Project Completion Report

Ministry of Industry Republic of Indonesia

The Project on Small and Medium Industry (SMI) Development Based on Improved Service Delivery in Indonesia

Project Completion Report

June 2016

Japan International Cooperation Agency (JICA) KRI International Corp. UNICO International Corporation

IL JR 16-035

Ministry of Industry Republic of Indonesia

The Project on Small and Medium Industry (SMI) Development Based on Improved Service Delivery in Indonesia

Project Completion Report

June 2016

Japan International Cooperation Agency (JICA) KRI International Corp. UNICO International Corporation

Target Regions/ Industries of the Project Region

Target Industry

Ulos (woven fabric of Batak) fashion industry

Samosir Regency in North Sumatra Province

Marketing visit to a potential buyer

A sample of product

Metalwork (ship components) industry

Tegal Regency in Central Java Province

Technical consultation on prototypes

Certified products delivered to buyer

Cacao processing industry

Rattan furniture industry

Test production of processed cacao

Visit for manufacturing process audit

Palu City & surrounding regencies in Central Sulawesi Province

Aloe processing industry

Pontianak City in West Kalimantan Province

An exhibition to promote the products

A workshop for aloe processing

Footwear industry

Mojokerto City in East Java Province

A workshop for footwear making

A famous designer interested in product

The Project on Small and Medium Industry (SMI) Development Based on Improved Service Delivery in Indonesia Project Completion Report Table of Contents Target Regions/ Industries of the Project I. Basic Information of the Project I.1 Country I.2 Title of the Project I.3 Duration of the Project I.4 Background I.5 Overall Goal and Project Purpose I.5-1 Objectives of the Project I.5-2 Expected Outputs and Activities of the Project I.6 Implementation Agency (Counterparts) I.7 Other Project Information (phasing and target industries) II. Results of the Project II.1 Results of the Project II.1-1 Inputs by the Japanese Side (1) Expert mobilization (2) Local cost (3) Equipment provision (4) Training (comparative study) in Japan (5) Other training opportunities in Japan during the Project II.1-2 Inputs by the Indonesian Side (1) Counterpart (C/P) (2) Local cost (3) Office and other facilities for the Project II.1-3 The Project Activities (1) Activities for Output-1 (2) Activities for Output-2 (3) Activities for Output-3 (4) Overall activities II.2 Achievements of the Project II.2-1 Outputs and Indicators (1) Achievement of Output-1 (2) Achievement of Output-2 (3) Achievement of Output-3 II.2-2 Achievements of the Project Purpose and Indicators II.3 Modification of PDM II.4 Others II.4-1 Results of Environmental and Social Considerations II.4-2 Results of Considerations on Gender/ Peace Building/ Poverty Reduction III. Results of the Joint Review III.1 Results of Review based on DAC Evaluation Criteria III.1-1 Relevance III.1-2 Effectiveness III.1-3 Efficiency

1 1 1 1 2 2 2 3 3 4 4 4 5 5 5 6 6 6 7 8 8 8 9 12 14 15 15 15 16 17 18 20 20 20 21 21 21 22 22

III.1-4 Impact III.1-5 Sustainability III.2 Key Factors Affecting Implementation and Outcomes III.2-1 Positive Factors III.2-2 Negative Factors III.3 Evaluation on the Results of the Project Risk Management III.4 Lessons Learnt III.4-1 Lessons for Improving Facilitation Practices of SMI/ Local Industry Development III.4-2 Lessons for Technical Cooperation Formulation in Indonesian SMI Sector IV. For the Achievement of the Overall Goals after the Project Completion IV.1 Prospects to Achieve the Overall Goal IV.1-1 Overall Goal-1 IV.1-2 Overall Goal-2 IV.2 Recommendations for Indonesian Side to Achieve the Overall Goal IV.3 Monitoring Plan from the End of the Project to Ex-post Evaluation

Annex-1: Annex-2: Annex-3: Annex-4: Annex-5: Annex-6: Annex-7: Annex-8:

23 24 25 25 25 26 26 26 28 28 28 29 29 30

Record of Discussions Project Design Matrix (original and revised ones) Revised Plan of Operation (plan and actual) Memorandum of equipment handover Itinerary of comparative study to Japan and list of participants List of C/Ps involved in the Project Implementation Unit (PIU) and Local Working Groups (LWGs) The Local Industry Action Plan (LIAP) and the initial target SMIs Detailed outputs/ achievements of facilitation of the Local Industry Action Plan (LIAP) implementation by the target regions/ industries Letter of announcement for the extension of SMIDeP facilitation model

Annex-9: Annex-10: List of regional government (provincial Dinas Industry & Trade) interested in participating in the extension stage of SMIDeP facilitation model based on the guideline Annex-11:

Letter of request for confirmation of commitment to application of SMIDeP facilitation model (to those interested regional governments)

Annex-12: Minutes of Meeting of Joint-coordinating Committee (first, second, third) and mid-term monitoring Annex-13: Minutes of Meeting of Terminal Joint-coordinating Committee Annex-14: List of products (Guideline, Handbook)

Project on SMI Development based on Improved Service Delivery in Indonesia

Project Completion Report

PROJECT COMPLETION REPORT I.

Basic Information of the Project

I.1

Country

The Republic of Indonesia I.2

Title of the Project

Project on Small and Medium Industry Development Based on Improved Service Delivery in Indonesia I.3

Duration of the Project

Planned : from April 2013 until February 2016 Actual

: from April 2014 until April 2016

The duration was extended for one month since one of the Project activities, a national seminar, was held in line with the counterpart’s schedule for the national coordination meeting of the Directorate General for Small and Medium Industry of the Ministry of Industry. I.4

Background

Indonesia has implemented the five-year “National Mid-term Development Plan” (2010-2014), based on the “National Long-term Development Plan (2005-2025)”. In response to this fundamental development policy, the Ministry of Industry (MoI) formulated the “Strategic Plan (RENSTRA, 2010-2014)” for promoting industrial cluster and local industrial development, which were endorsed by the “Presidential Regulation No.28, 2008 on the National Industry Policy” issued in May 2008 for industrial development including small and medium industry (SMI) development. Basic policy of MoI for industrial development consisted of the following two pillars: i) the ‘Top-down Approach (sometimes called as “industry cluster development”)’, where the MoI selects prospective industries and leads the planning and implementation of the action plan; and ii) the ‘Bottom-up Approach (sometimes called as “priority industry”/ “core-competence development”)’, through which the provincial and regency/ city governments identify local resources, and formulate and implement the action plan for enhancing value addition to the resources and their commercialization. Under the said policy and programs, JICA undertook a master plan study entitled “Strengthening of Cluster (SENTRA) of SMIs (2009-2010)” upon request from the Government of Indonesia (GoI). The study recommended, for effective SMI (cluster) development, i) establishment of SMI development system not only in the central government but also at the regional level in a proper way, ii) dissemination of the concept of cluster development, and iii) placement of practical facilitators. Availability of support/ service for SMI development was also presented in the study; central/ regional governments and other service providers offer various supports/ services for SMIs. On the other hand, the study indicated that supports are generally planned and implemented according to considerations and procedures of the providers’ side. Further, SMIs as beneficiaries of supports do not recognize what and when they are available, resulting in inflexibility in their provision according to the needs of SMIs.

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Project on SMI Development based on Improved Service Delivery in Indonesia

Project Completion Report

That is to say, supports to SMIs have problems in their delivery. The demand from SMIs for supports is growing, requiring discussion, preparation and provision of the appropriate supports by the relevant providers in response to the needs of SMIs. Hence, improvement and enhancement of such ‘service delivery mechanism’ is considered urgent. In this situation, GoI requested the Government of Japan (GoJ) to provide a technical cooperation project with MoI as a main counterpart (C/P). The Record of Discussions 1 (R/D) was mutually agreed in December 2012 for pursuing the objectives described below. I.5

Overall Goal and Project Purpose

I.5-1

Objectives of the Project

The Project aims to facilitate SMI/ local industry development at target industries/ regions, through improving and strengthening the mechanism to discuss, prepare and provide supports/ services efficiently (service delivery platform). Furthermore, such a SMI/ local industry development through the platform will be established as a “work model” for other regions, based on the lessons learned from experiences in target industries and regions. The overall objective and expected outputs of the Project are as follows: Overall Goal

SMIs in target regions will increase the production and competitiveness and the established model for SMI development based on the efficient service delivery platform (“the model”) will be also practiced in other regions.

Project Purpose

Preparation for expansion of the model for SMI development based on the efficient service delivery platform is arranged in MOI.

Platform for efficient service delivery Output 1 is prepared as a base of SMI development in each target region.

The model for SMI development is established based upon experience Output 3 and lessons obtained through activities performed under Output 1 & 2 to be applicable to other regions.

Competitiveness of target SMIs in Output 2 each target region are strengthened with efficient service delivery.

Figure I.5.1

I.5-2

Objectives of the Project

Expected Outputs and Activities of the Project

Against each expected output of the Project, the Project activities are summarized below. Both original and revised Project Design Matrix 2 (PDM) with verifiable indicators for the outputs is presented in the annex.

1 2

See the Annex-1 for the R/D. See the Annex-2 for the original and revised PDM.

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Project Completion Report

Table I.5.1

Project activities for each output

No. Activity Output-1: Platform establishment for local industry development Platform for efficient service delivery is prepared as a base of SMI development in each target region. 1-1: Set up the project implementation unit organized by DG-SMI in MoI for overall management of the Project. 1-2: In each target region, formulate Local Working Group to coordinate the activities for SMI development for overall management of the Project. 1-3: Review and map the currently available institutions and services for SMI development by various entities and service providers in each target region. 1-4: 1-5: 1-6: 1-7: 1-8:

Establish the system to ensure efficient service delivery for SMIs. Assign and train staff in charge at the local government who facilitate services by local/central governmental institutions and private service providers for SMIs. Develop a Service Directory (web-based) to introduce SMI support services by government and private institutions. Facilitate and support activities of Local Working Group in each target region. * Regarded same as the activity 2-4 for Output-2. Monitor situation of service delivery in each target region.

Output-2: Platform operation for local industry development Competitiveness of target SMIs in each target region is strengthened with efficient service delivery. 2-1: Conduct regular meetings of Local Working Group in each target region. 2-2: 2-3: 2-4:

Analyze issue and needs of value chain and industrial linkage in target SMIs in each target region. Identify the goals, tasks, and activities for the development of the target SMIs based on the result of the analysis done above. Implement the identified activities by using improved service delivery mechanism.

2-5:

Analyze and evaluate the result of activities for development of target SMIs by Local Working Groups in each region. Output-3: Model development for SMI development The model for SMI development is established based upon experience and lessons obtained through activities performed under Output-1 and -2 to be applicable to other regions. 3-1: Analyze and evaluate the experience which is acquired through activities under Output-1 and -2 in each region. 3-2: 3-3:

Identify contents and factors to constitute the model, which is adaptable to other regions. Develop the guideline as reference materials for other regions to replicate and implement the model.

3-4: 3-5:

Organize workshop to socialize the model for other stakeholders. Facilitate the necessary budgetary arrangement as well as formulate program to respond to possible requests from other prov. governments out of target areas.

I.6

Implementing Agency (Counterparts)

The implementing agencies include the Directorate General for Small and Medium Industry (DG-SMI) of the MoI as a main counterpart at the central level, and the provincial and regency/ city governments, (especially Dinas Industry & Trade), as main counterparts (in the target regions) at regional level. I.7

Other Project Information (phasing and target industries)

The Project falls into phase I (April 2013 - July 2014) and phase II (September 2014 - March 2016). In phase I, the Project implementation structure is formed (formulation of the Local Working Group (LWG) and placement of the facilitators to the LWGs) for the initial target regions/ industries, while the available support/ service for SMI development is surveyed. Thereby, the service delivery platform (the platform for local industry development in this Project’s context) is to be established for the phase I target industries. Further, the Expert Team supports the LWGs in carrying out diagnosis for target industries, formulating the Local Industry Action Plan (LIAP), and facilitating and monitoring the LIAP implementation through operating and utilizing the platform.

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Table I.7.1 Region/Province

Target regions/ industries since phase I

Industry, Regency/City

Policy Position

Region I: North Sumatra

Ulos (woven fabric of Batak) fashion industry Samosir Regency

Designated as a priority industry cluster in the fashion sector (by DG-SMI of the MoI), and a regional core-competence (by Samosir Regency)

Region II: Central Java

Metalwork industry focusing on ship-parts, Tegal Regency

Designated as a regional core-competence (by Tegal Regency) * Among the various metalwork products in this regency, the MoI and the Expert Team considered it relevant to focus on one which had a firm policy position by regional government.

Region III: Central Sulawesi

Cacao processing industry Focused on Palu City and surrounding rengencies Rattan industry, Palu City

Cacao processing: Designated as a provincial priority industry (by Central Sulawesi Province) Rattan: Designated as a regional core-competence (by Palu City), and also backed-up as a priority industry by the provincial governor’s decree

Note: Priority industries or commodities are designated as regional priority industry by provincial government and as regional core-competence by regency/ city governments. The National Industry Policy issued in May 2008 required each local government to designate them and prepare/ implement the road map for their development in a bottom-up approach.

Further in phase II, LWGs continue to operate and utilize the platform, thereby facilitating the implementation of LIAP for the target industries since phase I. In early phase II, the following target regions/ industries for the platform establishment and operation were added based on the recommendation from DG-SMI. For those newly added regions/ industries, the Project activities practiced in phase I industries were repeated. Table I.7.2

Added target regions/ industries since phase II

Region/Province

Industry, District/City

Policy Position

Region I: West Kalimantan

Aloe processing industry Pontianak City

Designated as a targe commodity of One-Village One-Product (OVOP) program (by DG-SMI of the MoI)

Region II: East Java

Footwear industry Mojokerto City

Designated as a regional core-competence (by Mojokerto City)

In the latter half of phase II, the result of the Project activities was evaluated. Based on the lessons learned from the evaluation, the work model and technical guideline for the facilitation of local industry development were formulated. The Expert Team then assisted the MoI in disseminating the model and guideline to other regions. II.

Results of the Project

II.1

Results of the Project

II.1-1 Inputs by the Japanese Side (1)

Expert mobilization

Total consumption of the Expert man-months amounted to 49.94 during phase I. In phase II, man-months of 51.33 was allocated to the Experts. The Experts have been mobilized flexibly in accordance with the schedule of the Project activities, as shown in the revised Plan of Operation 3.

3

See the Annex-3 for the revised Plan of Operation.

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Project on SMI Development based on Improved Service Delivery in Indonesia

Project Completion Report

Chief Advisor and Project Coordinator supported the activities of PIU including the work model establishment and guideline preparation for local industry facilitation. In the meanwhile, the activities of LWG were facilitated and guided by three experts responsible for each region (Region I: Sumatra/ Kalimantan Islands, Region II: Java/ Bali Islands, and Region III: Eastern Indonesia region). Further, local consultants (who also assisted activities of PIU and LWGs/ facilitators) were placed in each worksite of target regions in order to further strengthen guidance to/communication with the corresponding C/Ps, which were further backed-up by the national consultant stationed in the main office. (2)

Local cost (necessary for the Project activities)

In addition to the Experts, other inputs from the Expert Team have included local operational costs for financing the facilitation activities for target industry development at site. Local operational cost during phase I borne by the Expert Team amounted to JPY 17.2 million (excluding the sub-contract study of service provider profiling survey, amounted to JPY 4.0 million). Among the local operational costs during phase I (largely covering the costs of national/ local consultants, vehicle rental, air/ train travel), the budget support to the support activities facilitated by LWGs amounted to as little as JPY 1.7 million in total for all target industries. Local operational cost during phase II is estimated as 26.1 million, increased from phase I due to addition of target region/ industry. Among the total, some JPY 1.8 million was spent from the support budget to support activities facilitated by LWGs. (3)

Equipment provision (necessary for the Project activities)

The following office equipment was procured according to the originally assumed plan during phase I 4. No procurement of equipment was made for the entire period of phase II. Table II.1.1 Name Desktop computer with Microsoft Office software Colour laser printer Multi-functioned copier Tel/fax machine Multi-functional printer Multi-functional printer Multi-functional printer

Equipment procured in the Project

Type/brand Lenovo H520-3216

Volume 2 units

Notes In good condition.

Canon Laser Shot LBP9100Cdn Ricoh Aficio MP2000L2 Panasonic, KX-FT503CX-W Canon MP237 Epson L210 Canon MG3170

1 unit 1 unit 1 unit 1 unit 1 unit 1 unit

Ditto Ditto Ditto In good condition (Region I) In good condition (Region II) In good condition (Region III)

Note: The list excludes consumables.

(4)

Training (comparative study) in Japan

The Expert Team arranged the training for counterparts to learn about the policy and support programs for SMI/ local industry in Japan for two weeks from 13 to 24 January 2014. The training (comparative study) mission, led by Secretariat for DG-SMI, was comprised of 14 members 5 from PIU and LWGs. The participants visited i) Ehime Prefecture to learn about its support policy and programs for SMI/ local industry, ii) Organization for Small & Medium Enterprises and Regional Innovation (SMRJ) at the central level in Tokyo to study the national programs and roles for local industry development, and iii) studied 4 5

These equipments were transferred to DG-SMI at the Project completion with the Memorandum of Equipment Handover in the Annex 4. See the Annex-5 for the itinerary and list of participant. The participants include two observers whose participation was funded by DG-SMI. The two observers joined a part of the training mainly in Ehime from 14 to 18 January.

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regional/ product branding method, as seen in the itinerary below. The training in particular aimed to learn support menu/ scheme prepared by Japanese local government and SMRJ, and how they accommodate a variety of needs of SMIs/ local industries. Table II.1.2 Day Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10

Training itinerary (in summary)

Institution/place visited JICA Head Office (courtesy visit) Provincial government of Ehime, Dept. of Economy & Labour Foundation of Ehime Local Industry Dev., Ehime Industry R&D Center, Ehime Univ. Imabari Local Industry Development Center, Imabari Towel Industry Association, Shipbuilding related Industries Association Agro Product Trade Center (Fresh Park KaRaRi), Textile Craft Museum Day-off SMRJ Lecture of product/regional branding Antenna-shop Ehime, Shop for local specialty products JICA Head Office (reporting), Indonesian Embassy (Industry Attaché) in Tokyo

Stay Tokyo

Ehime

Tokyo

In March 2014, the participants presented ideas which suggest more flexible/ appropriate usage of de-concentration fund scheme for the purpose of SMI/ local industry development, and strengthening of enterpreneurship support through incubation service. (5)

Other training opportunities in Japan during the Project

Since the Project commencement, JICA has provided eight (8) training opportunities in Japan on the topics related to SMI development and facilitation as listed below. DG-SMI or other Directorate Generals of MoI has nominated and dispatched their staff or staff of regional government in the target regions to attend all these opportunities. Table II.1.3

List of JICA training opportunities attended

Course Name

Aug ~ Sep 2014 Oct ~ Nov 2014 Nov 2014 Nov ~ Dec 2014 Jan ~ Mar 2015

No. of participant 2 2 14 1 1

Training Institution JICA Kansai JICA Kansai JICA Shikoku JICA Chubu JICA Tokyo

Jan ~ Feb 2015 Feb ~ Mar 2015 Jul ~ Aug 2015

2 2 1

JICA Chubu JICA Shikoku JICA Okinawa

Period

SME Development Policies Financial and Technical Support for SME Promotion SME Development and Promotion Merchandize Branding/Marketing by Utilizing Local Resources Practical Corporate Management for Productivity Improvement through KAIZEN/Quality Control Methods Strengthening of BDS for Industrial Promotion SME Development Policies Merchandize Branding/Marketing by Utilizing Local Resources

II.1-2 Inputs by the Indonesian Side (1)

Counterpart (C/P)

The Joint-coordinating Committee (JCC) of the Project consists of DG-SMI as a core member, other related directorate generals of the MoI and the related ministries, the Indonesian Chamber of Commerce and Industry (KADIN) and the Bank Indonesia (BI). The Project Implementation Unit (PIU), largely consisting of DG-SMI’s officials, was established as the C/P at the central level by an issuance of the decision letter (SK) from Director General for SMIs in June

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2013. The Expert Team suggested that PIU consist of one team for each target region and key activities (as figured below) under the supervision of DG-SMI and Directors of each SMI region. PIU was then revised by an issuance of the decision letter (SK) from Director General for SMIs in May 2015 so that a task team for one of the Project activities (establishment of work model/ technical guideline for local industry development) was newly formulated. The structure and members of PIU is as shown below, involving 37 C/Ps during the entire period of the Project.

Figure II.1.1

Structure of the revised MoI-PIU

At the regional level, provincial and regency/ city governments (especially Dinas Industry & Trade), related industrial association, financial institution, university and other related support institutions formed an LWG for each target industry as regional C/Ps. In the Project, six (6) LWGs were formed both for target industries of Phase I and II by an issuance of SK from each head of local government. In total, 82 regional C/Ps have been engaged in the Project during the entire period of the Project. Both LWGs for cacao processing and rattan furniture industries in Central Sulawesi were officially established as a sub-working group under the Coordination Team for Local Industry Development which was earlier formulated by Provincial Governor in 2012 (comprising of 14 officials). The list of those C/Ps who have involved in the PIU and LWGs are shown in the Annex 6. (2)

Local cost (necessary for C/P mobilization in the Project)

Except the travel costs when regional C/Ps are invited to facilitation trainings held in Jakarta, all necessary travel costs and honorarium incurred by C/P mobilization have been shouldered by the Indonesian side. It is also noted that the majority of the support activities facilitated by the LWGs for the target industries has been financed by the Indonesian side, except those supports scheduled particularly during the early stage of facilitation (shared by the funds of the Expert Team). 6

See the Annex-6 for the list of C/Ps in the PIU and LWGs.

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(3)

Office and other facilities for the Project

The Project located its main office and five region offices in target regions of the Project. Main office was located in DG-SMI, which constitutes a majority of the PIU members. Each region office was set in the premise of Dinas Industry & Trade, which led the LWG. II.1-3 The Project Activities The C/Ps together with the Expert Team have engaged in the Project activities for Output-1: Preparation of service delivery platform (platform establishment for local industry development), Output-2: Strengthening of target SMI competitiveness through service delivery (platform operation for local industry development), and Output-3: Establishment of the model for SMI/ local industry development based on experience and lessons learned from Output-1 and -2. All of the scheduled activities for Output-1 to -3 have already been undertaken. (1)

Activities for Output-1

Implementation status by each activity for Output-1 is detailed below. In accordance with the Project purpose, the structure, step/ method and information, required for the C/Ps to establish and effectively operate the platform, have been prepared both for each target industry of phase I and II. Table II.1.4

Implementation status of the activities for Output-1

Output-1: Platform establishment for local industry development Platform for efficient service delivery is prepared as a base of SMI development in each target region. No.

Activity

Progress in brief

1-1:

Set up the project implementation unit organized by DG-SMI in MoI for overall management of the Project.

A decision letter (SK) was issued concerning establishment of the PIU by DG-SMI in June 2013, which comprises of the teams of advisor, coordination, field support (Region Team for each three region), support directory, and capacity building. In May 2015, DG-SMI revised SK to i) add the Region Team members of PIU in response to the addition of target region/ industry, and ii) newly establish the Guideline Team which involves the existing PIU members and the staffs of Directorate General for Industrial Region Development (DG-IRD) in charge of planning facilitation for regional industry development plan.

1-2:

In each target region, formulate Local Working Group to coordinate the activities for SMI development for overall management of the Project.

LWG was formulated for each of six target industries in five regions through the issuance of SK by the head of regional governments, having Dinas Industry & Trade in each region lead LWG, appointing facilitators and involving the concerned support institutions with target industries. The member of LWGs for ulos fashion industry in Samosir and rattan industry in Central Sulawesi was revised in order to ensure effective support to the target industry and relevance of the support institutions.

1-3:

Review and map the currently available institutions and services for SMI development by various entities and service providers in each target region.

A review/ mapping work, for the current policy/ programs and support institutions related to SMI/ local industry development at central and regional levels, was conducted by a selected local consultant and completed at the beginning of Dec. 2013 covering the phase I target regions (support institutions in the provinces of North Sumatra, Central Java, Central Sulawesi). The same work for target regions of phase II was commenced in Dec. 2014 by assisting the LWG members, and was completed in Feb. 2015.

1-4:

Establish the system to ensure efficient service delivery for SMIs.

The system for efficient service (support) delivery for SMIs, in other words, the platform for local industry development, was formulated for the target regions/ industries of the both phase I and II in terms of the following respects; - Formulated operating structure of the platform (in the form of LWG/ facilitators for each target industry, backed-up by PIU/ Region Team), - Learned step/ method of local industry facilitation through facilitation

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Project Completion Report

training by LWG and PIU members at the working level, - Equipped with support resource information (with the profile data of support institutions). Platforms for local industry development for each industry have been in operation during the Project period for the better support delivery through the guidance/ advice by the Expert Team in the field. 1-5:

Assign and train staff in charge at the local government who facilitate services by local/ central governmental institutions and private service providers for SMIs.

Staffs in charge were assigned as reported in the activity 1-1~1-2 including facilitators placed to each LWG for the target industries. C/Ps at the working level (staffs of Region Teams of PIU and Dinas Industry & Trade in LWG, facilitators placed to LWGs) have received practical guidance through facilitation training held during 3-5 Jul. 2013 (for phase I industries) and during 17-19 Nov. 2014 (for phase II).

1-6:

Develop a Service Directory (database, web-based) to introduce SMI support services by government and private institutions.

Support institution directory (in book), covering the profile data of support institutions both at central and regional levels, were drafted once, based on the result of sub-contract survey, and distributed to Region Teams of PIU and LWG members in the target regions of phase I. DG-SMI and the Expert Team reached a consensus that those support institutions’ profiles would be data-based in view of i) knowledge-sharing among DG-SMI and regional governments, and ii) future expansion of the data/ regional coverage. The demo version of directory database was prepared and further improved in terms of usability in May 2015 with accommodating the profile data of support institutions in the newly added regions since phase II. However, since DG-SMI decided to change its website operating system which uploads the directory database, so that the programming system of the directory database was to be also altered. DG-SMI then assigned a local programmer to work for this system alternation, and completed the work in Nov. 2015, which made the database directory available.

1-7:

Facilitate and support activities of Local Working Group in each target region. * Regarded same as the activity 2-4 for Output-2.

DG-SMI (each directorate) has been supportive in securing the budget for (the parts of) support activities proposed by LWGs in general, although sometimes observed support planning/ provision without prior consultation with LWGs. Among the Region Teams of PIU for each target region, that for Samosir has been deemed more active in assisting the LWG to facilitate the better support activities through providing ‘guidance/ advice’ and attending LWG meetings. This is partly because the ulos fashion industry in Samosir is designated by DG-SMI’s direct-managed program (industry cluster development). Region Teams have been expected to strengthen field guidance/ advice to LWGs in view of ensuring and accelerating the progress/ achievement of the facilitation by LWG, even though local industry development is regarded as a task which regional government is responsible for. This role has not yet been optimally exercised by the Region Teams (except the case of Samosir).

1-8:

Monitor situation of service delivery in each target region.

Region Teams of PIU periodically monitored the situation of support delivery (i.e., progress of formulation/ implementation of Local Industry Action Plan) which was facilitated by LWG. So far PIU has held two joint-meetings with LWGs, and two times of JCC in order to monitor the progress/ achievement of the Action Plan and figure out issues in local industry facilitation faced by each LWG.

(2)

Activities for Output-2

Implementation status by each activity for Output-2 is as detailed below. Each LWG for the target industries of phase I and II have undertaken diagnosis work of their target industries and prepared initial Local Industry Action Plans (LIAP) following the step and method learned from facilitation training. Then, the LWGs has facilitated and monitored the implementation of their LIAP in order to achieve the ‘challenge action (main goal)’ set through the consultation with target industries. The LWGs for target industries since phase I have evaluated the results of their target industry facilitation.

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The LWG for target industries of phase II has undertaken industry diagnosis and planning of the LIAP through the LWG meeting/ focus group discussion (FGD) with target industries under the guidance by the Expert Team and DG-SMI. The two LWGs then started facilitating the implementation of their LIAP: i.e., proposed support activities to target industries. Since these LWGs recognize that their LIAPs have been only half-way facilitated, the evaluation (activity 2-5) has not been made during the Project period. Table II.1.5

Implementation status of the activities for Output-2

Output-2: Platform operation for local industry development Competitiveness of target SMIs in each target region is strengthened with efficient service delivery. No.

7

Activity

Progress in brief

2-1:

Conduct regular meetings of Local Working Group in each target region.

LWG meeting has been held once in 2 months for performing the assigned tasks (industry diagnosis, planning of the LIAP, facilitation/ monitoring of the LIAP implementation) or occasionally when special topics arise. The meeting has been mostly facilitated by the Expert Team in case of a LWG for ship-parts in Tegal and ulos fashion industry in Samosir. However, other LWGs have been holding the meetings voluntarily in order to share/ review the progress/ issues and discuss the measures, except the initial facilitation processes.

2-2:

Analyze issue and needs of value chain and industrial linkage in target SMIs in each target region.

Following the facilitation training which covers industry diagnosis through supply-chain analysis to identify the issues/ constraints, each LWG conducted diagnosis through field visit to SMIs and LWG meetings, while reviewing/ confirming the result of draft diagnosis made in the said training. Diagnosis work was conducted by LWGs (assisted by the Expert Team) in early Sep. 2013 for the phase I target industries and in Dec. 2014 for the phase II industries. Based on the diagnosis, both LWGs and target industries identified issues/ constraints to be dealt with and shared the idea of what actions and supports could be proposed at the following step of the LIAP preparation.

2-3:

Identify the goals, tasks, and activities for the development of the target SMIs based on the result of the analysis done above.

Each LWG prepared the initial LIAP for the target industries of phase I, following the method learned in the facilitation training and diagnosis result. The LIAP consists of challenge action (main goal), target SMIs 7, own actions to be taken by target SMIs (such as new/ improved product development, marketing/ promotion) and support activities proposed by LWG members. LWG was reminded of the followings, when designing and proposing support activities; - Gather all support activities of the stakeholders, which are already budgeted, or would be proposed based on the issues/ needs faced by SMIs through the diagnosis process. - Screen those support activities which have reasonable connection with the challenge action. - Identify reasonable support institutions for each proposed support activities, and make prior consultation on possibility of cooperation. - Ensure good sequence/ timing among each proposed support activities. It was generally observed that LWGs were less attentive to the above respects (little care for budget implication and sequence of proposed supports) when preparing the initial LIAP in Sep. 2013. However, LWGs became more attentive when LWGs revised the LIAP from 2014 onwards. The LIAP had been periodically revised at the occasion of the LWG meetings in accordance to its progress/ achievement. LWGs for the phase II industries conducted FGD with SMIs and field visits to SMIs in order to review/ confirm the result of draft LIAP made in the facilitation training, and prepared the initial LIAP in Feb. 2015. Since the lessons learned in preparing the LIAP by phase I LWGs were stressed in the facilitation training to phase II LWG members, initial LIAP was deemed improved in terms of budget implication. However, phase II LWGs still had difficulty in setting ‘objectively measurable goal’. The LIAP was then revised

See the Annex-7 for the LIAP and the initial target SMIs.

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at the occasion of the LWG meeting held in Nov./ Dec. 2015 by reflecting the progress/ achievement so far. 2-4:

Implement the identified activities by using improved service delivery mechanism.

The Expert Team provided guidance/ advice to each LWG so that the proposed support activities in the LIAP are better designed, facilitated and revised in order to ensure their expected outputs. LIAP for three (3) target industries of phase I have been run mostly as assumed, except rattan furniture industry in Palu which required lengthy process to identify the rewarding actions and supports for target SMIs in the early stage. However, every LWG has been facilitating the implementation of the proposed support activities well, at least in terms of the number of support activities delivered. Among the LWGs, those for cacao processing/ ship-parts industries have been ideally and effectively utilizing the platform for local industry development in facilitating the support activities. The LWG for ship-parts industry actively revised the usage of alreadybudgeted program, and approached to the central/ provincial governments which could finance additionally-required supports in order to timely support SMIs for the challenge action. This LWG was also active in approaching/ networking with the support institutions out of ‘industry office line’, and successfully facilitated support provisions from them. As for cacao processing industry, target producers have been actively sharing the needs and issues, which were changing according to the progress/ achievement of the LIAP, with the LWG through the regularly held meetings. Then, the LWG responded well to such needs/ issues filed by target producers, where LWG periodically revised the LIAP in order to propose/ budget additional support activities, and identify the support institutions which could respond to such additionally proposed supports. The LWG for ulos fashion industry actively utilized the external CSR supports for complementing the limited government budget, although still expected to strengthen its orientation to the main goal of the LIAP (market development support in particular), and communication with the target producers to discuss solutions together. Two LWGs for the phase II industries have also entered this activity: facilitation of the LIAP implementation to provide the support activities. The LWG for footwear industry in Mojokerto already facilitated many support activities by leveraging the support resources of such institutions as local university, R&D centre and production material supplier in order to realize the main goal. This is also regarded as a good case of utilizing the platform. The LWG for aloe processing industry in Pontianak on the other hand has been rather slow in facilitating the proposed support activities, and only reached the tangible progress in Nov. 2015 at which both LWG and target SMIs could review the initial LIAP and propose/ revise the support activities/ own actions by SMIs towards the achievement of the challenge action.

2-5:

Analyze and evaluate the result of activities for development of target SMIs by Local Working Groups in each region.

Each LWG for the phase I industries undertook an evaluation of the achievements of the LIAP facilitation during the last 2 years in Sep. or Nov. 2015. In preparation for this evaluation, the Expert Team guided each LWG to prepare and conduct the questionnaire interview survey to the target SMIs/ producers. The questionnaire survey was designed to reveal how many target SMIs/ producers achieve the challenge action, and other notable results of facilitation in accordance to the PDM. Conclusions at the evaluation made by LWGs is briefly stated as below and further detailed in the section of Achievements of the Project. - The LWG for ship-parts/ cacao processing industries reviewd that the overall goal of the LIAP (challenge action) has been satisfactorily attained by target SMIs/ producers, and decided to further extend their facilitation according to the revised LIAP (further increase in success cases of SMIs/ producers) with maintaiining the existing framework of facilitation, i.e., LWG. - The LWG for rattan furniture, which admitted that the overall goal has not been necessarily attained in terms of the number of success case of SMIs,

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also decided to continue to facilitating the LIAP but to reorganize the LWG. - The LWG for ulos fashion seemed satisfied with the attainment (transaction made with intended buyers/ sales channels) and establishment of the joint-business cooperative, although the value and scale of transaction are both still limited. Facilitation through the existing framework (i.e., LWG of inter-sector institutions) may be ceased, but Dinas Industry, Trade & Cooperative shall follow-up with the LIAP. As for the LIAP facilitation for the phase II industries, evaluation is not undertaken since the LWGs recognize that the implementation has been only half-way facilitated.

(3)

Activities for Output-3

Activities of Output-3: establishment of the model for SMI/ local industry development based on experience and lesson learned from Output-1 and -2 were commenced since May 2015. The Expert Team commenced the activities with the formation of the guideline team responsible for Output-3, which comprises of 10 C/P members of the PIU at the working level and the staffs of Directorate General for Industry Region Development (DG-IRD) 8. As one of the important outputs of the Project, the work model (which is further explicated by the technical guideline) was prepared aiming at improving the current facilitation practices of local industry development by regional governments. Then, such improved practices explicated in the guideline were explained and socialized to other regional governments through holding the seminars. Table II.1.5

Implementation status of the activities for Output-3

Output-3: Model development for SMI development The model for SMI/ local industry development is established based upon experience and lessons obtained through activities performed under Output-1 and -2 to be applicable to other regions. No.

8

Activity

3-1:

Analyze and evaluate the experience which is acquired through activities under Output-1 and -2 in each region.

3-2:

Identify contents and factors to constitute the model, which is adaptable to other regions.

3-3:

Develop the guideline as reference materials for other regions to replicate and implement the model.

Progress in brief Questionnaire to LWGs was prepared in view of reviewing the efficacy/ practicability of the SMIDeP approach of local industry facilitation by the guideline team and the Expert Team in May 2015. The LWGs were then asked for their review/ comment on the facilitation approach practiced during the last 2 years, in terms of i) implementation set-up, ii) planning of the LIAP, iii) facilitation/ monitoring of the LIAP. In Jun. 2015, the Expert Team and guideline team reviewed the answers to questionnaire from LWGs, which then provided the inputs for design of work model/ technical guideline (activity 3-2). The Expert Team and guideline team both discussed that the composing elements of the work model include i) implementation set-up (made up of LWG/ facilitator in region), ii) steps/ method for local industry facilitation (composed of diagnosis, planning, implementation, monitoring/ evaluation of the action plan), and iii) support resources information (including support institution directory). From the above evaluation, points for practical improvement for local industry facilitation (lessons and good practices observed during the formulation/ operation of the platform) were derived and categorized into the said three elements in order to ensure the efficacy/ practicability of the work model. Local industry facilitation by the SMIDeP approach revealed good practices, tips and lessons learned either from successful and unsuccessful cases among the target regions. Such points were then reflected in the preaparatory process of the technical guideline for local industry facilitation. In addition, the Expert Team obtained the opinion and feedback from C/Ps through i) evaluating the SMIDeP approach by LWG at target regions, ii) interviewing the PIU members, and iii) organizing a series of discussion meeting with the guideline team.

DG-IRD is responsible for the facilitation of regional industry development planning by the local goverments, which include regional core-competence and provincial priroty industry previously, and regional industry development master plan currently.

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3-4:

Organize workshop to socialize the model for other stakeholders.

The technical guideline was then compiled in accordance to the same elements of the work model, namely; i) structure for facilitation (implementation set-up), ii) facilitation for implementation (steps/ method for local industry facilitation), and iii) support resources information, and prepared as a referential document (on a voluntary basis) mainly for the officers of regional governments (also officers of DG-SMI). The guideline was firstly drafted by the Expert Team in Sep. 2015. This was then reviewed among the guideline team and revised upon their comments, in parallel to the intermittent discussions with the guideline team and the Project Director/ Manager regarding i) dissemination to regional governments ii) position/ usage in the program operation of DG-SMI, and iii) possible incentive for regional governments to use. This activity consisted of two sub-activities, namely; Regional seminars for dissemination of experiences/ achievement of local industry facilitation by the SMIDeP approach. Regional seminars, focused on each target industry of phase I, were organized to i) share the facilitation approach, ii) share the key factors (lessons and good practices observed during the facilitation) for success case, and iii) suggest MoI (DG-SMI and related directorates) to extend the same support models to other regions which have the similar local industries or potential for development of such industries. Focus

3-5:

Facilitate the necessary budgetary arrangement as well as formulate program to respond to possible requests from other prov. governments out of target areas.

Invitees

Date/ Venue

Seminar Region I

Facilitation of ulos fashion industry in Samosir

Provincial/ Regency govs. which have the potential for fashion industry development (utilizing traditional cloth)

17 Nov. Medan

Seminar Region II

Facilitation of ship-part industry in Tegal

Provincial/ Regency govs. which have the metal-working industry, BKI, assoc. of ship-parts producers

30 Nov. Jakarta, Ministry of Industry

Seminar Region III

Facilitation of cacao processing industry in Central Sulawesi

Provincial/ Regency govs. which have the cacao processing industry or the potential for its development

17 Nov. Palu

All the regional seminars were designed and arranged by DG-SMI, where the Expert Team and a representative of each LWG explained the SMIDeP approach and success cases of facilitation respectively. The technical guideline was also introduced to the invited regional governments. National Seminar for a dissemination of the facilitation model of SMIDeP and the guideline. The Expert Team was given a presentation session to introduce the guideline in view of widely disseminating/ sharing a facilitation model of SMIDeP for local industry development and field facilitation experiences, at the national coordination meeting of DG-SMI in Feb. at Bengkulu. DG-SMI then announced to all the regional governments at the seminar that in case regional government commits to facilitating their priority industries after the facilitation guideline, DG-SMI intends to direct its support programs in a focused and intensive manner to some target regions/ industries. Extension of the two successful support models Among target industries, ship-parts and cacao processing industries were regarded as success case of facilitation at the third JCC. In response to this, the MoI started to consider the necessary arrangements to replicate these support models facilitated in these target industries of the Project. As for ship-parts industry, three concerned parties (MoI, Indonesian Bureau of Classification: BKI) and association of ship-parts producers) entered the MoU for the program for acceleration of component certification throughout the nation in view of increasing the number of certified components and enhancing the local-content of ship-building. The Expert Team adviced on the facilitation process based on the technical guildeline and the contents/ budget of each provided supports, in order for the MoI to arrange the necessary preparations for such an extention program. As for cacao processing industry, the Expert Team assisted the MoI in organizing the coordination meeting between DG-SMI and Directorate General for Agro Industry (DG-IA) in order to ensure the extension of the support model experienced in Central Sulawesi to other regions, and advised on

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task-sharing among the parties and a necessity of planning support to regional governments. Extension of the facilitation model based on guideline In response to an announcement (at the national coordination meeting in Bengkulu) by DG-SMI concerning the extension of SMIDeP facilitation model to other regions, DG-SMI then issued a letter in Mar. 2016 to officialise the said announcement 9, with the terms/ conditions to be met by the regional governments willing to participate in the extension stage. The Expert Team has advised DG-SMI to prepare the terms/ conditions, and recommended the necessary actions to DG-SMI including a facilitation team formulation, budgeting, incentive provision and capacity building to the focused regional governments, for the extension of facilitation model. The Expert Team has then assisted DG-SMI in conducting a consultative session to those regional governments which responded to the letter with the interest in participating in the extension stage, where the facilitation model and guideline were explained in a consultative manner together with necessary preparations to be arranged by the side of regional governments, using an occasion of the national coordination meeting in Mar. 2016 in Aceh. Following-up to the result of the consultative session, which listed candidate regional governments for the extension stage, the Expert Team has also advised DG-SMI on i) selection of regional governments to be focused, ii) estimation of the budget for guidance (including capacity building)/ monitoring by DG-SMI during the facilitation process, and iii) possibility of likely budget support for the support activities to be proposed by the selected regional governments and their placement of capable facilitator.

(4) Overall activities The Expert Team in cooperation with the C/Ps has conducted the following overall activities common to the Project. Such activities include a) Joint-coordinating Committee (JCC) and the joint-meeting between PIU and LWGs, b) reporting and PR, and c) C/P training (comparative study) in Japan. Table II.1.6 Overall activities common to the Project Common activity a) JCC and joint-meeting between PIU and LWGs

b) Reporting and PR

9 10

Brief explanation

JCC

Held the first at the beginning in Apr. 2013, to explain the Project activities during phase I and request C/Ps for the necessary arrangements. Held the second at the end of phase I in Jul. 2014, to explain and disucss the overall progress of the Project activity, specific progress and achievement of the LIAP by each LWG, and likely achievement of the Project outcomes, and explain the scheduled activities in phase II. Held the third at the mid of phase II in Jun. 2015, to explain and disucss the overall progress of the Project activity, specific progress and achievement of the LIAP by each LWG, and likely achievement of the Project outcomes, and explain the scheduled activities for Output-3 in the remaining period. Held the final at the end of phase II in Mar. 2016, to explain the overall achievement of the Project focusing on the continued dissemination/ extension of the facilitation model through the technical guideline for local industry facilitation, and discuss necessary actions/ initiatives by DG-SMI.

Joint-meeting between 10 PIU and LWGs

Held twice, in Oct. 2013 and Mar. 2014 (led by Director General for SMI or her representative), in order to share progress and discuss any improvement/ suggestion on the Project activities among the closer C/Ps.

Work Plan (Ver.0 &1)

Submitted Ver.0 in Mar. 2013, stating the operational plan of the Project activity covering the whole phase I, then revised to Ver.1 in May 2013 after the confirmation of the target region/ industry.

Progress Report (Ver.1)

Recorded all the Project activities and progress by end Mar. 2014.

Work Plan (Ver.2)

Submitted in Mar. 2014, recording the Project activities and progress, and revising the Ver.1.

See the Annex-9 for the letter. While JCC involves several other ministries and Kadin, joint-meeting focuses on C/Ps in MoI and Dinas Industry & Trade.

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c) C/P training (comparative study) in Japan

II.2

Project Completion Report (Ver. 1)

Recorded all the Project activities and their progress, and examined achievement of the Project outputs as of end Jun. 2014.

Work Plan (Ver.3)

Submitted in Sep. 2014, stating the operational plan of the Project activity covering the whole phase II, explaning the addition of target region/ industry.

Monitoring Sheet (Ver.0)

Submitted in Jan. 2015 upon the introduction of new monitoring system by JICA, and recorded all the Project activities, progress by end Dec. 2015 and revised PDM upon the mid-term monitoring mission.

Monitoring Sheet (Ver.1)

Submitted in Jun. 2015, recording the Project activities, progress by end Jun. 2015.

Project Completion Report (Ver. 2)

Recorded all the Project activities, achievement of the outputs/ the Project purpose, and reported the review results of the Project with lessons learnt, and prospects for the realization of the overall goal at end Feb. 2016.

PR media

Issued the Project brochur, newsletter (10 issues by quarterly), and updated website of the JICA’s technical cooperation project.

A C/P training (comparative study) was made in Ehime Prefecture/ Tokyo during 12-24 Jan. 2014 in order to have the C/Ps learn about both national and regional SME policy, support programs. In total, 14 members including two self-financed ones (Secretary for DG-SMI) parcicipated in the training.

Achievements of the Project

II.2-1 Outputs and Indicators (1)

Achievement of Output-1

Achievement of output-1: platform establishment for SMI/ local industry development in each target region/ industry is reviewed by the following verifiable indicators according to PDM (revised version), and as satisfactory since the outputs (and the platform for local industry development as a result) are formulated as assumed. Table II.2.1

Achievement of output-1

Output-1: Platform establishment for local industry development Platform for efficient service delivery is prepared as a base of SMI development in each target region. No.

Verifiable indicator

Achievements

1-1:

Local Working Groups are formulated in target regions/ industries and capable facilitators are assigned for preparing the Local Industry Action Plan and facilitating its implementation.

LWG was formulated for each of the 6 target industries in 5 regions (of phase I and II) through the issuance of SK by the head of regional governments, with having Dinas Industry & Trade in each region lead LWG and involving the concerned stakeholders, and appointing facilitators, for preparing the LIAP and facilitating its implementation.

1-2:

The web-based directory of services for SMIs, which can be updated periodically by DG-SMI, is developed for the use of staff of DG-SMI and Dinas.

A support institution directory was prepared and uploaded in May 2015 (at the old website of the DG-SMI) and Dec. 2015 (at the new website, as seen in the right image), covering the profile data of the support institutions (72) both in target regions (5 provinces)/ at central level, so that the directory becomes available to the staffs of DG-SMI/ regional governments. Secretariat of DG-SMI is advised to then discuss internally concerning the working rule for the continued updating/ expansion (of data/ regional coverage) of the directory after completing the restructuring of DG-SMI in Apr. 2016.

It is also noted that as a result of the activities for Output-1, the mechanism for efficient support delivery for SMI/ local industry (i.e., the platform for local industry development) is considered as formulated for target industries of the Project in the following respects; - Formulated the implementation set-up of the platform (in the form of LWG/ facilitators for each target

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industry, backed-up by PIU/ Region Team), - Learned step/ method of local industry facilitation by LWG and PIU members at the working level, - Equipped with support resource information (profile data of regionally available support institutions). Structure for Facilitation of Local Industry Development Trained for the step/ method for facilitation of local industry development Advice/ Guidance Planning, Monitoring & Evaluation

Working Group

Support Resources Information

Action Plan for target local industry

Support Facilitation

Support Provision

Stakeholders

Needs of supports & Own actions

Figure II.2.1

Structure of the platform for local industry development

The platforms for local industry development both for each region/ industry of phase I and II have been in operation during the Project period for the better support provision through the guidance/ advice by the Expert Team in the field. (2)

Achievement of Output-2

Achievement of output-2: platform operation for SMI/ local industry development in each target region/ industry (Competitiveness of target SMIs in each target region is strengthened with efficient service delivery) is reviewed by the following verifiable indicators according to PDM (revised version), and as satisfactory enough since the outputs are well realized (particularly in terms of the number of support activities facilitated by LWGs, satisfaction by target SMIs/ producers with the support activities, and the results derived by the facilitations of the LWGs at least for the phase I target industries). Table II.2.2

Achievement of Output-2

Output-2: Platform operation for local industry development Competitiveness of target SMIs in each target region is strengthened with efficient service delivery. No.

Verifiable indicator

2-1:

Number of the LWG meeting held.

As of reporting, 66 LWG meetings were held by LWG both for the target industries of phase I and II in order to perform the assigned tasks (industry diagnosis, planning of the LIAP, facilitation/ monitoring of the LIAP implementation) or occasionally when special topics arise. Although the meetings were mostly facilitated by the Expert Team in case of LWGs for ship-parts/ ulos fashion industries, other LWGs held meetings voluntarily in order to share/ discuss the progress, issues, and measures. See the details for each target industry in the Annex-8.

Achievements

2-2:

Number of support activity/ service facilitated among the proposed supports/services in the Local Industry Action Plan (LIAP).

