STAKEHOLDER ENGAGEMENT PLAN (SEP) LABOR MARKET INFORMATION AND SKILLS SYSTEM TRANSFORMATION FOR LABOR MARKET FLEXIBILITY (LISTRAF) 1 TABLE OF CONTENT LIST OF ABBREVIATIONS/TERMS ...................................................................................... 3 LIST OF TABLES ................................................................................................................ 4 STAKEHOLDER ENGAGEMENT PLAN (SEP) ........................................................................ 5 1. INTRODUCTION .................................................................................................................. 5 1.1 Project Background ............................................................................................................... 5 1.2 Project Description ................................................................................................................ 5 1.3 Scope, Objective, and Structure of SEP ................................................................................. 6 2. REGULATORY FRAMEWORK ................................................................................................ 7 2.1 Relevant National Laws and Regulations .............................................................................. 7 2.2 World Bank Environmental and Social Standards ................................................................. 8 3. BRIEF SUMMARY OF PREVIOUS STAKEHOLDER ENGAGEMENT ACTIVITIES ........................... 9 4. STAKEHOLDER IDENTIFICATION AND ANALYSIS ................................................................... 9 4.1 Project-Affected Parties ........................................................................................................ 9 4.2 Other Interested Parties ...................................................................................................... 10 4.3 Vulnerable Peoples .............................................................................................................. 11 5. STAKEHOLDER ENGAGEMENT PROGRAM .......................................................................... 12 6. RESOURCES AND RESPONSIBILITIES FOR THE IMPLEMENTATION OF STAKEHOLDER ENGAGEMENT ACTIVITIES ................................................................................................. 12 7. STAKEHOLDER ENGAGEMENT DURING COVID-19 PANDEMIC............................................. 29 8. FEEDBACK AND GRIEVANCE REDRESS MECHANISM ........................................................... 30 8.1 Definition of Grievance Mechanism: ................................................................................... 31 8.2 Scope and Users of Grievance Mechanism: ........................................................................ 31 8.3 Management of Grievance Mechanism: ............................................................................. 31 9. MONITORING AND REPORTING ........................................................................................ 32 10. PUBLIC CONSULTATION AND INFORMATION DISCLOSURE ................................................. 32 Annex 1 SUMMARY OF PREVIOUS ACTIVITIES WITH STAKEHOLDERS .............................. 33 ANNEX 2 FOCAL POINT FOR LISTRAF PROJECT ................................................................ 44 ANNEX 3 SUMMARY FROM THE PUBLIC CONSULTATION................................................ 48 2 LIST OF ABBREVIATIONS/TERMS Bappenas Indonesian Ministry of National Development Planning / National Development Planning Agency Barenbang Naker Indonesian Manpower Planning and Development Agency BKPM Indonesian Ministry of Investment / Indonesian Investment Coordinating Board BLK Vocational Training Centre BNSP Indonesian National Professional Certification Board BP2MI Indonesian Migrant Workers Protection Board BPJS Indonesian Social Security Administration Agency BPKP Badan Pengawasan Keuangan dan Pembangunan [Indonesian] Financial and Development Supervisory Agency BPS Statistics Indonesia BPVP Balai Pelatihan Vokasi dan Produktivitas [Indonesian] Vocation and Productivity Training Center BSSN Badan Siber dan Sandi Negara [Indonesian] Indonesian National Cyber and Encryption Agency COL Critical Occupation List Ditjen Binalavotas Directorate General of Vocational Training and Productivity Development Ditjen Binapenta & PKK Directorate General of Manpower Placement Development and Employment Opportunity Expansion DUDI Business & Industrial World FGD Focus Group Discussion HR Human Resources Intala Instructors and Training Personnel ISO International Organization for Standardization JKP Jaminan Kehilangan Pekerjaan [Indonesian] Job Loss Insurance KADIN Indonesian Chamber of Commerce and Industry KBJI Indonesian Standard Classification of Occupations KJN Indonesian Occupational Position Classification KKNI Indonesian National Qualifications Framework KPK Komisi Pemberantasan Korupsi [Indonesian] Preventions Deputy of the Corruption Eradication Commission Lemlat Vocational Training Institution LISTRAF Labor Market Information and Skills System Transformation for Labor Market Flexibility LKPP Lembaga Kebijakan Pengadaan Barang/Jasa Pemerintah [Indonesian] National Public Procurement Agency LMI Labor Market Information LMP Labor Management Plan LPKS Indonesian Social Welfare Administration Agency LPJK Indonesian Construction Services Development Agency LSP Professional Certification Institution P1 for Vocational Training Institutions registered by LPJK P2 for Educational Institutions accredited by LPJK P3 for Professional Associations accredited by LPJK MoCIT Ministry of Communication and Information Technology MoEC Indonesian Ministry of Education and Culture MoHA Ministry of Home Affairs 3 MoM Indonesian Ministry of Manpower MoU Memorandum of Understanding MSME Micro, Small and Medium Enterprises PHK Employment Termination PPK Labor Market Centre PTKDN Domestic Manpower Placement Pusdatin Information Technology Centre Pusdatiknaker Employment Data and Information Centre Pusrenaker Employment Planning Centre SEP Stakeholder Engagement Plan SKSU SiapKerja Service Unit Stankomproglat Standardization of Competencies and Training Programs SKKNI Indonesian National Work Competency Standards TVET Technical and Vocational Education and Training UPTD Regional Technical Implementing Unit UPTP National Technical Implementing Unit LIST OF TABLES Table 1 Other Interested Parties of the Project ................................................................................... 10 Table 2 Summary of Stakeholder Engagement Program...................................................................... 13 4 STAKEHOLDER ENGAGEMENT PLAN (SEP) 1. INTRODUCTION 1.1 Project Background The lack of awareness of a country's workforce potential will slow down growth and limit the country from creating better quality jobs, which, in turn, may damage the welfare of the population. Based on World Bank's data in 2021, Indonesia is one of the lowest in terms of worker productivity among ASEAN countries. With a relatively low growth rate in worker productivity, Indonesia is increasingly becoming left behind. In recent years, Indonesia has embarked on crucial structural reforms that could boost labor demand. However, the current business-as-usual behavior will not allow increased growth opportunities from the implemented reform efforts. Additional interventions are needed to address supply-side constraints associated with predicting job skills needs in the next decade or two, impacted by digitalization and the green transition. It is imperative for workers in Indonesia to make informed training, education and employment choices and for the training to be aligned to the market needs to ensure that it produces employable individuals with the skills the required for the jobs available. This in turn, may increase the level of population welfare and economic growth. 1.2 Project Description The Labor Market Information and Skills System Transformation for Labor Market Flexibility (“LISTRAF�) Project, aims to improve access to and the quality of skills development and employment services for the working-age population. This Project supports the employment reforms currently planned by the Government of Indonesia (GoI) with nationwide coverage, given its focus on system-level reforms, and will be implemented by the coordination of the Ministry of Manpower (MoM). To achieve its objective, the Project is divided into three (3) components, which are: • Component 1, Development of a reliable Labor Market Information System (LMIS), aims to improve the quality, relevance and accessibility of labor market information services for students, jobseekers, workers, employers, practitioners (career guidance and job counselors), and policymakers (including those deciding on skill development needs, curricula, and courses). This component focuses on strengthening of the SIAPkerja platform through: (a) enhancement of both online (SIAPkerja) and offline Labor Market Information System (LMIS) to respond better to the end-user needs (“human centric design�) and to improve job matching outcomes, (b) strengthening of the quality of the labor market data collection, analysis and dissemination; and (c) expansion of the access to LMI services (e.g. skill assessment, job matching, links to skill training and entrepreneurship support) through SIAPkerja Service Units (SKSUs). Activities include: (i) strengthening of the labor market information platform through redesign of the system architecture; (ii) strengthening the analytical processes that render labor market intelligence; and (iii) inclusive LMI services to support skills monitoring system; • Component 2, Utilization of labor market information to promote high quality, integrated and climate friendly training ecosystem, that aims to establish equitable, regionally competitive, and climate-friendly skill pool nationwide by establishing 22 new BPVPs (Badan Pelatihan Vokasi dan Produktivitas; Vocational Training and Productivity Agency), at strategic areas with future potentials for regional competitiveness, and on upgrading the training quality of existing 21 5 BPVPs. Key sets of activities include: (i) Establishing 22 new BPVPs in regional cities to enhance skills matching between local demand and supply; and (ii) Improving the quality of training at BPVPs through enhancement of linkages with the labor market and strengthening of the institutional system and governance of BPVPs; • Component 3, Strengthening the Institutional Capacity and Project Management that will finance technical and operational assistance in day-to-day coordination, procurement, Financial Management (FM), safeguards, citizen engagement, and routine Monitoring and Evaluation (M&E) through the establishment of the Project Management Unit (PMU) led by the Labor Market Center (Pusat Pasar Kerja, or PPK) (as head of the PMU) in coordination with Planning Bureau. The activities will cover the procurement of consultants to support the PMU in the project implementation, purchase of equipment, and other operational cost related to: (i) carrying out studies and consultations to pro-actively and comprehensively manage social, environmental, climate-related, and other risks related to the Project; (ii) monitor and evaluate performance and impact of the Project; and (iii) grievances management. This Component will also support internal and external change management and communications to improve buy-ins of all key impacted stakeholders during the implementation and in the utilization of the project’s outputs and outcomes. As above, the project’s coverage is nationwide, given its focus on system -level reforms. Thus, most of this Project activities will be carried out by the Central MoM supported by the subnational manpower agencies and training centers (BLK), and involve relevant government line ministries and/or other agencies and the private sectors. Under the Component 2, the project will establish 12 new campuses and conversion and upgrading of 10 BLKs formerly managed by subnational governments to make them Coach BPVPs. This will support civil works, procurement of equipment, and will be complemented by instructor training and capacity building of staff to ensure fully functional BPVPs by the end of the project. Civil works will ensure compliance with the energy- efficient green-building standards and ensure inclusiveness for persons with disabilities. BPVP development master plans will be prepared for these 22 BPVPs through consultancy and in consultation with local private sector, which will guide the green-infrastructure design and flexible floor layout and training programs suitable for the local industries. The initial selection of training programs will include at least one program that supports climate friendly industry or skills. 1.3 Scope, Objective, and Structure of SEP The Stakeholder Engagement Plan / “SEP� objective is to provide a framework or systematic approach to stakeholder engagement in the Project, which meets both National laws and regulations and World Bank ESF requirements. This SEP will contribute to the project design and its implementation for an effective stakeholder engagement that can improve the environmental and social sustainability of the project, enhance project acceptance, and make a significant contribution to successful project design and implementation. The SEP will include requirements outlined under ESS10 to engage with stakeholders throughout the project life cycle and as early as possible in the project development process and in a timeframe that enable meaningful consultations on project design, in where the nature, scope and frequency of stakeholder engagement will be proportionate to the nature and scale of the project and its potential risks and impacts. Following the guidance in ESS10, the objective of SEP is to: 6 � Identify stakeholders, and build and maintain constructive relationships with stakeholders, especially the Project-affected parties; � Identify stakeholder interests and support for the Project and observe possible stakeholder views to be taken into account in the design and the environmental and social performance of the Project; � Develop an effective and inclusive engagement plan with Project-affected parties, throughout the Project cycle, on issues that could potentially affect those parties; � Ensure that the disclosure of Project information on environmental and social risks and impacts to stakeholders is timely, understandable, accessible, and uses appropriate formats; � Provide accessible and inclusive means for Project-affected parties to submit complaints and appropriate grievance mechanisms; and � Define effective reporting and monitoring measures. This SEP document will be implemented during the Project implementation and updated as needed. The SEP document will help establish and maintain, over time, a constructive relationship between the Project and its stakeholders, particularly the Project beneficiaries. The chapters in this SEP are structured to provide the following information: � Chapter 2, provides a list of relevant National Regulations and World Bank ESS on Stakeholder Engagement; � Chapter 3, contains a brief summary of previous stakeholder engagement activities carried out by the Project; � Chapter 4, provides preliminary results of stakeholder identification and analysis; � Chapter 5, describes the stakeholder engagement program to be implemented by the Project; � Chapter 6, provides information on resources and responsibilities for stakeholder engagement activities implementation; � Chapter 7, describes information on guidance to prevent and minimize the spread of COVID-19 during the stakeholder engagement program; � Chapter 8, describes the Project's grievance redress mechanism; � Chapter 9, describes the overall monitoring and reporting procedures of this SEP; � Chapter 10, informs on location/website that can be accessed by the public to obtain information and provide inputs to the Project. 