SELECTION OF CONSULTING SERVICES FOR: REGIONAL MANAGEMENT CONSULTANTS

(RMC) WEST REGION

CLIENT: DIRECTORATE GENERAL OF HUMAN SETTLEMENTS, MINISTRY OF PUBLIC WORKS
AND HOUSING
COUNTRY: INDONESIA
PROJECT: NEIGHBORHOOD UPGRADING AND SHELTER PROJECT (PHASE 2)
TECHNICAL PROPOSAL-STP
Written by Tiar Pandapotan Purba, ST, IAP

DESCRIPTION OF APPROACH, METHODOLOGY, AND WORK PLAN FOR PERFORMING

THE ASSIGNMENT

A) TECHNICAL APPROAC H, METHODOLOGY, AND ORGANIZATION OF THE

CONSULTANTS TEAM.
1. After reading the terms of reference given by the DGHS, we fully understand that some of the goals
to be achieved in the work NUSP2 are Indonesia's efforts to address some issues such as: (i) the
rapid urbanization the Government launched the Cities without Slums Program and issued Law
No. 1/2011 on Housing and Settlement Areas. (ii) The MDG targets for achieving significant
improvement in the lives of slum dwellers (MDG target 7D) and halving the proportion of urban
households without sustainable access to safe drinking water and basic sanitation (MDG target
7C).
2. Reading the ADB Report and Recommendation of the President to the Board of Directors about the
proposed loan, we understand that this project builds on lessons from the government's foremost
poverty reduction program, the National Program for Community Empowerment (PNPM Mandiri),
which adopts a CDD approach and provides nationwide assistance for improving essential social
services and basic infrastructure by providing block grants to poor communities.
3. We understand that there are three output work to be accomplished in a period of 3 years of work,
which consists of (i) institutional capacities for managing pro-poor urban development
strengthened; (ii) Infrastructure investment plans to upgrade poor neighborhoods are aligned with
the overall city development plans and implemented.; (iii) Private public partnerships to promote
new settlements for poor families are established.
4. District/cities in the western part of Indonesia to be facilitated is the city of Batam (Kepri province),
the city of Palembang (South Sumatra Province), the city of Bandar Lampung (Lampung province),
the city of Bengkulu (Bengkulu province), the city of Tanjung Jabung Barat (Jambi Province) and
Tanjung Balai City (North Sumatra Province).
TECHNICAL APPROACH
5. IFAD defines CDD as follows: CDD is a way to design and implement development policy and
projects that facilitates access to social human and physical capital assets for the rural poor by
creating the conditions for: (i) transforming rural development agents from top-down planners into
client-oriented service providers; (ii) empowering rural communities to take initiative for their own
socio-economic development (i.e. building on community assets); (iii) enabling community-level
organizations especially those of the rural poor to play a role in designing and implementing
policies and programs that affect their livelihoods; (iv) enhancing the impact of public expenditure
on the local economy at the community level.
6. CDD appreciates: (i) the role that community-based organizations (CBOs) play in decisions about
the economic and social development processes that directly affect the livelihood of their members;
(ii) the development of a culture within public administration that views communities as subjects of
change and development partners in their own right, rather than as mere receivers of the benefits
of public expenditure. According to this definition, CDD refers more to the way a policy or a project
is designed and implemented than to the content of a policy or to the components of an investment
project or programme.
7. CDD deals with communities. Community is the locus where all members of a group of people,
having some form of collective claim over a territory and recognizing some form of collective
governance, can be given the opportunity to influence decisions in matters of public choice that
affect their livelihood. That is, the locus where participatory democracy is a concrete possibility.
8. The importance of the institutional environment and CBOs. Emerging, robust CBOs are important
for growth at the community level. CDD is concerned with the enabling instruments and
mechanisms that encourage CBOs to emerge, operate, grow and establish effective and

9.

10.

11.

12.

13.

sustainable linkages with the public administration, civil society and commercial sector. In particular,
CDD aims to clarify the authority, autonomy, responsibilities and accountability of the CBOs, their
higher-level partnerships and the different levels of public administration.
CBOs effectiveness depends on their leaders initiative and capacity to establish linkages and
networks well beyond the frontier of the community. These linkages and networks enable
community organizations to moderate the adverse effects of market failures and insufficient
government outreach on the livelihoods of their members.
Leaders of CBOs, however, cannot fully exploit their potential without an enabling institutional
environment, which is most often not in place. CDD envisages changes in the institutional system
in and around the communities that make it possible for the CBOs to play a role in each of the five
components of service provision: regulation, planning, production, delivery and financing.
Sustainable income and non-income poverty reduction for rural people are closely linked with the
institutional development of their own organizations. The word institutions, as used in this
document, refers to the set of working rules in a society which determine who is eligible to make
decisions in some arenas, what actions are allowed or constrained, what procedures must be
followed, and what costs and payoffs are allowed to individuals as a result of their action. 1The
working rules may or may not coincide with the formal rules embodied in legislation, administrative
regulations or court rulings.
The National Program for Community Empowerment - PNPM Mandiri (FY09-12, IBRD US$4.1
billion over four years in rural and urban areas) builds on 10 years of successful CDD experience
in the Kecamatan Development Program (KDP) and the Urban Poverty Program (UPP) which was
implemented between FY99-FY11. The PNPM-Rural program has demonstrated significant
impacts in terms of poverty reduction. Benefits are heavily skewed towards the poor with the two
lowest quintiles of participating population receiving the largest share of project benefits. Household
expenditures among the poor increased by an average of 11 percent as a result of project
investments, benefitting approximately 45 million poor people. Meanwhile, infrastructure built by the
community is 30-50 percent cheaper than building it through normal government systems, with 85
percent of it found to be in good to very good condition five years after completion.
Evaluation results from PNPM-Generasi have showed significant impact on health and education
indicators, with strong improvements in the frequency of weight checks for young children,
supported by dramatic increases in mothers and children participating in village health post
activities to receive the targeted maternal, neonatal and child health services. Child malnutrition
was reduced 10 percent from the control level. Education indicators also saw some improvements,
notably in a 0.8 percent rise in school participation rate among the primary school-age group.

METHODOLOGY
14. Methodology is the systematic, theoretical analysis of the methods applied to a field of study. It
comprises the theoretical analysis of the body of methods and principles associated with a branch
of knowledge. Typically, it encompasses concepts such as paradigm, theoretical model, phases
and quantitative or qualitative techniques. A methodology does not set out to provide solutions - it
is, therefore, not the same thing as a method. Instead, it offers the theoretical underpinning for
understanding which method, set of methods or so called best practices can be applied to specific
case, for example, to calculate a specific result.

E. Ostrom, Crafting Institutions in Self Government Irrigation Systems, 1992. In the common language the word institution
has two meanings: one refers to the rules and the other is synonymous with the word organization. Organizations are groups
of individuals who come together for a common purpose and establish rules which must be respected by the members of the
group. Some authors define institutions as those organizations which establish rules that ought to be respected by everybody,
not only by the members of the organization. Thus, governments and the Central Bank are institutions, while a cooperative and
a private company are organizations.

15. Best practices that will be referenced by the RMC include: PNPM Mandiri; RPKPP; SPPIP, and
P2KP. The project has the same passion for developing the capacity building at the local level to
increase the role of social, economic and environmental.
16. Others documents also adopt and implemented by the RMC include: GAPs (Gender Action Plans),
CAP (Community Action Planning), The Neighborhood Upgrading and Shelter Sector Project in
Indonesia ADB, Technical Instructions and Guidelines Settlement/Environment Planning
Community-Based (PLPBK);
17. Regulations that will be referenced by the RMC in the implementation of this work consists of: (i)
Law No. 1 Year 2011 on Housing and Settlement; (ii) Law No. 26 Year 2007 on Spatial Planning;
(iii) Law No. 28 of 2002 on Building; (iv) Law No. 32 Year 2009 on the Environmental Protection
and Management; (v) Minister of Public Works Regulation No. 54 Year 1991 on Guidelines for
Small/Simple Housing Development Techniques; (vi) Minister of Public Works Regulation No. 29
of 2006 on the Technical Building Code Requirements; (vii) Minister of Public Works Regulation
No. 24 Year 2007 on Technical Guidelines for Building Permit Building; (viii) the Environment's
Regulation No. 16 Year 2012 on the Guidelines for the Preparation of Environmental Documents;
(ix) the Minister of Public Works Regulation No. 10 / PRT / M / 2008 (UKL.UPL); (x) Law No. 32
Year 2009 on the Environmental Protection and Management; (iv) Minister of Environment
Regulation No.5 / 2012 on types of activities / projects requiring environmental impact assessment
(EIA); (xi) the Minister of Public Works Regulation No. 10 / PRT / M / 2008 on types of public
infrastructure / facilities activities / projects requiring environmental management Efforts
(Environmental Management) and environmental monitoring Efforts (Efforts Environmental
Monitoring); (xii) The Minister of Environment Regulation No.16 / 2012 on the guidance for the
preparation of documents environment; (xiii) Government Regulation No. 27/2012 on
Environmental Permits. (xiv) Presidential Decree No. 54 of 2010 on the procurement of goods and
services; Ministry of Housing No 3 Year 2014 On Housing Finance Liquidity Facility For
Procurement Of Housing By Credit / Financing Prosper Home Ownership and local regulations at
6 cities/districts.
18. The principle underlying this project include:
a. Comprehensive Planning. The arrangement of the settlement was organized with the
mindset that Comprehensive in translating social development, economic and communitybased environment that is able to support the creation of the welfare of the poor.
b. Regions Space Planning. Planning is focused on priority areas as an entry point
arrangement neighborhoods, by not releasing the context of villages and city / county in the
analysis and planning. Develops plans based spatial analysis that considers land use and
human activities in the existing condition, future projections, and efforts achievement of the
vision with the constraints and potentials.
c. Active involvement of Local Government. Together with the community, local governments
actively involved in the activities PLPBK to support sustainability and replication
management activities poverty in the region through the arrangement of settlements poor /
poverty pockets.
d. Creative. CWSIAP/PLPBK creative principle in an effort to always develop ideas and new
ways of looking at problems and opportunities that are needed in structuring the settlement
area for the welfare together and create a better living environment and quality.
e. Innovative. This principle requires that each actor CWSIAP/PLPBK to be able to implement
the solution creative in the face of obstacles and utilization potential and opportunities exist
for structuring settlements to a better direction and the main benefit to the people who are
poor and marginalized.
f. Governance Good Governance. This principle makes CWSIAP/PLPBK as a trigger and
boosters to build the capacity of local governments and communities, to be able to
implement and independently manage the development of the region, by implementing
ordinances good governance (good governance).

ORGANIZATION OF TH E CONSULTANTS TEAM

19. Overall project organization structure has been presented in Appendix 2 page 91, we understand
that there is a very clear hierarchy at the national, district / city and urban neighborhood. At the
national level there is a central coordinating team consisting of BAPPENAS, MoW, MoHA, MoF,
BPN, and MoH. in addition there is also a group project team involved directly with West RMC's
National Satker / PPK, executing agency (EA) DGHS, PMU and NPMCs. while at the level of district
/ city there are a team of district / city Satker / PPK, LCOS, West RMC (our company), city / district
coordinators and community advisors. Then at the level of urban neighborhood community groups
exist that BKM / Community Groups / Contractor.
20. West RMC consists of 11 groups of tasks performed by some experts that includes: (1) Team
Leader (TL)/Urban Development Specialist; (2) Deputy Team Leader/Infrastructure/Monitoring and
Evaluation Specialist; (3) Urban Housing Specialist; (4) Procurement/Contract Specialist; (5)
Safeguard (Environment) Specialist; (6) Safeguard (Involuntary Resettlement) Specialist; (7)
Community Development/Gender Specialist; (8) Training Specialist; (9) Construction Supervisors 6 NCs ; (10) City Coordinators 6 NCs; (11) Community Advisors Support Staff.
21. Team organization structure can be seen in the figure below;

B) W ORK PLAN AND STAFFING.

22. To achieve 3 outputs of this project, RMC West Region has reviewed several related documents
recommended by ADB as the concept paper, project administration manual, resettlement
framework (empty document), and the other a document. We understand thoroughly and found it
to be repaired in the preparation of guidelines and technical guidance documents SIAPs, which by
DGHS called RTPLP. In addition, the guidance document and technical guidance owned by DGHS
not include resettlement framework that will be implemented in NSD Palembang and Bengkulu. For
it, in accordance with the TOR is given, then the experts consisting of a Team Leader, Urban
Housing, Procurement, Construction Supervisor Safeguard and will provide input to the guidance
material.

23. Work plans that we made from the document referred to the concept paper on the detail stage ADB
does not separate from the guidelines and technical guidelines issued by the DGHS. We
understand fully, socialization at the city / district, neighborhood becomes very important for all
parties to better understand the philosophy and social impact of this project provide. We understand
that the stakeholders in the city / district assists by the RMC and improving the capacity building of
LCOs, Satker/ PPK, and BKMs / CIOs.
1. Delivered 1: Institutional capacities for managing pro-poor urban development are
strengthened and Delivered 2: Infrastructure investment plans to upgrade poor
neighborhoods are aligned with the overall city development plans and implemented.
a. Activity D1.1: Recruitment of consultant teams to support the EA, local governments in
communities in preparing and implementing project activities.
i. Content: in addition to the existing experts, recruitment is also conducted to fill the
position as a community advisor (CA). As implied by the ADB in the composition of
CA in this work should reach 30% are women. At this phase, coordination with
LCOS / BKMs, City / District PIU / PPK also done immediately and harmonious.
ii. Duration: 1 month at Q-3, 2015.
iii. Phasing and interrelations: with D2.1 Socialization of the CWSIAP to project
neighborhoods, D2.2 Guide the project neighborhoods to identify their needs to be
integrated into the CWSIAP and D2.3 Obtain and integrating inputs from project
neighborhoods.
iv. Milestones: September, 2015.
b. Activity D1.2: Identifying training needs for local government staff.
i. Content: understanding of the CDD is very important in this project, for it will be the
identification of the needs of the knowledge of local government officials.
ii. Duration: 2 weeks at Q-4, 2015
iii. Phasing and interrelations: with D2.4. Revision/Completion of draft CWSIAP
iv. Milestones: December, 2015
c. Activity D1.3: Selection of local government staff to be trained on pro-poor spatial
planning/CDD approach.
i. Content: training includes project management and implementation; pro poor
urban development planning, inclusive slum alleviation planning; bottom-up
planning and integration of neighborhood plans into city/district plan; Operation and
Maintenance (OM); project management such as financial management,
procurement procedure and reporting/information management.
ii. Duration: 1 week at Q-1, 2016
iii. Phasing and interrelations: with D2.5. Approval of the draft CWSIAPs by
Mayors/Bupatis; D2.6. Agreement between EA and Mayors on the specific
investment plans to be carried out by communities or contractors; D3.1 Selection
criteria of potential beneficiaries are approved (NSD at Palembang and Bengkulu)
iv. Milestones: March, 2016
d. Activity D1.4: Implementation of training for local government staff dealing with spatial
planning.
i. Content: local government have a good understanding of community-based spatial
planning step by step according to juklaknis published by DGHS
ii. Duration: 1 week at Q-2, 2016
iii. Phasing and interrelations: with D2.7. Establishment of user groups and
CIOs/BKMs; D2.8. Civil work Contracts for neighborhoods upgrading are awarded
and implemented; D3.2 Completion of MOUs between local governments and
commercial banks and developers to finance and construct NSD at Palembang
and Bengkulu
iv. Milestones: June, 2016
e. Activity D1.5: Workshops to develop the national housing and settlement network starting.

i. Content: Workshops to develop the national housing and settlement network in 6

cities/district west region.
ii. Duration: 1 weeks, at Q-2, 2016
iii. Phasing and interrelations: with D2.7. Establishment of user groups and
CIOs/BKMs; D2.8. Civil work Contracts for neighborhoods upgrading are awarded
and implemented; D3.2 Completion of MOUs between local governments and
commercial banks and developers to finance and construct NSD at Palembang
and Bengkulu
iv. Milestones: June, 2016
f. Activity D1.6: A national housing and settlement network is established with members at
least 20 cities.
i. Content: establishing the national housing and settlement network in 20
cities/district west region, central region and east region.
ii. Duration: 3 months, at Q-3, 2016.
iii. Phasing and interrelations: with D2.7. Establishment of user groups and
CIOs/BKMs; D2.8. Civil work Contracts for neighborhoods upgrading are awarded
and implemented; D3.3 Selection of contractors by the EA for the construction of
infrastructure at NSD at Palembang and Bengkulu.
iv. Milestones: September, 2016.
2. Delivered 2: Infrastructure investment plans to upgrade poor neighborhoods are aligned
with the overall city development plans and implemented.
a. Activity D2.8: Civil work Contracts for neighborhoods upgrading are awarded and
implemented in 6 cities/district.
i. Content: an implementation phase CWSIAP, which approved construction project
level LCO / Cities / District / PPK / Satker, which is supervised by BKMs / CIOs with
the support of RMC Consultant (city coordinator, Safeguard expert, procurement
expert, construction supervisors) .
ii. Duration: 12 months, at Q-2, 2016 till Q-1, 2017.
iii. Phasing and interrelations: with D3.2. Completion of MOUs between local
governments and commercial banks and developers to finance and construct
NSDs; D3.3 Selection of contractors by the EA for the construction of infrastructure
at NSDs; D3.4 Construction of infrastructure at NSDs.
iv. Milestones: Quarterly 1, 2017.
3. Delivered 3: PPP to promote new settlements for poor families are established.
a. Activity D3.1: Selection criteria of potential beneficiaries are approved.
i. Content: selection criteria of potential beneficiaries will be under the terms and
condition of local government and commercial Bank and BPNs.
ii. Duration: 3 months, at Q-1, 2016.
iii. Phasing and interrelations: D1.3; D2.1; D2.2; D2.3
iv. Milestones: March, 2016.
b. Activity D3.2: Completion of MOUs between local governments and commercial banks and
developers to finance and construct NSD.
i. Content: after the local governments provide land from their own resources and
issue land titles for potential new house owners, which are required as collaterals
to receive loans from commercial banks MOUs between local governments and
commercial bank and developers can be completion.
ii. Duration: 3 months, at Q-2, 2016.
iii. Phasing and interrelations: D1.4; D1.5; D2.7;D2.8
iv. Milestones: September, 2016.
c. Activity D3.3: Selection of contractors by the EA/DGHS for the construction of infrastructure
at NSD.

i. Content: Selection of a contractors will be accordance with the national

procurement system assist by Urban Housing Specialist and Procurement
Specialist.
ii. Duration: 3 months, at Q-2, 2016
iii. Phasing and interrelations: D1.4; D1.5; D2.7;D2.8
iv. Milestones: June, 2016
d. Activity D3.4: Construction of infrastructure at NSDs
i. Content: implementation of the infrastructure construction will be monitor by LCOs
under the assist of urban housing specialist, procurement, safeguard, and
construction supervisors
ii. Duration: 6 months, at Q-2 and Q-3, 2016
iii. Phasing and interrelations: D1.6; D2.8
iv. Milestones: December, 2016
e. Activity D3.5: Construction of houses at NSD
i. Content: basis for the selection of a local developer will be presented at the
proposal of NSD accordance with the REI, ADB guidance and EA/DGHS.
ii. Duration: 9 months, at Q-1 and Q-3, 2017
iii. Phasing and interrelations: D2.8
iv. Milestones: September, 2017
f. Activity D3.6: Final selection of beneficiaries
i. Content: a transparent selection process to identify slum dwellers prepared to buy
houses at the NSD site. RMC will support the LCOs to ensure that the houses
constructed under the project will not be sold or resold after completion. The
proposed NSD sites will be vacant and ready for infrastructure development, and
will not be subject to environmental threats.
ii. Duration: 3 months, 2017
iii. Phasing and interrelations: iv. Milestones: March, 2017
g. Activity D3.6: Signing of loan agreements between beneficiaries and banks
i. Content: Signing of loan agreements between beneficiaries and banks will be
support by the LCOs and assist from RMC/Urban Housing Specialist.
ii. Duration: 3 months, Q-2, 2017
iii. Phasing and interrelations: iv. Milestones: March, 2017
4. Reports (Documents)
a. Inception Report
i. Content: the consultant work plan, methodology, understanding of the terms of
reference, and understanding of the project as described in the project manuals,
personnel mobilization plan, and basic strategy and approach in undertaking the
assignment.
ii. Date of submission: not more than 3 weeks after the issuance of a work order by
the project.
iii. Quantity: 10 copies
iv. Submitted to: PMU/national Satker/NMC and LCO and presented to the LCO and
city/district Satker
v. Language: Bahasa Indonesia
b. Monthly report
i. Content: consultant administration activities for the related month, progress of work
to date, and work plan for the next month.
ii. Date of submission: not more than 10 days after the end of the related month.
iii. Quantity: 10 copies.
iv. Submitted to: PMU/national Satker/NMC.

v. Language: Bahasa Indonesia

c. Quarterly report
i. Content: consultant administration activities for the related quarter, progress of
work until the end of the quarter, issues faced and recommendations to address
the issues, and work plan for the next quarter.
ii. Date of submission: not more than 10 days after the end of the related quarter.
iii. Quantity: 10 copies.
iv. Submitted to: PMU and national Satker, LCO, city Satker, and NMC.
v. Language: Bahasa Indonesia
d. Annual report
i. Content: implementation progress achieved during the respective year, activity
outstanding to be completed with time frame, problems encountered and resolution
proposed/applied. Presented in a comprehensive format, clearly describing project
implementation progress and status.
ii. Date of submission: not more than 10 days after the end of the respective year.
iii. Quantity: 10 copies.
iv. Submitted to: PMU/national Satker/city Satker/LCO and NMC.
v. Language: Bahasa Indonesia
e. Draft final and final report
i. Content: a comprehensive account of project implementation results and
outcomes, lessons-learned, experiences gained, and conclusions as well as
recommendations formed as result of undertaking the assignment.
ii. Date of submission: not later than thirty (30) days after the completion of services.
iii. Quantity: 10 copies.
iv. Submitted and presented to: PMU and national Satker, LCO and NMC.
v. Language: Bahasa Indonesia
f. Special report
i. Content: DGHS may require the RMC team to prepare special reports in addition
to the above, e.g. when the DGHS is proposing a change in project implementation
arrangements, reallocation of loan proceeds, etc. Other special reports that
may/will also be required are complaint handling/grievance resolution follow-up
reports, actions to follow-up findings and recommendations from the Auditor (BPK),
supervision/field visits/review mission reports, safeguard due diligence reports, etc.
g. NSD Proposal
i. Content: (i) a proof of land ownership; (ii) endorsement from the local parliament
(DPRD) to use land for NSD purposes; (iii) reports of due diligence confirming that
the proposed land does not have land acquisition/resettlement issues; (iv) detailed
technical designs including designs of the houses, landscape, designs of the
infrastructure and public amenities, with cost estimates for infrastructure to be
financed by the loan proceed; (v) rationale of the selection process to identify a
local developer; (vi) proposed loan schemes by the commercial banks; (vii)
description of the selection process to identify slum dwellers that are prepared to
buy houses at the NSD site,(viii) list of the potential beneficiaries, (ix) confirmation
from concerned utility providers (e.g. electricity from PLN, water from PDAM) on
the provision of services for the proposed NSD location, (x) operation and
maintenance arrangements, (xi) an initial environmental examination (IEE) that
should that should be prepared at each NSD-site after the respective project city
has formally confirmed its readiness to participate in the NSD component and
designated the land.

Work Schedule and Planning For Deliverables

No
D1
D1.1
D1.2
D1.3
D1.4
D1.5
D1.6
D2
D2.1
D2.2
D2.3
D2.4
D2.5
D2.6

D2.7
D2.8
D3
D3.1
D3.2

D3.3
D3.4
D3.5
D3.6
D3.7
D3.8
D4
D4.1
D4.2
D4.3
D4.4
D4.5
D4.6
D4.7

Years/Quarter
Y-15
Y-16
Y-17
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Institutional capacities for managing pro-poor urban development are strengthened
Recruitment of consultant teams to support
the EA, local governments in communities in
preparing and implementing project activities
Identifying training needs for local government
staff
Selection of local government staff to be
trained on pro-poor spatial planning/CDD
approach
Implementation of training for local
government staff dealing with spatial planning
Workshops to develop the national housing
and settlement network starting
A national housing and settlement network is
established with members at least 20 cities
Infrastructure investment plans to upgrade poor neighborhoods are aligned with the overall city development plans and
implemented
Socialization of the CWSIAP to project
neighborhoods
Guide the project neighborhoods to identify
their needs to be integrated into the CWSIAP
Obtain and integrating inputs from project
neighborhoods
Revision/Completion of draft CWSIAP
Approval of the draft CWSIAPs by
Mayors/Bupatis
Agreement between EA and Mayors on the
specific investment plans to be carried out by
communities or contractors
Establishment of user groups and CIOs/BKMs
Civil work Contracts for neighborhoods
upgrading are awarded and implemented
PPP to promote new settlements for poor families are established
Selection criteria of potential beneficiaries are
approved
Completion of MOUs between local
governments and commercial banks and
developers to finance and construct NSD
Selection of contractors by the EA
(MPW/DGHS) for the construction of
infrastructure at NSD
Construction of infrastructure at NSDs
Construction of houses at NSD
Final selection of beneficiaries
Signing of loan agreements between
beneficiaries and banks
Strategies developed to share model PPPs
for new settlements with other local
governments
Report

Inception report
Monthly report
(Every months, (a monthly report is not required at the end of a quarter))

Quarterly report

Annual report
Draft final and final report
Special report

NSD Proposal (Palembang and Bengkulu)

endorse by Mayor/Bupati
Delivered/Activities

Y-18
Q1

Team Composition, Assignment, and Key Experts Inputs

N
o

Name, Nationality and

DOB

Experts input (in person/month) per each Deliverable

Position

Home
Field

D-1

D-2

D-3

Home
Field
Home

10
1
10

9
2
9

12
1
12

Field

Home
Field
Home

4
1
8

5
1
8

9
4
0

Field

Home
Field
Home
Field
Home

0
0
0
0
9

11
1
12
2
8

11
1
3
1
8

Field

10
2
0
0
0
0
0
0
0
0
0
0
0
0
11
0
11
0
11
0
11
0
11
0
11
0

10
2
18
0
18
0
18
0
18
0
18
0
18
0
12
0
12
0
12
0
12
0
12
0
12
0

0
0
0
0
0
0
0
0
0
0
0
0
0
0
12
0
12
0
12
0
12
0
12
0
12
0

Total Time - Input (in

Months)
Home

Field

Total

31

35

31

35

18

24

16

18

22

24

15

18

25

30

20

24

18

18

18

18

18

18

18

18

18

18

18

18

35

35

35

35

35

35

35

35

35

35

35

35

KEY EXPERT
National
1

3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20

Team Leader/Urban
Development Specialist
Deputy Team
Leader/Infrastructure/Mo
nitoring and Evaluation
Specialist
Urban Housing Specialist
Safeguard
(Environmental)
Specialist
Safeguard (Involuntary
Resettlement) Specialist
Procurement/Contract
Specialist
Gender and
Development/Community
Development Specialist

Home
Field
Construction Supervisors Home
(Palembang)
Field
Construction Supervisors Home
(Bengkulu)
Field
Construction Supervisors Home
(Batam)
Field
Construction Supervisors Home
(Tanjung Jabung Barat)
Field
Construction Supervisors Home
(Tanjung Balai)
Field
Construction Supervisors Home
(Bandar Lampung)
Field
Home
City Coordinators
(Palembang)
Field
Home
City Coordinators
(Bengkulu)
Field
Home
City Coordinators
(Batam)
Field
Home
City Coordinators
(Tanjung Jabung Barat)
Field
Home
City Coordinators
(Tanjung Balai)
Field
Home
City Coordinators
(Bandar Lampung)
Field
Total Time
Training Specialist

526

Matric Interrelation Key Experts Inputs and Delivered Activities

No
D1
D1.1

D1.2
D1.3

D1.4

D1.5

D1.6

D2
D2.1
D2.2

D2.3
D2.4
D2.5
D2.6

D2.7
D2.8

Delivered Activity
TL DTL UHS SGE SIR PCS GDC TTS
Institutional capacities for managing pro-poor urban development are strengthened
Recruitment of consultant teams to
X
X
X
O
O
O
O
X
support the EA, local governments in
communities in preparing and
implementing project activities
Identifying training needs for local
X
X
X
X
O
X
X
X
government staff
Selection of local government staff
to be trained on pro-poor spatial
planning/CDD approach
Implementation of training for local
government staff dealing with spatial
planning
Workshops to develop the national
housing and settlement network
starting

Expert Input and Interrelation

CS1 CS2 CS3 CS4 CS5

CS6

CC1

CC2

CC3

CC4

CC5

CC6

A national housing and settlement

X
X
X
X
O
X
X
X
O
O
O
O
O
O
O
network is established with members
at least 20 cities
Infrastructure investment plans to upgrade poor neighborhoods are aligned with the overall city development plans and implemented
Socialization of the CWSIAP to
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
project neighborhoods

Guide the project neighborhoods to

identify their needs to be integrated
into the CWSIAP
Obtain and integrating inputs from
project neighborhoods

Revision/Completion of draft
CWSIAP
Approval of the draft CWSIAPs by
Mayors/Bupatis
Agreement between EA and Mayors
on the specific investment plans to
be carried out by communities or
contractors
Establishment of user groups and
CIOs/BKMs
Civil work Contracts for
neighborhoods upgrading are
awarded and implemented

No
D3
D3.1

Delivered Activity
TL DTL UHS SGE SIR
PPP to promote new settlements for poor families are established
Selection criteria of potential
X
X
X
O
O
beneficiaries are approved

Expert Input and Interrelation

CS1 CS2 CS3 CS4 CS5

PCS

GDC

TTS

CS6

CC1

CC2

CC3

CC4

CC5

CC6

D3.2

Completion of MOUs between local

governments and commercial banks
and developers to finance and
construct NSD

D3.3

Selection of contractors by the EA

(MPW/DGHS) for the construction of
infrastructure at NSD
Construction of infrastructure at
NSDs
Construction of houses at NSD
Final selection of beneficiaries
Signing of loan agreements between
beneficiaries and banks

X
X
X

X
X
X

X
X
X

O
O
O

O
O
O

O
O
O

O
X
X

O
O
O

O
O
O

O
O
O

O
O
O

O
O
O

O
O
O

O
O
O

X
X
X

X
X
X

X
X
X

X
X
X

X
X
X

X
X
X

Strategies developed to share model

PPPs for new settlements with other
local governments

D3.4
D3.5
D3.6
D3.7
D3.8

C) COMMENTS (ON THE TOR AND ON COUNTERPA RT STAFF AND FACILIT IES)
Accordance with Pre-Proposal Conference documents, number: POKJA-NUSSP2 / BA.ANW / P2 / 2015 on Monday 23rd February 2015 at points 7 point h,
the comments (on the TOR and on counterpart staff and facilities) to this work is not necessary.