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Class 10 1 a case study of japanese ODA project to indonesia 2018

Class 10 A Case of Japanese
ODA Project to Indonesia and
A Case of World Bank’s Loan
Project to Japan
Prof. Koji Fujimoto
2018

Development Finance, MPP, VJU

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A Case of Japanese ODA Project to
Indonesia
Brantas River Basin
Development Project

Prof. Koji Fujimoto
2018

Development Finance, MPP, VJU


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The Bantas River Basin Development Project
The Brantas River Basin Development Project (The Brantas
Project) is the integrated development plan for the basin of
Brantas river which runs over 320 km covering 12,000 km2 of
the basin area in East Java, Indonesia.
Japanese Government helped to implement the Project over 40
years (1959 through 2002). It formulated 4 Master Plans (M/P) at
intervals of 10 years and provided financial assistance for 31
large scale economic infra-projects .
In financial terms, Japan’s ODA reached ¥170 billion ($1.7
billion) out of total investment costs of ¥225 billion ($2.25
billion).
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Site Map of the Brantas River
Basin Development Project

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Contents of Case Study Presentation
I. Evaluation Study Hypothesis and Method of Approach
1. Hypothesis
2. Method of Approach
II. Structure and Contents of Evaluation Study
1. Development Performances (Output and Outcome) of the
Brantas Project
2. Institutions Evolved by Stakeholders
3. Linkages between Performances and Institutions


III. Conclusion against the Hypothesis
1. Close Links between Performances and Institutions
2. Progressive and Accelerating Performances over Time
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I. Hypothesis and Method of Approach
1. Hypothesis:
(1) Infra-Project is a product of an interaction between physical
development (often recognized by project development
output/outcome) and institutional evolution.
(2) Institutional evolution is often equally important or more
important in promoting project performances and
Indonesian economic development at large.

Development Finance, MPP, VJU

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I. Hypothesis and Method of Approach
2. Method of Approach
(1) Comprehensive Matrix Approach
--- Performances of stakeholders in relation to project cycle
stages are identified.
(2) Institutional Evolution Approach
--- Institutions evolved by stakeholders, which contributed
to the performances are identified throughout project
cycle stages.

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I. Hypothesis and Method of Approach
PMP

• Comprehensive Matrix Approach (Graphical Presentation)
Planning Stage

Implementation
Stage

PostImplementation
Stage

Brantas Office
and Project Site
Offices
Government and
Indonesia
Executing
Agencies
(BAPPENAS,
DGWRD/DPU,
etc)
OECF/JBIC
and
JICA
Japan
Japanese
Government

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I. Hypothesis and Method of Approach
History of Japan's ODA Organizations

OTCA
(6/1962)

Change in
JICA's
Status
(10/2003)

JICA
(8/1974)

(New)JICA
(10/2008)
OECF
(3/1961)
JBIC
(10/1999)
EXIM
(1950)
OTCA
OECF
EXIM
JBIC
JICA

JBIC
(10/2008)
: Overseas Technical Cooperation Agency
: Overseas Economic Cooperation Fund of Japan
: Export Import Bank of Japan
: Japan Bank for International Cooperation
: Japan International Cooperation Agency

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I. Hypothesis and Method of Approach
• Institutional Evolution Approach (Graphical Presentation)
Project Cycle of Brantas Development
Planning Stage

PostImplementation
Implementation
Stage
Stage

Various Institutions Evolved
Replication and Application
Utilization of Institutional Knowledge and Experiences

Other Projects of Similar
Nature
In Other River
Within Brantas
Basins of the
River Basisn
Country

Offspring Organizations
Offspring
Private
Compamies
(including
Cooperatives)

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Offspring
Public
Corporation

