| Spesifikasi Pekerjaan |
Component 1: Transforming Management of Human Resources for National Productivity Improvement. Sub-component 1.1. Formulation of Grand Design and Roadmap for National Human Resources Development for Productivity Background: Achieving Indonesia's vision for "Golden Indonesia 2045" as a productive and competitive nation necessitates a robust and forward-looking human resources development strategy. This requires a comprehensive understanding of current and future human capital needs, especially in sectors critical for national productivity and GDP growth. This sub-component will lay the strategic groundwork for all subsequent human resource development interventions within the SMART Project and beyond, by providing a guiding blueprint to optimize human capital investments. Objective and Scope: The objective of this sub-component is to produce a comprehensive grand design and a clear roadmap for national human resources development, with a primary and unwavering focus on productivity enhancement. This grand design and roadmap will thoroughly analyze the human resource needs in both the public and private sectors (ASN and non-ASN). Recognizing resource limitations, the project will strategically focus on selected high-impact sectors, specifically agriculture, manufacturing, and Small and Medium Enterprises (SMEs), which currently exhibit lower productivity but contribute significantly to GDP and labor absorption. Additionally, the analysis will target selected provinces in both western and eastern regions that are experiencing relatively lower productivity rates. The scope of activities will comprehensively cover: Extensive Desk Study: Conducting a thorough review of existing national HR policies, labor market data, sectoral development plans, and relevant productivity studies. Primary Data Collection: Organizing and executing focused group discussions (FGDs) and targeted field surveys with key stakeholders across the selected sectors and provinces to gather qualitative and quantitative insights on human capital challenges and opportunities. Supply and Demand Analysis: Performing in-depth analysis of the existing supply and demand dynamics of human capital within the identified priority sectors and regions. Gap Identification and Policy Formulation: Identifying precise quantitative and qualitative gaps between human capital supply and demand for each region and sector. Subsequently, developing strategic policy recommendations and actionable plans to provide clear directions for education and skills providers, local governments, and industries in strengthening their human resource development programs and initiatives. This will include recommendations for enhancing the relevance and quality of education and training to meet future demands. Dissemination of Results: Actively disseminating the study's findings, recommendations, and the grand design and roadmap to all relevant central and regional stakeholders to foster understanding, buy-in, and coordinated implementation. Outputs: The outputs will include a set of comprehensive documents: Analyses of Human Resources Needs for National Development: A detailed report analyzing human resource requirements, with a specific focus on productivity improvement and accelerating economic growth as targeted in the RPJMN. This will include a Critical Occupation List (COL) for key roles vital to productivity enhancement. Analysis of Existing Human Capital Supply and Demand Gaps: A comprehensive report identifying the current imbalances and future projections regarding the quality and quantity of human resources across selected sectors and regions. Roadmap/Strategy for Human Resource Development: A clear, actionable roadmap and strategy detailing how to meet the projected requirements for both the quality and quantity of human resources crucial for national development and productivity goals. Policy Recommendations and Action Plan: Concrete policy recommendations and a prioritized action plan to fulfill identified human capital gaps, specifically tailored for national development productivity. This will include policy briefs and relevant communication materials designed for effective dissemination to stakeholders. Timeline: The activity is expected to commence in Q4/2026 and should be completed in Q1/2028, spanning a duration of approximately 18 months. The documents resulting from this study will serve as a foundational reference for other subsequent SMART Project activities. Therefore, timely completion of these outputs is critical. Implementation Arrangements: This activity will primarily be conducted by a consultant team under the direct supervision of the Project Coordinating Unit (PCO) and relevant units within BAPPENAS. The consultant team will consist of key experts such as a macroeconomist, labor economist, statistician/quantitative research specialist, sectoral experts (agriculture, manufacturing, SME), and research assistants. The consultant team will be recruited through a bidding process using a Quality and Cost-Based Selection (QCBS) method. The shortlisted consulting firm will be required to prepare and submit a detailed technical and financial proposal consisting of a comprehensive work plan, methodology, proposed personnel, and