Strengthening Frontline Service Delivery in the Papua Region LANDASAN Phase II

Transcription

1 EXPRESSION OF INTEREST (EOI) Strengthening Frontline Service Delivery in the Papua Region LANDASAN Phase II 1. Purpose The primary objective of this Expression of Interest (EOI) is to select suitable organisations to implement the Strengthening Frontline Service Delivery in the Papua Region LANDASAN Phase II. This is a two-step process and shortlisting of organisations is the first step. Shortlisted organisations will then be invited to prepare a full proposal, budget and work plan which will be assessed by the Evaluation Panel. The preferred organisation will then be selected for contracting. Further details are outlined in the attached Terms of Reference. 2. General Information Interested parties must use the forms provided and must include all information specified in this EOI in their submissions. Interested parties accept that their failure to provide all information may result in their submission being excluded from further consideration. 3. Lodgement of Submission Expressions of Interest must be submitted by to tender@kompak.or.id by the EOI closing time below. They must be addressed as follows: Attn: Subject: Senior Procurement Manager KOMPAK LANDASAN Phase II Expressions of Interest are to be submitted by 25 April 2016 at 4pm WIB (EOI closing time). Submissions must be received in pdf format, and can be in English language or Bahasa Indonesia. It is the responsibility of the interested parties to ensure that their submission, including all attachments, has been received, in the above inbox prior to the closing time. The EOI Validity Period is 12 weeks (unless otherwise negotiated) All enquiries should be submitted in writing to tender@kompak.or.id. Any enquiries from interested parties must be submitted no later than three (3) days prior to EOI closing time. KOMPAK reserves the right to issue or publish answers to any interested parties enquiries to all parties. Any submissions received after the EOI closing time will be considered a late submission. KOMPAK may at its absolute discretion, accept or reject a late submission. KOMPAK EOI for Strengthening Frontline Service Delivery in the Papua Region (LANDASAN Phase II) Page 1

2 4. EOI Deliverables The EOI submission must contain the following information: o A covering letter in which interested parties confirm that no known conflict of interest would arise should the interested party be selected to provide the work; o A signed EOI Submission Form as contained in Schedule A; o o o A completed Schedule B, up to 10 pages, providing a Capability Statement addressing the LANDASAN sectors and Categories of Support in the attached ToR and the selection criteria as outlined in Section 5 of this EOI. Up to 3 CVs of key personnel may also be attached to demonstrate the Personnel Requirements as per the ToR. CVs should be no more than 3 pages each using the format provided in Annex 2 of this EOI. A completed Schedule C up to 1 page providing interested parties details including company structure A completed Schedule D providing details of similar works completed by the interested party including appropriate referee contacts using the format described in the Schedule D. (Up to 5 project experience may be attached to demonstrate relevant project experience and should be maximum one page for each). Interested parties must address all information specified in this EOI in their submission. Interested parties accept that failure to provide all information may result in their submission being excluded from further consideration. A submission will be regarded as non-conforming if it fails to conform to one of these conditions. KOMPAK reserves the right to seek clarification of non-conforming submissions. KOMPAK may at its absolute discretion assess or reject a non-conforming submission and will not enter into any correspondence or discussion about a decision to assess or reject a non-conforming submission. 5. EOI Assessment Interested parties must be a legal entity in Indonesia and have been in operation for at least three (3) continuous years. Submissions will be assessed against each of the criteria listed above, with the criteria weighted as follows: Criteria Understanding of the context, clearly articulated mission and organisational focus on the issues and challenges in delivering frontline services in the Papua region Weighting for EOI 30 Demonstrated ability to provide high quality technical expertise, institutional capacity and experience specifically within health, education, legal identity and community 30 KOMPAK EOI for Strengthening Frontline Service Delivery in the Papua Region (LANDASAN Phase II) Page 2

