However, even though this is not foreseen in the guidelines, social workers on their own initiative counsel and assist children and families
after termination. Information on the development of their former beneficiaries is obtained through calls and text messages sent by service
providers or parents. It adds to their workload, but most social workers considerthisas an appreciation from their former beneficiaries.
4.2.8 Summary of PKSA Implementation Performance
Most LKSAs and the social workers give valuable services to their beneficiaries. They are the backbone of PKSA. To build on these
strengths, MoSA should invest more in strengthening their capacity and working conditions see chapters 5.1.4.
Socialization and targeting are the weak points. While PKSA has spent IDR 5.598 million on socialization in 2012 see Table 3 local Government
structures and other local stakeholders feel uniformed and bypassed. This is one of the main reasons why PKSA failed to synergize and establish
effective partnerships with Local Government see chapter 4.1.3. Delegating targeting activities nearly exclusively to LKSAs, who base
the selection of beneficiaries on inappropriate data, has lead to an unacceptable low quality of targeting results. LKSAs are unable and
partly unwilling to systematically select the most needy children. High inclusion errors have contributed to the fact that PKSA did not succeed
in reducing the number of children with severe social problems see chapter 4.1.7.
Imposing conditionalities, monitoring their compliance and implementing a graduation strategy form an interlinked complex of issues that need
to be redefined. An analysis of costs and benefits may well lead to the conclusion that all three activities do more harm than good and should
be phased out. 4. ASSESSMENT OF PKSA EFFECTIVENESS,
IMPLEMENTATION PERFORMANCE, EFFICIENCY, RELEVANCE AND SUSTAINABILITY
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Rapid Assessment of the Child Social Welfare Program PKSA
4.3 Efficiency – Does PKSA Produce Value for Money?
A recent DfID guideline on measuring and maximizing value for money in social cash transfer programs states:The need to ‘make every penny count’ in the public
financing of social transfers, and to ensure that this is done in a measurable and consistent manner, has become a growing concern amongst developing country
and donor governments alike. Value for Money is not only about minimizing costs; it is about maximizing the impact of money spentto improve poor people’s
lives. This means making the analysis of both costs and benefits of social transfer programs as rigorous and comprehensive as possible DfID, 2013.
Table 3: Breakdown of PKSA annual budget for 2012 and 2013
Cost Items 2012
2013 In IDR 1,000
In IDR 1,000
1. Social Assistance for Childen
139.726.100 62,59 142.311.000 63,18
2. Social Worker Salary Benefit
13.740.000 6,16 17.862.000
7,93 3. Assistance for
Institutions 3.182.840
1,43 4.837.222 2,15
4. Operational Support for Social Workers BOP
31.802.400 14,25 31.780.200 14,11
5. LKSA Operational Costs BOL
15.719.700 7,04 15.890.100
7,05 6. Training of Social
Workers 4.687.330
2,10 2.959.514 1,31
7. Training for LKSA 2.063.075
0,92 2.205.636 0,98
8. Selection Social Workers
505.475 0,23 392.385
0,17 9. Socialization
5.597.520 2,51
NA 10. Verification
1.451.176 0,65 1.178.918
0,52 11. Supervision
1.077.300 0,48 474.740
0,21 12. Monitoring and
Evaluation 672.650
0,30 954.377 0,42
13. Report Writing 644.920
0,29 799.211 0,35
14. Guideline Development -
- 1.101.429 0,49
15. National Coordination Meeting
2.352.130 1,05
2.382.640 1,06
Total 223.222.616
225.257.827
Source: MoSA, Directorate of Child Welfare
4. ASSESSMENT OF PKSA EFFECTIVENESS, IMPLEMENTATION PERFORMANCE, EFFICIENCY,
RELEVANCE AND SUSTAINABILITY
50
Rapid Assessment of the Child Social Welfare Program PKSA