budget. Prior to commencing the study, the selected consultant will discuss the detailed work plan with BAPPENAS and obtain their endorsement on the methodology. The consultant will hold regular discussions on progress reports and draft final reports with counterparts from within BAPPENAS, including the Center for Planner Education and Training (Pusbindiklatren/CPEDT), the Deputy for Community Empowerment, Demography, and Manpower, the Deputy for Macro Planning and Development, the Deputy for Politics, Law, Human Rights, and Security, the Deputy for Digital Economy, and the Deputy for Human Development and Culture. Once the grand design and roadmap are completed and accepted, the consultant will disseminate the key results to relevant stakeholders at both central and regional levels. Sub-Component 1.2. Strengthening ASN Management (Led by KemenPAN RB) Background: Effective public service delivery and national development hinge on a professional, competent, and highly motivated Civil Servant (ASN) corps. This sub-component directly supports the government's broader ASN reform agenda, aiming to optimize talent acquisition, performance recognition, and strategic workforce planning. By modernizing ASN management policies, it seeks to attract, retain, and incentivize high-caliber individuals essential for driving productivity and achieving national development goals. Objective and Scope: The objective of this activity is to produce robust policies and strategic planning frameworks for ASN recruitment, to enhance the merit system and its implementation, and to develop a comprehensive policy framework for evidence-based planning in ASN procurement. This sub-component aims to ensure that the Indonesian civil service is equipped with the right talent in the right positions, managed fairly and efficiently. The scope of activities will include: Reviews and Enhancement of Rewards and Recognition System: Conducting a thorough review of existing ASN rewards and recognition systems, identifying strengths, weaknesses, and opportunities for enhancement to better motivate performance and align with productivity goals. This will involve analyzing current policies, their effectiveness, and international best practices. Preparation of Policy on Planning and Recruitment of New ASN: Developing comprehensive policy recommendations for strategic planning of ASN needs and the recruitment of new civil servants. This will cover quantitative and qualitative aspects, aiming to ensure future workforce aligns with evolving government functions and competencies. Preparation of Regulatory Framework and Direction for Evidence-Based Strategic Planning in ASN Management: Developing a detailed regulatory framework and strategic direction for implementing evidence-based approaches in all facets of ASN management, from procurement and development to performance evaluation. This will include guidelines on data collection, analysis, and utilization for informed decision-making. Mentoring the Implementation of Reward System: Providing direct mentoring and technical assistance to selected local governments and line ministries to support the effective implementation of the enhanced reward system, ensuring practical application and addressing implementation challenges. Outputs: The outputs will include: Report on Reviews and Enhancement of Rewards and Recognition System for ASN: A detailed report outlining findings from the review of existing systems and proposing enhancements for an improved, performance-aligned rewards and recognition framework. Policy Recommendation on Planning and Recruitment of New ASN: Concrete policy recommendations and guidelines for strategic planning and efficient, merit-based recruitment of new ASN. Regulatory Framework and Direction for Evidence-Based Strategic Planning in ASN Management: A comprehensive document outlining the regulatory framework and strategic direction to guide evidence-based approaches in ASN management. Report on Mentoring Implementation of Reward System: A report detailing the outcomes, lessons learned, and recommendations from the mentoring support provided to local governments and line ministries regarding reward system implementation. Timeline: The activity is expected to commence in Q2/2027 and should be completed in Q4/2028, spanning a duration of approximately 20 months. Implementation Arrangements: A consultant team will be hired to conduct this sub-component, encompassing a review of existing and relevant regulations, surveys, focus group discussions, in-depth analysis, and policy formulation. The consultant team will comprise relevant experts such as human resource management specialists, legal specialists, and human capital economists. The consultant will be required to present an inception report outlining the detailed methodology and milestones prior to commencing the activity, for review and agreement with the project management team. The consultant will hold regular discussions on progress reports and draft final reports with counterparts from KemenPAN RB (Ministry of Administrative and Bureaucratic Reform), BKN (National Civil Service Agency), and relevant units within BAPPENAS. Sub-component 1.3. Strengthening Ecosystem of Critical Planner ASN to Improve Productivity Background: ASN planners are the architects of national development, crucial for translating high-level visions into actionable plans and optimizing the utilization of limited resources to leverage economic growth. To consistently achieve national development targets and significantly improve productivity, it is imperative to foster a robust ecosystem that continuously advances the quality and professionalism of ASN planners across all levels of government. This sub-component focuses on building a supportive environment that enables planners to thrive and perform at their best. Objective and Scope: The objectives of this activity are to prepare strategies and guidelines to improve the ecosystem for advancing the quality of ASN planners at both central and regional levels. Acknowledging the critical role of ASN planners in preparing planning documents across every sector and region, primarily by optimizing resource utilization to leverage targeted economic growth through productivity improvement, BAPPENAS, as the lead national planning institution, is mandated to continuously improve the capacity development system for ASN planners. This extends not only to the central but also to the regional government. The scope of activities will include: Roadmap for Strengthening Competency: Developing a comprehensive roadmap for strengthening the competency of ASN planners specifically tailored for priority sectors and regions. This will detail strategic interventions, timelines, and resource requirements. Development of Critical Occupation Lists (COL) for ASN Planners: Defining and developing Critical Occupation Lists (COL) specifically for ASN planners, based on the identified needs of priority sectors and regions. This will clarify essential roles and the competencies required for them. Establishment of an Integrated Information System for ASN Planners: Designing, developing the specifications for, and initiating the establishment of an integrated information system for ASN planners. This system will serve as a central repository for competency profiles, training histories, career paths, and knowledge resources, facilitating efficient management and targeted capacity development. The scope will include system architecture, functional specifications, data migration strategy, and a phased implementation plan. Outputs: The outputs will include: Roadmap for Developing Competency of ASN Planners: A set of documents consisting of a detailed roadmap for developing the competency of ASN planners at central and regional levels, along with comprehensive Critical Occupation Lists (COL) for priority sectors and regions. Integrated Information System for ASN Planner (Design & Specifications): The complete design and technical specifications for an integrated information system for ASN planners, ready for development and implementation. This will include functional requirements, user interface/user experience (UI/UX) designs, and a database schema. Timeline: The activity is expected to commence in Q3/2026 and should be completed in Q2/2028, spanning a duration of approximately 20 months. Implementation Arrangements: A consultant team will be hired to conduct this sub-component, involving a review of existing and relevant regulations, surveys, focus group discussions, in-depth analysis, and the formulation of policy and technical recommendations. The consultant team will be recruited through a bidding process using a Quality and Cost-Based Selection (QCBS) method. The shortlisted consulting firm will be required to prepare and submit a detailed proposal consisting of a work plan, methodology, proposed personnel, and budget. Prior to commencing the study, the selected consultant will discuss the detailed work plan with BAPPENAS and obtain their endorsement on the methodology. Close consultation among the consultants and key stakeholders will be maintained throughout the study to ensure that the recommendations are applicable and meaningful. This includes, but is not limited to, the Center for Planner Education and Training (Pusbindiklatren/CPEDT), the Data and Information Center (Pusdatin), the Deputy for Community Empowerment, Demography, and and Manpower, the Deputy for Macro Planning and Development, the Deputy for Politics, Law, Human Rights, and Security, the Deputy for Digital Economy, and the Deputy for Human Development and Culture. Once the roadmap, COL, and information system design are completed and accepted, the consultant will disseminate the key results to relevant stakeholders. Sub-component 1.4. Strengthening Triple-Helix Partnerships (Government-Education-Industry) to Improve Productivity Background: Sustainable national development and significant productivity gains are rarely achieved by individual sectors acting in isolation. The "Triple Helix" model, as originally conceptualized by Henry Etzkowitz and Loet Leydesdorff, emphasizes the dynamic interplay and collaboration among three distinct but interdependent institutional spheres: government, academia (education), and industry. This sub-component recognizes that fostering strong, effective partnerships between these three parties is essential for driving innovation, developing a skilled workforce, and translating research into real-world economic impact, ultimately