3 development focusing on districts, sub-districts, frontline service units and villages; capacity development and facilitation, project management, monitoring and reporting. Ability to demonstrate using innovation such as ICT for delivering alternative solution to local service delivery outcomes would be advantage Demonstrated strong organizational expertise including policies, procedures, systems and personnel in financial management including fraud mitigation and ability to subgranting/sub-contracting where relevant 1 Demonstrated well-established relationships and strong engagement with key GOI stakeholders at the national and more importantly at the subnational level TOTAL KOMPAK reserves the right to seek clarification of, and negotiate the terms included in, shortlisted submissions after this EOI closes. These discussions will be documented and form part of the submission for evaluation purposes. Unsuccessful parties will have no redress against KOMPAK regardless of any addition or amendment to any submission in these circumstances. KOMPAK is not bound or required to accept any submission. KOMPAK reserves the right to accept or reject any submission, and to cancel the EOI process and reject all submissions, at any time prior to the awarding of a contract, without thereby incurring any liability to the affected interested parties. On request, unsuccessful parties will be provided with brief written feedback regarding the selection procedure and the assessment of their submission compared to the successful submission(s). The decision of the Evaluation Panel is final, and the provision of feedback on the evaluation process is for purposes of courtesy and quality improvement only. No further correspondence will be entered into on the basis of this feedback. 6. Shortlisting Upon completion of the first step evaluation process, a Request For Proposal (RFP) will be issued to the shortlisted organisations to prepare their full proposal. Shortlisting provides no guarantee that the contract will be awarded to the organisation. Proposals will be assessed based on selection criteria as stated in the RFP. The Organisation preparing the proposal which is selected by the Evaluation Panel as the preferred organisation will enter into negotiations for the contract to implement the LANDASAN Program. Contract 1 This can be demonstrated through documenting the organisation s implementation of other DFAT grants/sub-contracts or other donor contracts with similar standards and compliance requirements. Alternatively, previous external financial or systems audit results can be documented. KOMPAK EOI for Strengthening Frontline Service Delivery in the Papua Region (LANDASAN Phase II) Page 3

4 acceptance and signing will be contingent on successful negotiations including value for money considerations. The provision of services must be completed according to the specifications of the agreed ToR, work plan and budget within the contract agreed therein. 7. EOI Costs Interested Parties are responsible at their own cost for: (a) making all arrangements and obtaining and considering all information relating to the EOI; (b) the preparation, delivery and lodgement of submission. 8. Miscellaneous This EOI does not give rise to a binding contractual relationship between KOMPAK/Abt JTA and the interested parties. KOMPAK may vary the process for the EOI at any time. The process of selection suitable organisation to undertake this activity will be a two-step process, they are as follow: First step Advertisement published nationally in Indonesia, Australia and internationally Submission of EOI documents, including capability statements from interested organisations Assessment of submissions by the Evaluation Panel Organisation(s) shortlisted Second Step Shortlisted organisations will be invited to prepare a full proposal for assessment by the Evaluation Panel. The Evaluation Panel will assess the proposals based on selection criteria in the RFP document to be issued to shortlisted organisations. 9. Scope of Services The Scope of Services is available through the Term of Reference (TOR) attached to this EOI as an Annex 1. SCHEDULES A. EOI Form B. Capability Statement C. Company Structure & Details KOMPAK EOI for Strengthening Frontline Service Delivery in the Papua Region (LANDASAN Phase II) Page 4

5 Annex 1: Term of Reference (TOR) Annex 2: CV Format KOMPAK EOI for Strengthening Frontline Service Delivery in the Papua Region (LANDASAN Phase II) Page 5

6 Schedule A EOI Strengthening Frontline Service Delivery in the Papua Region (LANDASAN Phase II) EOI FORM To KOMPAK, We, Address: (Insert Full Company Name) (Insert Company Address) Phone Number: (Insert Company Phone No). Fax Number: (Insert Company Fax No). (a) This is a true and accurate submission and it has not been developed in consultation with any other known interested competing party; (b) In consideration of Abt JTA promising to consider our submission, will keep this offer open for a period of twelve weeks after the close of submissions; (c) Nominate the following person as our representative for executive negotiations: Contractor s Representative: DATED this day of, 2016 SIGNED for and on behalf of (Insert Company Name) Signature of Authorised Signatory Name of Authorised Signatory In the presence of: Signature of Witness Name of Witness KOMPAK EOI for Strengthening Frontline Service Delivery in the Papua Region (LANDASAN Phase II) Page 6

7 Schedule B EOI Strengthening Frontline Service Delivery in the Papua Region (LANDASAN Phase II) Capability Statement and Response to Selection Criteria Up to 10 pages Page 7

8 Schedule C EOI Strengthening Frontline Service Delivery in the Papua Region (LANDASAN Phase II) Organisation Details and Organisational Structure Up to 1 page Page 8

9 Schedule D EOI Strengthening Frontline Service Delivery in the Papua Region (LANDASAN Phase II) Demonstrated Relevant Project Experience Providing details of similar works completed by the interested party including appropriate referee contacts using the format described below (Up to 5 project experience may be attached to demonstrate relevant project experience and should be maximum one page for each). Project Experience Form Project Title Project Value Location Duration Client Starting and completion date Brief description of the organisation s role Statement of the similarities between this activity and the requirements of the LANDASAN Phase II currently being advertised and how this activity supports your statements addressing the selection criteria Nominated Referees: Name Address Phone Name Address Phone Page 9