As of reporting, 183 support activities/ services have been facilitated by LWGs and provided to the target industries (see the details for each target industry in the Annex-8). A majority of the proposed supports in the LIAP has been already conducted as far as the phase I industries are concerned, while the LIAPs for the phase II industries have been commenced in Mar. 2015 with some key support activities and facilitated satisfactorily in case of footwear industry. The Indonesian parties have largely financed most of the proposed support activities, while the Expert Team has helped financing some of them to the minor extent, which did not secure budget but needed early implementation

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in the early stage. Most support activities, which assumed funding from ‘industry/ trade office line’ including MoI (DG-SMI, other related DG), and provincial or regency/ city Dinas Industry & Trade, were smoothly budgeted and facilitated for implementation. LWGs in general adequately sourced support resources such as instructor, trainer, consultant, by utilizing their own knowledge or asking provincial Dinas or DG-SMI. On the other hand, those proposed or assumed for the support institutions out of ‘industry/ trade office line’, such as Dinas Tourism (ulos fashion), Dinas Estate Crops/ agricultural R&D (cacao processing) and financial institution, have not been facilitated as expected. Some of them officially belong to LWG; however, their commitment to support provision was deemed weak. The heads of LWGs were expected to activate approaching to the ‘meeting-only’ institutions in order to facilitate such ‘awaited’ supports. See the details for each target industry in the Annex-8. 2-3:

Number of SMI/ producers which have been receiving/ utilizing the support activity/ service facilitated.

2-4:

Satisfaction (by most target SMIs) with the support activity/ service facilitated. Results (positive change) of the actions taken by the target SMIs/producers on the relevant aspects including the following: - Prototype preparation or production of the new/ improved product, and product diversification, - Improvement in comment from users/consumers, - Expansion/ diversification of the market and sales channel, and development of new market/ buyer, - Management performance (sales, employees), and, - Other relevant achievements (on institutional, entrepreneurial, financial assess, and other aspects)

2-5:

(3)

As of reporting, almost 40 SMIs (of ship-parts industry), 28 producers (micro-sized business of cacao processing/ rattan furniture), and 80 producers (individual craftsperson of ulos fashion) received/ utilized support activity/ service at least once, which was facilitated by each LWG for the phase I target industries. However, target SMIs/ producers in focus, which were involved in the LIAP are limited to 12 SMIs, 21 producers, 20 producers respectively. In the phase II industries, the number of SMI receiving/ utilizing support activity/ service (at least once) has so far amounted to 21 (of aloe processing) and 30 (of footwear). They are also target SMIs in focus, which have been involved in the challenge for the main goal of the LIAP. See the details for each target industry in the Annex-8. See the details for each target industry in the Annex-8. See the details for each target industry in the Annex-8.

Achievement of Output-3

Achievement of output-3: establishment of the model for SMI/ local industry development based on experience and lesson learned from Output-1 and -2 is reviewed by the following verifiable indicators according to PDM (revised version), and as satisfactory enough since the outputs (both the guideline for the facilitation model of local industry development, and socialization seminars for the model organized by DG-SMI) are materialized as assumed. Table II.2.3 Achievement of Output-3 Output-3: Model development for SMI development The model for SMI/ local industry development is established based upon experience and lessons obtained through activities performed under Output-1 and -2 to be applicable to other regions. No.

Verifiable indicator

Achievements

3-1:

The guideline as reference materials for the newly established model to develop SMIs in the country is materialized.

The technical guideline is materialized after the work model through a series of discussion with the guideline team in DG-SMI, as explained in the previous section. The guideline has the following contents: Chapter Section Ch. 1 1.1 Background and Rationale

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Introduction

3-2:

Socialization workshop is organized by MOI.

1.2 Objective and Scope of the Guideline 1.3 Definition and Understanding Ch. 2 2.1 Platform of Local Industry Development Structure for 2.2 Formulation of the Working Group Facilitation 2.3 Placement of the Facilitator Ch. 3 3.1 Overall Step for Implementation of Local Industry Dev. Facilitation for 3.2 Industry Diagnosis Implementation 3.3 Preparation of the Action Plan 3.4 Implementation of the Action Plan 3.5 Monitoring, Evaluation and Reporting the Action Plan Ch. 4 4.1 Support Resources for Local Industry Development Support 4.2 Profile Survey for Regional Support Institutions Resource 4.3 Facilitations and Funding Scheme available to Information Regional Government The guideline (with a quick reference version) was prepared as a referential document on a voluntary basis mainly for the officers of regional governments. As explained in the previous section, in view of disseminating the work model and technical guideline for local industry facilitation to other regions as well as success cases of local industry facilitation, both regional (3 locations) and national seminars (2 times) were organized by DG-SMIs in cooperation with the Expert Team. Regional seminars: The seminar for region II highlited a success case of facililitation for ship-parts industry in Tegal, and confirmed the consensus among the participants to extend the similar facilitation to other regions under the newly formulated program for acceleration of component certification. The seminar for region III highlited a success case of cacao processing industry. This seminar, jointly held by two DGs in the MoI (SMI and agro-industry), also reached the consensus between the two DGs to applying the support model experienced in Central Sulawesi to other regions. National seminar: Two (2) times of opportunity for preparation of SMIDeP facilitation model extension to other regions were arranged by DG-SMI by using its national coordination meeting, which invited all the provincial Dinas Industry & Trade. Through these occasions, DG-SMI together with the Expert Team was able to explain SMIDeP facilitation model and advantage of following the model after the guideline by citing success cases of SMIDeP.

II.2-2 Achievements of the Project Purpose and Indicators Achievement of the Project purpose as of the end of the Project is reviewed by the following three (3) indicators according to PDM (revised version). The Project purposes are related to i) the position and utilization of the technical guideline, ii) preparations by DG-SMI for the extension of the facilitation model for local industry development based on the guideline, and iii) the number of success case (SMIs/ producers which attained the main goal of the LIAP as a result of LWG’s facilitations) in target industries. Table II.2.4

Achievement of the Project Purpose

Project Purpose: Preparation for expansion of the model for SMI (local industry) development based on the efficient service delivery platform (for local industry facilitation) is arranged in MOI. No. 1.

Verifiable indicator

Achievements

Official adoption of developed guideline for SMI development by MOI.

A model of SMIDeP and the guideline for the facilitation of local industry development was adopted by DG-SMI and announced through its official letter for the extension to other regional governments (those interested in following the model/ guideline). The guideline as a referential document (on a voluntary basis) for the regional government officers was also acknowledged by Director General for SMI with her signature for the initial distribution through the national coordination meetings to all the provincial Dinas Industry & Trade. At an occasion of the coordination meeting, DG-SMI was able to list 14 candidate

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regional governments (provincial Dinas Industry & Trade), which are interested in participating in the extension stage of the facilitation model based on the guideline 11. Then, DG-SMI has issued another letter 12 to those interested provincial Dinas Industry & Trade in order to confirm their commitment (to preparing the facilitation structure, local budget necessary for the entire facilitation process) and their industry/ region (i.e., regency/ city in the province) to be facilitated with the reply letter from the head of each Dinas. As of the reporting, five (5) provincial Dinas Industry & Trade 13 have replied to DG-SMI with the confirmation letter of commitment to participating in the extension stage of the facilitation model based on the guideline. 2.

Budgetary and organizational arrangement of MOI to expand the established model to other regions.

Extension of the facilitation model based on guideline For the extension of SMIDeP facilitation model to other regions, DG-SMI is been mainly committing to the following preparatory arrangements; Firstly, DG-SMI is finalizing the list of candidate regional governments committed to the extension stage, and selection process/ method to identify the regional governments/ industries to be focused, while taking into account its capacity of staffing and budgeting. Secondly, Director General for SMI has instructed to prepare the team in DG-SMI as a focal point for the model extension, which shall assigns the staff responsible for i) overall coordination, ii) explanation of the guideline with success story of SMIDeP, and iii) guidance & monitoring to the regional governments/ industries. Thirdly, Director General for SMI has been asking the Secretariat to prepare the budget (for FY2017) for the extension stage of facilitation model, including travel/ meeting expenses for the purpose of guidance/ monitoring against several regional governments to be focused, and consider a possibility of certain volume of fund to finance likely support activities to be proposed by regional governments during the facilitation process. Extension of two successful support models Aside from the facilitation model based on the technical guideline, which shall be extendable in common regardless region/ sector, two support models (as a support package) extendable both to ship-component and cacao processing industries in other regions have been acknowledged by the MoI (in the form of MoU among the stakeholders in case of ship-parts, and the official statement of the Minister in case of cacao processing industry). For ship-parts industry, the support model is acknowledged in the form of MoU concerning the program for acceleration of component certification, where the 3 parties (MoI, BKI, association) prepare the action plan for the purpose, and MoI secures the necessary budget (not necessitating the particular organizational arrangement in the MoI). For cacao processing industry, the support model is also acknowledged in the Minister’s statement (on Nov. 2015), expecting this case to motivate other regions. In response, both DG-IA and -SMI have been discussing the task-sharing and the regions to be extended (not necessitating particular organizational arrangement in the MoI).

3.

Number of success case (SMIs/ producers which realize the goal set in the Local Industry Action Plan)

As success cases of local industry facilitation in the Project at target regions, the following number of SMIs/ producers has attained the challenge actions (main goals) set in the LIAP of each target industry; Target industry Ulos fashion industry Ship-part industry Cacao processing industry Rattan furniture industry

11 12 13

No of SMI/ producer which attained the goal 20 producers belonging to the newly established producers cooperative, which have entered and continued the transactions with the buyers/ sales channels in the tourist/ local markets of the handicraft products. 4 SMIs, which have received BKI certification (for 7 components) and entered the transactions with ship-building/ industries and received inquiries for transaction in the subsequent years. 16 producers, which have entered and continued the transactions with the buyers/ sales channels in the modern segment market of chocolate products. Not observed. Although 5 SMIs have become recently capable of producing according to the standard manufacturing practice which has

See the Annex-10 for the list of provincial Dinas, which have committed to partcipating into the extension stage. See the Annex-11 for the letter. Including provincial Dinas Industry & Trade of Bangka Belitung, South Sulawesi, Southeast Sulawesi, East Jawa and Papua.

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Note: Concerning the phase II target industries (aloe processing/ footwear), achievement of the main goal is not reviewed, since the LWGs recognize that LIAP implementation has been only half-way facilitated.

II.3

Modification of PDM

PDM of the Project was revised once at the mid-term monitoring by JICA in February 2015. Modifications in the PDM were made as follows in order to logically adjust or paraphrase the indicators of the Project purpose and outputs to the actual contents of the Project activities recognized by the C/Ps. Narrative summary of the Project purpose/ outputs and activities remained unmodified. Table II.3.1 No.

Modifications made in PDM

Original

Modified

Verifiable indicators of the Project purpose 1. Official adoption of developed guideline for SMI development by MOI. 2. Budgetary and organizational arrangement of MOI to expand the established model to other regions. 3. xx private firms utilized the development services and consultation services in supporting organizations are increased xx%. 4. Satisfaction of private firms which take support service.

Same Same Number of success case (SMIs/ producers which realize the goal set in the Local Industry Action Plan). Deleted but placed as one of the output indicators.

Verifiable indicators of the output Output-1: Platform establishment for local industry development 1-1:

Formulation of LWG to coordinate service providers and SMIs among stakeholders on SMI development services in each target region.

1-2:

Formulation of LWG (and placement of facilitator) in for target region/ industry.

Development of the directory (paper based and web based) of services for SMIs Output-2: Platform operation for local industry development 2-1: Most of SMIs recognize improvement of service delivery.

Preparation and availability (to the staffs of DG-SMI) of the service provider directory (database-based).

2-2:

Most of SMIs which used delivered services are satisfied.

2-3:

2-3 Positive changes are observed among SMIs such as sales of products, diversification of market, linkages among/ within SMIs and etc.

Number of support activity/ service facilitated among the proposed supports/ services in the LIAP. Number of SMI/ producers which have been receiving/ utilizing the support activity/ service facilitated.

2-4:

Number of LWG meetings held.

Satisfaction (by most target SMIs) with the support activity/ service facilitated. Results (positive change) of the actions taken by the target SMIs/ producers on the relevant aspects.

2-5: Output-3: Model development for SMI development 3-1:

3-2:

II.4

The guideline as reference materials for the newly established model to develop SMIs in the country is materialized. Socialization workshop is organized by MOI.

Same

Same

Others

II.4-1 Results of Environmental and Social Considerations Not applicable in this Project.

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II.4-2 Results of Considerations on Gender/ Peace Building/ Poverty Reduction No special care or approach concerning these issues has been made in this Project, although two target industries (ulos fashion industry in Samosir and cacao processing industry in Palu) out of 6 largely consist of women producers/ entrepreneurs. It is also noted that the LIAP for ulos fashion industry in Samosir has a characteristic of income-raising support for village women entrepreneurs. III.

Results of the Joint Review

III.1

Results of Review based on DAC Evaluation Criteria

The review results at the end of the Project based on DAC evaluation criteria (5 criteria consisting of: i) relevance, ii) effectiveness, iii) efficiency, iv) impact and v) sustainability) are summarized below. III.1-1 Relevance Relevance is deemed “high”. The “Strategic Plan (RENSTRA, 2010-2014)” for promoting industrial cluster and local industrial development in line with the “Presidential Regulation No.28, 2008 on the National Industrial Policy” has ceased its role during the Project period, and was replaced with the latest one, RENSTRA (2015-2019) which was prepared following the newly enacted Bill of Industry and the long-term national industry master plan called RIPIN (until 2035). New RENSTRA under the RIPIN maintains the same policy direction as before in the field of SMI/ local industry development, thus expecting SMIs to play a significant role in strengthening the national industry structure (in the supply-chain of nationally strategic industries), while reaffirming the MoI’s role as genuine supporter to regional government (i.e., further swaying toward the bottom-up approach concerning SMI/ local industry development). RENSTRA sets the development targets such as institutional strengthening of industry sentra 14 and Technical Service Unit, business start-up, product development, with enabling DG-SMI (based on the Bill of Industry) to provide a wider range of facilitation (support menu) in view of better accommodating a variety of issues/ needs held by SMIs/ local industries, and the proposed support activities from regional governments. On the other hand, the presence and role of SMIs in Indonesia remain large in terms of its share in total business unit of national industries (90% as of 2013) and total workforce working in non-oil & gas industrial sector (65.4% as of 2013) 15. The share of SMIs’ contribution to GDP in industrial sector amounts to 34.3% as of the end of 2013. Issues frequently faced by SMIs remains the same, such as poor or limited access to finance, skilled workers, quality raw materials, quality technical supports, markets and potential buyers. In this regard, the workable mechanism to effectively and efficiently answer the issues/ needs held by SMIs/ local industries has continuously been on the agenda both at the central and regional levels. Therefore, the Project, with the purpose of establishing the improved mechanism of service delivery (i.e., local industry facilitation) has remained relevant in the current policy and held continued significance.

14

15

Defined as local production center where more than five enterprises exist within a certain area. There reported to exist almost 8~9,000 with heavy concentration in Java Island. According to Industry Fact & Figure 2015, the Ministry of Industry.

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III.1-2 Effectiveness Effectiveness is deemed “high”. Firstly, the Project has achieved the outputs (-1 and -2) as assumed with realizing one of the Project purpose, success cases of local industry facilitation based on the approach demonstrated by the Project: i.e., platform formulation (output-1) and operation/ utilization (output-2) among the target regions/ industries. Further, the Project has produced a facilitation model compiled in the form of guideline (output-3) based on the experiences and lessons learnt from the activities for output-1 and -2. The facilitation model based on the guideline was adopted by DG-SMI and announced through its official letter for the extension to other regional governments (those interested in following the model/ guideline) in accordance to the Project purpose. The Project has also successfully assisted the MoI in acquiring the support models for the particular industries (supporting industry: ship-parts, and locally available resource-based industry: cacao processing), which can be extendable to other regions. Accordingly, the Project is of the view that the outputs and necessary activities were logically designed on the whole, and has been fine-tuned (when the content or intent of the activities was deemed less comprehensible to the C/Ps). Such fine-tunings of the Project activities were made to suit the actual contexts of Indonesia’s administrative system concerning SMI/ local industry development, and to reflect discussions with both central/ regional C/Ps. An activity related to the service directory was the one of such examples 16, where the content and intent were fine-tuned based on the field observation and actual conditions of support planning and delivery in SMIs/ local industry development. III.1-3 Efficiency Effeciency is deemed “moderate”. The Project is deemed to have been run in an efficient manner, but not thoroughly. In order to realize efficient input mobilization, the Project was expected to make the best use of: i) the support resources by Indonesian side, ii) the assets of past technical cooperation by JICA, when the C/Ps engage in the activities of the platform operation for target industry facilitation. Mobilization of the support resources by Indonesian side: Almost all support activities for target industries were mobilized from the Indonesian support resources (such as instructors/ experts for training/ technical guidance, opportunities of exhibition/ trade fair, laboratory for tests, etc.), except a Japanese expert for technical guidance of 3S introduction. However, the funds for support activities have been shared by the Expert Team (but to a minor extent) particularly during the early stage. This is because LWGs faced a difficulty in facilitating the responsible support institutions to securing/ mobilizing the necessary budget either in a prompt or timely manner. The Expert Team has therefore answered for such cost-sharing needs which arose during “budget preparation” period and in a rather unexpected/ unscheduled manner (upon the progress review of the facilitation activities). The government/ public support institutions do not hold a flexible means of financing for support activities unless revising the usage of already-secured budget (but still requiring the concurrence by the local assembly).

16

The service directory was to be prepared in booklet form to cover the services available to SMIs for the reference by SMIs’ side. However, field observation through the Project activities revealed that the directory is more helpful if listing the support institutions for SMI development for the particular reference by the government side, and if uploaded in the website in a database form.

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It is also noted that own actions by target SMIs/ producers (e.g., travel expenses for marketing, raw materials to prepare the prototypes for product development) can hardly be financed by the government side, thus requiring fund support from the Expert Team in many cases, although the amount was small. Mobilization of the assets of past technical cooperation by JICA: Among such assets, the Expert Team intended to consciously mobilize SMI management consultants (shindan-shi), designer dispatch service for exportable product development that was introduced to Directorate General for National Export Development (DG-NED) in the Ministry of Trade (MoT). The designer dispatch service by DG-NED was mobilized by one of the LWGs (for rattan furniture). The Project suggested each regional government to place SMI management consultants as facilitators to the LWG; however, 3 out of 6 LWGs in total were unable to appoint them since no SMI consultant was stationed. The Expert Team considers the SMI consultants mobilized in the Project as relatively capable and motivated as facilitators especially in ensuring the communications between LWG and SMIs/ producers. Among LWGs, the one for rattan furniture has demonstrated a recommendable way of utilizing the SMI consultants, where they have been mobilized to supervise and audit the rattan furniture producers’ compliance with the standard manufacturing practice (SOP) prescribed for locally-made furniture. The Project has amended the contract to increase its total Project cost and extend the period when it came close to the completion, in order to better answer the C/P’s needs. The table below shows the comparison between the original and actual Project cost and period. Table III.1.1

Comparison between the original and actual Project cost and period The Project period

Phase I Original Actual Phase II Original Actual

The Project cost (Expert Team)

Remarks

March 2013 ~ July 2014 March 2013 ~ July 2014

JPY 169 million JPY 163 million

As a result of unutilized fund.

September 2014 ~ April 2016 September 2014 ~ April 2016

JPY 174 million JPY 180 million (est.)

Amended for extending the Experts’ mobilization

Both the Project cost and period for the phase II were amended for extending the Experts’ mobilization for one of the activities for Output-3 (3-5: Facilitate the necessary budgetary arrangement as well as formulate program to respond to possible requests from other provincial governments out of target areas), for example, through participating in a consultative session (scheduled after the originally assumed Project completion period) to explain the facilitation model and guideline in further detail to the interested regional governments. This amendment was deemed significant to follow-up the Project purpose: Preparatory arrangement for extension of the facilitation model to other regions, thus to ensure the prospect for achieving the overall goal. III.1-4 Impact Impact is deemed “high”. The Project sets two overall goals to be achieved after the Project completion, one of which is “to increase the regions (regional governments) which opt for the established model and improve SMI development service. In this regard, DG-SMI has committed to the extension of SMIDeP facilitation model based on the guideline to other regions through all the provincial Dinas Industry & Trade, followed by an issuance of the letter to officialise the said commitment.

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Subsequently, DG-SMI organized a consultative session to those regional governments interested in the facilitation model (for further explaining the guideline for local industry facilitation in a consultative manner and necessary preparations to be arranged by the side of regional governments) at the coordination meeting in March 2016 in Aceh, in order to identify the willing regional governments (provincial Dinas Industry & Trade) to commit to participate in the extension stage of SMIDeP facilitation model by following the guideline. DG-SMI was able to obtain the list of 14 provincial Dinas Industry & Trade which have responded to the said letter with their interest to participating in the extension stage. DG-SMI is finalizing the list of regional governments committed to the extension stage, through issuing another letter to those interested government in order to confirm their commitment (i.e., to opting for the established model for improving SMI development service) and their industry/ region (i.e., regency/ city in the province) to be facilitated with the reply letter from the head of each Dinas. As of the reporting, five (5) provincial Dinas Industry & Trade have replied to DG-SMI with confirmation letter of commitment to participating in the extension stage of the facilitation model (a few regional governments may be selected as target of the initial stage among the committed ones with the reply letter). In preparation for the extension of facilitation model to these selected regions, DG-SMI has been also discussing the selection method and necessary arrangements in organizational (staffing) and budgetary aspects. Also, the Project has successfully demonstrated the extendable support models for the particular industries (ship-parts and cacao processing industries) that are acknowledged by MoI. As for ship-parts industry, MoI, in the MoU with the concerned parties, shall extend the similar support program (for the acceleration of ship-component certification) to other regions having metal-working industry in 2016. As for cacao processing industry, Lampung and West Sulawesi Provinces have been showing the interest in following the support model, expecting the guidance and support provision from MoI. III.1-5 Sustainability Sustainability as a whole is deemed “moderate for a while”, but depends on the extent of preparedness of DG-SMI for the extension of facilitation model based on guideline to other regional governments. The Project reviews its sustainability for the extension of facilitation model to other regions at the level of DG-SMI in terms of the following aspects; Policy/ institutional aspect: is deemed high, since DG-SMI has announced its commitment to the extension of facilitation model based on guideline to other regions, through an issuance of the official letter concerning the model extension, as stated in the previous section. Organizational aspect: is deemed moderate, but depends on the extent of preparedness for one of recommendations made for DG-SMI; a formulation of the Task Team which is assigned for the overall coordination and guidance/ monitoring during the extension stage of the facilitation model. As of the reporting, Director General for SMI has instructed to prepare the team in DG-SMI as a focal point for the model extension, which shall assigns the staff responsible for i) the overall coordination, ii) explanation of the guideline with success story of SMIDeP, and iii) guidance & monitoring to the regional governments/ industries. Such an organizational arrangement is necessary to have (some assigned) staff of DG-SMI intended to particularly allocate their time and budget for performing the above tasks.

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Technical aspect: is deemed moderate, but depends on the extent of commitment to one of recommendations made for DG-SMI; facilitation training, which is to be organized for the increased number of DG-SMI officials to have sound knowledge and skills of guidance concerning the facilitation model and guideline. Financial aspect: is deemed moderate, since Director General for SMI has been asking the Secretariat to prepare the budget (for FY2017) for the extension stage of facilitation model, including travel/ meeting expenses for the purpose of guidance/ monitoring against several regional governments to be focused, and consider a possibility of certain volume of fund to finance likely support activities to be proposed by the regional governments during the facilitation process. In view of ensuring the sustainability of the Project, DG-SMI is also expected to: i) proceed the extension of facilitation model to other regional governments as already committed, with strengthening its capability of guidance/ monitoring, and ii) disseminate the model together with guideline among the other regional governments through the relevant occasions, by indicating the incentives (support budget allocation in a focused/ intensive manner) for increased regional governments to follow the model according to guideline. In this regard, the Expert Team has compiled the recommended actions to DG-SMI, as explained later. At the level of target regions (LWG, Dinas Industry & Trade in particular) LWGs for the Project target regions (except for ulos fashion industry in Samosir) have stated that facilitation of their target industry would be continued by maintaining (or revising) the existing structure for facilitation (i.e., LWG with facilitators) and following the practices experienced in the SMIDeP in order to further increase the success case of SMIs (phase I regions) or realize the success case (phase II). In addition, all the target industries shall remain their priority ones in each region (likely also in the Regional Industry Development Master Plan to be prepared in the coming few years), thus continuously accessible to a range of support/ service to be provided by both central and regional governments. However, the regional governments (through the LWGs/ facilitators) in the target regions are further expected to strengthen their function of monitoring/ review of the local industry facilitation. With the further attention on this aspect, the higher sustainability at the level of target regions can be ensured. III.2

Key Factors Affecting Implementation and Outcomes

III.2-1 Positive Factors No remarkable factors which positively affected the implementation/ outcome of the Project have been observed, except for the one outcome, the decision concerning the support model extension for ship-parts industry, which was materialized by the MoU for accelerating the component certification throughout the nation. This MoU was realized also in response to the latest government vision of “Maritime Nation”, which accelerates the domestic building of class-ships with the higher local content of components. III.2-2 Negative Factors None particularly observed during the Project, as explained also in the subsequent section.

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III.3

Evaluation on the Results of the Project Risk Management

The following particulars are noted in the PDM, as important risk assumptions which could affect the progress and achievement of the output/ the Project purpose. The table below states changes in the situation of each risk assumption. Table III.3.1 Important assumptions in PDM No. Important assumptions in PDM At the level of Output 1. Economic conditions of target industries are not deteriorated. 2. SMIs continue their economic activity in target regions. 3. Strategic Plan of DG of SMI in MOI is sustained.

At the level of the Project Purpose 4. Government policy for promotion of SMIs is not changed.

Changes in the assumptions during the Project Remarkable deterioration has not been observed during the Project. SMIs/ producers actively involved in the Project activities have continued their economic activities during the period. RENSTRA (2010-2014) was replaced by the new one (2015-2019) which follows the Bill of Industry and RIPIN (until 2035). New RENSTRA in nature has not adversely affected the Project activities during the period. Please also refer to the section of III.1-1 Relevance of the Project. Please refer to the above 3 and the section of III.1-1 Relevance of the Project.

As seen above, those risk assumptions have not brought about any changes which have adversely affected the progress and achievements of the output/ the Project purpose, although such risks are out of the control scope by the Experts’ management. Other particular risks which might have adversely affected the Project have not been observed nor reported during the Project. III.4

Lessons Learnt

The following key lessons were learnt from the almost two and half years’ experience of the Project activities, which are worthy of being contemplated by the C/Ps and JICA. III.4-1 Lessons for Improving Facilitation Practices of SMI/ Local Industry Development Firstly, the Project has learnt the following key lessons for improving the facilitation practice of SMI/ local industry development from the field experiences at target regions. It is noted that these lessons are duly reflected in formulating the guideline for local industry facilitation. Key Lessons Learnt

Explanation

Sharing the One Action Plan for One Local Industry among stakeholders

Local industry development has to be facilitated with one action plan towards one-shared goal among the related stakeholders. This is a critical point to be reminded when each regional government facilitates their priority industries.

Setting the clear, specific and measurable goal of the Action Plan

This is most important point during the formulation of the action plan for local industry development. Unless the measurable goal is clearly specified, the action plan will not be meaningful, or end-up in goalless plan for activities, which is often observed in the planning by regional government, and can hardly be reviewed for the achievement. Regional government needs to set the overall goal of the action plan through the consultation with target industry on the needs or idea of the future development direction, for example, asking “What (or Which) Product shall be developed or improved to Which Market/ Consumer Segment”. The goal shall be also defined to be Specific, Objectively Measurable, Challenging but Realistic enough.

Study tour for the better planning of the action plan

It is advisable to organize study tour during the planning process of the action plan. SMIs tend to have little idea of development direction, thus facing a difficulty in voicing the specific goal of the action plan. In this case, the study visit to the similar industry which

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advances more (comparative study) or the potential market (market study), which can exposes SMIs to innovative ideas, the latest technology and market needs/ requirements, is recommended. By doing so, SMIs could acquire the benchmarked or valuable knowledge/ information, which is beneficial input to the goal setting and support planning. Identification of target SMIs willing to involve in the action plan

Not all the SMIs in target industry need to be involved in the action plan. The action plan shall focus on SMIs, or a group (groups) of SMIs, that show the willingness in pursuing the action plan and committing their own resources/ time to the necessary actions to achieve the goal. Further, at least one or few (potentially) leading SMI(s) need to be identified among target industry, which can lead and coordinate the others.

Early involvement of most influential stakeholders

It is advisable for regional government (Dinas Industry & Trade) to involve the most influential stakeholders (not only Dinas) from the early stage of facilitation, i.e., planning of the action plan. Such influential stakeholders may include those which provide the insight into the market, and technical institutions which provide guidance on issues of standard/ certification required for market development. Key point is that the action plan needs to be formulated in a market-oriented manner (for example, by involving market players such as buyer/ agent in the planning process, specifying the particular market/ consumer segments, or the sales channels to be developed), and comprise of any necessary support activities to fill the technical gaps faced by target industry.

Optimizing facilitator’s roles in local industry facilitation

Facilitators shall perform their roles of bridging support needs of SMIs to the working group, and facilitate the working group to discuss, formulate, implement and monitor/ review the action plan. To optimize such facilitator’s roles, regional government (Dinas Industry & Trade) can assign plural facilitators with a combination of experienced senior (for facilitation to the working group/ related support institutions) and less-experienced junior (for communication with SMIs and field monitoring), so that they can complement each other. Plural placement of facilitator can be also considered with a combination of Dinas staff and external private resource. In addition, regional government needs to arrange the enabling condition for the facilitators to activate and maintain the field observation and communication with target SMIs, for example, through assigning task of performance monitoring of target SMIs, which make the facilitators routinely visit to SMIs.

Accommodating the practice of ‘Try-&-Error’ in the action plan

The opportunity of marketing/ promotion support shall be scheduled in an intermittent manner during the action plan, so that SMIs in a challenge of product development can receive feedbacks for further improvement (or diversification) in a try-&-error manner. Such a practice can bring valuable feedbacks which continuously motivate SMIs in a trial for product development, and even bring tangible results within a short period.

Availability of flexible funds earmarked for the action plan

Most support activities proposed in the action plan presuppose the government budget for implementation, which needs application beforehand and a certain period of time for disbursement. Such a process of budgeting/ disbursement sometimes causes difficulties in timely answering the needs/ issues held by SMIs, especially those derived according to the progress of the action plan, or changes in business environment. Government can still revise the budget usage, but faces difficulties in flexible and timely revision. Therefore, introduction of the support fund (i.e., in the form of packet fund), that can be earmarked for the purpose of implementing the action plan as a whole, may be advisable.

Importance of own actions committed by target industry

The action plan cannot consist of only support activities, but also own actions to be taken by target industry, since SMIs themselves are the main actor for business development. Accordingly, SMIs’ side should also commit themselves to stating (in the action plan) and taking their own actions necessary to achieve the goal with their own expense, such as product development or promotion efforts, formulation or strengthening of their collaboration system. Such own actions can be initiated by a small number of SMIs, even if many stay at ‘wait-&-see’ stance at the beginning.

Attaching weight to periodic monitoring and review

Task of monitoring/ review needs to be given more weight, and performed in a goal-oriented and periodic manner, since the monitoring effort, for the purpose of revealing the forwarding or hindering factors to the progress, sharing the progress/ achievements among stakeholders, and reviewing the action plan contents accordingly, can affect the performance of the action plan. Besides the formal meeting, an opportunity of informal communication with SMIs can be recognized as a channel of monitoring, especially to observe the changing state of target industry and their business circumstances.

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III.4-2 Lessons for Technical Cooperation Formulation in Indonesian SMI Sector Secondly, the Project has also learnt the following key lessons, which can be taken into account in case further technical cooperation is considered in Indonesian SMI sector. Key Lessons Learnt

Explanation

Attention of the relation between central and regional governments

Initiative for SMI/ local industry development shall be taken by regional governments, which are responsible for the entire facilitation process of the regional industry development. The central government remains at the position to (partially) support such initiatives by regional governments through its support scheme and thematic programs. This relation between central and regional governments is always the case, even though the central government still has a large presence in terms of budget contribution against each regional government. In this regard, the role and function which DG-SMI shall play in regional industry development need to be clarified and confirmed when formulating the technical cooperation in SMI sector.

Identification of capacity building needs based on the roles and functions

From the Project experience, DG-SMI is advised to strengthen the following roles and functions in the future; - Collection and dissemination of success cases and good practices of SMI/ local industry development by regional governments. - Guidance to regional governments (Dinas Industry & Trade) on the facilitation practice covering diagnosis, and planning, monitoring and evaluation of the action plan. Such roles and functions have not been optimally exerted by DG-SMI, partly because of decrease in experienced staffs. Also, if their roles/ functions are centred to administration and logistics related to budget formulation/ management, and arrangement/ supervision of support activities (and procurement of support resources), technical cooperation may bring little value to the staffs of DG-SMI. Accordingly, unless their expected roles/ functions are clarified, their needs of capacity building can be hardly comprehended.

Advice on the aspect of budgeting/ disbursement system

Partly owing to the comparative study to Japan, where the C/Ps learned how the Japanese government (and public support institutions) tries to answer the needs of SMI/ local industry, DG-SMI prepared the menu of facilitation available to the regional governments in an effort to more widely answer the diverse needs of SMI/ local industry. In funding the support to SMI/ local industry in Indonesia, the current practice of budget formulation/ disbursement is deemed still rigid for flexibly/ timely answering the efforts of SMI/ local industry development, and issue is being shifted to the usability from the volume of budget. Accordingly, advice on SMI support funding/ budgeting, learning from Japanese experiences, may be valuable input to the technical cooperation in SMI sector.

IV.

For the Achievement of Overall Goals after the Project Completion

IV.1

Prospects to Achieve the Overall Goal

Both the Expert Team and C/Ps of DG-SMI share the following prospects concerning the achievement of the overall goal of the Project at the time of its completion. IV.1-1 Overall Goal-1: Increased turnover and market channel of SMIs in target regions A prospect to achieve the overall goal is deemed “likely”. LWGs for the target regions have stated that facilitation of their target industries would be continued with maintaining (or revising) the existing facilitation structure (i.e., LWG with facilitators) and following the practices learned from SMIDeP in order to further increase the success case of SMIs (phase I regions) or realize the case (phase II regions). In addition, all the target industries shall remain their priority ones in each region, thus likely to continuously accessible to a range of support/ service to be provided by both central and regional governments. Therefore, the continued growth in operational performance (increase of turnover,

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Project on SMI Development based on Improved Service Delivery in Indonesia

Project Completion Report

expansion of market) of SMIs/ producers in target regions is deemed likely enough, unless the regional economy faces the difficulty or slow down. It is however noted that the Project finds it difficult to collect the quantitative data of operational performance of SMIs in target industry region, since it has been quite rare for the local governments to survey such data of turnover and market (buyers, sales channels) for their industry as a whole. Even if asking facilitated SMI individually, many SMIs in target region do not record turnover or buyers/ sales channels adequately since book-keeping/ customer management has been rarely practiced. Accordingly, it may be most likely to grasp the trend of such operational performance in qualitative manner for the facilitated SMIs. IV.1-2 Overall Goal-2: Increase in the regions which opt for the established model and improve SMI development service As earlier stated, DG-SMI is finalizing the list of regional governments committed to the extension stage, through issuing the letter to those 14 interested ones in order to confirm their commitment to adopting the facilitation model based on the guideline for their local industry development (i.e., to opting for the established model for improving SMI development service), and so far has received confirmation letter of commitment from five (5) provincial Dinas Industry & Trade (a few regional governments may be selected as target of the initial stage among the committed ones with the reply letter). Therefore, a prospect to achieve this overall goal is also deemed “likely”. The likelihood to achieve this overall goal can be also ensured by the policy environment of SMIs as follows; The new Bill of Industry is deemed ‘following wind’ for dissemination (by DG-SMI) and utilization (by regional governments) of the model and guideline for local industry facilitation. This is primarily because the Bill stands at a view of increased transfer of responsibility/ accountability for SMI/ local industry development to regional governments, while reaffirming the role of central government as genuine supporter to regions (further swaying toward the “bottom-up” approach). This may pose both concern (by DG-SMI) and unpreparedness (by regional governments) for such increased responsibility/ accountability to regions, thus requiring regional governments to improve and strengthen their capability in ensuring the result-oriented local industry facilitation, and knowledge/ accessibility of utilizing various supports/ services available both at central and regional levels. In this regard, the guideline as reference for the improved practice of local industry facilitation will be of value to the regional governments. IV.2

Recommendations for Indonesian Side to Achieve the Overall Goal

It is recommended in summary that DG-SMI shall: i) proceed the extension of facilitation model based on guideline (to other regional governments) according to its scenario for the model extension with strengthening its capability of guidance and monitoring, and ii) disseminate the model among the other regional governments through the relevant occasions. In this regard, it will be more encouraging if the incentives for regional government to follow the facilitation model according to guideline are indicated clearly by DG-SMI.

29

Project on SMI Development based on Improved Service Delivery in Indonesia

Project Completion Report

Recommended actions in detail to DG-SMI for ensuring the extension and dissemination of the facilitation model based on guideline in an evolving manner are compiled in the Minutes of Meeting made at the final JCC held in March 2016 (see the Annex-13). IV.3

Monitoring Plan from the End of the Project to Ex-post Evaluation

Monitoring activity after the Project completion and ex-post evaluation shall be scheduled and conducted by JICA Indonesia Office through the consultation with JICA Headquarters Office.

30

Annex-1: Record of Discussions

Annex-2: Project Design Matrix (original and revised ones)

Project Design Matrix (PDM) Name of the Project: Project on Small and Medium Industry (SMI) Development Based on Improved Service Delivery Target Area: Central Java, Central Sulawesi, one province from Sumatra/ Kalimantan

Duration: From 2013 for three (3) years Target Group: SMIs in target regions and government officers who support those SMIs

Date: 1 November 2012 PDM ver. 01

NARRATIVE SUMMARY

OBJECTIVELY VERIFIABLE INDICATORS

MEANS OF VERIFICATIONS

IMPORTANT ASSUMPTIONS

SMIs in the target regions will increase the production and competitiveness and the established model for SMI development based on the efficient service delivery platform (“the model) will be also practiced in other regions.

1 Turnover and market channel of SMIs in target regions are increased. 2 Number of regions which opt the established model and improve SMI development service are increased.

Statistical data of Province, District/ City and KADIN(DA) Data of MOI

Local governments which adapt the model continue to support SMIs in those regions.

1 Official adoption of developed guideline for SMI development by MOI. 2 Budgetary and organizational arrangement of MOI to expand the established model to other regions. 3 xx private firms utilized the development services and consultation services in supporting organizations are increased xx%. 4 Satisfaction of private firms which take support service.

Official document statement of MOI Official document statement of MOI

Government policy for promotion of SMIs is not changed.

1-1 Formulation of Local Working Group to coordinate service providers and SMIs among stakeholders on SMI development services in each target region. 1-2 Development of the directory (paper based and web based) of services for SMIs

Project documents

2 Competitiveness of target SMIs in each target region is strengthened with efficient service delivery.

2-1 Most of SMIs recognize improvement of service delivery. 2-2 Most of SMIs which used delivered services are satisfied. 2-3 Positive changes are observed among SMIs such as sales of products, diversification of market, linkages among/ within SMIs and etc.

Result of questionnaire survey done by the project Result of questionnaire survey done by the Project Project documents, result of questionnaire survey done by the Project

SMIs continue their economic activity in target regions.

3 The model for SMI development is established based upon experience and lessons obtained through activities performed under Outputs 1 and 2 to be applicable to other regions.

3-1 The guideline as reference materials for the newly established model to develop SMIs in the country is materialized. 3-2 Socialization workshop is organized by MOI. INPUTS

Project documents, guideline

Strategic Plan of DG of SMI in MOI is sustained.

OVERALL GOAL

PROJECT PURPOSE Preparation for expansion of the model for SMI development based on the efficient service delivery platform is arranged in MOI.

and and

OUTPUTS 1 Platform for efficient service delivery is prepared as a base of SMI development in each target region.

ACTIVITIES [Preparation of efficient service delivery platform] 1-1 Set up the project implementation unit organized by DG of SMI in MOI for overall management of the Project. 1-2 In each target region, formulate Local Working Group to coordinate the activities for SMI development for overall management of the Project. 1-3 Review and map the currently available institutions and services for SMI development by various entities and service providers in each target region. 1-4 Establish the system to ensure efficient service delivery for SMIs. 1-5 Assign and train staff in charge at the local government who facilitate services by local and central governmental institutions and private service providers for SMIs (Special attention shall be paid for the SHINDAN-SHIs). 1-6 Develop a Service Directory (paper based and web based) to introduce SMI support services by government and private institutions. 1-7 Facilitate and support activities of Local Working Group in each target region. 1-8 Monitor situation of service delivery in each target region.

Project documents, directory, website

Economic conditions of target industries are not deteriorated. printed

Project documents

Indonesian side: - Appropriate number of counterpart personnel in MOI - Local cost necessary for counterpart in the project activities - Office space for the Project and facilities Japanese side: - Japanese experts for required sectors - Local cost expenditure for the project activities - Training of counterpart personnel in Japan - Provision of equipment necessary for the project activities

[Strengthening of SMIs] 2-1 Conduct regular meetings of Local Working Group in each target region 2-2 Analyze issue and needs of value chain and industrial linkage in target SMIs in each target region (considering the target SMI’s type such as local resource-based industry and supporting industry). 2-3 Identify the goals, tasks, and activities for the development of the target SMIs based on the result of the analysis done above. 2-4 Implement the identified activities by using improved service delivery mechanism. 2-5 Analyze and evaluate the result of activities for development of target SMIs by Local Working Groups in each region. [Establishing a model for SMI development] 3-1 Analyze and evaluate the experience which is acquired through Activities under Outputs 1 and 2 in each region. 3-2 Identify contents and factors to constitute the model, which is adaptable to other regions. 3-3 Develop the guideline as reference materials for other regions to replicate and implement the model. 3-4 Organize workshop to socialize the model for other stakeholders. 3-5 Facilitate the necessary budgetary arrangement as well as formulate program to respond to the possible requests from other provincial governments out of target areas. Note) SMI: Small and Medium Industry, MOI: Ministry of Industry, DG: Directorate General

PRECONDITIONS Provincial and District/ City governments in model regions accept the Project.

Project Monitoring Sheet I (Revision of Project Design Matrix: PDM) Name of the Project: Project on Small and Medium Industry (SMI) Development Based on Improved Service Delivery Target Area: Central Java, Eastern Java, Central Sulawesi, North Sumatra and West Kalimantan

NARRATIVE SUMMARY

OVERALL GOAL SMIs in the target regions will increase the production and competitiveness and the established model for SMI development based on the efficient service delivery platform (“the model) will be also practiced in other regions.

PROJECT PURPOSE (REVISED) Preparation for expansion of the model for SMI development based on the efficient service delivery platform is arranged in MOI.

OUTPUTS (REVISED) 1. Platform for efficient service delivery is prepared as a base of SMI development in each target region.

2. Competitiveness of target SMIs in each target region is strengthened with efficient service delivery.

Duration: From 2013 for three (3) years Target Group: SMIs in target regions and government officers who support those SMIs

Date: End April 2016 PDM ver. 01

OBJECTIVELY VERIFIABLE INDICATORS

MEANS OF VERIFICATIONS

IMPORTANT ASSUMPTIONS

ACHIEVEMENT

1. Turnover and market channel of SMIs in target regions are increased.

Statistical data of Province, District/ City and KADIN(DA)

Local governments which adapt the model continue to support SMIs in those regions.

2. Number of regions which opt the established model and improve SMI development service are increased.

Data of MOI

1. Official adoption of developed guideline for SMI development by MOI.

Official document statement of MOI

and

2. Budgetary and organizational arrangement of MOI to expand the established model to other regions.

Official document statement of MOI

and

3. Number of success case (SMIs/ producers which realize the goal set in the Local Industry Action Plan)

Project documents

1-1 Local Working Groups are formulated in target regions/industries and capable facilitators are assigned for preparing Local Industry Action Plan and facilitating its implementation.

Project documents

1-2 The web-based directory of services for SMIs, which can be updated periodically by DG-SMI, is developed for the use of staff of DG-SMI and Dinas.

Project documents and directory database (at web)

2-1 Number of the LWG meeting held.

Project documents

2-2 Number of support activity/ service facilitated among the proposed supports/ services in the Local Industry Action Plan.

Ditto.

183 support activities/ services have been facilitated by LWGs (see the details for each target industry in the Annex-8). A majority of the proposed supports in the LIAP has been already conducted for the phase I industries, while the LIAPs for the phase II industries have been commenced in Mar. 2015 with some key support activities. The Indonesian parties have largely financed most of the proposed support activities.

2-3 Number of SMI/ producers which have been receiving/ utilizing the support activity/ service facilitated.

Ditto.

Almost 40 SMIs (of ship-parts industry), 28 producers (micro-sized business of cacao processing/ rattan furniture), and 80 producers (individual craftsperson of ulos fashion) received/ utilized support activity/ service at least once. However, target SMIs/ producers in focus, which were involved in the LIAP are limited to 12 SMIs, 21 producers, 20 producers respectively. In the

REMARKS

To be reviewed after the Project completion.

Ditto.

Government policy for promotion of SMIs is not changed.

A model of SMIDeP and the guideline for the facilitation of local industry development was adopted by DG-SMI and announced through its official letter for the extension to other regional gov. (those interested in following the model/ guideline). The guideline as a referential document (on a voluntary basis) for the regional gov. officers was also acknowledged by Director General for SMI with her signature for the initial distribution through the national coordination meeting to all the provincial Dinas Industry & Trade. Firstly, DG-SMI is finalizing the list of candidate committed to the extension stage, and selection method to identify the regional governments/ industries to be focused, while taking into account its capacity of staffing and budgeting. Secondly, Director General for SMI has instructed to prepare the team in DG-SMI as a focal point for the model extension. Thirdly, Director General for SMI has been asking the Secretariat to prepare the budget FY2017 for the extension stage of facilitation model, including travel/ meeting expenses for the purpose of guidance/ monitoring against several regional governments to be focused, and consider a possibility of certain volume of fund to finance likely support activities to be proposed by regional governments during the facilitation process. The following number of SMIs/ producers has attained the challenge actions (main goals): 20 producers for Ulos fashion industry, 4 SMIs for Ship-part industry, 16 producers for Cacao processing industry and none for Rattan furniture industry.

Economic conditions of target industries are not deteriorated.

LWG was formulated for each of the 6 target industries in 5 regions (of phase I and II) through the issuance of SK by the head of regional governments, with having Dinas Industry & Trade in each region lead LWG, and involving the concerned stakeholders, and appointing facilitators, for preparing the LIAP and facilitating its implementation. A support institution directory was prepared and uploaded in May 2015 (at the old website of the DG-SMI) and Dec. 2015 (at the new website), covering the profile data of the support institutions (72) both in target regions (5 provinces)/ at central level, so that the directory becomes available to the staffs of DG-SMI/ regional governments.

SMIs continue their economic activity in target regions.

DG-SMI was able to list 14 provincial Dinas, which are interested in participating in the extension stage of the facilitation model based on the guideline. 5 provincial Dinas have replied to DG-SMI with the confirmation letter of commitment. Aside from the facilitation model based on the technical guideline, which shall be extendable in common regardless region/ sector, two support models (as a support package) extendable both to ship-component and cacao processing industries in other regions have been acknowledged by the MoI (in the form of MoU among the stakeholders in case of ship-parts and the official statement of the Minister in case of cacao processing industry). Concerning the phase II target industries, achievement of the main goal is not reviewed, since the LWGs recognize that the LIAP implementation has been only half-way facilitated.

66 LWG meetings were held by LWG both for the target industries of phase I and II in order to perform the assigned tasks (industry diagnosis, planning of the LIAP, facilitation/ monitoring of the LIAP implementation) or occasionally when special topics arise.

Secretariat of DG-SMI is advised to then discuss internally concerning the working rule for the continued updating/ expansion of the directory after completing the restructuring of DG-SMI in Apr. 2016. Although the meetings were mostly facilitated by the Expert Team in case of LWGs for ship-parts and ulos fashion, other LWGs held meetings voluntarily. Support activities proposed/ assumed for the institutions out of ‘industry/ trade office line’, have not been facilitated as expected. Some of them officially belong to LWG, however, their commitment to support provision was deemed weak.

phase II industries, the number of SMIs receiving/ utilizing support activity/ service (at least once) has so far amounted to 21 (of aloe processing) and 30 (of footwear). They are also target SMIs in focus, which have been involved in the LIAP.

3. The model for SMI development is established based upon experience and lessons obtained through activities performed under Outputs 1 and 2 to be applicable to other regions.

2-4 Satisfaction (by most target SMIs) Project documents and result with the support activity/ service of questionnaire facilitated. 2-5 Results (positive change) of the Ditto. actions taken by the target SMIs/producers on the relevant aspects including the following; - Prototype preparation or production of the new/ improved product, and product diversification, - Improvement in comments from users/ consumers, - Strengthening linkages among SMIs/ external stakeholders, - Expansion/diversification of the market and sales channel, and development of new market/ buyer, - Management performance (sales, employees), and, - Other relevant achievements (on institutional, entrepreneurial, financial assess, and other aspects)

See the details for each target industry in the Annex-8.

3-1 The guideline as reference materials for the newly established model to develop SMIs in the country is materialized. 3-2 Socialization workshop is organized by MOI.

The technical guideline is materialized after the work model through a series of discussion with the guideline team in DG-SMI. The guideline (with a quick reference version) was prepared as a referential document on a voluntary basis mainly for the officers of regional governments. The regional seminars were organized by DG-SMI in each target region of the phase I, where the Expert Team and a representative of each LWG shared the SMIDeP approach, experiences/ achievements, and good practices/ lessons learnt. Two (2) times of opportunity for national seminar were arranged by DG-SMI by using its national coordination meeting, which invited all the provincial Dinas Industry & Trade. Through these occasions, DG-SMI together with the Expert Team was able to explain SMIDeP facilitation model and advantage of following the model after the guideline by citing success cases of SMIDeP.

