asian development bankuniversity of hasanuddin university of north sumatra agricultural education...

ASIAN DEVELOPMENT BANK PCR: INO 22045

PROJECT COMPLETION REPORT

ON THE

SIX UNIVERSITIES DEVELOPMENT AND REHABILITATION(Loan No. 101 3-INO)

INDONESIA

December 1998

4

CURRENCY EQUIVALENTS

Currency Unit —Rupiah (Rp)

At Appraisal

At Project Completion(31 January 1990)

(30 September 1997)

Rpl.00 = $0.000554

Rpl.00

= $0.000385$ 1.00 = Rpl 805.00

$ 1.00

= Rp2,600.00

ABBREVIATIONS

BAPPENAS - Badan Perencanaan Pembangunan Nasional(National Planning and Development Board)

BME - Benefit Monitoring and EvaluationCPIU - Central Project Implementation UnitD-3 - Diploma 3DGHE - Directorate General for Higher EducationEA - Executing Agencygsm - gross square metersLPIU - Local Project Implementation UnitMIS - Management Information SystemMOEC - Ministry of Education and Culturensm - net square metersPSC - Project Steering CommitteeREPELITA - Rencana Pembangunan Lima Tahun

(Five Year Development Plan)S-i - Sarjana Strata I (undergraduate degree)S-2 - Sarjana Strata 2 (master's degree)S-3 - Sarjana Strata 3 (doctoral degree)UNAIR - University of AirlanggaUNDIP - University of DiponegoroUNLAM - University of Lambung MangkuratUNPAD - University of PadjadjaranUNSRAT - University of Sam RatulangiUNTAN - University of Tanjungpura

NOTES

(i) The fiscal year (FY) of the Government ends on 31 March.(ii) In this report, "$" refers to US dollars.

CONTENTS

Page

BASIC DATA

MAP

I. PROJECT DESCRIPTION 1

II. EVALUATION OF IMPLEMENTATION

A. Project Components 2B. Implementation Arrangements 7C. Project Costs and Financing 8D. Project Schedule 8E. Engagement of Consultants and Procurement of Goods 9

and ServicesF. Performance of Consultants, Contractors, and Suppliers 9G. Conditions and Covenants 10H. Disbursements 10I. Environmental Impact 10J. Performance of the Borrower and the Executing Agency 11K. Performance of the Bank 11

Ill. EVALUATION OF INITIAL PERFORMANCE AND BENEFITS

A. Financial and Economic Performance 12B. Attainment of Benefits 12

IV. CONCLUSIONS AND RECOMMENDATIONS

A. Conclusions 13B. Recommendations 14

APPENDIXES 17

BASIC DATA

A. Loan Identification

1. Country2. Loan Number3. Project Title4. Borrower5. Executing Agency

6. Amount of Loan7. PCR Number

B. Loan Data

1. Appraisal- Date Started- Date Completed

2. Loan Negotiations- Date Started- Date Completed

3. Date of Board Approval

4. Date of Loan Agreement

5. Date of Loan Effectiveness- In Loan Agreement- Actual- Number of Extensions

6. Closing Date- In Loan Agreement- Actual- Number of Extensions

7. Terms of Loan- Interest Rate- Maturity- Grace Period- Commitment Charge

8. Disbursements

a. Dates

Initial Disbursement

28 Jan 1991

Effective Date

18 Jun 1990

Indonesia1013-INOSix Universities Development and RehabilitationRepublic of IndonesiaDirectorate General of Higher Education -Ministry of Education and Culture$1 14 million (OCR)PCR: INO 497

17 Jul 19894Aug 1989

30 Oct 198931 Oct 1989

8 Mar 1990

16 Apr 1990

16 Jul199018 Jun 1990Nil

31 Dec 199630 Sep 19971

Pool-based variable lending26 years6 years0.75% per annum

Final Disbursement

Time Interval

14 Jan 1998

7 years

Original Closing Date

Time Interval

31 Dec 1996

6.5 years

Appraisal

ActualEstimate

75.7

65.3

66.8

68.2

142.5

133.5

li-i

b. Amount ($ million)

Original Last Revised Amount AmountCategory Allocation Allocation Cancelled Disbursed

1. Consulting Services- International 12.379 13.897 1.159 12.738- Domestic 4.242 2.646 0.181 2.465

2. Staff Development- International 12.915 11.945 0.334 11.611- In-Country 5.691 2.653 0.251 2.402

3. Research and PublicService Fund 0.781 0.860 0.127 0.733

4. BME Survey andTracer Study 0.282 0.292 0.065 0.227

5. Civil Works 23.436 34.175 1.480 32.6956. - Books&Teaching Aids 2.814 3.143 0.045 3.098

-Equipment 12.307 12.668 0.778 11.890- Furniture 4.764 4.938 0.101 4.837

7. Project ImplementationCosts 2.632 2.250 0.016 2.234

8. Interest DuringConstruction 20.333 16,533 0.417 16.116

9. Unallocated 11.424 - - -

Total

X'I'I' [sIL.IsIs]

4.954 101.046

BME = Benefit monitoring and evaluation

9. Local Costs (Financed)

- Amount ($ million)- Percentage of Local Costs- Percentage of Total Cost

C. Project Data

1. Project Cost ($ million)

Item

Foreign Exchange CostLocal Currency Cost

Total Cost

Bank-financed

Government-financed

36.5

31.7

53.5

46.5

27.3

23.7

11.2990.140

11.0300.360

0.110

0.03410.8372.323

10.8091.45 10.444

0.000

0.3690.000

16.1160.000

65.322

1.439 12.738

2.325 2.465

0.581 11.611

2.042 2.402

0.623 0.733

0.193 0.227

39.618 50.455

0.775 3.098

1.081 11.890

3.386 4.837

0.050 0.494

2.234 2.234

1.554 1.923

12.361 12.361

0.000 16.116

0.000 0.000

68.262 133.584

iv

Financing Plan ($ million)

Appraisal Estimate ActualSource Foreign Local Total Foreign Local Total

Implementation Costs

Bank-financed 54.6 39.1 93.7Borrower-financed 0.8 27.7 28.5

Total Cost 55.4 66.8 122.2

IDC Costs

Bank-financed 20.3 0.0 20.3Borrower-financed 0.0 0.0 0.0

Total Cost 20.3 0.0 20.3

48.4 36.5

84.9

0.8 31.7

32.5

49.2 68.2

117.4

16.1 0.0

16.1

0.0 0.0

0.0

16.1 0.0

16.1

3. Cost Breakdown, by Project Component ($ million)

Appraisal Estimate ActualComponent Foreign Local Total Foreign Local Total

(a) Consulting Services- International 10.716 1.663 12.379- Domestic 0.192 4.050 4.242

(b) Staff Development- International 12.067 0.848 12.915- In-Country 0.671 5.020 5.691

(c) Research/PublicService Fund 0.094 0.687 0.781

(d) BME Survey andTracer Study 0.033 0.249 0.282

(e) Civil Works 5.628 31.575 37.203(f) - Books & Teaching Aids 1.950 0.864 2.814

- Equipment 10.720 1.587 12.307- Furniture 1.086 3.678 4.764- Vehicles 0.444 0.050 0.494

(g) Project ImplementationCosts 0.000 2.632 2.632

(h) Incremental RecurrentCost 0.369 1.554 1.923

(i) Taxes and Duties 0.000 12.361 12.361(j) Interest During

Construction 20.333 0.000 20.333(k) Unallocated 11.424 0.000 11.424

Total 75.727 66.818 142.545

BME = Benefit monitoring and evaluation.

Appraisal Estimate

Actual

IV Qtr. 89

II Qtr. 90II Qtr. 96

Ill Qtr.97

IV Qtr. 90

Ill Qtr. 92I Qtr. 95

II Qtr. 96

I Qtr. 91


IV Qtr. 98

IV Qtr. 90

I Qtr. 92II Qtr. 96

I Qtr. 97

IV Qtr. 93


Ill Qtr. 97

II Qtr. 92

Ill Qtr. 95Il Qtr. 96

Ill Qtr. 97

V

4. Project Schedule

Item

Project ManagementDate of StartCompletion of Work

Consulting ServicesDate of AwardCompletion of Work

Staff DevelopmentDate of AwardCompletion of Work

Research GrantsDate of AwardCompletion of Work

Civil WorksDate of AwardCompletion of Work

Procurement of GoodsFirst DeliveryLast Delivery

- Financial Analyst (L)- Financial Analyst (L)- Sr. Counsel- Sr. Education Spec.Young Professional

- Project Engineer (L)- Control Officer- Consulting Services

Specialist- Sr. Proj. Specialist (L)- Project Specialist (L)- Proj. Admin. Asst,- Proj. Engineer (L)- Project Specialist (L)- Proj. Admin. Asst.- Project Specialist (L)- Control Officer- Project Economist (L)- Sr. Proj. Specialist (L)- Sr. Proj. Economist (L)- Proj. ImpI. Officer (L)- Proj. Officer- Control Officer

- Sr. Proj. ImpI. Off. (L)- Proj. Officer- Staff Consultant

1 184 72

3 12

1

11

2

5

1

4

2

6

1

7

1

11

1

2

1

15

1

8

2

12

1

5

17

981

30

1

15

1

30

25

263

vi

D. Data on Bank Missions

No. of No. of SpecializationName of Mission Dates Persons Person-Days of Members 1

Fact-Finding 15 May— 2 Jun 1989Appraisal 17 Jul - 4 Aug 1989

Inception 17-21 Sep 1990

Review 1 25 Feb - 7 Mar 1991Review2 l7Feb-20Feb1992

Review3 9-12Nov1992Review4 6-9Mar1993

Review 5 7-13 Sep 1993Disbursement 27 Sep - 7 Oct 1993Special Program Adm. 14— 15 Dec 1993Review 6 6-20 Dec 1994Review 7 23-30 Aug 1995Review8 20-28 Jan 1997

Disbursement 10— 14 Nov 1997Subtotal during Project ImplementationProject Completion 215 Sep-14 Oct 1998

16 Sep-30 Sep 199815 Sep - 14 Oct 1998

Total

1 L = mission leader.2 The Project Completion Report was prepared by a Bank Mission comprising C. Gregory, Sr.

Project Implementation Officer, IRM (mission leader); D. S. Prijomustiko, ProjectOfficer/IRM; and J. Lahren, staff consultant/education specialist. The Mission carried outfieldwork from 15 September to 14 October 1998.

vii

E. Related Loans

For the same Executing Agency(Directorate General of Higher Education)

Loan No.

