The IPR feels that the choice of type of activity is an important one, and should be made with a clear basis in strategy, and as evidence-based as possible. How this is then communicated is a different issue, and we can understand that there may be times when labelling may be important to program partners. But conceptual and strategic clarity about what activity at what scale is proposed, – – and why, must be a necessary requirement for approval of funds. 3.2 Management and accountability A number of issues related to management and accountability arise during the IPR, and are discussed here in turn. 3.2.1 PRSF management The role of the PRSF management function and its relationship to TNP2K is prescribed in the PRSF design document, specified in the GRM Scope of Services contract with AusAID, and interpreted in the PRSF inception report, and then again in the PRSF M&E plan. The overall understanding is that PRSF provides support to the wider TNP2K, described as follows in the Scope of Services: main component of the support to the National Team ‘The Facility’s Secretariat will be the establishment of policy formulation working groups. These working groups will act as think overseeing “internal tanks” coordination for poverty reduction programs. They will also develop a national system, including a single database, for targeting assistance to the poor and vulnerable, and a system for monitoring and evaluation. The Facility will support four main areas of work: Assistance to the National Team Secretariat: Providing support to approximately 60 full-time positions and oversee the technical assistance management including quality of their outputs. Hiring premises and purchasing equipment: Conducting all aspects of office management including security, paying office rent and utilities and maintaining equipment. Activities: Undertaking various types of work as directed by the Facility Steering Committee (FSC) such as evaluations, pilots, workshops and conferences.
The IPR feels that the choice of type of activity is an important one, and should be made with a clear basis in strategy, and as evidence-based as possible. How this is then communicated is a different issue, and we can understand that there may be times when labelling may be important to program partners. But conceptual and strategic clarity about what activity – at what scale – is proposed, and why, must be a necessary requirement for approval of funds. 3.2 Management and accountability A number of issues related to management and accountability arise during the IPR, and are discussed here in turn. 3.2.1 PRSF management The role of the PRSF management function and its relationship to TNP2K is prescribed in the PRSF design document, specified in the GRM Scope of Services contract with AusAID, and interpreted in the PRSF inception report, and then again in the PRSF M&E plan. The overall understanding is that PRSF provides support to the wider TNP2K, described as follows in the Scope of Services: ‘The main component of the Facility’s support to the National Team Secretariat will be the establishment of policy formulation working groups. These working groups will act as “internal think tanks” overseeing coordination for poverty reduction programs. They will also develop a national system, including a single database, for targeting assistance to the poor and vulnerable, and a system for monitoring and evaluation. The Facility will support four main areas of work: Assistance to the National Team Secretariat: Providing support to approximately 60 full-time positions and oversee the technical assistance management including quality of their outputs. Hiring premises and purchasing equipment: Conducting all aspects of office management including security, paying office rent and utilities and maintaining equipment. Activities: Undertaking various types of work as directed by the Facility Steering Committee (FSC) such as evaluations, pilots, workshops and conferences.
prsf-ipr-indonesia.docx