Our Strategic Plan
Overview
To date the Partnership has succeeded in improving governance using a sectoral approach. But in Indonesia’s changing governance environment, progress has exposed a high level of interconnectedness. The performance of the legislature, for example, cannot be separated from policy making within the various ministries and the bureaucracy. Similarly, political commitments to enhance performance in one area of governance fail to gain traction when not supported by other areas of governance.
Vertical Integration:
The Partnership will build suites of programming centered on particular issues or common themes, addressed from several different vantage points. There will be a higher degree of ongoing communication and cross cluster coordination. With this approach, the Partnership will ensure optimum impact for its overall objectives and will enhance the sustainability of each individual initiative.
As much as possible, we will replicate successful engagements in order to share governance best practices.
The Partnership will continue to act as a lead coordinator, inviting government, civil society, the media, academia and donors to share information of ongoing and proposed projects; and to give feedback on the effectiveness of these activities. A unique strength of the Partnership is our ability to bring together all these parties to advance the pace of governance reform with Indonesian characteristics and at an Indonesian pace. The Partnership is now defining the Indonesian reform agenda, moving away from a donor driven approach.
Horizontal Integration:
We will pursue a much more participatory approach at all stages of our programs and activities. From initial identification of initiatives through to design, implementation, monitoring and evaluation, and reporting, the Partnership staff will engage partner organizations and stakeholders at each stage.
One of the key lessons learned from our early programming is the importance of political will and commitment on the part of leaders of the government institutions which it seeks to assist. This point is particularly relevant to programs which are seeking to provide capacity building for institutional and human resource development.
At the national level consideration of political will and commitment will shape our approach to each institution. If there is insufficient support from the leadership, then the Partnership will focus its attention on advocacy for reform. We may also consider action at the legislative or policy level to bring about the desired change.
At the sub-national level, the Partnership will commit its limited resources to actions appropriate to each individual institution/level/area. When it comes to working with specific government institutions, political will and support will be a primary consideration. This will not only ensure better results, but will also form the basis of long term sustainability for objectives.
This means our engagements at local level will work both with the demand and supply side of the governance equation to enable both administrations and constituents to cooperate. The willingness of local administrations to follow this agenda for good governance will be paramount.
Given the increasing poliferation of local governments – Indonesia now comprises 470 districts - the Partnership will devote considerable resources to replication strategies so that best practices can take root nationwide.
At the national level consideration of political will and commitment will shape the approach which the Partnership has toward a particular institution; if the desired frame of mind is not apparent within the leadership, then the Partnership will focus its attention specifically to developing the correct orientation of the given institution, through a greater emphasis on advocacy for reform. It may also consider action at the legislative or policy level to bring about the desired change. At the sub-national level, while the Partnership will likewise continue to pressure local government for reform - through various channels including advocacy - the level of political will and commitment demonstrated by local leaders will form the basis of decisions upon which regions, provinces or districts the Partnership will pursue its objectives or replicate previous successes. Partnership will commit its limited resources to actions which are most appropriate to each individual institution/level/area. When it comes to getting involved in building the capacity of specific institutions, political will and support will be a primary consideration. This will not only better ensure success, but will also form the basis of long term sustainability for objectives.
The importance of political will at the sub-national level is perhaps best put to the test in regards to the process by which local administrations, establish their budget. The budget is a crucial policy instrument for ensuring that the needs and desires of the people are met. In addition to helping local administrations coordinate pro-poor budgeting, the Partnership is highly supportive of measures to include the public and all other relevant stakeholders in the planning process. Experience shows that local administrations are more willing to open the budgeting process when constituents are able to articulate their budgetary aspirations. Therefore Partnership engagements at the local level will work both with the demand and supply side of the governance equation to develop processes where by local administrations and constituents can cooperate in a participatory fashion. The willingness of local administrations to follow this agenda for good governance will be paramount.
Within the context of decentralized governance the Partnership will devote considerable resources towards the creation of mechanisms through which best practices for governance reform may be shared and replicated. Given the increasing stratification of local government – Indonesia now comprising 470 districts nationwide – the Partnership recognizes that even with greatest coordination of all stakeholders engaged in capacity building at the district level, only a fraction of districts will receive direct support from governance advisors. Measures which help to build the capacity of institutions at the sub-national areas therefore need to incorporated means by which lessons learned may be transferred by direct beneficiaries to their counterparts. The Partnership will devote considerable resources to strategies for replication so that best practices can take root nationwide.
