4
Table 1. Budget Composition
7. Eligible Expenditures
Grants for Strengthening Institutional Management in Non-Autonomous Public Higher Education Institutions can be used to support the following investment expenditures. The
components proposed should be logically linked to the proposed programs, supported by strong argument and clear justification.
a Technical assistance: domestic can be recruited as technical specialist to help institutions developing its governance, organization and internal management systems, or
other internal systems best suited to prepare the institution to become a “Badan Hukum Pendidikan Pemerintah”. If proposed, a clear and sound terms of reference TOR must be
included in the proposal. Although the actual rate for this component will be determined by the overall quality of the expert as well as the nature and scope of the assignment, the
ceiling cost for domestic TA is Rp. 45 million per month all inclusive.
b Non-degree training: in order to develop its capacity to implement its proposed plan, necessary training can be proposed. It can include training for managers or administrative
staff domestically as well as overseas. Overseas training can only be justified if such training is not available domestically. The maximum cost for domestic training, excluding
travel, must not exceed Rp. 10 million per month, for allowances and any bench fee, and is limited to three consecutive months, whilst for overseas training the maximum must not
exceed USD 4,000 per month excluding costs for travel and is limited to one month per trainee. If proposed, this component must be supported with a detailed TOR and a clear
information regarding the training program as well as the training provider. This component cannot be used for a comparative study visit.
c IT infrastructure and software: this component can be used to set up or enhance necessary IT infrastructure and systems to support implementing the management systems
at institution level. The aim is to lead to the implementation of an integrated management information system which is used by university managers as a basis for decision-making.
This expenditure may include in-house training for implementing new systems. The software application system shall be procured as a software package or contract
development with a software developer company.
d Policy Studies: introducing a new system shall undeniably require rigorous study and analysis. This component can be used to support such study which can be done internally
Source of Budget Proposed Budget Composition
World Bank 100
Investment Min. 101
Institution IMF
Min. 8 Project Management
Max. 7
T o t a l 108
T o t a l 108
5 or involving outside party. The ceiling cost for this component is Rp. 750 million in total
for all studies for the whole project period. In case of internally conducted, the budget must be at cost, must not include salary for the implementing officers, and subject to
approval by the DGHE-IU. If proposed, this component must be supported with a detail TOR.
e Project Management: this component aims to provide incentives for a limited number of HEI – IU officers and activities such as meetings, office consumables, and coverage of
communication costs to maintain Internet connections. Domestic travel is needed for periodic workshops on implementation conducted among grantees. Implementing officers
eligible are 1 executive director, 2 Monitoring and Evaluation Section 3 Treasurer and 4 Procurement Section, 5 Program Secretary and additional support staffs as needed.
The unit cost for these incentives will be provided by the DGHE – IU. The Proposed Budget for this component should not exceed 7 of the total proposed investment. The
components proposed should be logically linked to the proposed programs, supported by strong argument and clear justification. The amount shall be explicitly included in the
DIPA RKAKL. In case the proposing institution is receiving B1 grant, then project management cost should be integrated and any possible double funding shall be avoided.
8. Selection Mechanism
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