10 Annex 1 Terms of Reference TERMS OF REFERENCE FOR STRENGTHENING FRONTLINE SERVICE DELIVERY IN THE PAPUA REGION LANDASAN PHASE II 1. PURPOSE This Terms of Reference (ToR) is for providing support to the Government of Indonesia (GoI) in strengthening frontline service delivery capacities and community engagement in local service delivery in the provinces of Papua and West Papua. The support is to be provided in four key sectors; health, education, legal identity and community development focusing on districts, sub-districts, frontline service units and villages. 2. BACKGROUND This work has been derived from the GOI s own Frontline Service delivery strategy, which targets direct interventions at the frontline of local service delivery with the aim of improving local capacity to deliver services. LANDASAN Phase I was a pilot project which started operating in early 2014 under the Australia-Indonesia Partnership for Decentralisation (AIPD) 2. The project focused on strengthening the capacity of the district government, frontline service providers and communities to manage basic services more effectively. LANDASAN adopted a dual strategy whereby capacity development interventions were directly targeting the districts, the service units and villages, in addition to facilitating vertical and horizontal interaction between levels and sectors. As a results, the project was able to pilot a holistic approach to improvements of frontline service delivery in targeted areas. LANDASAN Phase II is being continued under KOMPAK and will remain a flagship project in its support for improving overall access to and quality of local service delivery. The LANDASAN project is a complex frontline service delivery framework, working across several sectors and across different levels of government. The key targets for support are frontline service units within education, health and legal identity, in addition to the villages themselves with regards to village development. Further, the framework establishes the sub-district (Kecamatan) in the center for local level coordination and delivery of integrated services. As such the framework aims at delivering a holistic approach to tackling frontline service delivery bottlenecks and to create integration and collaboration between levels. A major challenge is that basic service delivery units and village governments receive funding from different GoI institutions through different funding processes, and in the case of the Papua region a gradual increased fiscal envelope as the result of the Special Autonomy Funds (Dana Otsus). Primary Health Centres (Puskesmas), for instance, get funding from the State Budget (Anggaran Pendapatan dan Belanja Negara, APBN), the subnational government budget (Anggaran Pendapatan dan Belanja Daerah, APBD), the Special Allocation Fund (Dana Alokasi Khusus, DAK), the National Health Insurance system (Jaminan Kesehatan Nasional, JKN), and the Special Autonomy Funds (Dana Otsus). This has significant consequences for planning, budget synchronization, public procurement, finance management, reporting and implementation of service delivery not only for Puskesmas but for all the frontline service units and villages. 2 Australia Indonesia Partnership for Decentralisation (AIPD) commenced operations in 2011 and ended in June 2015 Page 10

11 Tackling frontline service delivery problems and bottlenecks in the Papua region is therefore not about allocating additional funds towards service delivery, but it is a matter of improving local capacities to allocate and manage already existing funds. Although targeting the frontline units, the framework will also target its interventions at the District level focusing on district planning and budgeting in addition to the district role of monitoring and evaluation of Minimum Service Standards (MSS) within legal identity, education and health in particular. The provincial level will not be targeted as a direct recipient of project activities, however the two provinces are considered as a key counterparts and determining factors in local service delivery, and close collaboration at this level is envisaged. 3. OBJECTIVE KOMPAK seeks an Implementing Partner to assist in its efforts to support the GoI in improving the capacity of districts, sub-districts, frontline service units and villages in delivering local services. In particular the project objective is to ensure that: Local government (including service units) in the Papua region have institutional and operational capacity to address frontline service needs effectively. Village funds in the Papua region are utilized to address priority needs of the poor and marginalized, especially women. The key targets for this support will be frontline service delivery units within: education (primary schools) sector; health (Puskesmas) sector; legal identity services at District, Sub-District and village levels; and the villages themselves. The interventions will incorporate support to the entire supply chain considering that the external environment in which these service delivery units operate also plays a key role in defining the efficiency and effectiveness of individual units. In particular, support to the district level will be important since this is the level responsible for delivering local services. Further, considering the mandated role of the sub-district (Kecamatan) office in coordination and oversight outlined in Law no. 23/2014 on Local Government, support will also be provided to this level to enable the Kecamatan to reach its potential. To complete this delivery chain, direct interventions at the village level have also been included since they are the recipients of government services and should therefore play a role in setting priorities and demanding improvements of local service delivery. In addition, as per Law 6/2014 on Village Development, each village has now substantial fiscal capacities which can be leveraged towards co-financing of local service delivery and this level should therefore also be seen as a key contributor towards improved local services. As such the framework aims at delivering a holistic approach to tackling frontline service delivery bottlenecks and to create integration and collaboration between levels. LANDASAN will focus mainly on governance related aspects of local service delivery in the selected sectors. That is, overall management of service delivery, decision-making processes related to annual planning and budgeting, PFM including public procurement and similar areas of work with the aim of enforcing systematic changes to how service bottlenecks are tackled and services are delivered. The project seeks to ensure close collaboration and coordination with other sector specific programs with the assumption that a combined effort will result in better development outcomes. As such, the project acknowledge its limitations, however it will seek to contribute towards improved service delivery more broadly over time. In addition, specific focus will be put on health and particularly strengthen the capacity of the local government institutions, service units and civil society to improve the performance of the primary health care Page 11