boosting national productivity. Objective and Scope: The objective of this sub-component is to prepare comprehensive policies and guidelines for strengthening partnerships among government, academia (including universities, polytechnics, and schools), and industries (including businesses and private sector organizations) through a Triple Helix model, with the ultimate aim of improving national productivity. These policies and guidelines will focus on strengthening effective collaboration and partnerships among these three parties at both central and regional levels, ensuring mutual benefits, improved efficiency, and enhanced productivity. The scope of activities will include (but not be limited to): Assessment of Current Triple Helix Practices: Conducting a thorough assessment of current Triple Helix model practices in Indonesia, analyzing their strengths and weaknesses, and exploring potential areas for improvement. This will involve reviewing existing collaborations, their frameworks, and outcomes. Identification of Good Practices and Key Success Factors: Identifying and documenting national and international good practices or replicable models of Triple Helix collaboration, along with their key success factors. This includes understanding the mechanisms, incentives, and structures that lead to successful partnerships. Development of Policies, Regulations, Curriculum, and Instruments: Developing actionable policies, draft regulations, curriculum modules, and practical instruments designed to support the effective implementation of the Triple Helix model. These will cover aspects such as joint research protocols, intellectual property sharing, co-creation of educational programs, and mechanisms for industry involvement in curriculum development. Identification of Actionable Projects: Identifying specific, actionable projects that can be executed collaboratively by the three parties using the Triple Helix model in selected priority areas, serving as concrete examples and pilots. Dissemination of Results: Actively disseminating the study's findings, recommendations, and proposed frameworks to relevant stakeholders to promote understanding and adoption. Training on the implementation of the Triple Helix model will be covered under sub-component 2.2 of the project. Outputs: The output will be a comprehensive set of documents: Report on Current Triple Helix Practices and Good Models: A detailed report on the assessment of current partnership practices among government, academia, and industry, identifying workable good practices or models along with their key success factors. Recommendations on Draft Policies, Regulations, Curriculum, and Instruments: Concrete recommendations for draft policies and regulations, as well as curriculum modules and practical instruments, to support the effective implementation of the Triple Helix model. These recommendations will include policies and guidelines on: Implementation of credit transfer mechanisms (from BAPPENAS’ training programs to university degree programs). Effective models of classical and on-the-job training, both domestic and overseas. Strategies for skilled talent recruitment through collaboration. Guidelines for sandboxing and innovation hubs. Frameworks for joint research and publication. Identification of potential projects to be executed collaboratively by the three parties. Report on Dissemination of Results: A report detailing the dissemination activities and initial stakeholder feedback. Actionable Projects using Triple Helix Model: Documentation outlining specific actionable projects identified for implementation using the Triple Helix model in some selected areas. Timeline: The activity is expected to commence in Q3/2026 and should be completed in Q4/2028, spanning a duration of approximately 27 months. Implementation Arrangements: A consultant team will be hired to conduct this sub-component. The tasks will involve conducting surveys and/or desk reviews of existing Triple Helix practices, analyzing their strengths and weaknesses, identifying good practices, and preparing policy recommendations as well as guidelines and instruments for strengthening effective partnerships among government, education/training service providers, and industries. The team will also contribute to developing curriculum content to guide government and education service providers in implementing the Triple Helix model. The consultant team will be recruited through a bidding process using a Quality and Cost-Based Selection (QCBS) method. The shortlisted consulting firm will be required to prepare and submit a detailed proposal consisting of a work plan, methodology, proposed personnel, and budget. Prior to commencing the study, the selected consultant will discuss the detailed work plan with BAPPENAS and obtain their endorsement on the methodology. Close consultation between the consultants and key stakeholders (led by the Deputy for Human Development and Culture, BAPPENAS) will be maintained throughout the study to ensure that the recommendations are applicable and meaningful. Sub-component 1.5. Designing Institutional Setup and Roadmap for the National Human Resources of ASN Planners to Improve Productivity Background: To ensure the long-term sustainability and