Technical Proposal of Women Entrepreneurs MCA

PT.
Trippcons Internasional
in Joint Venture with
PPSW (Association of Center for Women’s Resources Development)
TECH-6. DESCRIPTION OF APPROACH, METHODOLOGY, AND

WORK PLAN FOR PERFORMING THE ASSIGNMENT
6.1. Technical Approach and Methodology
6.1.1. Understanding on Objectives of the Assignment
Background. This proposal is especially related to the Procurement Modernization Program, which
objectives to enhance economic growth in Indonesia by achieving cost savings for the public sector for
procured goods and services while maintaining or enhancing the quality or value of those goods and
services. The project component (PM) supports two activities: (1) improving the procurement function by
increasing the capacity and professionalization of the procurement specialist; and (2) supporting the
development of procurement policies and procedures which would improve procurement outcomes, the rate
and success of public private partnerships (“PPPs”), and social and environmental sustainability. Along
with the implementation of these activities, the Procurement Modernization Project will work to strengthen
LKPP’s capacity to integrate gender concerns into the procurement realm.
As part of the MCC and MCA-Indonesia mandates, social and gender analysis is being integrated across
project activities and is an element of the project design, including for procurement. MCA-Indonesia has
also developed a Social and Gender Integration Plan (SGIP) setting out a concrete set of actions for each
project to ensure social inclusion and gender integration in compliance with MCC’s Gender Policy. The
Compact, also, includes complementary funding to achieve these objectives and facilitate gender
integration at the policy, institutional, and capacity building levels.This assignment is particularly focused
on the capacity building of women enterprises in accessing public procurement.
This proposal is prepared by a consortium of PT Trippcons Internasional, a women-led
consulting company with PPSW (Association of Center for Women’s Resources Development),
which qualified and experienced in capacity building, training, event organizing and gender
based empowerment, both in all over Indonesia and overseas.
Scope of Services.PT Trippcons Internasional and PPSW both collectively as consortium and
individual as separate entity has experience and capacity to develop comprehensive capacity building
strategies, including provision of services to train the trainers, of women entrepreneurs in accessing
government procurement. As required in TOR, PT Trippcons Internasional and PPSW will: 1) Develop
a comprehensive capacity building strategy based on desk review, mapping of stakeholders and
targeted beneficiaries (women entrepreneurs) and needs assessment of women entrepreneurs; 2)
Develop training modules for trainers (TOT) and women entrepreneurs based on the needs
assessment and consultations with relevant stakeholders, especially LKPP; 3) Conduct 1 (one) piloted
training of the trainers (TOT) and 1 (one) piloted training of women entrepreneurs; 4) Conduct 2 (two)
training of the trainers (TOT) and 5 (five) training of women entrepreneurs; and5) Develop a report
capturing the process of capacity building training and lessons learned to give insights for a
sustainability strategy and policy uptake.The overall assignment will be held in cooperation with LKPP
and the contracting agency (MCA-Indonesia).
Location. As mentioned in Comments on TOR, the location for training of target groups covered
but not limited to the previously selected locations: Jakarta, Medan, Surabaya, and Makassar.
Basically this represent regional coverage of both western and eastern Indonesia.
The mentioned locations are potential as location for regional workshop/training as their
accessibility and representation. Similarly, location of the Post-Training Advocacy and Mentoring
will be identified and decided later. However, participants are encouraged from all over
Indonesia, or will be discussed and decided later during inception phase.
Period.As stated in TOR and Comments on TOR, the assignment will be for a period of 20
months with the option of extension. This proposal is intended for the original contract of 20
months or 80 weeks. Any extension is anticipated the first months of the contract.
Goals and Objectives.Generally, objectives of the Procurement Modernization Program (PM) is to
enhance economic growth in Indonesia by achieving cost savings for the public sector for procured
goods and services while maintaining or enhancing the quality or value of those goods and services.
MCAI - Capacity Building of Women Entrepreneurs in Accessing Public Procurement

PT. Trippcons Internasional
Specifically, objective of “Consulting Services for Capacity Building of Women Entrepreneurs in

Accessing Public Procurement ”is in line with recent gender vendor survey carried out by MCA-
Indonesia in partnership with the Government of Indonesia (GoI) National PublicProcurement Agency
(LKPP), namely improve capacity of women entrepreneurs to cope with gender-based barriers facing
firms that wish to participate in government procurement. The assignment is also intended to identify
key actions that can help to level the playing field and improve the ability of both male-and women-
owned enterprises to successfully compete for Government contract opportunities.
6.1.2. Approach to the Services
6.1.2.1. General Project Management
In implementation of this “Consulting Services for Capacity Building of Women Entrepreneurs in

Accessing Public Procurement” PT Trippcons Internasional and PPSW (Association of Center for
Women’s Resources Development) will recruit and assign experienced and qualified experts
related to the gender based capacity building and public procurement. As required in Terms of
Reference (TOR) the Consultant will provide suitable key professional personnel and additional
professional personnel as well as support staff to carry out the tasks as their responsibilities.
In order to ensure smooth implementation of the Capacity Building of Women Entrepreneurs in
Accessing Public Procurement, the Consultants will also be supported by backstopping support
provided by head office of PT Trippcons Internasional and PPSW in form of administrative
support, project management, equipment, reference, and working system. PT Trippcons
Internasional is also familiar and already applied ISO based quality management system.
Project administration become key operational/process of assignment, from preparation to
project completion; involve various parties, factors, and condition that interrelated and depends
one with another. In order to ensure effective and efficient implementation, it is necessary to
arrange function and responsibility of each party in every stage of administration.
Similarly, to ensure project implementation in meeting time, cost and quality standard set forth,
therefore each resource (human resource /personnel, cost, material, and equipment), which used
in administering this assignment should be managed and used at optimum.
Project coordination is also urgently required to ensure close collaboration. For that reason, Project Team
Leader or his/her designee will meet with the MCA-Indonesia SGA Director or his/her designee on a monthly
basis or at MCA-Indonesia request for consultation and coordination.In brief main elements that support
and affect success of the Capacity Building of Women Entrepreneurs in Accessing Public
Procurementcovers: a) Personnel (Expert, Supporting Staff); b) Organization (internal and external); c)
Coordination (internal and external); d) Facilities (office, equipment, transportation, accommodation, and
communication); e) Administration (reference, standard, and supporting documents)
6.1.2.3. Procurement/Business Skill Development
MCA-Indonesia, in partnership with the Government of Indonesia (GoI) National Public Procurement
Agency (LKPP) and MCC, conducted a gender vendor survey, with the objective of examining gender-
based barriers facing firms that wish to participate in government procurement and to identify key
actions that can help to level the playing field and improve the ability of both male-and women-owned
enterprises to successfully compete for Government contract opportunities. The study is in line with
the government’s commitment stated in Presidential Decree number 54/2010 on non-discriminative
procurement process and improvement in the efficiency and effectiveness of public spending.
The main barriers to access government-funded tenders or projects cited are: too many regulations, Sistem
Pengadaan Secara Elektonik or Electronic Procurement System (SPSE) is confusing and often troublesome,
confusing regulations, and KKN (Corruption Collusion, Nepotism). Around one-fourth of women-owned
firms that did not participate in a tender believe they would not win the contract as the tendering process is
only a formality and the Government had already decided the winner. Fifteen percent of survey respondents
(both women- and male-owned firms) report corruption is one of their main reasons for not participating in
government tenders. In the focus group discussions, participants noted

that, although e-procurement could be an effective way to reduce corruption, some “room for maneuver”
still remains. One of the obstacles in the usage of e-procurement is a lack of computer skills.
Training can reduce, if not eliminate, the gap, by equipping the participants with knowledge and skills and
by encouraging them to build and enhance their capabilities in procurement. The data on the present status
are vital to the evaluation or impact survey in the latter part of the training cycle. These shall serve as the
baseline data. The following are some techniques for acquiring such data. These may be applied
independently or in combination.TNA is also the process of collecting information about an expressed or
implied organizational need that could be met by conducting training. The need can be a performance that
does not meet the current standard. It means that there is a prescribed or best way of doing a task and that
variance from it is creating a problem. The TNA process helps the trainer and the person requesting training
to specify the training need or performance deficiency. Assessments can be formal (using survey and
interview techniques) or informal (asking some questions of those involved).“Training Needs Assessment”
(TNA) is the method of determining if a training need exists and, if it does, what training is required to fill the
gap. TNA seeks to identify accurately the levels of the present situation in the target surveys, interview,
observation, secondary data and/or workshop. The gap between the present status and desired status may
indicate problems that in turn can be translated into a training need.
6.1.2.4. Stakeholders Identification and Mapping
Stakeholder mapping is a collaborative process of research, debate, and discussion that draws
from multiple perspectives to determine a key list of stakeholders across the entire stakeholder
spectrum. Mapping can be broken down into four phases: 1) Identifying: listing relevant groups,
organizations, and people; 2) 2. Analyzing: understanding stakeholder perspectives and
interests; 3) Mapping: visualizing relationships to objectives and other stakeholders; 4)
Prioritizing: ranking stakeholder relevance and identifying issues
As mentioned during the presentation and as indicated in the Terms of Reference, this will
bedecided in close consultation with several stakeholders. Among the most important ones are
LKPP, Ministry of Women Empowerment and Child Protection, and MCA-Indonesia. The
Consultant will provide the list and the final decision will be taken based on the consultation and
discussion conducted with these organizations.
The definition can include both. This will be decided upon consultation with the key relevantstakeholders
(e.g. LKPP, Ministry of Women Empowerment and Child Protection, Ministry ofTrade and Medium and Small
enterprises and MCA-Indonesia). As general framework, asexplained earlier, this assignment is under the
Procurement Modernization Project, and, therefore, all the Women Entrepreneurs/businesses targeted for
this capacity building must be related to Government Public Procurement.
As one of the objectives of this capacity building is to facilitate a continuous dialogue and formal
linkages between women-owned enterprises and women’s business associations, training
centers and government entities, including Unit Layanan Pengadaan (ULPs) to seek commitment
andinterest in utilizing capacity building strategy and training modules after the Compact
shallhave ended, therefore several key stakeholders have already identified, among others: 1)
Professional association (INKINDO, HIPMI, etc); 2) Gender based association (IWAPI, etc); 3)
Training centers; 4) Universities; 5) Government (LKPP, ULP/PSU); 6) Others
6.1.2.5. Selection of Instructors/resource persons, Trainers and Trainees
a) Selection of Instructors/Resource Persons: The selection of resource persons will be based on

criteria developed specifically for the training program. These criteria will specify area of expertise,
degree of experience, availability, interpersonal skills, state of health, and willingness to conform to
the terms and conditions stipulated in the resource person’s contract.
b) Selection of Trainers (Participants of TOT): The Consultants suggest a screening process to select
trainees, both for Training of Trainers (TOT) and Delivery of Training (DOT). Existing Criteria to be
assessed and updated to produce applicable criteria (including information on work experience,
educational background, willingness to participation, non-formal education attended, language
proficiency, etc.).In this regard, it is emphasized that direct appointment by superior to subordinates
to attend such training trainees should be selected in objective and competitive way, therefore ones
nominated are qualified and deeply interested in for self-improvement. In this case selection of TOT
trainees will be conducted in some steps: (i) Filling form TOT from agencies/institution; (ii) Prepare
long list of trainees invited; (iii) Selection of trainees to be a short

list, with criteria as follows (subject to discussion and adjustment during inception phase): 1) Age
more than 30 years; Educational background (graduate/under graduate); Position in the institution
(refer to skill and expertise); Has attended similar training/courses, related to environmental
sanitation management; andSpecialization required in development of sanitation and solid waste
sector; Select trainees from the short list, both trough formal test and interview
c) Selection of target training participants (women entrepreneurs): In most cases, the participants in
training program have already been selected because they were the subjects of the pre-training
needs assessment exercise. The reason for the training program is to address the identified needs
of these particular individuals. In cases where training program are conducted to comply with the
requirements of a special community project, the selection of trainees should be based on criteria
developed for the specific training program. These criteria will specify entry level in terms of prior
knowledge, exposure and experience, age, gender, state of health, and willingness to participate.
Selection of trainees should be done collaboratively with the organizations that will use the services
of the trainees.Target groups in this capacity building include but not limited small and medium
scale Women Entrepreneurs. Regarding to their status, the assignment is also open for both owners
and managers of the enterprises. The details of the target groups will be assessed later in key
stakeholders mapping.
Figure 1. Proposed Scheme of TOT and Capacity Building Training Sequence
Comprehensive
Phase 1:
Capacity Building
Strategy Development of a Comprehensive Capacity Building Strategy
Draft Modules/
Phase 2:
Development of Training Modules and Conduct Training for Trainers
Training
Materials
Selection of 15 TOT/Pilot Test
Instructors
(consultant and
(Jakarta)
professionals)
30 Training for WE Final Modules/

` Training
/Pilot Test Materials
(Bandung)
BATCH-1 TOT TOT
Selection of
(Jakarta) (Makassar)
15 POOL OF 15
Trainers
(TOT trained TRAINERS
professionals)
Training for WE Training for WE Training for WE Training for WE
Training for WE
(Medan) (Jakarta-1) (Jakarta-2) (Surabaya) (Makassar)

Selection of BATCH-2 BATCH-3 BATCH-4 BATCH-5 BATCH-6
Trainees 30 30 30 30 30
(Women
Entrepreneurs)
Phase 3:
Post Training Advocacy and Mentoring
The activities aim to facilitate a continous dialogue and formal linkages between women-owned
enterprises and women’s business associations, training centres and government entities,
including Unit Layanan Pengadaan (ULPs) to seek commitment and interest in utilizing capacity
building strategy and training modules after the completion of Compact.