244-INO402-INO (SF)525-INO675-INO737-INO894-INO/895-lNO(SF)1253-INO1432-INO

Project Title

Surabaya Institute of TechnologyUniversity of HasanuddinUniversity of North SumatraAgricultural EducationUniversity of SriwijayaMarine Sciences EducationMarine Sciences EducationHigher EducationEngineering Education Development

Date ofApproval

2 Dec 19757 Jun 1979

24 Sep 198120 Dec 198321 May 1985

14 Jul 198814 Jul1988

21 Sep 19936 Feb 1996

Amount($ milIion

14.525.026.068.037.943.2530.1

140.0102.0

1 1O°00E

- 10000N

130°00E

INDONESIALOCATION OF PROJECT INSTITUTIONS

(as completed)

0 200 400 600

Kilometers

10°00N—I

/

N /•

UNKLAB. Manado

UNSRAT_00

0 0 -

.UPBPontianak 0 UNTAN

(0

P00)(00I

UNLAM UVAVA

STIEI Banjarmasin

Jakarta

ITEN• . 8marang UNOIP. Surabaya

Bandung 0.0UNAIR

UNPAS UNTAG UNTAG •SITN

STIEPROJECT INSTITUTIONS

- 1 O°ooS UNTAN University of Tanjungpura (Pontianak)UNSRAT University of Sam Ratulangi (Manado)UNAIR University of Airlangga (Surabaya)UNDIP University of Diponegoro (Semarang)UNPAD University of Padjadjaran (Bandung)UNLAM University of Larnbung Mangkurat (Banjarmasin)

PRIVATE UNIVERSITY

UPB University of Panca Bhakti (Pontianak)ITENAS National Institute of Technology (Bandung)UNPAS University of Pasundan (Bandung)UNISSULA Sultan Agung Islamic University (Semarang)UNTAG Seventeenth of August 1945 University (Semarang)UNTAG Seventeenth of August 1945 University (Surabaya)TN National Institute of Technology (Malang)STIE College of Economic Sciences (Malang)STIEI College of Economic Sciences Indonesia (Banjarmasin)UVAYA Achmad Yani University (Banjarmasin)UNKLAB University of Klabat (Manado)

1 10°00E

10o00s

® National Capital

o City/Town

• Public University

• Private University

- - - - International Boundary

Boundaries are not necessarily authoritative.

130°00'E

PROJECT DESCRIPTION

1. Despite the rapid growth of university enrollments during REPELITA IV(FY 1984/85-FY 1988/89), the higher education system was not sufficiently developed toprovide the trained people required to meet the country's development needs. This wasmainly due to major deficiencies in the system, which had not been adequatelyaddressed. 1 To address these deficiencies, the Government, under REPELITA V(FY 1989/90-FY 1993/94), planned to enhance efficien9' and raise the quality ofundergraduate (S-i) and graduate education (S-2 and S-3) to international norms andstandards while limiting their expansion. To do so, the Government and the Bank agreedthat there was a concomitant need to (i) improve the quality of professional andresearch-oriented skills in specific fields of specialization to meet the developmentrequirements of the country; and (ii) enhance equity and regional development bystrengthening selected departments and faculties of regional universities to undertakeindigenous research and offer quality education programs at the undergraduate level inagriculture, basic sciences, engineering, management, and medicine.

2. The Project was, therefore, designed to assist the Government inimproving the quality and supply of professional and research-oriented skills in specificfields of specialization 3 to meet national development priorities, while enhancing equityand regional development. Specifically, the Project was to improve the quality andquantity of undergraduates in the faculties of agriculture, basic sciences, engineering,management, and medicine at six regional public universities through improvements ininternal and external efficiency, and quality of education and management. Theuniversities were (i) University of Tanjungpura (UNTAN); (ii) University of Sam Ratulangi(UNSRAT); (iii) University of Airlangga (UNAIR): (iv) University of Diponegoro (UNDIP);(v) University of Padjadjaran (UNPAD); and (vi) University of Lambung Mangkurat(UNLAM). 4 Further, their capacities as regional growth centers were to be strengthened.Eleven selected private universities 5 near the Project institutions were to receiveassistance in fellowships and training.

3. At appraisal, it was envisaged that improvements in internal efficiencyand quality of education would be achieved by reducing dropouts and repetition ratesthrough improved academic programs, upgrading of staff qualifications, better qualityteaching, appropriate academic policies, better trained laboratory technicians,improvements and additions to existing and support facilities, and provision of consultingservices, instructional materials, furniture, and equipment. Improvements in externalefficiency would be achieved by producing more qualified and marketable graduates andby establishing linkages with private sector employers. Placement offices would beestablished at the six public universities to provide job counseling and placement, andundertake tracer studies. The management capabilities at the six universities would beenhanced by improving their administration, planning, and evaluation through provisionof equipment, fellowships and training, and consulting services.

Refer to Appraisal Report, paras. 22, 23 and 63.2 S-2 and S-3 or master's and doctoral degrees, respectively.

Engineering, management, medicine, public health, basic sciences, agriculture, animal husbandry,fisheries, forestry, and veterinary medicine.Refer to Map showing the location of the Project institutions.Refer to Appraisal Report, para.70, for selection criteria.

2

4. The capabilities of each of the six public universities as a regional growthcenter, particularly in providing leadership in the areas of education, public service, andresearch, would be strengthened as a result of the overall upgrading program to beimplemented. The capabilities of the private universities under the Project would bestrengthened primarily through training programs for the teaching, administrative, andtechnical staff; and through the establishment of closer participatory linkages with theProject's public university in their respective regions.

5. The Project had four interrelated components, each providing specificinputs designed to achieve the Project objectives. 1 They were as follows: (i) increasinginternal and external efficiency and improving the quality of education, (ii) enhancingmanagement capacity, (iii) strengthening public services and research capacity, and (iv)assisting private universities.

6. The Directorate General of Higher Education (DGHE) within the Ministryof Education and Culture (MOEC) was the Executing Agency (EA). DGHE established aCentral Project Implementation Unit (CPIU) to manage the implementation of theProject. A Local Project Implementation Unit (LPIU) was established at each universityby its rector to manage the day-to-day implementation of the Project. A Project SteeringCommittee (PSC), established by the EA to give policy guidance to CPIU, comprisedrepresentatives from DGHE; BAPPENAS; National Research Council; Ministries ofAgriculture, Forestry and Health; and the private sector. It was chaired by the DirectorGeneral of DGHE.

II. EVALUATION OF IMPLEMENTATION

A. Project Components2

Increasing Internal and External Efficiency and Improving Quality ofEducation

7. For this component, the Appraisal Report had provisions for 1,222person-months of consulting services, (857 international and 365 domestic) for (i)academic services, for subject matter upgrading and strengthening; (ii) central advisoryservices to CPIU, for academic matters and policy, civil works design, fellowships andtraining, student placement services, Project benefit monitoring and evaluation (BME)and management information systems (MIS); and (iii) training support services fortechnician and English language training. Thirty-four international and 11 in-countryfellowships for PhD study, and 140 international and 63 in-country fellowships for theMaster's degree were to be provided, in addition to short-term training for 167international and 965 in-country trainees for training in (i) teaching, management, andresearch/public service (433 person-months international and 2,313 in-country); (ii)predeparture preparation (1,044 person-months in-country) and (iii) as technicians (581person-months in-country). Provision was also made for (i) the construction of new

Refer to Appraisal Report, paras. 75 to 92, for detailed description of project components.All Project inputs were directed at public universities referred to as Project institutions. Assistanceto private universities aimed essentially at staff development as described in paras. 24 and 25.

3

buildings and rehabilitation of selected buildings; and (ii) procurement of equipment,furniture, library books, and instructional materials.

a. Consulting Services

8. The engagement of consulting services was almost two years behind theappraisal schedule due to the time-consuming procedure of engaging consultants.Consulting services started in October 1992 and ended in March 1996. The late startcaused delays in the start-up of activities linked to the specific inputs of someconsultants. The consultants' contract had to be modified in early 1994 to improve theimplementation schedule of consulting services and strengthen selected services. Ingeneral, the consultants were able to carry out their respective assignments asenvisaged at appraisal, 1 in a professional and satisfactory manner. Counterparts fromfaculties assigned to work with the respective consultants both contributed to thissuccess and benefited from knowledge transfer. Lessons learned in the implementationof consulting services are that the timing of the international and domestic consultants'services must be synchronized to gain maximum benefit from their inputs; and short-term consultant assignments are not always as effective as long-term ones.

9. Under the Project, a total of 1,016 person-months of consulting serviceswere completed: 714 international and 302 domestic. A total of 164 experts were fielded,comprising 80 international and 84 domestic experts, 18 of whom were women.Consulting services were distributed among three classifications as follows: academicservices, 414.5 person-months; central advisory services, 178; and training supportservices, 423.5. The consultants' final report comprised 14 volumes covering all aspectsof services implemented.

b. Upgrading Academic Qualifications and Technical andTeaching Skills of Staff

10. The Project provided for 248 awards for advanced degree study, (203Master's and 45 doctoral). At Project completion, 256 advanced degree awards weremade (191 Master's and 65 doctoral). The increase in doctoral degree study awards (20)over the appraisal estimate was made by the EA in consultation with the Bank to allowacademically qualified and motivated fellows who completed Master's degree programsto advance their academic qualifications by acquiring a doctoral degree. By loan closingin September 1997, 176 fellows had successfully completed Master's degree programsand 41 fellows, doctoral degree programs. Twenty-one fellows (13 Master's and 8doctoral) failed to complete their degree programs mainly due to poor academicpreparation and performance. Another 18 (2 MS, 16 PhD) completed their studiesbetween loan closing and December 1998. Currently two fellows are still studying andare expected to complete studies in early 1999 (details are in Appendix 1). The Bankapproved the EA's recommendations for fellowship awards that obviously could not becompleted by the loan closing date, on the condition that no funds would be paid by theProject after loan closing, and the EA and respective universities would be responsiblefor monitoring the academic progress and financing of these fellows.

Refer to Appraisat Report, Appendix 18.

4

11. The major problems encountered in the implementation of the advanceddegree fellowship program were (i) delays in engaging consulting services forplacement of fellows, (ii) difficulty in identifying qualified and interested candidates, (iii)requirements for gaining admission into graduate programs at universities international,(iv) length of time required by fellows to master a foreign language, and (v) time requiredto adjust academically and culturally to the host environment. Fellows undertookgraduate study programs at nine member countries of the Bank.1

12. Returned fellows, including fellows who failed to complete their degreeprograms, have been integrated into the work of their respective faculties. There wasevidence that a good percentage of fellows had been given the opportunity todemonstrate their capabilities in curriculum development, teaching advanced courses,undertaking research, and assuming leadership roles. Fellows expressed appreciationfor the opportunity given them for advanced degree study, in particular internationalstudy. They showed dedication to (i) improving the classroom learning environment andquality of instruction in assigned courses, (ii) helping students bridge the gap betweeneducation and work, and (iii) providing leadership in expanding their respectiveuniversities' role in regional development and community service.