effectiveness of capacity development for Indonesia's vital ASN planners, a dedicated and robust institutional framework is essential. This sub-component focuses on designing the foundational structure for a specialized national institution that will serve as a center of excellence, continuously cultivating the professionalism and competency of ASN planners, thereby directly contributing to improved national productivity and development outcomes. This is a critical step in professionalizing the planning function within the Indonesian government. Objective and Scope: This activity aims to design a comprehensive institutional setup at the national level that is specifically tasked with developing the capacity and professionalism of ASN planners. The institution is expected to evolve into a Center of Excellence in preparing the professionalism and competence of ASN planners, ensuring sustainable impact beyond the project's completion. This institution will be designed to foster world-class planning capabilities aligned with national development priorities and the demands of "Golden Indonesia 2045." The scope of activity includes: Formulation of Organizational Setup: Developing detailed options for the organizational structure of the new institution, defining its core functions, roles, responsibilities, and governance model. This will consider its mandate as a center of excellence for planner development. Human Resources Needs Analysis for the Institution: Conducting a thorough analysis of the human resource needs (e.g., trainers, researchers, managers, administrative staff) required for the effective operation of the new institution itself. This includes defining required expertise and staffing levels. Preparation of a Roadmap for Institutional Development and Operation: Developing a detailed, phased roadmap for the establishment, operationalization, and continuous development of the new institution, including key milestones, activities, and timelines. Drafting Regulations and Policies: Preparing draft legal instruments (e.g., Presidential Regulation, Ministerial Regulation) and internal policies necessary to legally establish, empower, and support the sustainable operation of the new institution. Financing Modality Options: Exploring and analyzing various financing modalities and developing options to ensure the sustainable operation of the new institution, including potentially leveraging the Badan Layanan Umum (BLU) model. Outputs: The outputs will be a set of comprehensive documents: Justification for the New Institution: A detailed justification report outlining the strategic need and rationale for establishing a dedicated national institution for ASN planner development. Needs Analyses for Capacity Building and Resources: Comprehensive analyses detailing the demand for capacity building programs for ASN planners and the necessary human, financial, and infrastructure resources required to sustainably implement these programs within the new institution. Identification of Reference Models: A report identifying and analyzing models of similar national and international institutions that can serve as references or potential adoption models for the proposed setup. Roadmap of Institutional Development: A detailed, phased roadmap for the establishment, operationalization, and continuous development of the new institution. Models of Collaborations: Proposed models for effective collaborations with other educational/training institutions (e.g., universities, professional associations) and relevant government agencies. Draft Regulations for Operationalizing the Institution: Draft legal instruments and internal policies required for the establishment, mandate, and sustainable operation of the new institution. Other Relevant Documents: Any other supporting documents deemed necessary for the comprehensive design of the institutional setup. Timeline: The activity is expected to commence in Q3/2026 and should be completed in Q4/2027, spanning a duration of approximately 15 months. Implementation Arrangements: A consultant team will be hired to perform these tasks, including desk studies, surveys, focus group discussions, in-depth analysis, and the formulation of the institutional design, roadmap, and draft policies and regulations. The consultant team will be recruited through a bidding process using a Quality and Cost-Based Selection (QCBS) method. The shortlisted consulting firm will be required to prepare and submit a detailed proposal consisting of a work plan, methodology, proposed personnel, and budget. Prior to commencing the study, the selected consultant will discuss the detailed work plan with BAPPENAS and obtain their endorsement on the methodology. Close consultation between the consultants and key stakeholders will be maintained throughout the study to ensure that the recommendations are applicable and meaningful. This sub-component will be jointly led by the Secretariat General (Sestama) and the Center for Planner Education and Training (CPDET). Component 2: Improving Capacity of State Apparatus Planner Based on Competency and Performance Sub-component 2.1. Transformation of Capacity Development for Competency-Based ASN Planners to Improve Productivity at National, Sectoral, and Regional Level Background: Building directly on the strategic groundwork laid in Component 1 (specifically the grand design, roadmap, and institutional setup), this sub-component focuses on the technical development of ASN planners. It recognizes that effective planning, crucial for improving national productivity, relies on planners possessing a precise set of competencies. This activity will create the core tools – competency maps, training needs analyses, and modern curricula – necessary to ensure targeted, high-quality capacity building for planners across central and regional governments. Objective and Scope: The objective of this activity is to map out the technical competencies and ranks of existing ASN planners and to comprehensively identify capacity building needs for ASN planners at central and regional levels. This includes the subsequent development of robust curricula, appropriate training methodologies, and detailed modules for critical planning subjects. This transformation aims to equip ASN planners with the specific skills required to enhance their productivity and contribute effectively to national development. The scope of activities includes: Mapping Existing Technical Competencies of ASN Planners: Systematically identifying, documenting, and validating the existing technical competencies of ASN planners across various ranks, functional roles, and levels (central and regional government), utilizing comprehensive assessment tools. Analysis of Training Needs for ASN Planners: Conducting a thorough training needs analysis (TNA) to identify specific competency gaps and capacity building priorities for ASN planners, aligning with current and future demands for national development. This will involve gap analysis between existing and required competencies. Development of Competency-Based Training Curriculum, Methodologies, and Modules: Designing a comprehensive competency-based training curriculum, developing a range of appropriate and innovative training methodologies, and creating detailed training modules for identified critical subjects. This will include modalities such as classical training, internships, on-the-job training (OJT), sandboxing, blended learning, and mentoring programs. Developing Models of Credit Transfer System: Designing viable models and frameworks for a credit transfer system to enable the formal recognition of training competencies provided by BAPPENAS (or the future BAPPENAS Institute) as academic credits by parent universities, facilitating formal degree pathways for participants. Standardization of Training Content, Methods, and Certification: Establishing clear guidelines and frameworks for the standardization of training content, delivery methods, and a robust certification process for ASN planners. This ensures consistency, quality, and mutual recognition of planner qualifications. Outputs: The outputs will be a set of comprehensive documents: Map of ASN Planner’s Competencies: A detailed, multi-level map of ASN planner competencies for central and regional levels, along with the assessment tools used for mapping. Training Needs Analysis Report: A comprehensive report detailing the capacity building needs for the advancement of ASN planners’ competencies, including prioritized gaps. Competency-Based Curriculum and Modules for ASN Planners: A complete curriculum outline and detailed training modules for ASN planner capacity building, incorporating appropriate methodologies. Credit Transfer System Models: A report outlining viable models for a credit transfer system between BAPPENAS training programs and university degree programs. Training Protocols/Standard Operating Procedures (SOPs): Comprehensive training protocols and SOPs covering the entire training lifecycle, including content standardization, methodology guidelines, and a certification framework. Timeline: The activity is expected to commence in Q2/2026 and should be completed in Q1/2029, spanning a duration of approximately 30 months. Implementation Arrangements: The project will procure consulting services to perform these tasks. Close consultation between the consultants and key stakeholders (led by the Center for Planner Education and Training (CPEDT)) will be maintained throughout the study to ensure that the recommendations and developed materials are applicable and meaningful, reflecting both best practices and local context. Estimated Budget: The total budget is maximum xxx Yen. The consultant's proposal will be selected based on quality and cost. Sub-component 2.2. Implementation of Critical Training for ASN Planners to Improve Productivity at National, Regional, and Sectoral Level Background: This sub-component is the practical application phase, directly leveraging the foundational work done in Sub-component 2.1 (curriculum, modules, methodologies). It focuses on the actual delivery of high-impact training programs to ASN planners, equipping them with critical competencies essential for enhancing national and regional productivity. By implementing diverse training modalities and collaborating with both domestic and international providers, this activity ensures that planners gain practical skills and a forward-thinking mindset. Objective and Scope: The objective of this activity is to build the capacity and