2. REGULATORY FRAMEWORK 2.1 Relevant National Laws and Regulations Several applicable regulations in Indonesia relevant to Stakeholder Engagement and Information Disclosure as regulated in the Environmental and Social Standards (ESS) of the World Bank ESF and also relevant to Project implementation, include: 7 � Law No. 14/2008 on Public Information Disclosure, requires the availability of transparent public information; � Law No. 8/2016 on Persons with Disabilities, guarantees the life sustainability of every citizen, including persons with disabilities, with the same legal standing and human rights as Indonesian citizens, including the right to work, entrepreneurship, and cooperatives; � Government Regulation No. 45/2017 on Community Participation in the Administration of Regional Government, in which the community has the right to participate in regional development planning; � Government Regulation No. 13/2020 on Proper Accommodation for Students with Disabilities, includes the provision of budgetary and/or funding support, provision of facilities and infrastructure, preparation and provision of Educators and Education Personnel, as well as the provision of the curriculum; � Government Regulation No. 22/2021 on the Implementation of Environmental Protection and Management, regulates community involvement in the AMDAL (Environmental Impact Analysis) process for a) the provision of complete and transparent information; b) equality of position between the parties; c) fair and prudent problem solving; and d) coordination and communication; � Minister of Home Affairs Regulation No. 18/2018 on Village Community Institutions and Village Traditional Institutions, [considers those institutions] as partners in increasing community participation in the development process; � Presidential Instruction No. 9/2000 on Gender Mainstreaming in National Development, instructs gender mainstreaming in development planning, as well as in the implementation and evaluation through a gender analysis that includes participation in the development process and the benefits received; and � Minister of Home Affairs Regulation No. 15/2008 on General Guidelines for the Implementation of Gender Mainstreaming in the Regions, [was stipulated] for the implementation of gender mainstreaming at the regional level. 2.2 World Bank Environmental and Social Standards The World Bank ESS 10, “Stakeholder Engagement and Information Disclosure�, recognizes the importance of open and transparent engagement between the Borrower and Project stakeholders as an essential element of good international practice. Specifically, the requirements of ESS10 are as follows: � Borrowers will engage with stakeholders throughout the Project life cycle, commencing such engagement as early as possible in the project development process and in a time frame that enables meaningful consultations with stakeholders on Project design. The nature, scope, and frequency of stakeholder engagement will be proportionate to the nature and scale of the Project and its potential risks and impacts; � Borrowers will engage in meaningful consultations with all stakeholders. Borrowers will provide stakeholders with timely, relevant, understandable, and accessible information, and consult with them in a culturally appropriate manner, which is free of manipulation, interference, coercion, discrimination and intimidation; 8 � The process of stakeholder engagement will involve the following, as set out in further detail in this ESS: (i) stakeholder identification and analysis; (ii) planning how the engagement with stakeholders will take place; (iii) disclosure of information; (iv) consultation with stakeholders; (v) addressing and responding to grievances; and (vi) reporting to stakeholders. � The Borrower will maintain and disclose, as part of the environmental and social assessment, a documented record of stakeholder engagement, including a description of the stakeholders consulted, a summary of the feedback received, and a brief explanation of how the feedback was taken into account, or the reasons why it was not. This standard requires the Borrower to develop a Stakeholder Engagement Plan (SEP) proportionate to the nature and scale of the Project and its potential risks and impacts, disclose it as early as possible prior to Project appraisal, and seek the views of stakeholders on the SEP, including on the identification of stakeholders and the proposals for future engagement. If significant changes are made to the SEP, the Borrower will disclose the updated SEP. In addition, the Borrower will also develop and implement a grievance mechanism to receive and facilitate resolutions of Project- affected parties' concerns and grievances related to the environmental and social performance of the Project in a timely manner. For a more detailed explanation of the World Bank Environmental and Social Standards, please refer to the following link: http://www.worldbank.org/en/projects- operations/environmental-and-social-framework/brief/environmental-and-social-standards. 3. BRIEF SUMMARY OF PREVIOUS STAKEHOLDER ENGAGEMENT ACTIVITIES The formulation and implementation of the Project require substantial involvement of the communities and other stakeholders at the national and regional levels. Several project engagement and socialization activities have been carried out, especially with regional government agencies, including the Manpower Agency at the Regency/City level, UPTD (Regional Technical Implementation Unit), etc. Summarized information of initial engagement and socialization activities from all Project Components is available in Annex 1 of this SEP. 4. STAKEHOLDER IDENTIFICATION AND ANALYSIS The stakeholder identification and analysis processes follow the classification of individuals or groups involved in the Project. They are categorized by referring to the World Bank Environmental and Social Standard (ESS10), namely: (i) parties that are affected or likely to be affected by the Project (“project-affected parties�), and (ii) parties who may have an interest in the Project (“other interested parties�). The identification of the affected parties and interested parties is provided below. 4.1 Project-Affected Parties As required by the ESS10, the Project will identify individuals or groups who are affected or likely to be affected by the project (‘project-affected parties’) who, because of their particular circumstances, 9 may be disadvantaged or vulnerable1. Under this Project, the project-affected parties were identified during the land due diligence that involves one permitted person who has managed the proposed land to cultivate corn in North Minahasa and one person who has occupied outer edge of the land to run a business. Social assessment has been conducted for addressing this issues that involved consultation with affected parties. The project-affected people will also most likely occurred during the construction and upgrading/remodeling activities that will generate health and safety impacts. These are identified to be (1) the nearby communities impacted from the mobilization of workers and equipment during the construction activities, and (2) existing workers/users of the BPVP building that will be upgraded. The mitigation measures for health and safety impacts to these project-affected parties are available in the ESCOP document. 4.2 Other Interested Parties “Other Interested Parties� category consists of individuals or groups who have an interest in the Project and may have a direct or indirect influence on the Project’s sustainability. Parties with interests in the Project may include Project investors, government entities with an interest or part of the Committees in Project management (other than Ministry of Manpower Work Units as implementing agencies), academics and practitioners, civil society organizations, development partners, etc., who support efforts to improve access and the quality of skills development and employment services in Indonesia. This other interested parties of the Project are as listed in Table 1. Tabel 1 Other Interested Parties of the Project Identification of Interested No Activity Component Interest Stakeholders 1. Establishing a reliable - International firms, domestic These stakeholders’ Labor Market Information firms, and think tanks for interests are in being System (LMIS) collaboration of Project involved in Indonesia’s development; workforce/skill - Ministry of Communication and development and can be Informatics for collaboration on reached by the Project for data protection and security collaborative partnership to protocols; strengthen the quality of - Private and government-owned the LMIS. statistic agencies (for survey/ census data support); - International skill assessment providers for lesson learned (i.e. SkillsCraft, The Pix Test, MySkillsFuture); - Development partners that play an active role in Indonesia’s workforce development/skills system (e.g. GIZ, Swiss government, ILO, ADB). 1Disadvantaged or vulnerable refers to those who may be more likely to be adversely affected by the project impacts and/or more limited than others in their ability to take advantage of a project’s benefits. 10 Identification of Interested No Activity Component Interest Stakeholders 2. Leveraging labor market - External contractor for These stakeholders may information to promote a construction and remodeling; have an interest to labor-market relevant - External vendor for IT and other participate in the project and integrated training equipment purchase or lease; inputs (i.e. to be involved in ecosystem - Local non-skilled labor, for the design) or the outcomes construction and remodeling (i.e. by providing assistance work; that are relevant with their - Local or non-local skilled work, as business process/services or temporary officer support; to promote their business - Private intermediaries for process), have interest to specialized give input in the services/consultancies (i.e. competency mapping disability service unit), to be (SKKNI/KKNI) process to involved in support or to match job demand with align/promote their business; training program design; - Industries, especially in priority and networking between sector, to be involved in the industries – academic mapping of SKKNI/KKNI (e.g. institutions – APINDO, KADIN, e-commerce training/career counselors - association) or for strengthen the general working age partnership through population. communication forums. 3. Project Management and Government institution outside of The committee will give Monitoring the MoM that will be part of the overall oversight and Committees, which are: strategic guidance for the - Project Steering Committee (PSC) implementation of the and Technical Coordination project, including feedback Committee (TC), such as the and recommendations to Bappenas and MoF project designs and plans and also ensuring the project accountability and compliance with GoI laws, regulations and policies. 4.3 Vulnerable Peoples In terms of social impact and risk, project-affected parties will relate to risks of social exclusion of vulnerable beneficiaries and challenges associated with stakeholder engagement. The project will establish a reliable and inclusive LMIS, with the challenges associated with heterogeneity of local employment and considerations for the profile of the vulnerable people are to be covered under the Project’s design. The project has defined vulnerable population groups, as are those that are further away from the labor market and face more barriers than the average working-age worker. More specifically, for this project these groups include people with disability, people without access to internet, digital illiterate or people with limited digital skills. They are groups that are more likely to need support to successfully enter and/or move up in the labor market, such as women (including inactive women), youth, underemployed, under qualified job seeker, older and elderly worker, 11 people with disability, precarious employment worker2, subsistence worker, low-wage worker, workers with excessive hours of work3, workers employed in micro and small firms (MSME) and the MSME itself due to their scale of industry and additional challenges to find good quality employees, working poor in rural areas and groups of people at the working-age that are disadvantaged due to their locations. 5. STAKEHOLDER ENGAGEMENT PROGRAM The Project will carry out activities packed with information system development, capacity building, data collection and analysis, and increased access and training while aiming to have a positive impact on increasing employment opportunities by considering aspects of social inclusion. This requires the active involvement of stakeholders. The main objective of this engagement program is to enable stakeholders to interact with the Project, provide input on the design, and provide feedback for improvements during implementation. Overall, the Project's stakeholder engagement strategy is described in Table 2. The engagement timeline will be further detailed and updated as the Project progresses and will be disseminated to the respective stakeholder groups. Information will be conveyed in Indonesian and local languages, in a form that is accessible to stakeholders and the wider public. The public will have the right to obtain information on the Project progress and the rights related to the Project benefits for them. They also have the right to submit complaints and suggestions for the Project development through a special channel to be established by the Project. The Project will document and review all inputs obtained from all stakeholder engagement activities (written and verbal), input those results into the Project design, and report them back to relevant stakeholders through appropriate means of communication. The PMU, once formed, will appoint a special officer from the internal PMU to ensure all engagement activities are well recorded and reported. 6. RESOURCES AND RESPONSIBILITIES FOR THE IMPLEMENTATION OF STAKEHOLDER ENGAGEMENT ACTIVITIES The project has established the Focal Point for the Project, through Secretary General Decision Number 1/517/KU.03/III/2023 (Annex 2). This team is structured for each component of the Project activities by involving various work units in the Ministry of Manpower. The Focal Point will monitor the implementation of social and environmental documents such as this SEP and the Labor Management Plan (LMP) document, responsible for implementing the Feedback and Grievance Redress Mechanism (FGRM), as well as the Environmental and Social Code of Practice (ESCOP) and Environmental and Social Commitment Plan (ESCP) documents implementations. 2 https://www.ilo.org/wcmsp5/groups/public/@ed_dialogue/@actrav/documents/meetingdocument/wcms_161381.pdf 3 that aims to move to more decent job however excluded from job opportunities 12 Tabel 2 Summary of Stakeholder Engagement Program No Stakeholder Engagement Topic Engagement Strategy Engagement Activity Timeframe Responsible Parties 1 Nearby communities affected Health and Safety hazards Socialization; Raising the awareness of the Prior to Contractor responsible from construction activities from the construction and/or Informal meetings project-affected parties; obtain constructi for the construction and existing BLK user/worker upgrading/remodeling feedback for the on and/or and/or affected from the activities; and implementation of construction upgrading/ upgrading/remodeling upgrading/remodeling Socialization of the and/or upgrading/remodeling remodelin activities; activities mitigation measures activities; g activities PMU described in the ESCOP Develop/improve the existing document grievance mechanism and identify the PIC from the project-affected communities 2 General Workers and Job Integration of the Public Socialization, Improvement of Infrastructure During - Labor Market Centre Seekers (including youth, older Service System in the information through Technology Architecture Project (PPK) workers, student, etc.) Employment Sector the SIAPkerja portal (Backbone) and Information implement - Secretariat of Technology Security ation Indonesian Manpower Service Design; Career and Socialization, Development of Labor Market Planning and Skills Guidance information through Information (LMI) Services per Development Agency the SIAPkerja portal Application; Masification of (Ses Barenbang) Labor Market Information (LMI) - Employment Planning Services usage by the public Centre (Pusrenaker) - Employment Data dan Information Centre (Pusdatiknaker) Service Unit Standards and Basic training; module Development of - PPK Typology; Service Module thematic upgrading SIAPkerja/Employment Service - Secretariat of Design training; specialist Unit; Masification of Directorate General of training; Socialization; SIAPkerja/Employment Service Manpower Placement technical guidance Unit usage by the public Development and Standards and Typology of Mobile service usage Mobile Service Unit Employment Service Units training; Basic training; Development; Promotion of Opportunity Expansion (Medium/form); Service module thematic mobile services; Masification of (Ses Ditjen Binapenta) Module Design upgrading training; SIAPkerja unit usage by the - Directorate of specialist training; public. Domestic Manpower Socialization; technical Placement (Dit. Bina 13 No Stakeholder Engagement Topic Engagement Strategy Engagement Activity Timeframe Responsible Parties guidance PTKDN) - Directorate of Work Introduction (Dit. Bina Pengantar Kerja) Basic, Upgrading, and Basic training; module Preparation of training needs Specialist Training Program thematic upgrading Design, Competency training; specialist Certification Scheme, training; Competency Establishment of Certification; Competency Test Venues at Socialization; technical Ministry of Manpower’s guidance Technical Implementing Units) UPT of MoM Service Design Standards; module thematic Development of the Pilot Service Module Design upgrading training; Project Service Unit; specialist training; Masification of SIAPkerja unit Socialization; technical usage by the community guidance Feedback and Grievance Public Outreach, Manage complaints and input PMU (Project Redress Mechanism information on the from all stakeholders; Avoid Management Unit) SIAPkerja portal potential conflicts with stakeholders 3 Specific Workers and Job Development of SIAPkerja FGD, information on the Development of SIAPkerja 1st year of - Ses Ditjen Binapenta Seekers, including vulnerable Service Kiosk integrated with SIAPkerja portal, SU Service Kiosk integrated with the Project - Secretariat of groups, which are divided into Training Institutes [and] socialization, Public Training Institutes [and] Directorate General of programs for: Development of skills Outreach (to vulnerable Development of skills Vocational Training and - Skilling (fresh graduates, forecasting system people) forecasting system Productivity women, persons with Development (Ses disabilities, job seekers, Ditjen Binalavotas) peoples impacted by COVID-19 - Ses Barenbang triggered crisis); - Indonesian Social - Upskilling (informal workers, Security Administration MSME workers, vulnerable Agency (BPJS) 14 No Stakeholder Engagement Topic Engagement Strategy Engagement Activity Timeframe Responsible Parties workers (as described under Design of Training Preparation of training 2nd and - Ses Ditjen Binalavotas the Affected People), working Programs/curriculum; programs, Instructors’ 3rd year of - Directorate of poor); customized curriculum for competency development, the Project Standardization of - Reskilling (lay-off workers, persons with disabilities, development of infrastructure, Competencies and including those registered as customized curriculum for pilot project Training Programs (Dit BPJS Employment participants people with language Bina Stankomproglat) who have paid contributions barrier. - Directorate of for a certain period) Instructors and Training Personnel Development (Dit Bina Intala) - Directoreate of Vocational Training Institutions Development (Dit Bina Lemlat) - Directorate of Vocational Training and Apprenticeship Implementation (Lavogan) - Indonesian National Professional Certification Board (BNSP) Service Design Standards; Public outreach, Development of the Pilot PMU Service Module Design, module thematic Project Service Unit; Minimum Support Package upgrading training; Masification of SIAPkerja unit specialist training; usage by the community Socialization; technical guidance 15 No Stakeholder Engagement Topic Engagement Strategy Engagement Activity Timeframe Responsible Parties Feedback and Grievance Public Outreach, Manage complaints and input During Redress Mechanism information on the from all stakeholders; Avoid Project SIAPkerja portal potential conflicts of implement stakeholders ation 4 Employers, Business & LMI HR Capacity Building; Socialization; LMI Human Resources During - PPK Industrial World, Industry LMI HR development; Coordination Meeting; competency development; Project - Ses Barenbang representatives such as KADIN Preparation & Development Benchmarking; Preparation of regulations and implement - Employment Planning and APINDO, including MSMEs of Regulations for the SIAPkerja legal basis for National LMI; ation Centre (Pusrenaker) Strengthening of the Labor Development of the National - Employment Data dan Market Information System LMI Regulatory Framework Information Centre Integration Public Service Institutional Arrangements; (Pusdatiknaker) System Integration in the Collaborative Partnership; Manpower Sector; Improvement of Infrastructure Cooperation in the Technology Architecture development of the Public (Backbone) and Information Service system in the Technology Security Manpower Sector Service Design; Development of LMI Services Customization of Modules & per Application; Masification of Menus; LMIS Analysis; LMI Services usage by the Career and Skills Guidance Public Service Unit Standards and Socialization; Technical SIAPkerja/Employment Service - PPK Typology; Service Module Guidance; Coordination Unit Development; Masification - Ses Ditjen Binapenta Design; Service units human Meeting; MoU; FGD; of SIAPkerja/Employment - Dit. Bina PTKDN resources improvement; Series of Meeting; Service Unit usage by the - Dit. Bina Pengantar Strengthening, Integration Seminar; Workshops; Public; Regional Government Kerja and data sharing of local LMI Benchmarking Job Portal integration module with SIAPkerja with SIAPkerja Standards and Typology of Socialization; Technical Mobile Service Unit Service Units Guidance; Coordination Development; Promotion of (Medium/form); Service Meeting; MoU; FGD; mobile services; Masification of Module Design; Service units Series of Meeting; SIAPkerja/Employment Service human resources Seminar; Workshop; Unit usage by the Public. 16 No Stakeholder Engagement Topic Engagement Strategy Engagement Activity Timeframe Responsible Parties improvement; Monitoring Benchmarking and evaluation of mobile service performance in low density regions. Job Counselor competency Certification of Mapping and Assessment of Job map; Basic, Upgrading, Competencies; Counselor competencies; Specialist Training Program Socialization; Technical Preparation of training needs; Design, Competency Guidance; Coordination recruitment of Specific Job Certification Scheme, Meeting; MoU; FGD; Counselors Establishment of Series of Meetings; Competency Test Venue at Seminar; Workshops; UPT of MoM Benchmarking Service Design Standards; Socialization; Technical Pilot Project Service Unit Service Module Design; Guidance; Coordination Development; Masification of Service units human Meeting; MoU; FGD; SIAPkerja/Employment Service resources improvement; Series of Meeting; Unit usage by the Public; Cost-Effective Measurement Seminar; Workshops; Regional Government Job of Service Unit; Service Benchmarking Portal integration module with typology unit cost. SIAPkerja Development of SIAPKerja FGD; Series of meeting; Development of SIAPkerja 1st year of - Ses Ditjen Binapenta Service Kiosk that is Technical meeting; Service Kiosk integrated with the Project - Ses Ditjen Binalavotas integrated with Training SIAPkerja Training Institutes; SIAPkerja - Ses Barenbang Institutes; Human Resources Service Kiosk HR Development - BPJS Development for SIAPKerja integrated with Training Service Kiosk that is Institutes; Development of skills integrated with Training forecasting system Institutes; Development of skills forecasting system Feedback and Grievance Public Outreach, Manage complaints and input During PMU Redress Mechanism information on the from all stakeholders; Avoid Project SIAPkerja portal potential conflicts of implement stakeholders ation 17 No Stakeholder Engagement Topic Engagement Strategy Engagement Activity Timeframe Responsible Parties 5 Vocational Training Institutions Public Service System Coordination Meeting; Institutional Arrangements; During - PPK (Government, Private, and Integration in the MoU; FGD; Series of Collaborative Partnership; Project - Ses Barenbang Company-Owned), including Employment Sector; Meeting; Seminar; Improvement of Infrastructure implement - Pusrenaker BLK (UPTP, UPTD or Central, Cooperation in Public Service SIAPkerja Technology Architecture ation - Pusdatiknaker Regional Technical system development in the (Backbone) and Information Implementing Unit) and Employment sector Technology Security Community BLK; Government Service Design; Socialization; Technical Development of LMI Services Job Exchange/Employment Customization of Module & Guidance; Coordination per Application; Masification of Services, HR firm or job Menu; LMIS Analysis; Career Meeting; MoU; FGD; LMI Services usage by the counselor; Job search/skill and Skills Guidance Series of Meeting; Public assessment providers; and Seminar; Workshop; Private intermediaries for SIAPkerja; specialized business Benchmarking; ISO Certifications Service Unit Standards and Socialization; Technical SIAPkerja/Employment Service - PPK Typology; Service Module Guidance; Coordination Unit Development; Masification - Ses Ditjen Binapenta Design; Service unit HR Meetings; MoU; FGD; of SIAPkerja/Employment - Dit. Bina PTKDN improvement; Series of Meeting; Service Unit usage by the - Dit. Bina Pengantar Strengthening, Integration Seminars; Workshop; Public; Regional Government Kerja and data sharing of local LMI Benchmarking; ISO Job Portal integration module with SIAPkerja certifications with SIAPkerja Standards and Typology of Socialization; Technical Mobile Service Unit Service Units Guidance; Coordination Development; Promotion of (Medium/form); Service Meetings; MoU; FGD; mobile services; Masification of Module Design; Service unit Series of Meeting; SIAPkerja/Employment Service HR improvement Seminar; Workshop; Unit usage by the Public. Benchmarking Job Counselor competency Competency Mapping and Assessment of Job map; Basic, Upgrading, Certifications; Counselor competencies; Specialist Training Program Socialization; Technical Preparation of training needs; Design, Competency Guidance; Coordination recruitment of Specific Job Certification Scheme, Meetings; MoU; FGD; Counselors Establishment of a Series of Meeting; Competency Test Venue at Seminar; Workshop; UPT of MoM Benchmarking 18 No Stakeholder Engagement Topic Engagement Strategy Engagement Activity Timeframe Responsible Parties Service Design Standards; Socialization; Technical Pilot Project Service Unit Service Module Design; Guidance; Coordination Development; Masification of Service unit HR improvement Meetings; MoU; FGD; SIAPkerja/Employment Service Series of Meeting; Unit usage by the Public; Seminar; Workshop; Regional Government Job Benchmarking; ISO Portal integration module with certification SIAPkerja Development of SIAPkerja FGD; Series of meeting; Development of SIAPkerja 1st year of - Ses Ditjen Binapenta Service Kiosk integrated with Technical meeting; Service Kiosk integrated with the Project - Ses Ditjen Binalavotas Training Institutes; SIAPkerja SIAPkerja; Training Institutes; SIAPkerja - Ses Barenbang Service Kiosk HR Service Kiosk HR Development - BPJS Development integrated integrated with Training with Training Institutes; Institutes; Development of skills Development of skills forecasting system forecasting system Mapping Indonesian FGD; Series of meeting; Mapping involving expert 1st year of - Ses Ditjen Binalavotas National Work Competency Technical meeting; consultants and several the Project - Dit Bina Standards (SKKNI)/ SIAPkerja; stakeholders, such as: Sectoral Stankomproglat Indonesian National Ministries/Institutions, industry - Ses Ditjen Binapenta Qualifications Framework associations and professional - Dit Bina PTKDN (KKNI) with Indonesian associations, government BLK - PPK Standard Classification of namely UPTP and UPTD, as well - BNSP Occupations (KBJI)/ as private LPK including Indonesian Occupational Community BLK; Mapping of Position Classification (KJN); SKKNI/KKNI, Training Programs, Utilization of SKKNI/KKNI in and Certification Schemes for Accordance with Demand; Occupational Positions on the Development of Online Critical Occupation List (COL); SKKNI/KKNI Preparation and Mapping of SKKNI/KKNI, Determination System Training Programs, and Certification Schemes for Occupational Positions on the International Skill Shortage; Preparation of SKKNI/KKNI, Training Programs, and 19 No Stakeholder Engagement Topic Engagement Strategy Engagement Activity Timeframe Responsible Parties Certification Schemes for Occupational Positions in COL (Priority SKKNI Preparation); and SKKNI Translation to Meet Exchange Information Requirements of Destination Countries for Indonesian Migrant Workers (PMI); Development of an online SKKNI/KKNI preparation and determination system involving expert consultants and FGD and dissemination activities. Design of Training FGD; Series of meeting; Preparation of training 2nd and - Ses Ditjen Binalavotas Programs/curriculum; Technical meeting; programs, Instructor 3rd year of - Dit Bina customized curriculum for SIAPkerja; competency development, the Project Stankomproglat persons with disabilities, infrastructure development, - Dit Bina Intala implementation pilot project - Dit Bina Lemlat - Lavogan - BNSP Feedback and Grievance Public Outreach, Manage complaints and input During PMU Redress Mechanism information on the from all stakeholders; Avoid Project SIAPkerja portal potential conflicts of implement stakeholders ation 6 Professional Certification LMI HR Capacity Building; Socialization; Technical LMI Human Resources During - PPK Institutions (LSP-P1/P2/P3), LMI HR development; Guidance; Coordination competency development; Project - Ses Barenbang Statistic Agencies, Ministry of Preparation & Development Meetings; Technical Preparation of regulations and implement - Pusrenaker Communication and of Regulations for the Meeting; Series of legal basis for National LMI; ation - Pusdatiknaker Informatics, Strengthening of the Labor Meeting; FGD; Development of the National international/domestic IT firms Market Information (LMI) Benchmarking; Pilot LMI Regulatory Framework System Project; LMI HR Certification; SIAPkerja 20 No Stakeholder Engagement Topic Engagement Strategy Engagement Activity Timeframe Responsible Parties Public Service System Coordination Meetings; Institutional Arrangements; Integration in the MoU; FGD; Series of Collaborative Partnership; Employment Sector; Meeting; Seminar; Improvement of Infrastructure Cooperation in Public Service SIAPkerja Technology Architecture system development in the (Backbone) and Information Employment sector Technology Security Service Design; Socialization; Technical Development of LMI Services Customization of Module & Guidance; Coordination per Application; Masification of Menu; LMIS Analysis; Career Meetings; MoU; FGD; LMI Services usage by the and Skills Guidance Series of Meeting; Public Seminar; Workshop; SIAPkerja; Benchmarking; ISO certification Service Unit Standards and Socialization; Technical SIAPkerja/Employment Service During - PPK Typology; Service Module Guidance; Coordination Unit Development; Masification Project - Ses Ditjen Binapenta Design; Service unit HR Meetings; MoU; FGD; of SIAPkerja/Employment implement - Dit. Bina PTKDN improvement; Series of Meeting; Service Unit usage by the ation - Dit. Bina Pengantar Strengthening, Integration Seminar; Workshop; Public; Regional Government Kerja and data sharing of local LMI Benchmarking; ISO Job Portal integration module with SIAPkerja certification with SIAPkerja Standards and Typology of Socialization; Technical Mobile Service Unit Service Units Guidance; Coordination Development; Promotion of (Medium/form); Service Meetings; MoU; FGD; mobile services; Masification of Module Design; Service unit Series of Meeting; SIAPkerja/Employment Service HR improvement Seminar; Workshop; Unit usage by the Public. Benchmarking Job Counselor competency Competency Mapping and Assessment of Job map; Basic Training Program Certifications; Counselor competencies; Design, Upgrading, Specialist, Socialization; Technical Preparation of training needs; Competency Certification Guidance; Coordination recruitment of Specific Job Scheme, Establishment of a Meetings; MoU; FGD; Counselors Competency Test Venue at Series of Meeting; UPT of MoM Seminar; Workshop; Benchmarking 21 No Stakeholder Engagement Topic Engagement Strategy Engagement Activity Timeframe Responsible Parties Service Design Standards; Socialization; Technical Pilot Project Service Unit Service Module Design; Guidance; Coordination Development; Masification of Service unit HR improvement Meetings; MoU; FGD; SIAPkerja/Employment Service Series of Meeting; Unit usage by the Public; Seminar; Workshop; Regional Government Job Benchmarking; ISO Portal integration module with certification SIAPkerja Design of Training FGD; Series of meeting; Preparation of training 2nd and - Ses Ditjen Binalavotas Programs/curriculum; Technical meeting; programs, Instructor 3rd year of - Dit Bina customized curriculum for SIAPkerja competency development, the Project Stankomproglat persons with disabilities, infrastructure development, - Dit Bina Intala implementation pilot project - Dit Bina Lemlat - Lavogan - BNSP Feedback and Grievance Public Outreach, Manage complaints and input During PMU Redress Mechanism information on the from all stakeholders; Avoid Project SIAPkerja portal potential conflicts of implement stakeholders ation 7 Academics, Practitioners, and LMI HR Capacity Building; Socialization; Technical LMI Human Resources During - PPK Professional Associations LMI HR development; Guidance; Coordination competency development; Project - Ses Barenbang (including APINDO, KADIN, e- Preparation & Development Meetings; Technical Preparation of regulations and implement - Pusrenaker commerce association, etc.) of Regulations for the Meeting; Series of legal basis for National LMI; ation - Pusdatiknaker Strengthening of the Labor Meeting; FGD; Development of the National Market Information System Benchmarking; Pilot LMI Regulatory Framework Project; LMI HR Certification; SIAPkerja Public Service System Coordination Meeting; Institutional Arrangements; Integration in the MoU; FGD; Series of Collaborative Partnership; Employment Sector; Meeting; Seminar; Improvement of Infrastructure Cooperation in Public Service SIAPkerja Technology Architecture system development in the (Backbone) and Information Employment sector Technology Security Service Design; Socialization; Technical Development of LMI Services Customization of Module & Guidance; Coordination per Application; Masification of Menu; LMIS Analysis; Career Meeting; MoU; FGD; LMI Services usage by the 22 No Stakeholder Engagement Topic Engagement Strategy Engagement Activity Timeframe Responsible Parties and Skills Guidance Series of Meeting; Public Seminar; Workshop; SIAPkerja; Benchmarking Service Unit Standards and Basic training; module SIAPkerja/Employment Service During - PPK Typology; Service Module thematic upgrading Unit Development; Masification Project - Ses Ditjen Binapenta Design; Service unit HR training; specialist of SIAPkerja/Employment implement - Dit. Bina PTKDN improvement; training; Socialization; Service Unit usage by the ation - Dit. Bina Pengantar Strengthening, Integration Technical Guidance; Public; Regional Government Kerja and data sharing of local LMI Coordination Meeting; Job Portal integration module with SIAPkerja MoU; FGD; Series of with SIAPkerja Meeting; Seminar; Workshop; Benchmarking Standards and Typology of Mobile service usage Mobile Service Unit Service Units training; Basic training; Development; Promotion of (Medium/form); Service module thematic mobile services; Masification of Module Design; Service unit upgrading training; SIAPkerja/Employment Service HR improvement; specialist training; Unit usage by the Public. Monitoring and evaluation of Socialization; Technical mobile service performance Guidance; Coordination in low density regions. Meeting; MoU; FGD; Series of Meeting; Seminar; Workshop; Benchmarking Job Counselor competency Basic training; module Mapping and Assessment of Job map; Basic Training Program thematic upgrading Counselor competencies; Design, Upgrading, Specialist, training; specialist Preparation of training needs; Competency Certification training; Competency recruitment of Specific Job Scheme, Establishment of a Certifications; Counselors Competency Test Venue at Socialization; Technical UPT of MoM Guidance; Coordination Meeting; MoU; FGD; Series of Meeting; Seminar; Workshop; 23 No Stakeholder Engagement Topic Engagement Strategy Engagement Activity Timeframe Responsible Parties Benchmarking Service Design Standards; module thematic Pilot Project Service Unit Service Module Design; upgrading training; Development; Masification of Service unit HR specialist training; SIAPkerja/Employment Service improvement; Cost-Effective Socialization; Technical Unit usage by the Public; Measurement of Service Guidance; Coordination Regional Government Job Unit; Service typology unit Meeting; MoU; FGD; Portal integration module with cost. Series of Meeting; SIAPkerja Seminar; Workshop; Benchmarking; ISO certification Mapping SKKNI/KKNI with FGD; Series of meeting; mapping involving expert 1st year of - Ses Ditjen Binalavotas KBJI/KJN; Utilization of Technical meeting; consultants and several the Project - Dit Bina SKKNI/KKNI in Accordance SIAPkerja stakeholders, such as: Sectoral Stankomproglat with Demand; Development Ministries/Institutions, industry - Ses Ditjen Binapenta of Online SKKNI/KKNI associations and professional - Dit Bina PTKDN Preparation and associations, government BLK - PPK Determination System namely UPTP and UPTD, as well - BNSP Online as private LPK including Community BLK; Mapping of SKKNI/KKNI, Training Programs, and Certification Schemes for Occupational Positions on the Critical Occupation List (COL); Mapping of SKKNI/KKNI, Training Programs, and Certification Schemes for Occupational Positions on the 24 No Stakeholder Engagement Topic Engagement Strategy Engagement Activity Timeframe Responsible Parties International Skill Shortage; Preparation of SKKNI/KKNI, Training Programs, and Certification Schemes for Occupational Positions in COL (Priority SKKNI Preparation); and SKKNI Translation to Meet Exchange Information Requirements of Destination Countries for Indonesian Migrant Workers (PMI); Development of an online SKKNI/KKNI preparation and determination system involving expert consultants and FGD and dissemination activities. Feedback and Grievance Public Outreach, Manage complaints and input During PMU Redress Mechanism information on the from all stakeholders; Avoid Project SIAPkerja portal potential conflicts of implement stakeholders ation 8 City/Regency/Province LMI HR Capacity Building; Socialization; Technical LMI Human Resources During - PPK Governments and LMI HR development; Guidance; Coordination competency development; Project - Ses Barenbang Ministries/State Agencies at Preparation & Development Meeting; Technical Preparation of regulations and implement - Pusrenaker Regional and Central levels, of Regulations for the Meeting; Series of legal basis for National LMI; ation - Pusdatiknaker including Ministry of Finance, Strengthening of the Labor Meeting; FGD; Development of the National BP2MI, BKPM, BPJS, MoEC, Market Information System Benchmarking; Pilot LMI Regulatory Framework Bappenas, BSSN, LPKS Project; monitoring and evaluation; LMI HR Certification; SIAPkerja Public Service System Coordination Meeting; Institutional Arrangements; Integration in the MoU; FGD; Series of Collaborative Partnership; Employment Sector; Meeting; Seminar; Improvement of Infrastructure Cooperation in Public Service SIAPkerja Technology Architecture system development in the (Backbone) and Information Employment sector Technology Security 25 No Stakeholder Engagement Topic Engagement Strategy Engagement Activity Timeframe Responsible Parties Service Design; Socialization; Technical Development of LMI Services Customization of Module & Guidance; Coordination per Application; Masification of Menu; LMIS Analysis; Career Meeting; MoU; FGD; LMI Services usage by the and Skills Guidance Series of Meeting; Public Seminar; Workshop; SIAPkerja; Benchmarking; ISO certification Development of SIAPkerja FGD; Series of meeting; Development of SIAPKerja 1st year of - Ses Ditjen Binapenta Service Kiosk integrated with Technical meeting; Service Kiosk integrated with the Project - Ses Ditjen Binalavotas Training Institutes; SIAPkerja SIAPkerja Training Institutes; SIAPkerja - Ses Barenbang Service Kiosk HR Service Kiosk HR Development - BPJS Development integrated integrated with Training with Training Institutes; Institutes; Development of skills Development of skills forecasting system forecasting system Mapping SKKNI/KKNI with FGD; Series of meeting; mapping involving expert 1st year of - Ses Ditjen Binalavotas KBJI/KJN; Utilization of Technical meeting; consultants and several the Project - Dit Bina SKKNI/KKNI in Accordance SIAPkerja stakeholders, such as: Sectoral Stankomproglat with Demand; Development Ministries/Institutions, industry - Ses Ditjen Binapenta of Online SKKNI/KKNI associations and professional - Dit Bina PTKDN Preparation and associations, government BLK - PPK Determination System namely UPTP and UPTD, as well - BNSP Online as private LPK including Community BLK; Mapping of SKKNI/KKNI, Training Programs, and Certification Schemes for Occupational Positions on the Critical Occupation List (COL); Mapping of SKKNI/KKNI, Training Programs, and Certification Schemes for Occupational Positions on the International Skill Shortage; Preparation of SKKNI/KKNI, 26 No Stakeholder Engagement Topic Engagement Strategy Engagement Activity Timeframe Responsible Parties Training Programs, and Certification Schemes for Occupational Positions in COL (Priority SKKNI Preparation); and SKKNI Translation to Meet Exchange Information Requirements of Destination Countries for Indonesian Migrant Workers (PMI); Development of an online SKKNI/KKNI preparation and determination system involving expert consultants and FGD and dissemination activities. Service Unit Standards and Basic training; module SIAPkerja/Employment Service During - PPK Typology; Service Module thematic upgrading Unit Development; Masification Project - Ses Ditjen Binapenta Design; Service unit HR training; specialist of SIAPkerja/Employment implement - Dit. Bina PTKDN improvement; training; Socialization; Service Unit usage by the ation - Dit. Bina Pengantar Strengthening, Integration Technical Guidance; Public; Regional Government Kerja and data sharing of local LMI Coordination Meeting; Job Portal integration module with SIAPkerja MoU; FGD; Series of with SIAPkerja Meeting; Seminar; Workshop; Benchmarking; ISO certification Standards and Typology of Mobile service usage Mobile Service Unit Service Units training; Basic training; Development; Promotion of (Medium/form); Service module thematic mobile services; Masification of Module Design; Service unit upgrading training; SIAPkerja/Employment Service HR improvement; specialist training; Unit usage by the Public. Monitoring and evaluation of Socialization; Technical mobile service performance Guidance; Coordination in low density regions. Meeting; MoU; FGD; Series of Meeting; Seminar; Workshop; 27 No Stakeholder Engagement Topic Engagement Strategy Engagement Activity Timeframe Responsible Parties Benchmarking Job Counselor competency Basic training; module Mapping and Assessment of Job map; Basic Training Program thematic upgrading Counselor competencies; Design, Upgrading, Specialist, training; specialist Preparation of training needs; Competency Certification training; Competency recruitment of Specific Job Scheme, Establishment of a Certifications; Counselors Competency Test Venue at Socialization; Technical UPT of MoM Guidance; Coordination Meeting; MoU; FGD; Series of Meeting; Seminar; Workshop; Benchmarking Service Design Standards; module thematic Pilot Project Service Unit Service Module Design; upgrading training; Development; Masification of Service unit HR specialist training; SIAPkerja/Employment Service improvement; Cost-Effective Socialization; Technical Unit usage by the Public; Measurement of Service Guidance; Coordination Regional Government Job Unit; Service typology unit Meeting; MoU; FGD; Portal integration module with cost. Series of Meeting; SIAPkerja Seminar; Workshop; Benchmarking; ISO certification Feedback and Grievance Public Outreach, Manage complaints and input During PMU Redress Mechanism information on the from all stakeholders; Avoid Project SIAPkerja portal potential conflicts of implement stakeholders ation 28 7. STAKEHOLDER ENGAGEMENT DURING COVID-19 PANDEMIC In accordance with Circular Letter from the Minister of State Apparatus Empowerment and Bureaucratic Reform No. 9/2023 and WHO for the revocation of the COVID-10 Emergency Status, the following WHO generic requirement for COVID-19 will no longer be applicable. However, this is still described under the SEP document for future reference, in case needed. A. The series of activities carried out at the preparation stage to meet good stakeholder engagement standards that comply with the WHO's COVID-19 handling mechanism includes: • Monitoring the spread of COVID-19 at the planned meeting venue and determining the feasibility of holding a meeting there. The COVID-19 condition may refer to the area status issued by the COVID-19 Task Force for each region; • Actively monitor where the spread of COVID-19 is developing and inform participants beforehand that if they have symptoms or feel unwell, they are not allowed to attend; • Determine the feasibility of the need for a meeting at that time; • Ensure that the meeting location complies with the health protocols imposed by the government to contain the spread of the virus and limit the number of participants; • Ensure and verify information and communication channels in advance with key partners such as health authorities and public healthcare facilities; • Pre-order sufficient supplies and materials, including wipes and hand sanitizers for all participants. B. During the meeting, the Project will take appropriate steps to ensure all parties follow the implemented health protocols in the following manner: • Provide information or guidance regarding COVID-19 conditions and protocols verbally, including: o Remind participants to continue wearing masks. Participants are advised to wear a medical mask; o Advise participants not avoid touching or limit the crowd; o Remind all participants to wash their hands regularly or use hand sanitizer; and o Encourage participants to cover their faces by bending their elbows or using a tissue if they cough or sneeze. The committee will provide tissue and a closed trashcan for safe disposal. • Installing a water dispenser for washing hands or hand sanitizers around the meeting room; • Spraying disinfectants regularly in rooms and on equipment used during meetings; and • Adjust the seat spacing to ensure participants are at least one meter apart. After the meeting, the Project will continue to monitor the participants for approximately 14 days to ensure their health condition. If in 14 days, there is an indication that one of the participants experiences a mild cough or low-grade fever (i.e., a temperature of 37.3ºC or more), they must stay at home and self-isolate. They are also expected to avoid close contact (1 meter or less) with other people, including family members. Participants are expected to be able to carry out an antigen- based or PCR COVID-19 test to confirm if they are infected with COVID-19. If the participant's test result is positive for COVID-19, it is highly recommended for the participant to take a COVID-19 SWAB PCR test. 29 Stakeholders are encouraged to express their opinions outside the meeting forums arranged either in person or virtually. The Project prepares various alternative channels for communication, including through cellular phones and their applications, online means such as the Ministry of Manpower website, social media, mailboxes, and email. The Project will also continue to strive to establish communication and stakeholder engagement in addition to continuous monitoring, especially to facilitate vulnerable groups, who are affected by the COVID-19 pandemic. 8. FEEDBACK AND GRIEVANCE REDRESS MECHANISM The Project will provide a Feedback and Grievance Redress Mechanism (FGRM) to monitor the implementation of social and environmental documents. This mechanism will facilitate the receiving, evaluating, and handling processes of complaints as well as feedback from stakeholders or the general public related to the Project, including communities at the local level. This mechanism is proportionate to the potential risks and impacts of the Project and is accessible and inclusive; and will be establish at central and local level. Apart from this mechanism, within the LMI design, there will also be a systematic feedback system to receive feedback from LMI users and follow up on user complaints as a responsive client support mechanism. The objective of the Feedback and Grievance Redress Mechanism is to: � Strengthen accountability to beneficiaries; and � Provide means for Project stakeholders to give feedback and or raise complaints related to Project activities. By increasing transparency and accountability, the grievance and feedback mechanism will receive and record grievances and feedback and then seek to resolve them, including through system or Project design improvements to increase the Project's positive impact. All grievances and feedback must be recorded and follow basic procedures required in the SEP and handled at the level closest to the grievant. The types of grievance and feedback reporting received will be related to the accessibility of the LMIS, completeness of information in the LMIS, training implementation, space renovation activities, and so on. For the initial stage of the project, MoM will use the existing FGRM system by utilizing channels through the MoM website (https://bantuan.kemnaker.go.id/support/home). As the project progresses, the channels for handling feedbacks and grievances will be expanded in accordance with project specific arrangements. This may be through in-person grievances/feedback directly submitted to grievance redress office at central and local levels, phone or hotline numbers, text message or mail, PO BOX, email or via a website. At the implementation stage, Project will ensure that complaints are received at the local level. This information will be available in Project operational document/manual (POM), in which this will includes the method for submission of complaints related to this Project and the stages of submission, recording, verification/validation and resolution. 30 8.1 Definition of Grievance Mechanism: The Grievance Mechanism is a process of receiving, evaluating, and handling grievances from stakeholders and the general public who are affected by the Project activities. 8.2 Scope and Users of Grievance Mechanism: The Project will provide a Grievance Mechanism for stakeholders and the general public to submit questions, comments, suggestions, and or complaints or provide feedback on all activities funded by the Project. Users of the Grievance Mechanism designed in this SEP are stakeholders and the general public. Meanwhile, the specific Grievance Mechanism for workers to be directly involved in the development and construction of the Project will be explained separately in the Project Labor Management Plan (LMP) document. 8.3 Management of Grievance Mechanism: The Grievance Mechanism will be managed by the PMU, under the responsibility of the Focal Points that will be provided at national, provincial and district levels as appropriate to the Project needs. A dedicated GRM officer or focal points will be appointed from the internal PMU as the central daily manager of this grievance mechanism and at local employment offices, tasked with recording and overseeing the collection to the settlement of grievances received from the Focal Points at any time during the Project activities. The social specialist hired under PMU will ensure such requirements. The following description is the initial grievance mechanism provided for the Project that will later be refined during project implementation. Step 1: Grievance received by the Focal Point from project stakeholders or public Step 2: Focal Points records (a log where the grievances are registered in writing and maintained as a database) and conduct consultation with the submitter of grievance to understand the issue. Grievance that can be resolved directly by the focal point will be resolved. At this level, the Focal Point is responsible for receiving, recording and tracking of grievance until it is closed and later providing grievance report to the GRM officer periodically (i.e., monthly report). Grievance that cannot be resolved by the focal point will be escalated to GRM officer for resolution. Step 3: GRM officer will analyze and seek for solution of grievance. At this level, the GRM officer is responsible to follow up the grievance record and conduct the recording and tracking until the grievance is closed. If grievance cannot be resolved under this timeframe, the GRM officer will escalate the issue to the head of PMU for further direction. Step 4: PMU will conduct coordination meeting inviting relevant grievance focal point, GRM officer and parties involved in grievance issue to seek for acceptable solution. The timeline of this process will depend on the complexity of the issue. Step 5: Grievance that cannot be resolved at the PMU level will be escalated to National level, involving relevant government authorities at the national level with aims to seek for mediation. SEP will be updated to include detail on GRM procedure (role and responsibilities as well as timeframe of the respond) during project implementation. 31 The grievance mechanism will be publicly advertised, including the procedures of the resolution, through during public consultation, or GRM channels can be posted at the notification board that will be provided at the local BPVP offices and the project locations. 9. MONITORING AND REPORTING The monitoring of the stakeholder engagement activities implementation will be carried out on a continuous basis to review the effectiveness of the engagement strategy undertaken and provide input for subsequent stakeholder engagement activities. ES focal point or other person in charge of monitoring will ensure the implementation of the SEP and maintain records and documentation of stakeholder engagement activities. This record will include information on the location and date of activity, the approach taken in engagement (e.g., regular meetings/workshops/FGDs/discussions), information on the stakeholders involved, and a summary of the feedback received from the activity. As outlined under the Project’s ESCP, the records from SEP implementation will be compiled in project document and reported regularly to the World Bank, as part of the Project implementation report. The Focal Point plays a role in monitoring and documenting any commitments or actions agreed upon during the consultation, including amendments due to changes in Project design or SEP implementation. The results of the stakeholder engagement activities will be reported back to the stakeholders through specific channels to be defined, for example, through the Project website, bulletin boards, or other online platforms. 10. PUBLIC CONSULTATION AND INFORMATION DISCLOSURE As part of the project preparation, the project has conducted public consultations on October 19th, 2023 (hybrid meeting) to inform the overall project design, proposed activities and the environmental and social management documents. The public consultation was attended by stakeholders from the central and regional such as Ministry of Home Affairs, Bappenas, Manpower Agencies at city and provincial levels, Education Agencies, National Research and Innovation Agency – BRIN, Indonesian Disability Association (PPDI), academics, Sekretariat Satu Data Indonesia, and others. All Project’s environmental and social management documents, which are the SEP document, Labor Management Plan (LMP), Environmental and Social Code of Practice (ESCOP), and Environmental and Social Commitment Plan (ESCP), has been publicly disclosed for public inputs on the Ministry of Manpower's website prior to the public consultation, and have been finalized and can be accessed by public through link (https://kemnaker.go.id/news/detail/safeguards-loan-listraf). Summary of the public consultation is available in Annex 3 of this SEP. Through public disclosure of these documents, it is expected that public can find information related to the Project and the stakeholders can provide suggestions and feedbacks throughout the Project implementation. Thus, will provide opportunities for the Project to improve its design and implementation through the feedbacks received, in the form of suggestions, additional information and complaints. 