12 systems in the Papuan provinces to achieve effective control of infectious diseases, especially through the design and delivery of good quality and high impact HIV/AIDS targeted activities. Categories of Support It is envisaged that the project will deliver its support to the various sectoral focus areas through Technical Assistance (TA) and Capacity Development (CD) initiatives within some or all of the following categories of support: 1) TA and capacity development/institutional strengthening initiatives: These types of interventions will be delivered through classroom training activities for identified topics. In addition, mentoring or on-the-job training will form a key part of this strategy to increase overall local capacities. Acknowledging that capacity development is not only about improved human resources, the project will also support technical assistance towards improved regulatory framework of service units such as development of Standard Operating Procedures (SOPs) for Puskesmas, local PERDA for delegation of authority to sub-district level for civil registry function, etc. It is expected that a majority of the training modules will be developed by KOMPAK in close collaboration with the implementing partner. 2) Technology based solutions and support: At this stage most local service units are collecting data for the sole purpose of reporting which is a matter of compliance rather than for planning or any other analytical purposes. The aim of these types of interventions is to create a cultural shift to use data for analytical, planning and management purposes, in addition to increase local capacities to do so. Further, the local level operates mainly by using manual tools for data collection, reporting and oversight of staff/implementation of activities. This is both time consuming and increases the likelihood of inaccurate reporting particularly for the local service units and for higher level units which receive the required information. Data entry often takes place at least twice for each item being reported which is considered high-risk in terms of errors. Supporting a move towards technology based instruments will contribute towards releasing staff-time for other more direct service delivery tasks, allowing usage of sophisticated analytical tools, ensuring more accurate supervision of staff, in addition to improvements in regards to overall quality and accuracy of reporting. In other words, such a move has the potential of supporting improvements in service efficiency. KOMPAK has already established a working relationship with the UN Pulse Lab Jakarta (PLJ) to collaboration in regards to designing and testing various prototypes of technology-based solutions for improved local service delivery. The implementing partner will contribute to this partnership and innovation strategy. 3) Piloting of local performance-based incentive systems: There are several performance systems in place, however at this stage very few are directly incentivised. The ones that are incentivised are usually linked to personal performance rather than unit performance. There is therefore an opportunity to review options for a local level performance system which focuses on localised issues and that can support improvements in local service delivery. These types of performance based inventive systems will be developed in close collaboration between KOMPAK, the implementing partner and local government counterparts. 4) Research and policy lessons: The project is a pilot program and seeks to contribute to central and local level policy discussions and debate. In addition to closely monitor and evaluate project implementation with the aim to identify evidence based lessons, the project seeks to deploy research teams in particular areas where the need for in-depth analysis is identified during project implementation. The overarching strategy is to create an enabling environment for local capacity development improvements with the aim to improve local level stakeholders ability and efficiency in implementing their mandate. As such, the project and its interventions will be viewed as useful and not seen as an extra burden to local stakeholders and counterparts, which will establish LANDASAN as a trusted partner at all levels. Page 12