competence of ASN planners on critical subjects directly required to improve national, regional, and sectoral productivity. Training will be implemented through various effective modalities such as classical classroom training, on-the-job training (OJT), sandboxing, and mentoring. Training programs will be executed in close collaboration with both overseas and domestic training providers, ensuring access to global best practices and local relevance. The scope of activities will include (but not be limited to): Training on New Paradigm for Policy and Action Plan Formulation: Delivering specialized training on innovative approaches to formulating policies and action plans specifically designed to improve productivity at sectoral and regional levels, incorporating evidence-based methodologies and foresight. Training on Facilitation of Government-Partnership (Triple Helix): Providing practical training on how government planners can effectively foster and facilitate partnerships based on the Triple Helix model, ensuring productive collaboration among government, academia, and industry. Training of Trainers (ToT): Conducting Training of Trainers (ToT) programs to build internal capacity within BAPPENAS and other relevant institutions to sustainably deliver planner competency development programs in the long run. Training on Implementation of Critical Occupation Lists (COL): Providing targeted training related to the practical application of Critical Occupation Lists (COL) for priority sectors, ensuring planners understand their roles and required competencies within these critical areas. Program Implementation and Logistics: Managing the end-to-end logistics of training program delivery, including participant selection, venue management, material distribution, and post-training support. Performance Monitoring: Monitoring the immediate outcomes of the training programs, including participant engagement, knowledge transfer, and the development of action plans. In addition to structured training programs, the scope of activities for this sub-component will also encompass organizing and facilitating seminars, workshops, conferences, and study visits, both domestically and overseas. These events will serve as crucial platforms for knowledge exchange, peer learning, exposure to international best practices, and networking opportunities among ASN planners and other stakeholders. Such activities will broaden planners' perspectives on innovative planning approaches, expose them to emerging global trends, and foster a dynamic learning environment that complements formal training. Outputs: The output will be a comprehensive report on training implementation, covering key metrics such as the number of participants, types of training delivered, and the action plans developed by training participants. This report will provide insights into the immediate effectiveness and reach of the capacity-building efforts. Timeline: The activity is expected to commence in Q2/2026 and should be completed in Q3/2029, spanning a duration of approximately 39 months. Implementation Arrangements: The project will select qualified training providers to implement the training programs based on agreed criteria and procedures. Training participants will be carefully selected from BAPPENAS, relevant line ministries, and pertinent institutions from provincial and district governments. The project will coordinate closely with relevant institutions (led by the Center for Planner Education and Training (CPEDT)) to ensure that the target number and qualification of participants are met in a timely manner. The selected providers will implement the training programs in strict accordance with the agreed terms and conditions set out in their respective contracts. Component 3: Support for Project Management Consulting Services for Project Management, Financial Management, Procurement, Monitoring and Evaluation Background: Effective project implementation is paramount to achieving the ambitious goals of the SMART Project. This core sub-component provides the essential backbone for smooth, transparent, and accountable project operations. By securing expert consulting services in critical areas such as project management, financial oversight, procurement, and rigorous monitoring and evaluation, it ensures that all project activities are executed efficiently, comply with regulations, and continuously track progress towards their intended outcomes and impacts. Objective and Scope: This component aims to support the smooth implementation of the entire SMART Project in achieving its expected goals. It will provide crucial technical and operational assistance across key management functions, provide comprehensive and professional support to BAPPENAS in the effective and efficient management, implementation, and oversight of the SMART Project, thereby ensuring the achievement of its overarching goals in transforming national HR management and increasing productivity. The generic tasks of the consultants will include the following activities: Manage Component 1 and Component 2 as the Overall Consultant, to enhance the project's impact as a whole, including supervision, facilitation of each component, and reporting in line with the Government's planning and budgeting cycle management. Ensure transparent, accountable, and compliant financial management, meeting both national and JICA's related Guidelines. Streamline procurement processes for services (including Component 1, 2, related studies and training), ensuring fairness, efficiency, value for money, and adherence to JICA's procurement guidelines. Establish a robust and sustainable monitoring and evaluation system (including tracer study) to track progress, measure impact on national HR development and productivity, and facilitate adaptive management. Build the capacity of BAPPENAS project staff through knowledge transfer and daily communication, enhancing their ability to manage complex development projects in the long term. Establish a knowledge management system and implement communication strategies to leverage the project outputs. Experts Requirement. The consulting team will include specialized expertise in various disciplines essential for robust project governance and delivery, to include: Project Management Cum Team Leader: Overall leadership and coordination of project activities. Capacity Development Expert: Expertise in translating project objectives into actionable capacity development programs. Financial Management Expert: Oversight of all financial aspects, budgeting, and reporting. Procurement Expert: Management of all procurement processes in compliance with established guidelines. Monitoring and Evaluation Experts (including Impact Evaluation): Designing and implementing M&E frameworks, conducting evaluations, and assessing project benefits and impacts. Knowledge Management and Communication expert: developing knowledge management framework and communication strategy to improve project visibility. Data Management expert: developing and managing data management system Technical (Short-term) Experts and Resource Persons: Specialists in various disciplines as required for quality assurance and specific technical inputs across different project components. Deliverables. The consultants will be requested to deliver the following reports/documents: Inception report, outlining work plan, staffing schedule, and other requirements to perform the services, due within one month after consultant mobilization. Annual Work Plan and Budget for the entire project in line with Bappenas’ budgeting cycle. Draft Terms of References (TORs) and bid documents for selection of training providers and under Component 2 and consultants under component 1. Report and documentation on the selection and contracting training providers for capacity building programs under Component 2. Report compilation and documentation on the implementation of all capacity building programs across the project. Accurate and timely financial reports for auditing purposes, ensuring full accountability and transparency. Robust monitoring and evaluation frameworks to track project progress, assess interim effects/benefits, and evaluate overall impact. Knowledge management framework and system, and communication strategy to improve visibility and outreach of the project. Comprehensive quarterly progress reports and annual progress reports, including materials for BAPPENAS's internal quarterly monitoring meetings. Specific reports on other tasks necessary to ensure the smooth and effective implementation of the project, including policy briefs. Support staff and Logistics. In addition to expert personnel, the consulting firm's budget will cover costs for sub-professional and support staff, necessary workshops/seminars and dissemination activities, as well as office supplies and operating costs to facilitate their support functions. There will be some budget allocation for provisional sums allocated in the contract which are non-competitive. A detailed Terms of Reference for this consulting service will be presented at the bidding process. Timeline: It is expected that the firm will sign a contract in Q2/2026, given their critical role in ensuring project readiness and smooth commencement. The activity is expected to commence in Q3/2026 and will continue throughout the entire project duration until Q4/2031. However, some consultants within the team may work on an intermittent basis, based on specific needs, rather than full-time throughout the entire implementation period. Budget source. The consultant’s contract will be covered under Bappenas budget under JICA loan no IP-592: Strengthening Apparatus Management and Development Project (SMART). Implementation Arrangements: The project management consultant will report to the PCO in Bappenas and coordinate with the project implementation units (PIUs) both in Bappenas and in Kemenpan/RB. For day-to-day operations, the consultant team will have to coordinate closely with the key officials/personnels of PCO and PIUs, including the advisory team assigned by Bappenas who are tasked to oversee the overall project implementation. The consulting firm will be selected using QCBS method in line with JICA Guidelines. The winning consulting firm should immediately commence its services upon contract signing and issuance of notice to proceed. The firm will have to establish an office space within the vicinity of CPEDT’s office to ensure close cooperation and seamless coordination with the PCO and PIUs. |