ACTIVITIES [Preparation of efficient service delivery platform] 1-1 Set up the project implementation unit organized by DG of SMI in MOI for overall management of the Project. 1-2 In each target region, formulate Local Working Group to coordinate the activities for SMI development for overall management of the Project. 1-3 Review and map the currently available institutions and services for SMI development by various entities and service providers in each target region. 1-4 Establish the system to ensure efficient service delivery for SMIs. 1-5 Assign and train staff in charge at the local government who facilitate services by local and central governmental institutions and private service providers for SMIs (Special attention shall be paid for the SHINDAN-SHIs). 1-6 Develop a Service Directory (paper based and web based) to introduce SMI support services by government and private institutions. 1-7 Facilitate and support activities of Local Working Group in each target region. 1-8 Monitor situation of service delivery in each target region. [Strengthening of SMIs] 2-1 Conduct regular meetings of Local Working Group in each target region 2-2 Analyze issue and needs of value chain and industrial linkage in target SMIs in each target region (considering the target SMI’s type such as local resource-based industry and supporting industry). 2-3 Identify the goals, tasks, and activities for the development of the target SMIs based on the result of the analysis done above. 2-4 Implement the identified activities by using improved service delivery mechanism. 2-5 Analyze/ evaluate the result of activities for development of target SMIs by Local Working Groups in each region. [Establishing a model for SMI development] 3-1 Analyze and evaluate the experience which is acquired through Activities under Outputs 1 and 2 in each region. 3-2 Identify contents and factors to constitute the model, which is adaptable to other regions. 3-3 Develop the guideline as reference materials for other regions to replicate and implement the model. 3-4 Organize workshop to socialize the model for other stakeholders. 3-5 Facilitate the necessary budgetary arrangement as well as formulate program to respond to the possible requests from other provincial governments out of target areas. Note) SMI: Small and Medium Industry, MOI: Ministry of Industry, DG: Directorate General

Project documents guideline

and

Strategic Plan of DG of SMI in MOI is sustained.

Project documents

INPUTS Indonesian side: - Appropriate number of counterpart personnel in MOI - Local cost necessary for counterpart in the project activities Office space for the Project and facilities

PRECONDITIONS Provincial and District/ City governments in model regions accept the Project.

Japanese side: - Japanese experts for required sectors - Local cost expenditure for the project activities - Training of counterpart personnel in Japan - Provision of equipment necessary for the project activities



See the details for each target industry in the Annex-8.

The seminar for ship-parts industry confirmed the consensus to extend the similar facilitation under the newly formulated program for acceleration of component certification. The seminar for cacao processing industry reached the consensus between the two DGs to applying the support model experienced in Central Sulawesi to other regions.

Annex-3: Revised Plan of Operation (plan and actual)

PM Form3-3　Monitoring Sheet

Project Monitoring Sheet II (Revision of Plan of Operation)

Version 2 Dated April 2016 Monitoring

Project Title: Project on Small and Medium Industry Development Based on Improved Service Delivery in Indonesia

Inputs

2013

Plan Actual

Ⅰ

Ⅱ

2014

Ⅲ

Ⅳ

Ⅰ

Ⅱ

Ⅲ

2015 Ⅳ

Ⅰ

Ⅱ

Ⅲ

2016 Ⅳ

Ⅰ

Ⅱ

Remarks

Issue

Solution

Expert Plan Actual Keisuke Sugiyama (Deputy Chief Advisor/ Region I (Local Plan Industry Development)) Actual Plan Takuya Okada (SMI Development (2)/ Region II (Supporting Industry Development) (1)) Actual Plan Hiromichi Hara (Region II (Supporting Industry Development) (2)/ SMI Service Delivery (2)) Actual Plan Yoko Tanaka (Region III (Local Industry Development)) Actual Plan Ahmad Subagyo (Financial Access) Actual Plan Yoichi Yamazaki (SMI Service Delivery (1)) Actual Plan Izumi Ogawa (Project Coordinator/ SMI Development Assistant) Actual Taro Tsubogo (Chief Advisor/ SMI Development (1))

None

N/A

None

N/A

None

N/A

None

N/A

None

N/A

None

N/A

None

N/A

None

N/A

None

N/A

None

N/A

None

N/A

None

N/A

Equipment Computer Photocopier Laser printer

Plan Actual Plan Actual Plan Actual

Training in Japan Counterpart Training on SMI Support Policy and Measures

Activities Sub-Activities

12 participants completed the training while 2 MoI officials participated as observers.

Plan Actual

2013

Plan Actual

Ⅰ

Ⅱ

2014

Ⅲ

Ⅳ

Ⅰ

Ⅱ

Ⅲ

2015 Ⅳ

Ⅰ

Ⅱ

Ⅲ

2016 Ⅳ

Ⅰ

Ⅱ

Responsible Organization

GoI

Achievements

JICA

Issue & Countermeasures

Output 1: Preparation of platform for efficient service delivery for SMI development 1.1

Set up PIU by DG-SMI in MoI for overall management of the Project In each target region, formulate LWG to coordinate the

Review and map the currently available institutions and

1.4

Establish the system to ensure efficient service delivery for SMIs Assign and train staff in charge at the local government

Develop a Service Directory (paper based and web based)

Already formulated each of 6 target industries in 5 regions, having Dinas Industry & Trade in each region lead LWG, appointing facilitators and involving the concerned support institutions.

N/A

GoI/ JICA

Already reviewed and profiled the service providers/ support institutions in the target regions of both Phase I and II together with those at central level.

N/A

GoI/ JICA

Formulated the system for efficient service delivery (platform for local N/A industry development) for the target industries of both Phase I and II.

GoI/ JICA

Already assigned the staffs in charge including facilitators, and trained C\Ps at the working level through facilitation training for both Phase I and II.

N/A

GoI/ JICA

Uploaded at the new website of the DG-SMI in Nov. 2015, accommodating the profile data of support institutions in every target region (5 province) and central level.

N/A

GoI/ JICA

Among the Region Teams, that for Samosir has been deemed more active in assisting LWG to facilitate the better support activities N/A through providing the guidance/advice and attending LWG meetings.

GoI/ JICA

Region Teams of PIU periodically monitor the situation of support delivery (progress of Local Industry Action Plan) by LWGs through the JCC/ joint-meeting with LWG in order to figure out achivement and issues of facilitation of LWGs.

GoI/ JICA

Has been held once in 2 months for performing the assigned tasks (industry diagnosis, planning of the LIAP, facilitation/ monitoring of the N/A LIAP implementation) or occasionally when special topics arise.

GoI/ JICA

Already conducted thru field visit/ LWG meeting both for the Phase I and II industries, bringing the idea of what actions/ supports to be proposed at the next step of the Local Industry Action Plan (LIAP).

GoI/ JICA

Already prepared the LIAP both for the Phase I and II industries, consisting of challenge action, target SMIs and support activities N/A proposed by LWG, and revised according to the progress/ necessity (for the Phase I industries).

GoI/ JICA

A majority of the proposed supports/ services in the LIAP has been already conducted for the Phase I industries, and LWGs for the N/A Phase II industries have been also facilitating the support activities since March 2015. LWGs for cacao/ ship-parts have been ideally and effectively utilizing the platform, in terms of the achievements.

GoI/ JICA

The evaluation meetings for the Phase I industries were conducted, reviewing the achivements and results of the questionnaire interview survey to the target SMIs conducted by each LWG beforehand.

Plan Actual Plan Actual Plan Actual Plan

1.6 to introduce SMI support services by government and

private institutions

GoI/ JICA

Plan

1.5 who facilitate services by local/ central governmental

institutions and private service providers for SMIs

N/A

Actual

1.3 services for SMI development by various entities and

service providers in each target region

Already established PIU with a decision letter (SK) of DG-SMI, comprising of the teams of advisor, coordination, region (for field support), support directory and capacity building. Revised SK to i) add the region team members, and ii) newly establish the guideline team.

Actual

1.2 activities for SMI development for overall management of

the Project

GoI/ JICA

Plan

Actual Plan

1.7 Facilitate and support LWG activities in each target region

Actual Plan 1.8 Monitor situation of service delivery in each target region

Actual

N/A

Output 2: Strengthening of competitiveness of target SMIs with efficient service delivery Plan 2.1 Conduct regular LWG meetings in each target region

Actual

2.2

Analyze issue and needs of value chain and industrial linkage in target SMIs in each target region Identify the goals, tasks, and activities for the development

Plan Actual Plan

2.3 of the target SMIs based on the result of the analysis done

above

2.4

Implement the identified activities by using improved service delivery mechanism

Actual Plan Actual

2.5

Analyze and evaluate the result of activities for development of target SMIs by LWG in each region

Plan Actual

N/A

N/A

Output 3: Establishment of model for SMI development based on experience/ lessons learned through activities under Outputs 3.1

3.2

3.3

3.4

Analyze and evaluate the experience which is acquired through Activities under Outputs 1 and 2 in each region Identify contents and factors to constitute the model, which is adaptable to other regions Develop the guideline as reference materials for other regions to replicate and implement the model Organize workshop to socialize the model for other stakeholders

Plan GoI/ JICA

Actual Plan GoI/ JICA

Actual Plan GoI/ JICA

Actual Plan GoI/ JICA

Actual Plan

Facilitate the necessary budgetary arrangement as well as 3.5 formulate program to respond to the possible requests from other provincial governments out of target areas

Duration / Phasing Monitoring Plan

GoI/ JICA

Actual

The guideline team and the Expert Team reviewed the efficacy/ practicability of SMIDeP approach thru the questionnaire to LWGs, and analysed the answers to the questionnaire in order to provide the inputs for design of work model/ technical guideline. The Expert Team and the guideline team both discussed that the composing elements of the work model include i) implementation setup, ii) steps/ method for local industry facilitation, and iii) support resources information. The guideline was firstly drafted by the Expert Team in Sep. 2015. This was then reviewed among the guideline team, and revised upon their comments, in parallel to the intermittent discussion on the position/ usage of the guideline with the guideline team. Seminars for dissemination of local industry facilitation by SMIDeP approach were conducted both at reginal level (the target 3 provinces for the Phase I) and national level with the participants from all provincial Dinas industry & Trade.

N/A

N/A

N/A

N/A

DG-SMI has issued a letter to officialise the announcement at the national meeting at Bengkulu concerning the extension of a facilitation model of the SMIDeP based on the guidelline to other regions, with the terms/ conditions to be met by the regional governments willing to N/A participate in the extension stage. The Expert Team has then assisted DG-SMI in conducting a consultative session to those regional gov. which responded to the letter, using an occasion of the national meeting in Mar. 2016.

Plan Actual

2013

Plan Actual

Ⅰ

Ⅱ

2014

Ⅲ

Ⅳ

Ⅰ

Ⅱ

Ⅲ

2015 Ⅳ

Ⅰ

Ⅱ

Ⅲ

2016 Ⅳ

Ⅰ

Ⅱ

Remarks

Issue

Solution

Monitoring Joint Coordination Committee/ PIU-LWG Joint Meeting Set-up the Detailed Plan of Operation Submission of Monitoring Sheet Monitoring Mission from Japan Joint Monitoring Post Monitoring

Plan Actual Plan Actual Plan Actual Plan Actual Plan Actual Plan Actual

PIU-LWG Joint Meeting is added to reinforce progress sharing between central and regional gov.

Plan Actual Plan Actual Plan Actual

None

N/A

None

N/A

None

N/A

Has been done in the mid of January None 2015.

N/A

None

N/A

None

N/A

Ver.4 has been cancelled at the time None of the contract for Phase II.

N/A

Monitoring Sheets are to be prepared None as Progress Report.

N/A

None

N/A

None

N/A

None

N/A

Introduced the monitoring system since the mission below, thus submitting the periodic monitoring sheet.

To be scheduled.

Reports/Documents Work Plan Progress Report/ Monitoring Sheet Project Completion Report

Public Relations Website (JICA technical cooperation project website) Newsletter

Plan Actual Plan Actual : Initial plan

: Actual implementation

: Plan for the future

Annex-4: Memorandum of equipment handover

Annex-5: Itinerary of comparative study to Japan and list of participants

Annex/ Lampiran-5 Course Name

:

Counterpart Training for the Project on Small and Medium Industry Development Based on Improved Service Delivery in Indonesia

Participants

:

14 persons (Indonesian nationals only)

Country

:

Indonesia

Training Period

:

Sunday, 12 January 2014 – Friday, 24 January 2014

Training Itinerary Date 12 Jan. (Sun) 13 Jan. (Mon: holiday) 14 Jan. (Tue)

15 Jan. (Wed)

Activities Late night: Departure from Jakarta International Airport Morning: Arrival at Narita, and moving to hotel in Tokyo 9:00-12:00: TIC Lunch 14:00-15:00: Private Sector Development Div. 1, Industrial Dev. and Public Policy Dept., JICA Evening: Moving from Haneda Airport to Matsuyama Airport 10:00-10:30: International Affairs Div., Economic and Labor Dept., Ehime Prefectural Govt. 10:30-12:00: Industrial Policy Div., Economic and Labor Dept. Lunch (in the office or nearby) 13:00-15:00: Management Support Div./ Industry Creation Div., Economic and Labor Dept.

15:30-17:00: Marketing Bureau/ Tourism and Local Products Div., Economic and Labor Dept. 16 Jan. (Thu)

9:00-11:00: Ehime Industrial Promotion Foundation

Lunch (at the Techno Plaza Ehime) 12:30-14:30: Ehime Institute of Industrial Technology (Food Industry Technology Center)

17 Jan. (Fri)

17:00~: Ehime University 09:00-10:00: Imabari Local Industrial Promotion Center 10:20-12:00: Shikoku Towel Industry Association and a facility tour of the

Purposes JL726

Place of stay On the plane

Check-in at Hotel Sunroute Plaza Shinjuku

Sunroute Plaza Shinjuku Tokyo

- Briefing by JICA briefing staff

Tokyu-Inn Matsuyama

- Courtesy call and a report on the project activities

JL1469: 17:30-18:55 Check in at Hotel Tokyu-Inn Matsuyama - Courtesy call

- To learn about prefectural policies on economic/ industrial development, especially important programs on support to local industries/ SMIs, and a one-stop support system (a support desk and a supporter system) - To learn about support activities for the existing local industries/ SMIs (on product development, market development, and finance) including the followings, support for the creation of new industries, and cooperation with the central government for these support activities * Program for enhancing utilization of local resources, fund support for agriculture-commerce-industry collaboration. - Learn about basic policy for local specialty product promotion and programs, including branding, promotion facility development, and making supporter system, and their implementation - To learn about overview of the foundation’s activities, support activities including the followings and their success cases * Ehime Regional Business Creation Fund/ SME Challenge Fund (a subsidy scheme to create new business and explore new markets) and business matching service - To learn about overview of the institute’s activities (especially the Food Technology Center), facilities and equipment, contents of R&D support including the followings, and development and dissemination of general-purpose technology * R&D support through industry-academia-government collaboration, technical consultation, seeds/ needs matching service - Reception party with Indonesian students - To learn about overview of the center’s activities, support activities to local industries (ship parts and towels/ textiles), and its outcomes and issues - To learn about overview of the association’s activities, background of the establishment, contents of joint activities,

Ditto

Ditto

Imabari International Hotel Imabari

Annex/ Lampiran-5 Texport Imabari Lunch (nearby) 13:00-14:00: Visit to an association member company 15:00-16:00: Onishi Shipbuilding-related Industry Cooperative

18 Jan. (Sat)

16:30-17:00: Visit to the cooperative member company (one or two) 09:30-12:30: Uchiko Fresh Park KaRaRi (Direct promotion facility of agricultural processed products) 14:00-15:30: Iyo Textile (Pattern Folk) Craft Museum

19 Jan. (Sun) 20 Jan. (Mon)

21 Jan. (Tue) 22 Jan. (Wed)

23 Jan. (Thu)

24 Jan. (Fri)

Afternoon: Moving from Matsuyama to Haneda Airport Holiday Morning: Self-study 13:30-15:30: Organization for Small and Medium Enterprises and Regional Innovation (SMRJ)

10:00-16:00: Hitonomori Co. Ltd. at KRI International Corp. 10:00-12:00: Antenna shop of Ehime, Setouchi-Shunsaikan

13:30-14:30: KITTE, Marunouchi, Tokyo Station 15:30-: KRI International Corp. 10:00-11:00 Training evaluation (at JICA) 14:00-15:30 Embassy of Indonesia in Tokyo Morning: Moving from Shinjuku to Narita Airport Arrival at Jakarta International Airport

efforts for branding, coordination with the government support, etc. - To visit and interview SMI of towel manufacturer - To learn about overview of the cooperative’s activities, background of the establishment, contents of joint activities, efforts for market development, coordination with the government support, etc. - To visit and interview SMI of ship components - To learn about the direct promotion facility of agricultural processed products, its management system, and efforts of product development and quality improvement through market/ customer tests at the shop - To learn about measures to promote traditional textile crafts (artifacts) and cases of product development utilizing traditional textile JL1472: 17:05-18:35 Re-check in at Hotel Sunroute Plaza Shinjuku

Sunroute Plaza Shinjuku Tokyo

Ditto - To review learning and check its outcomes - To learn about overview of national programs and support measures on local economic and industrial development, including program for enhancing utilization of local resources, fund support for agriculture-commerce-industry collaboration, overview and outcomes of support for market development and fund schemes (SME Challenge Fund, etc.), and cooperation with local governments, etc. - To learn about product and regional branding strategy and cases study of regional branding in Japan - To visit an antenna shop and learn about its management system, cooperation with the local government and product suppliers, selection of products to be displayed, and outcomes - To visit a facility for promotion of local specialty products and learn about its facility layout - To discuss and share the results of training

Ditto

- To present the training results and feedbacks to the project activity - To report the training results

Ditto

JL725

Return to Indonesia

Ditto Ditto

Annex/ Lampiran-5

List of Participants for the Comparative Study to Japan No.

Classification

Name

Position

1

Bayu Fajar Nugroho

Head of Cooperation Sub-division, Legal & Cooperation Division, Secretariat General of DG-SMI

2

Lismaniar Siagian

Head of Sub-directorate of Metal, Transportation Equipment, Creative & Tele-communication Industries, Directorate for SMI Region I of DG-SMI

3

Satrio Pratomo

Staff, Textile Industry Section, Sub-directorate of Craft & Textile Industries, Directorate for SMI Region I of DG-SMI

Eripson Mangasi H. Sinaga

Head of Metal Industry Section, Sub-directorate of Metal, Transportation Equipment, Creative & Tele-communication Industries, Directorate SMI Region II of DG-SMI

4

Central Government The Ministry of Industry

5

Staff, Metal Industry Section, Sub-directorate of Metal, Manosetta Satria Srigama Transportation Equipment, Creative & Tele-communication Industries, Directorate SMI Region II of DG-SMI

6

Dwi Yogo Pamudji

Head of Chemical & Building Material Industries, Sub-directorate of Food, Chemical, & Building Material Industries, Directorate SMI Region III of DG-SMI

7

Flori Indrasanti

Staff, Evaluation & Reporting Section, Sub-directorate of Program, Evaluation & Reporting, Directorate SMI Region III of DG-SMI

Sumitro M. Simbolon

Head of Industry Division, Dinas Cooperative, Industry & Trade of Samosir Regency

Abdul Honi

Head of Dinas Industry & Trade of Tegal Regency

Amin Thoyib Mustofa

Functional staff, Dinas Industry & Trade of Tegal Regency

Bambang Andry Mustanto

Head of Agro, Fishery and Chemical Industries Section, Industry Division, Dinas Cooperatives, SMEs, Industry & Trade of Central Sulawesi Province

Evyana Marwati Bangkel

Head of Forestry, Building Material and Craft Industry Section, Industry Division, Dinas Cooperatives, SMEs, Industry & Trade of Central Sulawesi Province

8

9 10

11

12

Local Working Group Region-I Local Working Group Region-II Local Working Group Region-III

Observers (self-financed participants) 13 14

Central Government The Ministry of Industry

Busharmaidi

Secretary to DG-SMI

Dodi Widodo

Head of Program, Evaluation & Reporting Division, Secretariat of DG-SMI

Annex-6: List of C/Ps involved in the Project Implementation Unit (PIU) and Local Working Groups (LWGs)

Annex-6 The List of C/Ps involved in the PIU and LWGs Project Implementation Unit (PIU) Members of Supervising Team Position Advisor Head Member

Name Euis Saedah Busharmaidi Reisend Emil Panjaitan Roy Sianipar Endang Suwartini Riris Marhadi Mujiyono

Institution Director General for SMI Secretary for DG-SMI Director of SMI Region I Director of SMI Region II Director of SMI Region III Secretary for Directorate General of International Industry Cooperation (DG-IIC) Head of Industry Training Institute (Pusdiklat)

Members of Coordination Team Position Lead Member

Name Janu Suryanto Kastoro Bayu Fajar Nugroho Eko Agus Nugroho Indra Akbar Dilana

Institution Head of Legal & Cooperation Division, Secretariat of DG-SMI Head of Foreign Aid Division, Secretariat of DG-IIC Head of Cooperation Section, Secretariat of DG-SMI Head of Technical Assistance Administration Section, Secretariat of DG-IIC Staff of Secretariat of DG-SMI

Members of Region I Team Position Lead Member

Name Lismaniar Siagian Nurhayanti Gobel Kris Sasono Ngudi Wibowo Multizamiati Nizam Bhakti Widyasari Ikaningtyas

Satrio Pratomo

Institution Sub-director of Craft and Textile Industry, Directorate of SMI Region I Sub-director of Food, Chemical and Building Material Industry, Directorate of SMI Region I Head of Program Section, Directorate of SMI Region I Head of Textile Industry Section, Directorate of SMI Region I Head of Food Industry Section, Directorate of SMI Region I Staff of Craft Industry Section, Directorate of SMI Region I

Members of Region II Team Position

Name

Lead

Darmanto

Member

Ismodian Asrin Naholo Budi Hartono Eripson Mangasi H. Sinaga

Ciska Farida Ariany Manosetta Satri Srigama

Institution Sub-director of Metal Product, Transportation, Creative and Telematics Industry, Directorate of SMI Region II Sub-director of Craft and Textile Industry, Directorate of SMI Region II Sub-director of Offshore Structure and Components Industry, Directorate of Maritime, Aerospace and Defence Equipment Industry Head of Program Section, Directorate of SMI Region II Head of Metal Product and Transportation Industry Section, Directorate of SMI Region II Section of Textile Industry, Directorate of SMI Region II Staff of Metal Product and Transportation Industry Section, Directorate of SMI Region II

Members of Region III Team Position Lead Member

Name Musnidar Edi Suhendera Sunandar Dwiyogo Pamudji Sukma Paramita Dewi

Institution Sub-director of Food Industry, Directorate of SMI Region III Head of Program Section, Directorate of SMI Region III Head of Food Industry Section, Directorate of SMI Region III Head of Chemical and Building Material Industry, Directorate of SMI Region III Staff of Food Industry Section, Directorate of SMI Region III

Members of Service Directory Team Position Lead Member

Name Dody Widodo Tri Harsono Parentina Meinawaty

Institution Head of Program, Evaluation & Report Division, Secretariat of DG-SMI Head of Data and Information Section, Secretariat of DG-SMI Staff of Data and Information

Annex-6 Members of Technical Guideline Team Position Lead Member

Name Janu Suryanto Bayu Fajar Nugroho Eripson Mangasi H. Sinaga

Heru Kustanto Sri Yunianti Indra Akbar Dilana Angga Walesa Yudha Satrio Pratomo Manosetta Satri Srigama

Sukma Paramita Dewi Siti Nurkomariah

Institution Head of Legal & Cooperation Division, Secretariat of DG-SMI Head of Cooperation Section, Secretariat of DG-SMI Head of Metal Product and Transportation Industry Section, Directorate of SMI Region II Head of Program, Evaluation and Reporting, Secretariat of Directorate General of Regional Development Sub-director of Regency/City Core Competence Industry, Directorate of Industrial Facilitation Development Region II Staff of Secretariat of DG-SMI Staff of Secretariat of DG-SMI Staff of Craft Industry Section, Directorate of SMI Region I Staff of Metal Product and Transportation Industry Section, Directorate of SMI Region II Staff of Food Industry Section, Directorate of SMI Region III Staff of Chemical and Building Material Industry Section, Directorate of SMI Region III

Members of Capacity Building Team Position Lead Member

Name Mayerfin Setia Diarta Ni Wayan Yuni Widayanti

Institution Head of Training Standard Sub-division, Pusdiklat Head of Vocational Training Sub-division, Pusdiklat Head of Extension Officer Section, Pusdiklat

Local Working Groups (LWGs) Members of LWG for Ulos fashion industry in Samosir Regency: Position Chair Deputy-chair Secretary Member

(Facilitator)

Name Hotraja Sitanggang Ombang Siboro Sumitro Mardi Simbolon

Yani Pane Marudut Tua Sitinjak R Arthe M Simbolon Herdon Simbolon Grecy M. Simbolon Mangasi Situmorang Rolika Manik Tigor Siahaan Sihol Simbolon Lince Nainggolan

Institution The head of Diskoperindag Samosir The head of Dinas Tourism, Art & Culture (Disparsenibut), Samosir The head of Industry Division, Diskoperindag Samosir The head of Industry Division, Disperindag North Sumatra Regional Development Planning Board (Bappeda), Samosir Regional Handicraft Council (Dekranasda), Samosir Hotel and Restaurant Industry Association (PHRI), Samosir Field extension officer, Diskoperindag Samosir CU (Credit Union) Dame Samosir Ulos producer group Lauputi Vocational School, Toba Samosir Bank of North Sumatra NGO Consultant

Members of LWG for metalwork (ship-parts) industry in Tegal Regency: Position Chair Secretary Deputy-secretary Member

(Facilitator)

Name Abdul Honi Arifin, SE Edy Suharno, ST Mukti Sarjono Abdullah AN Sutardi Munadi, S. Sos Amin Totib, ST Syaeful Bahri, ST

Institution Head of Disperindag Tegal Head of Industry Division, Disperindag Tegal Head of Metalwork & Machinery Section, Industry Div., Disperindag Tegal Head of Industry Div., Disperindag Central Java Member of Kadinda Head of Tegal Branch, BI Bappeda Tegal Staff, UPL, Disperindag Tegal SMI Diagnosis Consultant, Disperindag Tegal

Members of LWG for cacao processing industry in Central Sulawesi Province Position Chair

Name Bambang Musthofa

Secretary/facilitator

Yiska Elvis L

Institution Head, Agricultural, Marine & Chemical Product Industry Section, Industry Division, Diskumperindag Central Sulawesi SMI Diagnosis Consultant, Diskumperindag Central Sulawesi

Annex-6 Member

Muslimin Yuslam Toni Sawolino Toni Mangitung

Tadulako University Head of Small Industry Division, Disperindagkop Palu Head, Estate Dev. Division, Dinas Agriculture Central Sulawesi Indonesian Cacao Traders’ Association (ASKINDO)

Members of LWG for rattan furniture industry in Central Sulawesi Province Position Chair

Name Evyana Marwati B

Secretary/facilitator

Syarifudin Jeremia Tapusa Alfred Lamandasa Mahmud Laga Suaza Arsal

Member

Institution Head of Forestry Product & Handicraft Industry Section, Industry Division, Diskumperindag Central Sulawesi SMI Diagnosis Consultant, Disperindagkop Palu Head of Industry Division, Disperindagkop Palu Field Extension Officer, Diskumperindag Central Sulawesi Center for Utilization Monitoring of Forest Product Region XIV ASMINDO

Members of LWG for aloevera processing industry in Pontianak City: Position Chair Deputy-chair Secretary

Name Specified job position Ditto Ditto

Member

Ditto Ditto Ditto Ditto Ditto Ditto Ditto Ditto Ditto Ditto

(Facilitator)

Erni Sulissiawati Sumarna Parningotan

Institution Head of Disperindag West Kalimantan Secretary of Disperindag West Kalimantan Head of Chemical, Agro & Forestry Product Industries Division, Disperindag West Kalimantan Head of Agricultural Product Processing & Marketing Division, Dinas Food Crop Agriculture & Horticulture West Kalimantan Head of Empowerment of MSMEs & Cooperatives Division, Dinas MSEMs & Cooperatives West Kalimantan Head of Training Unit-SMI, Disperindag West Kalimantan Head of Industry Division, Dinas Industry, Trade, SMEs & Cooperatives Pontianak Head of Agriculture & Forestry Division, Dinas Agriculture, Fishery & Forestry Pontianak Head of Technical Service Development Section, Baristand Pontianak Head of Development, Monitoring, Prevention of Industrial Pollution Section, Dinas Industry, Trade, SMEs & Cooperatives Pontianak Head of Production Development Section, Chemical, Agro & Forestry Product Industries Division, Disperindag West Kalimantan Head of Industrial Facility Section, Chemical, Agro & Forestry Product Industries Division, Disperindag West Kalimantan Head of Business Development Section, Chemical, Agro & Forestry Product Industries Division, Disperindag West Kalimantan Head of Admin. Section, Training Unit-SMI, Disperindag West Kalimantan Functional Staff, Disperindag West Kalimantan Functional Staff, Disperindag West Kalimantan

Members of LWG for footwear industry in Mojokerto City Position Chair Secretary Member

(Facilitator) (Facilitator)

Observer

Name Specified job position Ditto Ditto Ditto Ditto Ditto Ditto Ditto Ditto Ditto Ditto Ditto Ditto (3 persons) Ali Mashud David S. Kodrat

Institution Secretary to Diskoperindag Mojokerto Head of Industry Div., Diskoperindag Mojokerto Head of Disperindag East Jawa Head of Indonesian Footwear Industry Development Center, MoI Head of City Development Planning Board Mojokerto Head of Dinas Labor & Transmigration Mojokerto Head of Economic Affairs Division, Mayor’s Office Mojokerto Head of Development Affairs Division, Mayor’s Office Mojokerto Head of Prajuitkulon District, Mojokerto Head of Industrial Technology Dev. Section, Diskoperindag Mojokerto Head of Business Dev. Section, Diskoperindag Mojokerto Head of Business Development Section, Chemical, Agro & Forestry Product Industries Division, Disperindag West Kalimantan Head of 3 Sub-districts, Prajuitkulon District, Mojokerto Secretary to Indonesian Footwear Association (APRISINDO) East Java Faculty of Economics, Ciputra University Surabaya

Annex-7: The Local Industry Action Plan (LIAP) and the initial target SMIs * List of the target SMIs in detail (including contact information) was provided to JICA

RENCANA AKSI untuk Industri Fasyen Ulos di Kabupaten Samosir (Local Industry Action Plan for Ulos Fashion Industry, Samosir) Tantangan Aksi:

1. Meningkatkan penjualan produk fashion berbahan kain motif ulos yang modis di pasar high-end dimana proses desainnya bekerja sama dengan desainer dari Jakarta.

Sasaran:

i 20 pengarajin gedokan, 10 pengrajin ATBM, 1 unit assosiasi IKM (KUB Harungguan)

Durasi:

November 2013-December 2015

2. Meningkatkan penjualan suvenir (aksesoris, kerajinan, dll) berbahan kain motif ulos dikalangan wisatawan dimana proses desainnya bekerja sama dengan desiner lokal dan juga dengan industri pariwisata dalam hal

No

Kegiatan

Penjelasan

Des 2014_Ver.03

Output

Indikator

Sasaran

Pihak yang terlibat

Periode

Diskoperindag Samosir (Ada Anggaran)

Diskoperindag Samosir

Agust-Sep 2014

2-3 boom benang terpakai oleh 10 pengrajin pengrajin

Kemenperi (Diharapkan ada anggaran dari Kemenperi)

Kemenperi, Diskoperindag Samosir

Jan-Des 2015

Ada benang yang dapat dipakai untuk penghanian ke dalam boom

2-3 boom benang terpakai oleh 10 pengrajin pengrajin

Diskoperindag Samosir (Ada Anggaran)

Bidang Koperasi

Jun-July 2015

Dengan adanya Bank Sumut sebagai lembaga permodalan dalam Pokja ini akan memudahkan koperasi IKM Fashion Tenun mengakses dana CSR untuk pengadaan benang

Ada benang yang dapat dipakai untuk penghanian ke dalam boom

2-3 boom benang terpakai oleh 10 pengrajin pengrajin

Bank Sumut (Diharapkan ada anggaran dari Bank Sumut)

Diskoperindag, Bank Sumut

Jun-July 2014

Linkages bisnis dengan supplier benang (bahan baku) untuk tenun ATBM

Selama ini kebutuhan bahan baku khusus tenun ATBM berasal dari Majalaya Kab. Bandung yang jumlah (kuantitasnya) terbatas serta pemesanan yang relatif lama. Hanya ada satu pedagang benang (supplier lokal) yang mengusahakannya.

Ada MOU antara pengrajin (kelompok pengrajin) dan Suplier benang dari Majalaya Kabupaten Bandung. Ada MOU dengan beberapa suplier benang lainnya selain dari kabupaten Majalaya.

Terjadinya transaksi permintaan benang dan pengiriman benang dari majalaya ke kelompok pengrajin ATBM

10 Kelompok Pengrajin ATBM dan Supplier Majalaya

Dinas Koperindag Samosir (Ada Anggaran)

Pokja, Diskoperindag Maret-April 2015 samosir, Bappeda Samosir, Kemenperin

Akses pinjaman kredit

Diskusi anggota KUB pada Bulan Desember menymipulkan bahwa anggota tidak punya modal untuk membeli bahan baku dan material lainya untuk membuat produk diversifikasi.

Ada akses dana untuk mendukung Ada kredit pinjaman bagi KUB dana awal KUB dan pengrajin lainnya dan pengrajin lainnya

KUB Harungguan

Diskoperindag Samosir

Bank Sumut, CU Dame

Pengrajin mampu membuat produk kerajinan berbahan kain tenun ulos sehingga ada alternative produk selain kain tenun untuk dipasarkan. Hal ini juga akan menambah nilai tambah produk

Ada produk-produk kerajinan berbahan kain tenun

10 pengrajin, 10 kelompok penjahit, 2 anggota PKK dari Deskranasda

JICA (Ada Anggaran)

Diskoperindag Samosir, Maret 2014 Dinas Sosial dan tenaga kerja dan Deskranasda

10 pengrajin, 10 kelompok penjahit, 2 anggota PKK dari Deskranasda

JICA (Ada Anggaran)

Diskoperindag

I

Bahan Baku/ Input Supply

1

Dukungan APBD untuk supply Input supply untuk pengadaan benang bisa diakses dari belanja benang APBD. Diskoperindag mengupayakan bisa mengalokasikan pengadaan benang dan menyesuaikannya dengan kebutuhan pengrajin dan orderan yang ada.

Ada 2-3 boom benang yang bisa didatangkan dari Majalaya

2-3 boom benang terpakai oleh 10 pengrajin pengrajin

2

Dukungan Kementrian Dijjen IKM untuk supply benang

Akses kemungkinan bantuan benang dari Kemenperi sehingga kebutuhan dapat teratasi

Ada 2-3 boom bantuan dari Kemenperi

3

Dukungan Bidang Koperasi untuk supply benang

Bidang koperasi menyediakan dana Bansos untuk bisa diakses koperasi yang telah berdiri. Sentra pengrajin IKM Fashion akan didirikan dalam satu wadah koperasi sehingga memudahkan program pengembangan IKM fashion tenun ulos

4

Dukungan CSR Bank Sumut Untuk supply benang

5

6

II

Proses Produksi

1

Pelatihan Produk Kerajinan

2

Lomba Protype hasil pelatihan Setelah diadakan pelatihan produk kerajinan selama 4 hari Produk Kerajinan diharapkan akan ada kegiatan untuk memperlombakan hasil pelatihan. Peserta yang terpilih 3-5 orang peserta akan diikutsertakan dalam kegiatan berikutnya yaitu TOT

3

Pelatihan pengembangan design

Setelah muncul kandidat designer lokal yang potensial perlu Adanya pengembangan design baru diperkuat kapasitasnya sehingga mampu untuk menciptakan design- baik dalam fashion maupun product design tenun motif ulos yang inovatif bagi pengrajin. Diharapkan lainnya kedepannya secara berkelanjutan terjadi mekanisme bisnis dari proses tersebut antara designer dan pengrajin. Ada 3 tahapan pelatihan selain TOT, yaitu Tahap 1 : Pengembangan pola pikir kreatif dan ketrampilan teknis, Tahap 2 : Pengembangan design dan standarnisasi product, Tahap 3 : Desain sesuai trend global dan segmentasi pasar.

4

Fasilitasi ATBM baru bagi pengrajin

Dalam rangka pengembangan perluasan area sentra baru dan akan turunnya bantuan ATBM 2 unit dan 1 unit alat hanni dalam waktu dekat.

Muncul nya produk produk kerajinan dan terjualnya di pasar lokal

Ada 3-5 orang pengrajin yang terpilih Peserta yang terpilih mampu untuk mengikuti kegiatan TOT membuat produk kerajinan yang unik dan menarik serta punya harga jual Munculnya beberapa design baru dalam fashion dan aplikasinya dalam aksesoris lainnya seperti sepatu dan tas

Adanya rumah produksi yang baru di 2 unit ATBM yang baru dan 1 sekitar sentra lama di desa Lumban unit hanni dalam sentra yang Suhi-suhi baru

PIC

Maret-April 2015

Maret 2014

3 desainer baru dan 10 Ditjen IKM, Disperindag pengrajin ATBM serta 20 Propinsi, JICA (Anggaran pengrajin gedokan Diharapkan dari Ditjen IKM dan JICA)

DisKoperindag Samosir, April-May 2014 Designer dari jakarta (Dina Mediani) dan dari medan

3 pengrajin ATBM

Dekranasda

Kemenperin (Ada Anggaran)

Sep-Des 2013

5

Magang pengrajin tenun ulos ATBM baru ke sentra tenun di Jepara, Jawa Tengah

Dibutuhkan magang bagi pengrajin selama 2 minggu

munculnya pengrajin yang siap pengrajin mampu melakukan untuk kegiatan untuk pembuatan pro tenun ikat motif harongguan type dan diversifikasi produk untuk diversifikasi produk

2 pengrajin

JICA (Ada Anggaran)

6

Pembuatan prototype product fashion menjadi tas, dompet, sepatu sendal, dasi, scarf dan pelatihan pembuatan product

Sebagai lanjutan pelatihan produk kerajinan Diskoperindag akan mengadakan pelatihan lanjutan Prototype sebagai contoh bagi pelaku untuk di pasarkan sebagai produck yang siap pakai untuk pasar high-end dan pariwisata sebagai produk oleh-oleh

ada beberapa sampel pro type variant product

beberapa variant product laku di pasarkan

22 peserta yang telah mendapatkan pelatihan produk kerajinan

Diskoperindag Samosir (Ada Anggaran dan Diharapkan Anggaran dari Disperindag Propinsi)

7

Dukungan Deskranasda kepada dua ornag pengrajin yang magang dari Jepara untuk intensive penghanian benang ke boom ATBM dan pewarnaan

2 orang pengrajin intensive untuk melakukan pengbooman sendiri dengan mesin hanni yang tersedia serta melakukan pewarnaan. Selama melakukan pengebooman pengrajin akan dibiayai dari anggaran Deskranasda sehingga 2 orang pengrajin yang telah mengikuti magang di Jepara mampu melakukan pengebooman dan pewarnaan sendiri. Hal ini juga bertujuan untuk memulai pembuatan tenun ikat Harongguan

2 orang pengrajin mampu melakukan pengebooman dan pewarnaan sehingga tidak perlu mendatangkan boom benang dari Majalaya

3 boom benang mampu terisi dengan jangka waktu kurang lebih 2 bulan. 2-3 lembar kain tenun ikat dapat terselesaikan

2 pengrajin yang telah mengikuti magang di Jepara (Natalia dan Sondang)

Deskranasda dan Diskoperindag Samosir (Ada Anggaran)

Diskoperindag Samosir

Jun-July 2015

8

Training penghanian dan pewarnaan bagi 8 pengrajin lainnya yang dilatih oleh 2 orang pengrajin yang magang dari Jepara

Setelah Natalia dan Sondang telah mampu melakukan 8 orang pengrajin lainnya mampu pengebooman sendri akan diadakan pelatihan penghanian boom melakukan penghanian ke boom kepada pengrajin lainnya. Sehingga ada transfer ilmu bagi pengrajin demikian juga pewarnaan lainnya.

masing-masing pengrajin mampu mengisi 1 boom

8 pengrajin

Deskranasda dan Diskoperindag Samosir (Ada Anggaran)

Dekranasda dan Diskoperindag Samosir

Nov-Dec 2015

9

Bimbingan teknis dan magang Perlunya alternative pewarnaan alami sebagai salah satu kegiatan ke pembuatan zat warna alam yang berkaitan dengan eco friendly product. Selain itu pewarnaan alami diharapkan mampu memperkecil biaya produksi tenun samosir.

Dinas Koperindag Samosir, Dinas Pertanian Samosir (Anggaran diharapkan dari Dinas Koperindag Samosir)

Intruktur dari Majalaya

May-June 2015

Terjadinya kegiatan pewarnaan alami Beberapa pengrajin ATBM dan 10 Pengrajin ATBM, 20 di Samosir dengan tersedianya gedokan sudah mampu pengrajin gedokan dan 3 tanaman-tanaman lokal sebagai melakukan pewarnaan alami designer lokal bahan pewarna benang untuk tenun ATBM serta gedokan

10 Pengembangan sentra baru

Melihat kebutuhan kain tenun ATBM semakin meningkat perlunya pengembangan sentra tenun ATBM di beberapa kecamatan di Samosir

Munculnya beberapa sentra baru di beberapa kecamatan di Kabupaten Samsir

11 Pelatihan ATBM bagi

Perlunya penambahan pengrajin pengrajin yang mahir bertenun di ATBM untuk memenuhi permintaan kain tenun ATBM

Munculnya 20 orang pengrajin baru yang mewakili beberapa kecamatan

pengrajin baru

12 Fasilitasi ATBM baru bagi

Terkait pengembangan sentra baru di beberapa kecamatan, pengrajin untuk Diksoperindag membutuhkan dukungan ATBM yang baru pengembangan sentra baru untuk di letakkan di sentra yang baru

Ada sentra baru di Kecamatan Pengrajian tenun di Diskoperindag Samosir Sianjur Mula mula, Palipi dan kecamatan Sianjur Mula Nainggolan mula, Palipi dan Nainggolan

Diskoperindag Samosir dan lembaga yang menerima pengrajin

Nov-Des 2013

Juni 2014

Diskoperindag Samosir, Agustas 2015 bank Sumut, Ditjen IKM, CSR

Ada 20 orang pengrajin yang baru dari kecamatan Sinajur Mula mula, Palipi dan Nainggolan Ada ATBM baru di sentra Sianjur Ada tambahan ATBM Mula mula, Nainggolan, dan Palipi sehingga bisa menambah jumlah produksi

20 pengrajin tenun

Diskoperindag Samosir

Pengrajin ATBM

Diskoperindag Samosir, Ditjen IKM, CSR Bank Sumut dan Inalum

Agust-Ok 2015

Tersedia leaflet/flyer (media promosi Leaflet tersebar di outlet tentang tenun dan sejarah tenun dari wisata, toko-toko aksesoris, desa Lumban Suhi-suhi samosir maupun hotel dan villa (Pengrajin Gedokan dan ATBM)

Pengrajin ATBM/gedokan, KUB Harungguan

Dinas Parsenibud Samosir, Parsenibud, Bappeda Bidang Perdagangan Samosir, PUPUK, JICA (Anggaran diharapkan dari masingmasing pihak PIC)

June-July 2014

Instruktur dari Pengrajin Samosir

Agust-Nov 2015

III

Pemasaran dan Promosi

1

Pembuatan media promosi

Masih belum dikenalnya sentra produksi lumban suhi-suhi oleh masyarakat dan wisatawan dan industri wisata (hotel dan homestay). Selain itu profil pengrajin IKM tenun ulos ATBM dan gedokan perlu dibuat sehingga masyarakat, pembeli dan lainnya mengenal.

2

Antena Shop di Jakarta

Salah satu usaha Diskoperindag adalah memasarkan produk produk Ada wadah/toko Diskoperindag kain tenun dan produk kerajinan Samosir ke Ibu Negara Indonesia, Samosir yang di Jakarta sebagai yaitu Jakarta. Hal ini melihat beberapa provinsi sudah memulai dan medai promosi Diskoperindag mengupayakan membuka antena shop di Jakarta sehingga proses pemasaran lebih cepat

Produk-produk dari Samosir Industri di Kabupaten semakin terkenal dan Samosir meningkatnya jumlah produksi

Dinas Koperindag Samosir (Dana diharapkan dari Dinas Koperindag Samosir)

Bappeda

May-June 2015

3

Temu bisnis antar pengusaha tenun dengan BUMN, swasta dan industri pariwisata

Temu bisnis bertujuan untuk membuka peluang pasar tenun samosir. Ada nya permintaan dan transaksi Temu bisnis ini bentuknya dapat sebagai lokakarya atau seminar dengan BUMN, PHRI, dan instansi dengan mencari tema tema yang berhubungan dengan pangsa lainnya pasar tenun dan dikaitkan dengan pelestarian budaya

Terjadi permintaan kain tenun minimal 1 BUMN 2-3 kali permintaan dalam setahun

Pengrajin ATBM, KUB Harunnguan

Bappeda (Dana diharapkan dai Bappeda)

Diskoperindag Samosir

Ags-Okt 2014

4

Kegiatan pemasaran promosi langsung

Kegiatan ini bertujuan untuk melihat peluang pemasaran produk tenun dan produk kerajinan lainnya di pasar lokal, seperti hotel-hotel , oulet maupun tempat strategis lainnya yang bisa menampung produk kain tenun untuk dipasarkan

Produksi kain tenun KUB IKM Fashion dapat terjual

Pengrajin ATBM, KUB Harunnguan

Diskoperindag Samosir (Anggaran diharapkan dari JICA)

Pengajin

Jan-Dec 2015

Ada tempat-tempat yang strategis untuk memasarkan produksi kain tenun maupun produk kerajinan lainnya

5

Pengadaan etalase/display

Melihat kebutuhan yang berkembang di sentra tenun, perlunya ada wadah untuk melatakkan display pajangan hasil tenun dan produk pengrajin. Hal ini juga akan memudahkan untuk promosi.

Ada beberapa display untuk dipajangkan di beberapa tempat

Display terpasang di beberapa Pengrajin tempat seperti hotel dan ATBM/gedokan, KUB restaurant amupun di sentra Harunnguan

Diskoperindag Samosir (Anggaran diharapkan dari APBD)

Deskranasda, Bappeda

April 2015

6

Pemunculan dan pendaftaran Perlunya menjaga identitas lokal sehingga perlunya memunculkan merk tenun motif ulos samosir ( merk dan mendaftarkannya dan juga untuk memudahkan promosi Branding dan Packging ) product. KUB harungguan memerlukan dukungan pembuatan branding karena selama ini produk yang telah dipasarkan belum punya branding. Demikian halnya juga packaging. KUB belum mampu membuat packaging yang menarik, murah dan efective

Adanya merk dan terdaftarnya merk dari kelompok pengrajin

Terdaftarnya satu merk dari kelompok pengrajin ATBM

Pengrajin ATBM/gedokan, KUB Harunnguan

Kemenperin (Anggaran diharapkan dari Kemenperi)

Diskoperindag Samosir

Jun-July 2015

7

Branding Lumban Suhi-Suhi dan pengembangan Desa Wisata

Lumban suhi-suhi adalah desa tertua di kabupaten samosir dimana Ada nya branding lumban suhi-suhi tenun ulos berasal dari desa ini. Untuk pengembangan desa sangat Samosir sebagai asal muasal tenun tepat menjadikan desa lumban suhi-suhi sebagai tujuan wisata. di Samosir dan salah satu desa tertua di samosir.

Terdaftarnya satu merk dari kelompok pengrajin tenun gedokan di Desa Lumban Suhi suhi

Desainer lokal, pengrajin ATBM/gedokan, KUB Harunnguan, pengrajin kreatif lainnya

Dinas Parsenibud Samosir, Ditjen IKM (Anggaran diharapkan dari Dinas Parsenibud Samosir)

Diskoperindag Samosir, JICA, Designer dari Jakarta dan Medan

May-June 2015

8

Pameran dan Fashion Show

Perlunya kegiatan sebagai media promosi dan pengenalan branding pengrajin ATBM dan gedokan serta diversifikasi product lainnya. Melalui pameran ini juga diharapkan ada input dan pembelajaran product dari berbagai aspek yang melihat atau membeli product tenun samosir beserta divesifikasi lainnya.