6.1.2.6. ParticipatoryTraining
Broadly speaking training as a concept is generally perceived as a learning process. However,

traditionally the process refers to the transfer of knowledge from trainer to the trainee. The
trainer in the traditional system generally decides on such issues as:
- Who are the persons to be trained?
- On what aspects is the training to be imparted?
- What methodology has to be followed for the training?
- What is the expected benefit of the training?
According to the traditional view the trainer was the dominant actor and the trainee the silent
receiver of the message. The trainer- trainee relationship under the system was characterized by
unquestionable ‘instructor’ and obedient pupil. In this process no consideration was made for
the training needs and the whole training activity was dominated by the sole decision making
role of the trainer. This approach was quite similar to the one adopted for formal schooling.
Traditional approach of training methodology was based on certain preconceived notions like
automatic transfer of knowledge from its ‘owner’ – the trainer, to the ‘receiver’ - the trainee. The
effectiveness of any training activity largely depends on the capacity of the trainer to ‘instruct’ or
‘teach’, while the corresponding capacity of the learner depends on how to ‘learn’ or to ‘perceive’.
As different from the traditional approach to the process of training, where the thrust was on the
transfer of knowledge/expertise from trainer to learner, the modern approach to training is
characterized by a thrust on change and growth.
The emphasis of the training in the new approach is not so much on transfer of knowledge as on the
process of growth, which aims at the desirable change of knowledge, attitude and practices. Here the
process is characterized by promoting trainees’ critical consciousness and value judgement. The process
starts with ‘in freezing’ the set notions, and the process of ‘de-learning to relearning’. There is more realism
in this type of training as this is a user need based learning process, whereby the structure and strategies of
the training are designed in the light of a Training Needs Assessment (TNA).
Because of this guiding principle trainees are more responsive and receptive to such training.
The undercurrent is an ongoing process of learning, whereby both the trainer and the trainees
participate as learners. This training generates a sense of self-confidence.
The concept of participatory training has been evolved in the light of the new approach of training, where
the trainees participate actively in the learning process. This approach is to be followed in the training of
Capacity Building of Women Entrepreneurs in Accessing Public Procurement under the project.
6.1.3. Methodology
6.1.3.1. Methodology Framework
The Consultant has proposed a framework of methodology to accomplish the Consulting

Services for Capacity Building of Women Entrepreneurs in Accessing PublicProcurement. This
framework is set up after studying TOR, Minutes of Pre-Bid Meeting, RFP, and relevant
documents (among others loan agreement, etc.).
Based on our understanding on the assignment, the main deliverables/services to be provided
are grouped into tasks and sub tasks below. In addition to TOR, the division of tasks/activities,
which also reflect deliverables, arranged by WBS (Work Breakdown Structure). Scope of work
has been elaborated and adjusted as the approach and methodology applied in this
proposal.Each task and activity has specific relationship and dependence one with another as
presented in Network Planning and Figure 7 below.

6.1.3.2. Tasks and Activities
Phase 0: Mobilization, Preparation and Inception
Task #0 Mobilization, Preparation and Inception
Upon the signing of contract, the key experts and supporting staff of the Consultants team will be mobilized.
Project Team Leader will run the project office and establish liaison with concerned parties. Under this task,
the Consultants will establish team building (internal of the Consultants) and series of meeting with key
stakeholders for coordination and liaison, especially with the Client and external parties.
Task #0 Mobilization and Inception
Personnel - Project Team Leader
Involved - Capacity Building Specialist
Documents - Proposal
Referred - Contract
- Terms of Reference (TOR)
- Reports of relevant Projects (i.e., MCA’s survey on Women Entrepreneurs)
- SGIP (Social and Gender Implementation Plan)
Key - Bappenas
Institutions - LKPP
Involved - Professional Associations
- Universities
Activities a) Office Set-up (including equipment, vehicles, etc.)
Carried Out b) Mobilization of Key Personnel and supporting personnel
c) Collection of relevant data and information (secondary data)
d) Courtesy Call and Kick-off Meeting
e) Prepare PQP (Project Quality Plan)
f) Prepare Inception Report
Methods Several specific methods to be applied, among others:
Applied - Consultation and Coordination
- Workshop
Output/ - Inception Report (IR)
Deliverables - Minutes of Meeting (MOM)
Phase 1: Development of a Comprehensive Capacity Building Strategy
The development of Comprehensive Capacity Building Strategy is started by desk review (see
Phase 0: Preparation and Inception). The desk review will be based on the existing studies,
researches including the LKPP gender vendor survey report, training modules, statistics, and
documentation of best practices for the capacity building of women entrepreneurs developed by
national and international organizations/institutions, government, and universities.
Based on gender vendor survey, women entrepreneurs to be involved in this training comprises
of those run various business providing goods and services through public procurement: 1)
Stationary Supplier; 2) Consulting Service; 3) Engineering Consultant Service; 4) Construction
Service; 5) Consumable Goods Supplier; 6) Health Equipment Supplier; 7) General Trade; 8)
Catering/Cleaning Service; 9) Long Lasting Goods Supplier; Rental/Security/Travel Service;
Data from INKINDO, IWAPI, Ministry of Industry and Trade will also be consulted to confirm on final list of
potential beneficiaries of this capacity building.The desk review will be directed to provide information on
(deliverables): 1) Situational analysis of the existing challenges as well as supporting elements and factors
of Women Entrepreneurs’ capacity to access government procurement; 2) Gaps in the existing
training/capacity building activities and modules for women entrepreneurs and enterprises to access the
public procurement system. The mapping will identify gaps in these initiatives/modules in terms of
methodology, content and results, and how the strategy will address the gaps; 3) Roles of
ministries/government agencies, women’s business associations and training centers in the capacity
building of women entrepreneurs, specifically on accessing public procurement, and how the strategy will

provide recommendations to involve them and strengthen their roles; 4) Rules and regulations
on Indonesia public procurement that can be used by women entrepreneurs in enhancing their
understanding and capacity in public procurement, information on rules and regulations could,
also, contribute to the strategy in identifying the potential for policy recommendations.
Task #1.1 Conduct desk review to develop the comprehensive capacity building strategy and
content of the training modules
Task #1.1 Conduct desk review to develop the comprehensive capacity building strategy and
content of the training modules
Involved - Senior Gender Specialist
- Capacity Building Specialist
Referred - Contract
Key - Bappenas
Institutions - LKPP
- Universities
Activities a) Conduct beneficiary/stakeholder mapping and needs assessment (from Focus
Carried Out b) Group Discussions (FGD) and other consultative meetings).
Analyze existing challenges as well as supporting elements and factors of
c) Women Entrepreneurs’ capacity to access government procurement
Identify gaps in these initiatives/modules in terms of methodology, content and
d) results, and how the strategy will address the gaps
Identify their understanding and capacity in public procurement, information on
e) rules and regulations
Analyze women entrepreneurs’ access to public procurement with
recommendation of training modules’ content based on desk review
Applied - Focus Group Discussions (FGD) and other consultative meetings
- Gap Analysis
- Situational Analysis
- Legal and Regulatory Review
Output/ - Draft Situation Analysis Report
Deliverables - Minutes of FGD
- recommendation of training modules’ content
Task #1.2 Conduct consultation with key stakeholders through workshops, Focus Group Discussions
and in-depth key informant interviews in Jakarta and other major cities
Under this task, the Consultant will conduct consultation with key stakeholders (government entities,
especially LKPP, and the Ministry of Women’s Empowerment and Child Protection, women’s business
associations, women entrepreneurs, training centers) through workshops, Focus Group Discussions
and in-depth key informant interviews in Jakarta and other major cities, such as Medan, Surabaya, and
Makassar to: 1) Identify strategy of capacity building, its methods, tools and content of the training
modules and materials based on the reality of women-owned enterprises operating in these places; 2)
Conduct a comprehensive assessment and identify the best and most appropriate institutions,
including the business associations that can continue the capacity building activity post-Compact; 3)
Identify a partner universities or training institutes that can apply the training module and materials in
their curricular of subject. This is to ensure the sustainability of this capacity building activity.
Recommendations will be approved by MCA-Indonesia; 4) Assess the needs of women entrepreneurs
for training and capacity building in order to successfully access government procurement to develop
needs-based training modules, as well as their preferred methods and tools of capacity building.

Figure 7. Flowchart of Methodology Framework
Mobilization, Preparation and Inception Development of a Comprehensive Capacity Building

Development of Training Modules and Conduct Training for
Post Training Advocacy and Mentoring
Final Draft of
Training
Modules and
Task 2.1 Develop Training Task 3.1
Task 0 training modules, Conduct dialogues with
START training materials, large private corporations
Mobilization, Preparation
and Inception Training willing to offer assistance
and work plan
Work Plan to small business women
Project Inception on tender procedures
Quality Plan Report Task 2.2
Pilot test the modules TOR of Module
Pilot Test Task 3.2 Report of the
in Jakarta/Bandung
Task 1.1
Conduct approach and Dialogue
Conduct desk review to with trainers and
Report of dialogues with LKPP, Activities
develop the Draft Situation women entrepreneurs Module Pilot Ministry of Women’s
comprehensive Analysis Test Empowerment and Child
capacity building Report Protection (MOWECP) and
training centers/
strategy and content of
universities
the training modules TOR of the
Task 2.3 Training,
Provide training for Task 3.3 Report of
Task 1.2 Conduct Consultation trainers (2 times total: one including Work
consultation with key Report in Jakarta and one in Report Training Engage procurement Advocacy Activity
stakeholders through
workshops, Focus Group Makassar) of Trainers officials to provide general with
Discussions and in-depth feedback on why bidders Procurement
key informant interviews in fail and how they can Officials
Jakarta and other major improve
cities, such as Medan, Task 2.4 Report of
Needs Assessment Workshop Task 3.4 Activity Plan of
Surabaya, and Makassar to Organize a
and Training
assess the need for Sustainability Plan workshop/seminar to
capacity building and Report launch the capacity
training sustainability plan building training Provide mentoring and Mentoring and
advisory service to Advisory Service
Women’s Business
Task 2.5 Document/record Report of Organizations
Training
process of the training Activities
Task 1.3 Comprehensive Task 3.5 FINAL REPORT
Draft the Comprehensive Capacity Building including the pictures and
Capacity Building Strategy Strategy other relevant
documentation
Draft the final report
FINISH
Task # 1.2 Conduct consultation with key stakeholders through workshops, Focus Group
Discussions and in-depth key informant interviews in Jakarta and other major cities
- Senior Mentor
Referred - Contract
Key - Bappenas
Institutions - LKPP
- Universities
Activities a) Carry out consultation with key stakeholders (government entities, especially
Carried Out LKPP, and the Ministry of Women’s Empowerment and Child Protection,
b) women’s business associations, women entrepreneurs, training centers)
Identify strategy of capacity building, its methods, tools and content of the
training modules and materials based on the reality of women-owned
c) enterprises operating in these places
Conduct a comprehensive assessment and identify the best and most
appropriate institutions, including the business associations that can continue
d) the capacity building activity post-Compact
Identify a partner universities or training institutes that can apply the training
e) module and materials in their curricular of subject
Assess the needs of women entrepreneurs for training and capacity building in
order to successfully access government procurement to develop needs-based
training modules, as well as their preferred methods and tools of capacity
building
Applied - Workshops
- FGD (Focus Group Discussion)
- In-depth Interview
- TNI (Training Needs Identification)
- TNA (Training Needs Assessment)
Output/ - Consultation Report
Deliverables - Needs Assessment and Training Sustainability Plan Report
Task #1.3 Draft the Comprehensive Capacity Building Strategy
Under this phase the Consultant will develop a comprehensive capacity building strategy, which based
on desk reviews, beneficiary/stakeholder mapping and needs assessment (from Focus Group
Discussions (FGD) and other consultative meetings). The strategy figures out a proposed methodology
and tools for capacity building, including training (for both trainers and women entrepreneurs) and other
capacity building initiatives (mentoring, information-sharing networking, etc.).
The strategy also includes work plan/action plan, and recommendation for sustainable
capacity building strategy for government and private training centers.
Task # 1.3 Draft the Comprehensive Capacity Building Strategy
- Senior Mentor
Referred - Contract

