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USAID INDONESIA URBAN WATER SANITATION AND HYGIENE

PENYEHATAN LINGKUNGAN UNTUK SEMUA (IUWASH PLUS)
PROJECT YEAR 3 WORK PLAN

CONTRACT NO. AID-497-TO-16-00003
MARCH 2019
This report is made possible by the support of the American People through the United States Agency
for International Development (USAID). The contents of this report are the sole responsibility of DAI Global,
LLC and do not necessarily reflect the views of USAID or the United States Government.
From left, Ternate Mayor, Burhan Abdurahman, Deputy Mission Director of USAID Indonesia, Ryan
Washburn, former USAID IUWASH PLUS Chief of Party, Louis O’Brien, Bappenas staff, Nur Aisyah
Nasution, and the Director of Bank Indonesia-Maluku Branch, Dwi Tugas Waluyanto breaking the
ground for an infiltration pond in the ceremony of CSR supported infiltration ponds groundbreaking in
Ternate on November 29, 2017. Through the CSR partnership, Ternate city government successfully
built 67 infiltration ponds to restore Ake Gaale spring water debit and quality.
Photo by Shofyan Ardiansyah/USAID IUWASH PLUS SSEI

USAID INDONESIA URBAN WATER SANITATION AND HYGIENE
PROJECT YEAR 3 WORK PLAN
Project Title: USAID IUWASH PLUS: Indonesia Urban Water

Sanitation and Hygiene Penyehatan Lingkungan untuk
Semua
Sponsoring USAID Office: USAID/Indonesia Office of Environment
Contract Number: AID-497-TO-16-00003
Contractor: DAI Global, LLC
Date of Publication: March 2019
Author: DAI Global, LLC

TABLE OF CONTENTS
TABLE OF CONTENTS .............................................................................................................. II
LIST OF EXHIBITS .................................................................................................................... IV
ACRONYMS .................................................................................................................................V
1. INTRODUCTION ................................................................................................................. 1
1.1. Overview of USAID IUWASH PLUS................................................................................................. 1
1.2. Implementation Strategy ....................................................................................................................... 2
1.3. Project Year 3 Work Plan .................................................................................................................... 4
2. OVERVIEW OF PROJECT RESULTS................................................................................. 6
2.1. Introduction ............................................................................................................................................. 6
2.2. Hierarchy of Project Results................................................................................................................ 7
2.3. Summary of Result Indicators.............................................................................................................. 7
2.4. Monitoring and Evaluation Plan ......................................................................................................... 11
2.5. PY3 Monitoring and Evaluation activity ........................................................................................... 11
3. APPROACH TO USAID IUWASH PLUS TASKS .......................................................... 14
3.1. Introduction ........................................................................................................................................... 14
3.2. Component 1: Improving Household WASH Services ............................................................... 16
3.3. Component 2: Strengthening City and District WASH Institutional Performance.............. 22
3.4. Component 3: Strengthening the WASH Financing Environment ........................................... 31
3.5. Component 4: Advancing National WASH Advocacy, Coordination, and
Communication..................................................................................................................................... 39
4. USAID-SECO CO-FUNDING PARTNERSHIP ............................................................... 46
4.1 Introduction ........................................................................................................................................... 46
4.2 Key Program Partnerships.................................................................................................................. 46
4.3 Component A: Non-Revenue Water .............................................................................................. 48
4.4 Component B: Energy Efficiency ....................................................................................................... 49
4.5 Component C: Instituional Strengthening ...................................................................................... 50
5. LOCAL SUSTAINABILITY AND INNOVATION COMPONENT (LSIC) ................... 53
5.1. Introduction ........................................................................................................................................... 53
5.2. PY3 LSIC Activities .............................................................................................................................. 53
6. GENDER MAINSTREAMING ............................................................................................ 56
6.1. Alignment with USAID’s Gender Policies ...................................................................................... 57
6.2. PY3 Gender Activities ......................................................................................................................... 58
7. REGIONAL LEVEL TECHNICAL ACTIVITIES .............................................................. 59
7.1. North Sumatra ...................................................................................................................................... 59
7.2. West Java, DKI Jakarta, Tangerang................................................................................................... 60
7.3. Central Java ............................................................................................................................................ 61
7.4. East Java .................................................................................................................................................. 63
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7.5. South Sulawesi and Eastern Indonesia ............................................................................................. 65
8. PROJECT MANAGEMENT................................................................................................ 67
8.1 Introduction ........................................................................................................................................... 67
8.2 General Project Management ............................................................................................................ 67
9. ENVIRONMENTAL COMPLIANCE................................................................................. 73
ANNEX........................................................................................................................................ 74
ANNEX 1: Detailed PY3 Targets and The Life of Project Targets by Region ....................................... 74
ANNEX 2: Regional Targets Towards AMEP Results ................................................................................. 82
ANNEX 3: Organizational structure for The National and Regional Offices ...................................... 111
ANNEX 4: Matrix Management Chart .......................................................................................................... 116
ANNEX 5: USAID-SECO Co-Funding Partnership Logical Framework ............................................... 119
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LIST OF EXHIBITS
Exhibit 1: List of Partner Local Governments (LGs) ................................................................................................ 1
Exhibit 2: The Urban WASH Ecosystem .................................................................................................................... 3
Exhibit 3: Indicators and Target of USAID IUWASH PLUS Achievements........................................................ 7
Exhibit 4: Impact, Output, and Outcome Indicators for the Partnership ......................................................... 10
Exhibit 5: Monitoring & Evaluation (M&E) Focal Activities for PY3 ................................................................... 12
Exhibit 6: Inter-Component, Collaboration-Based Implementation................................................................... 15
Exhibit 7: Key Component 1 Partnerships in PY3 .................................................................................................. 17
Exhibit 8: Subcomponent 1.1 Focal Activities in PY3 ............................................................................................. 19
Exhibit 9: Subcomponent 1.2 Main Programs Conducted for PY3 ..................................................................... 21
Exhibit 10: Subcomponent 1.3 Main Programs for PY3 ........................................................................................ 22
Exhibit 11: Composition of Component 2 teams with subcomponents ........................................................... 24
Exhibit 12: Key Component 2 Partnerships for PY3 ............................................................................................. 24
Exhibit 13: Subcomponent 2.1 Priority Programs for PY3 ................................................................................... 26
Exhibit 17: Key Partnerships for Water and Sanitation Financing Activities in PY3 ....................................... 33
Exhibit 18: PY3 Activities to Strengthen the Enabling Environment for WASH Financing ........................... 34
Exhibit 19: PY3 Activities to Increase Access to Capital Expenditure Financing for WASH ....................... 35
Exhibit 20: PY3 Technical Assistance to Key Financing Facilities ........................................................................ 36
Exhibit 21: USAID IUWASH PLUS MFI Partners by Region ................................................................................ 37
Exhibit 22: Activity Plan for Microfinance Program Year 3 .................................................................................. 39
Exhibit 23: Component 4 Sub-Components and Supporting Program.............................................................. 40
Exhibit 24: Key Component 4 Partnerships for PY3 ............................................................................................. 40
Exhibit 28: Main partnerships for SECO-USAID Co-Funding Program............................................................. 46
Exhibit 29: Priority Activities for Preparatory Phase ............................................................................................. 47
Exhibit 30: Summary Main tasks subcomponent 1: NRW reduction ................................................................. 48
Exhibit 31: PY3 priority activities for Component A (NRW Reduction) ......................................................... 49
Exhibit 32: Summary of main tasks for Component B (Improved Energy Efficiency) .................................... 49
Exhibit 33: PY3 priority activities for Component B (Improved Energy Efficiency) ....................................... 50
Exhibit 34: Menu of Capacity Building topics ........................................................................................................... 51
Exhibit 35: Summary of Component C (Capacity Building) Tasks...................................................................... 51
Exhibit 36: PY3 priority activities for Component C (Capacity Building) ......................................................... 51
Exhibit 37: LSIC Support Main Programs in PY3..................................................................................................... 54
Exhibit 38: Gender Focal Activities for PY3 ............................................................................................................. 58
Exhibit 39: Calendar of Activities with TCA and Technical Team Meeting ..................................................... 71
Exhibit 40: Project Management Main Programs for PY3 ..................................................................................... 71
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ACRONYMS
ADB Asian Development Bank
Akatirta/ATW Akademi Tirta Wiyata/Tirta Wiyata Environmental Engineering Academy
AKKOPSI Aliansi Kabupaten Kota Peduli Sanitasi/Alliance of Cities and Districts Concerned
about Sanitation
AMEP Activity Monitoring and Evaluation Plan
APBD Anggaran Pendapatan dan Belanja Daerah/Local Government Budget
APBN Anggaran Pendapatan dan Belanja Negara/State Government Budget
APIK Adaptasi dan Perubahan Iklim/Climate Change Adaptation and Resilience
APR#2 Annual Progress Report #2
ARG Anggaran Responsif Gender/Gender Responsive Budget
B2B Business-to-Business
B40 Bottom 40% of the population in terms of wealth
BABS Buang Air Besar Sembarangan/Open Defecation
BAST Berita Acara Serah Terima/Official Report of Handover
BAV Bina Artha Ventura
BAIK Baitul ihktiar Cooperative
Bank Jateng Bank Pembangunan Daerah Jawa Tengah/Central Java Development Bank
Bappeda Badan Perencanaan Pembangunan Daerah/Regional Development Planning Agency
Bappenas Badan Perencanaan Pembangunan Nasional/National Development Planning Agency
BC Behavior Change
BDI Bantuan Dana Investasi/Investment Grant
BDS Business Development Services
BKD Badan Kepegawaian Daerah/Regional Personnel Agency
BKM Badan Kredit Masyarakat/Community-Based Credit Agency
BLH Badan Lingkungan Hidup/Environment Agency
BPD Bank Pembangunan Daerah/Regional Development Bank
BPPKA Badan Pendapatan, Pengelolaan Keuangan, dan Aset/Agency for Revenue, Finance and
Management
BPPPA Badan Pemberdayaan Perempuan dan Perlindungan Anak/Agency for Women
Empowerment and Child Protection
BPPSPAM Badan Peningkatan Penyelenggaraan Sistem Penyediaan Air Minum/Agency for
Improving the Implementation of Water Supply System
TNA Training Need Assessment
BPR Bank Perkreditan Rakyat/Rural Bank
BPRS Bank Perkreditan Rakyat Syariah/Syaria Rural Bank
BPS Badan Pusat Statistik/Statistics Indonesia
CapEx Capital Expenditure
Catex Categorical Exclusion
CBO Community Based Organization
CBTS Community Based Total Sanitation
CCPHI Company Community Partnership for Health in Indonesia
CEM Citizen Engagement Mechanism
CDCS Country Development Cooperation Strategy
CFCD Corporate Forum for Community Development
CJ/CJRO Central Java/Central Java Regional Office
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CoE Pusat Keunggulan/Center of Excellence
COP Chief of Party
CSR Corporate Social Responsibility
CTPS Cuci Tangan Pakai Sabun/handwashing with soap
CU Credit Union
CWIS City-Wide Inclusive Sanitation
DAI Development Alternatives Incorporated Global, LLC
DAK Dana Alokasi Khusus/Special Allocation Budget
DAU Dana Alokasi Umum/General Allocation Budget
DED Detailed Engineering Design
DFAT Australian Department of Foreign Affairs and Trade
Dinkes Dinas Kesehatan/Health Office
DITPAM Direktorat Pengembangan Air Minum/Directorate of Water Supply Development
DKI Daerah Khusus Ibukota/Special Area
DO2 Development Objective 2
DPRD Dewan Perwakilan Rakyat Daerah/Regional Parliament
DQA Data Quality Assessment
EE Energy Efficiency
EI Eastern Indonesia
EJ/EJRO East Java/East Java Regional Office
EHRA Environmental Health Risk Assessment
EHS Environment, Health, and Safety
EMMP Environmental Mitigation and Monitoring Plan
ERF Environmental Review Form
ERR Environmental Review Report
FGD Focus Group Discussion
Forkalim Forum Komunikasi Air Limbah/Communication Forum for Wastewater
FSM Fecal Sludge Management
GAP Gender Analysis Pathway
GBS Gender Budget Statement
GBV Gender-Based Violence
GIS Geographic Information System
GNA Gender Needs Assessment
GOI Government of Indonesia
GWG Gender Working Group
HIK Group Harta Insan Karimah (the name of a microfinance institution)
HR High Level Results
HH Household
HIK Harta Insan Kharimah (the name of a microfinance sanitation)
HWWS Handwashing with Soap
IBL Indonesia Business Link
IDB Islamic Development Bank
IEC Information Education Communication
IEE Initial Environmental Examination
IKK Instalasi Kota Kecamatan/Plant Built in Sub-District Capital
IPA Instalasi Pengolahan Air/Water Treatment Plant (WTP)
IPAL Instalasi Pengolahan Air Limbah/Wastewater Treatment Plant (WWTP)
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IPLT Instalasi Pengolahan Lumpur Tinja/Septage Treatment Plant (STP)
IR Intermediate Results
IT Information Technology
IUWASH PLUS Indonesia Urban Water, Sanitation and Hygiene Penyehatan Lingkungan untuk Semua
Jejaring AMPL Network for Water Supply and Sanitation
JICA Japan International Cooperation Agency
KfW German Development Bank
KIAT Kemitraan Indonesia Australia untuk Infrastruktur/Indonesia Australia Partnership for
Infrastructure
KKMA Kajian Kerentanan Mata Air/Spring Vulnerability Assessment and Action Plan
KOTAKU Kota Tanpa Kumuh/City without Slums Program
Kopsyah BMI Koperasi Syariah Benteng Mikro Indonesia/Benteng Mikro Indonesia Sharia
Cooperative
KPBU Kerja Sama Pemerintah dan Badan Usaha/Public Private Partnership
KPP Kelompok Pengguna dan Pemanfaat/User Group
KSB Kesepakatan Bersama/Memorandum of Agreement
KSM Kelompok Swadaya Masyarakat/Non-Government Group
KSP Koperasi Simpan Pinjam/Saving and Loan Cooperative
KUA/PPAS Kebijakan Umum Anggaran/Prioritas dan Plafon Anggaran/General Budgeting
Policy/Provisional Budget Priorities and Funding Levels
LG Local Government
LKM Lembaga Keuangan Mikro/Micro Finance Institution
LPS Liter per Second
LSIC Local Sustainability and Innovation Component
L2T2/LLTT Layanan Lumpur Tinja Terjadwal/Scheduled Desludging Service
LLTTT Layanan Lumpur Tinja Tidak Terjadwal/Unscheduled Desludging Service
MBR Masyarakat Berpenghasilan Rendah/Low Income Community
M&E Monitoring and Evaluation
MFI Microfinance Institutions
MIS Management Information System
MOH Ministry of Health
MOHA Ministry of Home Affairs WB
MOU Memorandum of Understanding
MPWH Ministry of Public Works and Housing (PUPR)
MSC Most Significant Change
Musrenbang Musyawarah Perencanaan Pembangunan/Deliberation of Development Planning
NBP Group Nusantara Bona Pasogit Group
NDWC Negative Determination with Conditions
NGO Non-Governmental Agency
NRW Non-Revenue Water
NS/NSRO North Sumatra/North Sumatra Regional Office
NUWAS National Urban Water Supply
NUWSP National Urban Water Supply Project
O&M Operation and Maintenance
OJK Otoritas Jasa Keuangan/Financial Services Authority
OJT On-the-Job Training
OPD Organisasi Perangkat Daerah/Organization of Local Government
vii
OSH Open Source Hardware
PAMRT Pengamanan Air Minum Rumah Tangga/Water Supply Safety at Households
Pamsimas Penyediaan Air Minum dan Sanitasi Berbasis Masyarakat/Community Based Drinking
Water Supply and Sanitation
PD Perusahaan Daerah/Municipal Company
PD PAL Perusahaan Daerah Pengelolaan Air Limbah/Municipal Wastewater Management
Company
PDAB Perusahaan Daerah Air Bersih/Municipal Clean Water Company
PDAM Perusahaan Daerah Air Minum/Municipal Drinking Water Company
Perbup Peraturan Bupati/Regent Regulation
Perda Peraturan Daerah/Regional Regulation
Perkada Peraturan Kepala Daerah/Head of Regional Regulation
Perkim Perumahan dan Permukiman/Housing and Settlement
Perpamsi Persatuan Perusahaan Air Minum Seluruh Indonesia/Association of Indonesian Water
Supply Companies
Perwali Peraturan Walikota/Mayor Regulation
Pemda Pemerintah Daerah/Local Government
Perpres Peraturan Presiden/Presidential Regulation
PKBU Kerja Sama Pemerintah dan Badan Usaha/Cooperation between Government and
Business Entity
PKK Pembinaan Kesejahteraan Keluarga/Family Welfare Movement
PKS Perjanjian Kerja Sama/Cooperation Agreement
PLP Penyehatan Lingkungan Permukiman/Environmental Sanitation
PMD Penanaman Modal Dalam Negeri/Local Budge Capital Investment
PO Purchase Order
Pokja AMPL Kelompok Kerja Air Minum dan Penyehatan Lingkungan/Working Group for Water
Supply and Sanitation
Pokja PKP Kelompok Kerja Perumahan dan Permukiman/Working Group for Housing and
Settlement
Pokja PPAS Kelompok Kerja Perumahan, Permukiman, Air Minum, dan Sanitasi/Working Group for
Housing, Settlement, Water, and Sanitation
Posyandu Pos Pelayanan Terpadu/Community Health Post
PPP Public-Private Partnership
PPRG Perencanaan dan Penganggaran Responsif Gender/Gender-Responsive Planning and
Budgeting
PRESTASI USAID Program to Extend Scholarships and Training to Achieve Sustainable Impacts
Pre-FS Pre-Feasibility Study
PT TNS Tirta Nusantara Sukses limited company
PT SMI PT Sarana Multi Infrastruktur/National Infrastructure Financing Agency
PUG Pengarusutamaan Gender/Gender Mainstreaming
Puskemas Pusat Kesehatan Masyarakat/Community Health Center
PY1/2/3 Project Year 1/2/3
QPR#9 Quarterly Progress Report #9
RDS Real Demand Survey
RENJA Rencana Kerja/Work Plan
RENSTRA Rencana Strategis/Strategic Plan
RISPAM Rencana Induk Sistem Penyediaan Air Minum/Water Supply System Master Plan
viii
RKA Rencana Kerja dan Anggaran/Budget and Work Plan
RKAP Rencana Kerja dan Anggaran Perusahaan/Company’s Budget and Work Plan
RKM Rencana Kerja Masyarakat/Community Action Plan
RPAM Rencana Pengamanan Air Minum/Water Safety Plan
RPJMD Rencana Pembangunan Jangka Menengah Daerah/Regional Medium Term
Development Plan
RPJMN Rencana Pembangunan Jangka Menengah Nasional/National Medium Term
Development Plan
Rusunawa Rumah Susun Sederhana Sewa/Low-Cost Rented Apartment
Sanimas Sanitasi Berbasis Masyarakat/Community Based Sanitation
Satker Satuan Kerja/Working Group
SDGs Sustainable Development Goals
SECO Swiss Secretariat for Economic Affairs
SKPD Satuan Kerja Perangkat Daerah/Local Government Working Unit
SMEs Small Medium Enterprises
SNI Standar Nasional Indonesia/Indonesian National Standard
SNV Stichting Nederlandse Vrijwilligers, Dutch non-profit international development
organization working in agriculture, energy, water, sanitation, and hygiene
SIMAVI Steun in Medische Aangelegenheden Voor Inheemsen, A Dutch non-profit organization
working to improve the health of disadvantaged people
SOP Standard Operating Procedure
SOW Scope of Works
SPAM Sistem Penyediaan Air Minum/Water Supply System
SPALDS Sistem Pengelolaan Air Limbah Setempat/Onsite Domestic Wastewater Management
System
SPALDT Sistem Pengelolaan Air Limbah Terpusat/Offsite Domestic Wastewater Management
System
SPM Standar Pelayanan Minimal/Minimum Service Standards
SSEI South Sulawesi and Eastern Indonesia
SSK Strategi Sanitasi Kabupaten/Kota/Sanitation Strategy at District/City Level
STBM Sanitasi Total Berbasis Masyarakat/Community-Based Total Sanitation program
STIP Science, Technology, Innovation and Partnership
SUSENAS Survei Sosial Ekonomi Nasional/National Socioeconomic Survey
STTA Short-Term Technical Assistance
TA Technical Assistance
TAMIS Technical and Administrative Management Information System
TBN To Be Named
TCA Technical Counterpart Agency
TOCOR Task Order Contracting Officer’s Representative
TOR Terms of Reference
TOT/ToT Training of Trainers
TT Tim Teknis/Technical Team
UA Universal Access
UPTD Unit Pelaksana Teknis Daerah/Regional Technical Implementing Unit
UPTD PAL/PALD Unit Pelaksana Teknis Daerah Pengelolaan Air Limbah/Regional Technical Implementing
Unit of Wastewater Management
USAID United States Agency for International Development
ix
USDP Urban Sanitation Development Program
U.S. United States
USG United States Government
UWP Urban WASH Promotion
WASH Water, Sanitation and Hygiene
WB World Bank
WJDT West Java, DKI Jakarta and Tangerang
Wosusoka Regional raw water supply program comprising Wonogiri, Sukoharjo, Surakarta and
Karanganyar
WQQ Water Quality and Quantity
WSP Water Safety Plan (RPAM)
WW Wastewater
x
1. INTRODUCTION
1.1. OVERVIEW OF USAID IUWASH PLUS
This is the third annual workplan of the USAID Indonesia Urban Water, Sanitation and Hygiene
Penyehatan Lingkungan Untuk Semua (IUWASH PLUS) and covers the period of October 01, 2018
through September 30, 2019. The USAID Indonesia Urban Water, Sanitation and Hygiene 'Penyehatan
Lingkungan Untuk Semua' (USAID IUWASH PLUS) program is five-and-a-half-year initiative designed to
assist the Government of Indonesia (GOI) in increasing access to water supply and sanitation services as
well as improving key hygiene behaviors among urban poor and vulnerable populations. Implemented by
DAI Global LLC, USAID IUWASH PLUS works with governmental agencies, the private sector, NGOs,
communities and others to achieve the following "high level" results:
• An increase of 1,100,000 people in urban areas with access to improved water supply service
quality of which at least 500,000 are from the poorest 40% of the population; and
• An increase of 500,000 people in urban areas with access to safely managed sanitation.
To ensure that improvements in access to WASH services are sustained, USAID IUWASH PLUS is
guided by a development hypothesis that focuses on strengthening service delivery systems, so they can
more effectively reach the poorest and most vulnerable segments of the population. In order to achieve
this at scale, the program undertakes activities through four interrelated components, including: 1)
improving household WASH services; 2) strengthening city WASH institutional performance; 3)
strengthening the WASH financing environment; and 4) advancing national WASH advocacy,
coordination and communication. In support of these components, USAID IUWASH PLUS also
implements a Local Sustainability and Innovation Component (LSIC) that is designed to stimulate WASH
innovations that strengthen community, the private sector and government WASH service provision.
USAID IUWASH PLUS undertakes the above in close coordination with national GOI agencies such as
Bappenas, MPWH and MOH, as well as 32 local governments (LGs) shown in the following table.
Exhibit 1: List of Partner Local Governments (LGs)
North Sumatra WJDT Central Java East Java SSEI
1. Kota Medan 1. DKI Jakarta 1. Kota Surakarta 1. Kota Surabaya 1. Kota Makassar
2. Kota Tebing Tinggi 2. Kab. Tangerang 2. Kab. Sukoharjo 2. Kab. Gresik 2. Kab. Barru
3. Kota Sibolga 3. Kab. Bogor 3. Kota Salatiga 3. Kab. Sidoarjo 3. Kab. Bantaeng
4. Kota Pem. Siantar 4. Kota Bekasi 4. Kab. Magelang 4. Kota Malang 4. Kab. Bulukumba
5. Kab. Deli Serdang 5. Kota Bogor 5. Kota Magelang 5. Kota Probolinggo 5. Kab. Maluku Tengah
6. Kota Depok 6. Kab. Probolinggo 6. Kota Ternate
7. Kab. Karawang 7. Kab. Lumajang 7. Kota Jayapura
8. Kab. Jayapura
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1.2. IMPLEMENTATION STRATEGY
The vision of USAID IUWASH PLUS is that, after five years, local governments (LGs) and WASH
service providers in selected geographic areas will identify, address, and overcome barriers in reaching
the poor with improved WASH services—yielding life-saving gains in WASH access that diminish the
threat of water-borne diseases to society’s most vulnerable. This expansion in access will be enabled
and sustained by developing and reinforcing the systems that underpin and deliver vital WASH services,
from affordable on-site sanitation facilities to solvent water utilities to supportive government policies
and budgets. The reach of USAID IUWASH PLUS will move well beyond the prioritized cities and
districts, however, as successful models and approaches are brought to scale through collaboration and
communication with WASH policy makers and thought-leaders at the provincial and national levels.
In support of this vision, the USAID IUWASH PLUS multi-year implementation strategy focuses on
strengthening the urban WASH ecosystem of inclusive service provision. As shown in Exhibit 2, the
WASH ecosystem is made up of an integrated network of WASH stakeholders that are linked through
institutional and operational interdependencies. More specifically, key stakeholders and linkages include
the following:
• At the center of the WASH ecosystem, poor households must be empowered to advocate for
and finance improved WASH services as well as reaping the benefits of those services through
better health and hygiene practices (Component 1).
• Households connect directly to city/district WASH institutions, which are responsible for
delivering services that safeguard public health and protect the environment. USAID IUWASH PLUS
will strengthen the capacity of these institutions through engagement of LG leaders, operator
reform, and water resources protection (Component 2).
• Local government WASH services will then be enabled by the national regulatory
environment through policies, guidelines, and frameworks. USAID IUWASH PLUS will capitalize
on local-level experience to share inclusive, city-wide best practices with national decision makers,
influencing government policy and funding decisions (Component 4).
• Finally, there is the critical flow of financing for WASH infrastructure, products, and technical
assistance which enables and drives each element of the urban WASH ecosystem. Toward this end,
USAID IUWASH PLUS will expand financing opportunities at all levels, from the channeling of the
Dana Alokasi Khusus to the development of financial products for households and small and medium-
sized enterprises (SMEs) (Component 3).
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Exhibit 2: The Urban WASH Ecosystem
By working at all levels of the urban WASH ecosystem—acknowledging and reinforcing the roles and
linkages of key WASH stakeholders—the USAID IUWASH PLUS program will improve access to both
water and sanitation services. Only by working at the ecosystem level with an integrated network of
WASH stakeholders—from the PDAM to the Puskesmas to private sector septage haulers—can access
be sustainably expanded and the burden of water-borne diseases effectively mitigated. This strategy
stands in sharp contrast to more traditional, compartmentalized methodologies to serve the poor,
which prioritize the immediate construction of new household facilities while ignoring the systemic
weaknesses that undermine sustainability.
Five principles guide the integrated planning and implementation of activities across the urban WASH
ecosystem. Specifically, USAID IUWASH PLUS seeks to:
• Cultivate local expertise. The program uses the flexible LSIC to promote the participation
and/or collaboration of local entities through using open innovation approaches to leverage change
through Science, Technology, Innovation and Partnership (STIP), prizes and challenges, or other
innovative tools to meet USAID IUWASH PLUS objectives.
• Use evidence to stimulate dialogue. Technical assistance and advocacy efforts under USAID
IUWASH PLUS are based upon sound sector data and information. The program uses spatial
analysis and geo-referenced survey data, for example, to visualize WASH/wealth disparities, identify
hotspots, and facilitate solutions related to poor-inclusive services.
• Blend bottom-up and top-down perspectives. USAID IUWASH PLUS helps to connect
community and provide realities by engaging poor households and PDAMs to mutually identify
obstacles to access and service provision. Additionally, the program emphasizes province-level
engagement to share best practices (bottom-up) and build capacity for national policy
implementation (top-down).
3
• Engage women at each stage of WASH delivery. USAID IUWASH PLUS facilitates gender-
inclusive WASH services through entry-points such as latrine design and construction, microfinance
through women’s cooperatives, and gender-responsive planning and budgeting with LG partners.
• Work across the urban-rural divide. The urban WASH ecosystem extends beyond high-density
areas to the peri-urban interface—where WASH access levels often decline and poverty rates
rise—as well as to upstream water resources.
1.3. PROJECT YEAR 3 WORK PLAN

During the second year of implementation, USAID IUWASH PLUS worked under the theme “Achieving
Lift-Off”, endeavoring to move beyond the foundation-building of PY1 to the achievement of tangible
results in PY2. The USAID IUWASH PLUS team completed the frameworks and tools to mobilize the
expertise of the local partners and expand access to safely managed services for the water supply and
sanitation. At the national level, the USAID IUWASH PLUS team worked closely with the key ministries
to support the implementation of project activities. Starting in PY2, BPPSPAM (under Ministry of Public
Works and Housing) was included as part of the USAID IUWASH PLUS Technical Team to strengthen
program implementation, especially in the water supply sector. In the final quarter of PY2, USAID
IUWASH PLUS embraced adaptive management by carrying out a “pause and reflect” exercise
internally to evaluate progress, adjusting its strategy to bolster the achievement of its targets. The
USAID IUWASH PLUS team reviewed the core principals of the urban WASH ecosystem and sought to
improve coordination between bottom-up, community-based activities and top-down, institutional
strengthening activities.
Looking ahead to PY3, USAID IUWASH PLUS will operate under the theme of “Impact through
Innovation: Increasing WASH Access for the Urban Poor”. More specifically, during PY3 USAID
IUWASH PLUS will:
• Apply data and information to better target low-income households in support of USAID
IUWASH PLUS high-level results;
• Use the Local Sustainability and Innovation Component to expand the reach of field activities
and strengthen local capacity;
• Develop and scale “signature programs” which showcase new approaches, pushing the
boundaries of convention to achieve results across all geographic areas and potentially will get
buy-in from the GOI to be continued by GOI in the future. As discussed in greater detail in
this Work Plan, these programs will include Master Meter Water Supply Systems, sanitation
marketing, NRW reduction, increasing EE, domestic wastewater management and water
safety plan implementation, etc.; and
• Communicate project impact to a broad audience through both traditional and digital media.
Further sections of the PY3 Work Plan for USAID IUWASH PLUS consist of the following:
Section 2: Overview of Project Results. Section 2 reviews the USAID IUWASH PLUS
approach to achieving high-level and outcomes results in PY3 and over the life-of-project.
4
Section 3: Approach to USAID IUWASH PLUS technical components. This section
reviews major planned activities under the project’s four (4) technical components and their
sub-components.
Section 4: Approach to USAID-SECO Co-Funding Partnership. This section details the

planned activities associated with the USAID-SECO Co-Funding Partnership (also referred to as
the “SECO Partnership” or the “Partnership) in support of non-revenue water reduction and
energy efficiency improvements in seven PDAMs.
Section 5: Local Sustainability and Innovation Component (LSIC). This section

summarizes work to be undertaken under the LSIC.
Section 6: Regional Level Technical Activities. This section provides a review of main
activities in each region and with each partner LG.
Section 7: Gender Mainstreaming. This section addresses how the project will approach
gender mainstreaming and related issues in PY3.
Section 8: Project Management The final work plan section plan details USAID IUWASH
PLUS’s general management strategy and key activities during PY3.
In addition to these above sections of the narrative, the PY3 Work plan also includes the following
additional information:
Annex 1: Detailed PY3 Targets and Life of Project Targets by Region. This provides
target over the life of project, to-date achievement, PY3 targets divided by each region and
estimated achievement at the end of PY3. This information guides the USAID IUWASH PLUS
Team to track the achievement during PY3.
Annex 2: Regional Targets Toward AMEP Results. This provides PY3 target of each
region and in each region the target is divided into each city and district.
Annex 3 & 4: Organizational Structure and Matrix Management Chart. This provides
the organization charts at the national and regional levels and the management framework (or
“matrix”) that links staff together for the development and implementation of the Project’s
many activities and across its multiple work areas.
Annex 5: USAID-SECO Co-Funding Partnership Logical Framework. This provides

strategy of intervention, key performance indicators, and means of verification for activities
under the USAID-SECO partnership, for achieving the impacts, outcomes, and outputs.
Attachment 1 (separate document): Environmental Monitoring and Mitigation Plan.

EMMP is submitted in accordance with Section F of the USAID IUWASH PLUS contract which
requires the preparation of an EMMP in association with the first annual work plan.
5
2. OVERVIEW OF PROJECT RESULTS
2.1. INTRODUCTION
An outstanding project performance is supported by strong project management, including the Project
Monitoring and Evaluation (M&E) component. This component presents a great system of reporting the
results of the project. This component is an essential component to support strong implementation of
the project activities. The USAID IUWASH PLUS M&E program activities will continue to contribute to
tracking, documenting and reporting the project results and outcomes. There is a substantial tool used
by USAID IUWASH PLUS on tracking, recording and reporting of the program achievement through a
database system called TAMIS (Technical and Administrative Management Information System). This
system is a customized and customizable database system developed by DAI that provides methodology
and structure for organization, planning and information sharing. TAMIS allows for cost-effective data
entry from multiple locations and real-time tracking of activities and results for use in project reporting
and communications. This is a shared responsibility system that allows the project team members to
take joint responsibility for reporting the project results. This year, the Home Office backstop to
develop majority modules of USAID IUWASH PLUS TAMIS was completed. The framework of TAMIS
database is based on project approved work plan and Activity Monitoring and Evaluation Plan (AMEP), a
strategic tool used in monitoring project performance vis-à-vis the project’s intended results and
deliverables.
The USAID IUWASH PLUS results and deliverables directly support the Mission’s Second Development
Objective (DO2) of the 2014 - 2020 CDCS: “Essential human services to targeted populations
improved and sustained”. USAID IUWASH PLUS objectives and associated components are linked to
DO2 Intermediate Results (IR) 2.2: “Access to safe water and sanitation expanded”. As stated in the
approved USAID IUWASH PLUS AMEP, there are 25 results and outcome indicators. Among these
results and indicators, seven (7) indicators are USAID Standard Indicators (see the list of USAID
Standard Indicator in Exhibit 3).
During PY3, USAID IUWASH PLUS will revisit the AMEP where practical to incorporate the October
2018 updates/revisions to the standard (F) indicators for WASH. The relevant new standard (F)
indicators are as follows:
• HL8.2-7 Number of people receiving improved sanitation service quality from an existing "limited"
or "basic" service;
• HL8.3-3 Number of water and sanitation sector institutions strengthened to manage water
resources or improve water supply and sanitation services as a result of USG assistance;
• HL8.4-1 Value of new funding mobilized to the water and sanitation sectors as a result of USG
assistance; and
• HL8.5-1 Number of people benefiting from the adoption and implementation of measures to
improve water resource management as a result of USG assistance.
As part of its reporting process for Standard Indicators, USAID IUWASH PLUS conducts an annual
Data Quality Assessment (DQA). To date USAID IUWASH PLUS has conducted two DQAs: the first
on 26 September 2017 for PY1 achievements and the second on 9 October 2018 for PY2 achievements.
6
2.2. HIERARCHY OF PROJECT RESULTS
The USAID IUWASH PLUS scope of work sets forth the project objective and results which serve as
the basis for activity planning under the aforementioned technical components. The USAID IUWASH
PLUS M&E has a hierarchy that is divided into the following three levels:
Project Objective. The implementation of USAID IUWASH PLUS programs contributes to

the overall objective of the project which then contributes directly to USAID’s Intermediate
Result framework under Development Objective 2, as stated above.
High-Level Results. In support of the Project objective, USAID IUWASH PLUS has two (2)
High Level Results that represent the principle gauges of the project’s impact over the period of
performance.
Component-Level Results. In support of the High-Level Results, USAID IUWASH PLUS
further defines 21 Component-Level Results and 2 training participant results which represent
the aggregated impact of the Project’s technical components.
The High-Level Results of increased access to an improved water supply and sanitation facility will be
achieved through the collective implementation of the USAID IUWASH PLUS technical components,
subcomponents, and underlying field activities.
2.3. SUMMARY OF RESULT INDICATORS

2.3.1 Results Indicators for USAID IUWASH PLUS
The USAID IUWASH PLUS team continued to use a total of 25 indicators to monitor the progress of
each result and manage performance during PY2. These include seven (7) standard foreign assistance
(or “F”) indicators1 to facilitate USAID/Indonesia’s roll-up reporting to USAID Washington. After the
Contract Modification #6 dated 28 March 2019, USAID IUWASH PLUS added three new indicators
(bringing the total to 28 indicators) while also increasing the targets of four existing indicators. Exhibit 3
below provides a summary of the USAID IUWASH PLUS higher-level, component-level result indicators
and training participant indicators. The Exhibit also indicates the type of indicator, the target for the
third program year, and the life-of-project target. Detailed PY3 targets and the Life of Project targets by
region can be seen in Annex 1.
Exhibit 3: Indicators and Target of USAID IUWASH PLUS Achievements

Life of
PY3
Result No. Indicator Type Project
Target
Target
High Level Results
HR1a Total Connection: Standard 300,000 1,100,000
Number of people overall and from the B40 and EI HL.8.1-3
receiving improved water services quality as a
result of U.S. Government assistance
1
Standard indicators are a group of indicators that are set and managed by the Office of U.S. Foreign Assistance Resources (F). Standard
indicators are aligned to the Standardized Program Structure and Definitions and they measure key foreign assistance performance
objectives. Indicator reference sheets for standard indicators can be found in the “F” Indicator Reference Handbook.
7
Life of
PY3
Target
Target
HR1b B40 Connection Standard 116,215 500,000
Number of people from the B40 and EI receiving HL.8.1-3
improved water services quality as a result of U.S.
Government assistance
HR2 Number of people gaining access to safely managed Standard 185,085 500,000
sanitation services as a result of U.S. Government HL.8.2-3
assistance
Participant Training Results: General and Gender Training

T1 Number of people participating in USAID IUWASH Custom 30,000 100,000
PLUS training related activities
T2 Number of people trained to advance outcomes Standard 1,500 5,000

consistent with gender equality or female GNDR-8
empowerment through their roles in public or
private sector institutions or organizations
Component 1 Results: Improving Household WASH Services
C1a Number of people from the bottom 40% by wealth Standard 77,480 250,000
gaining access to basic or shared sanitation services. HL.8.2-2 (all (all from
from B40/EI)
B40/EI)
C1b Percentage of households with soap and water at a Standard 10% 20%
handwashing station commonly used by family HL.8.2-5
members
C1c Number of business development services firms Custom 5 10
accessible to targeted areas
C1d Number of commercial enterprises with improved Custom 47 100
WASH product or service offerings as a result of
U.S. Government assistance
C1e Number of new/improved mechanisms for civil Custom 10 35
society organizations and/or non-governmental
organizations to advocate for the supply of better
WASH services
C1f Number of WASH community plans adopted by Custom 10 100
stakeholders
C1g Number of toilets and septic tank systems sold Custom 1,000 5,000
Component 2 Results: Strengthening City and District WASH Institutional Performance

C2a Number of water utilities (PDAMs) with improved Custom 10 35
service delivery performance
8
Life of
PY3
Target
Target
C2b Number of completed water safety plans where Standard 2 13
local governments, operators, and communities are HL.8.3-2
taking actions and making investments to improve
the quality, reliability, and safety of water delivered
to urban households, particularly in the face of
water vulnerabilities
Component 2 Results: Strengthening City and District WASH Institutional Performance
C2c Number of local sanitation management units with Custom 15 30
improved service delivery performance
C2d Number of local governments with improved Custom 5 30
WASH service delivery performance
C2e Number of new and/or revised laws, policies, Custom 13 35
regulations, or agreements in place that promote
access to improved WASH services
Component 3 Results: Strengthening the WASH Financing Environment
C3a Number of local government institutions, utilities, Custom 28 50
and/or enterprises securing finance for service
delivery improvements
C3b Number of public-private partnerships established Custom 18 40
with USAID IUWASH PLUS support
C3c Number of policy and regulatory reforms for Custom 0 3
commercial finance enabled for WASH service
providers
C3d Number of Government of Indonesia institutions Custom 1 5

with increased capacity in commercial finance
C3e Percentage change in budget appropriations for Custom 10% 20%
WASH by targeted local governments
C3f Amount of funding leveraged through WASH Custom $86,31 $50 million
financing support million
Component 4 Results: Advancing National WASH Advocacy, Coordination and Communication
C4a Number of WASH inter-agency coordinating Custom 1 2
entities at national level strengthened
C4b Number of knowledge products developed Custom 8 20
C4c Number of knowledge events or workshops held Custom 24 60
C4d a) Number of people with increased Custom 440 1,200
knowledge/skills/awareness as a result of
events/ workshops
b) Number of people with increased StandardHL.8.3.1 100 240
knowledge/skills/awareness as a result of
WATER SAFETY PLAN events/ workshops
C4e Number of national level WASH policies, Custom 2 5
regulations, guidelines or frameworks developed,
strengthened, or adopted
C4f Number of signature programs developed Custom 0 5
9
2.3.2 Indicators for USAID SECO Co-Funding Partnership
In addition to the indicators set forth above for the broader USAID IUWASH PLUS Project, the
commencement of the USAID-SECO Co-Funding Partnership in February 2019 resulted in the addition
of a new set of performance indicators (based on the Logical Framework included in the original
Concept Note). Exhibit 4 below summarizes the impact, output, and outcome indicators for the
Partnership, while the complete list of indicators is attached as Annex 5.
Exhibit 4: Impact, Output, and Outcome Indicators for the Partnership

Result PY3 Life of Project
Indicator Type
No. Target Target
Impact Indicators
SI1 Number of persons with access to Standard 0 600,000 *)
better (basic) services;
SI2 No. of new connection per utility Custom N/A **)
SI3 Service Coverage (%) per utility Custom N/A **)
SI4 Rating in the GOI Utility Performance Custom N/A **)
Index
Outcome Indicators
SC1 Improved Revenue by USD Custom 0 $600,000
SC2 Operating Ratio (%) Custom N/A **)
SC3 Billing Collection Rate (%) Custom N/A **)
SC4 Deferred investment costs through Custom 0 $1,5 Million
better efficiency
SC5 Water Quality Compliance Custom N/A **)
SC6 Operation Hour Custom N/A **)
SC7 Number of Centers of Excellency Custom 0 7
providing NRE and EE trainings
Output Indicators
SP1 Percentage change of non-revenue water Custom 0 5% to 7.5%
(over baseline) in 6 PDAMs. Reduction
SP2 Percentage change in energy consumption Custom 0 15% Reduction
(over baseline) in four PDAMs.
SP3 Energy cost to operational cost Ratio (%) per Custom N/A **)
supported utility
SP4 Number of PDAM staff trained in NRW Custom 20 120 people
planning, operation and monitoring.
SP5 Number of PDAM staff trained in EE planning, Custom 10 80 people
operation and monitoring.
SP6 Number of PDAM staff trained in other Custom 40 400 people
technical and non-technical topics.
SP7 Number of standard operating procedures Custom 0 35 SOPs
are developed, approved, and implemented
across 7 PDAMs.
SP8 Number of performance improvement action Custom 0 28 PIAPs
plans (PIAP) developed, approved, and
implemented across 7 PDAMs.
SP9 Amount of investment leveraged to improve Custom 0 $2.5 million
NRW and EE in water service provision for 7
PDAMs
10
2.4. MONITORING AND EVALUATION PLAN
In PY2, the USAID IUWASH PLUS M&E Team made significant progress on conducting B40 verification
survey. This progress was supported by several achievements such as the customization of the mWater
tool to support the survey (questionnaire and automation formulation for wealth determination),
finalization of the targeting and tracking systems, as well as the development of online dashboards to
present the results of the survey. This system was utilized to prepare the PY2 Annual Progress Report
(and QPR #9), especially for the calculation of HR1b and Outcome C1a. This significant progress has
been acknowledged by the USAID Washington Team and will be reviewed again during the Project
Midterm Evaluation planned in 2019.
USAID IUWASH PLUS actively uses M&E data as both a management and advocacy tool. The project
team, for example, reviewed the survey dashboards during PY3 work planning sessions to better
understand the geographic distribution of poor households and prioritize activities for the upcoming
year. This analysis will then help each regional team to maximize the impact of their resources.
In addition, the USAID IUWASH PLUS M&E Team is also working with the Component 1 team to map
access to WASH services in hotspot communities. As part of its participatory M&E efforts, the M&E
team updates these maps every six months to track changes in WASH access in the targeted
communities. Currently, the maps are posted on the USAID IUWASH PLUS website so it can be
accessed publicly (all personal information is removed). The Local Government partners use the maps
to prioritize their WASH program activities, making the maps a critical tool for advocacy by
transforming the M&E data into information that influences decision making processes. The USAID
IUWASH PLUS team will continue to promote the use of this tool to LG partners in PY3.
Finally, the M&E team anticipates an additional modification of the AMEP following the contract
modification inclusive of the SECO Partnership and six month IUWASH PLUS extension. More
specifically, the M&E Team will update the AMEP based on the expanded scope of work and new SECO
Partnership indicators within 30 days of the contract modification. The Project will, of course, continue
to track and monitor the progress of USAID IUWASH PLUS results and deliverables based on the
AMEP that was approved by USAID Indonesia on April 3, 2018 until such time as the revised AMEP is
approved.
2.5. PY3 MONITORING AND EVALUATION ACTIVITY

The key achievement of the PY2 M&E program activities were establishing USAID IUWASH PLUS key
tools and methodologies, such as Activity Monitoring and Evaluation Plan (AMEP), intake forms for
tracking and recording of project indicators, M&E module in the USAID IUWASH PLUS TAMIS, and
wealth verification. The tools and methodologies developed have been shared to all USAID IUWASH
PLUS teams so they will have the same understanding on the project’s results and outcomes including
how to track and monitor the progress. As recommended by the USAID Washington team, minor
adjustments were made on reporting of the High Level Result 2 (HR2) on safely managed sanitation
services. The result is reported by stages to show the efforts have been made by the USAID IUWASH
PLUS team. The safely managed sanitation services have three requirements which include all the stages
i.e. containment, transportation and treatment. After all three requirements have been fulfilled, the
services will be considered safely managed services. However, the efforts to achieve the safely managed
sanitation service are not easy because it is often that the challenge is caused by several external
11
factors, beyond the control of the USAID IUWASH PLUS team. By having this conditions, result from
each stage toward the completion of the three stages need to be reported. Starting in PY2, the USAID
IUWASH PLUS team started to report these three stages for HR2 and will be continued in the
following years of the project period. Detailed activities planned for PY3 are described in the Exhibit 5
below.
Exhibit 5: Monitoring & Evaluation (M&E) Focal Activities for PY3
Activity Location Output Timeline
Support baseline survey of AMEP National • Tools and instrument developed • Dec. 2018
Outcomes (C1b), including & Regional • Tool and instrument pre-tested • Dec. 2018
development of tools and and ready to use
instruments, pre-testing and • Baseline data survey • Jan. – Mar.
implementation implemented 2019
Develop M&E and PY3 Work plan National M&E and PY3 Work plan section Oct. – Nov. 2018
Sections in the USAID IUWASH developed and ready to use
PLUS TAMIS
Completion of the AMEP Module National AMEP Module developed and Oct. – Nov. 2018
under USAID IUWASH PLUS TAMIS ready to use
Conduct capacity building for USAID National & USAID IUWASH PLUS M&E Dec. 2018
IUWASH PLUS M&E Team on M&E Regional Team increased their capacity on
programs M&E programs
Refresher training for internal National & USAID IUWASH PLUS Team Oct. 2018 – Sep.
USAID IUWASH PLUS Teams on Regional increased their capacity on AMEP 2019
AMEP Reporting (embedded in Reporting, including B40
Regional Monthly Meeting) verification process
Sharing Workshop with USAID National National learning workshop Apr. 2019
IUWASH PLUS Partners on M&E conducted
tools related to B40 focus
Facilitate Regular M&E Visit by TCA National & M&E visit by TCA and Technical Nov. 2018, Apr.
and technical team, including Regional Team that included Provincial and Aug. 2019
provincial government in USAID Governments
IUWASH PLUS sites
Conduct data collection and submit National & USAID IUWASH PLUS results Dec. 2018, Mar.,
the progress of achievement of Regional reported in regular reporting June, and Sep.
USAID IUWASH PLUS results in 2019
USAID IUWASH PLUS regular
reporting (including SECO
Partnership)
Conduct B40 verification for HR1b National & HR1b and C1a beneficiaries have Dec. 2018 – Sep
and C1a Regional been verified for the wealth status 2019
Conduct the Most Significant Change National & MSC stories developed twice a Mar. and Sep.
(MSC) to present success stories and Regional year 2019
lessons learned supporting
quantitative achievement of the
project
Support external capacity building of National & External capacity building for Dec. 2018, Mar.,
USAID IUWASH PLUS partners Regional USAID IUWASH PLUS partners June, and Sep.
(national & regional) on M&E (national & regional) on M&E 2019
Program Activities (based on request Program Activities conducted
12
from USAID IUWASH PLUS
Partners)
Support Component 1 on National Updated data of hotspot sites as Jan. and July
implementation of participatory results of Participatory 2019
monitoring Monitoring and Evaluation
uploaded in hotspot maps
Amend AMEP in accordance with National Revised AMEP completed and April 2019
contract modification, including approved by USAID.
IUWASH PLUS expanded scope of
work and SECO Partnership
indicators
13
3. APPROACH TO USAID IUWASH
PLUS TASKS
3.1. INTRODUCTION
The following addresses USAID IUWASH PLUS’s approach to the implementation of each of the
Project’s four (4) technical components. Subsequent subsections provide an introduction of each
component and to the Project’s understanding of key issues; a description of each subcomponent and
the Project’s approach to the implementation of subcomponent activities; and tables for each
subcomponent detailing priority programs that will be pursued during PY3.
The PY3 approach to implementation—both project-wide and within the respective technical
components—reflects the experiences, challenges, and lessons encountered during PY1 and PY2. For
example, USAID IUWASH PLUS works both from the bottom-up (e.g. through households and
communities) as well as the top-down (e.g. through institutional service providers, including local
governments and water utilities) to facilitate better access to WASH services. The Project’s experience
during PY2 highlighted the importance of bottom-up and top-down integration, ensuring that activities
ultimately connect poor communities to service-providers and service providers to poor communities.
Importantly, community-based successes may serve as models for innovative approaches which, when
linked to institutional service providers such as PDAMs, can achieve scale. In this regard, the overall
gains in WASH access achieved during PY2 also demonstrated the importance of working through
institutional service providers to reach larger numbers of beneficiaries. As such, the following
subsections of the PY3 Work Plan reflect the need to balance and link bottom-up and top-down
technical support. In reviewing this section, it is important to note that some tasks have been shifted
between components in light of where the Project’s technical assistance resources are concentrated. As
described in the PY2 Annual Work plan, changes from the task structure in the original scope of work
include: 1) tasks targeting an “Increase in household access to finance for WASH services” were moved
from Component 1 to Component 3; and 2) a task targeting the development of Citizen Engagement
Mechanisms (CEM) was shifted from Sub-Component 2.3 to Sub-Component 1.3 (which targets an
expansion of poor-inclusive approaches to increase WASH service provision). Despite these changes in
task structure, there were no associated impacts to the monitoring and evaluation of associated targets.
Finally, while responsibility for each targeted outcome under USAID IUWASH PLUS is clearly placed
within a specific component or sub-component, the nature of the Indonesian WASH Ecosystem is such
that success in any one area requires close collaboration among a variety of specialists. The inter-
component, collaboration-based approach that USAID IUWASH PLUS takes to implementation is
highlighted throughout the component-level work plans provided in this section and are further
summarized in the following matrix.
14
Exhibit 6: Inter-Component, Collaboration-Based Implementation.
Contribution of Components to Sub-Component
Component / Sub-Component Implementation
Comp 1 Comp 2 Comp 3 Comp 4 LSIC
1: IMPROVING HOUSEHOLD WASH SERVICES
1.1: Increase household demand for WASH Lead / Technical Technical Lesson Capt. Possible
services. Manage Support Support / Dissem. Support
1.2: Facilitate a robust market for household WASH Lead / Technical Technical Lesson Capt. Possible
products and services Manage Exchange Support / Dissem. Support
1.3: Expand poor-inclusive approaches to increase Lead / Technical Technical Technical Probable
WASH service provision. Manage Support Support Support Support
2: STRENGTHENING CITY AND DISTRICT WASH INSTITUTIONAL PERFORMANCE
2.1: Improve PDAM performance Technical Lead / Technical Lesson Possible
Exchange Manage Support Capt. / Support
Dissem.
2.2: Develop and improve local sanitation unit Technical Lead / Technical Lesson Probable
performance Exchange Manage Support Capt. / Support
Dissem.
2.3: Strengthen WASH enabling environment within Technical Lead / Technical Technical Possible
LGs Support Manage Support Support Support
2.4: Assist LGs / instit. to improve protection, Technical Lead / Technical Technical Probable
manage., alloc. of raw water resources Support Manage Support Support Support
3: STRENGTHENING THE WASH FINANCING ENVIRONMENT
3.1: Facilitate a supportive enabling environment for Technical Technical Lead / Technical Possible
WASH financing Support Support Manage Support Support
3.2: Facilitate increased access to finance for WASH Technical Technical Lead / Lesson Possible
Support Support Manage Capt. / Support
Dissem.
3.3: Provide technical assistance to key financing Technical Technical Lead / Lesson Possible
facilities Exchange Support Manage Capt. / Support
Dissem.
3.4: Increase household access to finance for Technical Technical Lead / Lesson Probable
WASH services. Support Exchange Manage Capt. / Support
Dissem.
4: ADVANCING NATIONAL WASH ADVOCACY, COORDINATION, AND COMMUNICATION
4.1: Build capacity of national WASH coordination Technical Technical Technical Lead / Probable
agencies Support Support Support Manage Support
4.2: Strengthen national-level WASH policy and Technical Technical Technical Lead / Possible
regulatory environment Support Support Support Manage Support
4.3: Share/mainstream lessons learned, BPs via Technical Technical Technical Lead / Probable
toolkits, manuals, events, online dissem. Support Support Support Manage Support
LOCAL SUSTAINABILITY AND INNOVATION COMPONENT (LSIC)
LSIC Activity Implementation (through grants/- Technical Technical Technical Lead / Not
subcontracts, award programs, co-design, etc. Support Support Support Manage Applicable
NOTE:
1. The columns show each targeted outcome and the general contribution that each Component is expected to make in its
implementation. Cells are shaded purple, with darker shades indicating a greater degree of effort and leadership.
2. This is illustrative only as there may be important variations in the role of the various Components as concerns specific
activities under each Sub-Component (and which are described later in this Section of the Work Plan).
3. Contribution of Components to Sub-Component implementation include:
• Lead/Manage indicates overall responsibility for Sub-Component planning, coordination, implementation, and
monitoring.
• Technical Support refers to providing direct technical support that is key to Sub-Component success, such as
work on water system expansion under Component 2 that would directly benefit the ability of Component 1 to
meet its targets.
• Technical Exchange denotes regular sharing of information that informs programming across inter-related areas.
• Lesson Capture/Dissemination refers to the process of distilling information on key processes, lessons learned
and best practices and further channeling that information in the most effective way to targeted audiences.
• Possible Support or Probable Support indicates areas where the Project expects efforts under the LSIC to be
applied in PY3.
15
3.2. COMPONENT 1: IMPROVING HOUSEHOLD WASH SERVICES
The role and impact of the urban WASH ecosystem is most clearly visible in the daily lives of people at
the household level. When government institutions support and enable service providers and private
sector actors, households can access the reliable services they deserve. Households themselves,
however, also play a critical role in the vitality of the ecosystem - households that actively adopt critical
practices and behaviors will amplify the health benefits of improved services.
The USAID IUWASH PLUS approach for Component 1 is twofold: increase household demand while
strengthening the capacity of private and public-sector suppliers alike. This approach will not just
strengthen community capacity to participate in developing demand creation processes but will also
amplify the engagement between relevant decision makers to deliver better outcomes for the poor.
Component 1 interventions specifically target poor communities, while still engaging non-poor
households to take part and supporting the broader effort to increase WASH access. Importantly,
Component 1 is not a “stand alone” activity, but rather the front line of the overall project, ensuring that
improvements promoted under other project components reach those in greatest need, while also
informing those components of specific needs and challenges at the community level.
As a focus for the third year of project implementation, Component 1 will continue to address the
barriers that impede increased B40 household access to and usage of WASH products and services as
well as increasing the capacity of community and local stakeholders in creating demand and supply of
WASH services. These barriers to access include: access to financial support, technology option for
challenging conditions such as above water, coastal areas and rocky land, and limited sanitation
entrepreneurs as well as skilled mason.
Key features of the Component 1 strategy to advance this agenda in PY3 include:
• Support the Ministry of Health (MOH) in better integrating urban considerations into its
STBM approach through close involvement in project activities, institutional learning, policy
development, capacity building and dissemination of STBM and “safely managed sanitation” policies
(will be done in close association with Component 4).
• Assist local government health offices (Dinkes) to implement safely managed
sanitation, including the promotion of practicing ODF Plus through the use of toilet with septic
tanks and the regular disposal of fecal sludge.
• Disseminate the result of formative research, Behavior Change Strategy and Sanitation
Marketing Strategy-scaling up in urban context to the GOI, LG partners and relevant
stakeholders. IUWASH PLUS advocacy efforts will incorporate the data and findings of the
Formative Research in combination with the recent “marketing 4.0” initiative – moving from
traditional to digital.
• Implement Sanitation Marketing Strategy-scaling up in urban context, which includes
advocate market-based approaches of WASH product and service delivery to increase HH access
to WASH facility and service.
• Strengthen community involvement in the process of improving WASH services and
behaviors through the introduction of participatory approaches related to assessing conditions,
designing interventions, development of community work plan, implementing activities, monitoring
and evaluating, adjusting approaches, and advocating government and other relevant stakeholder to
support implementation of the community work plan. Notably, participatory monitoring and
16
evaluation will also serve as combined monitoring and promotion at household level, while the data
gathered will help advocate for budgetary resources.
• Provide capacity building and training assistance to those involved in WASH promotion, the
provision of WASH products and services, citizen engagement, etc. (including in technical areas in
close association with Component 2).
• Inform national and local level decision makers, in close association with Component 4, of
challenges and opportunities and promoting the expansion of poor-inclusive approaches to increase
WASH service provision.
In addition to these broader highlights of the Component 1 strategy for PY3 implementation, USAID
IUWASH PLUS also recognizes the imperative to increase the pace of new access to basic or shared
sanitation facilities for poor households (Result C1a). Specific actions that the Component 1 team will
implement are as follows:
• Promote smart subsidies through sanitation market landscape assessments which pinpoint high-
potential locations for government grants and corporate social responsibility programs. IUWASH
PLUS has seen strong interest in the deployment of targeted subsidy programs, but large institutions
are often unaware of the most effective locales to implement such initiatives;
• Provide business management and marketing trainings to sanitation entrepreneurs that are already
working in low-income neighborhoods, and therefore best understand the needs and behaviors of
poor households; marketing and promotion.
• Connect sanitation businesses to microfinance institutions that can help to make their products
more affordable. A key takeaway of the USAID IUWASH PLUS formative research was the
constraint imposed by the fixed purchase prices for larger products such as toilets and septic tanks
(including MFI); and
• Link community leaders to the broader sanitation value chain, specifically waste water operators to
ensure that the households regularly obtain desludging services from the waste water operator.
This is also part of the behavior change and communication strategy to embed the promotion of
toilet with septic tank and regular desludging service.
3.2.1. Key Component Partnerships

Exhibit 7 identifies key institutional partnerships necessary to the implementation of activities under
Component 1 in PY3.
Exhibit 7: Key Component 1 Partnerships in PY3
Partner Summary of PY3 Engagement
BAPPENAS Provide support to Bappenas through Tim Teknis Secretariat to coordinate WASH
activities and as the leader of Pokja AMPL.
Ministry of Support MOH efforts to improve policies, standards, guidance and procedures related to
Health the application of STBM in urban areas as well as providing promotion materials for
Behavior Change and Marketing activities.
17
Other National Continue identifying and conducting a review of other national-level support programs to
Support assess their interest, availability and capacity to support Component 1 activities as well as
Programs possible modes of collaboration.
Other Engage with other development programs to review their interest in technical exchange
development related to WASH improvements for the urban poor and vulnerable, and develop a format
programs for on-going collaboration and/or exchange (preferably under the umbrella of the MoH).
Such programs may include those of Plan International, Wahana Visi Indonesia, SNV,
SIMAVI, DFAT, etc.
Private Sector Engage with private sector to improve WASH knowledge and increase WASH access for
urban poor, and develop a format for collaboration and/or partnership. Such private sector
may include:
• Sanitation business companies: providing technical assistance (training on technical
aspects of septic tank, business management, facilitate linkage with LG), providing
information and promotions and marketing materials
• Water business company: providing support on the promotion and marketing activities
including development of marketing and promotion tool, strengthening customer
relations program
• Marketing and advertising companies: advocating to get support on the development of
marketing and promotion tool
• Media companies: advocacy to get support on the marketing and promotion activities
3.2.2. Sub-component 1.1: Increase household demand for WASH services

Lessons learned from various programs implemented by the GOI and donors show that the
construction of water supply and sanitation facilities, without parallel demand creation among
households for the service improvements they engender, leads to poor operation and maintenance,
neglected infrastructure and, ultimately, communities that are less receptive to future sector
interventions. Moreover, the lack of such service improvements often serves as a key barrier to
adopting improved key hygiene behaviors. In short, in the absence of household demand, efforts to
improve WASH services and hygiene behaviors will very likely fail.
Subcomponent 1.1 directly targets household demand for WASH services and behaviors. The key areas
of focus in PY3 include the following:
• Disseminate the Formative Research and BC Strategy in collaboration with MOH and
Bappenas, disseminating the formative research results and BC Strategy that serve as strategy to
promote and implement WASH behavior change. The strategy will be implemented through field
activities and the development of WASH marketing and communication tools.
• Continue to support the MOH to develop and disseminate the Urban STBM guidelines
to the urban environment in general, urban poor, and vulnerable populations in particular. This will
be undertaken in close concert with Component 4 to target improvements in policy, guidance and
institutional learning within the MOH, and promote the key role of the Ministry and its flagship
STBM approach in the overall urban WASH ecosystem.
• Advocate the adoption of Urban STBM and continue the implementation of the Urban
STBM approach through a series of activities from community entry to participatory assessment
and triggering activities mainly in replication areas/outside hotspots.
18
• Renew existing Urban WASH promotion and marketing support materials, referring to
the BC strategy and address open defecation-free targets, fecal sludge management, clean water
access and hygiene promotion (such as the Urban Sanitation Promotion Guide, hand washing with
soap, hand book, household drinking water treatment and storage, etc.). The development of
promotion and marketing support materials will adopt the principles of marketing 4.0 – moving
from traditional to digital media.
• Continue to oversee the social behavior change activities that are implemented by
community with the leadership of local leaders, and communication/promotion and marketing
channels.
• Facilitate the implementation of Community-Participatory Monitoring and Evaluation
that will be led and implemented by community and will serve as an advocacy tool to engage LG and
other potential partners in providing support to increase WASH access.
• Continue to provide capacity building and mentoring that respond to capacity development
needs among WASH promotional and communication channels at the local level (such as health
center staff, sanitarians, community health volunteers, PKK members, etc.).
• Ensure on-going communication and collaboration with other stakeholders, both internal
to the Project and external, to ensure that efforts of all parties benefit from the work and insight
gained by others.
Exhibit 8 below summarizes the PY3 activities under Subcomponent 1.1.
Exhibit 8: Subcomponent 1.1 Focal Activities in PY3
Engage with the MOH and BAPPENAS to National Clear Urban STBM Oct. 2018 – Sept.
improve the adaptation of Urban STBM. implementation guidelines 2019
In collaboration with the MOH, renew Urban National Revised and updated Oct. 2018 – Sept.
WASH promotion and marketing materials, promotion and marketing 2019
including Behavior Change IEC materials that materials
align with the stated project goals and objectives
Oversee the implementation of Urban STBM Regional Community action plans Oct. 2018 – Sept.
activities (local partnering, capacity building, 2019
participatory assessment and triggering at new
locations/replication, participatory monitoring
and evaluation, promotion and marketing)
Oversee capacity building programs (training, Regional WASH promotors and Oct. 2018 – Sept.
etc.) for health center staff, community health communication channels 2019
volunteers, PKK members etc.
Continue to identify possible use of the LSIC in Regional Review of implementation Oct. 2018 – Sept.
support of the above for a new approach/model, and recommendations for 2019
marketing tool or other innovative products that future application
will support the increased demand for WASH
products.
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3.2.3. Sub-component 1.2: Facilitate a robust market for household WASH products and
services for the poorest and most vulnerable
While government support is key to establishing the overall enabling environment for improved
availability of WASH products and services, enhanced market-based approaches through private sector
actors is vital to long-term sector sustainability and growth. In many cases, adequate product supply
(accompanied by the cost of those supplies) has been an insurmountable obstacle for those seeking to
make positive changes, even more so for the urban poor. Moreover, there are actors in the sanitation
business chain that could play an important role in improving the availability of appropriate products and
services. However, such businesses will require significant assistance in both learning of the growing
market for WASH products and services and improving their business acumen to effectively respond to
this market. To strengthen the WASH business chain and to ensure establishment of WASH business
actors, key focus areas for PY3 are:
• Implementation of Sanitation Marketing Strategy. To scale up the Market Based Approach

for WASH products and services, the implementation includes several steps: 1) Foundational
Activities, including site selection; 2) Market Mapping, including inventory of sanitation businesses;
3) Stakeholder engagement with the private sector, government, and civil society; 4) Strategic
planning, focused on the development of marketing sales plans, and 5) Technical assistance to
stakeholders.
• Continue strengthening the linkage between WASH product-services and related
stakeholders in close consultation with the government of Indonesia. This project will continue to
conduct activities including: (i) market landscape research for key WASH products for urban poor
and vulnerable populations, (ii) mapping out the private sector sanitation product manufacturers and
distributors, and (iii) link WASH businesses actors to their potential partners including government,
CSR, and other WASH businesses actors.
• Facilitate and support the development of WASH product marketing tools that is based
on the strategic planning above, which will be available for use by WASH businesses actors,
including local WASH entrepreneurs and promoters, MFIs, and others involved in WASH product
marketing.
• Provide capacity building to WASH business actors, including local WASH
entrepreneurs (i.e. basic marketing training, construction training, data base
management, financial management, etc.) in close collaboration with other components.
• Identify potential Business Development Services (BDS) that will serve as a market
facilitator in the WASH business chain and strategic mentor for WASH business players including
local WASH entrepreneurs.
• Continue to identify possible use of the LSIC in support of the above for new product
creation and/or the development of market-based business models for WASH entrepreneurs.
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Exhibit 9: Subcomponent 1.2 Main Programs Conducted for PY3
Implementation of Sanitation Marketing Regional Sanitation business inventory, Oct. 2018 – July
Strategy in Kota Bogor, followed by market segmentation, 2019
other cities/districts in other regions. marketing sales plan
This includes advocacy activities,
facilitating linkage and collaboration
among stakeholders and WASH business
actors, market segmentation and
capacity building to WASH business
actors
Strengthening linkage between WASH Regional Collaboration plan, Nov. 2018 – July
business actors and related stakeholders. collaborative work plan among 2019
stakeholder, business
agreement, etc.
Development of WASH product National WASH product marketing tool Feb. 2019 – Aug.
marketing tools / toolkits for use by kit and tools 2019
WASH entrepreneurs and promoters,
MFIs, and others.
Identify potential BDS and initiate BDS Regional Initial BDS activities to Jan. – Sept. 2019
delivery to strengthen the WASH strengthen WASH business
ecosystem and WASH business chain. chain
Identify possible use of the LSIC in National Review of implementation and Oct. 2018 – Sept.
support of the above for new product recommendations for future 2019
creation and / or the development of application
market-based business models for
WASH product and service provision.
3.2.4. Sub-component 1.3: Expand poor-inclusive approaches to increase WASH service

provision
Sub-Component 3 builds on the integrated portfolio of activities across all technical components to
realize expanded WASH access for poor households. In many ways, the expansion of poor inclusive
approaches is about segmentation - determining which approaches are most appropriate for the unique
characteristics of local communities and the surrounding WASH ecosystem. During PY3, the project
will continue advocating LGs and the GOI to adopt and implement approach that will support poor
community access to water and better sanitation services. The project will also continue assisting LG
stakeholders to match the approaches with household economic status. In close association with other
Project Components as well as members of the Project’s Technical Team and Regional partners, USAID
IUWASH PLUS will undertake the following:
• Introduce and advocate a market-based approach to WASH products and services

delivery through the review of existing approaches (master meter, septage management,
microfinance, etc.) and the development of market segmentation with key partners from LGs,
BAPPENAS and the MOH.
21
• Support Advocacy effort through the development of a new mechanism for citizen
engagement in the WASH sector, in close coordination with Project Governance Specialists and
through partnerships with media (radio, TV and journalist), civic forums, and other platforms that
promote two-way communications between LGs and the citizens they serve. Such mechanisms will
give voice to the aspirations of the public, while at the same time better informing LGs of the
problems faced by their citizens, thus prompting them to become more responsive to provide
service to community/citizens.
Exhibit 10: Subcomponent 1.3 Main Programs for PY3
Conduct workshops (with LG, CBO, Regional CEM network and plan for Oct. 2018 – Sep.
Private sector, media) to analyze existing regular CEM activities 2019
CEM activities and how to strengthen
existing or develop new such
mechanisms
Support on promotion of piped water Regional Promotional activities Oct. 2018 – Sep.
connection conducted to support piped 2019
water connection (community-
based and PDAM grant)
Support CEM activities (workshops, talk Regional Citizen feedback and CEM Oct. 2018 – Sep.
shows, etc.) to improve communication forum (consists of community, 2019
among communities, LGs, the private LG, media, private sector,
sector, universities and the media university)
3.3. COMPONENT 2: STRENGTHENING CITY AND DISTRICT

WASH INSTITUTIONAL PERFORMANCE
WASH institutions at city and district levels are where policies, budgets, and national standards of the
urban WASH ecosystem are translated into sustainable access to WASH services, be it piped water by
PDAM, improved septic tanks, or septage collected and treated in fully functioning treatment plants by
UPTD. In short, the LG level is where inclusive service delivery happens.
The USAID IUWASH PLUS Component 2 team applies a demand-driven approach that establishes clear
performance indices (for Water Supply, Sanitation and Governance) to not only provide project
baselines, but also identify critical areas of performance improvement for PDAM, Waste Water
Operators and Local Governments. This leads to a portfolio of targeted, mutually agreed-upon capacity-
building measures integrated into service provider plans and budgets. During PY3, the results of the
three performance indices (PDAM, Sanitation and Governance), which were developed and tested in
PY1 and finalized in PY2, will be used as one of the basic elements for prioritizing key activities to
improve PDAM performance.
Building from the performance indices, the focus of PY3 is to increase access to safe water and
sanitation as measured by the high-level results (HR1 and HR2), including encouraging PDAMs and LGs
to increase WASH service to low income communities. More specifically, the Component 2 Team will
seek to boost HR1 and HR2 by:
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• In coordination with Component 1, ramping up master meter programs across all regions by
leveraging corporate social responsibility (CSR) investments from private sector partners;
• Strengthening the role of PDAMs in selecting suitable locations for communal water supply systems
(SPAM Komunal) in peri-urban areas where poorer, marginalized communities are common;
• Also in close coordination with community-based efforts under Component 1, promoting

microfinance for household water supply connections. USAID IUWASH PLUS will work with MFI
partners and connect with PDAM partners for promoting microfinance for water supply. USAID
IUWASH PLUS will provide technical assistance to PDAM partners to be able to serve poor
household through microfinance program; and
• Use GIS, customer data and surveys to channel funding from local and national programs (Grant,
KOTAKU, etc.) to poor neighborhoods. With support from the Project’s GIS team, the
Component 2 team will overlay B40 maps with the PDAM service area to help PDAMs better
target poor households, thereby boosting the achievement of HR1a and HR1b.
As mentioned in the introduction, an important take-away from PY2 was the significant contributions to
HR1b from PDAMs such as Kota Makassar which had both healthy customer growth in combination
with a poor-inclusive strategy. During PY3, USAID IUWASH PLUS will use the B40 verification data
collected during PY2 to focus on strategic PDAMs during PY3. For new PDAM connections to be
counted, however, a given utility must continue to show progress in it performance index, so technical
support for needs such as nonrevenue water will also be an important aspect of PY3 interventions. In
this regard, the proposed SECO co-financing for selected cities in non-revenue water and efficiency
energy will help to improve PDAM performance, strengthening the PDAMs financial status and
improving services overall with better water pressure and volume.
In the urban sanitation field, the focus in PY3 will remain on assisting LG in establishing strong local
waste water operators, provide trainings and template SOP to manage (regular) septage collection
(LLTT) and improved operation of Sludge Treatment Plants (IPLT). Regarding good governance, the
aim in PY3 is to have at least another 20 local regulations or contracts with the private sector signed by
relevant parties, which will strengthen the WASH sector to expand and improve minimum service
standards (SPM). The GIS team will provide direct support both to PDAM through the GIS mapping of
their customers and network as well as the Sanitation sector through upscaling of septic tank surveys
and establishing an MIS system for Waste Water operators. Where relevant, all of this support will be
captured through local, provincial national level communications events and campaigns (under
Component 4).
In order to accelerate the pace of sanitation achievements under HR2, USAID IUWASH PLUS will
prioritize cities/districts that already have at least three of the four requirements for safely managed
sanitation services (Operator, Regulation, Data base, IPLT), meaning that USAID IUWASH PLUS can
concentrate on fulfilling the missing piece of the sanitation value chain. Potential activities in pursuing
HR2 result include: promotion of desludging service together with promotion of septic tank, micro
finance for septic tank construction, local budget advocacy, facilitation of cooperation between operator
and low cost apartment (Rusun) on desludging and maintenance of communal septic tank of Rusun,
sanitation marketing, and accessing potential financing sources such as DAK sanitasi, hibah sanitasi, and
APBD funding.
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The USAID IUWASH PLUS Component 2 consists of four (4) subcomponents and four (4) teams,
which together are responsible for the successful implementation of all programs under Component 2
(as can be seen below in Exhibit 11) and also provide all technical and institutional support to the other
USAID IUWASH PLUS Components 1, 3 and 4.
Exhibit 11: Composition of Component 2 teams with subcomponents
4 Teams 4 Sub Components (2.1 – 2.4)
2.1 Improve PDAM Performance

Water Supply
2.4 Improve management of raw water resources / Water Safety Plans
Sanitation 2.2 Develop and improve Local Sanitation Unit (UPTD) performance
Governance 2.3 Strengthen WASH enabling environment
GIS / Spatial mapping Supports all subcomponents and components 1, 3 and 4
3.3.1. Key Task Partnerships

Exhibit 12 identifies key institutional partnerships necessary for implementing priority programs in PY3
under Component 2.
Exhibit 12: Key Component 2 Partnerships for PY3

USAID programs PRESTASI: support capacity building for Waste Water Operators, consultant,
universities and MPWH staff in innovative designing of IPLT
APIK: joint analysis and support of Water Safety Planning for Kota Malang
BAPPENAS Support implementation of National WASH planning and policies, especially related
to Universal Access (100 – 0 – 100) of Water Supply and Sanitation, Water Safety
planning and Safely Managed Sanitation services / FSM framework
MPWH/ Cipta Karya Collaboration on Water Supply activities in IUWASH target areas, including
(National and Provincial) capacity building (CoE), financing (APBN Grant, PerPres, APBN), project
preparation (with Provincial Satker) and regionalization water supply
MPWH / PLP (National Collaboration on promotion and implementation of improved Septage
and Provincial/Satker) Management, Sanitation Hibah, APBN allocations for sanitation infrastructure,
innovative design of IPLT, promotion of regular desludging, standardizing Waste
Water tariffs, and templates for Waste Water Operator staffing
MOHA Collaboration on promotion and implementation of Minimum Service Standards
(SPM) as a basis for Universal Access
BPPSPAM Collaboration on monitoring and mentoring of performance improvement of water
services, including institutional development
PERPAMSI and Collaboration on capacity building to improve performance of PDAMs
AKATIRTA (Akademi Collaboration on Water Safety planning (through provision of Water quality and
Tirta Wiyata) quantity and NRW reduction measuring equipment and capacity building)
PDAMs, PD PAL and Support improvement and expansion of clean Water supply and Sanitation service
Sanitation Units (UPTD) at local level, especially to the poorest 40% by wealth.
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World Bank, DFAT / Close collaboration on coordination and development of Urban WASH programs
KIAT, JICA, USDP, ADB • Performance Based Grant on NRW reduction/EE with World Bank, KIAT
and other donors • Promotion of improved Septage Management (FSM) with USDP, ADB, etc.
• Supporting City-wide Sanitation with JICA, World Bank, ADB and others
SECO (Swiss Secretariat Joint development of a SECO funded proposal on NRW reduction and Energy
for Economic Affairs) Efficiency for 7 PDAMs. If accepted, start from Jan’19 until December’21.
3.3.2. Subcomponent 2.1: Improve PDAM performance

One of the primary objectives of USAID IUWASH PLUS is to increase access to improved water supply
for one million people (200,000 households), of which 50% are from the bottom 40% of the population.
The main programs to achieve this is through providing extensive technical support to local water
utilities (PDAMs), focusing not only on improving the internal operational performance (technical,
financial and institutional), but also on stimulating external factors like good governance; safeguarding
raw water supply (through water safety planning and regionalization of raw water sources) and
mobilizing additional financing for sustainable expansion of services (including PPP).
In addition to these programs which are divided over Component 2 (2.1 on PDAM Performance, 2.3 on
Good Governance and 2.4 on Water Safety Plans) and Component 3 (WASH financing), the program
especially promotes increased access of clean water to poor households through Master Meters,
community systems, Microfinance Output Based Aid, CSR, etc.) in close collaboration with Component
1 and Component 4.
The following list summarizes the main programs, which for the most part were started under PY 2 and
will be continued in PY3 under Subcomponent 2.1:
• Support PDAM Performance Index. Support Regional teams in updating and analyzing of
PDAM Index (for PY2) and sharing results with local and national partners (Bappenas, MPWH).
• Support PDAM Capacity building. Support COE events by MPWH (GIS mapping, NRW
reduction, Energy Efficiency, Water treatment plant design, financial accounting systems, etc.).
• Specific support for NRW/EE programs. USAID IUWASH PLUS will support SECO (Swiss
Development Agency) to finalize the proposal for a comprehensive NRW reduction and Energy
Efficiency enhancement program for 7 PDAMs in 2 regions. If this is successful, it will be
implemented from January 2019 for period of 3 years. In addition, the USAID IUWASH PLUS
Regional teams will conduct a more limited (one year) NRW/EE program in the other regions,
combining baseline measurements (measuring equipment provided to AKATIRTA) and pre-FS into
an action plan implemented by 6–10 PDAM.
• Continue to support NUWAS program. USAID IUWASH PLUS, MPWH, the World Bank
and, if possible, other donor agencies (KIAT, SECO, etc.) will continue to work together to
introduce the NUWAS program to selected PDAMs, resulting in multi-year plans with focus on
providing Performance Based Grants for PDAMS ready and committed in reduction of NRW and
increasing Energy Efficiency.
• Continue to promote use of GIS and other “open source” technology. GIS mapping will
continued to be introduced, promoted and used across all PDAMs as the basis of a good water
supply network (both the piping network and the customer database). It will be used in the above-
25
mentioned programs with SECO, NUWAS and others. Under the LSIC, USAID IUWASH PLUS will
continue supporting the innovative real-time pressure monitoring and management, which in PY3
will enter into Phase 2, which will utilize lessons learned from Phase 1 (regarding sizing and reliable
power source) and introduce the technology to at least 2 new PDAMs.
• Support poor-inclusive programs for clean water. In PY3, the effort to connect more low
income communities will be increased, including advocacy for CSR to support construction of
master meters, including PDAM in the decision making and oversight on communal water systems
programs (KOTAKU) and, with Component 1, promote LG and PDAM to increase access to piped
connections to poor households (Grants, Kotaku, APBD).
• Supporting Regionalization and PPP programs. The Component 2 Water Team continues
providing technical support for the Component 3 team on preparing PDAMs for regionalization of
raw water sources (Wosusokas, Tebing Tinggi, etc.) or Public Private Partnership programs (Medan,
Bogor, Gresik, Sidoarjo, etc.).
Exhibit 13: Subcomponent 2.1 Priority Programs for PY3