13. However, some fellows were discouraged by the lack of institutionalsupport for new course development and funding of research at their university, whichprevent them from applying their acquired knowledge. Many fellows who studied atinternational universities felt that their long absence from the university resulted in careerstagnation and financial loss. Upon their return, they found that their peers had madeprogress in career development, while they were given the same pay grade andacademic rank they held before their departure.

14. Implementation of the short-term training program was generally inaccordance with appraisal recommendations. Mission discussions with participantsindicated that the training received was of high quality and of value in the performance oftheir respective jobs. Teaching faculty were provided an opportunity to improve theirclassroom management and teaching skills, and technicians were able to upgrade theirtechnical skills. University administrators agreed on the benefit of the short-term trainingprograms, particularly for technicians in the operation and maintenance of teachingequipment. A total of 150 fellows participated in the international short-term program(average of three months each) at selected universities, in three batches to the UnitedStates and one batch to the Netherlands. A total of 965 fellows participated in the in-country short-term program, which was implemented under contract with four highereducation institutions located in Java.

c. Civil Works

15. The total area in gross square meters (gsm) of new building constructionto be undertaken was 140,179 gsm, in addition to approximately 14,824 net squaremeters (nsm) of rehabilitation of selected facilities at five of the six public universities. 2

The actual new building construction totaled 154,038 gsm, an increase of 9 percentabove the appraisal target. Because of delays in the start of new building construction

Australia, Canada, Denmark, France, Germany, Indonesia, Netherlands, Philippines, and UnitedKingdom. Short—term international training was undertaken mainly in the United States.Refer to Appraisal Report, Appendix 20.

S

and the availability of Government funds, the EA made the decision, in consultation withthe Bank, to start rehabilitation work and finance the total cost from Government.funds.The work was completed with minimal interruption of university activities andsatisfactorily. The delay in the start of new building construction resulted in a significantincrease in construction costs. Concerned about financing the increase in costs over theimplementation period, the Project Steering Committee reduced the scope of newbuilding construction by 39,546 gsm or 28 percent. The Bank had no objection to this,as essential areas for instruction had not been adversely affected. Implementationprogressed generally on schedule and was completed in June 1996.

16. In October 1996, the Bank approved a request from the Borrower to (I)reallocate loan proceeds among categories, 1 including the cancellation of $8 million, 2 (ii)increase the scope of new building construction by 13,859 gsm above the appraisalestimate, 3 and (iii) extend the loan closing date by nine months to 30 September 1997to complete the additional civil works. It should be noted that design of the additionalcivil works was in progress when the Bank approved the Borrower's official request,which was agreed upon in principle in early 1996. The civil works program wastherefore implemented in two phases. There are noticeable differences between the firstand second phases, with the latter generally showing better quality of buildingconstruction and finishing of walls, floors, and woodwork. However, the situation variesfrom university to university and from building to building on the same campus. Wherethere was close monitoring of the implementation of the civil works program by LPIU anduniversity management, the overall quality of civil works was better and implementationsmoother than where such involvement was minimal (details in Appendix 2).

d. Equipment and Furniture

17. Delay in the fielding of academic consultants precluded their meaningfulinputs in the preparation of equipment lists and specifications. Because of the lack oftechnical experience by some staff involved in the ordering process, the specifications ofsome equipment were incomplete. As a result, accessories needed for full operation ofthe equipment were not procured. Fortunately, this problem affects only a very smallpercentage of the equipment, and in general seem to be appropriate to actualinstruction and research needs. Some teaching staff who did not participate in staffdevelopment activities are still reluctant to use the new, unfamiliar equipment. Thisproblem was expected to be addressed by university management through appropriatelydesigned in-service training programs. Routine maintenance of new equipment shouldalso be given a higher priority than is currently accorded to it at the universities.

18. The LPIUs undertook the procurement of furniture through localcompetitive bidding from suppliers in the region. Two types of furniture, fixed andmovable, were procured. Fixed furniture was designed to fit a specific need, andmovable furniture was of standard design and is of a quality similar to that generallyfound in public educational institutions. More appropriate materials could have beenused for the furniture, like plywood and/or metal covering over the plastic laminate,which would withstand normal use for a number of years. The quality of furniture is

Refer to Basic Data, page (iii).This amount represents 7 percent of the total loan amount.The increase is about 9 percent above appraisal target construction but about 50 percent of thereduced construction. The major reason to initially scale down the construction scope was theincreased unit costs, but funds were no longer a constraint toward the end of the Project life.

6

generally below average, and cheap. To ensure reasonable longevity for furnitureprocured under the Project, a routine maintenance program for it needs to beimplemented urgently at the universities.

2. Enhancing Management Capacity

19. Under this component, a total of 15 person-months of international anddomestic consulting services were provided to assist in the design and establishment ofsystems for BME (8 person-months) and MIS (7) at the universities, in addition tofunding the cost of BME surveys and tracer studies. Further, 87 person-months ofinternational and 710 person-months of in-country short-term fellowships, about threemonths in duration, were provided for administrative staff at the universities to upgradetheir administrative and managerial skills.

20. The 15 person-months allocated for establishing systems of BME ndMIS at each of the universities was inadequate because of existing weak infrastructureat the universities. The EA gave priority to the establishment of a BME system becauseof its linkage to the assessment of the objectives of the Project. A domestic consultingfirm was engaged to carry out BME baseline data gathering and analysis and tracerstudies, and to provide in-service training programs to concerned staff on the operationand management of BME. Each university developed a reasonably good infrastructureto operate systems of BME and MIS, and each university is operating its own schemedepending on local conditions, but not up to the level envisaged in the LoanAgreement.1

21. The three phases of BME implementation were not carried out asenvisaged at appraisal. 2 Only the first phase covering the collection and analysis ofbaseline data and information was completed at the universities. The late start of BMEimplementation precluded undertaking the second and third phases before Projectcompletion. Since Bank financing for this Project is no longer available, it is unlikely thatthe second and third phases of BME will be undertaken by the Project universities., giventhe lack of budget allocation for it.

22. Staff development for management skills upgrading was successfullyimplemented with 1,532 person-months of short-term training compared with theappraisal estimate of 797 person-months. The increases above the appraisal estimateswere made possible by the lower actual unit costs of training. In addition, a two-weekinternational study tour for the six university rectors was designed and successfullyimplemented by the CPIU.

3. Strengthening Public Service and Research Capacity

23. At appraisal, the Project made provisions for (i) consulting services forestablishing and expanding research and public services at the universities, (ii) grantsfor carrying out public service activities by staff, and (iii) fellowships for international andin-country short-term training for research and public service improvement. Duringimplementation, the Bank approved the EA's request to delete the 78 person-months ofconsulting services for establishing and expanding research and public services, at the

Refer to Appendix 5, Status of Compliance with Loan Conditions and Covenants.See Appraisal Report, para. 127.

7

universities, since a Board to provide such services to all public universities was beingestablished by the EA. A total of 278 research grants were awarded and completed by497 staff, including 132 women (Appendix 3). The research grants were selectedaccording to predetermined criteria by a Task Force for Evaluation of ResearchProposals established by the EA. Research results were disseminated mainly throughpublication in scholarly journals, and presentations at seminars, workshops andconferences. They were also submitted to the Directorate of Research and CommunityServices Development under MOEC and the Indonesian Institute of Sciences forcataloging and dissemination. The current economic crisis in the country has severelyrestricted the universities' budget for research; financial support for research fromindustry and business is also limited. The short-term training program for staff directlyinvolved in research and public service programs was implemented as envisaged atappraisal. Although the Project helped in the establishment of good infrastructure at theuniversities for carrying out a wide variety of research and its dissemination to potentialusers, the assistance provided was relatively limited to make a serious impact instrengthening the universities' public service and research capacity.

4. Assisting Private Universities

24. The Project had provision for 21 international and 18 in-country Master'sdegree awards to upgrade the academic qualifications of teaching staff in selectedfaculties at the private universities, and 375 and 195 person-months of in-country short-term fellowships to improve the teaching and technical skills of concerned staff,respectively. Twenty-four person-months of short-term international and 600 person-months of in-country fellowships were provided to improve the management andadministrative skills of rectors and other administrators at the private universities, and126 person-months of preparation and orientation training for long-term fellows.

25. The total number of Master's degree awards made for international andin-country study was 22 and 12, respectively. Three awards were made to women. Sixpossible awards for in-country study were not made for lack of qualified candidates fromthe targeted faculties. However, two PhD awards were made though none was planned.All fellows successfully completed their Master's degree programs. Short-term in-countrytraining programs for upgrading the skills of teaching and technical staff andmanagement skills for 24 person-months international and 600 in-country weresuccessfully implemented in accordance with appraisal recommendations. The rectorsfrom the 11 private universities also participated in the two-week international study tourfor university administrators together with the rectors of public universities and CPIUstaff.

B. Implementation Arrangements

26. The implementing arrangements (para. 6) conceived at appraisal tookinto account the large scope of Project inputs and scattered locations of the participatinguniversities (see Map). However, the inclusion of the rectors in the PSC might berecommended, as well as the establishment of a local PSC at each university, chairedby the rector, with membership from Project faculties and LPIU members. The systemof funds channeling through the Project manager of the university was not satisfactory,since this caused CPIU and beneficiary faculties to lose financial control of Projectinputs, such as the civil works' contracts. More ownership, authority and responsibilitiesshould have been given to the assisted faculties; that would have improved coordination

8

and implementation of Project inputs at the universities in the short term and led tosuccessful operation of the Project in the long term.

C. Project Costs and Financing

27. The total cost of the Project was estimated at about $142.5 millionequivalent at appraisal. Of this amount, the Bank was to finance $114 million or 80percent. The actual total cost of the Project was $133.5 million equivalent, of which theBank financed $101 million or 76 percent. A comparison of the appraisal and actualfinancing plans and costs is in Table 1. The details of the appraisal and actual costs, bycomponent, are shown in Basic Data, page (iv).

Table 1; Appraisal and Actual Financing Plan and Costs($ million)

Appraisal Estimate ActualSource FX % LC % Total % FX - % LC % Total %

Bank 74.9 53 39.1 27 114.0 80 64.5 48 36.5 28 101.0 76

Government 0.8 - 27.7 20 28.5 20 0.8 - 31.7 24 32.5 24

Total 75.7 53 66.8 47 142.5 100 65.3 48 68.2 52 133.5 100

- = less than 0.001%, FX = foreign exchange, LC = local currency.

28. The increase in Government cost, amounting to $4 million or 4 percent,was due to increases in unit costs for civil works, for which the Government financed35.2 percent of each contract. Of the loan funds, $13 million or 9 percent was cancelledmainly due to the depreciation of the local currency from Rpl,800 at appraisal toRp2,600 to the US dollar at Project completion. About 90 percent of the cancelledamount was under the unallocated category of the loan.