Task # 1.3 Draft the Comprehensive Capacity Building Strategy

Key - Bappenas
Institutions - LKPP
- Universities
Activities a) Draft the comprehensive capacity building strategy
Carried Out b) Present and discuss the draft with MCA Indonesia
Applied - Brainstorming
- Programming/Planning
Output/ - Comprehensive Capacity Building Capacity
Deliverables
Summary of the task and activities of Phase 1: Development of a Comprehensive Capacity

Building Strategy, is presented in the following figure.
Phase 2: Development of Training Modules and Conduct Training for Trainers
Task #2.1 Develop training modules, training materials, and training work plan,
The firm will develop both training modules targeted for trainers and women entrepreneurs in
consultation with relevant stakeholders, and, most importantly, key government ministries and
agencies such as LKPP, Ministry of Women’s Empowerment and Child Protection (MOWECP),
Ministry of Cooperative and SMEs, Ministry of Manpower and Transmigration, as well as women’s
business associations, Civil Society Organizations (CSOs) and experts in gender and training
relevant fields, where necessary.Depending on the feedback from key stakeholders and women
entrepreneurs, as a guide the content of the training modules might cover the following subjects:
Certification and registration processes.
How to find and access tender/bidding opportunities.
Capacity in accessing and using e-procurement
process. Preparation and submission of tenders.
Understanding contract terms and conditions.
How to work with procuring officials and entities.
Basic cost accounting and financial literacy.
How to form teaming arrangements to bid together with other businesses in order to increase
size and capacity.
PT Trippcons International will cultivate lesson learned and best practices from previous assignment in
capacity building and training. Some relevant modules and training materials on procurement were
already developed. For more than five years PT Trippcons Internasional in cooperation with PMJK
developed modules and provided
skills training on public Box 1: Modules and Training Materials Already Developed
procurement. In addition to - Technical training on Application of SPSE Version 4
developing new modules and - Pre-Proposal Management (EOI/Pre-Qualification,
training materials, the Consultant - Selection of Partners, Marketing Strategy)
will use the knowledge and Preparation of Technical Proposal (Firm, Approach and
experience as much as possible. - Methodology, Work Plan, Staffing, and Curriculum Vitae)
To mention a few, the following Preparation of Cost Proposal
modules are available (some - Recruitment of National Consultants/Personnel
sample modules are attached): - Preparation of Project Contract (including Memorandum,
- Amendment, and Addendum)
Procurement Management and Administration

Figure 2. Flowchart of Development of Comprehensive Capacity Building

Task 1.1 Task 1.3
Task 1.2 Draft the Comprehensive Capacity Building Strategy
Conduct desk review to develop the comprehensive capacity Conduct consultation with key stakeholders through workshops, Focus Group Discussions and in-
building strategy and content of the training modules depth key informant interviews in Jakarta and other major cities, such as Medan, Surabaya, and
Makassar to assess the need for capacity building and training sustainability plan
Activity 1.1.1
Activity 1.2.1
Women Conduct beneficiary/ Carry out consultation with key Consultation
stakeholder mapping and stakeholders (government entities,
Entrepreneurs needs assessment (from especially LKPP, and the Ministry of Report
Focus Group Discussions Women’s Empowerment and Child
(FGD) and other Protection, women’s business
consultative meetings) associations, women entrepreneurs,
training centers)
Activity 1.2.5
Activity 1.1.2 Draft Situation Assess the needs of women
Activity 1.2.3
Analyze existing challenges Conduct a comprehensive entrepreneurs for training and capacity
as well as supporting Analysis Report Activity 1.3.1
assessment and identify the best and building in order to successfully Draft the comprehensive
elements and factors of
Women Entrepreneurs’ most appropriate institutions, access government procurement to
capacity building strategy
capacity to access including the business associations develop needs-based training
- Documents - government procurement that can continue the capacity modules, as well as their preferred
building activity post-Compact methods and tools of capacity building

- Reports
Comprehensive
Activity 1.1.4 Activity 1.1.5 Activity 1.2.4 Capacity Building
Identify their understanding Analyze women Activity 1.3.2
Identify a partner universities or
Needs Assessment and Strategy
and capacity in public entrepreneurs’ access to Present and discuss the
Training Sustainability
procurement, information public procurement with training institutes that can apply the Plan Report draft with MCA Indonesia
on rules and regulations recommendation of training training module and materials in
modules’ content based on
their curricular of subject
desk review
Activity 1.2.2
Activity 1.1.3 Identify strategy of capacity building, its
Identify gaps in these methods, tools and content of the
initiatives/modules in terms
of methodology, content training modules and materials based
and results, and how the on the reality of women -owned
strategy will address the enterprises operating in these places
gaps
Once a module is developed, approved by MCA-Indonesia, pilot-tested and finalized, the firm will
develop a work plan (schedule and venue), and conduct capacity building training for a minimum
of 15 trainers (two times in Jakarta and Makassar) and capacity building of a minimum of 30 women
entrepreneurs to be trained by trained trainers (1-time pilot in Bandung).
Task #2.1 Develop training modules, training materials, and training work plan
Personnel -Project Team Leader
Involved -Senior Gender Specialist
-Capacity Building Specialist
-Senior Mentor
Documents -Proposal
Referred -Contract
-Terms of Reference (TOR)
-Reports of relevant Projects (i.e., MCA’s survey on Women Entrepreneurs)
-SGIP (Social and Gender Implementation Plan)
Key -Bappenas
Institutions -LKPP
Involved -Professional Associations
-Universities
Activities a)
Develop both training modules targeted for trainers and women entrepreneurs in
Carried Out consultation with relevant stakeholders, and, most importantly, key government
b) ministriesand agencies
Develop a work plan for the training of trainers and training of women’s entrepreneurs
Applied - Module/Training Materials Development
Output/ - Training Work Plan
Deliverables - Final Draft of Training Modules and Training Materials
Task #2.2 Pilot test the modules in Jakarta/Bandung with trainers and women entrepreneurs
In order to test the developed modules and training material, the Consultant will test them two kinds of
training, namely (i) TOT (training for trainers) and (ii) training for women entrepreneursconsecutively.
First, TOT carried out for candidates of trainers, and subsequently the trained candidates will test the
modules and training materials for women entrepreneurs.
Table 1. Pilot Test of Training of Trainers (TOT) and Training for Women Entrepreneurs
No. Type of Pilot Participants Time/ Location/ Course Material
Test Training Duration Venue
1 TOT (Training 15 Persons 5 (five) Jakarta Part 1: Technical and procurement-
of the Trainers) days specific skills
Part 2: Training and capacity
development skills
2. Training for 30 Persons 5 (five) Bandung Part 2: Technical and procurement
Women days specific skills
Entrepreneurs
As part of the evaluation, Pre- and post-training tests will be conducted as part of the training
programs.
Evaluation of the pilot test will be used as input for improvement, updating and revision of the training
modules and training materials, both for TOT and training for women entrepreneurs. Such improvement
will be carried out and approved by MCA prior to its use for actual training.
- Senior Mentor

Referred - Contract
Key - Bappenas
Institutions - LKPP
- Universities
Activities a) Prepare TOR of the Module Pilot Test
Carried Out b) Pilot test the modules in Jakarta with trainers
c) Pilot test the modules in Bandung with women entrepreneurs
d) Finalize and approve training modules and material (based on pilot test)
Applied - Workshop
- Module testing/trial
Output/ - TOR of Module Pilot Test
Deliverables - Report of Module Pilot Test
Task #2.3 Provide training for trainers (2 times total: one in Jakarta and one in Makassar)
Training of trainers is a form of training imparted to an individual with a view to preparing him/her for
his/her future role as a trainer. This is a process which aims to develop his/her capabilities and
capacities of imparting training to others as a skilled professional. Besides, ToT also aims to help
organizations to build their own cadre of trainers. Thus ToT has a dual role to play: the individual
growth and the organizational growth. The focus of ToT is not only to build a cadre of trainers, but also
to develop necessary orientation, awareness and abilities to perform a catalytic role as facilitators of
change.
Table 2. Indicative Participants and Course Material for Training ofTrainers (TOT)
No. Batch Participants Time/ Location/ Course Material
Duration Venue
1 Batch-1 15 Persons 5 (five) Jakarta Part 2:
days Technical and procurement specific skills
Certification and registration processes.
2. Batch-2 15 Persons 5 (five) Makassar How to find and access tender/bidding
days opportunities.
Capacity in accessing and using e-
procurement process.
Preparation and submission of tenders.
Understanding contract terms and
conditions. with procuring officials and
How to work
entities. cost accounting and financial
Basic
literacy.
How to form teaming arrangements to bid
together with other businesses in order to
increase size and capacity.
Part 2:
Training and capacity development skills
- adult education training methods course
- skill/capacity assessment and
- evaluation and course materials
curriculum
- development
teaching techniques and skills