13 4. EXPECTED OUTCOMES This work has several expected outcomes: Outcome 1: Local Government and service units better address the needs of basic service users; o Intermediate Outcome 1.1: Fiscal transfer arrangements for basic service delivery improved o Intermediate Outcome 1.2: Local government and service units have strengthened systems, processes and procedures. Outcome 2: The poor and vulnerable benefit from improved village governance. o Intermediate Outcome 2.1: Village governments are using evidence and understanding of local needs to make village development decisions. o Intermediate Outcome 2.2: Communities and village institutions are effectively engaging with village government and service units to address needs of the poor and marginalised. A draft performance framework and results framework has been developed and provided in Annex 1 of this TOR. This framework provides indicative outputs and deliverables, and it expected to be finalised in collaboration with local stakeholders and the implementing partner before project start-up. 5. SCOPE OF WORK It is expected that LANDASAN Phase II will commence in July 2016 and run until May 2018 with possibilities for extension. The project coverage is yet to be finalised, however, it is expected that the project will operate in the following areas/units: Target area/unit Total area/ Details units Provinces 2 Papua province and West Papua province District 8 The project will target four Districts in each province of which one is a highland District in each province. Sub-District 16 The project will target two sub-districts in each District. Puskesmas 16 The project will target one Puskesmas in each of the selected Sub-Districts. Primary schools 120 The project will target 10 primary schools in each of the selected Sub-Districts. Villages 120 The project will target 10 villages in each of the selected Sub- Districts. It is assumed that initial activities will commence in at least 25 per cent of selected target areas/units in 2016, while the remaining units will be included from January The work will be done in three main phases: Phase 1: Inception Project management: Deploy the LANDASAN team in the two provinces according to agreed schedule with KOMPAK. Review and if necessary revise project work plan, timeline and budgets in accordance with local realities on the ground. Support the locally established governance structures to ensure programmatic and budgetary decisions are taken in a timely manner. Support finalisation of an agreed LANDASAN M&E framework and localized project targets. Support finalization of an agreed LANDSAN Quality Assurance framework. Design and Management - Health Component The successful implementing partner will also be required to, together with KOMPAK, co-design and then oversight implementation of a component of work addressing HIV testing and treatment. Page 13

14 Project socialisation and communication: Socialise LANDASAN Phase II to all relevant stakeholders through meetings and other communication material in close collaboration and coordination with KOMPAK staff. Develop a knowledge management and communications strategy for the project in line with KOMPAK knowledge management and communications strategy. Capacity development and Technical Assistance (TA) activities: Finalise implementation arrangements with local counterparts (governmental and nongovernmental institutions and individuals) for local training and capacity building activities in health, education, legal identity and community development. Identity recipients for local capacity building initiatives in the targeted frontline service units and village apparatus. Support finalisation of capacity development strategy and training modules. Deliver necessary Training of Trainers (TOT) in the various targeted areas. Support testing of new training modules. Commence and facilitate initial activities related to mentoring of already trained frontline service delivery units in selected activities. Identification of local NGO/CSOs partner(s) to support activities to improve communities access to and demand for health services in general and HIV/AIDS services in particular. Technology based solutions: Support and facilitate KOMPAK/PLJ activities in identifying potential prototypes for data driven innovations in local service delivery based on local drive and ideas. Performance based incentives: Support the design of locally initiated performance based incentive systems in selected areas. It is assumed that a starting point will be the further development of the Village Model framework which was established under LANDASAN Phase I, however this may also be extended to other sectors. Phase 2: Full scale implementation The implementing partner will be responsible for day-to-day implementation of the agreed work plan and will be expected to deliver agreed outputs and outcomes within the overall project framework. Engagement with local CSOs in delivering capacity building and outreach services for identified activities to ensure transfer of knowledge to local institutions. Provide technical oversight and support when training or other activities are delivered by a third party. Regular monitoring of project activities and data collection for entry into the agreed M&E framework. Ensure project related information and results are communicated to all key stakeholders on a regular basis. Regular reporting (activity, results, challenges and financial) in accordance with agreed reporting framework and formats. Provide secretariat support to local project governance structures. Phase 3: Project review and evaluation Completion of M&E data entry and analysis of results against established targets; Support mid-term/end review; Activity completion report including activity description, achievements, challenges, lessons, policy contributions, recommendations for future programing and financing reporting. 6. DELIVERABLES No Deliverable By When Phase 1: Inception phase Page 14