D. Project Schedule

29. Although the Bank approved advance action effective at the time of loannegotiations for specific actions, the EA did not take full advantage of this opportunity forinternal administrative reasons, and very little momentum was gained during theadvance action period. The loan was declared effective on 18 June 1990 and was dueto close on 31 December 1996. At the request of the Borrower, the Bank agreed toextend the loan closing date by nine months to 30 September 1997, mainly to completeProject implementation of the second phase of building construction. Projectimplementation was completed by the revised loan closing date except for 16 and 2fellows pursuing doctoral and Master's degree programs respectively' (para. 10). Theappraisal schedule was unrealistic in proposing the immediate commencement of majoractivities without a reasonable preparatory period, and without proper guidance andtraining to LPIUs in carrying out their responsibilities. Overall, the time estimated to

As of 31 December 1998, 16 fellows completed their studies and 2 fellows are scheduled tocomplete theirs in early 1999.

9

implement each major activity was generally realistic, and in spite of the nine months'extension, the actual disbursement period was only six months longer than estimated atappraisal. Appendix 4 gives the Project implementation schedule.

E. Engagement of Consultants and Procurement of Goods and Services

30. Consulting services were engaged in accordance with the Bank'sGuidelines on the Use of Consultants, and the procurement of goods financed from theloan proceeds was in accordance with the Bank's Guidelines for Procurement. Contractsfor civil works and furniture were awarded to prequalified local contractors in generalconformity with Bank and Government requirements. Of the appraisal estimate of 1,222person-months of educational consulting services, 1,016 person-months or 83 percentwas contracted since some services were provided from other sources. The EA found itnecessary to engage the services of consulting firms specializing in management offellowship programs because of the complex scope of the fellowship program, difficultyin placing fellows in international graduate programs, and the large number ofparticipants. The engagement of consulting services was a time-consuming process andresulted in delays in all other Project activities, linked to consultant inputs. The lateengagement of the domestic consulting firm for BME precluded the carrying out of BMEin three phases as envisaged at appraisal.

F. Performance of Consultants, Contractors, and Suppliers

31. The universities and CPIU rated the overall performance of theeducational consultants as generally satisfactory, though numerous variations to theconsultants' contracts were made to accommodate changes in personnel and timing oftheir services. This affected the availability of counterparts from the targeted faculties atthe universities and domestic consulting firms. As a result, some consultant inputs werenot synchronized with actual need, for example, preparation of equipment lists andspecifications, and training in the use and maintenance of new training equipment.Securing uninterrupted services from domestic educational consultants was a problemdue to their obligations to other jobs. The performance of the consulting firms engagedfor the fellowship program was generally satisfactory. The performance of the domesticengineering firms engaged by LPIUs to design the civil works program was consideredsatisfactory; this assessment is, however, questionable in view of the inadequate supplyof water and electricity in the new buildings at some universities. The overallperformance of the domestic construction supervision consulting firms is alsoquestionable in view of the poor quality of the new buildings and the finishing details atsome universities. Part of the responsibility belonged to the concerned LPIUs which hadinadequate authority in financial matters. Although all new building construction wasundertaken under government classification "B" for educational buildings, having astandard unit cost used by the contractors in bid preparation, there is considerabledifference from university to university in the design and quality of the finished buildings.

32. The goods procured from suppliers internationally and locally weredelivered on schedule and in accordance with specifications. Local representatives offoreign suppliers were generally unable to provide back up assistance in the operationand maintenance of the equipment supplied.

10

G. Conditions and Covenants

33. The Borrower was unable to comply with a number of due datesstipulated in the loan covenants (Appendix 5). This was mainly due to difficulties it facedin managing the Project at all levels. At loan closing, a number of critical covenants hadnot been fully complied with. These covenants cover the following actions: (i) establish aPlacement Services Office and MIS, (ii) adjust student tuition to achieve reasonable costrecovery, (iii) assess the success of the Project in terms of actual and forecast benefitsagainst targets, and (iv) increase expenditures for operation and maintenance to includethe new buildings and equipment. On the positive side, an excellent database ofinformation has been collected and analyzed, which ultimately will permit and facilitatean assessment of the success achieved in meeting the Project's objectives. Although aformal Placement Services Office has not been established, individual faculties areproviding such assistance to students and graduates. A data and information system isoperating to meet the requirements of government, and could be expanded into a MIS.In view of the country's lingering economic crisis, any increase in student tuition to offsethigher operating costs of public universities is unlikely now and in the immediate future.Adequate budget allocations for the operation and maintenance of the new facilitiesunder the Project must be accorded a higher priority than what is currently assignedwithin a university's budget.

H. Disbursements

34. Withdrawals of loan proceeds were in accordance with the Bank'sdisbursement procedures. Throughout Project implementation, however, disbursementslagged behind the appraisal projections. A Project special account (imprest fund) wasestablished, but not on schedule. On 28 January 1991, the Bank made the first paymentinto the account. The Bank made the last disbursement from the loan on October 1997.However, the loan account was kept open until 28 April 1998 to allow the Borrower toreturn about $0.229 million from the special account. At loan account closing, the totalamount disbursed was $101 million. The balance of about $4.9 million was cancelled(Appendix 6).

I. Environmental Impact

35. The adverse environmental impact of the Project was kept to a minimumas site development for new buildings was carried out at existing sites. Theenvironmental precautions stipulated at appraisal 1 were more or less implemented asenvisaged. Additionally, a significant number of research studies financed under theProject, will be of benefit to environmental preservation. The supply of water to manynew buildings is inadequate to maintain sanitary conditions for toilet facilities and toeffectively operate certain equipment. Inadequate budget allocation for routinemaintenance of new buildings has resulted in premature aging. At some buildings,construction debris has not been removed from most sites and waste products frombuilding users have not been dealt with in a timely and effective manner.

Refer to Appraisal Report, paras. 129 and 130.

11

J. Performance of the Borrower and the Executing Agency

36. The performance of the Borrower was satisfactory in all areas ofdesignated responsibility, with the exception of monitoring compliance with loancovenants and Project management. It was assumed at appraisal that projectimplementation would progress on schedule because of the extensive experience of theEA in implementing other Bank-financed Projects 1 in the sector. This was not the caseduring the initial years of Project implementation. Failure to provide leadership andsupport to the CPIU resulted in needless delays in Project implementation and increasedcosts. The benefits envisaged to be derived from a PSC were not fully realized due tolack of active involvement in the Project. The Bank had to field a Special ProjectAdministration Mission to resolve problems delaying implementation. In the second halfof the Project life, the EA's performance in monitoring and supervising Projectimplementation had improved and was satisfactory until completion. Increased attentionshould now be given by the EA to ensure the successful operation of the Project.

37. The performance of the CPIU in carrying out assigned responsibilitieswas initially poor, mainly due to the EA's poor supervision, frequent turnover of staff,complexity of Project design, and communication problems with LPIUs and academicconsultants. Eventually, the CPIU was able to carry out its responsibilities in asatisfactory and timely manner. The performance of LPIUs varied from university touniversity and ranged from poor to very good. The quality of performance was directlylinked to the management style of the LPIU director and the degree of involvement of therector.

K. Performance of the Bank

38. During Project implementation the Bank dispatched ten supervisorymissions and two disbursement missions. Because of the poor Project performanceduring the first four years of implementation, the frequency and duration of Bankmissions should have been increased. This was not always possible because of budgetand time constraints, and availability of project administration staff. The average durationof review was about one week, which was inadequate for visits to Project sites.Frequently, the mission also carried out reviews of other Bank-financed educationprojects and project processing activities. Nevertheless, the advice and assistanceprovided by these missions contributed significantly to expediting Projectimplementation; without them the delays encountered would have been longer. On 27July 1995, responsibility for all aspects of the Project's implementation was delegated bythe Bank to its Indonesia Resident Mission (IRM). This decision was appreciated by theEA as assistance in implementation and problem solving was available readily and asrequired.

39. The Bank erred in not taking the initiative for a midterm review2 when theProject had consistently fallen short of implementation targets over a number of years,

Refer to Basic Data, page vii.The mid term review was not undertaken as per loan covenant (para. 53) since it was linked to thesecond phase of BME, which was delayed. In January 1997 (last year of Project life) when someresults of BME could be obtained, an in-depth review was undertaken providing information on thebenefits of the Project, but the new scope of building construction was already approved. The lackof continuity in staff supervising the Project might have also been partly responsible for notundertaking the midterm review.

12

and its effective and efficient management was a continuing concern. The Bank shouldhave also assessed the use and maintenance of completed buildings at each universitybefore approving the Borrower's request to increase the scope of building construction,since the poor quality of new building construction and finishing was already a concernat some universities.

Ill. EVALUATION OF INITIAL PERFORMANCE AND BENEFITS

A. Financial and Economic Performance

40. At the time of appraisal, the Bank policy was not to calculate the financialand economic rates of return of projects financed in the education sector.

B. Attainment of Benefits

41. The Project provided a solid foundation at each university upon which theuniversity can continue to build to meet its responsibilities as a regional growth center.Concomitantly, the universities' capability to generate additional income from servicesprovided to the public and private sectors has been strengthened. Significant researchhas been completed and generally accepted by users. Additionally, a cadre of facultywith the expertise and interest to undertake different types of research has beenestablished at the universities.

42. The faculties of agriculture, basic sciences, engineering, management,and medicine were strengthened as envisaged at appraisal. This will enable them toincrease the supply and quality of professionals in these fields. The Project contributedto the increase of advanced-degree holders among academic staff by about 250, andtothe upgrading of technical and administrative staff by significant short-term training.These universities are also able to respond in a positive and timely manner to newnational skills requirements brought about by changing technology.

43. There was strong evidence that internal and external efficiency weresignificantly improved, especially internal efficiency as defined at appraisal. Admissionapplications to the universities are approximately three times the available places, whichallows the universities to be more selective in admitting new students. A semester creditsystem is in place at the universities, in addition to undergraduate degree course andsemester requirements, including the number of semester credits to be completed by thesecond and fourth years of study and an acceptable grade point average to continuestudying at the university. The maximum number of years a student is allowed tocomplete requirements for an undergraduate degree is seven years. An increasingnumber of students are, however, completing undergraduate degree requirements onschedule, which is 4.5 to 5 years depending on the field of study.

44. Linkages were established and strengthened between the six universitiesand leading private universities in the same region. The result is improvements incurricula, and teaching and technical skills of staff. The ultimate beneficiaries will be thestudents in the faculties concerned and employers of graduates from these faculties.

45. Approximately 37,467 students (undergraduate enrollment for 1997-1998) enrolled per year in the target faculties at the six universities are currently

13

benefitting from the Project inputs, compared with the appraisal estimate ofapproximately 25,000 students. An additional 30,844 students (undergraduateenrollment for 1997-1 998) enrolled per year in the other faculties not directly supportedunder the Project are also benefitting due to the support facilities provided like libraries,maintenance workshops, computer laboratories, and language laboratories (Appendix7). The number of students benefitting each year will increase in accordance with theuniversities' development mandates. The academic qualifications and competence oftechnical and administrative staff at the universities were significantly improved as aresult of staff development programs. The staff have already put to use the skillsacquired.