Diharapkan akan terjadi pameran dan fashion show tenun kain motif ulos samosir dan diversifikasi produk-produk ulos sebanyak satu kali selama rencana dukungan

Beberapa kali pameran dan fashion show dan terjadinya transaksi bisnis serta orderan. Selain itu ada input dan pembelajaran dari berbagai pihak untuk perbaikan product

Pengrajin ATBM/gedokan, KUB Harunnguan, designer lokal

Kemenperi, Dinas Koperindag Samosir ,Dinas Perindag Sumut, Dinas Parsenibud Samosir dan JICA (Anggaran diharapakan masing-masing PIC berkontribusi terhadap pameran dan fashion show)

Kemenperi, Dinas Koperindag Samosir ,Dinas Perindag Sumut, Dinas Parsenibud Samosir dan JICA

2014&2015: February (Indonesia Fashion Week), April (INNACRAFT), Juli (ICCRA), Juli (PRJ), Nov (INDOCRAFT), PRSU, FDT

9

Promosi Pasar Produk KUB

Agar produk KUB Harungguan dikenal di pasar luas maka perlu media promosi untuk menjelaskan produk kerajinan ulos

Ada leatflet atau brosur yang menjelaskan produk KUB

Leaflet tersebar di outlet wisata, toko-toko aksesoris, maupun hotel dan villa

KUB Harungguan

JICA, KUB Harungguan

Diskoperindag Samosir, Dinas Pariwisata Samosir

February-March 2015

KUB mampu meningkatkan Pengrajin tenun ATBM, jumlah produksi kain tenun dan penjahit produk kerajinan lainnya

Diskoperindag Samosir (Ada Anggaran)

Diskoperindag Samosir

Jun 2014-Mar 2015

KUB Harunnguan

Diskoperindag Samosir, PUPUK, Ditjen IKM, JICA, CU Dame (Ada Anggaran)

Nov 2014- Dec 2015

Kegiatan industri kreatif berjalan dinamis dan menghasilkan sumber pendapatan bagi masyarakat Desa Lumban Suhi suhi

Pengrajin, pedagang

Dinas Parsenibud Samosir (Anggaran diharapkan dari Dinas Parsenibud Samosir)

Shindanshi dari Disperindag propinsi, TPL dari Diskoperindag Samosir

Dinas Koperindag Samosir

Jun-Okt 2015

Regulasi (perbup, surat edaran, dll) Perbup diterima baik oleh yang dibuat oleh Pemkab mengenai pegawai negeri sipil Samosir penggunaan pakaian motif tenun ulos dimulainya dari ES 2 untuk penggunaan seragam PNS

Pengrajin ATBM/gedokan, KUB Harunnguan

Bupati Samosir

Pemda Samosir

Jan-Feb 2015

IV

Faktor Dukungan

1

Pendirian KUB IKM Tenun Fashion

Ada nya wadah organisasi pengrajin dimana ada AD/ ART yang mengikat pengrajin untuk lebih serius mengembangkan tenun.

Berdirinya satu koperasi usaha bersama sentra tenun motif ulos samosir binaan Diskoperindag

2

Penguatan kelompok IKM tenun tentang Manajemen bisnis

Perlunya penguatan kapasitas pengrajin sebagai organisasi KUB yang baru berdiri dalam melakukan manajemen bisnis sehingga skill dan pengetahuan bertambah di pengrajin demikian juga pedagang

3

Penumbuhan komunitas industri kreatif Samosir

Berkaitan dengan desa wisata dan peningkatan wisata di daerah samosir, perlu meningkatkan kegiatan industri kreatif tenun dan diversifikasi tenun ulos di desa Lumban Suhi suhi sebagai sentra dan asal muasal tenun di samosir

Ketua kelompok mampu berperan Terjadinya seminar atau menjadi manager bisnis bagi lokakarya manajemen kelompok bisnis kepada 10 orang pengrajin ATBM dan 20 orang gedokan

4

Penetapan regulasi tentang Memulai pengenalan sosialisasi pengganti batik dengan memakai pengadaan bahan dan jasa product tenun lokal sebagai media promosi di kalangan PNS kab pemerintah untuk penggunaan samosir tenun motif ulos sebagai atribute pemkab samosir

Adanya Kegiatan-kegiatan lain yang berhubungan dengan penumbuhan industri kreatif selain tenun seperti pembuatan scarf, tas, aksesoris lainnya yang berasal dari tenun gedokan

RENCANA AKSI Pengembangan IKM Komponen Kapal di Kabupaten Tegal (Local Industry Action Plan for Ship-part Industry, Tegal ) Sertifikasi produk komponen untuk kapal klas BKI untuk 10 produk IKM logam Komponen Kapal untuk pasar galangan Kapal Indonesia 30 IKM Komponen Kapal (Koperasi Mandiri Sejahtera) Kabupaten Tegal Juli 2013 sampai dengan Oktober 2015

Tantangan Aksi IKM Sasaran Periode

Kegiatan Dukungan Aspek

Tujuan Umum

Penanggung Jawab Judul

Bahan Baku

Pengembangan dan standardisasi bahan baku

Penelitian bahan dasar scrap menjadi bahan standar

Produksi

Peningkatan produksi, Fasilitasi mesin produksi dan pencapaian Bimbingan teknis sertifikasi BKI untuk penerapan 3S bebelapa komponen kapal Dukungan sertifikasi BKI untuk bebelapa komponen kapal

Isi

Sasaran Dukungan Disperindag Tegal

Disperindag Tegal

Jul. - Sep. 2014 2015 (dilanjut)

Fasilitasi mesin produksi (mesin lahe 6m)

Koperasi Mandiri Sejahtera

Disperindag Tegal

Ditjen PPI

2015

Perbaikan lingkungan kerja untuk peningkatan produktivitas IKM melalui bimbingan penerapan 3S a. Penyusunan dokumen sistem mutu (proses produksi komponen kapal sasaran)

12 IKM

Disperindag Tegal

Disperindag Tegal, SMIDeP

Okt. 2013 - Apr. 2015

30 IKM

Disperindag Propinsi Jawa Tengah

b. Workshop drawing dan pendampingan drawing komponen kapal untuk sertiifikasi BKI c. Pengisian dokumen sistem mutu dan pendampingan pembuatan dokumen tersebut

30 IKM

Disperindag Tegal, Ditjen IUBTT

BKI, Ditjen IUBTT, Ditjen Mar. - Apr. 2014 IKM dan Disperindag Propinsi Jawa Tengah Ditjen IUBTT April 2014 2015 (dilanjut)

IKM-IKM yang membuat komponen prototipe

Disperindag Propinsi Jawa Tengah

BKI, Ditjen IUBTT, Ditjen Mei 2014 IKM dan Disperindag 2015 (dilanjut) Propinsi Jawa Tengah

IKM-IKM yang membuat komponen prototipe

Disperindag Tegal, Ditjen IUBTT, SMIDeP

Ditjen IUBTT, BKI, SMIDeP

Disperindag Tegal, Dinperindag Provinsi Ditjen IUBTT, JICA Disperindag Tegal

Dinperindag Prov, Ditjen Mei - Okt. 2014 IUBTT, BKI 2015 (dilanjut)

d. Pengujian kinerja dan materi komponent IKM-IKM yang membuat kapal sasaran (10 produk for sertifikasi BKI). komponen prototipe

Pemasaran

Pengembangan akses Studi-banding ke BKI dan galangan kapal pasar

Periode (bulan/ tahun)

Penelitian pengembangan bahan baku scrap IKM yang menggunakan bahan baku non ferro

c. Pembuatan prototipe komponen kapal untuk sertifikasi

Peningkatan sarana produksi

Sumber Dana (skema/ program)

Fasilitasi dapur pengecoran dan termocopel Koperasi Mandiri Sejahtera

Studi-banding ke BKI dan 3 galangan kapal Koperasi Mandiri Sejahtera, Disperindag Tegal Koperasi RRT di Jakarta

Studi-banding dan temu Studi-banding dan temu bisnis ke galangan bisnis ke galangan kapal kapal/ asosiasi galangan kapal

IKM-IKM yang membuat komponen prototipe

Disperindag Tegal

Mei - Sep 2014 2015 (dilanjut)

Disperindag Tegal

2015

Dinperindag Provinsi, JICA

Okt. 2013 2015

Disperindag Tegal

2015

Kegiatan Dukungan Aspek

Tujuan Umum

Penanggung Jawab Judul

Isi

Sasaran Dukungan

Sumber Dana (skema/ program)

Periode (bulan/ tahun)

Faktor Dukungan Kelembagaan

Sumber Daya Manusia (SDM)

Keuangan

Infrastruktur

Pengembangan SDM Pelatihan teknologi keterampilan pengrajin pengecoran (2 kali) logam Pelatihan teknologi pengelasan

Penguatan akses keuangan dan manajemen

Pelatihan pengecoran non ferro

20 IKM komponen logam Dinperindag Provinsi

Dinperindag Provinsi

Sep. 2013, Dec 2013

Pelatihan pengelasan non ferro

20 IKM komponen logam Ditjen IUBTT

Ditjen IUBTT

Sep. 2013

Pelatihan die&mould

Pelatihan die&mould

IKM komponen logam

Disperindag Tegal

Disperindag Tegal

Okt. - Des. 2014 2015 (dilanjut)

Temu bisnis tentang produk/ layanan keuangan KospinJasa Pelatihan manajemen keuangan

Pengenalan produk/ layanan keuangan KospinJasa, dan konsultasi langsung ttg. masalah keuangan Pelatihan pembukuan dan manajemen kas (cash-flow) usaha

IKM komponen logam

Disperindag Tegal, BI Disperindag Tegal, Tegal, KospinJasa, JICA KospinJasa, JICA

Des. 2013

IKM komponen logam

Disperindag Tegal, YDBA-LPB, JICA, KospinJasa Disperindag Tegal

Disperindag Tegal, YDBA-LPB, JICA

Apr. 2014

Disperindag Tegal

Jan. - Mar. 2014

Ditjen IKM (Wilayah II)

Ditjen IKM (Wilayah II)

Sep. 2014 Apr.- Jun. 2015

Fasilitasi asessmen Penguatan UPTD laboratorium pengujian akreditasi KAN materi Fasilitasi alat lab uji material/ komposisi (Al=Mg)

Asessmen akreditasi komite akrdeitasi nasional

UPTD Labo Disperindag Tegal

Bantuan alat pengujian komposisi Al-Mg

UPTD Labo Disperindag Tegal

RENCANA AKSI Industri Pengolahan Kakao di Prov. Sulawesi Tengah (Local Industry Action Plan for Cacao Processing Industry, Central Sulawesi ) Disusun pada Mei 2014 Tujuan Utama

Sasaran Periode

Jangka Pendek

Versi ke-2

1. Pabrik pengolahan biji kakao Dinas Perindag Prov. Sulteng (Rumah Cokelat) dapat memproduksi cokelat batangan liquor & couverture (Cokelat Sulteng) secara kontinu, yang terbuat dari biji kakao fermentasi di perkebunan Prov. Sulteng, dan memasarkan ke pasar lokal (IKM cokelat, toko kue/ roti, hotel/ restoran/ kafe, supermarket) 2. IKM cokelat sasaran di Kota Palu (dan sekitarnya) dapat memproduksi dan memasarkan olahan cokelat secara kontinu, yang menggunakan cokelat batangan & liquor couverture (Cokelat Sulteng) dari Rumah Cokelat, ke pasar lokal (swalayan, supermarket, toko oleh-oleh, hotel, restoran/ kafe)

IKM cokelat sasaran dapat meningkat produksi dan pemasaran olahan Cokelat Sulteng dan jumlah IKM yang menggunakan Cokelat Sulteng meningkat Jangka Panjang 1. Pabrik pengolahan biji kakao Dinas Perindag Prov. Sulteng (Rumah Cokelat) 2. 12 IKM anggota APECC (Asosiasi Pengusaha Cokelat Celebes) Agustur 2013 sampai dengan Desember 2015 Kegiatan Dukungan

Aspek Judul

Isi

Tujuan

Sasaran Dukungan

Lembaga Sumber Dana Penanggung Jawab (skema/ program) & Pendukung lain

Kegiatan Dukungan

2013 II

Tersedianya biji kakao fermentasi Petani biji kakao Disperindag Prov. Disperindag Prov. secara kontinu yang berkualitas sesuai sasaran UNTAD dengan standar Rumah Cokelat Dinas Perkebunan Prov.

Bahan Baku

Bimbingan teknis/ dukungan Membina petani biji kakao mengenai teknis mengenai budidaya/ fermentasi budidaya/ fermentasi atas kerjasama kepada petani kakao anggota POKJA (dosen pertanian UNTAD, Dinas Perkebunan Prov.)

Promosi dan Pemasaran

Sosialisasi Cokelat Sulteng kepada pasar sasaran

Memperkenalkan Cokelat Sulteng dan pabrik Meningkatnya pemahaman Cokelat pengolahan biji kakao Sulteng di pasar sasaran, khususnya IKM cokelat

Kunjungan promosi kepada calon pembeli di Kota Palu

Melaksanakan kunjungan promosi langsung kepada swalayan, supermarket, toko oleholeh, hotel, restoran, kafe untuk mendapatkan informasi peluang penjualan dan mempromosi produk Cokelat Sulteng

Teridentifikasi kebutuhan/ selera calon APECC APECC APECC pembeli dan dapat feedback pada Rumah Cokelat Disperindag Prov. Disperindag Prov. pengembangan produk, dan BI JICA meningkatnya penjualan produk IKM

Penyusunan media promosi produk Cokelat Sulteng

Membuat brosur/ katalog tentang Cokelat Sulteng/ produk olahan IKM untuk kunjungan promosi, pameran dll. Membuat baliho Cokelat Sulteng di beberapa tempat strategis di Kota Palu

Terciptanya brosur/ katalog produk Cokelat Sulteng dan digunakan pada saat kunjungan promosi dan pameran Meningkatnya minat masyarakat terhadap produk Cokelat Sulteng

Promosi produk dan mendapatkan masukan konsumen melalui pameran/ even

Promosi melalui pameran di Kota Palu dan Jakarta 1. Hari Nusantara (Des) 2. Sulteng Ekspo (Apr) 3. Hari Kakao (Sep) 4. Palu Ekspo (Sep) 5. Pameran lokal lainnya Pengadaan motor sebagai sarana mobile promotion

Rumah Cokelat Meningkatnya minat masyarakat terhadap produk Cokelat Sulteng, dan APECC juga mendapatkan masukan konsumen melalui kuesioner untuk pengembangan produk

Bantuan peralatan dan fasilitas

Jadwal Pelaksanaan

Tersedianya media promosi

Rumah Cokelat Disperindag Prov. Disperindag Prov. JICA JICA

JICA APECC JICA Disperindag Prov. Rumah Cokelat APECC Disperindag Prov. Rumah Cokelat Disperindag Prov. APECC

APECC

Disperindag Prov. Dinas Perindagkop & UKM Kota JICA Ditjen IKM, Ditjen IA Disperindag Prov.

Disperindag Prov. Dinas Perindagkop & UKM Kota Kementerian Perindustrian BI JICA Disperindag Prov.

Fasilitasi outlet bandara dan Rumah Cokelat Tersedianya pusat pemasaran dan sebagai tempat pemasaran produk olahan meningkatnya penjualan produk IKM Cokelat Sulteng

APECC Disperindag Prov. Disperindag Prov. Rumah Cokelat JICA JICA

Meningkatnya pemahaman generasi muda tentang Cokelat Sulteng

Rumah Cokelat APECC Disperindag Prov. APECC Disperindag Prov. JICA Dinas Pendidikan Prov./ Kota

Demonstrasi (pengenalan) Memperkenalan produk Cokelat Sulteng di produk Cokelat Sulteng kepada sekolah dan mengadakan Cacao Tour generasi muda di Kota Palu (kunjungan siswa sekolah ke Rumah Cokelat/ IKM cokelat)

III

2014 IV

I

II

III

2015 IV

I

II

III

IV

Lembaga Sumber Dana Penanggung Jawab (skema/ program) & Pendukung lain

Kegiatan Dukungan Aspek Judul Produksi

Standarisasi cokelat batangan liquor & couverture di pabrik pengolahan biji kakao Pelatihan/ dukungan teknis untuk operator pabrik

Pelatihan keterampilan pembuatan olahan cokelat dan pengetahuan usaha untuk IKM cokelat (termasuk teknik tempering) Pembuatan merek Cokelat Sulteng

Sasaran Isi Tujuan Dukungan Menentukan standar cokelat batangan liquor Ditentukan standar produk di pabrik Rumah Cokelat Disperindag Prov. Disperindag Prov. Kementerian & couverture di pabrik pengolahan biji kakao (cokelat batangan liquor & couverture) Perusahaan Perindustrian mesin UNTAD Mengadakan pelatihan/ dukungan teknis Operator pabrik dilatih keterampilan pengolahan operator mesin di pabrik (sesuai untuk mengoperasi alat dan dapat dengan kebutuhan) menghasilkan produk sesuai dengan standar ditentukan Terlatihnya IKM mengolah cokelat Mengadakan pelatihan sesuai dengan batangan couverture, dan membuat kebutuhan IKM (pembuatan kue cokelat/ beragam olahan cokelat moderan, dan minuman cokelat, teknis tempering, GMP, meningkatnya pengetahuan terkait AMT, CEFE dll) usaha IKM Menciptakan nama/ logo/ kemasan yang Meningkatnya daya tarik Cokelat menarik untuk produk Cokelat Sulteng Sulteng melalui penciptaan kemasan berciri-khas Sulteng

Bantuan mesin Rumah Cokelat Pengadaan mesin bubuk, lemak kakao

Kelembagaan

Peraturan

Mendiversifikasi produk Cokelat Sulteng

Rumah Cokelat Disperindag Prov. Perusahaan mesin Kementerian APECC Disperindag Prov. Ditjen IKM Ditjen IA Dinas Perindagkop & APECC APECC Rumah Cokelat Disperindag Prov.

Pertemuan koordinasi antara POKJA dan Terjadi koordinasi, distribusi informasi APECC APECC untuk distribusi informasi, kemajuan dan feedback ke kegiatan melalui dan koordinasi kegiatan pertemuan rutin

Penguatan kelembagaan APECC

Pelatihan untuk pengurus APECC mengenai Meningkatnya pengetahuan dan aspek manajemen kelembagaan (koperasi) keterampilan IKM dalam pengolahan manajemen kelembagaan (koperasi) C Coaching hi Kli Klinik ik ttentang t pencatatan t t IKM malakukan l k k catatan t t keuangan k keuangan APECC (produksi, penjualan dll)

Menyusun surat himbauan Gubernur demi meningkatkan penggunaan Cokelat Sulteng di Kota Palu

2013

2014

Disperindag Prov. Kementerian Perindustrian Disperindag Prov. Dinas Perindagkop & UKM Kota Kementerian Perindustrian JICA

Rumah Cokelat Disperindag Prov. Ditjen IA APECC Ditjen IA Ditjen IUBTT Ditjen IUBTT

Penguatan kelembagaan dukungan APECC

Audiensi antara POKJA dengan Laporan Kegiatan perkembangan kegiatan Gubernur dan koordinasi demi kelancaran kegiatan

Jadwal Pelaksanaan

Pengurus APECC APECC

Disperindag Prov. Dinas Perindagkop & UKM Kota BI PINBUK JICA BI Disperindag Prov. JICA

-

BI PINBUK BI

Meningkatnya penggunaan Cokelat POKJA Sulteng di lingkup pemerintah (snak di rapat dll) maupun di pihak swasta APECC (supermarket, hotel, restoran dll) Rumah Cokelat

Disperindag Prov. JICA

APECC

Disperindag Prov. JICA

Usaha Sendiri oleh IKM Sasaran Produksi/ Proses Pengembangan produk baru Produksi

Diversifikasi ragam produk olahan cokelat dan pengembangan kemasan moderan

Meningkatnya daya tarik produk cokelat IKM dan saluran penjualan

Pemasaran/ Promosi

Melaksanakan kunjungan promosi langsung kepada swalayan, supermarket, toko oleholeh, hotel, restoran, kafe untuk mendapatkan informasi peluang penjualan dan mempromosi produk Cokelat Sulteng Melaksanakan manajemen usaha bersama di outlet bandara

Teridentifikasi kebutuhan/ selera calon pembeli dan dapat feedback pada pengembangan produk, dan meningkatnya penjualan produk IKM

APECC

APECC Disperindag Prov. JICA

Terjalinnya saluran penjualan menetap, dan meningkatnya penjualan olahan cokelat

APECC

Disperindag Prov. JICA APECC

Terjadi koordinasi, distribusi informasi Pertemuan koordinasi internal APECC dan antara POKJA dan APECC untuk distribusi dan feedback ke kegiatan melalui informasi, kemajuan dan koordinasi kegiatan pertemuan rutin

APECC

-

Promosi kunjungan

Operasional outlet bandara

Kelembagaan

Penguatan kelembagaan APECC

-

APECC Disperindag Prov. Ditjen IKM, Ditjen IA JICA

Secara kontinu

2015

RENCANA AKSI Pengembangan IKM Rotan di Prov. Sulawesi Tengah (Local Industry Action Plan for Rattan Furniture Industry, Central Sulawesi ) Tantangan Aksi

Sasaran

IKM rotan di Kota Palu dapat memproduksi mebel dan/ atau kerajinan rotan sesuai dengan standar mutu yang ditentukan, dan memasarkan ke pasar modern (hotel, restoran/ café, perumahan baru, RS dan kantoran) di Kota Palu. IKM rotan di Kota Palu: sekitar 20 IKM

Kegiatan

P e m a s a r a n

Isi

Sasaran Dukungan

Indikator/ Output

Penanggung jawab

Sumber Dana (skema/ program)

Pendukung lain

Tersedianya informasi potensi/ kebutuhan pasar moderan berpotensi menjadi pembeli

Dinas Perindagkop dan JICA UKM Kota PIRNaS Diskumperindag Prov.

JICA

Tersusunnya rencana kegiatan promosi IKM

Diskumperindag Prov. PIRNaS Dinas Perindagkop dan UKM Kota

JICA

Kunjungan Promosi kepada kantor Melaksanakan kunjungan promosi IKM langsung kapada SKPD, Hotel, pemerintah dan swasta di Kota Restoran dll untuk mendapatkan Palu informasi peluang penjualan dan mempromosi produk rotan

Tersedianya informasi potensi/ kebutuhan calon pembeli di Kota Palu, dan meningkatnya jumlah penjualan produk rotan

PIRNaS IKM Dinas Perindagkop dan JICA UKM Kota Diskumperindag Prov.

JICA

Promosi melalui acara TV

Survei kebutuhan produk rotan di pasar moderan

Mengadakan survei pasar lokal untuk mengetahui potensi/ kebutuhan produk rotan

Seminar hasil survei pasar lokal

Membagi hasil survei pasar lokal IKM kepada IKM dan memfasilitasi IKM menyusun kegiatan promosi selanjutnya

IKM

Mengadakan promosi di TVRI Sulteng (dalam bentuk talkshow) secara kontinu

IKM

Diskumperindag Prov. Dinas Perindagkop Diskumperindag Prov. Tersebarnya informasi JICA dan UKM Kota produk rotan secara massa JICA dan kuntinu * XXX kali di tahun 2014

Penyusunan media promosi produk Membuat brosur/ katalog untuk rotan kunjungan promosi, pameran dll.

IKM

Terciptanya brosur/ katalog JICA Kementerian produk rotan dan Perindustrian digunakan pada saat kunjungan promosi dan pameran

IKM

Terciptanya baliho produk rotan (foto dengan pejabat) demi meningkatkan minat masyarakat Kota Palu terhadap produk rotan Meningkatnya minat masyarakat Kota Palu terhadap produk rotan, dan mendapat feedback melalui kuisioner

Membuat baliho promosi produk rotan untuk dipasang di beberapa tempat strategis (bandara, jalan raya dll) Pelaksanaan pameran/ even promosi

Promosi melalui pameran di Kota IKM Palu. "Hari Nusantara (Des)", "Sulteng Expo (Apr)", "Palu Ekspo (Sep)" dan Pameran lainnya di tempat keramaian

Dinas Perindagkop JICA dan UKM Kota Kementerian Perindustrian

Dinas Perindagkop dan PIRNaS UKM Kota Diskumperindag Prov

Dinas Perindagkop dan UKM Kota JICA

Dinas Perindagkop dan JICA UKM Kota Diskumperindag Prov. PIRNaS

Dinas Perindagkop dan UKM Kota Diskumperindag Prov Kementerian Perindustrian JICA

II

2013 III

IV

Jadwal Pelaksanaan 2014 I

II

III

IV

I

2015

II

III

IV

Penyusunan check list untuk pengendalian mutu produk rotan, dan membentuk Tim QC.

IKM

Check list QC dan tahap QC Dinas Perindagkop dan PIRNaS Diskumperindag UKM Kota disepakati antara POKJA Prov. dan IKM

Pelaksanaan pengendalian mutu produk rotan mulai dari bahan baku sampai produk jadi atas kerjasama IKM dan Tim QC.

IKM

Produk IKM dapat sertifikat Tim QC melalui pelaksanaan QC, dan bisa menjamin mutu produk bagi pembeli

Mengadakan pelatihan keterampilan (finishing, desain, anyaman dll) untuk tenaga kerja IKM

IKM

Dinas perindagkop dan PIRNaS Pelaksanaan pelatihan Diskumperindag UKM Kota keterampilan sesuai Prov. dengan kebutuhan IKM dan Kementerian juga untuk memenuhi Perindustrian standar mutu produk

Penguatan kelembagaan dukungan Pertemuan koordinasi antara IKM Rotan POKJA dan IKM untuk distribusi informasi, kemajuan dan koordinasi kegiatan

IKM

Audiensi antara POKJA dengan Gubernur/ Walikota

IKM

Terjadi koordinasi/ distribusi informasi dan feedback ke kegiatan/ rencana aksi, melalui pertemuan rutin/ sesuai dengan kebutuhan Mendapat dukungan/ fasilitasi untuk meperlancar kegiatan

Penetapan standar dan tahap QC mulai dari bahan baku sampai produk jadi

P r o d u k s i

K e l e m n b a g a a

P e r a t u r a n

Pelatihan keterampilan tenaga kerja di IKM

Penyusunan surat himbauan Gubernur/ Walikota tentang penggunaan produk rotan di lingkup pemerintah dan swasta

Laporan perkembangan kegiatan dan koordinasi demi kelancaran kegiatan

Sebagai tindaklanjut dari surat IKM himbauan Gubernur/ Walikota thn 2011, menyebarkan kembali surat tentang penggunaan produk rotan di kantor pemerintah dan swasta sprt hotel dan restoran Penyusunan surat Walikota kepada Sebagai tindaklanjut dari hasil IKM kunjungan promosi oleh IKM, SKPD tentang anggaran tahun keluarkan surat Walikota yang depan untuk pengadaan produk meminta SKPD menganggarkan rotan di kantor pemerintah dana pembelian produk rotan di TA 2015

Dinas Perindagkop JICA (untuk kebutuhan dan UKM Kota 2014)

Diskumperindag Prov. PIRNaS Dinas perindagkop dan JICA UKM Kota

Dinas perindagkop dan Terbitnya surat Walikota UKM Kota demi meningkatkan penggunaan produk rotan di lingkup pemerintah Kota Palu

Dinas Perindagkop dan UKM Kota Diskumperindag Prov. Kementerian Perindustrian

-

Diskumperindag Prov. PIRNaS Dinas perindagkop dan JICA UKM Kota

Terbitnya surat Gubernur/ Diskumperindag Prov. Walikota demi mendukung Dinas perindagkop dan UKM Kota kegiatan promosi kunjungan oleh IKM

JICA (untuk kebutuhan 2014)

-

-

-

-

-

RENCANA AKSI Pengembangan IKM Pengolahan Aloevera di Kota Pontianak (Local Industry Action Plan for Aloe Processing Industry, Pontianak ) Tantangan Aksi IKM Sasaran Periode

IKM aloevera dapat memproduksi produk olahan Aloevera yang berdaya saing di pasar modern dengan fokus produk minuman 21 IKM January 2015~2 tahun Ver. 1_18/5/2015

Kegiatan Judul Isi Bahan Baku/ Pasokan Bahan Baku Dukungan tenaga Pendampingan para penyuluh lapangan bagi petani aloevera petani Sosialisasi Budidaya aloevera

Pemberian materi terkait dengan cara melakukan penanaman yang baik, seperti: GAP

Sekolah lapang aloevera

Pembinaan Petani Aloevera

Pemberian materi terkait dengan cara melakukan penanaman yang baik Pengembangan lahan aloevera di lahan binaan

Pelatihan managemen produksi dalam pengembangan aloevera

Pemberian materi terkait dengan alur managamen produksi yang baik

Proses Produksi Fasilitasi pertemuan antara pihak IKM dengan Politeknik Negeri Pontianak

Pertemuan antara pihak IKM dengan Politeknik/SMTI Pontianak

Kunjungan lapangan oleh tim POKJA

Periode

Tujuan

Sasaran

Menumbuhkan perubahanperubahan dalam diri petani yang mencakup tingkat pengetahuan, kecakapan, kemampuan, sikap, dan motivasi petani terhadap kegiatan usaha tani yang dilakukan

Petani aloevera

Dinas Pertanian, Perikanan dan Kehutanan Pemerintah Kota Pontianak

APBD Dinas Pertanian, Perikanan dan Kehutanan Pemerintah Kota Pontianak Kota Pontianak

2015

Kelompok petani aloevera

Dinas Koperasi dan UMKM Prov. Kalbar

APBN Dinas Koperasi dan UKM Prov. Kalbar

2015

1 kelompok petani (15-20 orang petani)

Dinas Pertanian Tanaman Pangan dan Holtikultura Provinsi Kalbar Dinas Koperasi dan UKM Prov. Kalbar

APBD Dispan Prov. Kalbar

2015

APBN Dinas Koperasi dan UKM Prov. Kalbar

2015

Dinas Koperasi & UKM Prov. Kalbar

APBN Dinas Koperasi & UKM Prov. Kalbar

2015

Optimalisasi lahan terhadap peningkatan kapasitas produksi dengan penggunaan teknologi tepat guna

IKM binaan yang memiliki lahan pribadi

Agar dapat meningkatkan pengetahuan serta pemahaman mengenai managemen produksi yang baik

Kelompok petani aloevera

1. Untuk mendapatkan teknologi pendukung/kemasan

Untuk mengetahui kondisi layout produksi IKM minuman aloevera serta melakukan pengambilan sampel terkait dengan pengujian kualitas produk

2015

Asosiasi IKM aloevera

Disperindagkop & UKM Kota Pontianak / Disperindag Prov. Kalbar

Tidak menggunakan anggaran

5 IKM aloevera produk minum

POKJA

Tidak menggunakan anggaran

2. Untuk mendapatkan teknologi pendukung terkait dengan air bersih

Kunjungan lapangan ke lokasi usaha IKM Olahan Aloevera

Penanggung Jawab

Sumber Dana (skema/ program)

Apr. 2015

Pengujian Kualitas Produk Minuman Aloevera

Uji produk, air dan kualitas produk (Uji Laboratorium)

Untuk mengetahui kualitas produk IKM, dan diharapkan dengan adanya pengujian tersebut kedepannya pelaku IKM dapat meningkatkan kualitas

Pelatihan home packing

Pemberian materi yang berkaitan dengan pengemasan produk, label, dan bahan kemasan

Untuk memberikan pemahaman tentang bagaimana membuat kemasan yang baik, guna meningkatkan mutu produk

IKM Pengolahan Aloevera

Disperindagkop & UKM Kota Pontianak

Disperindagkop & UKM Kota Pontianak (APBD)

Mei 2015

Pelayanan Klinik Design Merek Kemasan dan HAKI

Fasilitasi kepada IKM yang terkait dengan desain label/kemasan maupun konsultasi tentang HAKI

Meningkatkan kualitas kemasan produk IKM

IKM Pengolahan Aloevera

Disperindagkop & UKM Kota Pontianak

Disperindagkop & UKM Kota Pontianak (APBD)

Agustus 2015

Sosialisasi penerapan GMP

Meningkatkan pengetahuan IKM Aloevera mengenai standar proses produksi sesuai dengan aspekaspek GMP

IKM Pengolahan Aloevera

Dinas Pertanian Tanaman Pangan dan Holtikultura Provinsi Kalbar

Dinas Pertanian Tanaman Pangan dan Holtikultura Provinsi Kalbar

Mei 2015 (Minggu ke III)

Pelatihan penerapan GM

5 Kandidat IKM Aloevera produk minuman

Baristan dan Tim SMIDeP JICA

Dana Tim SMIDEP JICA

Apr. 2015

Bimbingan penerapan GMP

Melakukan bimbingan penerapan GMP yang dilakukan oleh tenaga ahli langsung di workshop IKM

IKM menerapkan GMP pada workshopnya.

3 IKM aloevera produk minuman yang terpilih

Ditjen IKM Wil. I Tim SMIDeP Lembaga sertifikasi GMP/Lembaga terkait

APBN Ditjen-IKM/ Dekon Dana Tim SMIDeP

Apr.-Sep. 2015

Penerapan dan sertifikasi GMP

Fasilitasi sertifikasi GMP

Memperoleh sertifikasi GMP yang dikeluarkan oleh lembaga terakreditasi

3 IKM aloevera produk minuman yang terpilih

Ditjen IKM Wil. I Tim SMIDeP Lembaga sertifikasi GMP/Lembaga terkait

APBN Ditjen-IKM/ Dekon Dana Tim SMIDeP

Okt.-Des. 2015

Pelatihan teknologi tepat guna dalam proses produksi

Pelatihan penggunaan teknologi pendukung produksi yang tepat guna

Untuk meningkatkan pengetahuan terkait dengan alternatif teknologi yang dapat mendukung kegiatan produksi

IKM aloevera

Dinas Koperasi dan UKM Prov. Kalbar

APBN Dinas Koperasi & UKM Prov. Kalbar

2015

Mentoring bisnis

Mediasi antara pihak usaha besar kepada Asosiasi IKM Aloevera dengan (Bimbingan) bisnis oleh INACO/Sumber Keong/Aloevera Indonesia

Meningkatkan pemahaman serta untuk mendapatkan masukan langsung dari pelaku usaha yang sudah besar

Asosiasi IKM aloevera

Disperindagkop & UKM Kota Pontianak/ Disperindag Prov. Kalbar

Tidak menggunakan anggaran

Apr. 2015

Bantuan Peralatan Packaging dan kemasan

Memberikan dukungan bantuan peralatan packaging serta bantuan kemasan

Memberikan dukungan untuk IKM melakukan perubahan kemasan yang lebih baik

3 IKM aloevera produk minuman yang terpilih

Disperindag Prov. Kalbar

Disperindag Prov. Kalbar (APBD)

2016

Pemasaran/ Promosi Kunjungan langsung dan temu bisnis ke pasar/ ke agen, distributor,dll

Belajar kebutuhan dan persyaratan dari pembeli pontesial pada calon pasar sasaran baru (ke Wilayah Jawa, Bogor atau Malang)

Feedback/ komen dari pembeli pontensial pada calon pasar sasaran baru, termasuk kebutuhan, perluan, persyaratan terkait dengan isi/ kemasan produk.

Kerang lebih 5 IKM yang paham konsep kegiatan dan mau mumuju bisnis.

Tim SMIDeP,

Dana Tim SMIDeP/ APBD Disperindag Prov.Kalbar

Feb./ Mar. 2015

Promosi produk aloevera untuk uji konsumen/ pasar melalui pameran

Dartar parmeran terlampir

Meningkatkan brand awareness konsumen terhadap produk, dan mendapatkan masukan langsung dari konsumen/ visitor

Seluruh IKM (termasuk IKM aloevera)

POKJA

Masing-masing anggota POKJA

2015-2016

Fasilitasi kerjasama pelaku IKM dengan perusahaan besar

Perpanjangan kontrak kerjasama dengan pihak Garuda Indonesia

Memperluas jaringan pemasaran produk olahan aloevera

2 IKM aloevera

Dinas Pertanian, Perikanan dan Kehutanan Pemerintah Kota Pontianak

Biaya ditanggung oleh IKM (Misalnya biaya yang dikeluarkan untuk pengiriman barang ke Kantor Garuda)

Jun. 2015

Dinas Pertanian Tanaman Pangan dan Holtikultura Provinsi Kalbar Disperindag Prov. Kalbar

APBD Dispertan Prov. Kalbar

Jun. 2015

Fasilitasi produk secara online

Sumber Daya Manusia Bimbingan Teknis Manajemen Usaha

Aspek Kelembagaan Pembentukkan asosiasi IKM pengolahan aloevera Pelatihan tentang perijinan

pembuatan website untuk produk

Memperluas Jaringan pemasaran melalui media sosial

Seluruh IKM (termasuk IKM aloevera)

APBD Disperindag Prov. Kalbar

Melakukan pelatihan mengenai dasar-dasar manajemen usaha, pelatihan pembuatan proposal , pemasaran dan kemasan

Untuk meningkatkan pengetahuan dan meningkatkan jiwa kewirausahaan pelaku IKM

3 IKM aloevera

Dinas Koperasi dan UKM Prov. Kalbar/ Disperindagkop & UKM Kota Pontianak

APBN Dinas Koperasi & UKM Prov. Kalbar

2015

Pembentukan dan pendampingan asosiasi

Perkuatan akses informasi, komunikasi dan penguatan organisasi IKM IKM mengerti dan sadar tentang kewajiban perijinan

IKM aloevera

Disperindagkop & UKM Kota Pontianak

APBD Disperindagkop & UKM Kota Pontianak

2014- 2015

Seluruh IKM (termasuk IKM aloevera)

Disperindagkop & UKM Kota Pontianak

APBD Disperindagkop & UKM Kota Pontianak

2015

Perluasan /peningkatan konsumsi produk lokal terutama produk olahan aloevera di Hotel-hotel Pontianak

IKM Aloevera

Disperindag Kota

Tidak menggunakan anggaran

2015

Fasilitasi pembuatan perijinan untuk IKM yang belum mendaftarkan/memiliki ijin-ijin terkait dengan kegiatan IKM, seperti; PIRT.

Peraturan terkait dengan industri ini Dukungan Pemerintah Surat Himbauan dari Kota dalam penggunaan Walikota/Gubernur produk lokal di Industri tentang pengunaan Perhotelan Kota produk IKM/Lokal , Pontianak termasuk produk Aloevera

RENCANA AKSI Pengembangan IKM Sepatu/ Alas Kaki di Kota Mojokerto (Local Industry Action Plan for Footwear Industry, Mojokerto ) Tantangan Aksi Meningkatkan kualitas produk IKM alas kaki yang mampu menembus pasar domestik guna mendukung ikon Mojokerto sebagai Kota Alas Kaki 1. Pengembangan model IKM untuk meningkatkan mutu dan daya saing produk alas kaki Mojokerto melalui praktek proses produksi yang baik serta pengembangan desain IKM Sasaran Periode

2. Branding kota Mojokerto sebagai Kota IKM Alas Kaki untuk memperluas pasar produk alas kaki kota Mojokerto Akan diseleksi melalui FGD (target; 5 - 20 IKM sebagai pilot project/ percontohan) Desember 2014~2 tahun Kegiatan

Judul

Isi

Bahan Baku/ Pasokan Bahan Baku Unit bisnis/lembaga penyedia bahan baku

Proses Produksi Pendampingan oleh produsen lem untuk peningkatan kualitas pengeleman

Peningkatan kualitas produk melalui standarisasi produk alas kaki

Identifikasi produsen lem yang akan diajak berkolaborasi (dengan melakukan survei IKM)

Tujuan

Pelatihan teknologi IKM alas kaki Pelatihan grading alas kaki Pengembangan produk Pelatihan desain alas kaki Pelatihan desain alas kaki - 3 seri

Sosialisasi HaKI

Penanggung Jawab

Sumber Dana (skema/ program)

Periode

Menjamin ketersediaan bahan baku berkualitas dengan IKM alas kaki kota Diskoperindag Provinsi harga bersaing bagi industri alas kaki kota Mojokerto Mojokerto (perlu konfirmasi) Ditjen IKM

Ditjen IKM

2016

Mengidentifikasi produsen lem berkualitas baik dengan IKM yang ditunjuk APRISINDO harga bersaing untuk memperbaiki kualitas pengeleman Produsen lem dgn BPIPI produk alas kaki Mojokerto kualitas baik Diskoperindag Kota

APRISINDO BPIPI

Triwulan I/2015

Produsen lem BPIPI (perlu konfirmasi)

Triwulan I/2015

BPIPI IKM yg ditunjuk Dana Tim SMIDeP APBD kota

2015~2016

Triwulan II/ 2015

SDPI Disperindag Provinsi Diskoperindag Kota

APBD Provinsi

Semester II /2015

Diskoperindag Kota

APBD Kota

Triwulan II/ 2015

BPIPI Diskoperindag Kota Diskoperindag Kota

BPIPI-APBN

2-13 Feb 2015

APBD Kota

2015

BPIPI Diskoperindag Kota

BPIPI-APBN

23 Feb-6 Mar 2015 9-20 Mar 2015 4-15 Mei 2015

Disperindag Kota BPIPI Disperindag Provinsi

APBD Kota APBN Ditjen-IKM/ BPIPI APBD Provinsi

2015 or 2016 2015

Tim SMIDeP Diskoperindag Kota Diskoperindag Kota Tim SMIDeP

Dana Tim SMIDeP

Mar 2015/Apr 2015

Dana SMIDeP APBD Kota

2015

Bimbingan teknis pada pengeleman oleh teknisi/ tenaga Memperbaiki cara pengeleman untuk meningkatkan ahli lem kualitas dengan harga bersaing pada segmen pasar yg dituju Melakukan uji laboratorium terhadap hasil proses Monitoring dan evaluasi daya rekat produk alas kaki pengeleman pada produk yang dihasilkan untuk menjamin peningkatan kualitas pengeleman Sosialisasi standarisasi produk alas kaki (SNI dan ISO Pengenalan standar mutu SNI (wajib dan belum wajib) 9001) untuk produk alas kaki dan ISO 9001

Pendampingan SNI alas kaki dan ISO 9001

Sasaran

IKM yang ditunjuk APRISINDO BPIPI (perlu konfirmasi) Diskoperindag Kota IKM yang ditunjuk BPIPI IKM yg ditunjuk Tim SMIDeP IKM alas kaki Diskoperindag Kota (5 KUB, 30 IKM) SDPI Disperindag Provinsi

Penerapan SNI alas kaki/ISO 9001 di IKM yang ditunjuk IKM alas kaki yg untuk memperoleh sertifikasi SNI alas kaki tertentu/ISO lolos verifikasi 9001 (sistem manajemen mutu) kelayakan SNI/ISO 9001 Meningkatkan kualitas dan kapasitas produksi alas kaki IKM yg ditunjuk dengan menggunakan peralatan yang lebih maju ? IKM yg ditunjuk Meningkatkan kemampuan dan pengembangan desain IKM yg ditunjuk produk alas kaki Meningkatkan kemampuan dan pengembangan desain IKM yg ditunjuk produk alas kaki

Mensosialisasi HAKI kepada IKM sehingga IKM IKM yg ditunjuk mendapat perlindungan/manfaat dari pendaftaran HAKI Fasilitasi HaKI Penerapan HaKI di IKM alas kaki (registrasi merek, IKM yg ditunjuk barcode, dll) Sosialisasi dan Bimtek tentang 3K/3S kepada IKM alas IKM dapat menerapkan 3K/3S untuk manajemen proses IKM yg ditunjuk kaki produksi yang baik dan memperbaik effisiensi produksi Studi banding ke sentra industri alas kaki Memperluas wawasan IKM dan dinas terkait mengenai IKM yg ditunjuk pengembangan sentra alas kaki yang baik (peningkatan Diskoperindag mutu, perluasan pasar, perbaikan sistem, kebijakan, Kota lembaga dukungan, dll)

Kegiatan Judul Promosi/ Pemasaran Promosi "Alas Kaki Kuat" Mojokerto

Isi

Sasaran

Pelatihan branding IKM

?

IKM yg ditunjuk

Display produk alas kaki unggulan di KPD Jatim

Promosi produk alas kaki unggulan yg diminati jejaring pasar KPD

IKM yg ditunjuk

Temu bisnis rutin melalui Kantor Perwakilan Daerah (KPD) dengan calon pembeli

Temu bisnis dengan mitra potensial melalui jaringan pasar KPD Rencana temu bisnis 2015 (Bidang Perdagangan Diskoperindag Kota): 1. Sorong 2. Banjarmasin 3. Kupang Mempromosikan produk alas kaki Mojokerto bermutu baik serta kerja sama antara IKM dengan buyer, supplier, dan eksportir

IKM yg ditunjuk

Temu bisnis antara IKM alas kaki dan calon pembeli

Fasilitasi kerjasama kemitraan diantara IKM dan pihak swasta (siapa??) Promosi melalui website/ media sosial (blog, FB) Partisipasi pada/ promosi melalui pameran/ trade Fair

Penguatan kampung sepatu Mojokerto

Materi pemasaran & promosi sepatu

Branding Kota sebagai kota alas kaki

Tujuan

Penanggung Jawab

BPIPI Diskoperindag Kota Disperindag Provinsi Bag. Perdagangan Diskoperindag Kota Disperindag Prov. Bag. Perdagangan Diskoperindag Kota

Sumber Dana (skema/ program)

Periode

BPIPI-APBN

4-15 Mei 2015

APBD Prov.

2015 ~ 2016

APBD Prov. APBD Kota

2015 (Triwulan) ~2016

IKM yg ditunjuk

APRISINDO Diskoperindag Kota

APBD Kota

2015

Memperluas segmentasi pasar IKM alas kaki Mojokerto IKM yg ditunjuk

Diskoperindag Kota APRISINDO Univ. Ciputra APRISINDO Diskoperindag Kota Disperindag Prov. Ditjen-IKM/ BPIPI APRISINDO

APBD Kota

2015

Univ. Ciputra APRISINDO APBD Kota APBD Prov. APBN Ditjen-IKM/ Dekon APRISINDO

2015~2016

Pembuatan facebook fanpage dan twitter untuk mempromosikan produk alas kaki unggulan kota Promosi produk alas kaki melalui acara pameran sbg berikut; - Pameran Sepatu, Kulit dan Fashion (stand dr APRISINDO, Juni 2015, JCC Jakarta) - Pameran Alas Kaki (Stand dr APRISINDO, Okt 2015, Plaza Kemenperin, Jkt) Pengembangan kampung sepatu Mojokerto sebagai destinasi bisnis dan wisata

IKM yg ditunjuk

IKM alas kaki Mojokerto

Pemkot Mojokerto - Diskoperindag Kota - Dinas Pariwisata

APBD Kota

2016

Membuat materi promosi sepatu "Mojokerto" (brosur/leaflet, katalog produk, brand identity, product tag)

IKM yg ditunjuk

Univ. Ciputra IKM yg ditunjuk Diskoperindag Kota JICA SMIDeP Pemkot Disperindag Kota

JICA SMIDeP

2015

APBD Kota Dana Tim SMIDeP

???

IKM yg ditunjuk

Triwulan I, II, IV Tahun???

Pendirian Pusat Informasi/ Promosi (atau Pusat Grosir/ Memberikan layanan informasi (database IKM, peta Outlet) Alas Kaki Mojokerto (GMCC?) sentra, katalog produk, leaflet) kepada pembeli dan pengunjung ke sentra Mojokerto

IKM yg ditunjuk

Sosialisasi Mojokerto sebagai kota alas kaki kepada IKM dan masyarakat

Mempromosikan "Alas Kaki Kuat" Mojokerto

IKM alas kaki dan POKJA masyarakat terkait

APBD Kota

Semester II /2015

Launching "Alas Kaki Kuat" Kota Mojokerto

?

Dito

APBD Kota Ditjen IKM Tim SMIDeP

Jul./ Agu. 2015

Pendirian tugu sepatu/ alas kaki di Kota Mojokerto

Memperkuat branding kota Mojokerto sebagai kota alas Dito kaki

APBD Kota

Triwulan III 2015

Tim SMIDeP (utk alat promosi)

Pemkot POKJA (Diskoperidag Kota) Ditjen IKM Tim SMIDeP POKJA

Kegiatan Judul

Isi

Tujuan

Sasaran

Penanggung Jawab

Sumber Dana (skema/ program)

Periode

Faktor Dukungan Aspek Kelembagaan Persiapan pembentukan Mempersiapkan pembentukan Koperasi untuk koperasi alas kaki pemasaran produk alas kaki Mojokerto Melengkapi database IKM

Mengumpulkan data IKM alas kaki melalui berbagai metode FGD, observasi dan wawancara

Akses Keuangan/ Manajemen Usaha Optimalisasi KUB sentra Pelatihan manajemen dan kewirausahaan alas kaki Pelatihan manajemen IKM alas kaki - 2 seri Permodalan pada IKM alas kaki

Bantuan modal bergulir pada IKM alas kaki

Membentuk koperasi khusus pemasaran

IKM yang ditunjuk Diskoperindag Kota

APBD Kota

Jan.~Feb. 2015??

Diskoperindag Kota

APBD Kota

Des-Jan 2014

KUB yang ditunjuk Diskoperindag Kota Tim SMIDeP IKM yang ditunjuk BPIPI Diskoperindag Kota IKM alas kaki Diskoperindag Kota

APBD Kota

2015

BPIPI APBD Kota

6-17 Apr 2015 18-29 Mei 2015 2015

APBD Kota (Disnaker)

2015

IKM / pengrajin yg BPIPI Diskoperindag Kota ditunjuk atau Mojokerto kandidat yang sesuai

BPIPI

3 - 14 Juni 2014

Instansi pemerintah dan sekolah di kota Mojokerto

POKJA (Diskoperindag Kota) Pemkot Mojokerto

APBD Kota

Semester II /2015

Instansi POKJA (Diskoperindag pemerintah terkait Kota) Pemkot Mojokerto

APBD Kota

Semester II /2015

Menbuat database IKM alas kaki yang bisa diakseskan IKM alas kaki oleh pembeli dan pengunjung ke sentra Memperkuat kelembagaan dan kewirausahaan ? Mempermudah akses permodalan dalam upaya meningkatkan pengembangan usaha IKM alas kaki

Sumber Daya Manusia Tenaga kerja terampil Pelatihan keterampilan khusus untuk industri alas kaki, Memenuhi kebutuhan tenaga kerja terampil di IKM alas Masyarakat usia untuk industri alas kaki seperti jahit upper, sol kaki Mojokerto serta mengurangi jumlah penganguran produktif yang tidak memiliki pekerjaan Pelatihan teknologi acuan alas kaki

?

