflict sensitivity and peace building for use inthe formal training courses of the governmentsystem.

Tbd 72100 95,000

4) Conduct regular meetings with the District Education Office and technical assistance in the piloting and refinement of local curriculum development and adoption process of the local curriculum.

Tbd 75700 45,000

5) Develop and distribute advocacy and promotional materials on conflict prevention and peace building for local schools and community level social‐cultural activities.

Tbd 74200 12,500





Activity actions:

1)Conduct Project Mid‐Term Review (MTR) by thirdparty, with considerations to gendermainstreaming, peace and empowermehnt issues.

Tbd 72100 100,000



96

PLANNED ACTIVITIES


DescriptionAmount

2)Conduct National Workshop to disseminateMTRresult and followed by National Conference tolaunch National Action Plan (NAP) on ConflictManagement.

Tbd 75700 25,000

3) Update PDA and data maintenance by TCG, including sex disaggragated data.

Tbd 72100 45,000

4)Regular publication and distribution of semi‐annual fast facts from the updated PDA and NAP.

Tbd 74200 12,500







97


PLANNED ACTIVITIES


DescriptionAmount






1) Provide technical assistance to local government for development of local regulation on social conflict management in 5 other target areas and adoption of local regulations in 5 target areas

Tbd 75700 150,000


2)Conduct series of consultations/FGDs for adoption of local regulations in 5 target areas

Tbd 75700 100,000


4)Monitoring and evaluation Tbd 71600 15,500


Baseline:Activity Result 1.3: Action Plans on Conflict Management developed and mainstreamed into RKPs.




1) Provide continued technical assistance to subnational taskforces in developing subnational action plans, incorporating gender mainstreaming, women, peace and empowerment issues..

Tbd 75700 125,000


98

EXPECTED OUTPUTS PLANNED ACTIVITIES

TIMEFR



DescriptionAmount

∙ None

2) Conduct meetings and/or FGDs in developing and adoption of subnational action plans that integrates sectoral programme, with guidance of TCGs.

Tbd 75700 125,000


Targets in 2015: 4) Programme support. Tbd various 100,558

∙ None

∙ Local Regulations adopted in 5 target areas (cumulative 10)∙ National Action Plan (NAP) on conflict prevention updated with guidance from TCG

Related CP outcome: GOI and civilsociety are more effective inidentifying and managing confl icts







1)Conduct quarterly meetings of TCG at national and sub‐national levels on development issues andregarding the progress of implementation of the Law on Social Conflict Management.

Tbd 75700 25,000


2)Conduct quarterly UNTWG meetings andbiannual joint meetings with national TCG,including regular Project Board Meetings.

Tbd 75700 50,000

3) Develop publication for circulation on lessonsand good practices and success stories ofcommunity initiatives and about implementationof Action Plans in target areas.

Tbd 74200 25,000

99

PLANNED ACTIVITIES


DescriptionAmount

Baseline: 4) Monitoring and evaluation. Tbd 71600 5,500

∙ None 5) Programme support. Tbd various 41,040


Activity Results 2.2: Local multi‐stakeholderforums for conflict prevention and early warningestablished and functioning.



∙ TCG prepares publication on lessons and good practices on Action Plan implementation and provides policy and advisory support to the formulation of the RPJM 2015‐2020);

1)Conduct regular coordination meetings forfeedback and knowledge sharing and strengthenthe network of multi‐stakeholder forums and localTCG in target areas.

Tbd 75700 150,000

∙ Network of local forums established for conflict prevention and early warning knowlede shairng.

2) Conduct dialogues between local multi‐stakeholder forums and local TCG regarding partnerships in confl ict prevention and early warning initiatives, and conduct preparation and assessment of CBCM implementation in the CEWERS mechanism.

Tbd 75700 170,000

∙ . Fora initiated (or strengthened) and assessments on community‐based complaints mechanisms as part of CEWERS mechanism prepared.







100

PLANNED ACTIVITIES


DescriptionAmount


Activity Result 3.1: Community initiatives forsustainable peace.




1)Issue RFPs and selection process of proposalssubmitted that covers:

Tbd 75700 25,000


∙ sustainable l ivel ihood for peace,


∙ grievance handling mechanisms (incl CBCMand ADR),

∙ support to musrenbang results,

Baseline:∙ Social Cohesion and peace building initiatives.


2)Provide grants to selected proposals on conflictprevention and peace building, withconsiderations to gender issues, peace andsecurity.


Tbd 72600 800,000







101

PLANNED ACTIVITIES


DescriptionAmount

Targets in 2015:Note: Proposals on Community‐Based Complainstmechanism and alternative dispute resolutioncould be in the form of:

∙ Policy paper on CSP developed; peace curriculum piloted in target


∙ Databaseof lessons and practices on EWERS and CBCM developed and maintained by network of local forums; CBCM formalized through local regulation.


∙ 10 conflict prevention and peace building initiatives supported and funded.


Activity Result 3.2: Conflict Sensitive Planningapplied in target areas.


Activity actions:


1) Provide technical assistance in developingconflict sensitive planning policy paper.

Tbd 75700 120,000

2)Conduct trainings on conflict sensitiveplanning/Musrenbang Plus for various levels.3)Provide facilitation for CSP implementation intarget areas by KPMs

Tbd 75700 350,000

3)Provide facilitation for CSP implementation intarget areas by KPMs

Tbd 75700 70,000

4) Conduct consultative meetings among KPMs and local government to review effectiveness of CSPprocess and KPM function for sustainabledevelopment and peace building .

Tbd 75700 70,000


6) Programme Support Tbd various 241,379



102

PLANNED ACTIVITIES


DescriptionAmount

Activity Result 3.3: Early warning and earlyresponsesystem applied in target areas.


Activity actions:

1)Conduct review of integration of CEWERS in localforums.

Tbd 75700 80,000

2)Conduct trainings, workshops and dialogues onlocal specific conflict issues identified by CEWERS

Tbd 75700 25,000

3)Maintain database on lessons and practices ofCEWERS by network of local forums

Tbd 75700 55,000

4)Conduct consultations/FGDs for drafting aregulation on CBCM in the CEWERS process.

Tbd 75700 100,000



Activity Result 3.4: Peace promotion through education and public campaigns on conflict prevention applied.


Activity actions:

1) Conduct piloting of local school curriculum on conflict prevention and peace building in selected target areas (incl. subjects such as deradicalization among youths)

Tbd 72600 65,000

2)Conduct launching of training modules on conflict sensitivity and peace building in formal training courses of the government system (LAN )

Tbd 75700 15,000

3) Conduct regular meetings with the District Education Office and technical assistance in the piloting and refinement of curriculum development and adoption process of school curriculum.

Tbd 75700 25,000

4)Conduct public campaign on confl ict prevention and peace building in community social‐cultural activities.

Tbd 72100 45,000





103

PLANNED ACTIVITIES


DescriptionAmount



Activity actions:

1)Update PDA data as input to the semi‐annualfast facts.

Tbd 72100 60,000

2)Develop, print and distribute semi‐annual fastfacts

Tbd 74200 12,500







104


PLANNED ACTIVITIES


DescriptionAmount






1) Conduct series of regular consultative meetings of TCG at national and subnational levels on the final status of formulation and adoption of local regulations on conflict prevention and peace building.

Tbd 75700 120,000








∙ None

1)Conduct subnational consultative review oflocal action plans and identify lessons learned,impacts, challenges, and follow up actions frommulti‐stakeholders.

Tbd 75700 185,000





105

PLANNED ACTIVITIES


DescriptionAmount

∙ Draft Bil l on Social Conflict Management has been included in the National legislative agenda 2010‐14, and XX regulations have been approved in Maluku, North Maluku and Central Sulawesi; International framework on prevention of armed social conflicts is available.∙ None

Targets in 2016:

∙ None

∙ Local Action Plans integrating sectoral programmes, community safety and security reviewed and impact & lessons learned identified, with guidance from local forums. –

Related CP outcome: GOI and civilsociety are more effective inidentifying and managing confl icts







1) Conduct quarterly meetings of nationalTCG as feedback mechanism on status of overall project implementation and coordination

Tbd 75700 20,000


2 )Conduct concluding joint meeting of national TCG and UNTWG.

Tbd 75700 50,000

3) Implement monitoring and evaluation. Tbd 71600 25,000



106

PLANNED ACTIVITIES


DescriptionAmount

Baseline: 4) Conduct impact assessment of the project Tbd 72100 100,000

∙ None 5) Programme support.& monev Tbd various 83,571


Targets in 2016:

∙ Guidance/technical note on implementation of SCM Law prepared by TCG

∙ Publication of good practices in local conflict prevention and early warning in Indonesia




Activity Result 3.2: Conflict Sensitive Planningapplied in target areas.


Activity actions:

1)Conduct national launching of GOI’s adoption ofthe National Conflict Sensitive Planning Policy.

Tbd 75700 50,000

Indicators:2)Publication, printing and distribution of CSPPolicy Paper.

Tbd 74200 22,834



107

PLANNED ACTIVITIES


DescriptionAmount


3)Programme Support& monev Tbd Various 31,215


Activity Result 3.3: Early warning and earlyresponse system applied in target areas.



Activity actions:

Baseline:1)Conduct compilation and publication of lessonsand best practices of CEWERs that incorporates,CBCM & ADR

Tbd 75700 100,000


2) Printing and distribution Tbd 74200 50,000



∙ Community‐based complaints mechanisms (CBCM) initiated in 6

Activity Result 3.4: Peace promotion througheducation and public campaign on conflict



∙ Policy paper on CSP adopted by GOI (promoted by TCG); adoption of curriculum by Ministry of Education

1)Conduct regular meetings with the DisrictEducation Office for the local adoption of theschool curriculum on peace promotion.

Tbd 75700 75,000

∙ Publication of semi‐annual “Fast Facts”

2) Conduct workshops to launch local adoption ofschool curriculum by the District Education Office.

Tbd 75700 150,000

∙ Publication on community‐based early warning and early warning




108

PLANNED ACTIVITIES


DescriptionAmount



Activity Result 3.5: Peace and Development Analysis developed and updated.


Activity actions:

1) Concluding publication and distribution of semi‐annual fast facts on confl ict prevention and peace building, focus on lessons learned, partnerships and challenges.

Tbd 75700 46,665






Government of Indonesia - United Nations Development Programme

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