46. In summary, the following benefits have been realized: (i) modernteaching and research facilities including equipment provided to improve instruction; (ii)curricula updated to reflect current job requirements; (iii) libraries upgraded and holdingsexpanded; (iv) teaching, management, and technical skills of staff upgraded; (v) increasein the number of staff with higher academic qualifications; (vi) limited expansion oflinkages with industry, business, and educational institutions; (vii) system established toassess internal and external efficiency, (viii) system established to improve managementof operations and planning; (ix) tightened university admissions, retention, andgraduation requirements; (x) improved academic and job counseling; (xi) researchcompleted and disseminated to intended audience; (xii) targets achieved for total studentenrollment in targeted faculties; (xiii) improvement in internal and external efficiency;and (xiv) improvement in the quality of instruction at selected private universities throughupdated curricula and academic and technical skills of staff (Appendix 8).

IV. CONCLUSIONS AND RECOMMENDATIONS

A. Conclusions

47. The third phase of BME was not carried out and therefore improvementsin internal and external efficiency were not assessed. There is, however, some evidencethat improvement has been made, especially in internal efficiency. A realisticassessment of the impact of the Project on improving internal and external efficiency willonly be possible when the students entering in academic year 1996/97 graduate in 2001and gain employment. In view of the economic crisis in the country, it is unlikely thatbudget allocation for operation and maintenance in accordance with need will beprovided over the next few years. The sustainability of the Project will require an ongoingcommitment by the management and concerned faculties to address weaknesses inProject implementation at their respective universities. This should be undertakenthrough self-assessment of weaknesses and problems specified in a time-based actionplan for correction. The Project facilities are not yet fully functional and operational. Forthese deficiencies, the Project can only be classified as partly successful. However, theEA considers the Project to be successful since all Project components have beencompleted according to appraisal. The EA also considers that the utilization of thefacilities is the responsibility of the universities, and that the EA's role is to ensure thatthe facilities are used according to the functions envisaged in the Loan Agreement.

14

B. Recommendations

1. Project-Related

a. Future Monitoring

48. The rectors should instruct faculties provided with equipment to identifyitems that are not fully operational, and state what corrective actions are required fortheir full operation. Budget support for procurement of spare parts and accessories forteaching equipment should be given high priority at each university. Faculties shoulddevelop and implement a preventive maintenance program for all new equipment inaccordance with procedures recommended by the manufacturer. The EA should takethe initiative to ensure that each university has an action plan to address theseproblems. The Bank and the EA should closely monitor progress in the implementationof the action plan.

49. The university rector should undertake immediate action to correctdefects and problems in the construction of new buildings. The most noticeable problemis water damage to ceiling and overhangs caused by leaky roofs. At one university, anumber of new buildings also displayed water damage to floors and ceilings from leakywater pipes buried in the floor. If these problems are not addressed adequately and ontime, the damage will be more extensive and the cost of repairs higher. Action shouldbe undertaken at the universities concerned to increase the supply of electricity to newlaboratories and workshops to ensure satisfactory operation of equipment. Increasingthe supply of water to new buildings and improving its distribution are needed at someuniversities. The EA should ensure that universities concerned have an action plan toaddress these problems. The Bank and the EA should closely monitor progress in theimplementation of the action plan.

50. Each university should take immediate steps to develop and implement acomprehensive and realistic maintenance program for its new buildings and thesurrounding landscape. Adequate budget allocation must be provided; otherwise, theeffectiveness of the program will be jeopardized. The Bank should periodically assessthe implementation of maintenance programs at the six universities and bring to the EA'sattention needed improvements.

51. A concerted and continuous effort will be needed by each university toensure that the MIS established is adequately maintained and effectively utilized indecision making regarding short- and long-range development priorities andimplementation strategies. Adequate budget allocation will be needed to maintain andexpand the system to ensure effectiveness of operation. Each university must give highpriority to assessing the Project impact using the baseline data and indicators alreadyestablished for the purpose. The Bank and the EA should provide reasonable assistanceto the universities in this regard.

52. Job counseling and placement assistance for graduates need to be madea priority of each university as a whole, rather than an informal activity carried out byinterested teaching and administrative staff as currently exists at the universities. Toensure successful operation of this important service to both graduates and employers,adequate budget allocation is essential. The Bank should periodically assess the

15

implementation of job counseling and placement efforts at the universities and bring tothe EA's attention needed improvement.

b. Covenants

53. Because one of the covenants linked the timing of the midterm review ofthe Project to the second phase of BME implementation, this important activity was notundertaken by the Borrower and the Bank since the second phase of BME was nevercarried out. A midterm review of a Project should always be undertaken in accordancewith the Bank's Project Administration Instructions, No. 5.01.

54. The covenants covering a specified cost recovery percentage fromannual increases in student tuition and a specified percentage of annual budgetallocation for operation and maintenance could not be implemented. Student tuition feesat a public university are determined by the local government, based on the economiclevel of the local community. The EA considers that cost recovery from tuition feesalone is not possible and encourages universities to seek other means of cost recovery.Budget allocations for operation and maintenance of Bank-financed education Projectsin Indonesia have historically been inadequate.

c. Additional Assistance

55. Further assistance by the Bank to the six public universities under theProject should only be considered when there has been reasonable compliance with out-standing loan covenants. In view of the country's current economic crisis and the impacton budget allocation for operation and maintenance, the Bank may, however, consider ashort-term intervention to help bridge the gap between budget allocation and actual needfor operation and maintenance of the new facilities and equipment provided under theProject. The Mission has advised the EA in great detail of all the issues identified, anda time-bound action plan for each university was agreed upon. Major deficiencies aretargeted to be resolved by end of March 1999, i.e., end of this fiscal year. The EA isassisting the universities to ensure the necessary budget allocation to bring the Projectinputs to optimal operation and utilization.

d. Timing of Project Performance Audit Report (PPAR)

56. A realistic evaluation of the achievement of Project objectives will bepossible by 2002, when the students entering in academic year 1996/97 graduate andgain employment with the full benefit of Project inputs.

2. General

a. Project Appraisal

57. Since this was the first Bank-financed education Project to include privateeducation, criteria on how the benefits from such involvement would be assessed shouldhave been included at appraisal.

58. The CPIU found the design and broad scope of educational consultingservices and fellowships provided under the Project difficult to manage. Consultingservices of short duration were found to be less effective than long-term ones.

16

Implementation of the international fellowships program would not have been possiblewithout the assistance of consulting firms specializing in management of fellowshipprograms.

59. The design of BME implementation was inappropriate for the Project.Greater attention should have been given during appraisal to the kinds and types ofinformation a university collects and maintains. Specific measurable criteria should havebeen established during appraisal to assess and quantify the improvements made ininternal and external efficiency as a result of the Project inputs.

b. Lessons Learned

60. A midterm review of a project should not be linked to the timing of anotherproject activity. Such a linkage was found to be counterproductive to the timely andsuccessful implementation of the Project.

61. The sustainability issue should be given careful attention in designing aproject that requires (i) innovative services to be established and continued after loanclosing; and (ii) budget allocation, human services, and commitment by decision makers.

62. The physical appearance of existing buildings, landscape, and teachingequipment at an educational institution is a good indicator of budget allocation formaintenance and commitment by teaching and administrative staff to a good workenvironment. It should not be assumed that where maintenance of existing facilities ispoor, new buildings and teaching equipment provided under a project will fare anybetter.

63. Bank supervision of project implementation is more critical at the startwhen implementation arrangements are made operational than when implementation isprogressing on schedule. More staff time should be allocated to review missions forprojects at widely scattered locations.

64. Poor design of and quality of completed civil works are linked withinadequate and unqualified supervision at the local project level. To eliminate thesepotential problems, the main implementing agency for a project should have overallresponsibility for the engagement and monitoring of implementation of the services.

ft

17

APPENDIXES

Number Title Page Cited on(page, para.)

1 Fellowship Program 18

2 Civil Works Program 22

3 Research Grant Awards 23

4 Project Implementation Schedule 24

5 Status of Compliance withLoan Conditions and Covenants 25

6 Loan Disbursements 35

7 Student Enrollment Profile 36Appraisal vs Actual

8 Project Focus Design and Rationale Framework 39

3, 10

5, 16

7,23

9,29

10, 33

10, 34

13, 45

13, 46

18 Appendix 1, page 1

FELLOWSHIP PROGRAM

Table 1: International Fellowships

Universit Appraisal Estimate Awarded Completed' Dropout Continuing b

PhD MS PhD MS PhD MS PhD MS PhD MS

Airlangga 3 10 15 8 14 1 2

Diponegoro 6 26 9 30 7 28 2 2

Lambung 5 17 7 15 3 14 2 1 2Mangkurat

Padjadjaran 6 31 10 25 8 25 2

Sam Ratulangi 9 18 10 18 7 16 1 2 2

Tanjungpura 5 8 7 9 5 8 1 1 1

Private 0 21 2 22 1 20 2 1

Total 34 140 55 134 39 125 4 9 12

Table 2: In-Country Fellowships

Universit Appraisal Estimate Awarded Completed' Dropout Continuing b

PhD MS PhD MS PhD MS PhD MS PhD MS

Airlangga 3 4 3 4 4 2 1

Diponegoro 4 7 4 9 1 8 1 1 2

Lambung 12 11 11Mangkurat

Padjadjaian 2 7 2 8 7 1 1

Sam Ratulangi 1 9 7 7

Tanjungpura 1 6 1 6 1 5 1

Private 18 12 9 2

Total 11 63 10 57 2 51 4 4 4 2

a Completed by loan closing date of 30 September 1997.b Continuing after 30 September 1997 and completed by December 1998 except for 2 remaining

to complete studies in early 1999.

Table 3: Fellowships at Appraisal vs Actual

Universities Appraisal Actualand Assisted International In-country International In-country TotalFaculties PhD MS PhD MS PhD MS PhD MS

Male Female Male Female Male Female Male Female

AirlanggaAgriculture a 1 3 1 2 I 2 1 1 7Basic Sciences 1 8 1 2 3 4 3 1 13Management 2 1 2 1 3Medicine b 1 6 I 2 1 2 1 1 1 1 7Others c1 1 1 2

Total 3 19 3 4 6 4 8 7 1 2 2 2 32

DiponegoroAgriculture a 3 4 2 1 2 1 3 3 2 1 12Engineering 2 4 2 2 1 1 4 2 3 11Basic Sciences 1 7 2 2 1 4 5 2 14Management 2 2 2Medicine b 8 1 1 7 1 1 10Others c1 1 1 1 1 3

Total 6 26 4 7 5 4 21 9 4 0 5 4 52

Lambung MangkuratAgriculture a 9 5 6 8 4 1 19Engineering 4 1 1 4 1 6Basic Sciences 3 3 3Management 2 1 1 1 1 3Others c2 2 1 1 2

Total 5 17 0 12 7 0 14 1 0 0 8 3 33I-'.