Time/ Location/ Course Material

No. Batch Participants
Duration Venue - scenario development/role playing
- training assessment techniques
- stakeholder identification and facilitation
- community consultation and negotiation
- report preparation methods
Task #2.3 Provide training for trainers (2 times total: one in Jakarta and one in Makassar)
Personnel -
Project Team Leader
Involved -
Senior Gender Specialist
-
Capacity Building Specialist
-
Senior Mentor
Documents Proposal -
Referred Contract -
-
Terms of Reference (TOR)
-
Reports of relevant Projects (i.e., MCA’s survey on Women Entrepreneurs)
-
SGIP (Social and Gender Implementation Plan)
Key Bappenas -
Institutions LKPP -
Involved -
Professional Associations
-
Universities
Activities a)
Prepare TOR for the TOT, including agenda and work plan
Carried Out b)
Provide training for trainers (2 times in total: one in Jakarta and one in
Makassar)
Applied - TOT (Training for the Trainers)
Output/ - TOR of the Training, including Work Plan
Deliverables - Report of Module Pilot Test
Task #2.4 Organize a workshop/seminar to launch the capacity building training
Related to Task #2.1, Task #2.2, and Task #2.3, once modules and training materials is
developed, approved by MCA-Indonesia, pilot-tested and finalized, the Consultant will develop
a work plan (schedule and venue), and conduct capacity building training of a minimum of 30
women entrepreneurs to be trained by trained trainers (1-time pilot in Bandung).
Table 3. Indicative Participants and Course Material for Capacity Building Trainingof
Women Entrepreneurs
No. Batch Participants Time/ Location/Venue Course Material
Duration
1. Batch-1 30 Persons 5 (five) Medan all Sumatra Part 2: Technical and
days (covering procurement specific skills
provinces) Certification and registration
2 Batch-2 30 Persons 5 (five) Jakarta-1 processes.
days (covering DKI Jakarta) How to find and access
3 Batch-3 30 Persons 5 (five) Jakarta-2 tender/bidding opportunities.
days (covering West Java and Capacity in accessing and
Banten) using e-procurement process.
4 Batch-4 30 Persons 5 (five) Surabaya Java, Preparation and submission of
days (covering Central tenders.
Yogyakarta, East Java, Understanding contract terms
Bali, NTB, and NTT) and conditions.
5 Batch-5 30 Persons 5 (five) Makassar Kalimantan, How to work with procuring
days (covering officials and entities.
Sulawesi, Maluku and Basic cost accounting and
Papua) financial literacy. teaming
How to form
arrangements to bid together

with other businesses in order

to increase size and capacity.
Task #2.4 Organize a workshop/seminar to launch the capacity building training
- Senior Mentor
Referred - Contract
Key - Bappenas
Institutions - LKPP
- Universities
Activities a) Prepare TOR of the capacity building training
Carried Out b) Organize a workshop/seminar to launch the capacity building training
c) Conduct capacity building of a minimum of 30 women entrepreneurs to be
trained by trained trainers (1 time pilot in Bandung)
Applied - Workshop/seminar
- Andragogy
- Paedagogy
- Business Model Canvas
Output/ - Report of Workshop
Deliverables
Task #2.5 Document/record process of the training including the pictures and other relevant
documentation
Under this task, the Consultant will document the process of consultations, mentoring,
advocacy and lobbying meetings, and training of trainers and women entrepreneurs. As
required, the documentation refers to quality management system applied in this project.
documentation
- Senior Mentor
Referred - Contract
Key - Bappenas
Institutions - LKPP
- Universities
Activities a) Implement quality plan in documentation and reporting
Carried Out b) Document/record the training, including pictures and other relevant
c) documentation
Prepare administrative and technical reports and/or documentation as required
Applied - Audio visual recording
- Documentation/Filing

documentation
Output/ - Report of Training Activities
Deliverables
Summary of the task and activities of Phase 2: Development of Training Modules and Conduct
Training for Trainers, is presented in the following figure.
Phase 3: Post Training Advocacy and Mentoring
The activities aim to facilitate a continuous dialogue and formal linkages between women-
owned enterprises and women’s business associations, training centers and government
entities, including Unit Layanan Pengadaan (ULPs) to seek commitment and interest in
utilizing capacity building strategy and training modules after the Compact shall have ended.
Task #3.1 Conduct dialogues with large private corporations willing to offer assistance to
small business women on tender procedures
Under this task, the Consultant will establish coordination and dialogue with large private
corporations willing to offer assistance to small business women on tender procedures.
Task #3.1 Conduct dialogues with large private corporations willing to offer assistance to small business
women on tender procedures
Involved - Capacity Building Specialist
- Senior Mentor
Referred - Contract
Key - Private corporations
Institutions - Professional Associations
Involved
Activities a) Facilitate a continuous dialogue and formal linkages between women- owned enterprises
Carried Out and women’s business associations, training centers and government entities, including
b) Unit Layanan Pengadaan (ULPs)
Plan for conducting dialogues and advocacy activities (with private corporations,
government, training centers and procurement officials)
Applied - Facilitation
- Dialogue
- Advocacy
Output/ - Dialogue Notes
Deliverables
Task #3.2 Conduct dialogues with LKPP, MOWECP and training centers/universities
Under this task, the Consultant will conduct dialogues with LKPP, MOWECP and training
centers/universities to gain interest and commitment to utilize the training modules and
comprehensive training strategies.

Figure 3. Flowchart of Development of Training Modules and Conduct Training for Trainers
Task 2.1 Task 2.2 Task 2.3 Organize a workshop/seminar to launch the capacity buildin g training
Task2.4
Develop training modules, training materials, and work plan Pilot test the modules in Jakarta/Bandung with Provide training for trainers (2 times total: one
trainers and women entrepreneurs
in Jakarta and one in Makassar)
Activity 2.2.4
Finalize and approve training modules
and material (based on pilot test) Final Training

Modules and
Training Materials
Task 2.5
Document/record process of the training including the pictures and other relevant documentation
Activity 2.5.1 Activity 2.5.2 Activity 2.5.3

Implement quality plan in documentation and reporting Document/record the training, including pictures and other relevant documentation Prepare administrative and technical reports and/or documentation as required
Task #3.2 Conduct dialogues with LKPP, MOWECP and training centers/universities to gain interest and
commitment to utilize the training modules and comprehensive training strategies
- Senior Mentor
Referred - Contract
Key - LKPP
Institutions - MOWECP
Involved - training centers
- universities
Activities a) Conduct approach and dialogues with LKPP, Ministry of Women’s Empowerment and
Carried Out b) Child Protection (MOWECP) and training centers/ universities
Establish interest and commitment to utilize the training modules and comprehensive
training strategies
Applied - Dialogue
- Advocacy
Output/ - Agreement/MOU
Deliverables - Action Plan
Task #3.3 Engage procurement officials to provide general feedback on why bidders fail and
how they can improve
Under this task, the Consultant will engage procurement officials (ULP/PSU) to provide
general feedback on why bidders fail. They are also asked on how to improve their
opportunities to access the procurement.
Task #3.3 Engage procurement officials to provide general feedback on why bidders fail and how they
can improve
Involved - Senior Mentor
Referred - Contract
Key - LKPP
Institutions - ULP/PSU
Involved
Activities a) Select relevant procurement officials to provide general feedback on practice of
Carried Out b) procurement
Discuss and formulate the problems and possible recommendations
Applied - Dialogue
- Advocacy
Output/ - Problem/issues matrix
Deliverables - Recommended solutions
Task #3.4 Provide mentoring and advisory service to Women’s Business Organizations
Under this task, the Consultant will provide mentoring and advisory service to Women’s Business
Organizations to create an information-sharing mechanism about tender opportunities.

Task #3.4 Provide mentoring and advisory service to Women’s Business Organizations to create an
information -sharing mechanism about tender opportunities
Involved - Senior Mentor
Referred - Contract
Key - Women Business Associations
Institutions
Involved
Activities a) Facilitate mentorship between large and small business owners
Carried Out b) Link women with business leaders willing to provide volunteer consulting services
c) Establish alumni forum of trained women entrepreneurs for information sharing mechanism
on tender opportunities
Applied - Mentorship
- Networking
- Business Model Canvas
Output/ - Agreement/MOU
Deliverables - Action Plan
Task #3.5 Draft of the Final Report (Report Development)
As required in TOR, under this task, the Consultant will provide document development and
production, activity progress support, and reporting.
Task #3.5 Draft of the Final Report
Personnel -
Project Team Leader
Involved -
Senior Gender Specialist
-
-
Senior Mentor
Documents Proposal -
Referred Contract -
-
Terms of Reference (TOR)
-
Reports of relevant Projects (i.e., MCA’s survey on Women Entrepreneurs)
-
SGIP (Social and Gender Implementation Plan)
Key Bappenas -
Institutions LKPP -
Involved -
Professional Associations
-
Universities
Activities a)
Record and document the process of and results from consultation, training, and post-
Carried Out training advocacy activities to identify lessons learned, good practices, and
b) recommendations for policy uptake
Document the process of consultations in developing training modules, training of trainers,
and training of women entrepreneurs to capture best practice, lessons learned and
recommendations for policy uptake and sustainability strategy
Applied - Documentation (written)
- Documentation (audio-visual)
Output/ - Final Reports
Deliverables - Project Records
Summary of the task and activities of Phase 3: Post Training Advocacy and Mentoring, is
presented in the following figure.

Figure 4. Flowchart of Post Training Advocacy and Mentoring
Task 3.1 Task 3.2 Task 3.3 Task 3.4

Conduct dialogues with large private corporations willing to Conduct approach and dialogues with LKPP, Ministry of Engage procurement officials to provide general feedback on Provide mentoring and advisory service to Women’s
offer assistance to small business women on tender Women’s Empowerment and Child Protection (MOWECP) why bidders fail and how they can improve Business Organizations
procedures and training centers/ universities
Task 3.1.1 Task 3.2.1 Task 3.3.1 Task 3.4.1

Facilitate a continuous dialogue and Conduct approach and dialogues with Select relevant procurement officials Facilitate mentorship between large
formal linkages between women- LKPP, Ministry of Women’s to provide general feedback on and small business owners
owned enterprises and women’s Empowerment and Child Protection practice of procurement
business associations, training centers (MOWECP) and training centers/
and government entities, including Unit universities
Layanan Pengadaan (ULPs)
Task 3.1.2 Task 3.2.2 Task 3.3.2 Task 3.4.2

Plan for conducting Establish interest and commitment to Discuss and formulate the problems Link women with business leaders
dialogues and advocacy utilize the training modules and and possible recommendations willing to provide volunteer consulting
activities (with private comprehensive training strategies services
corporations, government,
training centers and
Report of the Report of Advocacy
procurement officials)
Dialogue Activity with
Activity Plan of Activities Procurement Officials Task 3.4.3
Establish alumni forum of trained
Mentoring and women entrepreneurs for information FINAL
Advisory Service sharing mechanism on tender
opportunities REPORT
Task 3.5
Draft the final report
Task 3.5.1 Task 3.5.2
Record and document the process of and results from consultation, training, and post-training advocacy activities to identify Document the process of consultations in developing training modules, training of trainers, and training of women
lessons learned, good practices, and recommendations for policy uptake entrepreneurs to capture best practice, lessons learned and recommendations for policy uptake and sustainability
6.2. Work Plan
6.2.1. Work Schedule
The content and duration of each activity for this assignment is presented in the Form Tech-10: Work and
Deliverables Schedule which presenting the schedule of activities more detailed. However, this schedule
is subject to review and adjustment during inception phase, as required by MCA Indonesia.
The activity schedule has been prepared by considering the following items:
The need for effective project management and co-ordination;
The importance of sequencing activities and defining roles in order to maximize the
value of the Consultants inputs; and
The urgency for rapid start-up without delays and constraints.
In designing the activity schedule, a sequence of activities has been undertaken to ensure a
logical and consistent approach and analysis. To gain a thorough understanding of the
project, the Consultants undertook the following steps:
Perusing the Invitation Document (RFP), the TOR, Draft Contract, and other related
reports and project documents;
Reviewing and studying all available background literature and information related to MCA,
especially reports and publication related to Modernization of Procurement and SGIP (Social
and Gender Integration Plan);
Investigating, analyzing and identifying specific issues, problems and possibilities
related to MCA (Modernization of Procurement).
Following these steps, the Consultants identified the main project activities and the detailed
consultant tasks for supporting and carrying out the assignment, as presented in TECH- 10
(Work and Deliverables Schedule). However, this activity schedule is tentative, which subject
to revision and detailing during the Inception Period.
6.2.2. Phasing, Interrelation and Milestone
As indicated in TOR, phasing of this assignment is divided into 3 (three) main phases.
Addition phase (i.e. Preparation and Inception Phase) included, as starting point of the
assignment. Therefore, the Consulting Services for Capacity Building of Women
Entrepreneurs in Accessing Public Procurement comprises of three main phases:
(i) Phase 1: Development of Comprehensive Capacity Building Strategy
(ii) Phase 2: Development of Training Module and Conduct Training for
Trainers (iii) Phase 3: Post-training Advocacy and Mentoring
This proposal and Work and Deliverables Schedule (TECH 10) is prepared by considering
sequence and Interrelation among tasks and activities. The sequence and interrelation of the
tasks and activities clearly shown in Network Planning (see Section 6.2.4) below.
Milestone can be defined as a significant event in a project that is used to determine progress
toward goals. According to this definition, there are several milestones that can describe the
ground points in the progress of the work, namely:
1) Approval on the Inception Report, as a document containing the agreed scope of work,
methodology and plan to accomplish the work
2) Approval of Comprehensive Capacity Building Strategy (after presentation and discussion) 3)
Approval of draft modules and training materials developed (before pilot test)
4) Approval of modules and training materials developed (after pilot test)
5) Approval on recommendation of a partner universities or training institutes that can
apply the training module and materials in their curricular of subject
6) Approval of translation of deliverables submitted in English and Bahasa Indonesia.
All of the items (phasing, interrelation and milestone) are illustrated in TECH-10, and some
other parts of this proposal.

6.2.3. Curve “S”
A number of the scope of the task must be completed by a team of consultants during the period of
services to achieve the objective of this consultancy service. A number of deliverables also should
be generated and submitted by the Consultant as presented earlier. During that period a number of
resources that are allowed to be deployed will be allocated for the implementation of effective and
efficient services. Consultants have designed the allocation of these resources are converted into
the value of money (USD and IDR) in the form of the "S" curve that is believed to help all interested
parties in understanding this case (see Figure below).
6.2.4. Network Planning
Network planning is one of planning techniques that can help in evaluating the interactions
between activities. Benefits that can be perceived from the use of network analysis are as follows:
a. Having ability to recognize (identify) the critical path (critical path), which in this case
is a critical path activity in the scale of the overall project completion time.
b. Having ability to predict the difficulties that will arise long before the occurrence so
that preventive action can be taken.
c. Having ability to make changes to the allocation of resources when needed to increase
the efficiency and effectiveness of project completion.
d. As an effective communicative/management tool.
The following Figure presents the network planning for implementing this Consulting
Services for Capacity Building of Women Entrepreneurs in Accessing Public Procurement.
6.2.5. Quality Plan
As required in TOR, the Consultant will prepare PQP (project quality plan), which contents
cover all those mentioned in TOR and other relevant measures, as follows.
a. Overall Project Management. PT Trippcons Internasional and PPSW represent a multi-
disciplinary consultancy and engineering firm with considerably experience in the training,
capacity building and gender mainstream. Our project management procedures have been
developed to target effective management of the project implementation.
b. Effective Planning. Effective planning is essential to the successful and timely completion of
project work. The Inception Report will constitute a key planning document, mapping out the
direction of the project and highlighting critical path issue and milestones. The Inception Report
will also contain information such as work plan, project contact directory, etc.
c. Project Management and Quality Assurance. Having set out the work required, we will
implement standardized Project Management and Quality Assurance throughout the
assignment. In our experience, such an approach promotes effective communication
between members of the project team and also assists in monitoring progress against
the agreed program.
d. Project Office. For this project, we will open a project office in Jakarta located nearby
of MCA Indonesia/LKPP. The Team Leader and key staff, will operate in the project
office. They will interact with MCA Indonesia/LKPP head office in Jakarta.
e. Backstopping Support. At the home office of PT Trippcons Internasional, there will be
a pool of specialists available for supporting the project, especially for administrative
and technical support.
f. Stakeholders Management. In order to achieve the TOR and satisfy to MCA
Indonesia/LKPP, the Consultants will establish a two-way communication with senior
officers and key stakeholders involved in the project.
g. Regular Meeting with MCA Indonesia. The Consultants have planned to conduct
regular meeting with MCA Indonesia and other key stakeholders (LKPP).

Figure 11.
S-Curve the Activity for Consulting Services for capacity Building of Women Entrepreneurs in Accessing Public Procurement
.
2
No. Ac ti vit y Weight Weeks 3.4.3 Establish alumni forum of trained women
mechanism on tender opportunities
% 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 3.5 Draft of the Final Report
Phase 0 Mobilization, Preparation and Inception 0.08 0.08
3.5.1 Record and document the process of and
0 Office Set-up (including equipment, vehicles, etc.) post-training advocacy activities to identi
.
1 recommendations for policy uptak
0 Mobilization of Key Personnel and supporting personnel 0.08 0.08 3.5.2 Document the process of consultations in
. trainers, and training of women entrepren
2
0 Collection of relevant data and information (secondary data) 0.20 0.20 learned and recommendations for policy uptake and
. 4 DELIVERABLES
3
0 Courtesy Call and Kick-off Meeting 0.20 0.20
. 4 Inception report
4 .
0 Prepare PQP (Project Quality Plan) 0.08 0.08 1
. 4 Draft Situation Analysis Report
5 .
0 Prepare Inception Report 0.08 0.08
.
2
6 4 Consultation report
Development of a Comprehensive Capacity Building Strategy - .
Phase 1 - 3
4 Needs Assessment and Training Sustain
1.1 Conduct desk review to inform the comprehensive capacity building strategy and content of -
.
the training modules. 4
1.1.1 Conduct beneficiary/stakeholder mapping and needs assessment (from Focus Group 0.55 0.20 0.20 0.15 4 Comprehensive Capacity Building Strate
Discussions (FGD) and other consultative meetings) .
1.1.2 Analyze existing challenges as well as supporting elements and factors of Women 1.35 0.20 0.40 0.20 0.40 0.15 5
Entrepreneurs’ capacity to access government procurement 4 Training Work Plan
1.1.3 Identify gaps in these initiatives/modules in terms of methodology, content and results, and 0.32 0.05 0.06 0.08 0.09 0.06 .
how the strategy will address the gaps 6
1.1.4 Identify their understanding and capacity in public procurement, information on rules and 0.32 0.05 0.06 0.08 0.09 0.06 4 Final Draft of Training Modules and Train
regulations .
1.1.5 Analyze women entrepreneurs’ access to public procurement with recommendation of 0.32 0.05 0.06 0.08 0.09 0.06 7
training modules’ content based on desk review 4 TOR of Module Pilot Test
-
Conduct consultation with key stakeholders through workshops, Focus Group .
8
1.2 Discussions and in-depth key informant interviews in Jakarta and other major - 4 Report of Module Pilot Test
.
cities such as Medan, Surabaya, and Makassar to assess the needs for capacity
9
building and training sustainability plan 4 TOR of the Training, including agenda an
1.2.1 Carry out consultation with key stakeholders (government entities, especially 0.18 0.05 0.08 0.06 .
LKPP, and the Ministry of Women’s Empowerment and Child Protection, 1
women’s business associations, women entrepreneurs, training centers) 0
1.2.2 Identify strategy of capacity building, its methods, tools and content of the training 0.57 0.12 0.12 0.12 0.12 0.09 4 Report of Training of Trainers
.
modules and materials based on the reality of women-owned enterprises 1
operating in these places 1
1.2.3 Conduct a comprehensive assessment and identify the best and most 0.89 0.05 0.06 0.08 0.09 0.06 0.12 0.12 0.12 0.12 0.09 4 Report of workshop
appropriate institutions, including the business associations that can continue the .
1
capacity building activity post-Compact
2
1.2.4 Identify a partner universities or training institutes that can apply the training 0.89 0.05 0.06 0.08 0.09 0.06 0.12 0.12 0.12 0.12 0.09
4 Report of Training Activities
module and materials in their curricular of subjec .
1.2.5 Assess the needs of women entrepreneurs for training and capacity building in 0.89 0.05 0.06 0.08 0.09 0.06 0.12 0.12 0.12 0.12 0.09 1
order to successfully access government procurement to develop needs-based 3
training modules, as well as their preferred methods and tools of capacity building - 4 Plan for conducting dialogues and advoc
.
1.3 Draft the Comprehensive Capacity Building Strategy 1
-
4
1 Draft the comprehensive capacity building strategy 1.27 0.05 0.06 0.08 0.09 0.06 0.12 0.12 0.12 0.12 0.09 0.38 4 Report of the Dialogue Activities
. .
3 1
. 5
1 4 Report of advocacy activity with procure
1 Present and discuss the draft with MCA Indonesia 0.50 0.50 .
. 1
3 6
. 4 Activity plan of mentoring and advisory s
2 .
Phase 2 Development of Training Modules and Conduct Training for Trainers - 1
- 7
2 Development of Work Plan, Training Modules and training Materials - 4 Final Report
. .
1 1
2.1.1 Develop both training modules targeted for trainers and women entrepreneurs in 5.42 0.38 0.50 0.63 1.00 0.63 1.00 0.63 0.42 0.25 8
consultation with relevant stakeholders, and, most importantly, key government 5 FINISH ACTIVITY
ministries and agencies
2.1.2 Develop a work plan for the training of trainers and training of women’s 0.75 0.33 0.42 WEIGHT PER MONTH
entrepreneurs WEIGHT CUMULATIVE
-
2.2 Pilot test the modules in Jakarta/Bandung with trainers and women entrepreneurs -
-
2 Prepare TOR of the Module Pilot Test 1.00 0.42 0.25 0.33
.
2
.
1
2 Pilot test the modules in Jakarta with trainers 0.94 0.63 0.31
.
2
.
2
2 Pilot test the modules in Bandung with women entrepreneurs 0.25 0.25
.
2
.
3
2 Finalize and approve training modules and material (based on pilot test) 0.65 0.31 0.33
.
2
.
4
2.3 -
Provide training for trainers (2 times total: one in Jakarta and one in Makassar) -
2 Prepare TOR for the TOT, including agenda and work plan 0.56 0.31 0.25
.
3
.
1
2 Provide training for trainers (2 times in total: one in Jakarta and one in Makassar) 2.48 1.08 1.40
.
3
.
2
2.4 Organize a workshop/seminar to launch the capacity building training -
-
2 Prepare TOR of the capacity building training 0.56 0.25 0.31
.
4
.
1
2 Organize a workshop/seminar to launch the capacity building training 4.08 4.08
.
4
.
2
2.4.3 Conduct capacity building of a minimum of 30 women entrepreneurs to be trained 1.75 1.75
by trained trainers (1 time pilot in Bandung)
-
2.5 Document/record process of the training including the pictures and other relevant
-
documentation
2 Implement quality plan in documentation and reporting 31.82 0.10 0.10 0.50 0.50 0.10 0.10 0.10 0.10 0.10 0.10 0.10 0.10 0.15 0.15 0.15 0.15 0.15 0.15 0.15 0.15 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.42 0.25 0.33 0.42 0.63 0.31 0.25 0.31 0.33 1.08 1.40 4.08 1.75 1.63 0.63 0.63 0.63 0.63 0.31 0.63 0.25 0.63 0.25 0.31 1.25 0.31 1.25 0.31 1.25 0.31 0.25 0.31 0.25
.
5
.
1
2 Document/record the training, including pictures and other relevant documentation 13.96 0.33 1.08 1.40 4.08 1.75 1.63 0.63 0.63 0.63 0.63 0.31 0.63 0.25
.
5
.
2
2 Prepare administrative and technical reports and/or documentation as required 6.48 0.38 0.38 0.38 0.25 0.42 0.31 0.31 0.63 0.31 0.31 0.31 0.31 0.31
.
5
.
3
Phase 3 Post Training Advocacy and Mentoring -
-
3.1 Conduct dialogues with large private corporations willing to offer assistance to -
-
small businesswomen on tender procedures.
3.1.1 Facilitate a continuous dialogue and formal linkages between women-owned 1.88 0.63 0.50 0.75
enterprises and women’s business associations, training centers and government
entities, including Unit Layanan Pengadaan (ULPs)
3.1.2 Plan for conducting dialogues and advocacy activities (with private corporations, 0.63 0.63
government, training centers and procurement officials)
-
3.2 Conduct dialogues with LKPP, MOWECP and training centers/universities
-
3.2.1 Conduct approach and dialogues with LKPP, Ministry of Women’s Empowerment 1.88 0.63 0.63 0.63
and Child Protection (MOWECP) and training centers/ universities
3.2.2 Establish interest and commitment to utilize the training modules and 1.19 0.50 0.31
comprehensive training strategies

-
3.3 Engage procurement officials to provide general feedback on why bidders fail and
-
how they can improve
3.3.1 Select relevant procurement officials to provide general feedback on practice of 1.38 0.50 0.31
procurement (WE focus)
3 Discuss and formulate the problems and possible recommendations 0.90
.
3
.
2
-
3.4 Provide mentoring and advisory service to Women’s Business Organizations to -

create an information-sharing mechanism about tender opportunities
3 Facilitate mentorship between large and small business owners 1.28
.
4
.
1
3 Link women with business leaders willing to provide volunteer consulting services 0.75
.
4
50
100
40
90
30
80
20
70
10
60
0
Figure 12.
Network Planning the Activity for Consulting Services for Capacity Building of Women Entrepreneurs in Accessing Public Procurement
Ref: PC-E-011
2.5.1 1
80
4.1 1 4.2 5 4.3 10 4.4 15 4.5 20 4.6 21 4.7 29 4.10 30 4.11 34 4.8 35 4.12 38 4.13 48 4.14 50 4.15 60 4.16 64 4.17 68 4.18 80
1 5 10 15 20 21 29 30 34 35 38 48 50 60 64 68 80
0.1 1 1.1.1 5 1.1.1 8 1.1.1 10 4.9 35
1 1 5 2 8 3 10 35
0 0 0.5 1 0.6 1 0.3 2 0.4 2 1.1.3 11 1.2.2 16 2.1.1 21 2.1.2 30 2.4.1 34 2.4.2 40 3.1.1 53 3.1.1 55 3.1.1 57 3.1.2 58 3.3.2 61 3.4.3 67 5 80
1.1.4
0 1 1 2 2 16 20 29 31 35 40 53 55 57 58 64 79 80
1.1.5 1 2 3
0.2 1 REMARK : 1.1.2 5 1.2.4 11 2.2.2 32 2.2.3 34 2.3.2 37 3.2.1 53 3.2.1 55 3.2.1 57 3.2.2 58 3.4.1 62 3.5.1 67
1 A : Number of Activity 10 1.2.3 19 33 34 38 1 53 2 55 3 57 60 1-4 68 1-6 79
B 1.2.5
A B : EET (Earliest Even Time)

C C : LET (Latest Even Time) 1.2.1 11 1.2.1 13 1.2.1 16 2.2.1 28 2.3.1 33 3.3.1 58 3.4.2 63 3.5.2 68
Time duration in WEEK 1 11 2 13 3 16 30 34 61 1-3 67 1-8 80

Line connecting the activities 11 22 23 36 49
before and after 1-7 8-23

Critical path 21 22 35 48 79
1.3.1 1.3.2 2.5.2
2.5.3 2.5.3
NO ACTIVITY NO ACTIVITY NO ACTIVITY NO ACTIVITY
0 START ACTIVITY 1.2.3 Conduct a comprehensive assessment and identify the best and most 2.4.1 Prepare TOR of the capacity building training 3.4 Provide mentoring and advisory service to Women’s Business Organizations
0.1 Mobilization, Preparation and Inception appropriate institutions, including the business associations that can continue 2.4.2 Organize a workshop/seminar to launch the capacity building training 3.4.1 to create an information-sharing mechanism about tender opportunities
Office Set-up (including equipment, vehicles, etc.) 1.2.4 the capacity building activity post-Compact 2.4.3 Conduct capacity building of a minimum of 30 women entrepreneurs to be Facilitate mentorship between large and small business owners
0.2 Mobilization of Key Personnel and supporting personnel Identify a partner universities or training institutes that can apply the training trained by trained trainers (1 time pilot in Bandung) 3.4.2
0.3 Collection of relevant data and information (secondary data) 1.2.5 module and materials in their curricular of subject 2.5 Document/record process of the training including the pictures and other 3.4.3 Establish alumni forum of trained women entrepreneurs for information
0.4 Courtesy Call and Kick-off Meeting Assess the needs of women entrepreneurs for training and capacity building in sharing mechanism on tender opportunities
0.5 Prepare PQP (Project Quality Plan) order to successfully access government procurement to develop needs- 2.5.1 relevant documentation 3.5 Draft of the Final Report
0.6 Prepare Inception Report based training modules, as well as their preferred methods and tools of Implement quality plan in documentation and reporting 3.5.1
Phase 1 Development of a Comprehensive Capacity Building Strategy capacity building 2.5.2 Document/record the training, including pictures and other relevant documentation Record and document the process of and results from consultation,
1.3 Draft the Comprehensive Capacity Building Strategy 2.5.3 Prepare administrative and technical reports and/or documentation as required training, and post-training advocacy activities to identify lessons learned,
1.1 Conduct desk review to inform the comprehensive capacity building strategy and cont 1.3.1 Phase 3 Post Training Advocacy and Mentoring 3.5.2 good practices, and recommendations for policy uptake
1.1.1 of the training modules. Draft the comprehensive capacity building strategy Document the process of consultations in developing training modules,
Conduct beneficiary/stakeholder mapping and needs assessment (from Focus Group 1.3.2 Present and discuss the draft with MCA Indonesia 3.1 Conduct dialogues with large private corporations willing to offer assistance to small training of trainers, and training of women entrepreneurs to capture best
1.1.2 Discussions (FGD) and other consultative meetings) Phase 2 Development of Training Modules and Conduct Training for Trainers practice, lessons learned and recommendations for policy uptake and
Analyse existing challenges as well as supporting elements and factors of Women 3.1.1 small businesswomen on tender procedures. sustainability strategy
1.1.3 Entrepreneurs’ capacity to access government procurement 2.1 2.1.1 Development of Work Plan, Training Modules and training Materials Facilitate a continuous dialogue and formal linkages between women-owned 4 DELIVERABLES
Identify gaps in these initiatives/modules in terms of methodology, content and results Develop both training modules targeted for trainers and women entrepreneurs enterprises and women’s business associations, training centres and 4.1
1.1.4 and how the strategy will address the gaps in consultation with relevant stakeholders, and, most importantly, key 3.1.2 government entities, including Unit Layanan Pengadaan (ULPs) Inception report
Identify their understanding and capacity in public procurement, information on rules 2.1.2 government ministries and agencies Plan for conducting dialogues and advocacy activities (with private 4.2 Draft Situation Analysis Report
1.1.5 and regulations Develop a work plan for the training of trainers and training of women’s corporations, government, training centers and procurement officials) 4.3 Consultation report
Analyse women entrepreneurs’ access to public procurement with recommendation of entrepreneurs 3.2 Conduct dialogues with LKPP, MOWECP and training centres/universities 4.4 Needs Assessment and Training Sustainability Plan Report
training modules’ content based on desk review 2.2 Pilot test the modules in Jakarta/Bandung with trainers and women entrepreneurs 3.2.1 4.5 Comprehensive Capacity Building Strategy
1.2 Conduct consultation with key stakeholders through workshops, Focus Group 2.2.1 Conduct approach and dialogues with LKPP, Ministry of Women’s 4.6 Training Work Plan
Prepare TOR of the Module Pilot Test 3.2.2 Empowerment and Child Protection (MOWECP) and training centres/ universities 4.7 Final Draft of Training Modules and Training Materials
Discussions and in-depth key informant interviews in Jakarta and other major 2.2.2 Pilot test the modules in Jakarta with trainers Establish interest and commitment to utilize the training modules and 4.8 TOR of Module Pilot Test
cities such as Medan, Surabaya, and Makassar to assess the needs for 2.2.3 Pilot test the modules in Bandung with women entrepreneurs comprehensive training strategies 4.9 Report of Module Pilot Test
1.2.1 capacity building and training sustainability plan. 2.2.4 Finalize and approve training modules and material (based on pilot test) 3.3 Engage procurement officials to provide general feedback on why bidders fail 4.10 TOR of the Training, including agenda and work plan
Carry out consultation with key stakeholders (government entities, especially 2.3 Provide training for trainers (2 times total: one in Jakarta and one in Makassar) 4.11 Report of Training of Trainers
LKPP, and the Ministry of Women’s Empowerment and Child Protection, 2.3.1 3.3.1 and how they can improve 4.12 Report of workshop
1.2.2 women’s business associations, women entrepreneurs, training centres) Prepare TOR for the TOT, including agenda and work plan Select relevant procurement officials to provide general feedback on practice 4.13 Report of Training Activities
Identify strategy of capacity building, its methods, tools and content of the 2.3.2 Provide training for trainers (2 times in total: one in Jakarta and one in Makassar) 3.3.2 of procurement (WE focus) 4.14 Plan for conducting dialogues and advocacy activities
training modules and materials based on the reality of women-owned 2.4 Organize a workshop/seminar to launch the capacity building training Discuss and formulate the problems and possible recommendations 4.15 Report of the Dialogue Activities
enterprises operating in these places 4.16 Report of advocacy activity with procurement officials
4.17 Activity plan of mentoring and advisory service
4.18 Final Report
5 FINISH ACTIVITY

6.2.6. Reporting and its Schedule
Based on the TOR, there are some reports as the duty of the consultant to prepare and deliver to the
Client. The TOR also mentioned there are several outputs should be completed by the Consultant in
accordance predetermined time. Reporting requirements will closely refer to TOR, except stated
otherwise. During the service the Consultants will prepare and submit the following reports:
Table 4. Submission Schedule of Reports/Deliverables
Reports/Deliverables Remarks
Inception Report 1 (Week#)
Draft Situation Analysis Report 5
Consultation Report 10
Needs Assessment and Training Sustainability Plan Report 15
Comprehensive Capacity Building Capacity 20
Training Work Plan 21
Final Draft of Training Modules and Training Materials 29
TOR of Module Pilot Test 30
Report of Module Pilot Test 34
TOR of the Training, including Work Plan 36
Report of Workshop 38
Report of Training Activities 48
Plan for conducting dialogues and advocacy 50
activities
Report of the Dialogue Activities 60
Report of Advocacy Activity with Procurement Officials 64
Activity Plan of Mentoring and Advisory Service 68
Final Report 80
6.3. Organization and Staffing
6.3.1. Team Composition
The team composition of Capacity Building of Women Entrepreneurs in Accessing Public

Procurementis presented in the table below.
Table 5. Composition of Consultant Team for Capacity Building of Women Entrepreneurs in
Accessing Public Procurement
No. Position
A. Key Professional Personnel
K-1 Project Team Leader
K-2 Senior Gender Specialist
K-3 Capacity Building Specialist
K-4 Senior Mentor

B. Additional Professional Personnel
B-1 SPSE Administrator
B-2 Supervisor/Event Organizer
6.3.2. Staffing Schedule
The Consultant’s experts have been carefully selected and planned over the assignment period,
coinciding accurately with the work plan of activities. The staffing schedule is presented in TECH-9.
6.3.3. Task Assignment and Jobs Description
The job description of each expert closely refer to TOR, as presented in the table shown in TECH-8.

PT.TrippconsInternasional
TECH-7. COMMENTS AND SUGGESTIONS
7.1. On the Terms of Reference
The Consultants have studied carefully and thoroughly REQUEST FOR

PROPOSALSQuality and Cost Based Selection (QCBS) PC-E-011 (including TOR). In this
regard, the Consultant appreciate that TOR has explained clearly about the background
information of this work assignments and instructions to be executed by the Consultants.
However, the Consultant would like to provide the general as well as the specific
comments on the TOR as an understanding of the work and the underlying conceptual
approach and methodology and work plan to be developed for the implementation of this
work. This also reflect innovations to be carried in the assignment.
7.1.1. General Comments
Based on observations of the Consultants, the TOR for Consulting Services for Capacity
Building of Women Entrepreneurs in Accessing Public Procurement has been presented with
very clear, complete and structured. This will greatly assist the Consultants in developing the
methodology and work plan that appropriate and can be applied within a predetermined time
period.Minutes of Pre-Proposal Conference (22 January 2016) and subsequent clarification
(No. 1 dated February 5, 2016) addendum are also considered and included in this comment.
Table 7.1. General Comments on Terms of Reference
1 Background Information 103 Self-explanatory
2 Background of the Women Entrepreneurs’ Access to 103 Self-explanatory

Public Procurement
3 Scope of Services 106 Self-explanatory, except rearrangement
of tasks and duties as approach and
methodology
4 Tasks 107 Self-explanatory, except for project
location and target groups
5 Activities, Deliverables and Timeline 109 Self-explanatory
6 Quality Assurance 111 Self-explanatory
7 Project Coordination 112 Self-explanatory
8 Contract Period 112 Self-explanatory
9 Services and Facilities Provided by MCA-Indonesia 113 Self-explanatory
10 Facilities Provided by the Consultant Firm 113 Self-explanatory
11 Required Staffing and Level of Effort 113 Self-explanatory
7.1.2. Specific Comments
7.1.2.1. Time Period
In TOR (Point 8, Page 112) mentioned that the Contract will be for a period of 20 months.
Meanwhile in other part (especially Point 5, Page 109; Table of Activities, Deliverables and
Timeline) indicated that the time is 80 (eighty) weeks. In this case, it shall be clarified the
assumption used for number of week in a month and day in a week.
Clearly, TOR assumes that on average one month is defined as 4 (four) weeks of effective
working days or 20 working days in a week. The rest are non-working days comprising of
Saturday, Sunday and national holidays. Preparation of work schedule and staffing
schedule and other time based scheduling refer to this working weeks/days.