15 No Deliverable By When 1 Detailed work plan for implementation of LANDASAN Phase II including (but not limited to) updated implementation strategy, timeline, risk and mitigation matrix, identification of core partners and other stakeholders, and budget. 2 Establishment and deployment of LANDASAN team in Papua and Papua Barat. It is also expected that initial engagement with local counterparts takes place during this period. 3 Work plan and budget for 2017 to be developed in collaboration and coordination with established project governance structures Papua and Papua Barat. 4 Inception report outlining progress to date on implementation against work plan, expenditure to date and progress against agreed outputs and outcomes, revision of timeline for delivery of milestones and suggestions to amendments to delivery model and strategy for implementation of LANDASAN Phase II if needed. 2 weeks after contract signed 1 month after contract signed By mid-december 2016 By mid-december 2016 Phase 2: Project implementation 5 Annual work plan outlining annual plans, targets and budgets. The annual work plans shall be developed in close coordination and collaboration with local government stakeholders and KOMPAK. 6 Quarterly progress report outlining progress to date on implementation against work plan, expenditure to date and detailed progress description against outputs and outcomes, M&E updates and analysis of data with the purpose of result based management, and lessons learned at the stage. By mid-december for each FY-1 Every quarter Phase 3: Project review and evaluation 6 Completion Report including full data set in line with established M&E framework, activity description and achievements (including phase one and two), challenges, lessons learned, policy contributions, recommendations for future programing and financing reporting. Full activity completion report within 2 weeks before contract completion, and full financial report within agreed deadline after operational closing. 7. PERSONNEL REQUIREMENTS The successful implementing partner is expected to provide a qualified team and demonstrate technical and institutional capacity to perform the above tasks. At a minimum, the composition of the team must have a mix of technical expertise such as PFM (planning, budgeting and procurement), health, education, legal identity, community development, monitoring and evaluation, management information system, policy analysis and advocacy, program design and implementation management. The successful implementing partner needs to be able to demonstrate that it has the required expertise, or access to, specific knowledge and experience in: The four key sector areas of education, health, legal identity and community development; Page 15

16 Delivery of capacity development initiatives at the local level; Proven ability to establish effective working relationships with local government, frontline service delivery units, universities, Civil Society Organisations and other relevant community organisations to support the implementation; Institutional and regulatory ability and experience in sub-contracting other partners for technical specific activities; Former experience in working in the Papuan context is seen as an asset. A submission of past experience in delivering similar services, and evidence of the capacity of the institution and key personnel must be attached to the proposals. The implementing partner do not need to have their full team in place at the time of proposal submission. If selected, the successful implementing partner will work closely with KOMPAK to select the most appropriately qualified and experienced personnel for the implementation of LANDASAN Phase II. Organizations that are interested in the partnership may include: university, NGOs, INGOs and the private sector. 8. REPORTING The successful implementing partner will work closely with relevant KOMPAK team members, relevant GoI agencies at respective levels, selected frontline units and communities. The successful implementing partner will on a day-to-day basis report to the Papua based KOMPAK dedicated LANDASAN project manager. The KOMPAK provincial offices in Papua and Papua Barat will also provide oversight and monitoring support of work being undertaken under this partnership where required. Reporting requirements on activities are outlined in the Deliverables section above. The technical report must be submitted in two copies by hard and soft copy in English and Bahasa Indonesia. The successful implementing partner must submit financial reports monthly or as directed by KOMPAK. Upon project completion the successful implementing partner will arrange an external audit to be funded by KOMPAK. The implementing partner must also comply with all relevant DFAT and KOMPAK policies and regulations including those regarding to Value for Money, unit costs, fraud mitigation, and child protection. 9. RECIPIENTS Given that the activities in this ToR are heavily focus on frontline service delivery, the direct recipients of the outputs of this activity are the Government of Indonesia (relevant Ministries, district governments, sub-district governments, and frontline service units), village governments and indirect recipients will be the users of the frontline service delivery units. 10. STRATEGIC IMPORTANCE This activity is fully in line with KOMPAK program outcome 1: Local Government and service units better address the needs of basic service users by directly targeting and supporting increased capacities in frontline service delivery; and KOMPAK Outcome 2: The poor and vulnerable benefit from improved village governance by directly targeting support to village government in local level planning and budget, implementation of village budgets, reporting, data collection and analysis, and coordination with local government processes. 11. SELECTION CRITERIA The selection criteria for the EOI and full proposal are listed below. Criteria Weighting for EOI Weighting for proposal Understanding of the context, clearly articulated mission and organisational focus on the issues and challenges in delivering frontline Page 16