Table 3: Fellowships at Appraisal vs Actual(cont'd)


Male Female Male Female Male Female Male FemaleAgriculture a 3 8 2 2 4 7 3 1 1 2 1 19Basic Sciences 1 10 2 2 6 3 1 1 13Management 1 10 1 1 1 2 1 1 6Medicine b 1 2 1 2 2 1 5Othersc 1 1 1 1 2

Total 6 31 2 7 9 1 17 8 1 1 3 5 45

Sam RatulangiAgriculture a 4 8 1 4 2 2 5 4 5 18Engineering 2 3 1 3 4 1 1 9Management 1 3 1 2 3 0

Medicine b 2 3 3 2 2 1 5Othersc 1 1 0

Total 9 18 1 9 8 2 13 5 0 0 7 0 35

Ta n j U ng pu raAgriculture a 3 3 1 1 3 1 2 1 1 1 9Engineering 1 2 2 3 2 2 7Basic Sciences 3 1 2 3Management 1 2 3 3Otherse 1 1 1

Total 5 8 1 6 6 1 7 2 1 0 4 2 23

(D

Table 3: Fellowships at Appraisal vs Actual(cont'd)


Male Female Male Female Male Female Male Female

Private UniviersityAgriculture a 1 1 1Basic Sciences 4 4 3 1 2 6Engineering 8 8 2 8 6 1 17Management 8 6 9 2 1 12

Total 0 21 0 18 2 0 21 1 0 0 10 2 36

Grand Total 34 140 11 63 43 12 101 33 7 3 39 18 256

a Agriculture includes animal husbandry, fisheries, forestry, veterinary medicine. (D

b Medicine includes public health.C Include administration, library and language center.

(D

22Appendix 2 -

CIVIL WORKS PROGRAM

University Appraisal ActualRehabilitation New Construction New Construction

(nsm) (gsm) (gsm)

Airlangga 4,800 12,565 17,166

Diponegoro - 47,760 57,793

LambungMangkurat 2,134 28,254 21,153

Padjadjaran 640 19,350 26,967

Sam Ratulangi 3,850 23,985 20,694

Tanjungpura 3,400 8,265 10,265

Total 11,424 131,914 143.773

nsm = net square meters, gsm gross square meters.

23

Appendix 3

RESEARCH GRANT AWARDSTable 1: Distribution of Research Awards, by University and Participants

Number of

Total AmountNumber of Participants3University Awards _______________________ Total of Awards

Male Female $ million

Airlangga 37 45 20 65 0.098

Diponegoro 68 85 28 113 0.179

Lambung Mangkurat 54 83 17 100 0.142

Padjadjaran 31 37 30 67 0.082

Sam Ratulangi 58 76 25 101 0.153

Tanjungpura 30 39 12 51 0.079

Total 278 365 132 497 0.733

a Most awards involved more than one researcher.

Table 2: Distribution of Research Awards, by Subject and University

Subject University TotalUNAIR UNDIP UNLAM LINPAD UNSRAT UNTAN

Agriculture 1 4 25 12 18 14 74

Animal Husbandry 9 7 1 9 26

Basic Sciences 11 11 4 10 3 1 40

Dental 1 1

Economics 3 15 8 1 6 10 43

Engineering 14 4 5 5 28

Fisheries 7 7 1 7 22

Forestry 2 6 8

Medicine 10 10 6 10 36

Total 37 68 54 31 58 30 278

UNAIR = University of Airlangga, UNDIP = University of Diponegoro, UNLAM = University of Lambung MangkuratUNPAD = University of Padjadjaran, UNSRAT = University of Sam Ratulangi, UNTAN = University of Tanjungpura

I

PROJECT IMPLEMENTATION SCHEDULE

1990 I 1991 I 1992 I 1993 I 1994 I 1995 I 1996 I 1997 11998Major Activities

Project Management

Consulting Services

Selection

Services

Staff Development

Preparation

Training

Research Funds

Awards

Research Period

Civil Works

Preparation

Construction

Procurement of Goods

Preparation

Delivery

ilLIII

"I'll

I.".

IIIIIHIIIIIIiiiiii1"IN

___________ AppraisalActual

Loan Effective Date (18 June 1990)Original Project Completion Date (30 June 1996)Original Loan Account Closing Date ( 31 December 1996)Revised Loan Closing Date (30 September 1997)Loan Account Closing Date (28 April 1998)


STATUS OF COMPLIANCE WITH LOAN CONDITIONS AND COVENANTS

Reference in Loan Covenant Status ofDocument Compliance

Schedule 3, para. 13 To speed up the implementation of the Complied withProject through timely release of funds,the Borrower shall ensure thatappropriate portion of the proceeds ofthe Loan are channeled into a ProjectSpecial Account, to be used to coverpart of the local currency expendituresfor small civil works, locally purchasedequipment and materials, smallcontracts for local consulting services,in-country training and the Projectimplementation costs. The ProjectSpecial Account shall be established,managed and liquidated in accordancewith the Bank's uGuidelines on ImprestFund and Statement of ExpendituresProcedures" dated November 1986.For this purpose, the followingprocedures, inter alia, shall apply:

(i) the Project Special Account shall, Complied withwithin two months of the EffectiveDate, be established at anauthorized depository bank of theBorrower;

(ii) the funds required shall be Complied withdeposited in the account on thebasis of anticipated quarterlyProject expenditures and expectedmonthly withdrawals; and

(iii) the account as established and thefunds as deposited shall beoperated and maintained inaccordance with terms andconditions acceptable to theBorrower and the Bank.

Section 4.06 (B) Maintenance and audit of separateaccounts for the Bank-financedcomponents of the Project; unauditedproject accounts to be furnished notlater than six (6) months after the end ofeach fiscal year; audited accounts andauditors report not later than nine (9)months after the end of each fiscal year.

Complied with

Complied with

Appendix 5, page 2

Reference in Loan

Covenant

Status ofDocument

Compliance

Section 4.07 (B) Quarterly reports on the carrying out of Complied withthe Project and on the operation andmanagement of the Project facilities tobe submitted.

Section 4.07 (C) Project Completion Report to be Complied withprepared and furnished not later thanthree (3) months after physicalcompletion of the Project.

Schedule 6, para.1 The DGHE shall be the ProjectExecuting Agency and shall beresponsible for the overall coordinationand implementation of the Project. TheProject shall be centrally managed bythe Central Project Implementation Unit(CPIU) which shall, within two (2)months of the Effective Date, beestablished at DGHE in Jakarta.

Schedule 6, para. 2 The CPIU shall be headed by a ProjectDirector and staffed by a fellowship/training/public service/ research officer,a BME/tracer studies/job placementofficer, a procurement officer, a physicaldevelopment controller, a physicaldevelopment projects manager, a spaceplanner, an architect/planner, acoordinating engineer, a civil worksmanager, a senior accountant, and ajunior accountant, all in accordance witha staffing plan satisfactory to the Bank.The CPIU shall be provided withadequate technical and clerical supportstaff. All CPIU personnel shall havequalifications and experienceacceptable to the Bank. The Borrowershall appoint the Project Director inconsultation with the Bank.

Complied with

Complied with


Reference in Loan

Covenant

Status ofDocument

Compliance

Schedule 6, para. 3 The CPIU shall be responsible for allaspects of Project Implementationincluding employment and supervisionof architectural and engineeringconsultants for the design, tenderingand construction of civil works;procurement of equipment andfurniture; implementation of thefellowship program; and theemployment and management of BMEand educational consultants employedfor the Project.

Schedule 6, para. 4 The Borrower shall, within four (4)months of the Effective Date, establishan LPIU at each Project institution.Each LPIU shall be headed by aDirector who shall be responsible to theCPIU Project Director for the day-to-dayadministration and implementation of itsrespective components at the Projectinstitution level. In addition, each LPIUshall be staffed by afellowship/training/public service andresearch officer, BME/tracer studies/jobplacement officer, a procurementofficer, a physical developmentmanager, a civil works manager, and anaccountant, all in accordance with astaffing plan satisfactory to the Bank.Each LPIU shall be provided withadequate tethnical and clerical supportstaff. All LPIU personnel shall havequalifications acceptable to the Bank.

Complied with

Complied with


Reference in Loan

Covenant

Status ofDocument

Compliance

Schedule 6, para.5 The Borrower shall, with one (1) monthof Effective Date, establish a ProjectSteering Committee (PSC) to givepolicy guidance to the CPIU. The PSC,which shall meet at least twice annually,shall be chaired by the Director-Generalof DGHE and its membership willinclude the Director of Academic Affairs,DGHE; the Director of PrivateUniversities, DGHE; the Director ofResearch and Community ServiceDevelopment, DGHE; the Team Leaderof the educational consultants; seniorrepresentative of the NationalDevelopment Planning Board(BAPPENAS) and the Ministry ofFinance; representatives of the NationalResearch Council, the IndonesiaInstitute of Sciences (LIPI), the Agencyfor the Assessment and Application ofTechnology (BPPT) and the Office ofEducational Research andDevelopment (BALITBANG P&K);representatives of the Ministries ofAgriculture, Forestry and Health;representatives from employers in theprivate sector and such others as maybe required; and the Project Directorwho shall act as secretary to the PSC.

Complied with, butmeetings were notconvened asenvisaged.

Schedule 6, para. 6

The CPIU shall be responsible for the Complied with(a) administration of the fellowship and

training program provided under theProject.

Schedule 6, para. 6 The CPIU shall prepare the criteria for Complied with(b) the selection of the candidates for

overseas fellowships and staff training,select such candidates according to theprocedures of MOEC and makeappropriate arrangements satisfactoryto the Bank for carrying out the trainingProgram. The detailed criteria andprocedures for selection of trainees andthe implementation schedule of thetraining program shall be as agreed towith the Bank.


Reference in Loan

Covenant

Status ofDocument

Compliance

Schedule 6, para. 6 The CPIU shall ensure that a strict(C) system of selection and guarantees is

adopted in connection with the stafftraining program under the Project toensure that recipients of overseastraining shall continue their serviceswith the Project for at least three (3)years each for MSc. and PhD scholarsand one (1) year for recipients of short-term training programs.

Schedule 6, para. 6 Prior to the award of overseas training,(d) the CPIU shall consult with the Bank

with respect to the candidates for suchtraining and seek the approval of theBank for (I) the qualification andexperience of the proposed candidates;(ii) the venue proposed for the training;(iii) the course or type of training to befollowed and its duration; (iv) details ofthe training cost, travel cost, per diem,book allowance, and the terms andconditions to be imposed on thecandidates for training. Selectedtrainees shall be sent to suchinstitutions as may be agreed uponbetween the Borrower and the Bank.