7.1.2.2. Location
TOR as well as explanation during pre-proposal conference does not explicitly mention on
location covered by the assignment. However, referring to previous survey (Gender Vendor
Survey) carried by MCA, the location for training of target groups covered but not limited to the
previously selected locations: Jakarta, Medan, Surabaya, and Makassar. Basically this represent
regional coverage of both western and eastern Indonesia.
Interpreting from TOR, the locations of trainings and/or events can be summarized as follows.
No. Training/Events Locations
1 FGD/In-depth Interview for training assessment Medan, Jakarta,Surabaya, and Makassar
2 Pilot Test for TOT Jakarta
3 Pilot Test for Training of Women Entrepreneurs Bandung
4 Training for Trainers (TOT) Jakarta and Makassar
5 Capacity Building Training Medan, Jakarta (2 batches), Surabaya, and Makassar
However, the proposed location for training does not limit origin of the trainees (target
groups). As above comments the target groups and their distribution nation-wide will be
decided later in Approach and Methodology.
7.1.2.3. Women Entrepreneurs and Target Groups
As clarified in Minutes of Pre-Proposal Conference the definition of Women Entrepreneurs as

target in this capacity building include but not limited small and medium scale Entrepreneurs.
Regarding to their status, the assignment is also open for both owners and managers of the
enterprises. The details of the target groups will be assessed later in key stakeholders mapping
(as will be elaborated in Approach and Methodology).
However, as this assignment provided under the Procurement Modernization (PM) component,
therefore, special requirement is targeted for Women Entrepreneurs/businesses involved in
Government Public Procurement. Regardless of the sector, they shall be involved in both
procurements for goods and services.
However, based on previous gender vendor survey, there have been identified several potential
types of business involved, among others: Catering/Cleaning Service
Stationary Supplier
Consulting Service Long Lasting Goods Supplier
Engineering Consultant Service Rental/Security/Travel Service
Construction Service Printing Service
Consumable Goods Supplier Heavy Equipment/Electric Supplier
Health Equipment Supplier Construction Material/Chemical
General Trade Supplier
Final decision on the target groups will be made in close consultation with several stakeholders.
Among the most important ones are LKPP, Ministry of Women Empowerment and Child Protection,
and MCA-Indonesia. The Consultant will provide the list and the final decision will be taken based
on the consultationand discussion conducted with these organizations.
7.1.2.4. Training Modules
TOR and minutes of pre-proposal conference indicated that the final modules will be
developed based on the feedbackfrom key stakeholders and women entrepreneurs. The
TOR provides a guide on the content of thetraining modules which it may cover several
subjects as indicated in the TOR.
The module will be prepared based on situation analysis of women entrepreneurs’
access to public procurement, and business in general.
The purpose of the business training is to give participants, with varying levels of business
experience, the basic understanding and tools needed to make their businesses successful. It is

aimed at entrepreneurs who are already active in a procurement based business (both goods
and services), helping them to think about what it means to be an effective entrepreneur and
how they can use the principles of entrepreneurship to enhance their business activities. They
will learn the following skills and start to apply them to their business:
Marketing
Customer care
Costing & pricing
Financial planning
Recordkeeping
Business models
Business planning
Depending on the feedback from key stakeholders and women entrepreneurs, as a guide the
content of the training modules might cover the following subjects:
Certification and registration Understanding contract terms and
processes conditions.
How to find and access tender/bidding How to work with procuring officials
opportunities. and entities.
Capacity in accessing and using e- Basic cost accounting and financial
procurement process. literacy.
Preparation and submission of How to form teaming arrangements to
tenders. bid together with other businesses in
order to increase size and capacity.
However, as already indicated that these are only indicative modules, and subject to adjustment
as actual analysis made and real demands identified.
Furthermore, PT Trippcons Internasional have already some relevant modules to be used (with
prior adjustment and updating) for this capacity building training. They are among others:
- Technical training on Application of SPSE Version 4
- Pre-Proposal Management (EOI/Pre-Qualification, Selection of Partners, Marketing
- Strategy)
Preparation of Technical Proposal (Firm, Approach and Methodology, Work Plan,
- Staffing, and Curriculum Vitae)
Preparation of Cost Proposal
- Recruitment of National Consultants/Personnel
- Preparation of Project Contract (including Memorandum, Amendment, and Addendum)
- Procurement Management and Administration
In addition to developing new modules and training materials, the Consultant will use the
knowledge and experience as much as possible. To mention a few, the following modules
are available (some sample modules are attached):
7.1.2.5. Key Stakeholders Identification and Mapping
From the early (Inception Report), the Consultant shall identify and map all of key
stakeholders to be consulted and engaged.
TOR already indicated several key stakeholders to be consulted and engaged in this
assignment, among others (by category):
- Government (LKPP and others)
- Women-owned firms
- Development partners
- Others
7.1.2.6. Scope of Work
TOR has extensively detailed the scope of work, tasks and timeline to be followed. However,
there is slight inconsistency between narrative text and costed activities. For that reason, the

Consultant would confirm on the detail scope of work (tasks and activities). In addition,
the Consultant would also some supportingwhich required to ensure smooth
implementation of 3 (three) main scope of work:
(i) Phase 1: Development of Comprehensive Capacity Building Strategy
(ii) Phase 2: Development of Training Module and Conduct Training for
Trainers (iii) Phase 3: Post-training Advocacy and Mentoring Activities
The Scope of Work (Comparison of TOR vs. Proposal) show in Annex 3.
7.1.2.7. Procurement Specialist and SPSE Administrator
There are only 4 (four) key experts mentioned in TOR,

comprising of: - Team Leader
- Senior Gender Specialist
- Senior Mentor
Since there is no explicit requirement for “Procurement Specialist”, i.e., main theme of the
assignment, the Consultant suggest to formally declared Senior Mentor cum Procurement
Specialist (Senior Mentor/Procurement Specialist). Furthermore, the position requires exactly
same criteria as Procurement Specialist, i.e., proven track record in working with government
and private sectors on entrepreneurship or public procurement training. Nominated Project
Team Leader is also qualified and experienced in public procurement.
In addition to Procurement, the Consultant also proposed an additional professional personnel of
SPSE Administrator, who will support in training of SPSE (Electronic Procurement System).
7.1.2.8. Business Model Canvas
The Business Model Canvas was proposed by Alexander Osterwalder based on his earlier book:
Business Model Ontology. It outlines several prescriptions which form the building blocks for the
activities. It enables both new and existing businesses to focus on operational as well as strategic
management and marketing plan. Considering its practicality and wide use in business, the
Consultant will consider to introduce and use the model during the training and mentoring.

Key Partners (Who are your key partners/suppliers?; What are the motivations for
the partnerships?
Key Activities (What key activities does your value proposition require?; What
activities are important the most in distribution channels, customer relationships,
revenue stream…?)
Value Preposition (What core value do you deliver to the customer?; Which
customer needs are you satisfying?)
Customer Relationship (What relationship that the target customer expects you to
establish?; How can you integrate that into your business in terms of cost and format?)
Customer Segment (Which classes are you creating values for?; Who is your most
important customer?)
Key Resource (What key resources does your value proposition require?; What
resources are important the most in distribution channels, customer relationships,
revenue stream…?)
Distribution Channel (Through which channels that your customers want to be
reached?; Which channels work best? How much do they cost?; How can they be
integrated into your and your customers’ routines?)
Cost Structure (What are the most cost in your business?; Which key resources/
activities are most expensive?)
Revenue Stream (For what value are your customers willing to pay?; What and
how do they recently pay? How would they prefer to pay?; How much does every
revenue stream contribute to the overall revenues?)
7.2. On the Counterpart Staff and Facilities
As required in TOR, the Firm will provide the necessary office space, equipment, and expenses
needed to perform the services and to achieve the objectives. These expenses will include the
activities involved in the preparation and implementation of the workshops/training, production
and printing oftraining modules and materials, venues/meeting packages and meals for Training of
Trainers and Pilot Training, travel expenses of the trainers.
However, successful implementation of this assignment also requires support from MCA
Indonesia as Client. Some have been mentioned in TOR, while the others shall be
discussed and agreed upon later during inception phase.
7.2.1. Administrative Support
As mentioned in TOR, MCA-Indonesia will provide formal letters of introduction to

relevant stakeholders for the purpose of conducting interviews and invitations for FGDs
and workshops/training. Travel and accommodation for trainees (Training of Trainers and
Pilot Training) will be supported by MCA-Indonesia.
7.2.2. Office Space and Venue
As required in TOR, the Firm will provide the necessary office space, equipment, and other
requirementsrequired to perform the services and to achieve the objectives. These expenses will
include the activities involved in the preparation and implementation of the workshops/training,
production and printing of training modules and materials, venues/meeting packages and meals for
Training of Trainers and Pilot Training, travel expenses of the trainers.

TECH-8. TEAM COMPOSITION AND TASK ASSIGNMENTS
8.1. Key Professional Personnel
Key Professional Personnel

Name of Organization Area of Expertise Position Task Assigned
Staff Assigned
TRIPPCONS Project Project Lead and oversee the overall project
Kaeni
Management Team planning and implementation.
Program Leader Liaise with MCA-Indonesia.
Coordinator Liaise with the key government and
Public non-government stakeholders.
Procurement Ensure the project implementation
Project are in accordance with project
Administration objectives.
Training/ Lead and facilitate national seminars
Facilitation and workshops.
Loan Ensure the reporting of each output
Disbursement is well drafted and submitted
according to the deadline.
PPSW Gender Senior Lead the women entrepreneur
Sulisty-
Mainstreaming Gender training needs assessment and the
owati Training Specialist drafting of a situational analysis on
Management women entrepreneurs’ access to
Community public procurement.
Facilitator Assist the Team Leader in drafting
Capacity the comprehensive capacity building
Building strategy. the Capacity Building
Workshop/ Supervise
Training Specialist in ensuring the key
Facilitator stakeholder consultation for needs
Module assessment and quality of training
Development module are in compliance with
gender equality principles.
Support the Team Leader in drafting
reports, documenting the process of
consultations, mentoring, advocacy
and discussion meetings and training
of trainers and women entrepreneurs
PPSW Capacity Capacity Lead and conduct key stakeholder
Sudiani
Building Building consultations (FGDs, other
Development Specialist consultative in meetings, and
and Training workshops) Jakarta, Medan,
Training/Field Surabaya, and Makassar, as
Facilitator needed. development of training
Module Lead the
Development modules and training materials,

Key Professional Personnel

Name of Position
Organization Area of Expertise Task Assigned
Staff Assigned
Province Based including the TORs for training, its
Monitoring agenda and, timetable.
Support the Senior Gender Specialist
and Team Leader in developing a
comprehensive capacity building
strategy. the facilitation of training
Supervise
for trainers and women
entrepreneurs.
Support the Team Leader in drafting
reports, documenting the process of
consultations, mentoring, advocacy
and lobbying meetings, and training
of trainers and women
entrepreneurs.
TRIPPCONS Mentoring and Senior Lead the development of the Post-
Budihar-
Advocacy Mentor training Advocacy and Mentoring
tono Public Activity Plan. Team Leader in
Procurement Support the
Facilitation, developing a comprehensive
Capacity and capacity building strategy. and
Building Lead and conduct dialogue
Training Team mentoring activities with
Deputy stakeholders, particularly the private
Leader sector, training centers,
Project Audit government/procurement officials
and women’s business associations.
Support the Team Leader in
drafting reports and documenting
the process of post-training
advocacy and mentoring
8.2. Additional Profession Personnel
Additional Professional Personnel

Name of Organization Area of Position Task Assigned
Staff Expertise Assigned
TRIPPCONS SPSE SPSE Assist in developing modules/training
Muba-
ICT Administrator materials as well as training delivery
rok related to SPSE (Electronic Procurement
System)
PPSW Supervisor Supervisor/ Responsible for arranging and supervising
Soba-
Event Event events such as workshops, FGDs,
riyah Organizer Organizer Seminar or other kind of

Training meeting/gathering
and
Capacity
Building
Gender
Specia-list/
Women
Entre-
preneur
8.3. Support Staff
Support Staff
Name of Organization Area of Position Task Assigned
Staff Expertise Assigned
Tbn TRIPPCONS Project Office Office Manager Responsible for running office and
Management liaison between Firm, Project and MCA
and Indonesia
Communica-
tion
Tbn TRIPPCONS Administration Administrative Responsible for all matters related to
and Finance Assistant administration and finance
Tbn TRIPPCONS Logistic Logistic Officer Responsible for supporting logistics in
events such as workshops, FGDs,
Seminar or other kind of
meeting/gathering
Tbn PPSW Documentation Document Responsible for compiling, filing,
, Administration Specialist recording and controlling project
(Document documents (as set forth in Project
Controller) Quality Plan)
Tbn TRIPPCONS Transport Driver Transport
Tbn PPSW Cleaning and Office Boy Cleaning Service and housekeeping
Service
Housekeeping

TECH-9. STAFFING SCHEDULE
No. Position Foreign/Local Total Staff-Month Input

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Home Field Total
KEY PROFESSIONAL PERSONNEL
K-1 Team Leader Home 11,00 7,00 18,00

K-2 HARMAWAN KAENI Field 6,00 12,00
Senior Gender Specialist 6,00
K-3 TRI ENDANG SULISTYOWATI 11,00 18,00
K-4 SULY SUDIANI 6,00 7,00 16,00
Senior Mentor 10,00
SAIKUN BUDIHARTONO
Additional Professional Personnel Subtotal Key Professional Personnel 34,00 20,00 64,00
NK-1 SPSE Administrator 1,00 5,00 6,00

NK-2 ZAKI MUBAROK 1,00 6,00
Supervisor/ Event Organizer-1
YAYAH SOBARIYAH Subtotal Additional Professional Personnel 5,00
SUPPORT STAFF 2,00 10,00 12,00
Office Manager 20,00 20,00
To be named
Administrative Assistant 20,00 20,00
To be named 20,00 20,00
Logistics Officer
To be named
Document Controller 20,00 20,00
To be named
Driver 20,00 20,00
To be named
Office Boy Subtotal Support Staff 20,00 20,00
To be named 120,00 120,00


3.5
3.5.1
TECH-10. WORK AND DELIVERABLES SCHEDULE

Activity 1 2 3 4 5 6 7 8 9 10 MONTHS 11 12 13 14 15 16 17 18 19 20 TOTAL
No. 2 3 6 7 10 11 14 15 18 19 22 23 26 27 30 31 34 35 38 39 42 43 46 47 50 51 54 55 58 59 62 63 66 67 70 71 74 75 78 79
1 4 5 8 9 12 13 16 17 20 21 24 25 28 29 32 33 36 37 40 41 44 45 48 49 52 53 56 57 60 61 64 65 68 69 72 73 76 77 80
Phase 0 Mobilization, Preparation and Inception

0.1 0.2
0.3 0.4
0.5 0.6
Phase 1
1.1 Development of a Comprehensive Capacity Building Strateg
Conduct desk review to inform the comprehensive capacity building strategy and content of the training
1.1.1
Conduct beneficiary/stakeholder mapping and needs assessment (from Focus Group Discussions (FGD)
1.1.2
Analyse existing challenges as well as supporting elements and factors of Women Entrepreneurs’ capacity
1.1.3
1.1.4
Identify their understanding and capacity in public procurement, information on rules and regulations
1.1.5
Analyse women entrepreneurs’ access to public procurement with recommendation of training modules’
1.2 Conduct consultation with key stakeholders through workshops, Focus Group Discussions and in-depth key
informant interviews in Jakarta and other major cities such as Medan, Surabaya, and Makassar to assess
1.2.1 Carry out consultation with key stakeholders (government entities, especially LKPP, and the Ministry of
Women’s Empowerment and Child Protection, women’s business associations, women entrepreneurs,
1.2.2 Identify strategy of capacity building, its methods, tools and content of the training modules and materials
1.2.3 Conduct a comprehensive assessment and identify the best and most appropriate institutions, including the
1.2.4 Identify a partner universities or training institutes that can apply the training module and materials in their
1.2.5 Assess the needs of women entrepreneurs for training and capacity building in order to successfully access
government procurement to develop needs-based training modules, as well as their preferred methods and
Training/Capacity Building Needs
1.3 Draft the Comprehensive Capacity Building Strategy
1.3.1 Draft the comprehensive capacity building strategy
1.3.2 Present and discuss the draft with MCA Indonesia Approval of Comprehensive Capacity Building Strategy (after presentation and discussion)
Phase 2 Development of Training Modules and Conduct Training for Trainers
2.1 Develop both training modules targeted for trainers and women entrepreneurs in consultation with relevant
2.1.1
2.1.2
2.2 Pilot test the modules in Jakarta/Bandung with trainers and women entrepreneurs
2.2.1 Prepare TOR of the Module Pilot Test

2.2.2 Pilot test the modules in Jakarta with trainers
2.2.3 Pilot test the modules in Bandung with women entrepreneurs
2.2.4 Finalize and approve training modules and material (based on pilot test)
Approval of modules and training materials developed (after pilot test)
2.3 Provide training for trainers (2 times total: one in Jakarta and one in Makassar)
2.3.1
2.3.2
2.4
2.4.1
2.4.2
2.4.3
2.5
2.5.1
2.5.2
2.5.3
Phase 3 Post Training Advocacy and Mentoring
3.1 Conduct dialogues with large private corporations willing to offer assistance to small businesswomen on
3.1.1 Facilitate a continuous dialogue and formal linkages between women-owned enterprises and women’s
business associations, training centres and government entities, including Unit Layanan Pengadaan (ULPs)
3.1.2 Plan for conducting dialogues and advocacy activities (with private corporations, government, training
3.2 Conduct approach and dialogues with LKPP, Ministry of Women’s Empowerment and Child Protection
3.2.1
3.2.2 Establish interest and commitment to utilize the training modules and comprehensive training strategies
3.3 Engage procurement officials to provide general feedback on why bidders fail and how they can improve
3.3.1 Select relevant procurement officials to provide general feedback on practice of procurement (WE focus)
3.3.2
3.4 Provide mentoring and advisory service to Women’s Business Organizations to create an information-
3.4.1
3.4.2 Establish alumni forum of trained women entrepreneurs for information sharing mechanism on tender
3.4.3
Record and document the process of and results from consultation, training, and post -training advocacy
activities to identify lessons learned, good practices, and recommendations for policy uptake
3.5.2 Document the process of consultations in developing training modules, training of trainers, and training of women
entrepreneurs to capture best practice, lessons learned and recommendations for policy uptake and
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
No. Activity 2 36 710 1114 1518 1922 2326 2730 3134 3538 39MONTHS42 4346 4750 5154 5558 5962 6366 6770 7174 7578 79TOTAL145891213161720212425282932333637404144454849525356576061646568697273767780
DELIVERABLES
PHASE 0 Mobilization, Preparation and Inception
0.1
PQP (Project Quality Plan)
0.2 Inception report
PHASE 1 Development of a Comprehensive Capacity Building Strategy

1.1
1.2
Consultation report
1.3
Needs Assessment and Training Sustainability Plan Report
1.4 Comprehensive Capacity Building Strategy
PHASE 2 Development of Training Modules and Conduct Training for Trainers

2.1
2.2
Training Work Plan
2.3
TOR of Module Pilot Test
2.4
Report of Module Pilot Test
2.5
TOR of the Training, including agenda and work plan
2.6
2.7
Report of workshop
2.8 Report of Training Activities
PHASE 3 Post Training Advocacy and Mentoring

3.1
Plan for conducting dialogues and advocacy activities
3.2
Report of the Dialogue Activities
3.3
Report of advocacy activity with procurement officials
3.4
Activity plan of mentoring and advisory service
3.5 Final Report

Technical Proposal of Women Entrepreneurs MCA

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TECH-6. DESCRIPTION OF APPROACH, METHODOLOGY, AND

6.1. Technical Approach and Methodology

6.1.1. Understanding on Objectives of the Assignment

MCAI - Capacity Building of Women Entrepreneurs in Accessing Public Procurement

Specifically, objective of “Consulting Services for Capacity Building of Women Entrepreneurs in

6.1.2.1. General Project Management

In implementation of this “Consulting Services for Capacity Building of Women Entrepreneurs in

MCAI - Capacity Building of Women Entrepreneurs in Accessing Public Procurement

a) Selection of Instructors/Resource Persons: The selection of resource persons will be based on

MCAI - Capacity Building of Women Entrepreneurs in Accessing Public Procurement

Selection of 15 TOT/Pilot Test

30 Training for WE Final Modules/

(Medan) (Jakarta-1) (Jakarta-2) (Surabaya) (Makassar)

MCAI - Capacity Building of Women Entrepreneurs in Accessing Public Procurement

Broadly speaking training as a concept is generally perceived as a learning process. However,

6.1.3.1. Methodology Framework

The Consultant has proposed a framework of methodology to accomplish the Consulting

MCAI - Capacity Building of Women Entrepreneurs in Accessing Public Procurement

6.1.3.2. Tasks and Activities

Phase 0: Mobilization, Preparation and Inception

Task #0 Mobilization, Preparation and Inception

MCAI - Capacity Building of Women Entrepreneurs in Accessing Public Procurement

MCAI - Capacity Building of Women Entrepreneurs in Accessing Public Procurement

Mobilization, Preparation and Inception Development of a Comprehensive Capacity Building

Task #1.3 Draft the Comprehensive Capacity Building Strategy

MCAI - Capacity Building of Women Entrepreneurs in Accessing Public Procurement

Task # 1.3 Draft the Comprehensive Capacity Building Strategy

Summary of the task and activities of Phase 1: Development of a Comprehensive Capacity

MCAI - Capacity Building of Women Entrepreneurs in Accessing Public Procurement

Figure 2. Flowchart of Development of Comprehensive Capacity Building

building activity post-Compact methods and tools of capacity building

MCAI - Capacity Building of Women Entrepreneurs in Accessing Public Procurement

MCAI - Capacity Building of Women Entrepreneurs in Accessing Public Procurement

Time/ Location/ Course Material

MCAI - Capacity Building of Women Entrepreneurs in Accessing Public Procurement

with other businesses in order

MCAI - Capacity Building of Women Entrepreneurs in Accessing Public Procurement

MCAI - Capacity Building of Women Entrepreneurs in Accessing Public Procurement

and material (based on pilot test) Final Training

Activity 2.5.1 Activity 2.5.2 Activity 2.5.3

Organizations to create an information-sharing mechanism about tender opportunities.

MCAI - Capacity Building of Women Entrepreneurs in Accessing Public Procurement

presented in the following figure.

MCAI - Capacity Building of Women Entrepreneurs in Accessing Public Procurement

Figure 4. Flowchart of Post Training Advocacy and Mentoring

Task 3.1 Task 3.2 Task 3.3 Task 3.4

Task 3.1.1 Task 3.2.1 Task 3.3.1 Task 3.4.1

Task 3.1.2 Task 3.2.2 Task 3.3.2 Task 3.4.2

6.2. Work Plan

6.2.1. Work Schedule

other parts of this proposal.

MCAI - Capacity Building of Women Entrepreneurs in Accessing Public Procurement

6.2.3. Curve “S”

MCAI - Capacity Building of Women Entrepreneurs in Accessing Public Procurement

comprehensive training strategies

3.4 Provide mentoring and advisory service to Women’s Business Organizations to -

0.1 1 1.1.1 5 1.1.1 8 1.1.1 10 4.9 35

1 A : Number of Activity 10 1.2.3 19 33 34 38 1 53 2 55 3 57 60 1-4 68 1-6 79

A B : EET (Earliest Even Time)

Time duration in WEEK 1 11 2 13 3 16 30 34 61 1-3 67 1-8 80

before and after 1-7 8-23

NO ACTIVITY NO ACTIVITY NO ACTIVITY NO ACTIVITY