Peraturan terkait dengan industri ini Penetapan regulasi tentang pengadaan barang dan jasa Mensosialisasikan pemakaian sepatu Mojokerto di Regulasi penggunaan pemerintah untuk penggunaan sepatu Mojokerto di sepatu Mojokerto oleh lembaga pemerintahan dan sekolah sebagai media lingkungkan instansi pemerintahan dan sekolah kota Pemkot (Peraturan promosi Walikota, Surat Edaran, Mojokerto dll) Surat Penetapan Penetapan Mojokerto sebagai Kota Alas Kaki oleh Mensosialisasikan kota Mojokerto sebagai kota alas Mojokerto sebagai Kota Walikota kaki kepada instansi pemerintahan terkait Alas Kaki Surat pemberitahuan kepada Gubernur (Jatim) dan Kementerian terkait (Kemenperin, Kemendag, KemenKop&UMKM)

Disnaker Kota Disperindag Kota

Member List of KSU HARUNGGUAN (Cooperative) for Ulos Fashion Products Head of Cooperative Address of Cooperative

Ms. Merry Suryani Tel: 0821-6881-8288 Jl. Lektol Sugiopranoto, Desa Pardomuan 1, Kec. Pangururan, Kab. Samosir

The exsiting members from the former Joint-Business Group (KUB) Address No Name Position 1 Yuti Pasaribu Simbolon Huta Namora 2 Palipi Naibaho 3 Mangabing Simbolon Huta Namora 4 Melwandi Manullang Huta Namora 5 Wiwi Simbolon Pangururan 6 Jalebar Sitanggang Pangururan 7 Rosalin Manullang Pintu Sona 8 Rumania Malau Pangururan 9 Merry Suryani Kepala (head) Pangururan 10 Lince Veronika Pangururan 11 Winda Simbolon Pangururan 12 Lawessani Limbong Pangururan 13 Benget Sianturi Lumban Suhisuhi 14 Frenky Sihombing Lumban Suhisuhi 15 Wantimer Simbolon Lumban Suhisuhi 16 Dewi Sagala Lumban Suhisuhi 17 Hotmaida Silalahi Pangururan 18 Denny Simbolon Pangururan 19 Fransiska Tamba Pangururan 20 Surya Nengsi (Jovito) Pangururan

Sex F M M M F M F F F F F F M M F F F F F F

Job TPL Penjahit Penjahit Penjahit Penjahit Honor Diskoperindag Penjahit Penjahit Pengusaha Konsultan 0821-6834-5798 Penjahit Pengrajin Penjahit Pengrajin Pengrajin tenun Pengrajin tenun Pengrajin Pengrajin Penjahit Penjahit

Newly joined members after Cooperative (KSU) No Name Position 21 Supriadi Sihombing 22 Julina Sitinjak 23 Junita Sibarani 24 H.Situngkir 25 Krimson Malau 26 Resti Sidebang 27 Murni Sitinjak 28 Sariani Hasugian 29 Martha Simalango 30 Putri Tamba 31 Deliana Malau 32 Lampita Sinaga 33 Olga Silalahi Secretariat Secretariat 34 Anna Sitanggang

Sex M F F M M F F F F F F F F F

Job Penjahit Penjahit Penjahit Penjahit Penjahit Penjahit Penjahit Penjahit TPL TPL Penjahit Penjahit Staf Diskoperindag Honor Diskoperindag

Address Parbaba Pangururan Pangururan Situngkir Pangururan Pangururan Pangururan Parbaba Pangururan Pangururan Pangururan Situngkir Situngkir Parbaba

Daftar IKM Komponen Kapal Kabupaten Tegal (List of the initial target SMIs for Ship-part Industry ) No

Nama Perusahaan

1 Setia Kawan

2 Rizky Saputra

Nama Pemilik

Investasi (Rp.000) 100,000

100,000

Nilai Produksi Produk Tenaga Kerja Pasar (Rp.000) After Market 1,020,000 Jendela Kotak 10 Jendela Bulat Industri Galangan Kapal Jendela Mati Jendela Hidup Pintu Kedap Air Handel Pintu Soket After Market 1,140,000 Pompa Keong 80 8 Pompa Keong STA 3000

3 Utama Rajin Teknik

75,000

540,000 Baut Kupu kupu Handel Pintu Anoda Zink

5

After Market

4 Karya Utama Logam

100,000

1,080,000 Baut Kupu Kupu Nepel

7

After Market

5 Iqro Logam

100,000

720,000 Baling baling kapal Kili kili Baut kupu kupu 300,000 Kipas Pompa PC

6

After Market

5

420,000 Jendela Kapal Bulat Jendela Kapal Kotak 180,000 Stir Kapal

5

After Market Industri Galangan Kapal After Market

5

After Market

540,000 Baling baling Kapal Bushing Koker Baut kupu kupu 912,000 Dudukan Stir kapal Puller Kerekan 180,000 Pompa Keong PC Pompa Keong STA Jangkar Kapak 720,000 Kopel Mesin kapal Pully 600,000 Pompa Keong PC Pompa keong STA 300,000 AS Pompa PC As Pompa STA Pully 780,000 Pompa Keong STA Pompa keong PC 780,000 as Pompa PC Bushing Koker Baling baling kapal 240,000 Pompa Keong PC Baling Baling Kapal Pancing 240,000 as Pompa PC Bushing Koker As Kapal Pompa 900,000 Jendela kapal Handel Pintu Tempat lampu 840,000 Jendela kapal Bushing Koker Tambatan 540,000 Jendela kapal Kotak Jendela kapal Bulat Tempat Lampu 1,020,000 Jendela Kapal Bulat Jendela Kapal Kotak 240,000 Jendela kapal Handel Pintu Tempat Lamu Bushing Koker 480,000 Jendela kapal Pelendes Dudukan Lampu Kapal 360,000 Baling baling kapal Kili kili 240,000 Baling Baling kapal Pelendes 240,000 Baling baling Kapal Kili kili 300,000 Baling Baling Kapal Pompa Keong PC

5

After Market

8

After Market

5

After Market

8

After Market

8

After Market

5

After Market

6

After Market

7

After Market Industri Galangan Kapal

6

After Market Industri Galangan Kapal

7

After Market Industri Galangan Kapal

6

After Market Industri Galangan Kapal

6

After Market Industri Galangan Kapal

6

After Market Industri Galangan Kapal

7

After Market Industri Galangan Kapal After Market Industri Galangan Kapal

6 Rojiki

50,000

7 Karya Manunggal

65,000

8 Karya Mulya

30,000

9 Anugrah Teknik

65,000

10 Putra Teknik

11 Bintang Rejeki

100,000

70,000

12 Risna Jaya

100,000

14 Langgan Menatari Jaya

150,000

15 Rizky Baru

70,000

16 Logam Cor

95,000

17 Incor

85,000

18 H.Ony

20,000

19 Kamali

30,000

20 Hasil Karya Putra

100,000

21 Sani

100,000

22 Nadin

23 Ali Langgen

90,000

100,000

24 Lulu Putra Mandiri

45,000

25 Haira

95,000

26 Logam Bahari

50,000

27 Utama Jaya

50,000

28 Husni

50,000

29 Putra Eka Jaya

50,000

5

6

After Market Industri Galangan Kapal

5 5

After Market Industri Galangan Kapal After Market

4

After Market

5

After Market

Daftar Anggota APECC (Member list of Association for Chocolate Producers ) No

Nama Uｓａｈａ

Merek Produk

Pemilik

Alamat

Thn mulai usaha

Tenaga Kerja Tenaga kerja tetap 2, pemilik dan suaminya

1 Sa'adah

Banua Cokelat

Kota Palu

2010

4

Tenaga kerja tetap 2, 1 orang dipanggil sesuai kebutuhan dan pemilik 2 Rapoviaka Simple

Rapoviaka Simple

Kota Palu

2010

4

Tenaga kerja tetap 2 dan pemilik 3 Maryam's Family

Tadulako Cokelat

Kota Palu

2012

3

4 Moon's Chocolate

Moon's Chocolate

Kota Palu

2012

2

1 orang dipanggil sesuai kebutuhan dan pemilik

Tenaga kerja tetap 1 dan pemilik 5 Sakulati Cokelat

Sakulati Cokelat

Kab. Sigi

2012

2

6 Wanita Mandiri

Aisyah Cokelat

Kota Palu

2012

2

7 Al Ikhsan

Cokelat Halwa

Kota Palu

2013

1

Tenaga kerja tetap 1 dan pemilik Pemilik

Rumah roti dan kue Mangun Cokelat 8 Mangunsarkoro

Kota Palu

2013

1

Pemilik (memakai tenaga kerja pada usaha roti sesuai kebutuhan dan tenaga dari Sa'adah) Pemilik

9 Chocolate craft

10 Choco-Pal

Chocolate craft

Kota Palu

2013

1

Choco-Pal

Kota Palu

2013

1

11 Kaili Cokelat

Kaili Cokelat

Kota Palu

2014

12 Merpati Cokelat

Merpati Cokelat

Kota Palu

2014

Pemilik

Jenis Produk Olahan

Tempat Penjualan

cokelat bar, cokelat candy, cokelat praline, cokelat paket dll.

1. Outlet milik sendiri 2. Toko oleh oleh "Sri Rejeki" 3. Toko oleh oleh "Garuda Jaya" 4. Toko oleh oleh "Raja Bawang" 5. Toko oleh oleh "Mbok Sri" 6. Toko Oleh Oleh " Sumber Rezeki " 7. Toko Oleh Oleh " Salhan " 8. Toko Oleh Oleh "Diverso" 9. Toko Oleh Oleh " Zahra" 10. Toko Oleh Oleh "Sofie" 11. Toko Oleh Oleh "CLP" 12. Swissbell Hotel (café) *sdh tdk lagi 13. Jualan di pantai *sdh tidak lagi 14 Pameran praline, semprong cokelat, cokelat bar 1. Penjualan Langsung 2. Toko oleh oleh "Salhan" 3. Toko oleh oleh "Diana" 4. Toko Oleh Oleh "Rhema" 5. Toko Oleh Oleh "Diverso" 6. Toko Oleh Oleh "Sri Rejeki" 7. Toko Oleh Oleh "Sibayak" Balikpapan 8. Pameran cokelat bar, cokelat candy, cokelat praline, 1. Penjualan Langsung cokelat kurma, brownies 2. Toko oleh oleh "Salhan" 3. Toko oleh oleh "Diana" 4. Toko Oleh Oleh "Rhema" 5. Toko Oleh Oleh "Diverso" 6. Toko Oleh Oleh "Sri Rejeki" 7. Toko Oleh Oleh "Sibayak" Balikpapan 8. Sumber Rejeki 9 Pameran selai cokelat, cokelat bar, cokelat praline, 1. Penjualan langsung cokelat lolypop, cokelat edible 2. Toko Oleh Oleh "Salhan" 3. Toko Oleh Oleh "Sibayak" Balikpapan 4. Pameran 1. Kios/ Kedai (4) brownies, cokelat bar, cokelat praline, cokelat lolypop, cokelat sagu, cokelat crispy, 2. SD (1) 3. Swalayan "Galeri Sigi" cokelat kurma, cokelat marbel, minuman 4. Toko Oleh Oleh "Raja Bawang" cokelat 5. Toko Oleh Oleh "Rhema" 6. Penjulan langsung 7. Pameran lolypop, cokelat candy 1. SD 2. TK 3. Kios brownies, cokelat bar, cokelat praline, cokelat lolypop, kukiw cokelat, cokelat marbel, cokelat kurma

1. SD, SMK 2. Penjualan langsung 3. Pameran

1.Pameran Roti cokelat, cokelat bar, cokelat praline, cokelat lolypop, minuman cokelat jahe, kue 2. SMP 3. Swalayan (Gorontalo) kering 4. Koperasi 5. Penjualan langsung brownies, puding cokelat, cokelat praline, 1. Toko Oleh Oleh "Rhema" lolypop 2. Toko Oleh Oleh "Diverso" 3. Sekolah 4. Pameran 5. Penjualan langsung cokelat praline n/a

Penjualan per Bulan ( Rata Rata ) rp. 7.2 juta

PIRT

Halal

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○

rp. 5.6 juta

rp. 2 juta

rp. 1.1 juta

rp. 1.8 juta

rp. 4 juta

rp. 1.4 juta

rp. 2.9 juta ( diluar penjualan roti )

rp. 600 rb

n/a

1. Outlet Banua Cokelat

n/a

n/a

n/a

Daftar Produsen Meubel Rotan di Kota Palu (Target Producers for Rattan Furniture Industry ) No

Nama IKM

Pemimpin

Tahun Berdiri

Jumlah Tenaga Kerja

Jenis Produk

1

CV. Bone Layana Indah

kursi meja tamu, kursi meja makan, 2004 kursi meja teras, kursi santai, sketsel, piring, tutup saji, dll

6 orang

2

Istana Seni Rupa

kursi meja tamu, kursi meja makan, 2005 kursi meja teras, kursi santai, sketsel, piring, tutup saji, dll

3 Bamba Rotan

2007

kursi meja tamu, kursi meja makan, kursi meja teras, kursi santai

Penjualan 2014 (Natal 2013, Lebaran 2014)

Asal Pembeli

Kelompok Pembeli

Telepon

Sumber Bahan Baku

Pribadi, Instansi Pemda Penjualan tahun 2014 menurun, tenaga kerja tetap berproduksi sehingga ada tumpukan stok 085341367728 (Perkebunan Prov., Pendidikan/ Kebudayaan Kota) yang siap untuk finishing.

Pantai Timur Jaya

Penurunan penjualan, disebabkan tingkat kesibukan pemilik sangat tinggi (pemilik memiliki081354561140 profesi sebagai guru)

Pantai Timur Jaya

Penurunan penjualan, disebabkan tingkat kesibukan pemilik sangat tinggi (pemilik memiliki085241224660 kesibukan sebagai staff di PIRNAS)

Pantai Timur Jaya

Palu dan sekitarnya,  Tanah Pribadi, Dinas, Hotel, cafe Toraja

Penjualan tahun 2014 sangat meningkat.

081245186613

Pantai Timur Jaya ?@Tawaeli

Palu dan sekitarnya Pribadi

Penjualan tahun 2014 dalam kondisi stabil, kecuali orderan natal tahun ini menurun, kemungkinan disebabkan oleh kenaikan BBM (menurut IKM).

082187696831

Pantai Timur Jaya CV Budi Mulia

082193778583

Bulan biasa: 5 jt/ bln Lebaran: 50 jt

Palu, Morowali, Parigi, Poso, Makassar

1 orang (diri Panggil tenaga jika ada orderan sendiri)

Bulan biasa : Rp 6 juta / bulan (5 set kursi@Rp 1.200.000 ‐ 1,500.000) Lebaran : Rp 37.600.000 (8 set [email protected] dan 7 set kursi@Rp 4.000.000)

Palu dan sekitarnya, Pribadi, Instansi / lembaga ( Makassar PIRNAS)

1 orang (diri Panggil tenaga jika ada orderan sendiri)

Bulan biasa : Rp 5 juta/ bln (2 ‐ 5 set@Rp 1.200.000 ‐ 1,500.000),

Palu, Palopo

9 orang tenaga kerja tetap termasuk pemilik

Bulan biasa: 5‐10 jt/ bln Natal 2013: 135 jt (30 [email protected] jt) Lebaran: 180 jt (40 [email protected] jt)

tenaga kerja tetap termasuk pemilik

Perubahan yang terjadi

Pribadi, Instansi Pemda (Pariwisata), Bandara

4

Sumber Rotan Tohti

kursi meja tamu, kursi meja makan, 2005 kursi meja teras, kursi santai, sketsel, piring, tutup saji, dll

5

Tora Tora Rotan

4 orang tenaga kerja tetap, 6 orang Bulan biasa: 5‐10 jt/ bln kursi meja tamu, kursi meja makan, tidak tetap Natal 2013: 40 jt 1973 kursi meja teras, kursi santai, sketsel, 10 orang (tidak termasuk pemilik/ pemilik tidak Lebaran: 60 jt piring, tutup saji, dll terlibat dalam proses produksi)

6

Indra Jaya Rotan

2008

kursi meja tamu, kursi meja makan, kursi meja teras, kursi santai

4 orang

tenaga kerja tetap termasuk pemilik (namun sekarang bulan desember 2014 tenaga kerja selain pemilik bekerja di sentra ujuna)

Bulan biasa: 12 jt/ bln Lebaran: 60 jt (50 set)

Palu dan sekitarnya Pribadi

Penurunan penjualan, disebabkan tingkat kesibukan pemilik sangat tinggi (memiliki aktifitas di luar kota)

7 Meubel Rizki

1990

kursi meja makan, , kursi meja tamu, kursi meja teras, meubel kayu

5 orang tenaga kerja tetap termasuk pemilik

Bulan biasa: 10 jt/ bln Lebaran: 30 jt

Palu, Tanah Toraja, Mamuju

Penjualan khususnya produk rotan cukup meningkat (pemilik memiliki usaha mebel kayu 085241398029 juga), disebabkan keaktifan IKM dalam mengikuti pameran lokal.

Pribadi, Instansi/ lembaga ( PIRNAS)

PT Verko UD Fajar Baru

Daftar Produsen Meubel Rotan di Kota Palu (Non‐target Producers ) No

Nama IKM

1 Kaili Jaya

2

Subur Rotan 1&2

Pemimpin

Tahun Berdiri

Jumlah Tenaga Kerja

Jenis Produk

Asal Pembeli

Kelompok Pembali

Keterangan

TELEPON / HP

Sumber Bahan Baku

kursi meja tamu, kursi meja makan, 1979 kursi meja teras, kursi santai, sketsel, 3 orang piring, tutup saji tenaga kerja tetap

Bulan biasa: 2‐5 jt/ bln Lebaran: 20 jt

Palu dan sekitarnya Pribadi

085394353549

Pantai Timur Jaya

kursi meja tamu, kursi meja makan, 1986 kursi meja teras, kursi santai, sketsel, 12 orang piring, tutup saji, dll

Bulan biasa: 20 jt/ bln Lebaran: 200 jt (100 set)

Palu dan sekitarnya Pribadi

082195991003

Pantai Timur Jaya

Bulan biasa: 2‐5 jt/ bln Lebaran: 15 jt

Palu dan sekitarnya Pribadi

085241182018

Pantai Timur Jaya

Palu, Manado, Poso, Toli Toli, Pribadi Ampana, Morowali

081354582708

Pantai Timur Jaya

Irma Jaya Rotan

kursi meja tamu, kursi meja makan, 1981 kursi meja teras, kursi santai, sketsel, 2 orang piring, tutup saji, dll

4 Palunesia

kursi meja tamu, kursi meja makan, 2007 kursi meja teras, kursi santai, sketsel, 4 orang piring, tutup saji, dll

5 Eka Bintang 2

1987

3

Penjualan

tenaga kerja tetap

tenaga kerja tetap

6

Bina Sampesuvu

kurungan ayam, ayunan bayi, meubel 2 orang (jika ada orderan)

2000 Kerajinan Parsel Buah

5‐6 jt/ bln

Palu dan sekitarnya Pribadi

400 rb/ bln

Palu

UD Fajar Baru

tenaga kerja tetap

5 orang tenaga kerja tidak tetap

Pribadi

085241051848

No

Nama IKM

Pemimpin

Tahun Berdiri

8 Kriya Rotan

2008 tempat sampah dan piring rotan

9 Prima Rotan

2004

10

Meubel Rotan Fatikh

13 Taipa Rotan 1

11

Meubel Rotan Very

12 Astri Lauro

Jumlah Tenaga Kerja

Jenis Produk

Hasta Roviega Rotan

Kelompok Pembeli

Palu

Pribadi

Keranjang Buah

1,5 jt/ bln

Palu, Poso

Pribadi (penjual buah)

1 orang

Guru SMK 5

085241355223

081354529344

4 orang

2009

2010 kursi meja tamu, Kursi meja Teras

Telepon

1 orang

1 orang

Untuk sementara, produksi kurang aktif (perlu konfirmasi).

085298730704

Sekarang menjadi tenaga di IKM Palunesia, kurang aktif melakukan produksi di tempat sendiri.

081341460513

Produksi di tempat sendiri kurang aktif, IKM memiliki bekerja bersama dgn IKM Bamba Rattan.

085241362147

Produksi kurang aktif, pelaku IKM memiliki pekarjaan lain.

081944593568

16 Taipa Rotan 2

Sudah tutup. Pelaku IKM bekerja pada IKM lain sebagai tenaga kerja.

17 Eka Bintang 2

Sekarang tinggal meubel kayu.

085341299177

Sekarang fokus pada industri batik.

081354276658

19 Kopinkra

Untuk sementara belum menjual produk.

081341216787

20 Rotan Baiya

Sekarang tidak ada produksi/ tenaga kerja.

18

21

UPT Batik & Rotan

Meubel Rotan Jagat

2012 kerajinan

1 orang

Sumber Bahan Baku

085228923263

300 rb / bln

kursi meja tamu, kursi meja makan, kursi meja teras, kursi santai

Perubahan yang terjadi

1 orang

14 Bunga Talise

15

Asal Pembeli

Kerajinan (piring, lampu, tudung saji, 1 orang dll)

2013 kursi meja tamu, kursi meja teras

2006

Penjualan 2014 (Natal 2013, Lebaran 2014)

Produksi belum rutin dilakukan, hasil produksi juga belum dapat dipasarkan.

081341442000

Pantai Timur Jaya

Daftar IKM Pengolahan Aloevera Pontianak (List of the initial target SMIs for Aloe Processing Industry ) No

Nama Merek

Alamat

Pemilik

Izin Usaha

No.Telepon

Pasar

Jenis Produk Lokal

1

Barokah

PIRT, Halal, Layak Sehat

0852-5046-3078

Dodol, Manisan, Kerupuk

Terminal Agrobisnis, PSP, Mitra-anda, HM, CS, Kaisar

2

I Sun Vera

Haki, PIRT, Halal

0813-5208-2882

Dodol, Manisan, Kerupuk, PSP, Mitramart, Mitra-anda Jelly, Tea, Minuman, Pilus, Cokelat, Stick, Bakso, Nasi, Sabun

3

Kemuning

PIRT, Halal

0813-4543-1775

Dodol

4

Nusa Indah

PIRT, Halal

0561-88-4056

5

Mitra Sumber Aloe Vera

PIRT, Halal

6

Mavera

7

Domestik

Tenaga Kerja

Mancanegara

Surabaya, Semarang

Produksi (harian)

7

30~40 kg

35

2 ton

PSP, Gajahmada, Sisinga Maharaja, Le Gita Cake

6

60 kg

Manisan

PSP

21

75~80 kg

0812-560-7554

Manisan, Tea, Minuman

PSP, Mitra-anda

Jakarta

8

1 ton

PIRT, Halal

0812-5675-0677

Minuman

PSP, Minimarket Serasan, Rindu Alam, Freshmarket, Hotels, Kantoran

Jakarta, Surabaya (café lga bakar)

3 tenaga kerja

2~2.5 ton

Rotiku Hidup

Haki, PIRT, Halal

0561-73-9189 0813-4592-5189

Minuman, Jelly, Tea, Kerupuk, Cokelat, Dodol

PSP, Incubator BI

Jakarta, Semarang

7

1~2 ton

8

Saviera

PIRT, Halal

0852-2244-7355

Minuman

Minimarket Garuda, Mitra-anda, Mitramart, Harum Manis, Citraniaga, Asoka

2

40 dus

9

Kimken

PIRT, Halal

Minuman

Pontianak, Kab. Sintang, Kab. Ketapang

4

50 dos

Jakarta (Smesco), Lottemart

Korea (lwt online), Singapura (minuman), Brunei (tea/sabun), Malaysia (sabun)

10 Kope Aloevera Juwara

PIRT, Haki

0812-5763-6555

Kopi Aloevera

Kafe Jirey

Bali, Jakarta

2

10 kg

11 Tripple

PIRT, Halal, IMB?

0852-5233-5812

Minuman

PSP

Jakarta

30

500 dus

13 Artika Vera

PIRT, Halal

0852-4594-2178

Manisan

Minimarket Kota Madya, Kota Baru, Sangai Jawi, Toko buah, Mempawah, Sungai Penyu, Anjungan, Sungai Duri

7

30~50 kg

14 Amplang Pontianak

PIRT, Halal, B-Pom

0852-49-6472

Amplang

Perhotelan (Orchad, Kini, Kapuas Darma, Merpati), Mitramart, Mitraanda

3

10 kg

15 Jetskin

PIRT, Halal

0813-4505-5219

Minuman, Manisan, Cokelat, PSP, Carefour, Hypermart Tea

15

1,000 dus

16 Ulira Food

PIRT

0852-4964-7298

Rempeyek, Stik tulang ikan, Happymart, Le gita Cake, Jutali, Sengti Stik keju

2

16 kg

17 Aloevera Segar Rasa

PIRT, Halal

0852-4724-2980

Minuman

Toko 56, Cita Rasa, Ahui

2

60 dos

18 My Beauty

PIRT

0852-5221-0990

Cokelat

Hypermart, Mitramart, Mega Mitra, Harum Manis, Mempawa, Sintang Balas Tara, Banks, Hotel Santika

2

30 kg: batangan 30 kg: kiloan

19 Hidayah

PIRT

0812-5671-7776

Dodol

PSP, Lego, Harum Manis, Citra Santan, Kaisar

7

30 kg

20 Kaliovera

PIRT

0812-560-1679

Minuman

Gajahmada, PSP, Mitramart, Legita Cake, Citraniaga, Koperasi Alas Kusuma, Amplang Pelai, Familymart, Freshmart, MM Alamin, Purnamamart, Indah Selera, Happymart, Sabar Subur, Mitra Lestari, Sangat Manis, Saricha Cake, Mamamart, Kingmart, Bunda Rasa Cake

3

50 kg

21 O-Degree

PIRT

0812-572-1721

Kosmetik

Apotik Sungai Landak, Resto, Ditributors, Salon Elqeuu/ Sandra tj. Hulu

Carefour, Hypermart, Superindo

Jakarta, Palembang, Kuching, Kuala Lumpur Jogjyakarta

15-kontrak 1600 botol/produksi 4-tetap

Data IKM Alas Kaki Sasaran di Kota Mojokerto (List of the initial target SMIs for Footwear Industry ) No.

Nama

Alamat

Produk

Kontak

Tel

Pasar Domestik

Ekspor

KUB

Legalitas Usaha Ada

Tidak

Jumlah

Keterangan

Pengrajin

Kelurahan Miji 1 UD. Cipta Karya

Sepatu/ Sandal Kulit

08123156085

√

√

22

Kurang motivasi

2 Victor

Sepatu/ Slop

081335715023

√

√

25

Kurang motivasi

3 Nurah

Sepatu

0321391388

√

√

6

Perlu diobservasi

4 Vandiaz

Sepatu/ Sandal

085648877718

√

√

20

Model Product

5 UD. Perdana

Sepatu/ Slop

0321395826

√

√

8

Perlu diobservasi

6 Abbro

Sepatu/ Slop

321323493

√

√

6

Perlu diobservasi

7 Zanlo

Sepatu/ Slop

08542635858

√

√

12

Model Product

Satria Maja

8 Sandal Zainul

Sandal

0321320722

√

√

7

Perlu diobservasi

9 Shandy Suryawijaya

Sepatu/ Sandal Imitasi

081330352879

√

√

60

Kurang motivasi

√ √

10

Model Product

Kompak

25

Model Product, SOP Coaching (SDPI)

Sepatu/ Sandal Wanita

0321395887

√

Sepatu Boot

0321325446

√

12 Alas Kaki Sai'Un

Sepatu

085645590596

√

√

22

Perlu diobservasi

13 Al Atthyah

Sandal

081235726636

√

Satria Maja

√

15

Pendampingan SNI (BSN/ PUPUK)

14 Karya Abadi

Sepatu/ Sandal

085649153007

√

Java Dwipa

√

20

Model Product, SOP Coaching (SDPI)

15 Fandy Anger Prayugo

Sandal/ Sepatu

0857497780

√

√

14

Perlu diobservasi

16 UD. Alimda

Sepatu/ Sandal

0321325268

√

Satria Maja

√

20

Model Product

17 UD. Orlando Jaya

Safety Shoes

0321390968

√

Satria Maja

√

5

SNI Coaching (SDPI)

18 The Hero

Sepatu Kulit

085732924550

√

√

6

Model Product Pendampingan SNI (BSN/ PUPUK)

10 Wenders 11 Wardhana Kelurahan Surodinawan

19 UD. Mitra Kerja

Sepatu Sport Anak

082234982877

√

20 Handeye

Sepatu/ Sandal

03217220630

√

Sepatu wanita

0321 391918

√

22 Dani Irawan

Sandal

0321390384

√

23 Makruf

Sandal

087856528999

√

24 Jaya Mulya

Sepatu Kulit

0321390731

25 Fadil Jaya Abadi

Sandal

26 D & R 27 Indra Jaya

21 UD. Priti Kelurahan Prajuritkulon

28 Putra Jaya Kelurahan Blooto

√

30

√

7

√

32

Model Product/ Pendampingan SNI (BSN/ PUPUK)

√

12

Model Product

√

12

Perlu diobservasi

√

√

6

SNI Coaching (SDPI)

081330512390

√

√

6

Perlu diobservasi

Sepatu

0817584125

√

√

8

Model Product

Sepatu/ Sandal

082140010090

√

√

12

Pendampingan SNI (BSN/ PUPUK)

Sandal

08133001600

√

√

15

Perlu diobservasi

√

8

Perlu diobservasi

√

4

Model Product

29 Puspa Utama

Sepatu/ Sandal

30 TBG

Sepatu/ Sandal

31 Magersari

Safety Shoes

Java Dwipa

Java Dwipa

√ 085648834674

√ √

Java Dwipa

√

Model Product

SNI Coaching (SDPI)

Annex-8: Detailed outputs/ achievements of facilitation of the Local Industry Action Plan (LIAP) implementation by the target regions/ industries

PM Form 4 Project Completion Report Annex-8

Achievement of Output Output-2: Platform operation for local industry development = Strengthening of the competitiveness of target SMIs with efficient service delivery

2-1 Number of the LWG meeting held Number of the LWG meeting held for each target industry Industry

Number of meeting held and explanation

Ulos fashion industry

- Has held 8 LWG meetings including terminal evaluation. Voluntary initiative of LWG for holding those meetings LWG was generally weak. LWG prepared agenda/ materials for such voluntary meetings.

Ship-part industry

- Has held 13 LWG meetings including terminal evaluation and several times of small gathering among key LWG members. Small gatherings have been held voluntarily in order to share the progress/ issues of the LIAP implementation.

Cacao processing industry

- Has held 14 LWG meetings including terminal evaluation and attended the periodic meetings of the target producers where the LWG members/ facilitator monitor the progress of the actions taken by them, and hear their needs/ requests for additional supports. The LWG meeting has become voluntarily held in the recent months.

Rattan furniture industry

- Has Held 17 LWG meetings including terminal evaluation, which were held upon the Expert Team’s facilitation previously, but has become voluntarily held in the recent months.

Aloe processing industry

- Has held 6 LWG meetings for the purpose of industry diagnosis, planning of the initial LIAP including FGDs with target industries, preparation of key support activities, and review of the progress/ achievement of the LIAP.

Footwear industry

- Has held 6 LWG meeting for the purpose of industry diagnosis, planning of the initial LIAP including FGDs with target industries, preparation of key support activities, and review of the progress/ achievement of the LIAP.

2-2 Number of support activity/ service facilitated among the proposed supports/ services in the Local Industry Action Plan (LIAP) The support activities/ services (183 in total) facilitated so far by each LWG for target industries (as of the reporting); Number of the support activities/ services facilitated by each LWG for target industries Industry

Times of support activity provided

Ulos fashion industry

Total: 43 times, including; - on raw material/ equipment: 12 times - on production/ technical improvement: 16 times - on market development: 12 times - on business management / financial access: 2 times - on industrial infrastructure/ institutional development: 1 time

Ship-part industry

Total: 21 times, including; - on raw material/ equipment: 1 time - on production/ technical improvement: 11 times - on market development: 6 times - on business management/ financial access: 2 times - on industrial infrastructure/ institutional development: 1 time

Cacao processing industry

Total: 43 times, including; - on raw material/ equipment: 3 times - on production/ technical improvement: 12 times 1

PM Form 4 Project Completion Report Annex-8

- on market development: 24 times - on business management/ financial access: 3 times - on industrial infrastructure/ institutional development: 1 time Rattan furniture industry

Total: 29 times, including; - on raw material/ equipment: 0 time - on production/ technical improvement: 8 times - on market development: 19 times - on business management/ financial access: 2 times

Aloe processing industry

Total: 25 times, including; - on raw material/ equipment: 0 time - on production/ technical improvement: 6 times - on market development: 18 times - on business management/ financial access: 0 time - on industrial infrastructure/ institutional development: 1 time

Footwear industry

Total: 22 times, including; - on raw material/ equipment: 0 time - on production/ technical improvement: 13 times - on market development: 5 times - on business management/ financial access: 2 time - on industrial infrastructure/ institutional development: 2 times

The below summarizes the support activities/ services which have been facilitated by each LWG for target industries, and the actions taken by target SMIs (as of the reporting); Summary of the support activities/ services facilitated and the actions taken by target SMIs Region/ Industry

Support activities/ services Actions taken by target SMIs

Samosir, North Sumatra Ulos Fashion industry

Support activities/ services facilitated: - Training/ technical guidance of handicraft product (using Ulos) development/ diversification (5 times) - Training of design and process skills development for Ulos-applied apparels/ handicrafts (5 times) - Training/ technical guidance of quality improvement of fabric/ skills of motif work (2 times) - Apprenticeship in advanced ATBM weavers and training of ATBM operation (3 times) - Training of entrepreneurship/ financial management of KUB (2 times) - Provision of equipment (weaving/ sawing machines/ raw materials) (12 times) - Promotion through event/ exhibitions (11 times) - Development of promotion tools and branding - Facilitation/ technical guidance of the producers’ cooperative establishment Actions taken by target SMIs: - Establishment of the joint-business group) and then the producers’ cooperative - Ulos-applied handicraft product development/ diversification - Marketing visits to potential buyers/ sales channels (local/ tourist markets)

Tegal, Central Java Metalwork (ship-parts) industry

Support activities/ services facilitated: - Technical guidance of good production practice/ workshop improvement through 3S introduction (pilot and extension phases) - Technical guidance and related supports for ship component certification by BKI, including; * Training of production process documentation * Workshop of drawing preparation for target components * Technical guidance of prototype/ production process documentation for target components * Quality/ performance test of prototype components * Research on standardization of scrap-based casting materials 2

PM Form 4 Project Completion Report Annex-8

- Study/ marketing visit to BKI/ ship-building industry in Jakarta - Business matching with ship-builder/ owner in Tegal - Participation in maritime industry exhibitions and workshop (3 times) - Matching seminar on financial service by a local non-bank - Training of financial management (bookkeeping/ cash flow management) Actions taken by target SMIs: - 3S introduction at the workshop - Prototype-making, production process documentation in preparation for BKI certification - Marketing and promotion to the existing/ potential buyers Central Sulawesi Cacao processing industry

Support activities/ services facilitated: - Comparative study to the advanced chocolate industry - Technical guidance/ technical consultation of production skills/ machine operation to the operators in the processing factory (2 times) - Technical guidance of chocolate product processing for local chocolate producers/ training of product diversification (7 times) - Training of Good Manufacturing Practice - Technical guidance of product packaging - Equipment/ machinery provision (3 times) - Promotion/ market test through events/ exhibitions (16 times) - Business matching with national chain stores/ local hotel industry (3 times) - Marketing mission to regional market (2 times) - Facilitation of an outlet establishment at the local airport - PR through local radio/ PR tool installation (2 times) - Guidance seminar on establishment/ management of micro-finance institution - Training of entrepreneurship (2 times) Actions taken by target SMIs: - Establishment of the association of local chocolate producers - Cacao-based/ chocolate product development/ diversification - Marketing visits to the potential buyers in local modern segment - Establishment of the association’s own chocolate shop (at the local airport)

Rattan industry

Support activities/ services facilitated: - Survey of local modern market in Palu/ seminar of the market survey for rattan furniture - Issuance of support letters for marketing action/ regulatory improvement (2 times) - Preparation of product catalogue - Promotion through events/ exhibitions (12 times) - Billboard advertisement/ RP through local television (2 times) - Training of product design/ finishing skills (6 times) - Establishment of standard manufacturing practice and process audit system (2 times) - Training of entrepreneurship (2 times) Actions taken by target SMIs: - Marketing visits to potential buyers/ users in local modern market

Pontianak West Kalimantan Aloe processing industry

Support activities/ services facilitated: - Business meeting with the polytechnic - Quality test of products (beverage) - Technical guidance for GMP certification (preparation) - Comparative study tour to Jakarta and Bandung on packaging/ GMP - Training of packaging design - Promotion through event/ exhibition (18 times) - Facilitation of establishment/ strengthening of the industry association Actions taken by target SMIs:

3

PM Form 4 Project Completion Report Annex-8

- Establishment of an association of local aloe processing SMIs - Establishment of a packaging design service Mojokerto East Java Footwear industry

Support activities/ services facilitated: - Training of entrepreneurship/ business management (2 times) - Training of advanced design - Training of size standardization - Training of branding - Training of shoelast making - Training of upper sole stitching/ out sole production (2 times) - Training of product/ design development (3 times) including market research - Testing of prototype product performance - Training/ clinic service of gluing practice - Socialization/ technical guidance (coaching) of Indonesian National Standard/ standard manufacturing practice (SOP) - Socialization/ technical guidance of workshop improvement though 3S introduction - Trade mission to/ business matching with potential foreign/ domestic buyers - Promotion/ market test through events/ exhibitions (3 times) - Training/ guidance of strengthening the joint-business group (KUB) - Comparative study to advanced footwear industry center Actions taken by target SMIs - 3S introduction at the workshop - Prototype-making, production process documentation in preparation for SOP application - Marketing and promotion to the existing/ potential buyers

Collaboration with supporting stakeholders in supply-chain (except supporting institutions) Each LWG has been facilitating the networking and collaboration with other supporting stakeholders, especially buyers/ merchandisers, and accreditation institution in the supply-chain of the target industries as show below, as a means to develop the marketable products and expand the sales channels. Networking and collaboration with raw material suppliers has been limited to a case of cacao processing industry. Industry

Networked/ collaborated stakeholders

Objective

Ulos fashion industry

3 handicraft merchandisers in Medan, namely, Kriya Ulos, I Love Medan, Langgam Souvenir (all in North Sumatra) Assoc. of Indonesian Fashion Designers

Technical guidance, product development, sales channel development

Ship-part industry

Biro Klasfikasi Indonesia (BKI), ship class/ component accreditation body KospinJasa, the largest local non-bank

Technical guidance, ship component certification Strengthening financial access

Cacao processing industry

2 farmers groups (guided on good farming practice)

Stable supply of quality fermented beans

Aloe processing industry

PT. Aloevera Indonesia (a large aloe processing company) Indonesian Packaging Federation, and packaging distributors/ makers

Technical guidance of product improvement Packaging design support/ material supply, technical assistance

Footwear industry

Ciputra University (students)/ Indonesian Footwear Industry Association (Aprisindo) PT. Geleco (supplier of gluing agents)

Product design/ development/ marketing

4

Product quality improvement

PM Form 4 Project Completion Report Annex-8

2-3 Number of SMIs/ producers which have been receiving/ utilizing the support/ service facilitated Number of SMIs/ producers which have been receiving/ utilizing the support/ service Industry

Initial target SMIs/ producers

Actual target SMIs/ producers

Ulos fashion

40 producers (30 weavers, 10 tailors)

Those which receive/ utilize the support/ service: 80 producers (30 weavers, 20 tailors, 30 newcomers) Target producers currently in focus: 20 producers (the members of newly established cooperative)

Ship-parts

30 SMIs of ship-part industry cooperative members

Those which receive/ utilize the support/ service: Around 40 SMIs (inc. non-cooperative members) Target SMIs currently in focus: 12 SMIs (inc. non-cooperative members)

Cacao processing

20 chocolate producers

Those which receive/ utilize the support/ service: 18 producers (additional 95 persons received the chocolate business start-up training recently) Target producers currently in focus: 16 producers (10 joins the producers’ association)

Rattan furniture

Around 20 producers

Those which receive/ utilize the support/ service: 10 producers (inc. non-group members) Target producers currently in focus: 5 producers

Aloe processing industry

21 SMIs (formed an industrial association)

Those which receive/ utilize the support/ service: 21 SMIs Target SMIs currently in focus: Same as above

Footwear industry

Around 40 SMIs

Those which receive/ utilize the support/ service: 30 SMIs Target SMIs currently in focus: 25 SMIs

2-4 Satisfaction (by most target SMIs) with the support activity/ service facilitated Degree of satisfaction by target SMIs which have been receiving/ utilizing the support/ service Industry

Degree of satisfaction

Note

Ulos fashion

Among 20 target producers in focus, 19 producers are very satisfied or satisfied, while one assesses so so.

Ship-parts

Among 12 target SMIs in focus, 7 SMIs are satisfied/ satisfied very much, while 4 SMIs so so, and 1 SMIs not satisfied.

One SMIs answers ‘not satisfied’, because of no direct effect on the volume of order.

Cacao processing

Among 10 target producers in focus, 7 producers are very satisfied or satisfied, while 2 producers are not sure, and one is less satisfied.

One producer answers ‘less satisfied’, because of the lesser participation during the latter stage of the Action Plan.

Rattan furniture

Five (5) target producers in focus are not sure of their satisfaction.

They reply ‘not sure’, because they do not see tangible effects for their business.

The degree of satisfaction by target SMIs was surveyed for the target industries since the Phase I.

5

PM Form 4 Project Completion Report Annex-8

2-5 Results (positive changes) of the LWG facilitation to target SMIs/ producers on the relevant aspects Achievement review of the LWG facilitation over the LIAP is compiled as below according to the following aspects (those which are the case with the overall goal of each LIAP), while addressing how many SMIs/ producers are involved in success cases; - Prototype preparation or development of the new/ improved product, and product diversification, - Improvement in comments from users/ consumers, - Linkage strengthening among SMIs/ with external stakeholders, - Expansion/ diversification of the market and sales channel, and development of new market/ buyer, - Management performance (sales, employees), and, - Other relevant achievements (on institutional, entrepreneurial, financial access, and other aspects)

Phase I target industries Ulos fashion industry in Samosir Regency of North Sumatra Province Facilitation of support activities by LWG/ actions by target SMIs

Achievement of the goal of the Action Plan To increase sales of Ulos-applied products (accessory/ handicraft) in local & tourist markets, in cooperation both with local designer(s) for the design development and

Among 30 Ulos weavers and 10 tailors originally targeted in the LIAP, 10 weavers/ tailors were selected as the primary target for support activities considering the level of their skills and willingness. Prototype handicrafts using Ulos fabric, including bag, accessory, etc., have been developed through the step-wised training/ technical guidance of handicraft product development/ diversification and design/ processing skills, where the external handicraft merchandisers have been mobilized as instructors. Then, LWG facilitated the target producers to conducting/ continuing marketing visits, amounting to 28 tourist hotels/ souvenir shops visited in Samosir, in addition to facilitating the opportunities of exhibitions. Those primary target producers (7 weavers/ tailors) then formed the joint-business group (KUB), in order that they could share the roles of production and marketing. Then, the training of product development/ diversification has been further extended to additional weavers/ tailors, so that the capacity of the handicraft production would be raised in accordance to the increase of hotels/ shops which show the interest in placing the handicraft products. Provision of initial working capital (in the form of raw material) and equipment (sawing machine) to the KUB has been facilitated by DG-SMI and through approaching to CSR providers in the province. The KUB members, facilitated by Diskoperindag Samosir, have decided to transform into a producers’ cooperative (KSU) in order to legitimize and strengthen its entity (in view of enabling direct access to the financial/ grant supports from the government/ CSR). As of Oct. 2015, the cooperative consists of 22 producers, steadily enhancing its production/ management capacity. Given virtually no sales of Ulos-applied handicrafts made in Samosir before the Action Plan implementation began, the overall goal is deemed as achieved, while the achievement level admits of further advancement as follows; The producers’ cooperative (KSU) has realized the consignment transaction cases of Ulos-applied handicraft products with 11 buyers/ sales channels in the local/ tourist markets, although the sales have not reached a significant amount. Although other buyers have also showed their interests in placing their handicrafts, the cooperative has not yet been able to satisfy all due to limited production capacity. Of these consigned products, the sales have been valued as Rp. 3.6 million in total (93 items out of 350 placed). In addition, the cooperative has recorded the sales of 6

PM Form 4 Project Completion Report Annex-8

with the tourism industry for the promotion.

Other noticeable results (positive changes) of the facilitation to target SMIs

Rp. 5 million so far through 9 exhibitions. Among the cooperative members, there have been also 12 members who have started their own handicraft business at their own premises, while placing their products at several local hotels and souvenir shops. The total sales by such 12 producers have reached Rp. 52.8 million as of the reporting. Prototype preparation and development of the new product - Various kinds of handicrafts products utilizing Ulos motif fabrics including bags, wallets, rings, earrings, hairdressing items, clothes, ties, and hats (93 items in total, if counting a variety of specification of each product type). Linkage strengthening among SMIs/ with external stakeholders - LWG has facilitated collaboration with the Association of Fashion Designers and Entrepreneurs in Indonesia for skills development and new product development of the target producers. Development of new market/ buyer/ sales channel - The producers’ cooperative has developed the markets and sales channels of Ulos-applied handicrafts, including 5 tourist hotels, 5 souvenir shops in Samosir and 1 handicraft merchandiser in Medan on a consignment basis. - Among the cooperative members, there have been 12 members who have started their own handicraft business at their own premises, while placing their products at several local hotels and souvenir shops. Management performance (sales, employees) - As stated above, the number of producers engaging in Ulos-applied handicraft business and their sales has fairly increased compared to the initial condition, considering virtually no production and sales before the facilitation. Other aspects: Improvement of the joint-action performance - As stated above, the target producers jointly constituted KUB and later transformed it into the producers’ cooperative (KSU) currently consisting of 22 members. The cooperative members assessed the improvements in the following joint-action performance, compared to the initial conditions; Raw material procurement 16: Improved 4: Not changed Production capacity 11: Improved 8: Not changed 1: Not clear Productivity (required production time and costs) 14: Improved 5: Not changed 1: Not clear Product diversification 17: Improved 3: Not changed Marketing and promotion 18: Improved 2: Not changed Financial management 19: Improved 1: Not changed Fulfillment of responsibility by each member 13: Improved 4: Not changed 3: Not clear Negotiation/ communication with government 12: Improved 7: Not changed 1: Not clear

7

PM Form 4 Project Completion Report Annex-8

Ship-parts industry in Tegal Regency of Central Java Province Facilitation of support activities by LWG/ actions by target SMIs

Achievement of the goal of the Action Plan To enable ship-parts SMIs to manufacture BKI-class ship-parts and supply them to ship-building industries.

