To improve the quality of proposals the Partnership offered proposal-writing clinics to potential grantees. Most importantly, the Partnership started to move to a more structured approach to activity design by elaborating annual work plans, which proposals had to adhere to.
The then Executive Director, H.E. Dillon, assumed his responsibilities and one of his major tasks was securing an independent legal entity, in November 2003, the organization legally obtained the status of a civil law not-for-profit association. The Partnership’s governance structure was adjusted to fit the new legal model. The ‘Meeting of Partners’, composed of the founding Indonesian civil society members, officially became the supreme decision-making body of the Partnership, while the Governing Board slipped into an advisory role. The Executive Board, which had previously been introduced to ensure closer supervision of the Partnership office, kept its functions.
The new structure marked a major step towards full national ownership.
2003 -2005
The Partnership Office reached the peak of its operational capacity strategically assisted by so as to ensure that its administration can become fully managed in terms of human resource management, contracting capacity, accountability with financial, operational and monitoring and evaluation procedures.
The Partnership has approved a total of 262 trust fund projects for a financial volume of $33.5m of which about $25m while operational and advocacy costs amounted to $ 10.6m.
2006-2007
By the end of 2006, the Partnership programming portfolio comprised 76 projects ongoing projects and 33 newly projects. As the strategic environment changed, new opportunities and challenges emerged hence the Partnership was necessitated to adjust its direction into the future. Along this line the Partnership put in place efforts to formulate a five year strategic plan (2007-2011) based on the achievement realized in the previous years.
The strategic plan was drawn up based on a thorough governance gap assessment and the results and achievement realized in the previous years.
The Partnership has now shifted its programming focus from 6 priority areas namely Anti Corruption, Decentralization, Civil Service Reform, Representation Reform, Legal-Judicial Reform, and Police and Security Reform to three cluster areas, namely, Public Service Governance (PSG), Democratic Governance (DG), and Security and Justice Governance (SJG). With fewer program areas, it is expected that future activities will be better focused as such more tangible results will be realized and fully responsive to the changing reform agenda of Indonesia.
A new Executive Director, Mohamad Sobary, came on board in June 2006 and undertook a comprehensive change management process within the Executive Office to re-align operations and programming functions in order to best respond to the five year strategic plan.
