128. ISP-2 has a different style for the document set up that is not intended to be detailed. It is more a guideline and a policy document that will provide direction and a corridor for the development of annual operational plans and the implementation of them. The document gives space for adaptation, innovation, and participation of front-liners and local stakeholders to the formulation and implementation of various activities.
129. ISP-2 is an incremental and open process that consists of four components, which are called PEME:
• Planning is the process of developing the annual operational plan based on direction and guidance of the ISP-2 document and puts CAPs’ results into a context-dynamic perspective. Context dynamics covers various issues such as social, politic, culture, gender,
V. Strategy
Implementation
economy, and poverty at local level. • Executing is the process of turning
the plan into reality by dealing with all factual conditions and by working with relevant stakeholders.
• Monitoring is the process of measuring the progress, identification of disparity challenges, providing feedback with aim of assuring a high standard of performance.
• Evaluating is the process of evaluating performance, measuring the achievement of key output, recording lessons learned, identifying opportunities for improvement in all aspects of project management.
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Figure: 9. Process of Implementation
130. Figure 9 shows the implementation process identifies several strategic points: • Planning is developed based on the ISP
document as the guideline and CAP is to provide perspective of local context and dynamics. It is also an opportunity to mainstream local aspirations into ISP activities.
• There is a two-way relationship between executing and monitoring. Executing will be measured and reviewed by monitoring and monitoring will provide feedback for refinement of execution.
• Evaluation will be used to improve the next plan and also provide feedback for the ISP document especially when a significant change in the area takes place.
131.The format of the annual operational plan can be found in annex 7. The implementation framework is described in more detail in the following table.
132. Based on the approach of the strategy, Tangguh LNG will conduct implementation activities using three methods:
• Partnering with local organizations. Tangguh LNG encourages local organizations as implementing partners. The local organizations cover local government offices, local civil society organizations (CSO) including people’s organizations, local NGOs, and indigenous people organizations (IPO), local business entities.
• Partnering with external organizations. Where no local organizations have the competence, capacity, and experience to be an implementing partner, Tangguh LNG will consider partnering with external organizations, meaning the organizations that are not based in Papua. The condition for the external organizations to be Tangguh’s partner is to involve local organizations and develop their capacities and competencies during the implementation activities.
Table 10: ISP Implementation Framework
Component Main Tasks Checkpoints
PLAN
Planning preparatory
activities
o Assemble a planning team, identify & engage local key stakeholders
o Review ISP documents & process
o Identify local regulations, laws, & other related initiatives Develop annual
operational plan
o Develop ideas for proceedings
o Prepare an annual operational plan matrix
o Identify resources and other technical preparations o Communicate to management & related key stakeholders
EXECUTE
Develop commitment and
partnership
o Do a scan of potential partners and their commitments
o Hold discussions with key stakeholders especially local government o Create a working group to develop partnership & to ensure the
implementation of commitment. Implement
commitment with partners
o Preparing implementation with partners including trouble shooting mechanisms
o Conducting implementation
o Engage internal & external stakeholders
o Conduct internal & external communication activities
MONITOR
Monitoring activities
o Assemble a monitoring team
o Develop a monitoring plan & approach
o Conduct monitoring activities and collecting grievances o Findings analysis & benchmarking
Provide feedback o Formulating feedback for project management and Tangguh LNG management o Hold discussions with relevant stakeholders
EVALUATE
Measure performance
o Assemble an evaluation team o Engage relevant stakeholders
o Measure performance against indicators o Report on performance, internally & externally Develop
improvement ideas and practices
o Hold discussions with project management
o Formulate ideas for improvement, lessons learned, & best practices
o Make improvement known by relevant parties
• Self managed. In unexpected circumstances, Tangguh LNG will able to implement the activities by itself. In these circumstances, Tangguh LNG will self manage the implementation activities by involving as many local resources as possible.
133. Partnering process for implementation will be conducted by following and a competency based mechanism and guided by regulation of BP Migas (018/ PTK/X/2008). The process can be defined as follows:
• Identification of partners. It is an on going and open process in which Tangguh LNG seek and receive information on potential partners followed by competency assessment. • Selecting partners. It is a process in
which Tangguh LNG will request proposals as a means to select partners. Competency and track record of potential partners will be showed in the proposal. Commitment and ability of potential partners to work will be based on Anti Bribery and Corruption
(ABC) and the ability to demonstrate strategies that will meet the key performance indicator (KPI) will be a must.
• Working with partners. It is a mutual learning process in which Tangguh LNG will share its experiences and lessons learned from previous related activities to partners and partners will share their expertise and past experiences from other related activities.
134. During implementation, grievances will be addressed by using the existing process as follows:
• Receiving grievances. Grievances of the community can be raised and submitted through two mechanisms, namely filling grievance form and directly convey the grievances to field staffs. When field staff receives the grievance directly, he or she should fill the grievance form on behalf of the person.
• Categorizing and recording the grievances. Filled grievance form will be analyzed, recorded and categorized by the field staffs. The recording is a necessary to ensure that the whole process of responding the grievances not exceeding 14 working days.
• Submitting the grievances to coordinator and responsible unit within Tangguh. Field staff will convey the categorized grievances to area
coordinator and responsible unit within Tangguh. It is the responsibility of the ISP implementing unit to encourage proper and immediate response of the responsible unit.
• Delivering response of grievances. When the response of the grievances received by field staff, it will be recorded and conveyed to the community directly. The field staff has to have clear response of the community. • Grievances close out. When the
community accept the response, field staff will record the acceptance and send a report to coordinator. In case of not acceptance of the response by the community, the field staff will record and send it back to responsible unit. • Quarterly, ISP implementing unit will
consolidate all grievances and the response and deliver it as an input to Tangguh Management.
135. The existing grievance mechanism is implemented by using 2006 grievance mechanism SOP adjusted to local context. The previous process need to be updated and adjusted to organizational design, ISP-2, and local community dynamics. Three key components to ensure the effectiveness of grievances management are updated grievance SOP, dedicated personnel, and socialization of the mechanism among local community.
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• Review progress and M&E reports with the field management and the program development group and flagging of issues needing follow up. • Development and maintenance of
a grievance tracking and response system.
• Coordination with the M&E team including facilitation of fieldwork, access to progress and formal M&E reports, filling of reports, etc.
142.Tangguh LNG will prepare annual progress reports that consist of
• Summary progress in the context of the overall program, including all inputs and key outputs attained during the year.
141. Due to AMDAL, monitoring and evaluation (M&E) consists of internal and external M&E. Internal M&E will be done by a separate unit that has responsibilities for: • Coordination with the program
development group to ensure awareness and common understanding of program design and especially M&E requirements.
• Development of an M&E calendar (targets) for all ISP and oversee to ensure that all programs meet their reporting and M&E requirements. • Development and timely submission
of AMDAL reports
• Collation and filing of progress and M&E reports for all ISP.
Table 11: Monitoring and Evaluation of ISP
Internal
(Tangguh LNG) (Lenders & TIAP)External Aspects