Other noticeable results (positive changes) of the facilitation to target SMIs

Towards a certification of ship components by BKI, support activities have been provided on the aspects of i) production/ quality control (technical guidance of 3S introduction, direct support in preparation for BKI certification), ii) financial access. Five (5) components (in the name of the cooperative) were initially targeted for BKI certification in FY2014, and LWG has facilitated the technical guidance of documentation of product quality manual, drawing, and prototype preparation in a stepwise manner. The prototype of target components, prepared by SMIs based on approved drawings, has been tested on a try & error basis at laboratory of Dinas in preparation for audit by BKI. Since this challenge is the first case for local industry in Indonesia, LWG had experienced difficulty in assuming and preparing the necessary supports in a scheduled manner. Accordingly, LWG actively facilitated to adjusting the use of already-budgeted program and approaching to the central/ provincial government which could finance additionally required supports, in order to timely service SMIs for the challenge action. In response to the forecasted growth of ship-building in the coming years, the LWG decided to extend the technical guidance/ marketing support for several additional components in FY2016 onwards while maintaining the existing facilitation set-up. Necessary budget for this purpose (such as audit fee) has been also secured by the MoI (Ditjen-IKM) to increase the number of certified domestic components. As a result of facilitation, 7 components have been certified or will be certified very soon. Among 7 components, 3 (ship-door, window, two types of nozzle) have been already certified by BKI, where 3 SMIs in the name of the cooperative has received official issuance of BKI certificate. Currently other 4 components (different types of ship-windows, air rent, and gate valve which entails certification of iron-casting process also), the prototypes of which have been prepared through the collaboration of the said 3 SMIs and 1 additional one, are under the process of final audit by BKI. Owing to the marketing support for those certified components, there reported a number of the existing ship-builders/ dockyards which have already intensified the order/ transaction of such components, and a few new buyers which have already ordered the certified components (the value of order from the new buyers amounted to Rp. 400 million), while observing an increased inquiries or soundings from the existing/ new buyers as follows; - The Ministry of Transportation, scheduled to build 193 ships, - An oil/gas companies, scheduled to build 12 ships - A dockyard, scheduled to build 609 ships - The Ministry of Fishery/ Marine Affairs, scheduled to build 3,540 fishery boats It is also notable that the 3 concerned parties (the MoI, BKI and association of ship-parts industry) have entered the MoU for the acceleration of ship-component certification throughout Indonesia in view of increasing the number of certified components and enhancing the local-content of ship-building. The MoU is a derivative from the successful case of technical guidance in Tegal. Prototype preparation and production of the improved product - As mentioned above, 7 ship-components have been improved according to the standard set by the authority (BKI) through the frequently repeated preparation of prototypes and testing. Linkage strengthening among SMIs/ with external stakeholders - Target SMIs in focus admitted that the communication/ cooperation among them have been largely enhanced through sharing the process of BKI certification. 8

PM Form 4 Project Completion Report Annex-8

- The LWG admitted that the partnership with BKI has been newly developed and still maintained, where BKI continuously provides the guidance/ advices to the LWG/ SMIs concerning the choice of marketable components to be certified, for example. Management performance (sales, employees) - Among 12 target SMIs in focus, 5 SMIs reported an increase in sales compared to the before facilitation, while 3 with no change and 4 with decrease (because of ship-owners’ passiveness in preparation for the slower economic growth). - Among 12 target SMIs in focus, 5 SMIs reported an increase in employee compared to the before facilitation, while 3 with no change and 4 with decrease. Other aspect: improvement of productivity/ production management - Target SMIs (12) in focus admitted the improvement as follows, owing to the 3S introductions and related guidance during the facilitation. Reduction of production time until delivery 5: largely improved 7: a little improved Reduction of production cost/ input 4: largely improved 7: a little improved 1: not improved Reduction of defective products 4: largely improved 7: a little improved 1: not improved Necessary time for the owner to supervise the 5: largely improved workshop/ employees 7: a little improved Employees’ awareness over the productivity/ 5: largely improved quality control 7: a little improved

Cacao processing industry in Central Sulawesi Province (Palu City and surrounding) Facilitation of support activities by LWG/ actions by target SMIs

Government-run processing factory of couverture (processed cacao ready for use by chocolate producers) continued trial production, achieving well-acceptable level of quality (according to consumer tests conducted through a series of market development supports). The scale of production by this cacao processing factory has been steadily increasing and the range of processed cacao product has also been expanded to cacao liquor, couverture (milk & dark chocolate), powder and cacao butter. The processed cacao products have been supplied to local chocolate producers. In August 2015, provincial Dinas Industry & Trade decided to legalize the cacao processing factory as its business unit in the form of UPT. This makes the factory more solid in continuing/ expanding the scale of processed cacao products according to a variety of needs of the users in a commercial-oriented manner and more proactive in rendering supports to the start-up producers as a core technical service unit of the industry. In parallel to the above effort, the LWG has been facilitating local chocolate producers (micro-scale/ start-up business, which utilizes the above processed cacao products for chocolate product development/ marketing) to improving, diversifying and promoting their chocolate products through the marketing visits to potential buyers/ users in modern segment and frequently allocated opportunities of exhibition, with largely improved product package. Active chocolate producers have remained 10 on average during the initial the facilitation stage. Those active producers then formed a producers’ association to compile their support needs to LWG and to activate joint-actions (such as joint-promotion/ marketing). They have conducted marketing visit to the potential buyers/ users in local modern segments in order to explore and establish the stable 9

PM Form 4 Project Completion Report Annex-8

Achievement of the goal of the Action Plan To produce chocolate/ confectionary products, continuously by utilizing couverture processed from locally available beans, and enter the local modern segment market. Other noticeable results (positive changes) of the facilitation to target SMIs

sales channels. Having admitted the signs of success case of chocolate producers, the LWG decided to increase the number of local producers in the latter stage of facilitation. So far the LWG has succeeded in encouraging 6 entrepreneurs to start chocolate business in 2015. Provincial Dinas further provided the training opportunity for 15 persons in Palu to learn the processing of cacao product. The overall goal is deemed as achieved with the sufficient number of transaction case of local cacao beans processed chocolate products in the local modern segment market. Transaction cases of 28 in total with those buyers/ sales channels in local modern segment have been reported with the monthly average sales figure of Rp. 36 million (65 million at the highest) by 13 producers in total (10 association members and 3 new entrants). One producer has got a deal with a major supermarket chain, Carrefour at Palu City. As a result, the 13 producers have achieved the annual sales of Rp. 300 million in 2014, and Rp. 300 million during Jan. to Sep. 2015 against the sales target of Rp. 450 million in the same year. Prototype preparation and development of the new product - Among 10 association members, 9 producers reported an increase in variety of products such as chocolate bar, praline, brownie and spread, compared to the before facilitation. Improvement in comments from users/ consumers - Consumer questionnaires made at the several exhibitions deemed the product package as satisfactory enough and acceptable in the domestic market. Linkage strengthening among SMIs/ with external stakeholders - Target producers which join the association affirm that the communication among the producers has been largely enhanced through the joint-action for promotion/ marketing activities, and been inspiring each other in further challenging product/ market development. Development of new market/ buyer/ sales channel - The association members (and a few entrant producers) have so far developed 28 buyers/ sales channels in the modern segment market, including 3 supermarkets, 24 groceries/ souvenir shops, 1 hotel. - The association has also opened the outlet of their chocolate products at the local airport since May 2015 where 11 producers have average monthly sales of Rp. 8 million so far. - So far 3 SMIs have successfully developed the sales channels outside Palu City such as other major cities in Sulawesi Island (such as Gorontalo, Kendari and Toli-toli) and Jakarta. Management performance (sales, employees) - Among the 10 target producers in the association, 7 SMIs reported an increase in average monthly sales compared to the before facilitation, while the remaining 3 with decrease. - Among the same 10 producers, 4 SMIs reported an increase in employee compared to the before facilitation, while the remaining 5 with no change and 1 with decrease. Other aspects: Institutional development - In the early stage of the facilitation, 12 persons decided to establish the association of local chocolate producers. The association has been active in marketing and promotion by their own initiative and working together closely in improving a quality of products.

10

PM Form 4 Project Completion Report Annex-8

- 10 producers in the association assessed the improvement in the following aspects compared to the initial conditions; Employees’ knowledge & technique over the 6: Moderately improved productivity/ quality control 2: Very improved 2: Extremely improved Capability/ confidence in promotion activity 5: Very improved 5: Extremely improved Awareness over financial management 5: Moderately improved 4: Very improved 1: Extremely improved

Rattan furniture industry in Palu City of Central Sulawesi Province Facilitation of support activities by LWG/ actions by target SMIs

Achievement of the goal of the Action Plan To develop local modern segment market for rattan furniture and/ or handicrafts manufactured by local producers in Palu City, in accordance to the standard manufacturing

Facilitation of the Action Plan implementation for this industry was rather sluggish compared to others, since the Action Plan was not deemed as ‘rewarding or cogent enough’ by target producers by themselves at the beginning. Accordingly, the LWG revised the Action Plan and decided to start with the survey of local modern market, assuming that the survey result could make local producers adequately perceive the demands but problems to be tackled. After the market survey result was disseminated to local producers, several willing producers to join the marketing and product improvement efforts were identified. However, the effort of marketing visit to the modern segment users (as hotel, restaurant, government office, public facilities) has been apparently stagnant. The LWG also facilitated an issuance of support letter by the governor/ mayor concerning the recommended usage of locally made rattan furniture in the local modern users. In parallel, in order to dispel negative image over the local rattan products (revealed by the said market survey), LWG modified the Action Plan and started the quality assurance initiative, and prepared the standard manufacturing practices (SOP) of rattan furniture. In accordance to the SOP, LWG has been continuously conducting the manufacturing process audit to the priority 5 producers since Feb. 2015 in view of ensuring the quality-assured practice by the local producers which have orientation to the modern segments. Such an initiative for product quality assurance has been supported by SMI management consultants who belong to both provincial and city Dinas Industry & Trade, through their periodic field supervision over the compliance with the SOP. LWG has been also extending the promotion supports in view of changing the unfavourable perception among the consumers against the locally-made rattan furniture, including the local exhibitions to display the sample products made along the SOP, PR of such sample products through TV media. Inspired by this activity, provincial Dinas decided to apply the SOP preparation and associated production process audit as a tool for quality improvement support to other industries starting from the next year. A questionnaire survey to the 10 producers, which have received the support activities at least more than once during the Action Plan facilitation, reveals that 8 producers recognized ‘significant or slight increase’ (compared to the before the facilitation) in the number of order from the local modern segment users, while 2 admitted ‘no change’, and also indicates that 5 producers recognized ‘significant or slight increase’ (also compared to the before the facilitation) in the sales amount connected to the local modern segment users, while the remaining admitted ‘no change or slight decrease’. One of them admitted a more than fourfold sales growth compared to the before facilitation. However, both LWG do not dare to admit that the Action Plan facilitation by the 11

PM Form 4 Project Completion Report Annex-8

practice.

Other noticeable results (positive changes) of the facilitation to target SMIs

LWG has achieved such increases of transaction with/ order from local modern segment as questionnaire reveals. This is because; - Only a few producers have been actively/ consistently involved in the Action Plan, and support activities facilitated (particularly during the initial stage of facilitation) have not been well aligned to the direction of the overall goal, - Marketing effort to the modern segment users by the producers was deemed stagnant during the facilitation period, - All producers have not recorded the sales by order, accordingly their answers are not deemed reliable enough. This LWG has facilitated a number of/ a various support activity, while periodically revising the Action Plan/ proposing additional supports in view of encouraging the local producers to involve in the Action Plan. However, only a few of them have been involved in the Action Plan, resulting in the intermittent and limited communication with target producers during the entire facilitation period. Management performance (sales, employees) - Among the 10 producers which have received the support activities at least more than once, 5 producers recognized ‘significant or slight increase’ (compared to the before facilitation) in the sales amount as whole, while the remaining admitted ‘no change or slight decrease’. - Among the same 10 producers, 4 SMIs reported an increase in employee compared to the before facilitation, while 2 with no change and 4 with decrease. Other aspects: improvement in production and marketing - Those 10 producers which have received the support activities at least more than once recognized the degree of improvement in the following aspects; Employees’ knowledge & technique over 2: Slightly improved the productivity/ quality control 3: Moderately improved 5: Very improved Capability/ confidence in promotion activity 2: Slightly improved 3: Moderately improved 5: Very improved

Phase II target industries Aloe processing industry in Pontianak City of West Kalimantan Province Facilitation of support activities by LWG/ actions by target SMIs

The LIAP composes of two major programs, i) production process standardization, and ii) packaging improvement. For these programs, LWG suggested a series of support activities, including quality test of the products, technical guidance for Good Manufacturing Practice (GMP) certification, business-matching with packaging industry, training/ equipment provision for packaging improvement, and business mentoring by large companies. As for the program i), 3 target SMIs have been receiving technical guidance of GMP certification since Jul. 2015 and the auditing is expected to finish in Jan. 2016. In addition, a product quality test for two target SMIs was conducted by R&D center (Baristan), revealing points for improvement, while the test result shall be further examined in order to discuss and set the local product standard to be followed by target SMIs. As for the program ii), the LWG has facilitated a study tour to Jakarta/ Bandung for the purpose of learning about packaging improvement. The association of aloe processing industry visited a medium-scale beverage manufacturer and packaging distributors/ makers, while having a meeting with the Indonesian Packaging 12

PM Form 4 Project Completion Report Annex-8

Achievement of the goal of the Action Plan To gain adequate ability to produce the aloe processed products, focusing on beverage products, which are competitive in the modern market segments. Noticeable results (positive changes) of the facilitation to target SMIs

Federation and Packaging Clinic in the MoI. Following the study tour, packaging design training has been organized for the association members. Taking advantage of experience from the study tour, the association has established a packaging design service for its members and other food/ beverage industries in Pontianak. In addition, LWG has been facilitating the association to opening an outlet for aloe-processed products at the Pontianak airport. The LWG has also facilitated target SMIs to participate in as many as 18 exhibitions so far for the market development of their products. Achievement of the goal is not reviewed yet since the LWG recognizes that the Action Plan implementation has been half-way facilitated. Although a pace of the Action Plan implementation was deemed rather slow at the initial stage, LWG has been gradually accelerating its facilitation of the major support activities that would directly contribute to the achievement of the overall goal, and communicating closely with target SMIs in order to catch their updated needs and identify the necessity of improving/ reviewing the Action Plan.

Strengthening linkages among SMIs/ with external stakeholders - LWG has commenced to facilitate a large-scale aloe processor (PT. Aloevera Indonesia) to rendering its mentorship service to target SMIs, although the concrete action has not been materialized yet. - The association members have begun to seek for business deals with the packaging distributors/ makers (visited through the study tour), which can offer the tailored service for SMIs such as delivery by small order and lower-cost materials, and answer for the consultation needs by SMIs concerning the package design/ material choice. Other aspects: institutional development - Almost all the aloe processing SMIs in Pontianak take part in the newly-formed association. The association has been reinforcing the communication with the LWG, thus establishing the channel to convey the interests of the industry to the local governments. - The association has been also functioning as a window to receive the support opportunities from government, thus being able to assign the most relevant SMIs to each support activities (previously, the beneficiaries of support activities were directly appointed by the government without consultation). - The association has also established a packaging design service for its members.

Footwear industry in Mojokerto City of East Java Province Facilitation of support activities by LWG/ actions by target SMIs

The challenge action has been supported by two major support programs, i) SOP coaching to the selected SMIs with technical guidance of 3S, and ii) model shoes development in collaboration with the university students in Surabaya. The LWG has conducted technical guidance of 3S in preparation for SOP coaching, which is then being conducted by Indonesian Footwear Industry Development Center (BPIPI) in order to help those selected SMIs follow the standard production process and well control the product quality. In addition, product development support has been continuously facilitated in cooperation with the students of Ciputra University/ Indonesian Footwear Industry Association (APRISINDO), so far completing market research, segment targeting, training of design (basic and advanced) and product design. Around 20 product designs were screened by Ciputra University/ APRISINDO to identify potentially 13

PM Form 4 Project Completion Report Annex-8

Achievement of the goal of the Action Plan To make model SMIs, which can adopt good processing practice according to the SOP and develop the new market segments through the adequate product development. Noticeable results (positive changes) of the facilitation to target SMIs

marketable ones for subsequent prototype works. Then, initial prototype work has been done to prepare the model products for the following market tests. The LWG is currently facilitating the provision of market test opportunities where target SMIs obtain the feedbacks for further product improvement. During the course of market tests, an issue of gluing (poorly finished bonding between shoe upper and sole) was identified. LWG, in response to this, requested BPIPI to help testing concerning adhesive strength against the prototypes. The test result revealed that those products from Mojokerto did not satisfy the standard of adhesion, making target SMIs recognize their poorly finished bonding by figure. LWG, in further response to this test result, organized a training of gluing where the adhesive supplier (PT. Greco) introduced quality adhesives and adequate bonding practice to SMIs. This issue has been further followed-up by periodic clinic service on gluing by PT. Greco, and the training of out-sole production by BPIPI. Achievement of the goal is not reviewed yet since the LWG recognizes that the Action Plan implementation has been half-way facilitated, although the progress of the facilitation of proposed support activities has been regarded as satisfactory. Although facing the rather rigid budget/ disbursement system, the Expert Team recognizes that LWG has been well managing to revise the Action Plan and facilitate the target industry in a flexible and timely manner according to the needs/ issues held by target industry.

Prototype preparation and development of the new product - So far 7 SMIs have developed 14 new (model) products which focus on the segments of college students/ young workers. Linkage strengthening among SMIs/ with external stakeholders - The model product development program has enhanced the new form of collaboration among SMIs such as joint-sourcing of raw materials and joint-marketing, since they have been challenging the product development which requires new materials and market segments. - The LWG has been actively utilizing the Ciputra University (college students) and Aprisindo in order to facilitate SMIs to developing the marketable products to their newly targeted segment, where the Ciputra/ Aprisindo have advised/ guided SMIs on market study, product concept/ design, and market test. - The LWG has also developed the mutually benefited linkage between the adhesive supplier (PT. Greco) and SMIs, where PT. Greco conducted the training of gluing skills, and has then established the bi-weekly clinic service on gluing. This enables SMIs to obtain the adequate adhesives easily. Development/ diversification of the market/ sales channel - Although still limited in number, 6 out 7 SMIs involved in the model product development program have so far realized the transaction value of Rp. 713.7 million and received the inquiry amounting to Rp. 465.5 million, for their new products under trial development/ marketing through the exhibitions/ own sales promotion effort as of the end of 2015. - Those 4 out of the above 7 SMIs have already identified the new buyers/ sales channels for their new products. Management performance (sales, employees) - Among 25 target SMIs in focus (responded by 22 SMIs), 12 SMIs has increased

14

PM Form 4 Project Completion Report Annex-8

their sales amount as a whole in 2015 compared to 2014 (before facilitation), while the remaining admitted ‘no change or decrease’. Total sales amount of the responded SMIs has shown the growth by 2.2% in 2015, compared to 2014 (before facilitation). - Among 25 target SMIs in focus (responded by 22 SMIs), 6 SMIs has increased their number of employee in 2015 compared to 2014 (before facilitation), while a majority of the remaining SMIs admitted ‘no change’. Other aspect: improvement of productivity/ production management - Target SMIs (10) which received the technical guidance of 3S introduction admitted the improvement as follows; Reduction of production time until delivery 3: largely improved 6: a little improved 1: not improved Reduction of production cost/ input 4: largely improved 5: a little improved 1: not improved Reduction of defective products 5: largely improved 5: a little improved Necessary time for the owner to supervise the 4: largely improved workshop/ employees 4: a little improved 2: not improved Employees’ awareness over the productivity/ 5: largely improved quality control 4: a little improved 1: not improved

15

Annex-9: Letter of announcement for the extension of SMIDeP facilitation model

Annex-10: List of regional government (provincial Dinas Industry & Trade) Interested in participating in the extension stage of SMIDeP facilitation model based on the guideline

List of Provincial Dinas Industry & Trade which is interested in application of SMIDeP Facilitation Model based on the Guideline as of the end of April 2016 No.

Dinas

Contact person

Position

Regency/ City, Industry

Status of Reply (to DG-SMI)

1

Bangka Belitung

Hj. Jamilah, SH

Secretary

West Bangka Regency Pewter handiraft

Officially committed to the model application with reply to DG-SMI.

2

Southeast Sulawesi

Monasman

Head of Industry Div.

Bau-Bau City Pearl processing

Officially committed to the model application with reply to DG-SMI.

3

Bali

I Gde Wayan Suamba

Head of Varisous Industries

Karangasem Regency Webbing or Grinsing weaving

Decided not to participate, since unable to prepare for the conditions (of facilitation model of SMIDeP).

4

West Kalimantan

Bulyadi S., Yenny Susilawati

Head of Industry Div. (IKAHH & ILMEA)

Sintang/ Kapuas Hulu Regency Ikat weaving

To be further checked by DG-SMI.

5

South Sumatera

Peri Rizal

Head of Non-agro Industry

OKI & Ogan Ilir Regency Songket-based fashion

Decided not to participate.

6

West Sulawesi

Idrus

Head of Industry Div.

Mamuju Regency Cacao processing

Officially committed to the model application with reply to DG-SMI.

7

South Sulawesi

Meyke N.S.

Head of Industri Div. (IKAHH)

Makassar City Gold/ silver handicraft

Officially committed to the model application with reply to DG-SMI.

8

Jambi

Rosnifa

Head of Small Handicraft Industry

Jambi City Batik based fashion

Decided not to participate, since unable to see the merit (from facilitation mdoel of SMIDeP).

9

West Papua

M.M. Quillo

Head of Industry Div.

Fak Fak Regency Pala

Decided not to participate, since unable to obtain approval of the head in time.

10

East Jawa

Yannedi

Head of Industri Div. (IATT)

Lamongan Regency Ship-component

Officially committed to the model application with reply to DG-SMI.

11

Papua

Elsje Pekade

Head of Industry Div.

Not yet confirmed for region. Food processing (coffee, cacao, fruit)

Officially committed to the model application with reply to DG-SMI.

Note Expected facilitation training to facilitators/ WG members. Requested technical guidance by the experts of productivity/ material matters).

Has already held the first FGD, by inviting local staff of SMIDeP Team.

Desrired to follow the support model of ship component industry in Tegal Regency.

12

North Sulawesi

Alwy Pontoh

Head of SME Div.

Not yet indicated.

Decided not to participate, since unable to obtain approval of the head in time.

13

Bengkulu

Hermadewi

Head of Industry Div.

Coconat tree furniture

Decided not to participate, since unable to prepare for the conditions (of facilitation model of SMIDeP).

14

Aceh

Murni

Head of Industry Div.

Leather processing

To be further checked by DG-SMI.

Annex-11: Letter of request for confirmation of commitment to application of SMIDeP facilitation model (to those interested regional governments)

Annex-12: Minutes of Meeting of Joint-coordinating Committee (first, second, third) and mid-term monitoring

Annex-13: Minutes of Meeting of Terminal Joint-coordinating Committee

Annex-14: List of products (Guideline, Handbook)

The List of Products prepared by the Project

Name of Product

Date of Preparation

Note

Technical Guideline for Local Industry Facilitation

March 2016

Attached

Guidebook for 3S Introduction

October 2014

Attached

Brochure of the SMIDeP Project

April 2013

Attached

Newsletter (Bulletin) of the SMIDeP Project (10 editions)

Every three month

Not attached

Topic article to the Project website of JICA

Periodically

Not attached

Daftar Produk yang disusun dalam Proyek

Nama Produk

Tanggal Penyusunan

Catatan

Petunjuk Teknis Fasilitasi Pengembangan Industri Lokal

Maret 2016

Terlampir

Buku Panduan Pengenalan 3K

Oktober 2014

Terlampir

Brosur Proyek SMIDeP

April 2013

Terlampir

Newsletter (Buletin) Proyek SMIDeP (10 edisi)

Setiap tiga bulan

Tidak terlampir

Topik artikel dalam situs Proyek JICA

Secara periodik

Tidak terlampir

Technical Guideline

Technical Guideline

Facilitation of Local Industry Development

Directorate General for Small and Medium Industry Ministry of Industry

Facilitation of Local Industry Development

Directorate General for Small and Medium Industry Ministry of Industry 2016

2016

In cooperation with

SMIDeP JICA Technical Cooperation Project SMI Development based on Improved Service Delivery

In cooperation with

SMIDeP

JICA Technical Cooperation Project SMI Development based on Improved Service Delivery

Technical Guideline for Facilitation of Local Industry Development Table of Contents Preface CHAPTER I INTRODUCTION 1.1 Background and Rationale 1.2 Objective and Scope of the Guideline 1.3 Definition and Understanding CHAPTER II STRUCTURE FOR FACILITATION 2.1 Platform for Local Industry Development 2.2 Formulation of the Working Group 2.2.1 Chair and Membership 2.2.2 Authorization of the Membership 2.2.3 Roles and Tasks 2.3 Placement of the Facilitator 2.3.1 Candidates for Facilitator 2.3.2 Authorization of the Placement 2.3.3 Roles and Tasks CHAPTER III FACILITATION FOR LOCAL INDUSTRY DEVELOPMENT 3.1 Overall Step for Facilitation of Local Industry Development 3.2 Industry Diagnosis 3.2.1 Objective and Scope 3.2.2 Method, Format and Ouput (1) Stakeholder analysis (2) Supply-chain analysis 3.3 Preparation of the Action Plan 3.3.1 Objective and Scope 3.3.2 Method, Format and Ouput (1) Overall goal (2) Target SMIs (3) Support activities (4) Own actions by target SMIs 3.4 Implementation of the Action Plan 3.4.1 Objective and Scope 3.4.2 Method and Ouput (1) Approach to the responsible institutions for the proposed supports (2) Cooperation with the ‘non-industry & trade line’ of institutions (3) Consideration of linkage of the support activities 3.5 Monitoring, Evaluation and Reporting of the Action Plan 3.5.1 Objective and Scope 3.5.2 Method, Format and Ouput (1) Monitoring/ review (2) Revision of the Action Plan (3) Evaluation (4) Reporting of the monitoring/ review and evaluation

1 1 2

CHAPTER IV SUPPORT RESOURCE INFORMATION 4.1 Support Resources for Local Industry Development 4.2 Profile Survey for Support Institutions 4.2.1 Objective and Scope 4.2.2 Method, Format and Ouput 4.3 Support Facility and Funding Scheme available to Regional Government 4.3.1 DG-SMI in the Ministry of Industry 4.3.2 Related DGs in the Ministry of Industry 4.3.3 Related Ministries (Trade, Cooperative) 4.3.4 Facilitations and Funding Scheme by Non-government CLOSING: ~ Key points during the facilitation of local industry development

3 3 3 4 5 5 5 6 6

7 7 7 7 8 9 10 10 10 11 12 13 14 15 15 15 15 16 17 17 18 18 18 19 20 20

Annex Annex Annex Annex Annex Annex

1 2 3 4 5 6

Sample of Decision Letter on the Working Group Formulation Sample of Stakeholders’ Map Sample of Supply-chain Analysis Sample of Local Industry Action Plan Format of Monitoring/ Review Report Format and Sample of Profile Survey for Support Institutions

21 21 21 21 22 22 23 23 24

Guideline for Facilitation of Local Industry Development

PREFACE

The Small and Medium Industries (SMIs) have an important position in the national economy, and provide significant contributions to the growth of economy and employment. The Bill of Industry No.3, 2014 mandates that government shall be engaged in empowering SMIs in order to realize their competitiveness, which plays a significant role in strengthening the national industrial structure, reducing poverty, and producing exportable goods and services.

CHAPTER I 1.1

INTRODUCTION

Background of the Guideline

The Technical Cooperation Project on Small and Medium Industries (SMIs) based on Improved Service Delivery in Indonesia (SMIDeP) between JICA and the Ministry of Industry (MoI)/ Directorate General for SMI (DG-SMI) has been conducted since April 2013 for three (3) years. The SMIDeP aims to formulate the work model and the Guideline for the better facilitation of local industry development, which is compiled based on the field experiences of facilitation activities in target regions/ industries.

Such obligations of the government are endorsed by the Government Regulation No.14, 2015 concerning the National Industry Development Masterplan (RIPIN) 2015-2035 which provides guidance and reference both for the government and industry sector for the planning and development of industry. The execution of the above mentioned bill and regulation mandates the regional government to formulate the Regional Regulation concerning the Provincial Industry Development Masterplan (RPIP) and the Regency/ City Industry Development Masterplan (RPIK). Such a mandate is in line with the direction of regional autonomy, in which regional government is responsible for local industry development utilizing the supports from all the stakeholders and central government.

Target industries of SMIDeP are ‘collective of SMIs/ producers of the same kind’ in region, which cover SMIs/ producers both in industry sentra and at business start-up stage, and a variety of sectors/ commodities including food (cacao)/ beverage (aloe), furniture (rattan), handicraft/ fashion (traditional fabric), leather (footwear), metal-working (ship-component). In facilitating the target industries, the SMIDeP has mobilized both regional and central government counterparts, and utilized regionally available support resources.

As a one of the responses to such regional mandate, the Directorate General of SMI in the Ministry of Industry, has conducted a technical cooperation with Japan International Cooperation Agency (JICA) for ‘Project on SMI Development through Improved Service Delivery (SMIDeP)’. SMIDeP has facilitated local industry development in pilot regions through formulation and utilization of platform for local industry development under the concept of ‘collaboration among all the stakeholders under the One Plan for One Local Industry.

This Guideline aims to introduce desirable practices for facilitation of local industry development, as a referential document to the regional governments (Dinas Industry & Trade in particular) both at regency/ municipal and provincial levels. The Guideline is intended to enable the regional governments to perform the better facilitation for the development of priority industries in a more goal-oriented manner.

1.2

Objective and Scope of the Guideline

The Guideline largely covers the three (3) aspects of local industry development: i) formulation of the implementation set-up for facilitation, ii) steps and method of each facilitation process (diagnosis, planning, implementation, and monitoring and evaluation of the Action Plan), and iii) support resources information (support facility and funding scheme related to SMI development).

So far, the SMIDeP approach has facilitated five pilot regions covering a various sectors of industry/ types of commodity, and achieved success cases of SMIs including: ship component industry in Tegal Regency, Central Java Province and cacao processing industry in Palu City, Central Sulawesi Province. These cases are deemed as a ‘facilitation model’ that can be applicable to other provinces or regencies/ cities. Such SMIDeP experiences are compiled into The Guideline for Facilitation of Local Industry Development, based on the lessons and good practices experienced during through the field facilitation activities for the pilot regions/ industries in SMIDeP. This guideline is intended for reference by regional government (i.e., Dinas Industry and Trade) for the better planning, implementation, monitoring and evaluation of the local industry development.

It is sometimes observed that the action plan for local industry development does not entail a dialogue process with SMIs in the target industry, or monitoring and review of the progress/ achievement. This may result in poor alignment to the needs of SMIs and to the goals of the action plan, and thus require the government’s side to perform adequate bottom-up planning for local industry development. Hence, this Guideline, which guides the desirable practices for local industry facilitation, is of value.

Accordingly, we officially publish and deliver this Guideline for our colleagues in the region. With this Guideline, we hope that the supports for our SMIs/ local industries will be facilitated in a more effective and goal-oriented manner.

Key terms used in this Guideline are defined and/ or understood as follows:

Jakarta,

1.3

Definition and Understanding

SMI(s)

:

Business unit which utilizes any form of processing technology for manufacturing products, ranging from medium, small and micro scales. This also refers to producers or a group of producer depending on the context.

SMIDeP

:

The Technical Cooperation Project on Small and Medium Industries (SMIs) based on Improved Service Delivery between JICA and MoI, with the aim to improve the practice and capacity of the central/ regional governments in facilitating local industry development at target regions/ industries.

Platform (for local industry development)

:

Implementing structure for the facilitation of local industry development, established for each target industry, where all the concerned parties formulate, implement, and monitor and evaluate the Action Plan in a coordinated manner for the purpose of achieving the shared goal of the development.

Working Group

:

Specially tasked team to manage the entire facilitation process of local industry development for each target industry.

Facilitator

:

Specially assigned person(s) to engage in the facilitation process of local industry development for the purpose of assisting the Working Group.

2016

Director General for Small and Medium Industry The Ministry of Industry

signed in Indonesian version EUIS SAEDAH

1

Guideline for Facilitation of Local Industry Development

Industry diagnosis

:

Task to identify and analyze the concerned stakeholders of target industry (stakeholders analysis), and issues/ constraints and needs of the target industry (supply-chain analysis), the result of which is subsequently elaborated for formulation of the Action Plan.

Stakeholder

:

Any entity that has a substantial stake and role in the development of target industry such as raw material supplier, market player, supporting/ related industry, and support institution (including government institution such as ministry, Dinas and their sub-organization).

Support resource

:

Any resource that can be utilized for the development of target industry, and be in any form such as human resource, goods/ service, technology/ skill, fund, information, support program/ scheme, etc.

Support institution

:

Any organization which can provide the support activities serving for the development of SMIs/ industry, ranging from public (including government institution such as ministry, Dinas and their sub-organization), private to academic ones.

Action Plan for local industry development

:

:

Specific and measurable objective translated from the needs or idea of the future development direction of local industry, shared among all the players concerned, set for the two stages: firstly for the short term (initial 2 years) and secondly for the mid-term (5 years).

Target (local) industry

:

A collective of SMIs/ producers of the same kind to be facilitated, which can be referred to as core-industry.

Target SMIs

:

SMIs identified from target (local) industry, which show willingness to involve in the Action Plan, and can be a group (or groups) of SMIs forming cooperative, association or joint-business group (KUB).

:

Own action (by target SMIs)

CHAPTER II STRUCTURE FOR FACILITATION 2.1

Platform for Local Industry Development

First of all, the regional government, Dinas Industry & Trade responsible for the development of target local industry, shall formulate the structure for the facilitation of local industry development, in other words, the platform for the local industry development. Through this platform, the concerned stakeholders shall discuss, plan, implement, and monitor/ review the Action Plan to better serve the needs of target industry in a coordinated and evolving manner for the purpose of attaining the one-shared goal of development. 6WUXFWXUHIRU)DFLOLWDWLRQRI/RFDO,QGXVWU\'HYHORSPHQW 7UDLQHGIRUWKHVWHSPHWKRGIRU IDFLOLWDWLRQRIORFDOLQGXVWU\GHYHORSPHQW $GYLFH *XLGDQFH 3ODQQLQJ0RQLWRULQJ (YDOXDWLRQ

Single planning document for each local industry development, which indicates the direction, way and course of development to be shared and pursued by all the players concerned, covering the overall goal, target SMIs in local industry, support activities, and own actions by target SMIs.

Overall goal

Support activity

Guideline for Facilitation of Local Industry Development

Any supports deemed necessary for target SMIs to achieve the goal of the Action Plan, and for the government to intervene in the business cycle faced by target industry, and proposed for each aspect of supply-chain and business support factor. Any actions (or initiatives) to be taken by target SMIs’ own effort/ resource, which serve for the attainment of the goal of the Action Plan.

Facilitation of local industry development (the Action Plan)

:

Task to carry the Action Plan for local industry development into effect (i.e., facilitating each responsible institution to providing the proposed support activities and facilitating target SMIs to taking own actions) for realizing the overall goal of the Action Plan.

Institution of nonindustry & trade line

:

Any government institution such as ministries, Dinas and their sub-organization which belong to sectors outside of industry and trade.

Monitoring/ review, and evaluation

:

Tasks to periodically observe, confirm, discuss and report the progress and achievement of the Action Plan in order to identify any factors accountable for the performance, and any points for improvement in the Action Plan and the structure for facilitation.

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Figure 2.1.1 Structure (platform) for facilitation of local industry development

The structure for facilitation of local industry development is composed of several elements: namely, i) Working Group as a specially tasked team to manage the entire facilitation process of the target industry development, ii) facilitator(s) as specially assigned person(s) to engage in the facilitation process of local industry development for the purpose of assisting the Working Group, iii) information of support resources (support institutions and their supports related to the target industry) available to the Working Group. The platform shall be a basis for the mutual communication and collaboration between the ‘supporters’ represented by the working group and the ‘beneficiaries’ of the target industry. 2.2

Formulation of the Working Group

The Working Group shall be always formulated as a specially tasked team for the planning and implementation of the Action Plan for the development of each local industry. The Working Group shall manage the entire process of facilitation of target industry development, i.e., identify the issues and needs of target industry, set the overall goal to be achieved, propose the support activities to realize the goal, facilitate the implementation of the Action Plan, and monitor/ review the progress and achievement, in a consultative manner with target industry. 2.2.1

Chair and Membership

The Working Group shall be comprised of the most concerned stakeholders to target local industry, and be formed with a strong leadership by Dinas Industry & Trade. It is advisable that the Working Group shall involve the relevant divisions of Dinas Industry & Trade (and Cooperative), related sector Dinas (to raw material issues in particular), closely related support institutions, influential stakeholders, and desirably representing SMIs in local industry (possibly in the form of cooperative, association, etc.). Other stakeholders (for example, financial and academic

2

3

Guideline for Facilitation of Local Industry Development

institutions, and key market players, supporting industries) can be approached as the support needs become clearly identified. The below lists the possible members of the Working Group for local industry development. Table 2.2.1 Possible members of the Working Group The leading gov. (Prov. or Regency/ City)

The supporting gov. Other support institution Private sector

-

-

Dinas Industry & Trade including the head of Dinas, the head/ staffs of industrial division (responsible for target industry) and trade division, related UPTD, Direct Assistance Unit: UPL) Dinas in sectors related to raw materials, cooperative/ fund provision) BAPPEDA (if necessary) Dinas Industry and Trade: same as above Dinas in sectors related: same as above BAPPEDA (if necessary) Technical support institutions on research/ testing/ standardization/ quality assurance Local universities (if necessary) Representing SMIs in local industry (possibly in the form of cooperative, association, etc.) Association of large scale industry in the same sector (if necessary) Private support institution (BDS) active in target local industry (if necessary) Financial institutions (such as banks) (if necessary)

This Guideline recommends that the Working Group start with a smaller number of members which can proactively involve in the facilitation process. However, an early involvement of key stakeholders that can play a significant role in planning the Action Plan and provide significant support resources is very valuable. This is particularly the case for those who can provide insight/ knowledge on market development and marketing. Box 2.2.1 Early involvement of resource stakeholders in the Working Group The Working Group for footwear industry invited the association of large-scale footwear industries and the incubation business center of the local university (as resource stakeholders on marketing aspect) in the Working Group from the planning process of the Action Plan. Involvement of such institutions helped the Working Group with designing/ fine-tuning the support activities in a market-oriented manner and accelerating the progress of the Action Plan from the beginning.

The Working Group in principle shall be chaired by Dinas Industry & Trade, i.e., the head of Dinas Industry & Trade. It is advisable that the secretariat role in the Working Group be performed by the head of industrial division which is in practice responsible for the target local industry. Which Dinas at provincial or regency/ municipality level shall lead the Working Group depends on the policy position of target industry, namely, whether the target industry is recognized as priority industry at province or regency/ municipality. In case the target industry is recognized as priority of regency/ municipality government, regency/ municipality Dinas Industry & Trade shall chair the Working Group by having a secretariat role, while involving provincial Dinas as a member. 2.2.2

Authorization of the Membership

Official authorization of the Working Group membership is a fundamental task in Indonesian administration in order to align the members from differing institutions into the shared roles and tasks. Official authorization is also significant since the execution of its roles and tasks entails arrangement of operating budget including remuneration, meeting and travel expenses for the members.

Guideline for Facilitation of Local Industry Development

2.2.3

Roles and Tasks

The Working Group shall perform the following roles and tasks during the entire facilitation process for target local industry development, with the mobilization of facilitator(s): - Industry diagnosis on target local industry, - Formulation of the Action Plan for target local industry development, - Facilitation for the implementation of the Action Plan (proposed support activities), - Identification of the potential support institutions for the proposed support activities, - Facilitation to the responsible support institutions for preparing, budgeting and conducting the proposed support activities, - Monitoring/ review of the Action Plan in a periodic manner, - Evaluation of the Action Plan at the end, - Reporting of the results of the monitoring/ review and evaluation of the Action Plan. In order to perform the above roles and tasks, and share the results from the above facilitation process among the members, the Working Group shall organize a series of meeting and/or Focus Group Discussion (with target industry for the purpose of industry diagnosis and the Action Plan formulation). 2.3

Placement of the Facilitator

The Working Group shall place the facilitator(s), who engage in the facilitation process of target local industry development. Facilitator(s) shall assist the Working Group to perform its roles and tasks ranging from diagnosis, formulation and facilitation of the Action Plan, to monitoring and evaluation. 2.3.1

Candidates for Facilitator

At least one facilitator shall be placed to the Working Group for each target local industry as one of its members. The Working Group may have more than two (2) facilitators according to the needs of the Working Group and budget availability, by dividing the roles and tasks to the facilitators. The following candidates can be considered for the facilitator(s) for the local industry development: - Industry Extension Functional Staff (PFPP) in Dinas Industry & Trade - SMI Management Consultants (Shindan-shi) in Dinas Industry & Trade - Structural staff with relevant knowledge/ experience in Dinas Industry & Trade - Lecturers, consultants or the like from local university/ academic institution - Consultants or the like from private organizations or individuals, etc. In general, the structural staff of Dinas Industry & Trade may not afford to spend their time in conducting frequent work visits to the field. Thus, the functional staff (and/or SMI Management Consultants) may have more relevance as facilitator who needs to do frequent field visits in order to ensure continued communication with SMIs and observe the progress of the Action Plan. Further, functional staff tends to update their knowledge of target industry, ranging from technical and management aspects to market conditions, since they are closer to SMIs. Accordingly, the mobilization of such functional staff can have more advantage in facilitating each process of diagnosis, and formulation, implementation and monitoring/ review of the Action Plan in a consultative manner with SMIs. It is more advantageous if they are SMI Management Consultants (Shindan-shi).

In this regard, the authorization of members shall entail the issuance of a decision letter (SK) by the regional government head, which will become the basis for communication and cooperation among such differing member institutions. It may be more effective if the decision letter describes common obligations to the members and individual obligations specific to each member (e.g., expected scope and content of support). A sample of the decision letter is in Annex 1.

The Working Group may also consider mobilizing the facilitator (additionally) from external resources such as local university or private organization. Facilitator(s) mobilized form these external resources can have stronger orientation to ensure the progress/ achievement of the Action Plan, and process management during the course of facilitation. However, they may have less familiarity with the administrative process of planning/ budgeting of support activities, and available support resources/ schemes, compared to the facilitator mobilized from Dinas Industry & Trade.

4

5

Guideline for Facilitation of Local Industry Development

Box 2.3.1 Needs for plural placement of the facilitator The SMIDeP observed a few cases, where the junior staff in Dinas Industry & Trade were appointed as a facilitator rather than experienced senior ones, who, being structural staff, had to spend a majority of time in the office. Younger facilitators tend to hesitate to facilitate discussion and to deliver their own views voluntarily at formal occasions like the Working Group meeting, even if they have the familiarity with conditions of SMIs and realistic ideas on support to SMIs. Accordingly, they could not optimally perform the roles of bridging support needs of SMIs to the Working Group or directing the Working Group discussion in a constructive manner at the same time. The heads of the Working Group in particular are advised to be attentive to this matter. One of the measures can be the placement of plural facilitators combining an experienced senior and less-experienced junior so that they can complement each other to optimize the facilitator’s functions. Plural placement of facilitator can be also considered by combined mobilization of Dinas staff and external private consultant.

In any case, facilitator(s) should be sociable enough to foster relationships with SMIs, diligent in performing roles and tasks in the field, and be a good listener to SMIs. Building a trusting relation with SMIs is one of the keys for success of the Action Plan. 2.3.2

Authorization of the Placement

The Working Group shall authorize the placement of facilitator(s) to have the appointed personnel officially recognize its roles and tasks. Official authorization of the facilitator(s) is also important, since the execution of its tasks and duties entails arrangement of operating budget. The facilitator(s) shall be appointed as one of the Working Group members in the same decision letter (SK) concerning the Working Group formulation by the regional government head. It may be more effective if the decision letter describes the specific obligations to the facilitator(s). 2.3.3

Guideline for Facilitation of Local Industry Development

CHAPTER III FACILITATION FOR LOCAL INDUSTRT DEVELOPMENT 3.1

Overall Step for Facilitation of Local Industry Development

Once the structure for the facilitation of local industry development is formulated, the facilitation process can commence. The facilitation steps begin with i) industry diagnosis through stakeholder and supply-chain analysis, ii) preparation of the Action Plan for target industry, and then enter into iii) implementation stage of the Action Plan while iv) monitoring/ review and evaluation of the Action Plan. During the course of facilitation, the Working Group meeting (and FGD with target SMIs in local industry) shall be organized to forward the above processes. The subsequent sections explain how to facilitate the process of local industry development by making the better use of the structure (the platform, guided in the previous chapter). In addition, the sections below provide guidance on how the following facilitation steps are better conducted by the Working Group/ facilitator(s). 1) Industry diagnosis (by stakeholder and supply-chain analysis) 2) Preparation of the Action Plan 3) Facilitation of the Action Plan implementation 4) Monitoring/ review and evaluation of the Action Plan implementation 5) Working Group meeting

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Roles and Tasks

The facilitator(s) shall engage in the facilitation process of target local industry development for the purpose of assisting the Working Group to perform its roles and tasks, and play the role of bridging or interfacing among the Working Group, target industry and stakeholders. Given such roles, the facilitator(s) shall perform the following tasks: - Moderation of the Working Group meeting, FGD and other opportunity for discussion, and reporting of these results, - Facilitation of the Action Plan implementation through identification of and advice to the responsible support institutions for the proposed support activities. - Periodic observation of the support activities and the progress/ achievement of the Action Plan through field visit to target SMIs. - Periodic hearing of the issues and needs of target SMIs through field visit to target SMIs. - Reporting of the visits to support institutions and target SMIs, to the Working Group. - Suggestion of any necessary review of the Action Plan to the Working Group. The head of the Working Group shall arrange an enabling working environment for the facilitator(s) by understanding its expected position in the Working Group, and arranging the necessary budget for its expected scope of tasks. Box 2.3.2 Ways of ensuring facilitator’s periodic visit to SMIs SMIDeP urged each facilitator to periodically make field visit to observe target SMIs and support activities during the course of the Action Plan facilitation; however, it was observed that it is not easy for them to repeat such field visits due to a lack of institutional arrangement (or job instruction) by their boss and shortage of travel budget. In this regard, a few Working Groups arranged the enabling conditions for the facilitators to perform field observation and communication with target SMIs. For example: The Working Group for cacao processing industry had set monthly sales monitoring of target SMIs in its Action Plan as one of the facilitator’s tasks, which accordingly obliged the facilitator assigned to routinely visit and interview those SMIs. The facilitator for rattan furniture industry had little time in making periodic walk-around monitoring to all target SMIs because of being a structural officer in his Dinas. Accordingly, the Working Group decided to additionally involve several functional staff (Shindan-shi) in Dinas Industry & Trade, in order to strengthen progress monitoring of the key support activities at target SMIs.

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Output 凑 Outcome from analysis (issues, problems, constraints and stakeholders along supply chain/ for business supporting factors) 凑 Needs of target industry 凑 Action plan composed of overall goal (short/ medium term), target SMIs, proposed support activities, own actions taken by target SMIs

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凑 Progress of action plan implementation(support activities/ own actions taken by target SMIs) 凑 Activity flow of action plan

凑 Monitoring report on progress/ achievement of action plan 凑 Revised action plan

Figure 3.1.1 Overall steps and outputs for facilitation of local industry development

3.2

Industry Diagnosis

3.2.1

Objective and Scope

Industry diagnosis aims to identify: i) stakeholders that can have a substantial stake and role to the development of the target industry, and ii) issues/ constraints and needs of the target industry. The diagnosis results shall be subsequently elaborated to obtain the overall direction and support needs/ requests in formulating the Action Plan. 3.2.2

Method, Format and Output

The Working Group shall conduct the industry diagnosis consisting of i) stakeholder analysis and ii) supply-chain analysis through the Working Group meeting, FGD with SMIs in the target industry or 7

Guideline for Facilitation of Local Industry Development

direct interview visits to them in order to comprehend the current and actual conditions of the target industry. Discussion and analysis in the meeting/ FGD shall be aided by the facilitator(s). (1) Stakeholder analysis

Guideline for Facilitation of Local Industry Development

Table 3.2.2 Format of stakeholders’ list (sample) Group Input supplier

Stakeholder analysis shall entail drawing a stakeholders’ map that categorizes key stakeholders concerned with target industry to the following four (4) groups: Table 3.2.1 Category groups of stakeholders Group

Examples

Input supplier Market player Supporting/ related industry

Support institutions

Suppliers/ farmers of raw materials, suppliers of input materials, etc. Buyers, agents/ distributors, sales/ distribution channels, and events (which can procure the products of target industry), etc. Suppliers of machine/ equipment, providers of design/ packaging/ testing service, forwarders, primary-processing industry (of raw materials), large-sized industries with the same business, vocational schools (which hold the courses intended for the industry), financial intermediaries, etc. Public institutions of R&D, testing laboratories, quality/ standard accrediting institutions, common service facilities, academic institutions, other private BDS providers, etc.

Market player

Stakeholder Raw material suppliers Raw material farmers

Stake/ role Collection/ primary processing/ supply of raw material in ready-to-use form with payable in arrears. Small-holder planting of raw material.

Significance Very high

Accessory/ parts traders Supermarkets

Supply of accessories/ parts of metal in a ready-made manner. Marketing channel to the medium/ higher income class with large lot of order/ consignment system. Distribution channel covering Surabaya/ its surroundings with large lot of order/ sales system.

Not high

Distributors Grocery shops Supporting / related industry

Machinery suppliers Packaging material maker/ printers Commercial banks

Support institutions

Provincial Baristand

The image of stakeholders’ map is illustrated below, and a sample is in Annex 2. Badan-POM/ Dinas Kesehatan

Stakeholder Map xx

xx Input suppliers

Core industry Supporting/ S related industries

Market actors

xx

xx

xx

xx

xx

xx

xx

xx

xx

xx

xx xx

xx

Support institutions

xx

xx

xx

xx

xx

xx

xx

xx

Core industry

Supporting/ related industries

Input suppliers Market actors

Support institutions

Figure 3.2.1 Concept of stakeholders’ map

The Working Group shall specify the name of the mapped stakeholders and their stake/ role to the development of the target industry. It is then advisable for the Working Group to assess the significance of their contribution to target industry development, and to mark those with the higher significance as key stakeholders. Those with the higher significance shall be invited to the subsequent step of the supply-chain analysis and the Action Plan formulation as resource stakeholders. The Working Group shall then compile the above information of the mapped stakeholders into the stakeholders’ list for target industry, as shown below.

LSM local university

High

Not high Very high

Marketing channel to the medium/ low income class with small lot of order/ consignment system. Manufacturing/ supply/ maintenance of processing equipment Printing/ supply of packaging material (cardboard) with design service

High

Mostly using for cash deposit, currently limited as the source of working capital borrowing. Testing service on quality (in accordance with Indonesian Standard)/ material composition, and currently researching new product development. Licensing service on food/ beverage products, and consultation service on GMP/ hygiene, etc.

Not high

Able to dispatch knowledgeable lectures on food processing

High Very high

High

High Not high

Among the stakeholders, the Working Group shall stress identification of ‘those in supporting/ related industry’. Particularly outside of the Java/ Bali region, the availability of such supporting/ related industries is usually limited, so that the core (i.e., target) industries often face difficulty in accessing to the products/ services of the supporting/ related industry at affordable terms of transaction. Such industries may include design/ packaging industry, raw material processor/ arranger, suppliers of parts/ machinery/ equipment. If not identifiable in the locality, it is advisable that the Working Group search potential ones in outside regions. Box 3.2.1 Importance of prior identification of the supporting/ related industries Almost all Working Group in SMIDeP recognized the necessity of technical contribution or input from supporting/ related industries, such as packaging industry (in case of aloe processing industry), raw material processor/ arranger (rattan furniture, ulos fashion, cacao processing), machinery supplier (cacao processing) and designer/ skilled workers in sewing (ulos fashion). The SMIDeP experience indicated that those Working Groups that identified and involved them at earlier stage of planning of the Action Plan have shown the better progress and achievement of the Action Plan.

(2) Supply-chain analysis Supply-chain analysis shall identify the issues/ constraints and needs of target industry according to aspects of supply-chain ranging from raw material procurement, production/ processing and to marketing, as well as support factors influencing their business covering infrastructure, regulatory/ institutional environment, human resources and access, to finance. The Working Group shall identify the issues/ constraints, which are deemed factual and important, and analyze each of them in order to understand their root-causes, so that the subsequent Action Plan can propose support activities which adequately deal with such causes. Then the Working Group shall specify the factual and important issues/ constraints for the target industry by using the matrix form below. A sample of supply-chain analysis is in Annex 3.

8

9

Guideline for Facilitation of Local Industry Development

Supply-chain

Existing condition

Issue/ constraint

Needs/ request

Raw materials Production process Marketing

(1) Overall goal

Support factors - Human Resources Dev. - Financial access - Institutional aspect - Regulatory aspect - Infrastructure

This is most essential part of the Action Plan. Unless a measurable goal is clearly specified, the Action Plan will not be meaningful or evaluated. First of all, the Working Group shall set the overall goal (with expected outcomes) in the Action Plan through consultation with the target industry.

Figure 3.2.2 Matrix format of supply-chain analysis

Before preparing the above matrix, the Working Group may also draw a supply-chain map for target industry, which illustrates the flow (of final products, semi-processed products, raw materials), in order to share an accurate picture of the industry’s supply-chain. A sample of the map is also in Annex 3. It is advisable for the Working Group to organize its meeting to perform the preliminary analysis among the members at first, the results of which shall then be further discussed and verified through FGD and direct interview with SMIs and key stakeholders. The Working Group is also recommended to visit several representative SMIs for the purpose of acquiring their individual-specific information, such as their market segments, buyers, sales terms, suppliers, procurement terms of raw material, scale of turnover and employee/ worker, market segment, idea of product/ market development, etc. Such information from individual SMIs will help to ensure the validity of the analysis, and grasp the support needs. 3.3

Preparation of the Action Plan

3.3.1

Objective and Scope

Based on i) key stakeholders and ii) issues/ constraints and needs which are identified through the above analysis, the Working Group shall formulate the Action Plan for the development of the target industry. The Action Plan shall be regarded as the single and sole planning document for each target industry, which indicates the direction and path of development to be shared and pursued by all the parties concerned including the Working Group, DG-SMI, target industry and stakeholders. Method, Format and Output

Planning of the Action Plan for local industry development shall at least cover the following contents, both for the short-term (2 years) and mid-term (5 years in accordance with the standard planning period in Indonesia). Table 3.3.1 Standard contents of the Action Plan for local industry development 1. 2. 3. 4. 5.

industry to pursue the Action Plan, iii) proposing the support activities for the target industry to achieve the overall goal, and iv) indicating own actions (or initiatives) to be taken by target SMIs. In formulating the Action Plan, the Working Group shall organize its meeting and/or FGD with the target industry in order to obtain the Action Plan based on the consultation with target industry. Such Working Group meeting and FGD can be organized a few times until the Action Plan is acceptable to both sides of the Working Group and target industry. Planning and discussion shall be aided by the facilitator(s). The section below guides how the viable Action Plan is formulated.

Material distribution

3.3.2

Guideline for Facilitation of Local Industry Development

Current conditions of the target local industry Overall goal to be achieved (both for short- and mid-term) Target SMIs (in local industry) which are involved in the Action Plan Necessary support activities (for the target SMIs to achieve the goal) Own actions to be taken by target SMIs

The Working Group shall formulate the Action Plan for the target industry by: i) setting the overall goal (with expected outcomes) which shall be achieved by target industry, ii) identifying the target SMIs in

10

The Working Group shall discuss with the target industry on its needs or ideas of the future development direction, asking “What (or Which) Product shall be developed or improved for Which Market/ Consumer Segment, and How to achieve”. The overall goal of the Action Plan shall be set in two stages: firstly for the short-term (initial 2 years) and secondly for the mid-term (5 years). The goal in the Action Plan shall be defined to be Specific, Objectively (quantitatively, if possible) Measurable, Challenging but Realistic enough (for the short term in particular), whereas the mid-term goal may be broader and hope-oriented. The short-term goal shall be defined as a milestone to reach the mid-term goal. Box 3.3.1 Examples of the overall goal of the Action Plan The table below presents examples of the overall goal (short-term ones from the target industries of SMIDeP). Ulos fashion industry in Samosir Regency, North Sumatra

To increase sales of Ulos-applied products (accessory/ handicraft) in local & tourist markets, in cooperation both with local designer(s) for the design development and with the tourism industry for the promotion.

Ship-component industry in Tegal Regency, Central Java

To enable ship-parts SMIs to manufacture BKI-class ship-parts and supply them to ship-building industries.

Cacao processing industry in Central Sulawesi Province

To produce chocolate/ confectionary products, continuously by utilizing couverture processed from locally available beans, and enter the local modern segmented market.

It is strongly advisable for the Working Group to avoid setting the goal, which is not phrased in a specific and objectively measurable manner. Such unclearly phrased objectives as competitiveness-raising, industrial innovation, product quality improvement, or market expansion to national level, are frequently found in the planning document for local industry development. In such cases, the support activities proposed in the action plan have rather weak consistency/ contribution to the objective. In order for the target industry to reveal its aspirations/ needs of development, the Working Group shall organize its meeting and/or FGD inviting a good number of SMIs (or representing ones from each association/ cooperative) in industry. Facilitator(s) shall assist the discussion in this occasion to obtain such aspirations/ needs from the participant SMIs. It is also suggested that the facilitator(s) visit and interview the invited SMIs individually before the meeting/ FGD, and obtain a preliminary idea of development direction beforehand, since the meeting/ FGD itself may not allow each participant to voice their opinions due to the limited availability of time. In some cases such meeting/ FGD may be too official for SMIs to proactively speak their opinions. It is observed that SMIs prefer (or are preoccupied) to maintain the status quo rather than take some new challenges which entail risk-taking actions, for example, new product development, market expansion, etc. SMIs tend to have little idea of development direction, unless they are exposed to the outside, (potential) rivals and markets. In this case, the Working Group can organize a study visit to similar industry which is more advanced, support institution, or potential market, in order to give SMIs exposure to the latest technology and consumers/ buyers’ trend. By doing so, SMIs can acquire benchmarked knowledge/ information, beneficial for their discussion of the Action Plan.

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Guideline for Facilitation of Local Industry Development

Box 3.3.2 Prior visit to the potential market/ technical support institution The Working Group for ship component industry faced difficulty in itemizing the necessary support activities for the overall goal of the Action Plan which was “To enable SMIs to manufacture BKI-class ship-parts for the ship-building industries” although the goal was agreed among target SMIs. Accordingly, the Working Group decided to conduct a study visit to the accrediting body for the ship component certification, Indonesian Bureau of Classification (BKI) and ship-builders in order to understand the procedures and arrangements for the certification, and identify market opportunity for certain types of components during the formulation of the Action Plan. Almost 20 SMIs and the Working Group members joined the visit. This study visit enabled the Working Group to not only acquire the necessary inputs for elaborating the Action Plan, but also enter the Memorandum with BKI for cooperation until successful certification of target components. In addition, this study visit provided an opportunity, where the stakeholders could share the details of the Action Plan.

Guideline for Facilitation of Local Industry Development

(3) Support activities Thirdly, the Working Group shall propose and list the necessary support activities for the target SMIs to achieve the goal of the Action Plan, and for the government to intervene in the stagnant business cycle faced by the target industry. Support activities shall be proposed for: i) each aspect of supply-chain comprising raw material, production/ processing, and marketing/ promotion, and ii) each business support factor such as human resources development (HRD), financial access, regulatory/ institutional development (or improvement) and infrastructure development. A variety of likely supports is listed below.

If the target industry is at the early stage of business development (i.e., start-up stage), it may not be easy for such SMIs to have the idea of development direction, since they tend to prioritize ensuring business running smoothly or acquiring necessary skills/ inputs for sustained operation first. In this case, a side of the Working Group may suggest the development goal to challenge to the target industry (for the short term in particular) with a scenario of development path. (2) Target SMIs Secondly, the Working Group shall identify target SMIs from the target industry, which show the willingness to share and challenge the goal of the Action Plan. Although any SMI to commit to the Action Plan can be welcomed as targets, the Working Group also may screen those SMIs by observing their degree of involvement in and contribution to the process of diagnosis and the Action Plan formulation. Target SMIs of the Action Plan can be a group (or groups) of SMIs which form a cooperative, association or joint-business group (KUB), as long as the group(s) is deemed eager to achieve the overall goal. In any case, at least one or a few (potentially) leading SMIs (opinion leaders) shall be identified among SMIs/ group(s), who can lead and coordinate the others, and demonstrate the actions (or initiatives) to others. Box 3.3.3 Target SMIs of each target industry in SMIDeP Figure 3.3.1 Likely support menu The table below explains how target SMIs were identified and further focused during the course of the Action Plan in SMIDeP. Industry Ulos fashion

Target SMIs Initially identified 30 producers from a few ulos weavers’ group by Disperindag, and added 10 local tailors to secure potentially skillful craft-persons. Then, those 20 willing producers formed a joint-business group to run handicraft business together.

Each of the proposed supports shall then address at least: title, content, objective, target, responsible institution(s), implementation period, budget source(s). In summary, the proposed support activities shall be incorporated in the Action Plan and compiled in the matrix form shown below. Activity

Supply-chain

Title

Ship-parts

Initially targeted 25 member SMIs of the ship-component industry cooperative, and added other willing SMIs from non-cooperative members. Then, 12 SMIs became actively involved in the Action Plan.

Raw materials

Cacao processing

Initially identified all 20 SMIs which had participated in the entrepreneurship program before. Then, 12 SMIs formed an association for joint-action, and became actively involved in the Action Plan.

Production process

Rattan furniture

Initially identified all active 20 SMIs in the target region, but only 5 ones responded positively to the Action Plan.

Aloe processing

Targeted 21 willing SMIs to involve in the Action Plan, except for a few ones showing little interest. Then, they formed an association for joint-action.

Footwear

Selected 40 SMIs (out of 100 in the target region) which represented the most active business groups (according to the field observation by Disperindag). Then, around 25 SMIs became actively involved in the Action Plan.

Support factors - Human Resources Dev. - Financial access - Institutional aspect - Regulatory aspect - Infrastructure

Content

Objective

Target

Responsible institution

Period

Material distribution Marketing

Figure 3.3.2 Matrix format of proposed support activities

SMIDeP experience reveals that total number of target SMIs for each Action Plan ranges from 20 to 30 SMIs (or producers). In any case, it is advisable for the Working Group to start the facilitation process with the communicable number of SMIs.

The Working Group shall translate the needs and requests observed during the previous meeting/ FGD with the target industry. Then the Working Group shall organize its meeting by inviting key stakeholders (those identified in industry diagnosis) for the purpose of proposing the support activities necessary for target SMIs to achieve the overall goal of the Action Plan. Facilitator(s) shall assist discussions by the Working Group during this proposing process.

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In parallel, the Working Group can collect information on those support activities related to the target industry, which are already scheduled (or budgeted for the coming fiscal year) by the stakeholders. If the content of such scheduled supports by the stakeholders has consistency with the overall goal (and/or the needs of target SMIs), these can be incorporated into the Action Plan. Box 3.3.4 Recommended support package for the challenge of certification The case of ship component industry in SMIDeP showed that one of the challenges for local supporting industries in entering the tier of genuine component suppliers is to ensure standardized production according to the standard prescribed by the manufactures and to acquire the certification by the authorized accrediting body. From SMIDeP experience in ship component industry, the following package of support activity can be recommended for the similar supporting industry to challenge the certification;

Box 3.3.5 Own actions committed by target industry (cacao processing) Target SMIs in cacao processing industry were actively involved since the planning stage of the Action Plan, and have periodically held meetings with the Working Group in order to share the progress of and need (or request) for the Action Plan. First of all, they agreed to form an association in order to jointly promote their chocolate products. The association suggested and carried out various promotional efforts at their own expense or by sourcing the funds from third parties. Promotional efforts included marketing visit to potential buyers/ users (supermarket, hotel, cafe, etc.), participation in trade fairs, preparation of PR media, etc. Also, they proposed the establishment of their own outlet. The outlet was successfully realized at the local airport. Such active involvement in the Action Plan was led by the few leading SMIs, which desired to advance the industry.

The Working Group shall facilitate the target SMIs to identify what actions (or initiatives) will be essential to achieve the overall goal of the Action Plan, and incorporate those actions in the matrix format of the Action Plan, as shown below. A sample of the Action Plan for local industry development is in Annex 4.

Socialization of standards

Organized by the authorized accrediting body to introduce the standards, process and requirements of certification.

Training/ workshop of technical drawing and production process (quality manual) documentation

Organized for SMIs to be able to prepare technical drawing and production process document for the components according to the standards, which shall be approved by the accrediting body before the subsequent prototype work and testing activity.

Technical guidance of prototype-making/ material specimen preparation

Technical experts, who can provide hands-on advice/ consultation shall be dispatched for a certain period in order for SMIs to continuously challenge the prototype-making according to the drawing/ standard.

Laboratory test of the prototypes/ materials

Facility for laboratory test for prototypes/ materials as requested by the accrediting body shall be prepared with affordable service charge (or free of charge, if anticipating revision of the prototypes).

Audit/ consultation by authorized accrediting body

Auditing usually covers the production process document (quality manual), and results of laboratory tests on prototype product (performance/ size) and materials (composition). This requires a fee per product for certification.

Production process

Marketing mission for the certified components

Organized for SMIs to approach to the potential users (manufactures) of the certified components as business matching opportunity.

Support factors - Human Resources Dev. - Financial access - Institutional aspect - Regulatory aspect - Infrastructure

(4) Own actions by target SMIs It should be mentioned that mere provision of support activities will not bring SMIs to the overall goal of the Action Plan. Own actions by target SMIs’ are essential in achieving the goal. At the time of formulation of the Action Plan, it is highly advisable for target SMIs to consider their own actions (or initiatives) which serve for the attainment of the goal, and to commit to such actions. Own actions (or initiatives) by target SMIs may cover a variety of content such as the following: -

Guideline for Facilitation of Local Industry Development

Procurement of quality raw material required for improved or standard products Development of the new product or diversification of the product (prototype) Improvement or standardization of the existing product (prototype) Application and effort for certification of product and manufacturing/ management practice Participation in exhibition/ trade fair Promotional visit to buyer/ sales channel Preparation of marketing/ promotion tools and media Opening and operation of outlet/ showroom Establishment and operation, or functional improvement of sentra institutions (such as cooperative, joint-business group, or other business support unit)

Overall goal (expected results) Target SMIs Supply-chain

Activity Title

Content

Objective

Target

Responsible institution

Period

Raw materials Material distribution Marketing

Own action by target SMIs Figure 3.3.3 Matrix Format of the Action Plan

3.4

Implementation of the Action Plan

3.4.1

Objective and Scope

Following the preparation of the Action Plan (as initial version), the Working Group shall commence and continue the facilitation of the Action Plan implementation by assisting each responsible institution to conduct the proposed support activities, and encouraging the target SMIs to take own actions (or initiatives), in order to realize the overall goals both for short- and mid-terms. 3.4.2

Method and Output

(1) Approach to the responsible institutions for the proposed supports The Working Group shall check whether the proposed support activities have identified the relevant responsible institution(s) (i.e., support institutions, which can undertake the proposed supports), and

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Box 3.4.2 Facilitation of the support activities proposed for non-industry & trade line institutions

entailed the budgetary grounds. Status of the proposed support activities varies according to degree of preparedness such as: i)

Identified the responsible institution and assured the necessary budget,

ii)

Identified the responsible institution, and will propose or request the necessary budget,

Both Working Group of cacao processing and ulos fashion industries proposed support activities which require close cooperation with non-industry & trade line of Dinas: namely, network development with cacao-farmers’ groups for ensuring quality bean supply, and ulos village development for luring tourists’ attention to ulos. Network development with cacao-farmers’ groups assumed a responsibility of the provincial Dinas Estate Crops (one of the Working Group members). However, this has not been practiced by this Dinas, who did not attend the Working Group meeting except in the initial stage. Ulos village development was not addressed during the course of the Action Plan by regency Dinas Tourism, even though the local hotel association stressed needs of development of such a tourist attraction. These are not rare case, but often observed also in SMIDeP. One of the likely ways for the Working Group to facilitate the institutions of non-industry & trade lines can be strong involvement of the head of Working Group (Dinas Industry & Trade), who can directly consult with the head of such institutions and ask the intervention by the head of regional government.

iii) Not identified the responsible institution, but assured the necessary budget, iv) Not identified the responsible institution, nor assured the necessary budget. In response to the proposed supports of i) and ii), the Working Group/ facilitator(s) shall approach the identified responsible institutions in order to assist them to design or fine-tune the method, objective, content, target and timing of such supports in accordance to the Action Plan, and/or in preparing for implementation (or proposing the necessary budget). For the supports with status of iii), the Working Group/ facilitator(s) shall identify and approach the candidate institutions first, and then assist them to design and undertake those supports in accordance to the Action Plan. Box 3.4.1 A good example of facilitation to the support institution for cooperation The Working Group for footwear industry proposed the product development support program in the Action Plan, addressing for the needs of diversification of sales channel/ market segment voiced by the target industry, and then asked technical cooperation with Ciputra University and Aprisindo (Indonesian footwear industry association) as the most relevant stakeholders in this field. Initially, the Working Group (municipal Dinas Industry, Trade & Cooperative) was afraid of repeating the previous support for product development which ended-up with no tangible output, and intended to identify the support institutions which can help this product development/ promotion support in a result-oriented manner. The Working Group then discussed the concept and expected outputs of the proposed support program, and approached Ciputra University and Aprisindo to ask for cooperation and feedback to the proposal. Owing to such a prior consultation, the support program for product development successfully brought about tangible outputs such as inquiry for transaction with a famous fashion designer’s brand, and development of new sales channels/ market segment.

In response to the supports with status of iv), the Working Group/ facilitator(s) shall identify and approach the candidate institutions to ask the collaboration, and then assist them to assure the budget necessary for the implementation. (2) Cooperation with the ‘non-industry & trade line’ of institutions It may be challenging for the Working Group (Dinas Industry & Trade, which leads the Working Group) to derive collaboration and contribution from ‘non-industry & trade line’ of ministries, Dinas and institutions (related to the matters of agriculture, plantation, forestry, tourism, etc.). It is often the case that some important support activities which assume cooperation from such stakeholders of ‘non-industry & trade lines’ remain unimplemented. Even though budgeted or conducted, it is important issue also to align the aim, target and timing of their supports as assumed in the Action Plan. Unless this issue is appropriately dealt with, it may cause stagnant realization of the overall goal of the Action Plan. In order to facilitate cooperation with such stakeholders of ‘non-industry & trade lines’, it may be recommended for the Working Group to make the following arrangements: i)

To have the head of the Working Group (the Head of Dinas Industry and Trade) to approach the head of the concerned institution in order to ask the cooperation and/or arrangement of the necessary budget.

ii)

To prepare a Memorandum of Understanding between Dinas Industry & Trade (or the head of the Working Group) and the concerned institutions in order to ensure their close cooperation during the course of the Action Plan.

(3) Consideration of linkage among support activities In order to manage the implementation of the Action Plan and realize the overall goal in a controlled manner, the Working Group shall consider the following matters, at for example biannual interval: i)

Which proposed support activities to start with,

ii)

Which support activities to then follow,

iii) Time-span and sequence which can accommodate the trial-&-error approach. Concerning the above i), the Working Group shall start with the support activities of the relative high importance and urgency in terms of the contribution to the overall goal of the Action Plan. The Working Group may also prioritize facilitating the support activities which can have ‘demonstrative/ pump-priming effect’ to target SMIs and stakeholders, in order to maintain their willingness to involve in the Action Plan and create the success case as earlier as possible. Then, the Working Group shall consider which support activities shall follow so that the output of the previous supports can be adequately reflected and/or utilized to the subsequent ones. This is important in order to avoid support provision in ad-hoc manner without considering correlation among the supports. Lastly, the Working Group may employ the ‘trial-&-error’ approach during the course of the Action Plan (in case the Action Plan entails the challenge of product or new market development), where the product development (in the form of prototype) and market development (in the form of market test) are repeated in a cycle (comments of buyers/ users are feed-back to further improve the product/ prototype). In this regard, it is advisable for the Working Group to provide a series of market test opportunity such as exhibition, business matching, marketing visits to buyers, other PR events in an intermittent manner. Box 3.4.3 Accommodating ‘Trial-&-Error’ approach in the Action Plan Both Action Plans for cacao processing and ulos fashion industries targeted SMIs/ producers at business start-up stage, which had just learned production skills. They had not practiced the business in a commercial manner, nor had the channels for sales. Usually, only limited number of exhibitions are prepared as promotion opportunity for such start-up businesses, while paying less attention to the importance for start-up SMIs/ producers to receive feedback to the products under trial and to develop their stable markets/ buyers. Accordingly, the Working Groups to develop these start-up businesses arranged the intermittent opportunities of marketing/ promotion so that such SMIs/ producers could receive feedbacks and see the potential markets/ buyers whenever their products were ready, in parallel to facilitating technical supports for their product improvement. Such a trial-&-error approach was deemed significant, so that SMIs/ producers were motivated to improve their products and able to find the sales channels within a relatively short period.

3.5

Monitoring, Evaluation and Reporting of the Action Plan

During the facilitation of the Action Plan implementation, the Working Group shall conduct the monitoring, evaluation and reporting of the progress and achievement of the Action Plan.

iii) To specify assumed role/ responsibility of the concerned institutions in the decision letter (SK) by the regional government head on the Working Group formulation.

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3.5.1

Objective and Scope

The monitoring, evaluation and reporting of the Action Plan are important duties of the Working Group. How the Working Group performs the monitoring and evaluation will significantly influence the outcomes of the Action Plan. The Working Group shall conduct i) monitoring of the progress and achievement of the Action Plan periodically and review for the revision of the Action Plan, ii) evaluation of the achievement at the end of the Action Plan, and iii) reporting the result of monitoring/ review and evaluation to the parties concerned. Monitoring/ review in particular are not only to understand the outcomes of the Action Plan, but also to improve the contents of the Action Plan. It is also noted that issues and needs of target industry may change as the Action Plan progresses, thus necessitating continuous or timely revision of the Action Plan. Another objective for the Working Group is to fulfil accountability to the parties concerned about the progress and achievement of the Action Plan. 3.5.2

Guideline for Facilitation of Local Industry Development

The Working Group then shall organize its meeting, inviting target SMIs for the purpose of i) sharing and conforming the information/ data for monitoring, and ii) discussing for review of the Action Plan. The facilitator(s) shall report the information/ data for monitoring to the Working Group, and facilitate discussion for review in terms of the following matters: -

Overall progress and achievement of the Action Plan implementation, Latest issues and needs for supports of target SMIs (if any), and changes in business environment, Any factors hampering the progress of provision of support activities, Any factors hampering the progress of own actions (or initiatives) by target SMIs, Performance of the facilitator(s), Any necessary improvements of the platform (such as the members of the Working Group).

The monitoring/ review meeting shall be organized at least quarterly, and may be done whenever special topics for discussion arise. (2) Revision of the Action Plan

Method, Format and Output

Monitoring/ review includes: i) collection of the information/ data required for the monitoring, ii) review of those compiled information/ data, and to iii) revision of the Action Plan based upon review results, and shall be repeated periodically. Then, evaluation of the achievement shall follow at the end of the Action Plan (two times for short- and medium-terms). Such monitoring/ review and evaluation shall entail the reporting of the results. (1) Monitoring/ review

In case the Working Group recognizes the necessity of revising the Action Plan or improving the platform as a result of the review, the following points shall be paid attention in particular: Table 3.5.2 Points to be paid attention in case of the Action Plan revision Revision of the Action Plan

- Necessity of revising (or rephrasing) the overall goal (if the latest issues/ needs of target SMIs are largely diverted from the beginning), - Necessity of additionally proposed support activities, - Necessity of revising the support activities (those already proposed), - Necessity of altering and/ or adding target SMIs, - Necessity of disseminating the outcomes of the Action Plan (in order to extend the success case to other SMIs in the same industry).

Improvement of the platform

- Necessity of adding and/or replacing the Working Group members, - Necessity of adding and/or replacing the facilitator(s), - Necessity of identifying and approaching the additional stakeholders (support institutions) for their cooperation/ contribution.

Monitoring/ review shall be started three (3) months later after the initial version of the Action Plan is formulated. At first, the facilitator(s) together with the members of the Working Group shall collect and compile the necessary information/ data for the monitoring of the progress and achievement of the Action Plan. The below suggests a list of such information/ data to be collected for the monitoring. Table 3.5.1 Information/ data to be collected for monitoring (suggested) Category

Information/ data

Means of collection

Progress indicators: to be monitored at each meeting Support activities

-

Completed support activities with output, necessary follow-up Support activities to be facilitated soon Support activities with major delay plus reason for delay Progress of other activities: institutional/ facility development, and regulatory improvement, proposed in the Action Plan

- Each activity report prepared by the responsible support institutions

- Report prepared by the facilitator(s)

Own actions by target SMIs

- Actions taken and being taken with output - Actions to be taken

- Report prepared by the facilitator(s)

Target SMIs

- No. of SMIs which receive the support activities - No. of target SMI continuously involved in the Action Plan - Additional SMIs interested in involving in the Action Plan

- Report prepared by the facilitator(s)

Others

- Latest issues and needs on supports of target SMIs (if any) - Substantial changes in business environment

- Report prepared by the facilitator(s)

Achievement indicators: to be monitored biannually or annually Overall goal

- The degree of achievement of the overall goal of the Action Plan (indicators depend on the contents of the overall goal) - Number of success cases (target SMIs which achieve the overall goal of the Action Plan)

- Report prepared by the facilitator(s) - Questionnaire/ interview to target SMIs

Derivative impact

- Any positively observed impacts on the whole industry, such as growth of SMI’s number, employee, sales, production volume - Performance and utilization of the institutions, facilities and regulations which are developed or improved

- Report prepared by the facilitator(s) - Questionnaire/ interview to target SMIs

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The Working Group may flexibly revise the Action Plan when any necessity arises, but shall revise the Action Plan at least annually, and report such revisions to the parties concerned. Box 3.5.1 Monitoring/ review according to the SMIDeP experience Although the monitoring/ review is deemed important, this is not periodically performed in a goal-oriented manner. The below introduce SMIDeP cases which show why the monitoring/ review is significant. Central needs can be shifted as the Action Plan progresses: Needs of cacao processing industry were weighted more on stable supply of quality material at the initial planning, but the central needs were gradually shifted to marketing/ promotion support of their products. The Working Group held its meeting with target SMIs to review the interim achievement of the Action Plan, and thereby decided to revise the plan to be weighted more on marketing/ PR supports. Such a shift in central needs for supports also took place in case of the Action Plans for ulos fashion and ship-parts industries. Rattan furniture industry showed a reverse case to the above. The Working Group initially assumed more weight on the marketing/ promotion support in its Action Plan. However, as the marketing supports proceeded, important technical issues to be tackled were additionally found. Accordingly, the Working Group decided to revise the Action Plan, weight to the production aspect, focusing on guidance of adequate production process. Gathering among SMIs can be an alternative opportunity to observe the changing issues/ needs: Besides the formal Working Group meeting, an opportunity for informal communication with target SMIs is quite essential to observe the changing state of target SMIs and their business circumstances. A facilitator for cacao processing industry closely communicated with an association of the target SMIs by attending the association’s regular gatherings, where the association compiled the shifting issues/ needs to the facilitator. In response to such issues/ needs, the Working Group adequately added and adjusted the support activities. Such a communication opportunity between facilitator(s) and SMIs may be intentionally designed in any form. The Working Group for cacao processing industry designed a monthly sales monitoring of target SMIs in its Action Plan, which mandated the facilitators to routinely visit and interview those SMIs.

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Guideline for Facilitation of Local Industry Development

(3) Evaluation

CHAPTER IV SUPPORT RESOURCE INFORMATION

The Working Group shall evaluate the overall accomplishment of the Action Plan at the end: i.e., two times for at the each end of short-(2 years) and mid-(5 years) terms. Final evaluation shall analyze the degree of achievement of the overall goals (and the number of success cases of target SMIs which attain the goal) and derivative impacts. Achievement indicators shall be agreed upon at the early stage. However, the Working Group may still add or revise such indicators according to the change of the content of the Action Plan.

4.1

The Working Group shall organize its meeting for the purpose of evaluation by inviting target SMIs and stakeholders concerned with the Action Plan. The facilitator(s) together with the members of the Working Group shall collect the necessary information/ data for the evaluation, so that the Working Group can analyze and confirm the degree of the achievement, and discuss the influential factors to such results.

The facilitation also entails utilization of facilities/ schemes of SMI support which are prepared by the central governments for the regional governments, so that the limited regional budget is optimally supplemented to answer many support needs proposed in the Action Plan.

It is also advisable that the Action Plan may be wholly revised based upon the evaluation at the end of the short-term, when the Working Group recognizes the necessity to adjust the mid-term Action Plan to the actual progress and achievement made during the short-term. Box 3.5.2 Evaluation according to experience of SMIDeP Without comprehending what is accomplished by the action plan, no one can decide whether to continue the plan, to scale-up the scope of the plan, or raise the level of challenge. The ship-parts industry is a good case which shows the importance of evaluation. Based on the evaluation results of the Action Plan for short-term, which confirmed the acceptable degree of achievement of the overall goal (transactions of successfully certified components with ship-building industry), the Working Group decided to extend the Action Plan by increasing the target components to be certified for the subsequent term of the Action Plan.

(4) Reporting of the monitoring/ review and evaluation Upon each monitoring/ review meeting and final evaluation, the Working Group shall report the results in order to fulfill accountability to the parties concerned on the progress and achievement of the Action Plan. The standard format of the monitoring/ review report is in Annex 5. In case the monitoring/ review entail the revision of the Action Plan, the Working Group shall attach the revised Action Plan to the monitoring report.

Support Resources for Local Industry Development

Facilitation of local industry development entails cooperation and involvement of the concerned support institutions (both government, academic and private institutions which provide supports/ services to SMIs) in a well coordinated manner, so that any necessary contributions/ inputs from the relevant institutions are effectively mobilized to provide the support activities proposed in the Action Plan.

4.2

Profile Survey for Support Institutions

4.2.1

Objective and Scope

Regional governments shall be equipped with the knowledge of regionally available support institutions (including their scope of service, procedure of access to the service, contact information and sector/ field of their expertise) in order to identify and mobilize their contributions/ inputs required for the provision of supports proposed in the Action Plan. In this regard, each provincial Dinas Industry & Trade, on behalf of regency/ municipal governments, is advised to conduct a profile survey of the support institutions which are available in the province with the expertise related to the priority industries. Provincial Dinas Industry & Trade, through the profile survey, shall identify major regionally available support institutions both from public (higher-academic institutions, government corporations and institutions) and private (associations, foundations, NPOs/ NGOs, other private service providers) institutions according to the following categories. 1)

Business management and financial access

2)

Production and technical, further categorized by; - Certification/ test/ R&D including licensing - Intellectual property right (IPR) related - Production process - Design/ packaging

3)

Human resources development

4)

Marketing and promotion

Also, it is advisable for the Working Group to make periodic reporting of the progress/ achievement of the Action Plan to the regional head (Governor, Regent or Mayor) in order to facilitate inter-institutional cooperation.

Profiled institutions should be active enough, and have specific services/ resources relevant to SMI development. 4.2.2

Method, Format and Ouput

Profile survey of the regionally available support institutions shall cover the following information/ data, and be conducted by the provincial Dinas Industry & Trade through the combination of questionnaire distribution or direct interview to the identified support institutions. The format of the profile survey sheet is shown in Annex 6, together with a sample of the survey result.

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Table 4.2.2 Information/ data to be profiled for the support institutions 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20.

Name of the institution Address of the institution No. of telephone No. of facsimile Website address E-mail address (contact) Status of the institution Year of establishment Name of the representative/ head Summary profile of the institution Vision and mission of the institution Available support programs/ services Conditions/ procedure for the support programs/ services Funding sources of the support programs/ services Fee/ charge to users Province Fields of expertise Specialized industry sectors Success story(s) by the institution Key staff in the institution (instructor/ lecturer for training, guidance, consultation service)

Guideline for Facilitation of Local Industry Development

g. h. i. j.

Market information, marketing and promotion support, Financial access support, including initial capital provision to entrepreneurs, Industrial estate arrangement for SMIs (that potentially pollute the environment), Networking support for development/ strengthening of linkage and partnership with large-sized industries and other economic partners.

The Working Group (Dinas Industry & Trade) can access and utilize the above ten (10) facilitation menus in order to realize the support activities proposed in the Action Plan by requesting DG-SMI according to the official process. DG-SMI regularly holds the coordination meetings, where proposals of support from regional Dinas Industry & Trade are delivered to DG-SMI, and filed upon screening by DG-SMI for the budget preparation in the subsequent year. Proposals can be also delivered in the letter of request to DG-SMI (secretariat, and sectoral Directorates). DG-SMI also commences the scheme of developing/ revitalizing the industrial infrastructures (physical support in the form of building, machinery/ equipment) in the industry sentra by utilizing DAK since FY2016. The Working Group, through the head of Dinas Industry & Trade can utilize this scheme in order to answer the needs of strengthening of industrial infrastructure attached to the industry sentra. In addition, DG-SMI prepares the machinery/ equipment replacement scheme in order to accelerate the replacement of aging machinery/ equipment of SMIs by providing a subsidy up to the certain portion of the capital value to the SMIs facing a lack of investment capital. Requirements, criteria, and procedures of this scheme application can be referred to the technical guideline of this scheme. 4.3.2

4.3

Support Facility and Funding Schemes available to Regional Government

With limited regional budget (APBD) for regional governments, the Working Group (Dinas Industry and Trade) shall actively identify and utilize the support facility and funding scheme available at the central governments/ institutions in order to realize as many support activities as possible in the Action Plan. In order to assist the local industry development by the regional governments, the central government prepares a variety of support facilities and funding schemes that are available to the utilization by the regional governments. The below introduces the major support facility and funding scheme available at the central governments, DG-SMI of the MoI in particular. 4.3.1

Box 4.3.1 Cooperation Facilitation with Other Directorate Generals in the Action Plan The Working Group for ship-parts industry requested Directorate General for Metal, Machinery, Transportation Equipment and Electronic Industries (DG-ILMATE) to facilitate a study visit to Indonesian Bureau of Classification (BKI) and ship-building industry, with the expectation for DG-ILMATE to commence the technical guidance on ship-component certification by BKI. The Working Group for aloe processing industry also requested Directorate General for Agro Industry (DG-IA) to introduce a few medium-sized beverage industries which have well performed factory management based on Good Manufacturing Practice (GMP), in order to let the local SMIs learn about the actual practices of GMP and ensure the success of the GMP coaching program for this industry.

DG-SMI in the Ministry of Industry

DG-SMI is responsible for SMI/ local industry development, through policy formulation, institutional capacity development and support facility provision to any sectors of SMIs. In the Strategic Plan (RENSTRA, 2015-2019) of the MoI, DG-SMI formulates six (6) key programs, namely; a. b. c. d. e. f.

Industri sentra institutional development (physical support for industry infrastructure through Special Allocation Budget (DAK) scheme), Product development (non-physical support), Entrepreneur development (for start-up business), Machinery and equipment provision, UPT (common service facility) revitalization, Support of market information, promotion and exhibition.

In order to forward the above programs, DG-SMI may deliver the support facility in the following ten (10) menus; a. b. c. d. e. f.

Improvement of human resources competence and related certification provision, Technical support and guidance, Raw and supporting material support, Machinery and equipment support, Product development support, Environmental pollution prevention support,

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Other Directorate Generals in the Ministry of Industry

The Working Group (Dinas Industry & Trade) can communicate and coordinate with other directorate generals in order to facilitate the Action Plan. The proposals of support shall be delivered by the head of Dinas Industry & Trade or even through the head of regional government to other related directorate generals. The Working Group can also ask for facilitation of cooperation with large-sized industries.

4.3.3

Other Ministries (Trade, Cooperatives)

The Working Group can also mobilize the support facilities and funding schemes available from other related ministries for local industry development including the Ministry of Trade and State Ministry of Cooperatives and SMEs. Mobilization of such support resources from non-industry lines of institution will be one of the challenges for the Working Group. In this regard, the Working Group is recommended to involve other divisions (i.e., trade and cooperative divisions) in Dinas Industry & Trade as members of the Working Group and share a single Action Plan, in order to realize proposed support activities particularly related to trade, promotion, finance and cooperative matters. (1) Ministry of Cooperatives and SMEs The Working Group can access and utilize the support facilities and funding schemes (based on RPJMN 2015-2019) available at the Ministry of Cooperatives and SMEs. The following is the example of support facility available at this ministry: a.

Facilitation for skills/ knowledge improvement of SME and cooperatives,

b.

Facilitation of financial access by SME and cooperatives through strengthening of Micro Credit Institution (LKM), revolving fund through Revolving Fund Management Institution (LPDB), and

23

Guideline for Facilitation of Local Industry Development

CLOSING ~ Key points during the facilitation of local industry development

loan facilities for SME, c.

Facilitation of superior product development with utilizing locally available resources,

d.

Facilitation of market access improvement through the promotion for domestic/ overseas markets,

e.

Marketing support by SMEsCO (trading house and showroom for SME and cooperative products),

f.

Business consultation and mentorship through Integrated Business Service Center (PLUT).

Also, the ministry provides funding scheme through De-concentration Budget (Dana Dekon) in response to the regional needs of cooperative/ SME development of regional governments. The Working Group can utilize this Dana Dekon to finance such support activities as establishment/ strengthening of the cooperative or joint-business group. (2) Ministry of Trade The Working Group can access and utilize the support facilities and funding schemes (based on RPJMN 2015-2019) available at the Ministry of Trade. The following is the example of support facility available at this ministry: a.

Program for increased usage of locally-made products,

b.

Export facilitation through product development (such as designer dispatch service),

c.

Export facilitation through human resource development (such as training for exporters and prospective exporters),

c.

Market development facilitation (exhibition, trade mission, business matching, etc.) and provision of overseas market information,

d.

Services of product quality test, calibration, and standard certification, etc.

The Ministry of Trade also provides a funding scheme through Dana Dekon in response to the needs of trade/ export development of regional governments. The Working Group can utilize this Dana Dekon to finance support activities such as market development and trade facilitation (both international and regional) of local industry’s products in particular. 4.3.4

Guideline for Facilitation of Local Industry Development

As earlier stated, this Guideline aims to introduce the desirable approach and practices for facilitation of local industry development based on the lessons and good practices experienced by SMIDeP. The Guideline assumes the reference by regional governments, i.e., Dinas Industry & Trade both at regency/ municipal and provincial levels, so that they could plan, implement, and monitor and evaluate the development of their target industry in more goal-oriented manner. The below summarizes key points during the course of the facilitation of local industry development. - Consultative diagnosis and the Action Plan: The Guideline emphasizes the facilitation process in a consultative manner with target industry, particularly during the early stage of facilitation: i.e., industry diagnosis and formulation of the Action Plan. Unless the Working Group confirms the actual issues, constraints and needs of the target industry through the consultation, and reflects them into the Action Plan, it will face difficulties later in ensuring the proactive involvement and collaboration of target industry in the Action Plan. - Setting a clear goal: The Guideline underlines the critical importance of setting a Specific, Objectively Measurable, Challenging but Realistic Overall Goal in the Action Plan, by asking “What Product shall be developed or improved to Which Market/ Consumer Segment, and How to achieve. Unless a measurable goal is clearly specified, the Action Plan will end-up in goalless plan for only listing support activities, and will not bring tangible outcomes to the parties concerned. - Continued monitoring and review: The Guideline states that monitoring and review of the Action Plan implementation is the tasks, on which the Working Group should place high value, since this is the means to reveal and share the outcomes of the Action Plan, then improve the Action Plan, and even enhance further involvement of target industry and stakeholders. Facilitation of local industry development is a learning process, where an action brings out lessons for subsequent actions. Accordingly, the Working Group needs to avoid losing such a valuable opportunity of learning for evolving the Action Plan, by adequately pursuing monitoring and review. The Guideline is expected to contribute, to the utmost extent, to enabling the officers of the regional governments to practice the better facilitation activity towards the intended direction of local industry development.

Facilitation and Funding Resource from Non-Government

Support facility and funding resource of the non-government institutions can be also utilized as source of funding the support activities proposed in the Action Plan in order to complement the lack of budget in the government. Funding resource, such as Corporate Social Responsibility (CSR) from large-sized companies, partnership program (PKBL) from state-owned enterprises and non-government organizations, and other grants can also be included in this category. There is a great opportunity to utilize CSR or PKBL funds in each region. Therefore, the Working Group is advised to identify and approach the potential providers of such funds in each region from the early stage of facilitation, according to necessity.

24

25

Lampiran 1: Sample Surat Keputusan tentang Pembentukan Kelompok Kerja Industri Komponen Kapal di Kabupaten Tegal, Pronvinsi Jawa Tengah

BUPATI TEGAL KEPUTUSAN BUPATI TEGAL NOMOR : 050/ / 2013 TENTANG PEMBENTUKAN KELOMPOK KERJA (POKJA) DAERAH PENGEMBANGAN INDUSTRI KECIL DAN MENENGAH KABUPATEN TEGAL BUPATI TEGAL, Menimbang

Mengingat

: Bahwa untuk meningkatkan kesejahteraan masyarakat, menciptakan lapangan kerja, meningkatkan daya saing Industri lokal di Kabupaten Tegal, mendukung pencapaian Visi Misi Daerah serta untuk mendorong dan melancarkan pelaksanaan Program Percepatan Pengembangan Industri Kecil dan Menengah di Kabupaten Tegal, perlu dilaksanakan Pembinaan dan Pendampingan Industri Kecil yang memiliki keunggulan di Kabupaten Tegal dengan membentuk Kelompok Kerja (POKJA) Daerah Pengembangan Industri Kecil dan Menengah di Kabupaten Tegal dalam Keputusan Bupati Tegal ; : 1. Undang – undang No.13 Tahun 1950 tentang Pembentukan Daerah-daerah Kabupaten Dalam Lingkungan Profinsi Djawa Tengah; 2. Undang – undang Nomor 5 Tahun 1984 tentang perindustrian (Lembaran Negara Republik Indonesia Tahun 1984 Nomor 22, Tambahan Lembaran Republik Indonesia Nomor 3274 ); 3.Undang – undang Nomor 32 Tahun 2004 tentang Pemerintah Daerah ( Lembaga Negara Republik Indonesia Tahun 2004 Nomor 125, Tambahan

Lembaran Negara Republik Indonesia Nomor 4437 ) sebagaimana telah diubah terakhir dengan Undang– undang Nomor 12 Tahun 2008 tentang Perubahan Kedua atas Undang – undang Nomor 32 Tahun 2004 tentang Pemerintah Daerah Lembaran Negara Republik Indonesia Tahun 2008 Nomor 59, Tambahan Lembaran Negara Republik Indonesia Nomor 4844 ); 4. Undang–undang Nomor 33 Tahun 2004 tentang Perimbangan Keuangan antara pemerintah Pusat dan Pemerintah Daerah (Lembaga Negara Republik Indonesia Tahun 2004 Nomor 126, Tambahan Lembaran Negara Republik Indonesia Nomor 4438); 5. Undang–undang Nomor 17 Tahun 2007 tentang Rencana Pengembangan Jangka Panjang Nasional Tahun 2005 – 2025 (Lembaran Negara Republik Indonesia Tahun 2007 Nomor 33, Tambahan Lembaran Negara Republik Indonesia Nomor 4700); 6. Undang – undangoNomor 26 Tahun 2007 tentang penataan Ruang (Lembaran Negara Republik Indonesia Tahun 2007 Nomor 68, Tambahan Lembaran Negara Republik Indonesia Nomor 7425); 7. Peraturan Pemerintah Nomor 38 Tahun 2007 tentang Pembagian Urusan Pemerintah Antara Pemerintah, Pemerintah Daerah Provinsi dan Pemerintah Daerah Kabupaten/ Kota (Lembaran Negara Republik Indonesia Tahun 2007 Nomor 82, Tambahan Lembaran Negara Republik Indonesia Nomor 4737); 8. Peraturan Presiden Republik Indonesia Indonesia Nomor 28 Tahun 2008 tentang Kebijakan Industri Nasional; 9.Peraturan Daerah Kabupaten Tegal Nomor 2 tentang Urusan Pemerintah yang menjadi Kewenangan Pemerintah Kabupaten Tegal; 10.Peraturan Daerah Kabupaten Tegal Nomor 6 Tahun 2008 tentang Pola Organisasi Pemerintah Daerah; 11.Peraturan Daerah Kabupaten Tegal Nomor 8 Tahun 2008 tentang Pembentukan Organisasi Dinas – Dinas Daerah; 12. Peraturan Daerah Kabupaten Tegal Nomor 9 Tahun 2009 tentang Perubahan atas Peraturan Daerah Kabupaten Tegal Nomor Tahun 2008 tentang Pola Organisasi Pemerintah Daerah;

13. Peraturan Daerah Kabupaten Tegal No. 17 Tahun 2009 tentang RPJMD Kabupaten Tegal Tahun 2009 – 2014 14.Peraturan Daearah Kabupaten Tegal No. 2 Tahun 2009 tentang RPJP Kabupaten Tegal Tahun 2005 - 2015; Memperhatikan

Menetapkan KESATU

KEDUA

: 1. Peraturan Menteri Perindustrian Republik Indonesia Nomor : 135/M-IND/PER/12/2011 tentang Peta Panduan (Road Map) Pengembangan Kompetensi Inti Industri Kabupaten Tegal. MEMUTUSKAN :

: : Membentuk Kelompok Kerja (POKJA) Daerah Pengembangan Industri Kecil dan Menengah di Kabupaten Tegal dengan susunan keanggotaan sebagaimana tersebut dalam lampiran. : Menugaskan Tim Koordinasi sebagaimana dimaksud Diktum KESATU, adalah sebagai berikut : a. Melakukan koordinasi, konsultasi, integrasi dan sinkronisasi dengan instansi dan pihak terkait, pusat dan daerah serta tim proyek Japan International Cooperatioan Agency (JICA) dalam pelaksanaan Program Pengembangan Industri Kecil dan Menengah di Kabupaten Tegal; b. Merumuskan kebijakan dan langkah - langkah yang diperlukan dalam pelaksanaan Program Pengembangan Industri Kecil dan Menengah di Kabupaten Tegal dengan mengatasi permasalahan hambatan dan kendala yang timbul; c. Memberikan dukungan penuh terhadap pelaksanaan kegiatan yang dilakukan oleh tim Kementerian Perindustrian Republik Indonesia dan Tim Proyek JICA dalam melakukan Pembinaan, Pendampingan Industri Kecil dan Menengah. d. Merumuskan dan melaksanakan pembinaan pada para pelaku usaha Industri Kecil dan Menengah yang ditetapkan sebagai Kompetensi Industri Inti; e. Bersama pihak terkait dalam hal ini Kementerian Perindustrian Republik Indonesia dan tim Proyek JICA melakukan pembinaan, pendampingan serta memonitor dan mengevaluasi pelaksanaan Program

KETIGA

KEEMPAT

Pengembangan Industri Kecil dan Menengah di Kabupaten Tegal;dan f. Melaporkan hasil pelaksanaan tugasnya kepada Bupati Tegal. : Membebankan biaya pelaksanaan tugas tim koordinasi sebagaimana dimaksud Diktum KEDUA pada Anggaran Pendapatan dan Belanja Daerah Kabupaten Tegal selama 3 (tiga) tahun pada Dinas Perindustrian dan Perdagangan Kabupaten Tegal. : Keputusan ini mulai berlaku pada tanggal ditetapkan.

Ditetapkan di pada tanggal

SLAWI

Plt. BUPATI TEGAL SEKRETARIS DAERAH,

HARON BAGAS PRAKOSA

Industri Pengolahan Aloe di Kota Pontianak Provinsi Kalimantan Barat

Lampiran I

: Keputusan Bupati Tegal

Nomor

:

Tanggal

:

Juni 2013

SUSUNAN KEANGGOTAAN KELOMPOK KERJA (POKJA) DAERAH PENGEMBANGAN INDUSTRI KECIL DAN MENENGAH KABUPATEN TEGAL I.

Ketua

: Kepala Dinas Perindustrian dan Perdagangan Kabupaten Tegal

II. Sekretaris

: Kepala Bidang Industri Dinas Perindustrian dan Perdagangan Kabupaten Tegal

III. Wakil Sekretaris

: Kepala Seksi Industri Logam, Mesin dan Aneka Dinas Perindustrian dan Perdagangan

IV. Anggota

: 1. Drs. Mukti Sarjono, Msi 2. Abdullah An 3. Sutardi 4. Munadi, S.Sos 5. Saeful Bachri Arif, ST 6. Amin Toyib Mustofa, ST

Ditetapkan di pada tanggal

SLAWI

Plt. BUPATI TEGAL SEKRETARIS DAERAH,

HARON BAGAS PRAKOSA

Perbankan Komersial

Toko Kaca Tegal

IKM Memberlair di Pegirikan

Pemulung Rongsol Al dan Cu

Pengepul/ Pedagang Rongsok di Lemahduwurwr (aluminium dan kuningan)

Disperindag Prov. Jateng - Bidang Industri Logam - UPTD Logam (machining)

Disperindag Kab. Tegal - Bidang Industri-Seksi Logam - UPTD Lab (machining, ujian) - UPL (termasuk shindan-shi)

IKM Perkapalan Sidoarjo dan Pasuruan

IKM Komponen Kapal di Kebasen (Koperasi)

Kemenperin - Ditjen IUBTT-Dit Industri Maritim, - Ditjen IKM-Dit IKM Wilayah II

Universitas Diponegoro - Riset Pompa, Mesin, Teknik Kapal

Distenaker Kab. Tegal - Balai Latihan Kerja

Koperasi PIK Kebasen (pengeloaan IPAL)

Industri Pengecoran Ferro di Ceper, Rumah Pompa Setengah Jadi

IKM Pengecoran Ingot Aluminium di Pesarean

Lembaga pendukung Pelaku pasar

Industri pendukung/ terkait Pemasok input

Dok Koja Bahari di Jakarta

Dok Bahari Shipyard di Tegal

Industri inti

Asosiasi Pembuat Kapal (Industri Galangan) Indonesia

Biro Klasifikasi Indonesia (sertifikasi komponen kapal)

Industri Pompa Kapal dari Cina

Toko Perlengkapan Kapal di Surabaya

Toko Perlengkapan Kapal di Cirebon

Toko Perlengkapan Kapal di Tegal

Toko Perlengkapan Kapal di Jakarta

Lampiran : Contoh Peta Stakeholders Industri Komponen Kapal di Kabupaten Tegal, Provinsi Jawa Tengah

Kondisi selama ini

Isu/ kendala

Kebutuhan

凑 Variety of Pontianak-grown aloe plant is superior and its midrib overweighs other varieties’. 凑 Land conditions in Pontianak are conducive to aloe planting. 凑 Farmers are altering their land-usage to pineapple cultivation and commercial properties. 凑 Some IKMs own aloe-farm land with the contracted farmers. 凑 Land in Pontianak is predominantly peaty. 凑 No private water-processing company operates in Pontianak. 凑 Rainwater is used for the production.

凑 Supply of aloe plant is not sufficient. 凑 Price of aloe plant is fluctuated and often influenced by the companies procuring the large amount. 凑 Availability of clean water is limited.

凑 Sufficient supply of quality aloe plant 凑 Sufficient supply of clean water

Produksi

凑 Production process and quality is not standardized. 凑 Production site of some SMIs are not hygienic enough for food/ beverage production. 凑 Packaging companies are scarce in Pontianak. 凑 Aloe processing companies in Pontianak do not possess decent skills in package-designing.

凑 凑 凑 凑

凑 Production process standardization and safety improvement through obtainment of the relevant certifications including GMP, MD, and PIRT 凑 Provision of packaging machines 凑 Easy access to the packaging facility 凑 Skill development in packaging-designing

Pemasaran

凑 Product quality does not meet market standards. 凑 Some IKMs have not obtained necessary certificates to prove safety of their products. 凑 Aloe product demand in Pontianak is relatively stable. 凑 Certain and long-term business relationship has not been established in the outside markets.

凑 Consumers’ confidence against the product quality and safety is not high enough. 凑 Sales channels to distribute the products outside Pontianak are still limited. 凑 Logistical cost of product distribution is high.

凑 Enhancement of consumers’ confidence against the product quality and safety 凑 Establishment of firm relationship with the distributors 凑 Expansion and diversification of the sales channels (especially outside Pontianak)

Faktor dukung 凑 SDM 凑 Akses keuangan 凑 Kelembagaan 凑 Peraturan 凑 Infrastruktur

凑 Structured training system is not existent. 凑 There is a special credit scheme from Bank of West Kalimantan. 凑 There is no local association or cooperative for the aloe-processing industry. 凑 There is no collaboration with the large companies. 凑 Aloe products are designated as a priority product by the local government.

凑 Collaboration and joint actions among SMIs are not existent. 凑 There is no learning opportunity from the large companies. 凑 Electric supply is unstable.

凑 Establishment and strengthening of the association/ cooperative 凑 Business mentoring from the large companies 凑 Regulatory support from the local government 凑 Stable electric supply

Product quality remains low and varied. The product safety is not reliable. Packaging cost is high. Packaging design is not attractive.

Lampiran : Contoh Analisis Lantai Pasokan Industri Pengolahan Aloe di Kota Pontianak, Provinsi Kalimantan Barat

Rantai pasokan Bahan baku/ Distribusi bahan

Lampiran : Contoh Peta Lantai Pasokan Industri Pengolahan Aloe di Kota Pontianaka, Provinsi Kalimantan Barat

Kondisi selama ini

Isu/ kendala

Kebutuhan

凑Berbagai aloevera yang tumbuh di Pontianak adalah budidaya unggul dan pelepahnya lebih berat dibandingkan dengan varietas lain. 凑Kondisi tanah Pontianak cocok untuk penanaman aloevera. 凑Petani mengubah lahan penggunaan tanah untuk budidaya nanas dan properti komersial. 凑Beberapa IKM memiliki pertanian aloevera dengan petani kontrak. 凑Tanah di Pontianak didominasi dengan tanah bergambut. 凑Tidak ada perusahaan pengolahan air swasta yang beroperasi di Pontianak. 凑Air hujan digunakan dalam proses produksi.

凑Pasokan aloevera tidak mencukupi. 凑Harga aloevera berfluktuasi dan sering kali dipengaruhi oleh perusahaan yang membeli dalam jumlah besar. 凑Ketersediaan air bersih yang terbatas.

凑Pasokan aloevera berkualitas yang mencukupi. 凑Pasokan air bersih yang mencukupi.

Produksi

凑Proses dan kualitas produksi belum distandardisasi 凑Lokasi produksi beberapa IKM masih belum cukup higenis untuk produksi makanan/ minuman. 凑Perusahaan kemasan jarang ada di Pontianak. 凑Perusahaan pengolahan aloevera di Pontianak tidak memiliki keterampilan yang cukup dalam mendesain kemasan.

凑Kualitas produk rendah dan bervariasi. 凑Keamanan produk tidak terpercaya. 凑Biaya pengemasan tinggi. 凑Desain kemasan tidak menarik.

凑Standardisasi proses produksi dan peningkatan keamanan pangan melalui didapatkannya sertifikat yang relevan, seperti GMP, MD, dan PIRT. 凑Pengadaan mesin pengemasan. 凑Kemudahan akses pada fasilitas pengemasan. 凑Pengembangan kemampuan desain pengemasan.

Pemasaran

凑Kualitas produk tidak sesuai dengan standar pasar. 凑Beberapa IKM belum memiliki sertifikasi yang dibutuhkan untuk membuktikan keamanan produknya. 凑Permintaan produk aloevera di Pontianak relatif stabil. 凑Hubungan bisnis pasti dan jangka panjang yang belum ditetapkan di pasar luar.

凑Kepercayaan konsumen terhadap kualitas dan keamanan produk tidak cukup kuat. 凑Saluran penjualan untuk mendistribusikan produk ke luar Pontianak masih terbatas. 凑Biaya logistik untuk distribusi produk tinggi.

凑Peningkatan kepercayaan konsumen terhadap kualitas dan keamanan produk. 凑Pembentukan hubungan kuat dengan distributor. 凑Perluasan dan diversifikasi saluran penjualan (terutama yang diluar Pontianak)

Faktor dukung 凑SDM 凑Akses keuangan 凑Kelembagaan 凑Peraturan 凑Infrastruktur

凑Tidak adanya sistem pelatihan terstruktur. 凑Adanya skema peminjaman khusus dari Bank Kalbar. 凑Tidak ada asosiasi atau koperasi lokal untuk industri pengolahan aloevera. 凑Tidak ada kolaborasi dengan perusahaan besar. 凑Produk aloevera ditetapkan sebagai produk prioritas oleh pemerintah daerah.

凑Tidak adanya kolaborasi dan aksi bersama diantara IKM 凑Tidak ada kesempatan belajar dari perusahaan besar. 凑Pasokan listrik tidak stabil.

凑Pembentukan dan penguatan asosiasi/ koperasi. 凑Mentoring bisnis dari perusahaan besar. 凑Dukungan peraturan dari pemerintah daerah. 凑Pasokan listrik yang stabil.

Lampiran 3: Contoh Peta Rantai Pasokan Industri Pengolahan Aloe di Kota Pontianak, Provinsi Kalimantan Barat

Rantai pasokan Bahan baku/ Distribusi bahan

Lampiran 3: Contoh Peta Rantai Pasokan Industri Pengolahan Aloe di Kota Pontianak, Provinsi Kalimantan Barat

Disusun pada Juli Jangka Pendek

IKM Sasaran Periode

Jangka Panjang 30 IKM Komponen Kapal (Koperasi Mandiri Sejahtera) di Kabupaten Tegal Juli 2013 sampai dengan Oktober 2015 Kegiatan Dukungan

Aspek Judul

Versi Pertama

IKM-IKM komponen kapal mampu membuat komponen kapal BKI-class (10 produk komponen Kapal yang sertifikasi oleh BKI) dan menyuplainya ke industri/ pasar galangan kapal Indonesia.

Tujuan Utama

Isi

Tujuan

Sasaran Dukungan

Lembaga Penanggung Jawab

Sumber Dana (skema/ program)

Periode (bulan/ tahun)

Kegiatan Dukungan Bahan Baku

Penelitian bahan dasar scrap menjadi bahan standar

Penelitian pengembangan bahan baku scrap Pengembangan dan standardisasi bahan baku

IKM yang menggunakan bahan baku non ferro

Disperindag Tegal

Disperindag Tegal

Produksi/ Proses Produksi

Bimbingan teknis pada penerapan 3S

Perbaikan lingkungan kerja untuk Pencapaian sertifikasi peningkatan produktivitas IKM sesuai dengan BKI untuk bebelapa prinsipil 3S komponen kapal

12 IKM

Disperindag Tegal

Disperindag Tegal, JICA Oktober 2013 - April 2014

Pendampingan proses sertifikasi BKI untuk 10 komponen kapal

a. Pendampingan pada penyusunan dokumen sistem mutu (proses produksi komponen kapal)

30 IKM

Disperindag Propinsi

BKI, Ditjen IUBTT, Ditjen Maret - April 2014 IKM dan Disperindag Dilanjut pada 2015 Propinsi

b. Workshop dan penyusunan drawing komponen kapal untuk sertiifikasi BKI

30 IKM

Disperindag Tegal, Ditjen IUBTT

Ditjen IUBTT

April 2014 Dilanjut pada 2015

c. Penyediaan bahan baku untuk pembuatan prototipe komponen kapal untuk seritikasi BKI

IKM-IKM yang membuat komponen prototipe

Disperindag Tegal, Ditjen IUBTT

Ditjen IUBTT, JICA

Mei 2014 Dilanjut pada 2015

d. Bimbingan teknik selama pembuatan prototipe komponen kapal untuk sertifikasi BKI d. Pengujian kinerja dan materi komponent kapal untuk sertifikasi BKI

IKM-IKM yang membuat komponen prototipe

Disperindag Tegal, Ditjen IUBTT

Ditjen IUBTT, BKI, JICA

Mei - September 2014 Dilanjut pada 2015

IKM-IKM yang membuat komponen prototipe

Disperindag Tegal, Dinperindag Provinsi

Dinperindag Prov, Ditjen Mei - Oktober 2014 IUBTT, BKI Dilanjut pada 2015

Koperasi Mandiri Sejahtera

Disperindag Tegal

Disperindag Tegal

Oktober - Desember 2014

Koperasi Mandiri Sejahtera Koperasi Mandiri Sejahtera, Koperasi RRT

Disperindag Tegal

Ditjen PPI

2015

Disperindag Tegal

Dinperindag Provinsi, JICA

Okt. 2013

IKM-IKM yang membuat komponen prototipe

Disperindag Tegal

Disperindag Tegal

Setelah sertifikasi komponen sasaran

IKM-IKM yang membuat komponen prototipe

Ditjen IUBTT

Ditjen IUBTT

Selama dan setela usaha sertifikasi BKI

Peningkatan sarana produksi

Fasilitasi dapur pengecoran dan termocopel

Fasilitasi mesin produksi (mesin lathe 6m) Pemasaran/ Promosi

Peningkatan produksi dan perbaikan effisiensi produksi

Studi-banding ke BKI dan Studi-banding ke BKI dan 3 galangan kapal di Pengembangan akses galangan kapal Jakarta pasar, dan realisasi transaksi lansung Studi-banding dan temu Studi-banding dan temu bisnis ke galangan dengan industri bisnis ke galangan kapal kapal/ asosiasi galangan kapal galangan Pameran terkait dengan industri galangan/ maritime

Partisipasi dalam pameran-pameran terkait dengan industri galangan/ maritim dengan produk komponen yang (akan) tersertifikasi.

Kegiatan Dukungan

Lembaga Penanggung Jawab

Sumber Dana (skema/ program)

Penguatan fungsi IKM komponen logam, Ditjen IKM (Wilayah II) pengujian (materi) dari khususnya yang membuat UPTD tsb. komponen prototipe

Ditjen IKM (Wilayah II)

September 2014 April - Juni 2015

Disperindag Tegal

Disperindag Tegal

Januari - Maret 2014

Dinperindag Provinsi

Dinperindag Provinsi

September/ Desember 2013, Dilanjut setiap tahun

Aspek Judul Faktor Dukungan Fasilitasi alat lab uji Kelembagaan material ke UPTD Labo.

Sumber Daya Manusia (SDM)

Akses Keuangan

Isi Bantuan alat pengujian komposis materi produk (Al=Mg) ke UPTD Laboratorium

Juli - September 2014

Tujuan

Sasaran Dukungan

Periode (bulan/ tahun)

Fasilitasi akreditasi KAN ke UPTD Labo.

Bantuan teknis untuk asessmen akreditasi oleh Komite Akrdeitasi Nasional pada layanan pengujian dari UPTD Laboratorium

Pelatihan teknologi pengecoran (2 kali)

Pelatihan pada keterampilan pengecoran non-ferro

Pelatihan teknologi pengelasan

Pelatihan pada keterampilan pengelasan nonferro

20 IKM komponen logam

Ditjen IUBTT

Ditjen IUBTT

September 2013, Dilanjut setiap tahun

Pelatihan die&mould

Pelatihan pada keterampilan die & mould

IKM komponen logam

Disperindag Tegal

Disperindag Tegal

Temu bisnis tentang produk/ layanan keuangan KospinJasa

Pengenalan produk/ layanan keuangan KospinJasa, dan konsultasi langsung ttg. masalah keuangan

IKM komponen logam

Disperindag Tegal, KospinJasa

Disperindag Tegal, KospinJasa, JICA, Bank Indonesia Tegal

Oktober - Desember 2014 Dilanjut pada 2015 Desember 2013

Pelatihan manajemen keuangan

Pelatihan pembukuan dan manajemen kas (cash-flow) usaha

IKM komponen logam

Disperindag Tegal, Disperindag Tegal, YDBA-LPB, KospinJasa YDBA-LPB, JICA

-

IKM-IKM yang membuat komponen prototipe

Peningkatan pengrajin 20 IKM komponen logam muda yang terampil di bidang logam

Penguatan akses keuangan dan manajemen

Apr. 2014

Infrastruktur

Usaha Sendiri oleh IKM Sasaran Produksi/ Proses Produksi

Pembuatan prototipe komponen kapal untuk sertifikasi BKI

Penerapan 3S

Pemasaran/ Promosi

Pemasaran komponen tersetifikasi

Kelembagaan

Perkuatan kelembagaan sentra komponen kapal

a. Penyusunan dokumen sistem mutu/ drawing pada komponen kapal sasaran dari sertifikasi BKI

Pencapaian sertifikasi BKI untuk bebelapa komponen kapal

IKM-IKM yang membuat Maret - April 2014 komponen prototipe Dilanjut pada 2015

b. Pembuatan prototipe komponen kapal sasaran dari sertifikasi BKI, termasuk pengaturan bahan baku yang dibutuhkan

IKM-IKM yang membuat Mei - September 2014 komponen prototipe, Dilanjut pada 2015 Ditjen IUBTT, JICA

Perbaikan lingkungan kerja untuk peningkatan produktivitas IKM sesuai dengan prinsipil 3S Perkenalan lansung komponen tersetifikasi Realisasi transaksi kepada industri galangan (lewat telepon, lansung dengan kunjungan pembeli, dll.) industri galangan

IKM-IKM yang membuat Oktober 2013 - April komponen prototipe 2014

Perbaikan fungsi dan pengembangan aksi bersama dari koperasi industri komponen kapal yang ada di sentra

-

Perkuatan manajemen dan layanan lembaga koperasi dalam sentra

IKM-IKM yang membuat komponen prototipe, Koperasi

IKM-IKM yang membuat Selama dan setela komponen prototipe, usaha sertifikasi BKI Koperasi

Koperasi Mandiri Sejahtera

Koperasi Mandiri Sejahtera

2014 - 2015

Lampiran 4: Contoh Rencana Aksi Pengembangan Industri Lokal

RENCANA AKSI Industri (Sentra IKM) Komponen Perkapalan di Kabupaten Tegal

RENCANA AKSI Industri Pengolahan Kakao di Prov. Sulawesi Tengah Disusun pada Mei 2014 Tujuan Utama

Jangka Pendek

Versi ke-2

1. Pabrik pengolahan biji kakao Dinas Perindag Prov. Sulteng (Rumah Cokelat) dapat memproduksi cokelat batangan liquor & couverture (Cokelat Sulteng) secara kontinu, yang terbuat dari biji kakao fermentasi di perkebunan Prov. Sulteng, dan memasarkan ke pasar lokal (IKM cokelat, toko kue/ roti, hotel/ restoran/ kafe, supermarket) 2. IKM cokelat sasaran di Kota Palu (dan sekitarnya) dapat memproduksi dan memasarkan olahan cokelat secara kontinu, yang menggunakan cokelat batangan & liquor couverture (Cokelat Sulteng) dari Rumah Cokelat, ke pasar lokal (swalayan, supermarket, toko oleh-oleh, hotel, restoran/ kafe)

Jangka Panjang

IKM cokelat sasaran dapat meningkat produksi dan pemasaran olahan Cokelat Sulteng dan jumlah IKM yang menggunakan Cokelat Sulteng meningkat

Sasaran

1. Pabrik pengolahan biji kakao Dinas Perindag Prov. Sulteng (Rumah Cokelat)

Periode

Agustur 2013 sampai dengan Desember 2015

2. 12 IKM anggota APECC (Asosiasi Pengusaha Cokelat Celebes)

Kegiatan Dukungan Aspek Judul

Isi

Sasaran Dukungan

Tujuan

Lembaga Penanggung Jawab & Pendukung lain

2013

Kegiatan Dukungan

II

Bahan Baku

Bimbingan teknis/ dukungan mengenai budidaya/ fermentasi kepada petani kakao

Membina petani biji kakao mengenai teknis Tersedianya biji kakao fermentasi budidaya/ fermentasi atas kerjasama anggota secara kontinu yang berkualitas sesuai POKJA (dosen pertanian UNTAD, Dinas dengan standar Rumah Cokelat Perkebunan Prov.)

Petani biji kakao Disperindag Prov. Disperindag Prov. UNTAD sasaran Dinas Perkebunan Prov.

Promosi dan Pemasaran

Sosialisasi Cokelat Sulteng kepada pasar sasaran

Memperkenalkan Cokelat Sulteng dan pabrik pengolahan biji kakao

Meningkatnya pemahaman Cokelat Sulteng di pasar sasaran, khususnya IKM cokelat

Rumah Cokelat

Disperindag Prov. JICA

Disperindag Prov. JICA

Kunjungan promosi kepada calon Melaksanakan kunjungan promosi langsung pembeli di Kota Palu kepada swalayan, supermarket, toko oleholeh, hotel, restoran, kafe untuk mendapatkan informasi peluang penjualan dan mempromosi produk Cokelat Sulteng

Teridentifikasi kebutuhan/ selera calon pembeli dan dapat feedback pada pengembangan produk, dan meningkatnya penjualan produk IKM

APECC Rumah Cokelat

APECC Disperindag Prov. BI

APECC Disperindag Prov. JICA

Penyusunan media promosi produk Cokelat Sulteng

Membuat brosur/ katalog tentang Cokelat Sulteng/ produk olahan IKM untuk kunjungan promosi, pameran dll.

Terciptanya brosur/ katalog produk Cokelat Sulteng dan digunakan pada saat kunjungan promosi dan pameran

APECC Rumah Cokelat

JICA APECC Disperindag Prov.

JICA Disperindag Prov.

Membuat baliho Cokelat Sulteng di beberapa tempat strategis di Kota Palu

Meningkatnya minat masyarakat terhadap produk Cokelat Sulteng

Rumah Cokelat APECC

Disperindag Prov.

-

Promosi produk dan mendapatkan masukan konsumen melalui pameran/ even

Promosi melalui pameran di Kota Palu dan Jakarta 1. Hari Nusantara (Des) 2. Sulteng Ekspo (Apr) 3. Hari Kakao (Sep) 4. Palu Ekspo (Sep) 5. Pameran lokal lainnya

Meningkatnya minat masyarakat Rumah Cokelat terhadap produk Cokelat Sulteng, dan APECC juga mendapatkan masukan konsumen melalui kuesioner untuk pengembangan produk

Disperindag Prov. Dinas Perindagkop & UKM Kota JICA Ditjen IKM, Ditjen IA BI

Disperindag Prov. Dinas Perindagkop & UKM Kota Kementerian Perindustrian BI JICA

Bantuan peralatan dan fasilitas

Pengadaan motor sebagai sarana mobile promotion

Tersedianya media promosi

APECC

Disperindag Prov.

Disperindag Prov.

Fasilitasi outlet bandara dan Rumah Cokelat sebagai tempat pemasaran produk olahan Cokelat Sulteng

Tersedianya pusat pemasaran dan meningkatnya penjualan produk IKM

APECC Rumah Cokelat

Disperindag Prov. JICA

Disperindag Prov. JICA

Memperkenalan produk Cokelat Sulteng di Meningkatnya pemahaman generasi sekolah dan mengadakan Cacao Tour muda tentang Cokelat Sulteng (kunjungan siswa sekolah ke Rumah Cokelat/ IKM cokelat)

Rumah Cokelat APECC

APECC Disperindag Prov. Dinas Pendidikan Prov./ Kota

Disperindag Prov. JICA

Demonstrasi (pengenalan) produk Cokelat Sulteng kepada generasi muda di Kota Palu

Kegiatan Dukungan Aspek Judul Produksi

Kelembagaan

Standarisasi cokelat batangan liquor & couverture di pabrik pengolahan biji kakao

Isi

Tujuan

Menentukan standar cokelat batangan liquor & Ditentukan standar produk di pabrik couverture di pabrik pengolahan biji kakao (cokelat batangan liquor & couverture)

Sasaran Dukungan Rumah Cokelat

Lembaga Penanggung Jawab & Pendukung lain

I

II

III

2015 IV

2014

Disperindag Prov. Disperindag Prov. Perusahaan mesin Kementerian Perindustrian UNTAD Ditjen IA

Rumah Cokelat

Disperindag Prov. Disperindag Prov. Perusahaan mesin Kementerian Kementerian Perindustrian Perindustrian

Pelatihan keterampilan pembuatan olahan cokelat dan pengetahuan usaha untuk IKM cokelat (termasuk teknik tempering)

Mengadakan pelatihan sesuai dengan kebutuhan IKM (pembuatan kue cokelat/ minuman cokelat, teknis tempering, GMP, AMT, CEFE dll)

Terlatihnya IKM mengolah cokelat batangan couverture, dan membuat beragam olahan cokelat moderan, dan meningkatnya pengetahuan terkait usaha IKM

APECC

Disperindag Prov. Ditjen IKM Ditjen IA Dinas Perindagkop & UKM Kota

Disperindag Prov. Dinas Perindagkop & UKM Kota Kementerian Perindustrian

Pembuatan merek Cokelat Sulteng

Menciptakan nama/ logo/ kemasan yang menarik untuk produk Cokelat Sulteng

Meningkatnya daya tarik Cokelat Sulteng melalui penciptaan kemasan berciri-khas Sulteng

APECC Rumah Cokelat

APECC Disperindag Prov.

JICA

Bantuan mesin Rumah Cokelat

Pengadaan mesin bubuk, lemak kakao

Mendiversifikasi produk Cokelat Sulteng Rumah Cokelat APECC

Disperindag Prov. Ditjen IA Ditjen IUBTT

Ditjen IA Ditjen IUBTT

Penguatan kelembagaan dukungan APECC

Pertemuan koordinasi antara POKJA dan APECC untuk distribusi informasi, kemajuan dan koordinasi kegiatan

Terjadi koordinasi, distribusi informasi dan feedback ke kegiatan melalui pertemuan rutin

APECC

Disperindag Prov. Dinas Perindagkop & UKM Kota JICA

Meningkatnya pengetahuan dan keterampilan IKM dalam pengolahan manajemen kelembagaan (koperasi)

Pengurus APECC

BI PINBUK JICA

BI PINBUK

Coaching Klinik tentang pencatatan keuangan IKM malakukan catatan keuangan APECC (produksi, penjualan dll)

APECC

BI Disperindag Prov. JICA

BI

Laporan Kegiatan perkembangan kegiatan dan koordinasi demi kelancaran kegiatan

POKJA

Disperindag Prov. JICA

-

APECC Rumah Cokelat

Disperindag Prov. JICA

-

Diversifikasi ragam produk olahan cokelat dan Meningkatnya daya tarik produk cokelat pengembangan kemasan moderan IKM dan saluran penjualan

APECC

APECC Disperindag Prov. Ditjen IKM, Ditjen IA JICA

Meningkatnya penggunaan Cokelat Sulteng di lingkup pemerintah (snak di rapat dll) maupun di pihak swasta Menyusun surat himbauan Gubernur demi (supermarket, hotel, restoran dll) meningkatkan penggunaan Cokelat Sulteng di Kota Palu

2014 IV

Usaha Sendiri oleh IKM Sasaran Produksi/ Proses Produksi

Pengembangan produk baru

Pemasaran/ Promosi

Promosi kunjungan

Melaksanakan kunjungan promosi langsung kepada swalayan, supermarket, toko oleholeh, hotel, restoran, kafe untuk mendapatkan informasi peluang penjualan dan mempromosi produk Cokelat Sulteng

-

APECC

APECC Disperindag Prov. JICA

Operasional outlet bandara

Melaksanakan manajemen usaha bersama di Terjalinnya saluran penjualan menetap, outlet bandara dan meningkatnya penjualan olahan cokelat

APECC

Disperindag Prov. JICA APECC

Penguatan kelembagaan APECC

Pertemuan koordinasi internal APECC dan antara POKJA dan APECC untuk distribusi informasi, kemajuan dan koordinasi kegiatan

APECC

-

Kelembagaan

Teridentifikasi kebutuhan/ selera calon pembeli dan dapat feedback pada pengembangan produk, dan meningkatnya penjualan produk IKM

Terjadi koordinasi, distribusi informasi dan feedback ke kegiatan melalui pertemuan rutin

-

I

II

III

Jadwal Pelaksanaan 2013

Operator pabrik dilatih keterampilan untuk mengoperasi alat dan dapat menghasilkan produk sesuai dengan standar ditentukan

Audiensi antara POKJA dengan Gubernur

III

Sumber Dana (skema/ program)

Pelatihan/ dukungan teknis untuk Mengadakan pelatihan/ dukungan teknis operator pabrik pengolahan operator mesin di pabrik (sesuai dengan kebutuhan)

Penguatan kelembagaan APECC Pelatihan untuk pengurus APECC mengenai aspek manajemen kelembagaan (koperasi)

Peraturan

Jadwal Pelaksanaan

Sumber Dana (skema/ program)

Secara kontinu

2015

IV

Lampiran 5: Format Laporan Monitoring dan Review

2. Pencapaian Rencana Aksi (untuk dimonitor dua kali setahun) Kategori

Lembar Monitoring/ Review untuk Program Pengembangan Industri Lokal Nama industri sentra sasaran

:

Disusun oleh

:

Diakui oleh

:

Tanggal persiapan

:

No. versi dari monitoring

:

Tujuan keseluruhan

Indikator (Informasi/ data yang dilaporkan)

Keterangan

- Tingkat pencapaian dari Tujuan Umum Rencana Aksi

Tergantung pada isi tujuan keseluruhan, seperti, transaksi dengan segmen pasar/ pembeli, penerbitan sertifikasi, produk yang baru dikembangkan dan diversifikasi produk dengan penawaran transaksi, pertumbuhan pendapatan, bergantung pada isi tujuan.

- Jumlah kasus sukses

Seperti, IKM sasaran yang berhasil mencapai tujuan keseluruhan Rencana Aksi.

- Segala dampak positif yang diamati pada keseluruhan industri

Seperti pertumbuhan jumlah IKM, pekerja, penjualan, volume produksi, dsb.

A. Monitoring Rencana Aksi 1. Kemajuan Rencana Aksi (yang akan dimonitor pada setiap rapat Pokja) Kategori Usulan kegiatan dukungan di Rencana Aksi

Tindakan oleh IKM sasaran

IKM sasaran

Indikator (Informasi/ data yang akan dilaporkan)

Penjelasan

- Kegiatan dukungan yang telah dilaksanakan

Dijelaskan dengan garis besar, output dan tindak lanjut yang dibutuhkan.

- Kegiatan dukungan yang akan difasilitasi segera

Dijelaskan dengan garis besar dan output.

- Kegiatan dukungan dengan keterlabatan besar

Dijelaskan dengan alasan.

- Kemajuan dari pengembangan kelembagaan dan fasilitas, serta perbaikan peraturan (yang diusulkan dalam Rencana Aksi)

‘Pengembangan kelembagaan’ termasuk penguatan koperasi, pendirian unit usaha untuk bahan baku, dan pengembangan fasilitas termasuk revitalisasi UPT.

- Tindakan yang sudah dilakukan

Dijelaskan dengan garis besar, output, dan tindak lanjut yang dibutuhkan.

- Tindakan yang akan dilakukan

Dijelaskan dengan garsi besar dan output.

Dampak turunan

- Jumlah IKM yang menerima fasilitasi kegiatan dukungan

- Jumlah IKM yang terlibat secara terus menerus dalam Rencana Aksi

Dijelaskan dengan tingkat keaktifan.

- Kinerja dan pemanfaatan lembaga, fasilitas dan peraturan yang dikembangkan atau diperbaiki.

- IKM tambahan yang tertarik untuk terlibat dalam Rencana Aksi

Lainnya

- Masalah dan kebutuhan terbaru dari IKM sasaran

Dijelaskan, jika ada.

- Perubahan mendasar dalam lingkungan usaha

Dijelaskan, jika ada.

1

2

B. Review Rencana Aksi (untuk dimonitor pada setiap Rapat Pokja) Hal yang di review

Hasil review atau segala tindakan yang akan dilakukan

Kemajuan dan pencapaian keseluruhan pada pelaksanaan Rencana Aksi

Faktor-faktor penghambat kemajuan penyediaan kegiatan dukungan dan tindakan oleh IKM sasaran

Lampiran : Format Survei Profil untuk Lembaga Dukungan 1 2 3 4 5 6 7 8 9 10

Nama Lembaga/ Instansi Alamat Nomer Telepon Kantor Nomer Facsimile Alamat Situs Web Alamat e-mail Status Lembaga/ Hukum Tahun Berdiri Nama Pimpinan/ Penanggung Jawab Profil Singkat

11

Visi, Misi

12

Program/ Layanan

13

Persyaratan/ Prosedur untuk Program/ Layanan

14 15

Sumber Pendanaan untuk Program/ Layanan Biaya yang Dikenakan kepada Pengguna

16 17

Provinsi (atau Lembaga Nasional) Bidang Lembaga

18

Sektor Industri Dimana Lembaga Tersebut Terspesialisasi

19

Sukses Story dari Lembaga Tersebut

20

Nama dan Kontak Staf yang Terkemuka dari Lembaga Tersebut untuk Instruktur, Ahli, Konsultan

Revisi Rencana Aksi

Perbaikan yang diperlukan dari platform

Terkait dengan struktur fasilitasi Rencana Aksi, termasuk perubahan anggota Pokja, fasilitator.

Lampiran: - Rencana Aksi untuk Pengembangan Industri XXXXXX di XXXXXX (versi XX) - Surat Keputusan tentang Pembentukan Pokja (dan Penempatan Fasilitator) (jika direvisi)

3

Contoh Profil Lembaga Dukungan (badan pemerintah) 1

Nama Lembaga/ Instansi

2 3 4 5 6

Alamat Nomer Telepon Kantor Nomer Facsimile Alamat Situs Web Alamat e-mail

7 8 9 10

Status lembaga/ hukum Tahun berdiri Nama Pimpinan/ Penanggung Jawab Profil Singkat

11

Visi, Misi Lembaga

12

Program/ Layanan

Pusat Pelatihan dan Promosi Ekspor Daerah (P3ED), Disperindag Jatim Jalan Kedungdoro 86 - 90, Surabaya 031-5343807 031-5345650 http://p3esurabaya.com [email protected] [email protected] Badan Pemerintah P3ED merupakan lembaga yang didirikan pada September 2002 atas kerjasama antara Kemendag dan JICA. P3ED mempunyai tanggung jawab besar untuk terus menerus meningkatkan pelayanan dan kinerja untuk meningkatkan profesionalise sumber daya manusia (SDM) di Bidang ekspor dan promosi yang berkontribusi dalam pengembangan ekspor Jatim. Visi: ‘Jawa Timur sebagai pusat industri dan perdagangan terkemuka, berdaya saing global dan berperan sebagai motor penggerak utama perekonomian dalam rangka peningkatan kesejahteraan masyarakat’. Misi: Untuk mewujudkan visi pembangunan sektor industri dan perdagangan di Provinsi Jawa Timur dan mengaplikasikan misi dari Provinsi Jawa Timur yaitu mewujudkan makmur bersama Wong Cilik melalui APBD untuk Rakyat. Pelatihan dan Seminar: Program pelatihan dengan durasi 1 s/d 10 hari menyajikan pengetahuan praktis dan ketrampilan yang diharapkan dapat membantu para pelaku dunia usaha untuk memperoleh gagasan baru ataupun masukan, sehingga dapat membuat perubahan-perubahan positif yang dapat menguntungkan perusahaan. Program ini berkaitan dengan Persaingan Internasional, seperti; - Bagaimana memulai ekspor - Prosedur ekspor - Export costing and pricing - Kontak dagang melalui internet - Pembayaran ekspor dengan L/C dan non-L/C - Strategi pemasaran ekspor - Negoisasi dan kontrak dagang - Manajemen ekspor-impor - Pelatihan perdagangan internasional Pameran melalui Showroom / Mini Display: Menampilkan komoditas atau produk potensial untuk pasar ekspor, dengan harapan dapat dilanjutkan melalui kontak dagang yang lebih proaktif dengan mendatangkan buyer potensial dari manca negara. Bagi para peserta juga akan mendapat kesempatan masuk dalam Virtual Exhibition yang memudahkan akses informasi secara internasional untuk mempromosikan

13

Persyaratan/ prosedur untuk program/ layanan

14

Sumber pendanaan untuk program/ layanan Biaya yang dikenakan kepada pengguna

15

16 17 18 19

20

Provinsi (atau Lembaga Nasional) Bidang lembaga Sektor Industri Dimana Lembaga Tersebut Terspesialisasi Sukses Story dari Lembaga Tersebut

Nama dan Kontak Staf yang Terkemuka dari Lembaga Tersebut untuk Instruktur, Ahli, Konsultan

produknya. Konsultasi Bisnis: Konsultasi bisnis dibidang rencana pengembangan produksi dan promosi ekspor, perluasan pasar bagi UKM yang diberikan oleh para ahli dibidangnya. Fasilitas yang Tersedia: - Gedung kantor modern berlantai dua di tengah kota yang strategis - Ruang auditorium lengkap berkapasitas +/- 100 peserta - Layanan informasi dan publikasi melalui mini resource center - Showroom permanen display - Ruang konsultasi bisnis dan memfasilitasi kontak dagang - Ruang kelas pelatihan lengkap dengan AC dan audio visual dengan kapasitas 15 dan 30 orang - Jaringan komputer mutakhir terpadu dengan ruang kelas komputer khusus lengkap dengan 20 PC yang dapat langsung mengakses internet - Tenaga pengajar yang handal dengan topiktopik bahasan berkualitas Persyaratan Peserta: - Memiliki usaha dan legalitas usaha - Memiliki produk sendiri Prosedur pelayanan: - Pendaftaran, mengisi formulir dan memenuhi persyaratan administrasi sesuai ketentuan, - Seleksi administrasi. Peserta pameran dipilih dari alumni UP3S yang telah mengikuti pelatihan prosedur eksport, disesuaikan antara produk IKM dan tema pameran yang difasilitasi oleh Disperindag Jatim. APBN, APBD, Biaya dari pengguna Peserta dari Dinas Perindag Kota/ Kab di wilayah Prov. Jatim tidak dikenakan biaya. Peserta mandiri dari IKM Potensial dikenakan biaya diklat sebesar Rp. 500.000 selama 3 hari. Jawa Timur Bidang pemasaran Umum Mendampingi dan melatih pemilik PT. Promosia Asia Dagang Surabaya yang memproduksi handicraft mulai tahun 2003. Saat ini perusahaan tersebut sudah dapat melakukan kegiatan ekspor ke mancanegara. Ibu Ir. Soekarsih Ibu Dra.Masita Rahman Bp. Joni Sumedyo

Contoh Profil Lembaga Dukungan (lembaga swasta) 1 2

Nama Lembaga/ Instansi Alamat

3 4 5 6

Nomer Telepon Kantor Nomer Facsimile Alamat Situs Web Alamat e-mail

7 8 9 10

Status Lembaga/ Hukum Tahun Berdiri Nama Pimpinan/ Penanggung Jawab Profil Singkat

11

Visi, Misi

12

Program/ Layanan

13

Persyaratan/ Prosedur untuk Program/ Layanan

Pusat Inkubasi Bisnis Usaha Kecil (PINBUK) Gedung ICMI Center Lt. 4, Jl. Warung Jati Timut No. 1 Kalibata, Pancoran, Jakarta Selatan 12740 021-29407140 ext.131 021-29407150 Http://www.pinbukindonesia.com/ [email protected]/ [email protected] Yayasan Maret 1995 Abdul Jabir Uksim Pusat Inkubasi Bisnis Usaha Kecil (PINBUK) didirikan pada Maret 1995 di Jakarta oleh Ketua Umum ICMI (Ikatan Cendekiawan Muslim seIndonesia) Prof. DR. B.J. Habibie, Ketua Umum MUI (Majelis Ulama Indonesia) alm. K.H. Hasan Basri dan Direktur Utama Bank Muamalat Indonesia (BMI) Zainul Bahar Noor, SE. Dalam kiprahnya, PINBUK banyak membantu penyaluran modal kepada masyarakat melalui BMT. Selain itu, PINBUK juga mendampingi IKM dalam capacity building, untuk pengembangan bisnisnya. Sebagai lembaga fasilitator dan inkubator BMT dan KUBE, PINBUK memiliki misi; - Menumbuhkuatkan sumber daya insani dan sumber daya ekonomi mikro dan kecil melalui BMT dan KUBE serta lembaga-lembaga pendukung pengembangannya berdasarkan prinsip syariah. - Mewujudkan penguasaan dan pengelolaan sumber daya yang adil, merata dan berkelanjutan sehingga ummat mampu mengejawantahkan fungsinya sebagai rahmatan lil alamin. - Membangun lembaga yang mampu sebagai wahana berkarya dan beribadah bagi kaderkadernya sebagai insan kamil. Menetaskan dan mengembangkan BMT sebagai lembaga keuangan masyarakat. Pelatihan, Konsultansi, Pendampingan, Kemitraan dan layanan networking bagi UMKM Syarat-syarat kelompok IKM mendirikan BMT; - Kelompok minimum 20 orang IKM, - Mengajukan permohonan kepada PINBUK wilayah, - PINBUK wilayah melakukan pelatihan kepada calon BMT, - Calon BMT menyediakan modal awal dan akan ditambahkan modal penyertaan oleh PINBUK, contoh, modal awal BMT 30 juta dan diberikan modal penyertaan sebesar 100 juta. Syarat-syarat IKM menjadi anggota BMT; - Mengisi formulir permohonan pembiayaan, - Menyerahkan fotocopy KTP dan KK, - Menyerahkan laporan keuangan (Bagi Badan Usaha), - Menyerahkan fotocopy Surat Ijin Usaha

14

Sumber Pendanaan untuk Program/ Layanan

15

Biaya yang Dikenakan kepada Pengguna

16 17 18

Provinsi (atau Lembaga Nasional) Bidang Lembaga Sektor Industri Dimana Lembaga Tersebut Terspesialisasi Sukses Story dari Lembaga Tersebut Nama dan Kontak Staf yang Terkemuka dari Lembaga Tersebut untuk Instruktur, Ahli, Konsultan

19 20

(Keterangan Pengurus Wilayah) - Mempunyai Rekening Simpanan di BMT PINBUK tidak menarik biaya layanan kepada IKM. Untuk keperluan operasional BMT sendiri berasal dari dana swadaya kelompok, yang berasal dari iuran wajib dan iuran pokok. Sumber pembiayaan terhadap pelayanan yang diberikan kepada BMT dan IKM berasal dari program-program yang sedang berjalan, seperti dari INKOPSA, dana program Kementerian Sosial, Iuran Kesejahteraan Sosial (IKS) dan swadaya masyarakat (modal dan tabungan). - Bila ada program atau pelatihan yang didanai instansi lain, UMKM tidak dipungut biaya - Bila program pelatihan swadana, biaya yang ditanggung IKM besarnya dinegoisasikan sesuai dengan jumlah peserta, jenis pelatihan dan lama pelatihannya Nasional Bidang manajemen/ akses keuangan Umum

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Daerah Mana dan Industri Apa yang Menjadi Sasaran? Proyek menargetkan daerah dan industri berikut sebagai sasaran platform. Industri sasaran dipilih dari Industri Klaster/ OVOP yang telah ditetapkan oleh Kemenperin atau Industri Unggulan Propinsi/ Kompetensi Inti Industri Daerah yang telah ditetapkan oleh pemerintah daerah melalui konsultasi dengan Ditjen IKM. Wilayah I: Fesyen Ulos di Samosir (SUMUT)

Ulos adalah kain dengan motif unik daerah lokal yang ditenun secara tradisional, digunakan terutama dalam upacara tradisional seperti pernikahan & ritual keagamaan. Samosir (terkenal dengan Danau Toba-nya) adalah salah satu sentra produksi ulos. Proyek ini bekerja sama dengan pemerintah daerah untuk mengembangkan pasar lokal dan turis melalui pengembangan dan diversifikasi produk fashion ulos, dan membentuk Kelompok Usaha Bersama dari pengrajin kerajinan ulos.

Wilayah I: Pengolahan Aloevera di Pontianak (KALBAR)

Kota Pontianak yang terkenal sebagai kota budidaya aloevera memiliki 16 industri pengolahan aloevera untuk makanan minuman (mamin) dan kosmetik. Proyek ini bekerja sama dengan pemerintah daerah untuk memfasilitasi IKM dalam menembus pasar mamin nasional dan regional, serta memperbaiki produk mamin olahan aloevera agar memenuhi persyaratan keamanan dan kebutuhan dari pasar sasaran.

Wilayah II: Komponen Logam di Tegal (JATENG)

Tegal terkenal dengan produksi penuangan dan pencetakan logam dengan lebih dari 2.500 IKM memproduksi komponen logam untuk mesin pertanian, perkapalan, mesin berat, otomotif, dan lain-lain. Proyek ini berfokus pada komponen kapal dan memfasilitasi IKM dalam meningkatkan keterampilan/ pengetahuan guna memperoleh sertifikasi sesuai dengan standar BKI (PT. Biro Klasifikasi Indonesia), serta mampu memasok komponen logam kepada perusahaan pembangunan kapal yang besar.

Proyek Pengembangan IKM Melalui Peningkatan Penyediaan Layanan di Indonesia

Wilayah II: Sepatu/ Alas Kaki di Mojokerto (JATIM)

Jawa Timur merupakan salah satu wilayah produsen alas kaki utama, yang termasuk didalamnya Kota Mojokerto yang mengakomodasi hampir 273 IKM. Proyek ini bekerja sama dengan pemerintah daerah untuk memfasilitasi IKM dalam memproduksi sepatu/ alas kaki yang kuat dan menciptakan branding (merek daerah) sepatu/ alas kaki Mojokerto.

Wilayah III: Pengolahan Kakao (SULTENG)

Pemerintah provinsi membangun pabrik pengolahan kakao sebagai pusat pasokan bahan cokelat dan pusat pengolahan aneka produk cokelat. Proyek ini memfasilitasi pabrik untuk beroperasi secara komersil, sebagaimana juga memfasilitasi IKM cokelat/ kue untuk memanfaatkan cokelat buatan dari biji kakao lokal dan membangun jaringan pasar modern regional dan lokal di Palu.

Wilayah III: Mebel Rotan (SULTENG)

Saat ini ada sekitar 20 IKM mebel rotan beroperasi di Kota Palu dengan jumlah pengrajin terampil yang terbatas. Proyek ini bekerja sama dengan pemerintah daerah untuk memfasilitasi dan memperluas akses pasar modern lokal (hotel, restoran, kantoran, dan lain-lain), dan membentuk sistem pembinaan IKM melalui sistem yang memastikan cara pembuatan mebel rotan dengan mutu yang baik.

Kantor Proyek JICA Alamat : Direktorat Jenderal IKM, Lt. 14, Kementerian Perindustrian Jl. Gatot Subroto Kav. 52-53, Jakarta Selatan 12950 Telp/ Fax : 021 5253782 Situs Web : http://www.jica.go.jp/project/english/indonesia/012/index.html

Penyediaan dukungan yang lebih baik untuk pengembangan industri lokal

Proyek SMIDeP Melakukan Apa?

Bagaimana Alur Pemanfaatan Platform?

Kegiatan/ layanan dukungan untuk industri kecil dan menengah (IKM) pada umumnya direncanakan dan dilaksanakan melalui pemikiran dan prosedur dari pihak penyedia layanan. Artinya, dukungan yang diberikan tidak sepenuhnya mencerminkan keinginan dan kebutuhan industri. Oleh karena itu, pihak industri mengharapkan kepada pemangku kepentingan terkait persiapan dan penyediaan kegiatan/ layanan dukungan yang lebih baik melalui diskusi maupun kerjasama dengan pelaku industri. Proyek ini akan memfasilitasi pengembangan/ peningkatan dan promosi pemasaran produk oleh industri sasaran di ketiga wilayah sasaran dengan tujuan mengkreasikan kasus sukses dari IKM melalui pembentukan dan pemanfataan ”service delivery platform” (platform pengembangan industri lokal) selama tiga (3) tahun (2013-2015). Selanjutnya, pengembangan industri lokal melalui platform tersebut akan dibentuk sebagai “model kerja” bagi wilayah lain, berdasarkan pelajaran yang diperoleh dari pengalaman Proyek ini. Model untuk pengembangan industri lokal berbasis platform tersebut akan diterapkan ke wilayah-wilayah di Indonesia oleh Kemenperin.

Pemanfaatan Platform tersebut

Pembentukan model

Output pengembangan industri lokal berdasarkan pengalaman dan 3

pelajaran

Bagaimana Caranya Mengembangkan Platform? Platform Pengembangan Industri Lokal yang akan dibentuk dalam kegiatan Proyek terdiri dari Unit Implementasi Proyek (PIU) di Ditjen-IKM, Kelompok Kerja (POKJA) dan fasilitator di masing-masing daerah, serta dikembangkan melalui pelatihan/ bimbingan tentang langkah dan metode fasilitasi bagi pengembangan industri dan pemetaan service providers yang tersedia.

Pembentukan Platform untuk Pengembangan Industri Lokal PIU Ditjen-IKM (Tim Wilayah)

Pengawasan

Dikembangkan melalui pelatihan/ bimbingan ttg. langkah dan metode pengembangan industri

Perencanaan/ pelaksanaan dukungan

POKJA Daerah

2 Diagnosis industri 3

4

Identifikasi IKM sasaran dan tantangan aksi Penyusunan rencana dukungan

5

Kasus Sukses dari IKM Sasaran

Pembentukan Platform

Output guna pengembangan industri 2 sasaran

Pembentukan Platform (POKJA/ fasilitator)

Pelaksanaan rencana dukungan dan MonEv

Tujuan Proyek

Output Pengembangan Industri Lokal 1 untuk industri sasaran

1

Fasilitator

Info. Dukungan/ Layanan kepda IKM (Pemetaan service providers yg tersedia)

Permintaan dukungan

TANTANGAN AKSI oleh IKM-IKM di industri lokal

Pemanfaatan Platform untuk Pemgembangan Industri Lokal

Kegiatan pengembangan industri lokal melalui platform tersebut dilaksanakan sesuai dengan tahapan berikut : Setelah pembentukan struktur platform dan pelatihan fasilitasi pengembangan industri, POKJA dan fasilitator memasuki tahap diagnosis industri, kemudian melakukan identifikasi IKM-IKM sasaran dan tantangan aksi mereka, penyusunan rencana dukungan, serta fasilitasi pelaksanaan kegiatan/ layanan dukungan serta monitoring dan evaluasi. Kemudian kegiatan kembali ke tahap awal secara periodik untuk merevisi isi rencana dukungan sesuai dengan kemajuan dan hasil pelaksanaan.

Bagaimana Cara Mengelola Proyek? Kantor utama proyek berada di Ditjen IKM, Kemenperin Jakarta, dan kantor daerah ada di setiap daerah sasaran yang dialokasikan oleh setiap Dinas Perindustrian dan Perdagangan. Di setiap kantor daerah, staf counterpart (C/P) dari anggota POKJA/ fasilitator ditempatkan guna melaksanakan tugas mereka didalam Proyek sesuai dengan tahapan pengembangan industri (terlihat diatas). Dalam rangka mewujudkan pemberian bimbingan yang memadai kepada staf C/P, tenaga ahli dan konsultan nasional ditempatkan di setiap lokasi kerja. Berdasarkan struktur operasional tersebut, Tim Ahli memastikan kelancaran dan keseragaman pelaksanaan kegiatan Proyek di setiap wilayah kerja.