17 services in the Papua region Demonstrated ability to provide high quality technical expertise, institutional capacity and experience specifically within health, education, legal identity and community development focusing on districts, sub-districts, frontline service units and villages; capacity development and facilitation, project management, monitoring and reporting. Ability to demonstrate using innovation such as ICT for delivering alternative solution to local service delivery outcomes would be advantage Demonstrated strong organizational expertise including policies, procedures, systems and personnel in financial management including fraud mitigation and ability to sub-granting/sub-contracting where relevant 3 Demonstrated well-established relationships and strong engagement with key GOI stakeholders at the national and more importantly at the subnational level Financial Proposal n/a 20 TOTAL About KOMPAK KOMPAK is a seven-year program funded by Australian Government, which aims to support the Government of Indonesia (GoI) to reduce poverty by improving the quality and coverage of frontline services and increasing economic opportunities for the poor. KOMPAK focuses on three main strategies: 1) responsive and accountable frontline services, 2) inclusive and community-led development, and 3) communities empowered through greater labour mobility and economic choice. As part of its agenda, KOMPAK seeks to strengthen government responsiveness and community engagement for service delivery and economic development. In order to advance this agenda, KOMPAK seeks to partner with an organization that has known capacity to design, implement and effectively monitor the improvement of quality of spending in basic services. Building on existing knowledge, evidence and initiatives including those from Indonesia (AIPD, KINERJA, BASIC, P3BM and other programs) and also perhaps abroad, the focus of partnership will be on defining means to institutionalize any tools and initiative to support planning-budgeting and monitoring and evaluation of specific fiscal transfer and fund managed by village into government systems. This partner may be from, but not limited to, universities research institutions, civil society (for example a nongovernment organization, civil society organization etc), private sector, an advocacy agency, think tank, or professional association. 13. About AbtJTA Abt JTA Asia Pacific is a specialist international health and social sector consulting company that provides services to public and private sector clients. Abt JTA Asia Pacific is a wholly owned Australian subsidiary of Abt Associates, regularly ranked as one of the top 20 global research firms and one of the top 40 international development innovators. Our domestic and international clients range from donor agencies, national governments, mining operations and private enterprises and our services span across a number of areas including project management, policy development, service delivery, consulting and training. 3 This can be demonstrated through documenting the organisation s implementation of other DFAT grants/sub-contracts or other donor contracts with similar standards and compliance requirements. Alternatively, previous external financial or systems audit results can be documented. Page 17

18 Working with our many partners, Abt JTA Asia Pacific implements bold, innovative solutions to improve the lives of the community and deliver valued outcomes for our clients. We provide a comprehensive range of services from policy to service delivery in the public and private sectors contributing to long term benefits for clients and communities. Operating in remote and challenging environments, we offer extensive experience in the region, strong technical capacity, and a proven project management track record. The subcontractor must demonstrate a high level of integrity, and a commitment to Abt JTA s values of: Mission-Driven: We are united by our mission to improve the lives of people worldwide. Global: We are a global community, bringing diverse knowledge, expertise, and perspectives to the many challenges faced by today's world. Committed to Excellence: We strive to meet and exceed the highest professional standards. Collaborative: We know that working collaboratively produces excellence. Accountable: We take responsibility for what we do and how we do it. Balanced: We sustain the energy and commitment we bring to our roles by promoting a healthy balance between our personal and professional lives. APPROVAL Name: Kate Shanahan Position: Chief of Program Signature: Approval Date: Page 18

19 Annex 1 Performance and Results Framework Outcome 1 Intermediate Outcome 1 Outcome 1: Local Government and service units better address the needs of basic service users Intermediate Outcome 1: Fiscal transfer arrangements for basic service delivery improved Immediate outcome 1.1: Improved District planning and budgeting of local services Output 3: Provincial/District Data available for planning and budgeting purposes in selected areas Output 2: Districts conduct annual monitoring and evaluation of puskesmas and primary school service quality and sector compliance with established MSS and service quality regulations Output 1: Annual district budgets adhere with mandatory budget allocations for basic services in health and education and are developed in accordance with established MSS Page 1