Schools and
Unmiversities

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II. Structure and Contents of Evaluation Study
1. Development Performances (Output and Outcome) of the
Brantas Project
(1) Output
→ Formulation of 4 Master Plans
→ Efficiency/Effectiveness of Construction of 31 Projects: 9
Dam-cum-Hydropower Projects, 6 Barrage Projects, 8 Irrigation
Projects, 6 River Improvement Projects and 2 Debris
Control/Sabo (Volcanic Disaster Prevention) Projects.
→ Physical Structures of 31 Projects Constructed
→ Immediate/Direct Services Accrued: Electric power, flood
control, agricultural production, volcanic disaster prevention
(Sabo), water utilization (D/I water supply, fisheries and so on).
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II. Structure and Contents
(2) Outcome
→ Human Resources Development
→ Economic Welfare (Economic Growth)
→ Poverty Reduction and Equity
→ People’s Mindset
→ Replication of Infra-Projects
→ International Reference
and
→ Spun-out Organizations: P.T. Indra Karya, P.T. Brantas
Abipraya, P.J.T. and Faculty of Engineering, B Univ.
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II. Structure and Contents
2. Institutions Evolved by Stakeholders
(1) Japanese Stakeholders and Institutions Evolved
(ⅰ) Japanese Government
--- Coordinated procedure between T/A and F/A
--- High level ODA dialogue mission
--- Commitment at CGI
--- Tied and untied conditions
(ⅱ) JICA
--- Sequential master plans and feasibility studies

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II. Structure and Contents
(ⅲ) OECF (then, JBIC)
--- Annual cyclical modality of ¥ loan commitment
--- Procurement guidelines and procedures thủ tục
--- Transfer of decision making authority to Jakarta Office
--- Workshops/ meetings for project promotion
--- Local cost financing schemes
--- Post-evaluation and post-monitoring
--- Technical assistance schemes (SAPROF, SAPI, SAPS)

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II. Structure and Contents
(2) Indonesian Stakeholders and Institutions Evolved
(ⅰ) Indonesian Government
--- ODA projects request to Japan and CGI
--- Budgetary system for foreign aid projects
--- Arrangement of workshops and meetings for project
promotion
(ⅱ) BAPPENAS
--- Political commitment vis-à-vis priority projects on the
blue book
--- Workshops and meetings for project promotion
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II. Structure and Contents
(ⅲ) DGWRD, Ministry of Public Works
--- Sectoral development planning exercises
--- Workshops and meetings for project promotion
(ⅳ) Brantas Office as PMU (Project Management Unit)
--- System of PMU and sub-PMUs (Project Site Offices)
--- Political commitment of Indonesian Gov. to the Brantas
Office
--- Spun-out organizations
--- Contracting system vis-à-vis manpower development
and technology transfer
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II. Structure and Contents
--- Leadership of Prof. Ir. Suryono as an institution
--- “One River, One Plan and One Management” principle
--- Mutual trust among the tri-parties concerned
--- Methods of manpower training vis-à-vis transfer of
technology and knowledge
--- Coordinator consulting system
Institutions evolved are grouped into “9 plus One” institutions
which are shown in “3. Linkages between Performances and
Institutions” below.
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II. Structure and Contents
3. Linkages between Performances and Institutions
Development performances of each stage of P/C are linked to “9
plus One” grouped institutions to identify quantitative and
qualitative contribution of the institutions to the performances.
(1) Development Performances of 3 Stages of P/C
(ⅰ) Planning Performance: Effective/efficient 4 M/Ps making
(Output)
(ⅱ) Implementation Performance: Efficiency/effectiveness of
construction of 31 projects (Output)
(ⅲ) Post-Implementation Performance: Direct performance
(Output) and indirect project performance (Outcome)
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II. Structure and Contents
(2) “9 plus One” Grouped Institutions
(ⅰ) Four Master Plans
(ⅱ) Coordination between Master Plans and Implementation
of Projects
(ⅲ) Cyclical Pre-investment Modality
(ⅳ) Rules and Systems for Effective and Efficient Project
Implementation
(ⅴ) Phased Contracting System
(ⅵ) Manpower Training Methods
(ⅶ) Mutual Trust
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II. Structure and Contents
(ⅷ) One and Only Consultant Policy
(ⅸ) Management of the Brantas Office
Plus
(One) Spun-out Organizations; P.T. Indra Karya, P.T. Brantas
Abipraya, Perum Jasa Tirta and Faculty of Engineering
Brawijaya University
The linkages or relationships between the development
performances of the Brantas Project and “9 plus One” institutions
are visually shown in Figure 1 below.
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Figure 1 Linkages between Institutions and Development Performances of the Brantas Project

(ix) Management of Brantas Office

Sprouted-out Organizations

Mr.Suryono: Leadership and
Philosophy of “One River, One
Plan and One Management”

P.T. Indra Karyra
P.T. Brantas Abipraya

“ Direct Force ” : Exclusive
Management Authority Given to
the Brantas Office

Perum Jasa Tirta
Faculty of Engineering, B. Univ.

Indirect Project Performance
Regional, National, International
Human Resource Development
Economic Growth and Welfare
People’s Mindset: Brantas Spirit, etc
Replication of Brantas Projects

Planning Performance

Implemen’ Performance

Direct Project Performance

Effective and Efficient
Planning

Effective and Efficient
Construction

Physical Structures, Power,
Flood Control, Rice Production, Sabo, I/D Water, etc

Pre-Implemen’ Stage

Implementation Stage

Post-Implemen’ Stage

(i) Comprehensive

(v) Phased Contracting

Master Plans (4 M/Ps)

Systems

International Reference
Poverty Reduction and Equity

Post-Implementation Stage

(vi) Manpower
Training Methods

(iii) Cyclical

(ii) Coordination between

Pre-investment Modality

the M/Ps and
Implementation of Projects
(vii) Mutual Trust between Three

(iv) Rules & Systems for Effective

Parties Concerned

Project Implementation
(viii) One & Only Consultant
(Nippon Koei Co. Ltd.)

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III. Conclusion against the Hypothesis
Based on the hypothesis as well as identified development
performances (Output and Outcome) and institutions, this
evaluation study tried to answer the question, “Which
Institution Contributed to What Performance of Which Stage
of the Project Cycle?”
The study succeeded considerably in answering the question
as Figure 1 literally shows the links or relationships among the
“9 plus one” institutions, the performances at three stages of
P/C, which includes Output and Outcome.

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III. Conclusion against the Hypothesis
1. Close Links between Performances and Institutions
Four types of performances (Planning Performance,
Implementation Performance and Direct Project Performance as
Output, and Indirect Project Performance as Outcome) are closely
linked to the “9 plus One” institutions.
2. Progressive and Accelerating Performances over Time
As more experiences are accumulated over 40 years of Japan’s
ODA, four types of performances are progressively and
acceleratingly achieved, to which the “9 plus one” institutions
considerably contributed.

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III. Conclusion against the Hypothesis
Performances (Output and Outcome) and Institutions
Revisited
Four Types of Performances (Output and Outcome)
(ⅰ) Planning Stage Performance as Output (More Efficient and
Effective Planning and 4 M/Ps) Performance)
(ⅱ) Implementation Stage Performance as Output (More efficient
and Effective Construction)
(ⅲ) Post-Implementation Stage Performance as Output (31 Infra
Structures, EIRR, Electric Power, Flood Control, Agricultural
Production, Sabo, Water Utilization such as D/I Water Supply)
(ⅳ) Post-Implementation Stage Performance as Outcome (6
Outcomes are envisaged in the next slide)
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III. Conclusion against the Hypothesis
6 Outcomes
(ⅰ) Human Resource Development
(ⅱ) Economic Growth and Welfare (Poverty Reduction and
Equitable Income Distribution)
(ⅲ) People’s Mindset (Modern Way of Thinking)
(ⅳ) Construction of Infra Projects in Other Basin Development
in Indonesia (Replication of the Brantas Projects)
(ⅴ) Food/Rice Sufficiency Achieved (Poverty Reduction and
Equitable Income Distribution)
(ⅵ) Viet Nam, Ghana, Egypt and Bangladesh Mission
(International Reference)

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