32 ANNEX 1 SUMMARY OF PREVIOUS ACTIVITIES WITH STAKEHOLDERS Implementati Agenda and Purpose of Consultation Points Summary Attending Stakeholders Location on time Activities 2013, 2014, Implementation of Quality 1. Improving the quality of employment The ISO team consists of 10 2013: Langkat, Padang City, Bogor, Pati, 2015, 2016 Standards for employment placement services for job seekers and (ten) people, consisting of Sleman, Pasuruan, Makassar City (ISO placement services at the employers certified to ISO 9001 Head of Agency, Section Chief, 2014: Banda Aceh City, Pekanbaru City, 9001:2001) District Office/City 2. Standardizing Operational Procedures for Job Counselor Lubuk Linggau City, Palembang City, through ISO 9001:2001 Manpower Placement Services according to Boyolali, Magelang City, Yogyakarta City, 2017, 2018, certification ISO 90013. Changing the concept of service Kulon Progo, Gresik, Badung, Pontianak City, 2019 (ISO space for placement of workers Samarinda City, Gowa 9001:2015) 2015: Kota Pariaman, Banyuasin, Jambi City, Bekasi City, Kuningan, Cilacap, Surakarta City, Tabanan, Central Lombok, Bima, Palangkaraya City, Kutai Kartanegara, Palu City, Gorontalo, Ternate City 2016: Dumai City, Medan City, Bandar Lampung City, Pangkal Pinang City, Bogor City, Cilegon City, South Jakarta City, Pemalang, Kebumen, Wonogiri, Sumenep, Surabaya City, Bojonegoro, Denpasar City, Banjar, Hulu Sungai Tengah, South Barito, Kupang City 2017: Regency. Demak, Binjai City, Coal, Pematang Siantar City, Padang Pariaman, Batam City, Batang Hari, Musi Rawas, Majalengka, Sukabumi, Jepara, Pekalongan City, Banyumas, Magelang, Gunung Kidul, Jombang, Mojokerto, Bondowoso, Ponorogo, Belu, Kubu Raya, Banjarmasin City, Donggala, Banggai 33 Implementati Agenda and Purpose of Consultation Points Summary Attending Stakeholders Location on time Activities 2018: Indramayu Regency, Subang Regency, Purwakarta Regency, Bantul Regency, Karanganyar Regency, Sukoharjo Regency, Temanggung Regency, Sragen Regency, Klaten Regency, Tulungagung Regency, Magetan Regency, Ngawi Regency, Asahan Regency, Sijunjung Regency, Sintang Regency, Pare-Pare Regency , Bima City, North Lampung Regency 2019: Serang Regency, Bandung Regency, Cirebon Regency, Tasikmalaya City, Karawang Regency, Salatiga City, Kudus Regency, Madiun Regency, Temanggung Regency, Sragen Regency, Klaten Regency, Bantul Regency, Magetan Regency, Tulungagung Regency, Ngawi Regency 34 Implementati Agenda and Purpose of Consultation Points Summary Attending Stakeholders Location on time Activities 4-5 Discussion on BLK 1. Discuss the BLKvtransformation strategy. 1. Director General of Bogor, West Java September transformation to support 2. Discussing the objects of the BLK Binalavotas 2020 vocational training Transformation (including the 3in1 Kiosk 2. Secretariat General of activities that changed its function to the Ready-to- Binalavotas Work Kiosk and the HR that held the 3. Director and Chief in Ready-to-Work Kiosk) Binalavotas environment 4. Special Staff of the Minister of Manpower 5. Head of the Planning Bureau of the Ministry of Manpower 6. Head of the Barenbang Center for Data and Information 7. Head of Center for Research and Development of Barenbang 8. Director at Binapenta October 15, Convention on the Draft of Draft of Indonesian National Work 1. Dir. Stankomproglat Bekasi, West Java 2020 Indonesian National Work Competency Standards (RSKKNI) for 2. Stakeholders in caregiver Competency Standards Caregivers (RSKKNI) for Caregivers 35 Implementati Agenda and Purpose of Consultation Points Summary Attending Stakeholders Location on time Activities October 16, SDC Coordination Meeting 1. Discussion on improving the quality of 1. Ministry of Manpower Bekasi, West Java 2020 2020 Human Resources (HR) which has been 2. National Development designated as one of the national Planning Agency development priorities in the 2020-2024 3. Ministry of Finance RPJM and SDC that has been designated as 4. Ministry of Education and a national priority program Culture 2. Discussion on the formation of 20 SDCs in 5. Ministry of Home Affairs the last 3 years as a cross-sectoral reference institution in improving HR competence in the regions in an integrated, synergistic, and sustainable manner. From the formation and development of the 20 SDCs, invaluable experiences and lessons were obtained for optimizing the use of regional resources in the field of improving HR competencies to reduce unemployment, increase productivity, and economic growth, as well as reduce poverty. 3. Based on the above discussions, the participants of the 2020 SDC Coordination Meeting proposed that the existence of SDC to be strengthened in terms of institutions, work programs, funding and regulation; the establishment and development of SDC in a structured manner at the district/city level; and issuance of Presidential Instructions on Coordination, Synergy and Harmonization of HR Competency Improvement through the Formation and Development of SDCs. October 19, Lattas Field Coordinator 1. Discuss the BLK transformation strategy. 1. Director General of Makassar, South Sulawesi 2020 Meeting 2020 2. Discus the objects of the BLK Binalavotas Transformation (including the 3in1 Kiosk 2. Secretariat General of which changed its function to the Binalavotas Ready-to-Work Kiosk and the HR that 3. Director and Chief in 36 Implementati Agenda and Purpose of Consultation Points Summary Attending Stakeholders Location on time Activities organized the Ready-to-Work Kiosk) Binalavotas Environment 3. Business integration of training and 4. Head of UPTP BLK placement processes and job market throughout Indonesia information 27 November Launching of Skill The Center for Job Training Development 1. Head of BBPLK Bandung 2. UPTD BLK Sumedang, West Java 2020 Development Center at (BBPLK) Bandung provided training to Head of BLK Sumedang BLK Sumedang by BBPLK hundreds of participants at the UPTD BLK, 3. Sumedang Regent Bandung Sumedang Regency. This training is in collaboration with the Ministry of Manpower, Ministry of Education, Ministry of Industry and the National Planning Agency. April 13, 2021 Socialization of the Establishment of a Skill Development Center 1. Director of Vocational Sidoarjo, East Java Establishment of Skill (SDC) in Sidoarjo Regency, East Java Training Institutional Development Center (SDC) Province Development in Sidoarjo Regency, East 2. Assistant for Government Java Province and People's Welfare 3. Employment Stakeholders 4. Head of BLK Sidoarjo 5. Main Expert Planner of Bappenas 6. SDC Expert 16-18 June Employment Barenbang Conducted as a proactive effort, invite all 110 people from Makassar, South Sulawesi 2021 Technical Working relevant parties to gather, discuss, and representatives of work units Meeting share ideas to create synergies so that they within the MoM, partner can support the transformation of labor ministries/ agencies and the development, in order to support the Manpower Agency in South implementation of the 9 leaps program of Sulawesi the Ministry of Manpower that consists of strategic policies 37 Implementati Agenda and Purpose of Consultation Points Summary Attending Stakeholders Location on time Activities 16-18 June Synergy of Functional 1. Establish and improve cooperation and 200 officers from the Bogor, West Java 2021 Officers of Central Work in coordination between Central Work officers Directorate General of the Digitalization Era in the central government Binapenta and PKK, MoM’s 2. Improving the professionalism and Job Market Center, BP2MI, performance of the Job Introduction the Manpower Agency in the 3. Preparing Central Work officers in Jabotabek Environment responding to the needs of inter-work services in the digitalization era June 30, 2021 National Consolidation on As the Ministry of Manpower's commitment 100 people, representatives National (virtual meeting) One Employment Data to develop a single employment data and as of work units within the an effort to build integrity between the MoM, partner ministries/ center and the regions in the development agencies, Regional Manpower of SDK Agency 12 - 14 Increasing the Capacity of 1. Provide an overview of the roles, duties, 100 Work Introductions Bogor, West Java August 2021 Functional Officers who and functions of the Work Introduction officers consist of the are appointed through 2. Disseminate information related to Work Directorate General equalization of Structural Introduction competency standards Binapenta and PKK, Job Positions to Functional 3. Improving coordination and Market Center, BP2MI, UPT Positions of Work communication between Work BP2MI Bandung, UPT BP2MI Introduction Introductions through equalization channels Lampung, UPT BP2MI Jakarta, 4. Increase the capacity of the equivalency UPT BP2MI Denpasar, UPT Work Introduction in carrying out its duties BP2MI Serang, BBPKK and functions Lembang, BBPLK Bekasi, BBPLK Serang, BBPLK Semarang, BBPLK Bandung August 31, Strengthening the Collaborating with the government, Labor Market Center, TEAM Palu, Central Sulawesi 2021 Network for Placement of companies, start-ups, and other of the Directorate of PTKDN Youth and Women stakeholders in order to facilitate and open Development, Department of up online and offline job opportunities for Manpower, labor young and female workers stakeholders 38 Implementati Agenda and Purpose of Consultation Points Summary Attending Stakeholders Location on time Activities 2-4 FGD Activity for Skill Development Center (SDC) Guidelines 1. Directorate Lemlatvok Jakarta September Preparation of Skill 2. Secretary General of 2021 Development Center (SDC) Binalavotas Guidelines 3. Head of DPKN 4. National Development Planning Agency 13-15 Compilation of 15 Sector Submitting information on job positions 80 representatives from Jakarta September Job Position Information currently held by the Ministry of Manpower Ministries/institutions, 2021 and at the same time asking stakeholders to business actors/sectors, and update job information in accordance with associations current conditions 15-17 Prepare and improve the 1. Improve and optimize the use of the 40 participants consisted of Bogor, West Java September quality of HR in managing sisnaker application employees of the Labor 2021 the SISNAKER application 2. Improving the quality and capacity of the Market Center and Work (Karirhub, Virtual Jobfair Labor Market Center HR in understanding introduction from DKI Jakarta and Special Job Exchange) and skillfully operating the labor system province application 22-24 One Employment Data Part of the Implementation on One Head of the SDI forum, Cikini, Jakarta September Technical Coordination Employment Data Policy which aims to build representatives of the Jakarta 2021 Meeting a shared commitment in implementing the Manpower and one employment data policy Transmigration Service, representatives of the Banten Manpower and Transmigration Service, representatives of the West Java Manpower and Transmigration Service, representatives of the BPS Dissemination Directorate 27-29 Trial for Guidance and Job Socialization of job position training’s 40 representatives from Batam, Riau Islands September Position Training techniques and job guidance to counselees vocational career guidance 2021 Methodology in order to find talents, interests, and teachers and BKK abilities administrators 39 Implementati Agenda and Purpose of Consultation Points Summary Attending Stakeholders Location on time Activities 27-29 Cross-Country Labor To provide a place for developing countries PTKDN Development Bogor, West Java September Market Analysis (G20 to discuss in the economic field and Directorate Team, 2021 Disability Analysis) specifically raise the issue of workforce with Demographic Institute, disabilities Faculty of Economics and Business, University of Indonesia 27-29 National Job Market Discussion on the potential of the domestic PTKDN Development Magelang, Mandalika, Lake Toba, Labuan September Analysis (Super Priority job market in terms of supply and demand Directorate Team, Central Bajo, Likupang 2021 Tourist Destinations) Statistics Agency 30 Technical Coordination The need for improving good governance of SDK organizers in all Semarang September-2 Meeting for the labor data through perceptions both at the districts/cities in the province October 2021 Implementation of One center and at the regions of Central Java Employment Data 7-9 October Forum for Government 1. improve coordination between the 32 representatives from the Bandung, West Java 2021 Sector Coordination in central government and local governments Department of Manpower improving inter-work in charge of manpower and BKD in order to and BKD in the Provinces of services emphasize the importance of the role and West Java and Central Java function of Work Introductions in carrying out Inter-Work activities in the Office in charge of manpower 2. Conduct discussions and experiences sharing related to the challenges faced in carrying out inter-work services 3. Provide assistance and guidance for the Office in carrying out inter-work services 11 - 12 Job Market Service SOP To find out discrepancies that may occur in 30 participants consisted of Bekasi, West Java October 2021 Trial the implementation of the SOP for the employees of the Job Market Labor Market Service that has been Center, Directorate of PK prepared, so that improvements can be Development, Directorate of made, by: PTKDN Development, Bekasi 1. Measuring the implementation time of City Manpower Office (Head each stage in SOP of Office, Head of Division, 2. Understanding the extent to which the Head of Section, Work prepared SOPs can be implemented in the Introduction) 40 Implementati Agenda and Purpose of Consultation Points Summary Attending Stakeholders Location on time Activities field 13-14 Private Sector 1. Disseminate information related to inter- 30 representatives from the Jakarta October 2021 Coordination Forum in work services to companies and placement Company, BKK, Department of improving inter-work agencies Manpower in DKI Jakarta services 2. Socialization of the roles, duties, and Lingkungan functions of the Work Introduction in performing inter-work services 3. Conduct discussions and share experiences related to the challenges faced by companies and placement agencies in increasing the number of workforce placements 13-14 Special Job Market Utilization of Digitalization in Optimizing 1,315 representatives from Bandung, West Java October 2021 Development BKK Services BKK managers, the Manpower Office 21 october FGD RTKN Review 2020- To obtain input on policies, strategies and Representatives of work units Jakarta 2021 2024 programs of each ministry/institution as within the ministry of well as enrich the results of the analysis that manpower, will be included in the 2020-2024 RTKN Ministries/Institutions sector review document. builder 04 November One Employment Data implementation of the SDK national representatives of work units Yogyakarta 2021 Forum consolidation which aims to equalize within the ministry of perceptions and steps for good manpower, implementation at the central and regional Ministries/Institutions sector levels founder 17-20 Technical Guidance for 1. Strategy for Strengthening the 3in1 1. Dir. Lemlatvok Denpasar, Bali November Strengthening the 3in1 Kiosk System through the UPTP BLK 2. Secretary of the Bali 2021 Kiosk System Through the UPTP and BLK UPTD Sisnaker Province Manpower and UPTP BLK, UPTP and UPTD Applications. ESDM Office BLK, Sisnaker Applications 2. Explanation of Sisnaker 41 Implementati Agenda and Purpose of Consultation Points Summary Attending Stakeholders Location on time Activities 18-20 Coordination with Related 1. To establish coordination between the 53 representatives from the Tangerang, Banten November Units in the Development Ministry of Manpower and related Banten Province Manpower 2021 of Work Introduction stakeholders, by exchanging information and BKD Office, Ministry of Competencies and finding solutions to problems in Manpower and BP2MI improving the roles, duties, and functions of the Work Introduction 2. Identifying and collecting input related to the competencies of the Job Introduction in responding to the needs of inter-work services in this era digitization 3. Provide assistance to relevant stakeholdersneed for improvement in inter- work services November 23, Socialization and Inauguration of the Medan City Skill 1. Assistant to the Mayor of Medan, North Sumatra 2021 Inauguration of the Development Center (SDC) Forum 2021 - Medan Medan City Skill 2024 2. Seditjen Binavotas Development Center (SDC) 3. Director of Vocational Forum 2021 – 2024 Training Institutional Development 4. Head of BBPLK Medan, 5. Medan City Manpower Office and SDC Participants November 24, Socialization of RTK to encourage companies to prepare RTK in Companies in the DKI Jakarta Jakarta 2021 Preparation in the order to fulfill WLKP area, Jakarta Provincial office company 1-3 December Provision of Labor Market 1. Realizing and supporting the 50 participants consisti of the Bali 2021 HR with an understanding implementation of the duties and functions Job Market Center and 2 of the importance of of the Labor Market Center in providing Work Introduction from the excellent service in service labor market services Bali provincial manpower delivery 2. Improving the quality of human resources office in the labor market center 3. Improving the ability of excellent service for the HR Center of the Job Market so that it can produce service-excellent employees 42 Implementati Agenda and Purpose of Consultation Points Summary Attending Stakeholders Location on time Activities 08 December Launching of the In order to support the development and 1. Menaker Center for Job Training Development 2021 Indonesian National Work recovery of the tourism sector and the 2. Secretary General of the (BBPLK) Bekasi, West Java Competency Standards creative economy, the Ministry of Ministry of Manpower (SKKNI) for Beauty, Spa Manpower launched the Indonesian 3. Director General of and Karaoke Guides National Work Competency Standards Binalavotas (SKKNI) for Beauty, Spa and Karaoke Guides. 4. Beauty sector stakeholders 8-10 Skill Development Center SDC as a Leverage of Synergy and 1. Director of Vocational Bekasi, West Java December (SDC) Coordination Harmonization of Vocational Education and Training Institutional 2021 Meeting Training in the Regions Development, 2. Director of Vocational Training and Apprenticeship Development, 3. Coordinator and Sub- Coordinator of Partnership Development and Funding, 4. Funding and Partnership Development Officer and 5. SDC Participants 13-17 Technical Guidance for 1. Increase the capacity of Job Introduction 178 Work Introduction Bandung, West Java December Prospective Counselors for and Inter-Occupational Officers in Officers and Inter-Work 2021 Job Loss Beneficiaries conducting counseling and job guidance Officers throughout Indonesia 2. Creating competent counselors in providing services to JKP3 beneficiaries. Provide an overview of the mechanism for implementing the JKP program and the important role of counselors in providing counseling services for beneficiaries December 21, Dissemination of to be a reference for both the ministry of regional office representative Jakarta 2021 competency-based manpower and other ministries/agencies in workforce demand formulating policies and programs for projections in companies manpower development for the tourism sector 43 ANNEX 2 FOCAL POINT FOR LISTRAF PROJECT ATTACHMENT : NUMBER : 1/1556/KU.03/IX/2023 DATE : 12 SEPTEMBER 2023 TEAM STRUCTURE OF THE PROJECT MANAGEMENT UNIT NO. NAME WORK UNIT POSITION IN THE TEAM 1 2 3 4 1. Hery Budoyo, S.T., M.M. Biro Perencanaan dan Head of Project NIP 197012121998031002 Manajemen Kinerja (Planning Management Unit and Performance Management Bureau) 2. Muchamad Yusuf, S.T., M.Si. Pusat Pasar Kerja (Labor Vice Chairman of NIP 196810311998031002 Market Center) Project Managament Unit 3. M. Farid Ma'ruf, ST., MT. Ph.D. Pusat Data dan Teknologi Head of Component A NIP 19721223 199803 1 002 Informasi (Data Center and Activity Information Technology) Implementation 4. Uditomo Marmadi, S.I.K. Set.Barenbang (Planning and Secretariat of NIP 198210022009121005 Manpower Development Component A Activity Agency Secretariat) 5. Andra Wisnu Artanto, S.E. Set.Barenbang Secretariat of NIP 198004042009121001 Component A Activity 6. Hilman Nugroho, S.T. Set.Barenbang Secretariat of NIP 199503222020121017 Component A Activity 7. Supriyadi, S. Kom.,M.M.SI Pusat Data dan Teknologi Head of Sub- NIP. 19740423 200501 1 001 Informasi Component A.1 Activity Implementation 8. Wahju Amri Perdana, A.Md Pusat Data dan Teknologi Member of Sub- NIP. 19831016 200912 1 001 Informasi Component A.1 Activity Implementation 9. Sangkan Soebagio, S.T. Pusat Data dan Teknologi Member of Sub- NIP 197306192005011001 Informasi Component A.1 Activity Implementation 10. Ananto Wijoyo, S.T. Pusat Data dan Teknologi Member of Sub- NIP 198108282009121003 Informasi Component A.1 Activity Implementation 11. Muhammad Ivandry, S.Kom. Pusat Pasar Kerja Member of Sub- NIP 198601072009121001 Component A.1 Activity Implementation 12. Pandu Isdiyanto, S.T., M.M. Pusat Pasar Kerja Member of Sub- NIP. 197612312009121002 Component A.1 Activity Implementation 44 13. Franciscus Anton Wirawan, S.Si, Pusat Data dan Teknologi Member of Sub- M.Si. Informasi Component A.1 Activity NIP. 198104022009011007 Implementation 14. Dr. Mohammad Mustafa Pusat Perencanaan Tenaga Head of Sub- Sarinanto, M.Eng. Kerja (Manpower Planning Component A.2 Activity NIP 196805021988011001 Center), Barenbang Implementation 15. Hikmat Ghazaly, S.Si., M.Si. Pusat Perencanaan Member of Sub- NIP 199103222014031003 Ketenagakerjaan (Manpower Component A.2 Activity Planning Center), Barenbang Implementation 16. Heril Chahyadi, S.T Pusat Perencanaan Member of Sub- NIP 19890606 201502 1 003 Ketenagakerjaan, Barenbang Component A.2 Activity Implementation 17. Gesta Diniarti, S.E. Pusat Perencanaan Member of Sub- NIP 199206222019022010 Ketenagakerjaan, Barenbang Component A.2 Activity Implementation 18. Ervin Jongguran Marajohan Pusat Pasar Kerja Member of Sub- S.E.Ak., M.Si Component A.2 Activity NIP 19760311 199903 1 004 Implementation 19. Fitri Astuti, S.Psi., M.M. Pusat Pasar Kerja Head of Sub- NIP 198001152006042002 Component A.3 Activity Implementation 20. Sigit Aryprasetyo, S.E., M.A.P. Pusat Pasar Kerja Member of Sub- NIP 198402262009011006 Component A.3 Activity Implementation 21. Tri Pudji Astanti, B.Eng Dit. Penempatan Tenaga Kerja Member of Sub- NIP. 198212312007012001 Dalam Negeri (Domestic Component A.3 Activity Manpower Placement Implementation Directorate) 22. Syamsi Hari, S.E., M.M. Set. Ditjen Binalatvotas Head of Component B NIP 197403111998031001 (Directorate General for Activity Vocational and Productivity Implementation Training Secretariat) 23. Fikri Kurniakiki, B.Eng., M.Si. Set. Ditjen Binalatvotas Secretariat of NIP 198311222007011001 Component B Activity Implementation 24. Akhirudin, S.T., M.Ec.Dev. Set. Ditjen Binalatvotas Secretariat of NIP 198510042009121001 Component B Activity Implementation 25. Lola Herliana, S.S. Set. Ditjen Binalatvotas Secretariat of NIP 198603092009122003 Component B Activity Implementation 26. Retno Herawati, ST., MT. Set. Ditjen Binalatvotas Secretariat of NIP 19830419 200712 2 001 Component B Activity Implementation 26. Gilang Amaldi, B.Eng., M.M. Bina Penyelenggaraan Head of Sub- NIP 198701012009121001 Pelatihan Vokasi dan Component B.1 Activity Pemagangan (Implementor of Implementation 45 Vocational Training and Apprenticeship), Lavotas 27. Arnov Tri Hartanto, B.Eng., Dit. Bina Stankomproglat Member of Sub- M.Sc. (Directorate of Competency Component B.1 Activity NIP 198211142007011001 Standardization and Training Implementation Programs), Lavotas 28. Widjanarko, S.Psi., M.Si. Dit. Bina Stankomproglat, Member of Sub- NIP 197412082003121001 Lavotas Component B.1 Activity Implementation 29. Mahambara Agung Dit. Bina Lavogan, Lavotas Member of Sub- Prabawa,SST Component B.1 Activity NIP 199111132015031003 Implementation 30. Aris Hermanto, B.Eng., M.Si. Dit. Bina Kelembagaan Head of Sub- NIP 198212222007011001 Pelatihan Vokasi, Lavotas Component B.2 Activity Implementation 31. Aditya Wibawa Sampurna Dit. Bina Kelembagaan Member of Sub- Putra, ST Pelatihan Vokasi, Lavotas Component B.2 Activity NIP 198607072015031003 Implementation 32. Heri Yanuar, ST. Dit. Bina Kelembagaan Member of Sub- NIP 198001102005011003 Pelatihan Vokasi, Lavotas Component B.2 Activity Implementation 33. Muhammad Taufik, S.ST. Sekretariat Direktorat Member of Sub- NIP 198702242019021002 Jenderal Pembinaan Pelatihan Component B.2 Activity Vokasi Implementation 34. One Herwantoko, S.Sos., M.Si. Biro Perencanaan dan Head of Component C NIP 198607242011011008 Manajemen Kinerja Activity Implementation 35. Wahyu Yudowibisono, S.T. Pusat Pasar Kerja Member of Component NIP 198510162009011004 C Activity 36. Jeihan Hannissa, A.Md.M. Biro Umum (General Bureau) Member of Component NIP 199802272018122002 C Activity 37. Nurwidiati, S.Sos. Biro Hubungan Masyarakat Member of Component NIP 197305152005012001 (Community Relation Bureau) C Activity 38. Wikan Nurcahyanti, S.E. Biro Keuangan dan BMN Member of Component 198408202015032003 (Finance and State Property C Activity Bureau) 39. Ully Masyithah, S.S. Biro Organisasi dan Sumber Member of Component NIP 197807122006042002 Daya Manusia Aparatur C Activity (Bureau of Organization and Human Resources Apparatus) 40. Ratih Rullyanti, B.Eng., M.T.I. Biro Kerja Sama (Cooperation Member of Component NIP 197911302003122003 Bureau) C Activity 41. Dhatun Kuswandari, S.H., M.H. Biro Hukum (Law Bureau) Member of Component NIP 196901121999032001 C Activity 42. Asep Noor Hasan, S.Si., M.M. Inspektorat II (Inspectorate) Member of Component NIP 197909012009121001 C Activity 43. Primadita, S.T. M.Kessos Biro Perencanaan dan Member of Component NIP 198206112011012009 Manajemen Kinerja C Activity 46 Stipulated in Jakarta On 12 September 2023 Secretary General Signed Anwar Sanusi, Ph.D. 47 ANNEX 3 SUMMARY FROM THE PUBLIC CONSULTATION Public Consultation for LISTRAF Project Prepared by: Ministry of Manpower of Indonesia Republic Time and Date : Thursday to Friday, 19 - 20 October 2023 Lokasi : Offline: Hotel Novotel Bogor Golf Resort and Convention Center, Bogor, Jawa Barat Online: Via Zoom Participants : (50 offline participants dan 56 online participants) Participants from: Ministries/Agencies: • Head of Agency: Worker/Labor Union (SP/SB) • Head of Vocational and Productivity Training Center (BPVP) • International Labor Organization (ILO) • Directorate General of Vocational Training, Ministry of Education and Cultural • State Cyber and Coding Agency (BSSN) • Ministry of Communication and Informatics (Kominfo) • Ministry of Administrative Reform and Bureaucratic Reform (KemenpanRB) • Central Statistic Bureau (BPS) • National Research and Innovation Agency (BRIN) • Goods and Service Procurement Policy Agency (LKPP) • Directorate General of Budgeting (DJA) • Directorate of Manpower and Directorate of Financing, Directorate of Partnership Development Program in Empowerment of BAPPENAS (Dit. Naker & Dit. Pendanaan, Dit.PKPM) • Sekretariat Satu Data Indonesia • Directorate General of Financing and Risk Management (DJPPR) • Ministry of Home Affair (Kemendagri) • Coordinating Ministry for Human Development and Culture Secretariat (Set.menkoPMK) • Directorate General of Treasury (DJPb) Regional Government • Manpower Agencies in Provinces (Disnaker Provinsi) 48 Development Partners • Career Development Center in Universities and vocational training center that conducts tracer study • Smeru research center Academics • Demography Agency of UI • UGM Associations of Profession and Forums • FKLPI • SDC in Regional Government/Vocational Regional Coordination Team, TKDV • Head for implementation of Vocatioal National Coordination Team, TKNV • Vulnerable groups with disabilities (PPDI) Moderator : Head of the Labor Market Center Summary of Presentation Material: 1. The crucial role of the LISTRAF Project
 a. Shifting of the workforce structure from lower education to higher education, from rural to urban areas b. Shifting of the working populations structure from agriculture to non-agriculture, from informal to formal, and from low to medium-high skills. 2. Objective and benefit of the LISTRAF Project a. Enhancing the capacity and quality of the labor market service ecosystem in Indonesia to meet the 4 (four) LMIS functions. b. Improving access to labor market services for all users in Indonesia, including employers, job seekers, and other stakeholders. 3. The conceptual framework of the LISTRAF Project a. Development of the service for Labor Market Information System b. Development of the service for Labor Market Information Institutions 4. LISTRAF activities align with the BLK transformation policy, where at least one BLK functions optimally in each province. 
 5. Risk Mitigation and Impact of the LISTRAF Project (SAFEGUARDS)
It is essential to convey this because the support of the entire Indonesian community for the LISTRAF Project is needed due to the benefits it will bring. Safeguards are carried out based on existing rules and standards in Indonesia. The existing risks for the projects are as follows:
 a. The SIAPkerja platform is not inclusive yet, and there is unequal access to 49 information and benefits.
 b. Environmental pollution risks from construction and operational waste.
 c. Health and safety risks due to unsafe work practices, inadequate personal protective equipment, and poor working conditions. 
 6. One of the goals of this meeting is to mitigate the risks of the Listraf project. It is important to note that this project will have impacts on workers and the community. The coverage area of this project is across Indonesia, with both low and high risks. The risks are low when the project is office-based, and moderate to high when it involves mobile work. There is also a construction development project that encompasses legal and social aspects. Therefore, in this consultation, we expect ideas and input to identify the necessary document improvements related to environmental risks, OHS (Occupational Health and Safety) risks for workers and the community, also social and community aspects. 
 7. This project is also an evaluation of the existing labor regulations and norms in Indonesia. So, with this project, the establishment of high standards for concern for social, OHS, and environmental issues are expected. Three documents that will be created: a. Stakeholder Engagement, 
 b. Labor Force Management, and 
 c. Environmental and Social Preservation. 
 Openings by : Public consultation was conducted in hybrid, opened by the Head of Labor Market Center (Kepala Pusat Pasar Kerja) as the activity organizer, attended by the PMU of LISTRAF and representatives from various Ministry of Manpower stakeholders. Head of the Planning Bureau (Kepala Biro Perencanaan) as the Head of PMU deliver the presentation of the LISTRAF project activities Summary of the Discussion Session: 1. BRIN (Yurike – Director of Labor Economic Policy and Regional Development, Deputy of Development Policy) • Informs that BRIN is a partner of the Ministry/Institution. Currently, it is its third year in collaborating with several Ministries/Institutions and 69 Research and Development Institutions within the Technical Ministries. BRIN provides support to Ministries/Institutions for evidence-based policy-making. • BRIN's studies are based on the needs proposed by Ministries/Institutions through the 50 Research and Innovation Communication Forum, and these studies have medium to long-term implications. In 2023, BRIN received 217 study proposals from 23 Ministries/Institutions. • BRIN hopes that Ministries/Institutions can actively coordinate with the coordinating ministry, considering that study proposals from BRIN are submitted to the Coordinating Ministry. • The structure of the Deputy of DKP BRIN mirrors that of the Coordinating Ministry. • It was noted that for the past two years, the Ministry of Manpower did not submit • any proposals, possibly due to misinformation. There are, however, significant issues in the Ministry of Manpower that could be elaborated upon in collaboration with BRIN to gain insights in support of policy formulation within Ministries/Institutions. • Meetings have been held between BRIN and the Head of the Labor Market Center and the Head of the Bureau of Employment Development of the Ministry of Manpower to discuss opportunities for cooperation between both parties. The results of the studies requested by the Ministry of Manpower in 2021 and submitted to the Ministry of Economic Affairs include three: • Efforts to enhance the benefits of young talent development programs according to the characteristics of Generation Z when choosing jobs in the digital era. • Transformation of BLK in developing soft skills competency for the workforce. • Efforts to expand and sustain social security participation from a non-economic perspective. • These study results aid in the formulation and evaluation of the labor development index. • The current study being conducted and to be submitted to the Coordinating Ministry is a study on the Digital Talent Ecosystem in Indonesia. In relation to LISTRAF, the question is whether the regions provide input regarding the key points of digital talent needs, as the regions have expressed concerns about the lack of clear legal frameworks from the central government regarding the fulfilment of digital talent needs. Responses: Head of the Labor Market Center The study of young talent is a proposal from Pasker considering the very small preferences of Generation Z in Indonesia, so it is important to know. In the context of the LISTRAF project, this is related to component A2. The LISTRAF Project has a focus on being able to 51 process data from the SIAPkerja platform, both from the supply and demand side, into a single information source that produces labor market intelligence. BRIN is one of the stakeholders, making it essential for data sharing and research. Head of Planning and Performance Management Bureau The Ministry of Manpower and the World Bank have conducted field assessments (safeguards have been carried out in 22 locations). Mitigation and risk assessment for the project have been done to ensure its implementation, to be part of obtaining labor market intelligence in 22 new and 21 existing locations for the development of training quality in Vocational Training Centers in 34 provinces and 4 new provinces in Papua. In terms of impact, talent demands have been included in labor market intelligence information that must be distributed in 34 provinces at 43 locations. The hope is that the need for digital talent and others aligns with the labor market's requirements. This will involve local manpower dinas thematically according to their needs. The LISTRAF project will be discussed with TKDV, and it is expected that BRIN can be involved to obtain more comprehensive data related to the LISTRAF Project. Head of the Bureau of Labor and Employment Planning The Ministry of Manpower has not eliminated the Research and Development, therefore the policy studies needed by the Ministry is considered to be conducted internally. However, there are studies that require continuous or long-term efforts, and if done independently, may not be feasible. The urgency to collaborate andinvite other government's official partner, BRIN, is a better option. Thus, cooperation with BRIN needs to be promoted. For LISTRAF, which is a relatively long-term project, needs to be strengthened by making a synergy with stakeholders who can assist the Ministry of Manpower in producing evidence- based policies. 2. H. Norman Yulian, Chair of PPDI (Association of Persons with Disabilities Indonesia) Questions and statements from PPDI: • PPDI wants to know the extent of the labor market conditions for people with disabilities. It is mentioned that people with disabilities have faced significant challenges in accessing easily available labor market information. PPDI continues to collaborate with the Ministry of Manpower, including providing input on a pocketbook for disability service units (ULD), which is still in progress. 52 • PPDI wants to understand the accessibility for people with disabilities to participate in vocational training programs to enhance their skill capacity. • PPDI has representatives at both the provincial and city/district levels. Regarding the LISTRAF location, PPDI is ready to collaborate with BLK to synergize. • To enhance the role of stakeholders in the LISTRAF project, it is hoped that a cooperation agreement can be made, just as PPDI has a Memorandum of Understanding (MOU) with Bawaslu (Election Supervisory Agency) to ensure the success of elections from start to finish. An MOU is important to establish the boundaries for each party's involvement in project implementation. • PPDI expresses the hope that there should be foundations or organizations that gather information on job vacancies and training opportunities, which can serve as a database. This way, data on individuals with disabilities can be collected and used to provide information related to job seekers. Technical training can be conducted at BLK (Vocational Training Centers). • PPDI will provide support to the parents of individuals with disabilities in various regions to help them understand how their disabled children can participate in training activities. Response: Head of the Labor Market Center Provides a response regarding access to labor market information, which can be utilized by individuals with disabilities through the Karirhub application within SIAPkerja. There is significant attention to individuals with disabilities, including in international G20 meetings, where this issue is one of the important topics. It is also mentioned that BPVP (Vocational Training and Productivity Center) has a significant capacity each year, and 3% of it is dedicated to people with disabilities, numbering in the thousands. Through the LISTRAF project, which will establish UPTP BPVP in all provinces, it is hoped that training dedicated to the people with disabilities will increase. It is important to calculate within the development plan how much the trainings can be allocated to individuals with disabilities. To take advantage of these opportunities, cooperation from PPDI is needed to actively promote SIAPkerja to individuals with disabilities. By having access to SIAPkerja, individuals with disabilities can access information about the labor market and vocational training opportunities. Additionally, with the mobile service units, the challenges faced by individuals with disabilities can be accommodated. 53 The government has created Karirhub, which is accessible for free. It is hoped that all PPDI members have SIAPkerja accounts. In Karirhub, there is also accessibility for people with disabilities, and their specific conditions can be provided. Karirhub will be developed as one of the feature of LMIS (Labor Market Information System). Head of the Planning Bureau and Performance Management Bureau The information provided by PPDI serves as valuable input for the LISTRAF team in terms of system development and workshops. When creating a system, it is important to consider whether it is disability-friendly. It is mentioned that Indonesia already has regulations regarding disabilities, namely Act Number 8 of 2016. However, in terms of implementation, it has not been optimal yet. One of the urgencies for Indonesia to accept the LISTRAF project is because they realize that the implementation aspects of disability regulations are still lacking, resulting in limited accessibility to the labor market and training for individuals with disabilities, which is still very low. Therefore, input and advice from PPDI are highly valuable. 3. Diki Rabiantoro (Sekretariat Satu Data Indonesia) • Informed that an FGD (Focus Group Discussion) has been conducted regarding vocational training and job field provision, involving data guardians from the Ministries, KADIN (Indonesian Chamber of Commerce and Industry), BPS (Central Bureau of Statistics), the Ministry of Industry, also the Ministry of Public Works and Public Housing. In essence, several vocational programs and related data have been agreed upon. • The LMIS (Labor Market Information System) is one of the key aspects to be implemented. However, to what extent can the labor market information system be accessed by different ministries, given that many agencies are involved in certification and vocational training activities? How can the existing system, including through the LISTRAF project, assist Ministries/Institutions in following up on training activities? How can this data become a priority for management by the Ministry of Manpower? • Considering the Data Privacy Protection Law, there must be a strategy to utilize the existing data for other stakeholders. It is informed that the Ministry of Communication and Information Technology (Kominfo) has already developed guidelines for data sharing that can be used as a reference. The SDI Secretariat will coordinate with the Ministry of Manpower's data guardians so that LMIS data can become a priority in 2024. 54 Responses Head of the Labor Market Center The development of LMIS has been strengthened with regulations concerning the Job-Loss Guarantee Program (JKP), Presidential Regulation 68 of 2022, and Presidential Decree 6 of 2022, which include the National Work Competency Standard (TKNV) and the National Work Competency Certification (TKDV). All training participants in Ministries/Institutions are required to SiapKerja. On the demand side of the labor market, Presidential Regulation 57 of 2023 regarding mandatory reporting of job vacancies to the labor market system has been issued. Given the extensive data coverage, the LISTRAF project is needed. For the various data usage processes, guidance from the SDI Secretariat is required. Head of Planning and Performance Management Bureau What Mr. Diki mentioned is related to the development of a reliable labor market system document. It is an issue that needs to be discussed during the preparation of the Terms of Reference (ToR) in the development of components, including issues such as: - The cumulative increases in SIAPkerja users related to the server capacity. - Data security, the more users will access the system, the more secure the system must be in terms of both data security and server strength, as well as the quantity and quality of infrastructure. System reliability is assessed in Component A, making the involvement of the SDI secretariat team important in development. - The Ministry of Manpower hopes that other Ministries/Institutions will be involved in using the SIAPkerja system because LMIS must be accessible to all stakeholders. - One of the outcome of the LISTRAF project is Job Matching. Therefore, what is developed in Component 2 and implemented for workshop development in Component B1 should align with the needs identified in A2 related to labor market intelligence analysis. - The hope is that all sectors will be included in the system. There are several variables that need to be strengthened in the document. One Herwantoko, Planning and Performance Management Bureau The LISTRAF project is currently preparing an operations manual, including data management with a focus on personal data security, including data sharing. In the draft being prepared, it is still stated that if someone requests data, they must cooperate with the Ministry of Manpower, the system owner. The Ministry of Manpower hopes for 55 assistance in refining this document related to the existing regulations. 4. Rozah Directorate General of Regional Development, Ministry of Home Affairs • Confirming about the role of Local Governments (Pemda) in preparing the data needed, considering that many systems require data input from Pemda. • Questioning on the contribution or the role of the Directorate General of Regional Development in LISTRAF activities beyond synchronization. • Mentioned that it is time for people with disabilities to become the focus of government programs. However, the family and disability environment often do not support this situation, therefore the data about disabled workers is often not valid. Due to the fact during the data collection, families of people with disabilities tend to hide their conditions, and these issues only come to light when problems arise. • Bina Bangda has made efforts to raise awareness among Pemda regarding people with disabilities. • Regarding the infrastructure development of 22 BPVP (Vocational Training Development Agency), will there be physical development for the LISTRAF project in those areas? Given that in many areas, they want to transfer UPTD (Vocational Training Service Units) due to budget and infrastructure limitations. This raises questions about how local governments will organize training, which is their responsibility, if their BLK (Vocational Training Centers) is handed over to the Ministry of Manpower. Responses Head of the Labor Market Center • The LISTRAF project cannot be implemented without the support of local governments because it will be established in various regions in Indonesia, so Bangda plays a significant role in this project. • What is essential is to provide access, not just data, so Job Matching technology is being developed with the goal of reducing the unemployment to around 4% by 2045. • The LISTRAF project aims to enhance skills, so there is a need for equal vocational training improvement. In terms of quality, it is hoped that there will be benchmarking in each province, and both LPK (Private Vocational Training Centers) and UPTD (Local Government owned Vocational Training Service Units) should have mentors in their regions. 56 • One of the indicators used by local government leaders is to reduce the unemployment rate as the strategic issue. In Minister of Manpower Regulation PMK no 6 of 2022, it is required to establish a regional LMIS and start running it with the formation of TKDV (National Work Competency Certification) that will work on technical policies for building regional LMIS. Head of Planning and Performance Management Bureau • Conceptually, LISTRAF is about expanding access to labor market information services through the development of LMIS and labor market information service institutions. Collaboration with Bangda can be achieved by integrating systems that have been built in provinces with Job Matching as the target outcome. • It is proposed to make it an IKK (Key Performance Indicators) related to LMIS development, suggesting how LMIS can be integrated with the existing system. • Currently, there are 266 government-owned Vocational Training Centers in the provinces/cities. • Regarding the infrastructure development, it is stated that the Ministry of Manpower does not take on the authority of local government for workforce competency development. What is acquired by Ministry of Manpower is the management of vocational training institutions. The hope is to collaborate with the existing UPTD (Local Government Owned Vocational Training Service Units) to utilize the infrastructure at these newly built training institutions to meet the regional skill needs. LISTRAF is the response to the lack of placement data from trained participants. • There is a need for local government to create manpower planning for job vacancies in order to link and match in the regional level. Further discussions are needed with Bangda (Directorate General of Regional Development) regarding indicators that need to be standardized so that measurement can be uniform. 5. Paskalis Plh Direktur Fasilitasi Kelembagaan dan Kepegawaian Perangkat Daerah • The assistance provided for ULD (Disability Service Units) in the education sector needs mainstreaming to state that the government is present to protect and provide adequate facilitation for people with disabilities. People with disabilities need more open access to information and services. 
 • For services, this is not something new because there was previously a yellow card 57 service, but currently, it's more dynamic. What is important to convey is how to access SIAPkerja, which can be promoted through billboards in various locations. So, there needs to be a "movement." 
 • Concerns about the influx of inputs without being matched with the expected readiness conditions. It shouldn't happen that the dissemination does not reflect the actual conditions. 
 Responses Head of Planning and Performance Management Bureau
 There is monitoring and evaluation to determine the benefits of the project. In the fourth year, there will be training programs based on needs and how access is related to the SIAPkerja service. The involvement of regional governments in the preparation of TKDV (National Work Competency Certification) is important. There will be thematic discussions related to the issues. Safeguards related to stakeholder involvement. 
 6. Fajar (Direktorat Multilateral Bappenas) Questioning about the reasons for the LISTRAF project being located in 22 locations in Component B and 43 in Component A, and what happens if regions do not meet the assessment. Responses GIlang, Directorate General of Vocational Training and Productivity Explained that the location selection is based on the BLK transformation strategy, where one province should have 1 BLK UPTP (Centrally Owned Vocational Training Center) that can act as a regional mentor and accelerate the BLK UPTD in their region. There are differences in human resources capacity development between regions with UPTPs and those without UPTPs. For the 22 locations of LISTRAF, it is carried out in areas that have cooperation with the Ministry of Manpower through land transfer grants. The hope is that with the presence of LISTRAF, the community can be better served in terms of competence improvement. After verification by the World Bank, there is two location that is currently still in the process of clearance. Head of the Labor Market Center 58 • Regional governments have been involved from the beginning, including in providing land. • Many regions have established public employment services. • It is part of expanding access to labor market information. Head of Planning and Performance Management Bureau • There are limitations in BLK UPTD in terms of human resources and equipment. • One of the project outcome is to build mentor in each region integrated with LMIS. • Implementation in 38 provinces with LMIS. If it is considered necessary from a geographical perspective, it can be expanded, but for the LISTRAF project, only 43 locations. 7. Tanesa, Directorate of Financing, Bappenas • Questioning Karirhub relations to Presidential Regulation (Perpres) on the National Labor Competency Certification (WLKP). • Concerns about land for new BPVP. Regarding the land, it has been answered that there are only 2 locations that are not yet clear. 
 Responses Head of the Labor Market Center
 Through the LISTRAF project, the capacity and architectural design of Karirhub will be improved. 
 Fitri Astuti, Labor Market Center
 WLKP applies to all companies in all sectors according to Presidential Regulation 57 of 2023. For now, the Ministry of Manpower is preparing derivative regulations for this Presidential Regulation because there are several mandates that need to be elaborated through Ministerial Regulations. 
 8. Darendra, Directorate of Employment, Bappenas From the discussions held, there is no doubt about LISTRAF, and it is full of hope. Since this is the early series of public consultations, the existing networks need to be followed up. This can be done through the links and channels that have been prepared for communication. 59 There is a need for thematic socialization and discussions, as many important questions always arise and need to be inventoried, and then priorities can be selected for follow-up. Question from an Online Participant: 1. Manake, City of Malang Manpower Office Establishing Labor Market Centers at the city or district level is compared to the development of Community Health Centers (Puskesmas) which are active armlength of hospitals. The existing BLKs in the regions are not a solution in Malang, because there are already 63 universities and 55 vocational high schools (SMK), but there is no UPTP that handles the workforce placement process and carries out one-stop services. 
 Response: The Head of the Labor Market Center The challenges that occur in regions, as mentioned by Mr. Manake, require the establishment of job center that actively make efforts. In this project, it is referred to as the SIAPkerja Service Unit, which is modeled after public health centers (Puskesmas), where the job center is located near the community. 2. Nias Regency Manpower Office - Challenges in improving the skills of the workforce in Nias since there is no training centers have been established. As a result, the workforce cannot meet the job vacancies available due to a lack of the required technical competencies. 
 - Have been coordinating with BPVP Medan to establish cooperation for workforce training in Nias. 
 - Nias Regency hopes to be one of the targets of the LISTRAF Project. 
 Responses: Head of Planning and Performance Management Bureau The implementation of LMIS will be carried out in all districts and cities. For the year 2024, it will still use the 43 BPVP locations (21 existing BPVP and 22 new BPVP). The cooperation between Nias and BPVP Medan is already appropriate. Closing by: Head of Labor Market Center 60 Photographic Documentation from the Public Consultation: 61 62 63 64 65 66