20 Outcome 1 Intermediate Outcome 2 Outcome 1: Local Government and service units better address the needs of basic service users Intermediate outcome 2: Local government and service units have strengthen systems, processes and procedures Immediate outcome 2.1: Increased local training and mentoring capacities for Frontline Service units at the local level Immediate outcome 2.2: TBC by DFAT Strengthened planning and budgeting for PHC health results at Puskesmas Immediate outcome 2.3: TBC by DFAT Strengthened management and leadership for PHC health results at Puskesmas Immediate outcome 2.4: Increased community involvement in delivering local health services "Immediate outcome 2.5: TBC by DFAT Immediate outcome 2.6: Strengthened planning and budgeting for education results at Primary Schools Immediate outcome 2.7: Strengthened leadership and management for education results at Primary Schools Immediate outcome 2.8: Increased community involvement in delivering local education services Immediate outcome 2.9: Frontline units are implementing procedures that increase the percentage of children who have birth certificate document Immediate outcome 2.10: Responsive Kecamatan that can diagnose and solve service delivery bottlenecks Output 1: Local Puskesmas training program designed and tested Output 1: Puskesmas prepare RUK in accordance with MSS and service delivery standards and in line with communities priorities Output 1: Puskesmas deliver programs and services in accordance with annual plans and budgets Output 1: Kecamatan health committees established and active Output 1: Primary schools prepare XXXXX and XXXX in accordance with MSS and service delivery standards and in line with communities priorities Output 1: Primary schools deliver programs and services in accordance with annual plans and budgets Output 1: Primary school committees established and active Output 1: Kecamatan legal identity services established and pilot tested Output 1: Establishment of Kecamatan integrated MIS/dashboard Output 2: Local Puskesmas mentoring program designed and tested Output 2: Data management, analysis and reporting system piloted in target Puskemas Output 2: Data management, analysis and reporting system piloted in target Primary schools Output 2: Puskesmas referral system for birth certificate applications established and pilot tested Output 2: Integrated local level annual planning and budgeting processes Output 3: Local Primary school (PS) training program designed and tested Output 3: Puskesmas has developed clear SOPs for various areas of mandated service delivery Output 3: Primary schools deliver services in line with locally established MSS and service quality standards Output 3: Primary school referral system for birth certificate applications established and pilot tested Output 3: Monitoring of sector compliance with MSS and other quality of service measures Output 4: Local Primary school mentoring program designed and tested Output 4: Puskesmas deliver services in line with locally established MSS and service quality standards Output 4: Incentivised school performance system established and pilot tested Output 4: Village referral system for birth certificate applications established and pilot tested Output 5: Kecamatan training program designed and tested Output 5: Puskesmas performance incentive system developed and tested Output 6: Kecamatan mentoring program designed and tested Output 7: Village training program designed and tested Page 2

21 Outcome 2 Intermediate Outcome 3 & 4 Outcome 2: The poor and vulnerable benefit from improved village governance Intermediate outcome 3: Village governments are using evidence and understand local needs to make village development decisions Intermediate outcome 4: Communities and village institutions are effectively engaging with village government and service units to address needs of the poor and marginalised Immediate outcome 3.1: Improved capacities in village use of data collection, analysis and reporting linked to village development planning and implementation. (only applicable where this is possible) Output 1: Functioning SAIK in target villages Immediate outcome 4.1: Strengthened capacities of village apparatus in planning and budgeting Output 1: Budget allocations for education and health sectors at the Village level reflects the priority needs of the village. Immediate outcome 4.2: Strengthened capacities of village apparatus in implementation of annual plans and budgets Output 1: Implementation of village plans and budgets in line with approved plans and budgets. Output 2: Village representatives participate ad provide input to annual kecamatan musrembang Output 2: Villages are monitoring delivery of village plans and budgets Output 3: Villages have access to sector specific information Output 3: Pilot testing of Model Village performance incentive system. Page 3

22 Annex 2 CV Format Position Name Contact Details Nationality Professional Qualifications Phone: Summary of Relevant Experience Professional Experience Mm/yy to mm/yy (x years) Location, Country, Name of project, Employer, Position Duties Mm/yy to mm/yy (x years) Location, Country, Name of project, Employer, Position Duties Mm/yy to mm/yy (x years) Location, Country, Name of project, Employer, Position Duties Mm/yy to mm/yy (x years) Location, Country, Name of project, Employer, Position Duties Mm/yy to mm/yy (x years) Location, Country, Name of project, Employer, Position Duties Mm/yy to mm/yy (x years) Location, Country, Name of project, Employer, Position Duties Certification "I, Name, declare that: (a) the information provided in this CV is accurate and hereby authorise AbtJTA to make whatsoever inquiries it may consider reasonable and necessary to undertake in the course of the assessment in relation to the information I have provided in this CV or any other matter which may relate to my suitability for the position for which I have been nominated; (b) I am available to participate in the Project in the role in which I have been nominated in the submission for the period or periods indicated in the EOI; (c) I am a person of good fame and character; and (d) I have not been convicted of an offence of, or relating to bribery of a public official, nor am I subject to any proceedings which could lead to such a conviction." Signed: ge 21 ersion 1.3_30/09/15 Date: