PNPM: Tackle Inequality Problem in Indonesian Development

Oleh : Budiarjo

Pusat Inovasi Kelembagaan dan Sumber Daya Aparatur Deputi Bidang Inovasi Administrasi Negara

Lembaga Administrasi Negara Jl. Veteran 10, Jakarta 10110, Indonesia

E-mail: budilan@yahoo.com

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PNPM: Tackle Inequality Problem in Indonesian Development

Oleh : Budiarjo

Pusat Inovasi Kelembagaan dan Sumber Daya Aparatur Deputi Bidang Inovasi Administrasi Negara

Lembaga Administrasi Negara

Abstract

Economic development in Indonesia produces at least two conditions. First, it

caused the increasing of economic growth and the increasing of upper and

middle class. Second, it caused the increase of gap between the rich and the poor,

as there are many people who always left behind in the development process.

Planning problem, budget constraint, political agenda, and many others can be

mentioned as a caused but they have same effects, there are people who never

touch by development. This condition generatesinequality in society when the

rich become richerwhile the poor become poorer.

To avoid various problem of which possible arise because of inequality,

government requested to overcome this condition with programs which is

directly profiting the poor. Therefore, Indonesian government launched Program

NasionalPemberdayaanMasyarakat (PNPM) or National Program for Community

Empowerment.PNPM was designed as integration some various programs of

society empowerment, job creation, and poverty reduction.

In its implementation process, this program showed some positive impacts

especially in poverty reduction. However, the program are also faced many

problems that have to tackle. This paper triesto describe briefly what PNPM is,

the problem, and some results that were achieved.

Keywords: inequality, community empowerment, PNPM, poverty reduction.

A. Introduction

After Indonesian independence in 1945, Indonesia has conducted a series of

development. In the economic development, along with political stability in

the New Order Era, Indonesia enjoyed economic growth until finally shaken

by the Asian economic crisis that resulted in the fall of the Suharto

government in May 21, 1998. In politics, the economic crisis has resulted in

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the collapse of Suharto presidency, and in economic development, the crisis

has had significant impact on economic growth, as shown in table 1.

Table 1

Indonesia’s Economic growth 1996 - 2008

Year Percentage

1996 7.8

1997 4.7

1998 -13.1

1999 0.8

2000 4.9

2001 3.6

2002 4.5

2003 4.8

2004 5.1

2005 5.7

2006 5.5

2007 6.3

2008 6.1

Source: BPS-Statistics Indonesia

From the table, Indonesia's economic growth rate during the period 1996-

2008 showed a fluctuating condition. Economygrew 7.8 percent in 1996, and

then in 1997 when economic crisis began, slowed to 4.7 percent, and finally

in 1998 Indonesian economy fell to negative growth (minus 13.1 percent).

From 1999 to 2008, although slowed in 2001, Indonesia's economy grew

smoothly.

This economic growth has impact to the growth of the middle class.

According to ADB’s data1, the number of Indonesian middle class2 increased

1Asian Development Bank, Key Indicators for Asia and the Pacific 2010, available

online:http://www.adb.org/Documents/Books/Key_Indicators/2010/Part-I.asp

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rapidly during the last 10 years along with the continued growth of the

economy of this country. In 1999, the percentage of upper middle class is

about 25 percent or 45 million people. A decade later (2009) the number

soared to 42.7 percent or 93 million people.

Although there is an increase of economic and number of middle class, these

developments were not fully enjoyed by all people of Indonesia. With various

development programs that have been conducted, until now there are so

many poverty and unemployed. The number of poor and unemployed in

Indonesia since 1996-2008 can be seen in table 2.

Table 2.

Poverty and unemployment in Indonesia

Year Unemployment (million) Poverty (million)

Sum Percentage Sum Percentage

1996 4.4 4.9 34.5 17.7

1997 4.2 4.7 - -

1998 5 5.5 49.5 24.2

1999 6 6.4 47.9 23.4

2000 5.8 6.1 38.7 19.1

2001 8 8.1 37.9 18.4

2002 9.1 9.1 38.4 18.2

2003 9.9 9.7 37.3 17.4

2004 10.3 9.9 36.1 16.7

2005 11.9 11.2 35.1 16.0

2006 10.9 10.3 39.3 17.7

2007 10.5 9.8 37.2 16.6

2008 9.4 8.5 35.0 15.4

2ADB used spending measure to differentiate the poor and the rich/not poor. The poor spends below U.S. $ 2. Meanwhile, the middle-upper spends U.S. $ 2-20 per day.

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Source: BPS-Statistics Indonesia

From table, unemployment had a tendency to increase from year to year. In

2005 unemployment reached the top level (11.2 percent)and then decreased

to 10.3 percent in 2006, 9.8 percent in 2007, and 8.5 in 2008. Meanwhile, the

level of poverty showed the trend continues to decline. For a moment raised

in the event of an economic crisis in 1998, from 17.7 percent in 1996 and

increased to 24.2 percent in 1998, the poverty rate tends to decline until

2008.

In case of increasing economic growth and number of middle class and high

unemployment and poverty, inequality issue became so sensitive to the

public, especially for the poor, academics, and NGO. Therefore, criticism,

protest and discussion on this inequality issue were easily spread to the

public along with the democratization process and press freedom in

Indonesia.Toaddressed this issue, the government of Indonesia immediately

developed policies to overcome poverty and unemployment, and finally the

government introduced PNPM or “the National Program for Community

Empowerment”, a national program for community empowerment aimed at

accelerating poverty reduction in 2007.

After some years executed, there are some problem faced and also successful

story of PNPM program. This paper will describe briefly what PNPM is, the

goals, success stories, problems faced and some policy needed to sustain this

program.

B. PNPM (National Program for Community Empowerment)3

PNPM is not an entirely new program. Poverty reduction programs had been

initiated since the New Order regime. Thegovernment launched various

programs of poverty reductionand community empowerment that is run by

various ministries and agencies. One of the most famous was Presidential

Instruction Program for Disadvantaged Villages (IDT), which aimed to 3 Descriptions about PNPM are based on PNPM Operations Manual: Tim Pengendali PNPM Mandiri,

PanduanUmum Program NasionalPemberdayaanMasyarakat (PNPM) Mandiri, (MenkoKesra, 2008).

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improve the quality of the welfare of the poor through the development of

human resources, capital, and productive business and institutional

development in disadvantaged villages.

Others poverty reduction programs and other community empowerment are:

KDP (Kecamatan/district Development Program) carried out the Ministry of

Home Affairs, P2KP (Urban Poverty Program) carried out the Department of

Public Works, P4K (Income Improvement Project for Small Farmers and

Fishermen) held by Department of Agriculture, PEMP (Coastal Community

Economic Empowerment) held the Ministry of Maritime Affairs and Fisheries,

KUBE (Joint Business Group) carried out the Ministry of Social Affairs, and

others. Such programs ran on their own according to the policy of the

department, not integrated, and partial. Moreover, 'target' and 'top down'

approach were more emphasis, therefore poverty alleviation programs are

often set goals without involving the poor themselves.

Starting in 2006, the government already has the concept of integrated

poverty alleviation with a base of community empowerment. The program

that was inaugurated by President SusiloBambangYudhoyono on 1 May 2007,

called the National Program for Community Empowerment (PNPM)4 with the

aim of increasing the empowerment and independence of the

community.PNPM program is one of instrument for achieving the Millennium

Development Goals or MDGs. Therefore, PNPM will be implemented at least

until 2015 as it targets the achievement of MDGs.

Related to the variety of other sectoral programs, PNPM provides an

umbrella framework for all community-driven development programs in

Indonesia. By consolidating these programs under a single framework, PNPM

will avoid overlapping and duplication of programs and activities, better

national targeting for the poorestand the direct transfer of funds to villages

for better utilization of poverty reduction efforts.

4 The official name of this program is PNPM Mandiri. Mandiri means independent.

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The PNPM program consists of PNPM Inti (PNPM-Core) and PNPM Penguatan

(PNPM-Support). The PNPM core consists of 4 major empowerment

programs i.e. Kecamatan Development Program (KDP) as the basis for

community empowerment in rural development and supporting programs

such as PNPM Generation; Program on Poverty Reduction Urban (P2KP) as

the basis for the development of community empowerment in urban areas;

Acceleration of Disadvantaged Areas Development (P2DTK) for development

of underdeveloped regions, post-disaster and conflict; and Social and

Economic Infrastructure Development Program Area (PISEW) to integrate

economic growth centers with others regional surroundings. Meanwhile, the

PNPM-supports consist of the existing ministries’ technical program activities

that also provide support to the poor areas/communities.

PNPM is trying to nurture the solidarity and corporation spirit in the

Indonesian culture, and fully owned and managed by the Government of

Indonesia. It is recognized however that international development

cooperation has an important and constructive role in supporting Indonesia

to meet its goal in reducing poverty. Both bilateral and multilateral

assistances supporting poverty reduction are useful in bringing fresh ideas

and lessons from international practices.

Objective

There are some objectivesof PNPM, i.e.:

1. Increased participation of all communities, including the poor, women

groups, indigenous communities, and other community groups who are

vulnerableand often marginalized in decision-making process and

development.

2. Increased capacity of community institutions.

3. Increased government capacity in providing services tocommunities

especially the poor through policies, programs and pro-poor budgeting.

4. Increased synergy between communities, local governments, private

sector, associations, universities, non-governmental organizations,

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community organizations, and interest groups, to make effective efforts to

reduce poverty.

5. Increased empowerment and self-reliance, as well as local government

capacityand local stakeholders in tackling poverty.

6. Increasing community’s social capitals in accordance with the

potentialand cultural as well as to preserve local wisdom.

7. Increased innovation and the use of appropriate technology, information

andcommunication in community empowerment.

In an effort to achieve the objectives of PNPM, there were strategy, basic

principles,and approach that need to be a reference in the implementation of

programs.

Strategy

PNPM strategy consists of:

1. Basic Strategy

a. Intensify efforts to improve the ability of empowermentand

independence of the community.

b. Establish a broad partnership with various stakeholders to

togetherachieve empowerment and self-reliance.

c. Applying the integration and synergy of sectoral development

approach,territorial development, and participatory development.

2. Operational Strategy

a. Optimizing the full potential and resources of society,central

government, local governments, private sector, associations,

universities, governmental organizations, civil society and other

concerned groupssynergistic.

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b. Strengthening the role of local governments to manage programsin its

territory;

c. Developing a trusted, rooted, andaccountablecommunity institution.

d. Optimizing role in the service sector, and development activitiesare

integrated at the community level.

e. Improving the ability of learning in the community, in

understandingthe needs, potential, and solve the various problems it

faces.

f. Applying the concept of participatory development in consistent,

dynamic, andsustainable approaches.

Basic Principles

PNPM is emphasizing the following basic principles:

1. Relieson human development. The implementation of the PNPM

alwaysrelies on improving the whole human dignity.

2. Autonomy. In the implementation of the PNPM, the public has the

authorityindependently to participate in determining and managing

activities.

3. Decentralization. Management authority and sectoral development

activitiescould be delegated to the local governments or the public in

according to their capacity.

4. Oriented to the poor. All activities conductedprioritized to the interests

and needs of poor communities and groupsof disadvantaged community.

5. Participation. Communities are actively involved in every decision

processof development and mutual help to run the facilities.

6. Equalityand gender. Men and women have equalityin their role at every

stage of development and in enjoying fairlybenefits of development

activities.

7. Democratic. Every development decision-making was toke through

discussion and consensus, with main orientation to the interest of poor.

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8. Transparency and Accountable. Communities must have adequate

accessto all of information and decision making process; therefore

management activities should be carried out openly and held moral,

technical, legal, or administrativeresponsibility.

9. Priority. Government and society should prioritize the fulfillment ofthe

need for poverty alleviation by utilizing limited resources optimally.

10. Collaboration. All interested parties in poverty reductionencouraged to

create cooperation and synergy among othersin poverty reduction.

11. Sustainability. Every decision must take into accountinterests of

improving the welfare of society, not only today but alsoin the future

while maintaining environmental sustainability.

12. Simplicity. All rules, mechanisms and procedures in the implementation

of the PNPMshould be simple, flexible, easily understood, and easily

managed, andcan be accounted for by the public.

Approach

Approach or rational efforts in achieving the program's objectivespay

attention to the principles:

1. Using districts as the locus of a program to harmonizeplanning,

implementation, and control.

2. Positioning the community as a determinant / decision makers and key

actorsdevelopment at the local level.

3. Giving priority to universal values and local culture in the development

processparticipatory.

4. Using a community development approach in accordance withsocial

characteristics, cultural and geographical.

5. Through a process of empowerment that consists of learning,

independence, andsustainability.

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Program Component

The series of community empowerment process is done through a program

componentas follows:

1. Community development

Community development component includes a series of events to

develop critical awareness and independence of the community that

consists of mappingpotential, problems and needs of communities,

participatory planning, organizing,resource utilization, monitoring, and

maintenance of the results which have been achieved.

2. Direct Aid

Direct Aid (BLM) is a stimulant self-supporting fund thatgiven to

community groups to fund some activitiesplanned by the community in

order to improve welfare, especiallythe poor.

3. Strengthening Local Governance and Local Actors

Governanceand capacity building of local actors is a series ofactivities to

increase the capacity of local governments and local actors/groups.

Activitiesin this component include seminars, training, workshops, and

field visits.

4. Management and Development Assistance Programs

Managementand development assistance programs include the

activitiesto support governments and other stakeholders in the

managementactivities such as providing management consulting, quality

control, evaluation, andprogram development.

Scope of Activities

The scope of activitiesbasically open to all activities, include:

1. The provision and improvement of infrastructure/facilities housing

environment, social andlabor-intensive economy;

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2. Provision of financial resources through revolving funds and micro credit

fordevelop economic activities of poor communities. Greater

attentionshould be given to women in making use of this revolving fund;

3. Activities related to improving the quality of human resources,

particularly thoseaims to accelerate the achievement of the MDGs;

4. Increased capacity of communities and local governance through

awarenesscritical, business skills training, organizational management

and finance, as well asimplementation of good governance.

Program Harmonization

In order to improve the effectiveness and efficiency, implementation of

various programscommunity empowerment in PNPM were harmonized on

those aspectsas follows:

1. Target

Harmonization of goals intended to integrate aspects of regions and

groupsbeneficiary community.PNPM focused on districts that have the

following criteria: a) havelarge enough number of poor people, b) low

level of basic services, c) levellow fiscal capacity, and d) a village behind.

2. Community institutions

Harmonization of community institutions intended to:

a. Achieve a trusted community leadership, values-based, androoted.

b. Efficiency of governance.

c. The effectiveness of poverty reduction programs.

d. Encourage government that responds to the problem of poverty

andefforts to overcome.

Harmonization of institutional done through:

a. Developing and strengthening institutional capacities that already

exist withhow to improve management capacity, improve

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performance and ethics agencies,and increase the level of

representation of the various institutions.

b. Increased cooperation among the village.

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Organization

How PNPM was organized from national to village level can be seen in picture

1.

Picture 1.PNPM organization

National consultant Ministry’s unit

PNPM Team Controller Ministry/Agency

National level

PNPM Coordination

Team

Province consultant

Province level

Regency/City

consultant

Organ’s Unit

PNPM Coordination

Team

Regency/City’s

organs

Regency/city level

Facilitator Villages communication

forum

Operational officer

District level

Community organization

Village level Public/Benefit receiver

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From the picture, there are four main parts of PNPM’s organization i.e. PNPM

team controller (steering committee), ministry/agency (organizing

committee), consultant/facilitator, and the community. Team controller

consists of Minister, Head of agency, and was led by vice president. This

teamhas responsibility to gives guidance to the organizing committee. In the

local level, coordination team was led by governor in province and

Bupati/Mayor in regency/city level.

Management of Program

Program management of PNPM consists ofpreparation, participatory

planning, implementation/activity execution, control, evaluation,and

reporting.

1. Preparation

Preparationof PNPM in central government was coordinated by PNPM

Team Controller which cover for example public policy and program

development, stipulatinglocation, communications strategy, information

system development, and also evaluation and monitoring.

Preparationof PNPM in local level was coordinated by Team Coordination

of province and regency/city, covering for example providing fund

contribution, forming Secretariat of Team Coordination and also formed

Program Execution Team.

2. Participatory Planning

Participatory planning is development decision-making processinvolving

public, private, and government according to their respective

functions.Participatory planning mechanism consists of planning at

village, inter-village (district), and coordinative planning districts.

Participatory planning aims to provide a space as wide as possible to the

citizenssociety both men and women, especially poor households to

engageactively in digging the idea or the identification of needs and

decisiondevelopment planning decisions.

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3. Implementation

Activitiesconducted by the PNPM are self-managed communitybased on

the principle of autonomy and facilitated by government-assisted

deviceby a facilitator or consultant.Stage of implementation of activities

carried out after the planning process is complete.

4. Control

Control is a series of monitoring activities, and follow-upundertaken to

ensure appropriate implementation of the planned developmentand

ensure that funds are usedin accordance with the objectives of the

program.

Monitoring activities in PNPM consists:

a. Participative monitoring by society start from planning to the

implementation process.

b. Monitoring and inspection by Government

c. Monitoringby consultant and facilitator, from national to local level.

This activityconducted routinely through management information

system and field visit. Monitoring is also conducted by facilitator in

every step of program management so that repair and adjustment of

program execution can be conductedimmediately.

d. Independent monitoring by various other parties(NGO, university,

journalist).

e. Budgetaryaudit by supervisory body.

5. Public Complaints

Complaint issues and questions from the public, program participants,

government,and others submittedeither directly or indirectly.

Managementof public complaintsstarted at the level which closest

tolocation of the complaint, and treatment done as soon and as close as

possible from the location.

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6. Evaluation

Program evaluation aims to assess the performance of the

implementation, benefits, impacts, andsustainability of activities.

The evaluation carried out routinely and regularly, both by program

managers andindependent parties such as NGOs, universities, and

research institutions. This evaluation activities need to be arranged in a

systematic, objective, and transparent.

7. Reporting

Reporting in PNPM was performed periodically and gradually through the

structural path(the government) and functional lines (consultants and

facilitators) to ensureflow of information quickly, precisely and accurately

to all stakeholders.

C. Success Story

Was introduced in 2007, PNPM has showed its outcome by give manybenefits

for poor societies in the form of fulfillment infrastructure and productive

economic empowerment. Especially for economically productive activities

listed there are 750 productive business groups, including 22 thousand

women's groups managed, and all 6, 408 districtsin Indonesia already

covered PNPM5. Moreover, the various poverty reduction programs that run

by the government proved capable of reducing poverty in Indonesia. This can

be seen from the existing population indicators. In March 2009 the number of

poor people was about 32, 5 million, or 14.1 percent. This number has

decreased from previous years.Although the government recognize the

aggregate number of poor people is still too big, poverty reduction programs

from the government remains consistent.

5 PNPM terbuktimanfaatnya, www.tnp2k.org, last modified Thursday, 25 February 2010,

http://tnp2k.org/index.php?option=com_content&view=section&layout=blog&id=5&Itemid=19

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Moreover, PNPM could give positive impression to the public6. These

programs simply treat public disappointment so far because of the

improvement of community service, and easy bureaucracy process. Once

proposal submitted, meet the full feasibility study, then the road or the bridge

built as soon as possible.

In Central Java province7, PNPM significantly had positive impact for

economic development of society. PNPM has been successful in reducing

poverty rates by 7.49%. This was disclosed by head of DinasCiptaKarya of

Central Java. He admitted that with the activities of conducted in the central

Java region during 2008 to 2009, has been able to reduce the poor

population. In addition, these programs also provide benefits for the

development of small business community so as to absorb the existing labor

force. Another benefit that is not less important is the growth of critical

consciousness and community participation indicated by the large fund-

governmental organizations, the amount of community involvement in the

form of volunteers.

The success story of PNPM was also admitted by neighbor country which

caused the Mongolians to become very interested in learning more about the

program in Indonesia8. According to Antara, the Mongolian delegation came

to the office of the Welfare Coordinating Minister to expressed their wish to

learn more about the PNPM program in Indonesia for application in their

country.

6Masalahdalam PNPM Mandiri, www.waspadamedan.com, http://waspadamedan.com/index.php?option=com_search&areas[]=content&searchphrase=all&searchword=PNPM+Mandiri 7Berkat PNPM Mandiri, AngkaKemiskinanTurun 7,49 Persen, www.tnp2k.org, last modifiedTuesday, 16 February 2010 10:38, http://tnp2k.org/index.php?option=com_content&view=section&layout=blog&id=5&Itemid 8Mongolia wishes to study Indonesia`s PNPM program, Antaranews.com, last modified Mon, March 8 2010 22:15, http://www.antaranews.com/en/international

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D. The Problem9

Although was recognized by the public as a powerful program to reduce

poverty, PNPM often face obstacles in its implementation. The problem

briefly could be mention as follows:

1. PNPM always be confronted with various complexity, dynamics and

diversity of socio-economic issues, and politics that is contradictory

therefore require attention and treatment from the government and local

governments, as well as among the society in various regions.

2. Mindset that is formed as a result of experience with the system of

centralized governance and development has led to a weakened capacity

of local governments and communities in the process of social change to

improve welfare in various regions.

3. Financial sharing between central and local government that still feels

heavy for most local government.

4. Disbursementof funds which sometimes does not fit between the central

and local government.

5. Indications of fraud and irregularities

Based on the results of the Provincial Management Consultant

supervision during FY 2010 and strengthened by the results of World

Bank supervision there are strong indications of fraud and irregularities

in Southeast Sulawesi Province10. Of the 22 districts visited, found

indications of fraud and serious irregularities in 15 districts in the form of

facilitators often absent, an indication of misuse of funds, grants and

revolving funds, an indication of an auction setting, the indication mark-

up price and volume, an indication of incorrect reporting and others.

6. Consultant and facilitator performance11

9 Identified from various sources, mainly from http://www.pnpm-mandiri.org/,

10PermasalahanSeriusPelaksanaan PNPM MandiriPerdesaan di Provinsi Sulawesi Tenggara,

www.pnpm-mandiri.org, accessed june 1st

, http://www.pnpm-mandiri.org/index.php?option=com_content&view=category&layout=blog&id=59&Itemid=81&lang=in 11 Ibid.

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Supervision by the Consultant and Facilitator are questionable, because

they do not take action to prevent the selection of facilitators who do not

fit the rules and procedures. At least 30 district facilitators in all districts

and 49 sub-district facilitators in 8 districts have been identified as

problematic.

E. Conclusion

PNPM is a national program for community empowerment aimed at

accelerating poverty reduction. This program is part of government response

to the inequality issues in Indonesia and also government effort to integrate

various community development programs into one framework.

In the implementation level, the program facing various problems, ranging

from complexity, dynamics and diversity of socio-economic and politic issues;

old mindset; financial; fraud and irregularities; and facilitator performance.

Although there are many problems, this program is recognized by the people

and government of Indonesia as a strong program to reduce poverty.

Therefore, government commitment and implementation of this program

until 2015 should be supported.

F. References

Asian Development Bank, INO: Rural Infrastructure Support to the PNPM

Mandiri II Project, (ADB, 2009), Jakarta

Asian Development Bank, Key Indicators for Asia and the Pacific 2010,

available online:

http://www.adb.org/Documents/Books/Key_Indicators/2010/Part-

I.asp

Berkat PNPM Mandiri, AngkaKemiskinanTurun 7,49Persen, www.tnp2k.org,

last modified Tuesday, 16 February 2010 10:38,

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http://tnp2k.org/index.php?option=com_content&view=section&layout

=blog&id=5&Itemid

DaftarLokasiBermasalah Di PNPM MandiriPerdesaan, available online:

http://arsip.pnpmmandiri.org/images/stories/lokasi_bermasalah.htm

Masalahdalam PNPM Mandiri, www.waspadamedan.com,

http://waspadamedan.com/index.php?option=com_search&areas[]=con

tent&searchphrase=all&searchword=PNPM+Mandiri

Mongolia wishes to study Indonesia`s PNPM program, Antaranews.com, last

modified Mon, March 8 2010 22:15,

http://www.antaranews.com/en/international

PermasalahanSeriusPelaksanaan PNPM MandiriPerdesaan di Provinsi

Sulawesi Tenggara, www.pnpm-mandiri.org, accessed june 1st,

http://www.pnpm-

mandiri.org/index.php?option=com_content&view=category&layout=bl

og&id=59&Itemid=81&lang=in

PNPM terbuktimanfaatnya, www.tnp2k.org, last modified Thursday, 25

February 2010,

http://tnp2k.org/index.php?option=com_content&view=section&layout

=blog&id=5&Itemid=19

SulikahAsmorowati (2010), Bureaucratic Culture Or Citizen Oriented

Culture? Bureaucracy, Community and Reform In The National Program

For Community Empowerment (PNPM) In Surabaya, Indonesia, Paper

was presented to the 18th Biennial Conference of the Asian Studies

Association of Australia in Adelaide, 5-8 July 2010

Tim pengendali PNPM Mandiri, Tanya Jawabseputar PNPM Mandiri,

(MenkoKesra, 2010), Jakarta

Tim Pengendali PNPM Mandiri, PanduanUmum Program

NasionalPemberdayaanMasyarakat (PNPM) Mandiri, (MenkoKesra,

2008).