Schedule 6, para. 7 The private universities eligible for(a) fellowship and training under the Project

are the University of Panca Bhakti,Poritianak; the National Institute ofTechnology, Bandung; the University ofPasundan, Bandung; the Sultan AgungIslamic University, Semarang; theSeventeenth of August 1945 University,Surabaya; the College of EconomicSciences Indonesia, Banjarmasin; theAchmad Yani University of Klabat,Manado. The Borrower may designateadditional private universities asparticipating private universities subjectto prior approval of the Bank.

Complied with

Complied with

Complied with

30Appendix 5, page 6

Reference in Loan

Covenant

Status ofDocument

Compliance

Schedule 6, para. 7 The Borrower shall establish a(b) committee composed of the Director of

Private Universities, DGHE, asChairman, the Project Director, thefellowship/training officer, CPIU, and thefellowship/training consultant. Thecommittee shall be responsible forselection of candidates from theparticipating private universities for bothlong-term and short-term fellowships.

Schedule 6, para. 7 With respect to fellowships awarded to(C) the staff of the participating private

universities, the CPIU shall ensure that(i) a strict system of guarantees orbonding is adopted by the privateuniversities concerned sponsoringtraining of their staff on a one-to-onebasis for each fellowship providedunder the Project; and (ii) the field ofstudy under each fellowshipcorresponds with that of the Projectfaculties.

Schedule 6, para. 8 The CPIU shall be responsible for theadministration of research and publicservice grants to be provided under theproject. The research and publicservice grants shall be awarded on acompetitive basis for period of one tothree years to selected staff of theProject institutions engaged in theProject faculties. For this purpose, theCPIU shall prepare the criteria forselection of candidates and guidelinesfor administration of such grantssatisfactory to the Bank, which shallinclude, among others: (i) individualresearch grants shall be theequivalent of $3,000 to $6,000 on anannual basis; and (ii) each proposal foraward shall be judged on the basis ofthe quality of the proposal, its relevanceto national and regional developmentpriorities and the potential for attractingadditional funds from outside sources.

Complied with

Complied with

Complied with



Schedule 6, para. 8 The CPIU shall establish an evaluation(b) and selection committee to evaluate

proposals and select candidates,composed of the Director of Researchand Community Service Development,DGHE, as chairman, the Directors ofthe Institute for Research and theInstitute of Public Service of eachProject institution; the Project Director,the research/public service officer,CPIU; the research consultant;representative of the Indonesia Instituteof Sciences (LIPI), the Agency for theAssessment and Application ofTechnology (BPPT), the Ministries ofAgriculture, Forestry and Health; andeminent people from thescientific/academic communities andthe private sector.

Schedule 6, para. 9 Within two years of the Effective Date,each Project institution shall establish aPlacement Service Office, and continueoperating it during and after Projectimplementation. These PlacementService Offices shall be responsible foremployment counseling; performing jobmarket surveys and tracer studies;improving working relationship betweenthe universities and businesscommunities; enhancing theuniversities; long-term planning ability;and coordinating academic programswith the potential for employment ofgraduates.

Complied with

Not complied with. Ingeneral, universitiesview job counselingand placement asresponsibilities ofindividual faculties.DGHE has, however,recommended thateach universityestablish the jobcounseling andplacement center.

Complied with, butnot by due date

Not complied with asenvisaged. Datacollection andanalysis follow DGHErequirements.

Complied with onlyregarding semestercredit system andreview of thesisrequirements.

Complied with



Schedule 6, para. 10




Within one year of Effective Date, theBorrower shall cause each Projectinstitution to establish a CurriculumReview and Development Committee inrespect of each Project faculty. Eachcommittee shall comprise Universityadministrators, teaching staff of publicand private universities, academicconsortia and representatives of theprivate sector. This committee shall beresponsible for advising on theappropriateness of curricula toemployment needs and recommendingcurriculum modifications.

Within two years of Effective Date,corn puterized Management InformationSystems (MIS) shall be madeoperational at each Project institution.Each Project institution shall ensure thatthe MIS is kept operational during andafter Project implementation.

Within four years the Effective Date ofthe Loan, the Borrower shall takeappropriate measures to integratepublic university libraries into a nationalnetwork; expand the existing studentloan scheme; ensure operation of thesemester credit system as well as thetransfer of academic credits betweenProject faculties and departments;review the requirement for first-degreelevel thesis (Skripsi) on a program-by-program basis; and grant more financialautonomy to the project institution.

The Borrower shall be solelyresponsible for ensuring, and shall takeall necessary action, including, interalia, making the necessary allocationsin both existing and future budgets toensure, that sufficient funds areprovided on a timely basis for theimplementation.

33Appendix 5, page 9


Schedule 6, para. 14 The Borrower shall ensure that thestudent tuition to be collected at theProject institutions shall be graduallyadjusted in such a way as to athievereasonable cost recovery.

Schedule 6, para. 15 The Borrower shall ensure that theexpenditures for operation andmaintenance of the Project institutionsshall be provided sufficiently in amanner satisfactory to the Bank.

Partially compliedwith as only UNAIRand UNPADundertake costrecovery from tuition.Cost recovery fromtuition fees only is notpossible, since thetuition fees aredetermined by thelocal governmentbased on theeconomic level of thelocal community.

Partially compliedwith. Each yearDGHE ensures abudget for operationand maintenance, butthis is not alwayssufficient.

Schedule 6, para. 16 The Borrower shall acquire all land, Complied withrights in land and rights-of-way requiredfor the implementation of the Project ina timely manner.

Partially compliedwith. BME startedonly in December1994 with first phasecompleted in October1996. No progress inphase 2 and 3.

Not complied with,because secondphase BME linkagewas not carried out.





The Borrower shall ensure thatappropriate records are kept and datacollected in order to evaluate thesocioeconomic impact of the Project.The CPIU shall monitor and evaluateProject benefits with respect to (I)internal efficiency; (ii) satisfaction ofsocial demand; (iii) cost effectiveness;and (iv) external efficiency (employmentof graduates). Such BME surveys shallbe undertaken in three phases. Duringthe first phase, which will commencewithin nine months of the EffectiveDate, a baseline indicator study shall beconducted in order to determine a set ofrealistic, controllable and measurabletargets, which reflect the anticipatedProject benefits. The second phase,which will commence within three yearsof the Effective Date, shall consist of amonitoring study to compare actual aridprojected performance to baseline andtarget indicators and recommendmeasures for immediate correctiveaction. The third phase, which willcommence within five years of theEffective Date, shall rate the success ofthe Project in terms of actual andforecast benefits compared to targets.Upon completion of the third phase,recommendations will be developed forshort-, medium-, and long-term actions,strategies and policies for considerationby the Borrower in consultation with theBank.

A midterm review of all aspects of theProject shall be carried out by theBorrower and the Bank after completionof the second phase of the BMEsurveys. The results of the midtermreview, including an evaluation of theprogress made in relation to the targetsset, shall be reviewed and discussed bythe Borrower and the Bank.

Appendix 635

LOAN DISBURSEMENTS

Actual Actual PercentageYear Quarter Disbursement Cumulative of Actual

___________ ____________ ($ million) ($ million) Disbursement a1990 IV 0.037" 0.037 0.04

1991 I 0.233 0.270 0.27II 0.067 0.337 0.33III 0.000 0.337 0.33IV 0.354 0.691 0.68

1992 I 0.106 0.797 0.79II 0.770 1.567 1.55III 0.556 2.123 2.10IV 0.426 2.549 2.52

1993 I 3.184 5.733 5.67II 0.820 6.553 6.49III 0.197 6.750 6.68IV 1.415 8.165 8.08

1994 I 0.443 8.608 8.52II 4.505 13.113 12.98III 5.194 18.307 18.12IV 1.024 19.331 19.13

1995 I 5.237 24.568 24.31II 9.546 34.114 33.76III 6.705 40.819 40.40IV 5.396 46.215 45.74

1996 I 2.267 48.482 47.98II 18.427 66.909 66.22III 1.457 68.366 67.66IV 8.230 76.596 75.80

1997 I 3.183 79.779 78.95II 9.133 88.912 87.99III 9.395 98.307 97.29IV 2.968 101.275 100.23

1998 I 0.000 101 .275 100.23II 0.229c 101.046 100

Total____________ 101.046

a Based on current value of loan account.Disbursement of Interest during Construction only.

C Reimbursement of balance in special account.Source: Loan Financial Information System.

889 498

464 324

1,749 959

466 540

3,568 2,321

374 872

184 508

663 1,622

441 981

1,662 3,983

392 363 755

319 375 694

1,924 1,454 3,378

415 425 840

3,050 2,617 5,667 42.3

STUDENT ENROLLMENT PROFILEAppraisal vs Actual

Universities Student Enrollment at Student Enrollment in Student Enrollment in Studentand Assisted Appraisal a -_____ 1989 - 1990 h 1997 - 1998b _Enrollment Change C

Faculties Male Female Total Male Female Total Male Female Total %

422 312

1,228 448

994 620

AirlanggaAgriculture d

Basic SciencesManagementMedicine

Subtotal

Others

DiponegoroAgriculture d

EngineeringManagementMedicine

Subtotal

Others

7,703 2,020 2,535 4,555 1,926 2,891 4,817

5.8

734 762 479 1,241 384 330 714

1,676 2,230 363 2,593 2,853 796 3,6491,272 909 645 1,554 1,218 1,144 2,362

1,614 807 318 1,125 641 917 1,558

5,296 4,708 1,805 6,513 5,096 3,187 8,283

27.2

10,159 2,302 2,331 4,633 3,333 3,246 6,579 42.0

0"

Lambung MangkuratAgriculture d 1,324 715 2,039 1,350 733 2,083 648 837 1,485Engineering 543 89 632 524 109 633 469 250 719Managemente 503 678 326 1,004 647 482 1,129

Subtotal 3,174 2,552 1,168 3,720 1,764 1,569 3,333 -10.4

Others 5,647 2,334 1,352 3,686 2,063 2,240 4,303 16.7

(D

p3pg

a


(cont'd)Universities Student Enrollment at Student Enrollment in Student Enrollment in Student

and Assisted Appraisal a 1989 - 1990 b 1997 - 1998b Enrollment Change C


Padjadjaran

Agriculture d 913 488 1,401 907 527 1,434 2,238 963 3,201Management e426 811 513 1,324 2,051 1,264 3,315Medicine t604 445 1,049 595 472 1,067 591 586 1,177Basic Sciences 966 492 1,458 997 520 1,517 1,748 701 2,449

Subtotal 4,334 3,310 2,032 5,342 6,628 3,514 10,142 89.9

Others 7,060 2,934 3,405 6,339 5,679 4,045 9,724 53.4

Sam RatulangiAgriculture d 1,272 972 2,244 1,329 1,058 2,387 1,297 909 2,206Engineering 1,543 348 1,891 820 180 1,000 1,256 496 1,752Management e416 658 486 1,144 1,885 0 1,885Medicine 394 302 696 387 316 703 0 0 0

Subtotal 5,247 3,194 2,040 5,234 4,438 1,405 5,843 11.6

Others 9 7,921 3,035 2,491 5,526 683 615 1,298 -76.5

TanjungpuraAgriculture d747 613 327 940 850 769 1,619Engineering 893 947 117 1,064 586 75 661Management e599 942 530 1,472 1,043 876 1,919

Subtotal 2,239 2,502 974 3,476 2,479 1,720 4,199 20.8

Others 95,444 3,042 1,506 4,548 2,388 1,735 4,123 -9.3

rn

(D

N.)


(cont'd)Universities Student Enrollment at Student Enrollment in Student Enrollment in Studentand Assisted Appraisal a1989 - 1990 b 1997 - 1998b Enrollment Change C


Subtotal

23,858 18,587

9,681 28,268

23,455 14,012

37,467 32.5of Target Project Faculties

Subtotal

43,934 15,667

13,620 29,287

16,072 14,772

30,844 5.3of Others

Total

67,792 34,254

23,301

57,555 39,527 28,784 68,311

18.7

a Data from Appraisal Report, enrollment of S-i students only for Project-assisted faculties, while data for other faculties includeD-3, S-2 and S-3 programs.

b Data from DGHE, MOEC - Enrollment of S-i Students only.c Change in student enrollment between 1997-i 998 and 1989-1990 (based on DGHE data). DGHE data were used for comparison, since

the appraisal figures were different probably because they came from university sources, were for different years than first year ofimplementation (1986/87), and include other programs than S-i for non-Project faculties.

d Including animal husbandry, forestry, fisheries, agriculture, and veterinary sciences.e Program under economics faculty.f Including public health.g Others are faculties not assisted by the Project and include law, social/political science,

polytechnic, psychology, education, arts, marine science, FKIP, D-3, S-2, and S-3 programs(D

S-i = sarjana strata 1 (undergraduate degree), S-2 = sarjana strata 2 (master's degree), S-3 = sarjana strata 3 (doctors degree), D-3 = diploma 3

0.

DGHE Directorate General of Higher Education, MOEC = Ministry of Education and Culture,FKIP = Fakultas Keguruan dan llmu Pendidikan (faculty of teaching and education).

(D

PROJECT FOCUS DESIGN AND RATIONALE FRAMEWORK

Development Project Inputs Project OutputsStrategies Project Objectives Appraisal Actual Appraisal Actualand Goals - (Excluding contingencies) -

Improvement of qualityand internal andexternal efficiency ofhigher educationinstitutions, as well asrelevance of studyprograms

A. General

Assist the Government inimproving the supply ofqualified professionalmanpower in specificfields of specialization tomeet national and regionaldevelopment requirements

B. Specific

Increase the internal andexternal efficiency ofselected faculties of sixregional universitiesImprove the quality ofundergraduates fromselected faculties of sixregional universities by(i) improving the quality of

education, and(ii) strengthening Project

institutions' researchand public servicecapacity

A. Consulting services($16.6 mn)

1. Design and supervision2. Educational

B. Staff development($ 18.6mn)

4. Technician training

5.Academic qualificationupgrading

C. Civil works ($37.2mn)6. Site development7. Classrooms8. Laboratories9. Academic support

facilities

D. Furniture and equipment($1 7.6mn)

10.Classrooms11.Laboratories12.Support facilities13.CPIU & LPIUs

A. Consulting services ($15.2mn)

1.Achieved2. Educational

714 person-months - int'l302 person-months - domestic

B. Staff development ($l4mn)

4. Technician training:581 person-months short-termtraining

5.Academic qualification upgrading433 person-months short-termtraining (international)2,313 person-months in-country

C. Civil works ($50.Smn)- 154,038 gsm of buildings (class-

rooms and laboratories) built- Unit cost: $328 per gsm- Quality of construction andperformance of contractors variable

D. Furniture and equipment ($17.2mn)- Furniture: $4.8mn- Laboratory equipment: $11 .9mn- Vehicles to CPIU & LPIUs: $05mn

1. More relevant, betterorganized curricula

2. More regular use oflaboratory equipmentin teaching

3. Placement servicesavailable to studentsand graduates

4.A grading system thatmore accuratelyreflects students'performance

5. 192 staff receive skillsupgrading courses

6. 129 technicianstrained to operateand maintainequipment

7. Laboratories betterequipped

8. Greater use ofcomputers asteaching aids

9. Students havegreater access anduse more textbooks

10.203 staff receiveMS degree

11.45 staff receivePhD degree

12. Improved physicalfacilities

1.Achieved

2.Achieved

3. Limited and not-formalized services

4. Achieved. A creditsystem has beendeveloped and is beingimplemented

5.Achieved

6. Achieved

7.Achieved$11 .9mn spent inlaboratory equipment

8. Achieved$3.lmn spent inteaching aids

9.Achieved. Litxariesare heavily used bystudents, professionallyoperated and maintained

10.191 staff awardedMS fellowships

11.65 staff awardedPhD fellowships

12.Achieved; facilities notfully operational andoptimally utilized yet

3. Teaching skills upgrading 3. Teaching skills upgrading65 PhD awards

191 MS awards

*j.)'.0

'0

0

'0ccm

2. UNTAN, UNLAM, and 2. AchievedUNSRAT havefacilities and equipmentcomparable with thoseof Java universities

1. 266 administrators 1. Achievedreceive trainingcourses

PROJECT FOCUS DESIGN AND RATIONALE FRAMEWORK(contd)

Development ______________-Project Inputs Project OutputsStrategies Project Objectives Appraisal Actual Appraisal Actualand Goals (Excluding contingencies)

2. Improvement of equitywithin the highereducation system

3. Improvement ofplanning andmanagement within thehigher educationsystem

1. Enhance regional equity,particularly in NorthSulawesi and WestKalimantan

2. Reduce poverty

A. General

1. Enhance and strengthenmanagement capacity ofProject institutions

E. Books and teachingaids ($2.8mn)

14.Library books15.Journals/periodicals16.Teaching aids

F. Incremental recurrent &Project implementationcosts ($4.6mn)

17. LPIUs and CPIU staffsalaries

1.Project inputs forUNSRAT

2. Project inputs forUNTAN

3. Project inputs forUN LAM

A. Consulting services1.Management2. BME

E. Books and teaching aids ($3.lmn)- Books, journals, periodicals are

relevant and used. Request madefor continuation of periodicals

F. Incremental recurrent ($2.4mn) andProject implementation costs($2.2mn)

- Adequate during implementation, butinadequate operation and mainte-nance funds after Project completion

- Project facilities not fully operationaland not optimally used yet

• Cost of inputs by university notavailable

- Quality of civil works is of generallylower standard in these universitiesthan those in Java, although unitcosts are the same

BME: 18 months of continuousservices instead of 3 phases of 6months each

13. Establish researchnetworks

14.Establish teachingnetworks

15.104,000 bookspurchased

16.125 staff receivetraining for improvingresearch and publicservice

1. 91 faculty memberstrained to S-2 and 5-3level at off-Javauniversities

13. Achieved278 awards made to497 participants in$733,000 for researchgrants

14. Partly achieved

15. Implemented

16. Achieved

1. Achieved91 received fellowshipsfor MS and PhDprograms at UNTANUNLAM and UNSRAT

C

,c,0

I-"

(5

N)

p •

PROJECT FOCUS DESIGN AND RATIONALE FRAMEWORK(cont'd)

Development - Project Inputs Project OutputsStrategies Project Objectives Appraisal Actual Appraisal Actual

- and Goals (Excluding contingencies)

4. Development of theprivate highereducation sector

B. Specific

2. Improve MIS at Projectinstitutions

3. More efficient andeffective use of Projectinstitutions human andphysical resources

4. Better monitoring andevaluation of Projectbenefits

1. Strengthen the teaching!administration of selectedprivate universities in theareas of basic sciences,agriculture, businessmanagement andmedicine

B. Staff development

3. Management skillsupgrading

C. Furniture and equipment4. MIS5. BMED. BME surveys and

tracer studies ($0.28mn)

A. Staff development1. Management skills

upgrading2. Teaching skills

upgrading3. Technician training

- 65 PhD awards191 MS awards

Part of academic qualificationupgrading

D $0.23mn

Achieved- under academic qualification

upgrading

- 581 person-months short-termtraining

2. Results of BME andtracer studies andinsights for betterplanning andmonitoring

1, 39 staff membersreceive MS degrees

2. 208 administratorsreceive training

3. 125 staff receiveteacher skillsupgrading courses

4. 65 technicians trainedto operate andmaintain equipment

2. Only benchmark dataand analysis werecarried out. Interim andfinal BME not carriedout. In-servicetraining on BME wascarried out at all publicProject universities.

1.2 staff received PhDfellowships and 34staff, MS fellowshipawards

2. Achieved

3. Achieved

4. Achieved

CD

a-

00

CD

PROJECT FOCUS DESIGN AND RATIONALE FRAMEWORK(contd)

Development ______- Project Inputs Project OutputsStrategies Project Objectives Appraisal Actual Appraisal Actualand Goals (Excluding contingencies)

5. Alleviation of financialand budgetaryconstraints

1 Increase the number ofuniversity graduates byimproving internalefficiency rather thanexpanding studentenrollment

2. Increase Projectinstitutions incomegenerating potential bystrengthening their publicservice and researchcapacity

3. Adopt cost-effectiveapproach in designingProject inputs

All project inputs - Internal efficiency has improved;student enrollments expanded

- Research capacity improved; IGApotentials hampered by currenteconomic crisis.

1.Minimization ofadditional recurrentcost inputs

2. Minimization of CentralGovernment annualroutine budgetincrease required byProject institutions

3. Unit capital cost perincremental graduatecomparable withsimilar foreign-assisted projects

1.Only 2 of the 6 universi-ties increased tuitionduring Project life

2. Central Governmentroutine budgetdecreased in FY 1997/1998 and FY 1998/99due to economic crisis

(D

CPIU = Central Project implementation unit, LPIU = Local Project implementation unit, UNSRAT = University of Sam Ratulangi p."

UNTAN = University of Tanjungpura, UNLAM University of Lambung Mangkurat, BME = Benefit monitoring and evaluation,MIS = Management information system, gsm = gross square meters, IGA = Income generating activities, int'l = internationalS-2 = Sarjana strata 2 (masters degree), S-3 = Sarjana strata 3 (doctoral degree).

5)

SQCD

.5-

asian development bankuniversity of hasanuddin university of north sumatra agricultural education...

Documents