Implement PDAM Performance Index Regional PY 2 data collected and Feb. – June 2019
(baseline, collection, verification, reporting) verified July – Sep. 2019
and share results with National partners National Results shared with GOI
Continue collaboration with MPWH on National Agreed list of joint activities Oct. 2018 –
PDAM Performance programs through with roles & responsibilities Sept. 2019
support of Centre of Excellence (CoE) for of each party
NRW, GIS, Operation Treatment Plants
Collaboration with MPWH, Akatirta Wiyata National Indicators for NRW Oct. 2018 –
and the World Bank to support PDAM Regional Reduction and EE Sept. 2019
Performance Based Grant programs on NRW developed and adopted.
reduction and Energy efficiency Programs started in
selected PDAMs
Collaboration with SECO on developing and National SECO proposal completed. Oct. – Dec. 2018
implementing program on NRW reduction Central- Implementation started Jan. – Sep. 2019
and EE improvement in 7 PDAMs and West including staffing, office,
Java field assessment, action
plan
Expanding partnership with PDAMs on wider National Final report Phase 1 Oct. 2018 – Sept.
use of real-time online pressure monitoring Regional completed, and Phase 2 2019
systems (developed under LSIC programs) started in 2 new PDAM
locations
Support capacity building of GIS mapping to National PDAMs’ staffs have capacity Oct. 2018 – Sept.
support optimization of PDAM network and Regional in development of GIS for 2019
customer data (including web mapping) pipe network and customer
Promotion of increasing access for piped Regional TA to support expansion of Oct. 2018 – Sept.
water for B40 by PDAM connections PDAM connection in 2019
identified B40 areas is
ongoing
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Provide technical and institutional support of Regional TA to support expansion of Oct. 2018 – Sept.
non-PDAM piped systems in areas where non-PDAM systems 2019
PDAMs are not able to extend networks identified and is ongoing
Provide technical and institutional support for Regional TA to support expansion of Oct. 2018 – Sept.
implementation and advocacy of Master Meter East Java master meter systems 2019
systems (with Component 1) identified and implemented
Support for capital investment programs Regional TA identified, and Oct. 2018 – Sept.
(under Component 3), implementation is ongoing 2019
3.3.3. Subcomponent 2.2: Develop and improve local sanitation unit performance
During the last 10 years, urban sanitation (particularly waste water management) has become a high
priority sector of the GOI, with a growing number of LGs now taking it seriously. In PY1 and PY2,
USAID IUWASH PLUS continued previous work on establishment of sanitation management units
(mostly UPTDs) combined with introducing improved FSM (Fecal Sludge Management); priorities on
improved FSM cover the expansion of scheduled desludging (Layanan Lumpur Tinja Terjadwal or LLTT)
and technical training on improved O&M as well as designs of Septage Treatment Plants (Instalasi
Pengolahan Lumpur Tinja or IPLT). All these programs continue in PY3, especially the further expansion
and mainstreaming of LLTT, formalizing the current un-scheduled desludging, strengthening the
regulatory framework for Waste Water Management, building formal relations between waste water
operators and the private sector (for desludging septic tanks) and further improving designs and
operation of IPLT. In addition to these largely institutional programs, the Component 2 Sanitation team
continues to support the testing and mainstreaming of different designs for individual and shared septic
tanks for densely populated areas within USAID IUWASH PLUS target areas (through LSIC).
The following list summarizes the main programs which will be implemented in PY3, which are for the
main part continuation of programs started earlier, aiming to increase access to safely managed
sanitation as required under the high-level result (HR 2), as well as mobilizing increased financial
resources, increase operator capacities as well as adoption of Waste Water regulations.
• Support Sanitation Index. Support Regional teams in updating and analyzing the Sanitation Index
(for PY2) and sharing results with local and national partners (Bappenas, MPWH).
• Collaboration with MPWH, Bappenas, MOHA, donors, and others on improved urban
sanitation programs (including establishment of WW operators and regulatory framework; finalize
FSM framework; finalize criteria for PDAM as WW operator; finalize FSM training guidelines and
support training implementation programs for LLTT and IPLT, etc.).
• Further support specific LG to develop sanitation roadmaps that lay out targets,
responsibilities of Waste Water operator, budgets and staffing needs, necessary policies (e.g. tariff
policies) as well as using MIS/GIS systems for desludging services, and where possible, introduce the
concept of City-Wide Inclusive Sanitation (CWIS).
• Further support strengthening of FORKALIM as National Waste Water Association. This
includes, under the LSIC fund, finalization of the business plan (covering issues on membership,
revenue streams and managing key Waste Water initiatives), development of FORKALIM website
(for members and non-members), prepare and implement a National FSM twinning program and
general advocacy for the crucial role of FORKALIM in Waste Water in Indonesia.
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• Further support innovations in individual and shared septic tanks. Utilize the LSIC fund to
complete initial try-out of alternative designs and construction techniques for individual and shared
septic tanks in densely populated communities (including option of upgrading existing pit latrines or
construct small shared septic tanks) or under challenging conditions (high groundwater, above the
water, etc.); where possible advocate for replication by selected LG.
• Support expansion of septage collection, through formal collaboration of UPTD with the
private sector in four USAID IUWASH PLUS locations, under the LSIC program.
• Development of (template) SOPs, addressing a variety of Technical and Administration topics
to further strengthen management capacity of Waste Water Operators (UPTD and PD).
• Support UPTD on updating MIS and GIS for desludging services, including introduction,
application, and monitoring Android-based application for septic tank survey.

Implement Sanitation Performance Index Regional PY 2 data collected and Feb. – June 2019
(collection, verification, reporting) verified
and share results with National partners National Results shared with GOI July – Sept. 2019
Collaboration with MPWH, Bappenas, National Participate in regular Oct. 2018 –
donors, etc. on coordinating improved meetings with clear action Sept. 2019
urban sanitation plans
Support MPWH with technical and National Training programs Oct. 2018 –
institutional trainings on improved Regional prepared and conducted Sept. 2019
septage management, especially septic with MPWH and others
tanks, LLTT and IPLT designs
Support all Regions with implementation Regional Implementation of agreed Oct. 2018 –
of sanitation improvement programs workplans Sept. 2019
(including establish UPTD, SOP,
roadmap, IPLT review, LLTT, MIS)
Support Capacity Building for National FORKALIM established Oct. 2018 –
FORKALIM as National Waste Water with Business plan, new Sept. 2019
Association, including establishing members, website,
National Twinning program twinning program ongoing
Support LSIC programs in Sanitation All regions Technical Assistance Oct. 2018 –
(upgrade septic tanks, shared septic provided for regional LSIC Sept. 2019
tanks, and desludging by cooperative) programs
Support new LSIC program on creating National LSIC program developed & Oct. 2018
partnerships between UPTD and the Regional approved and implemented Nov. 2018 –
private sector regarding desludging of in at least 4 locations Sept. 2019
septic tanks
3.3.4. Subcomponent 2.3: Strengthen WASH enabling environment within LGs

In decentralized Indonesia, LGs bear the principal responsibility for WASH service delivery. The quality
of these services is directly linked to the active engagement of local decision makers and politicians
from the outset of the program, with the aim to obtain more support for increased WASH service,
especially for the poorer population. After mapping the local enabling environment in each USAID
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IUWASH PLUS location during PY1 combined with an inventory of the gap in WASH regulations for
each city, a start was made in PY2 to initiate and support completion of 24 new or revised priority
WASH regulations (Perda, Perkada) or formal contracts between Waste Water Operators and private
sector (on septage collection). This work will continue and be expanded in PY3 with a target of at least
20 critical WASH regulations to be completed by the end of PY3.
The following list summarizes the main programs implemented in PY3 of USAID IUWASH PLUS:
• Support Governance Index. Support Regional teams in updating and analyzing the Governance
Index (for PY2) and sharing results with local and national partners (Bappenas, MPWH).
• Support lessons learned on WASH regulation (especially related to Waste Water
management) and the direct link to Minimum Service Standards (SPM) for National stakeholders
(MOHA, Bappenas, MPWH, donors, etc.).
• Advocate for increased WASH resources, through identification of both the WASH budget
requirement and the opportunities to mobilize funding from local (APBD) or National (APBN)
budgets, and link with specific technical support.
• Facilitate critical new and/or revised WASH policies by assisting local stakeholders in
drafting or revising at least 20 WASH policies, such as local regulation on Waste Water
Management, establishing Waste Water Operator, tariff setting for waste water services, Water
Safety Planning, mandatory (regular) desludging, collaboration with the private sector, gender-based
planning and budgeting (PPRG), adoption of STBM, and pro-poor service provision (Kotaku).
• Arrange serial events with GOI and donors on templates and lessons learned for WASH
Regulation and the link with Minimum Service Standards (SPM).
Exhibit 15 summarizes the principle activities envisioned for Subcomponent 2.3 during PY3:

Implement Governance Performance Regional PY2 data collected and Feb. – June 2019
Index (collection, verification, reporting) verified;
and share results with National partners National Results shared with GoI July – Sep. 2019
Collaboration with MPWH, MOHA, National Joint activities with clear Oct. 2018 –
Bappenas and donors on coordinating Regional roles & responsibilities for Sept. 2019
improvements in legislation on WASH each party; regular
services (especially PERDA Waste Water coordination meetings
and WW tariff / retribution system)
Support regions with advocacy for Regional Advocacy conducted in all Oct. 2018 –
increasing WASH support (legislation, USAID IUWASH PLUS Sept. 2019
budgets, SPM, etc.) by LG and others locations
Support regions in reviewing existing and Regional Revision or new Oct. 2018 –
drafting of new regulation (including regulations for specific Sept. 2019
capacity building, templates, academic cities completed
paper)
Technical Assistance for policy revision National Improved regulations and Oct. 2018 –
or new policy formulation (all Wash Provincial their implementation Sept. 2019
sectors) Regional strategy/plans
29
3.3.5. Sub-Component 2.4: Assist LGs and institutions to improve the protection,
management, and allocation of raw water resources
In most of Indonesia, the availability of raw water for domestic use is already at crisis level, due to a
combination of land-use change, urbanization, and extreme weather conditions, making it critical for
USAID IUWASH PLUS to support the GOI with their Water Safety Plans (Rencana Pengamanan Air
Minum or RPAM) as it especially threatens WASH services to the poor and vulnerable. During PY2, the
GOI requested USAID IUWASH PLUS support to review their current RPAM program, which will be
continued and completed during PY3.
To continue to support the fieldwork in the already started locations, USAID IUWASH PLUS and GOI
agreed to focus Water Safety Plan on Spring Protection studies and action planning in 13 USAID
IUWASH PLUS locations, spread over all 5 regions. To accelerate and provide sufficient baseline data
for a comprehensive spring protection study, specific Water Quality and Quantity (WQQ) equipment
was purchased in PY2 and handed over to AKATIRTA, a local technical Institute based in Central-Java
and affiliated with PERPAMSI, the National Water Supply Association. During PY3, the capacity building
for AKATIRTA will be completed after which they can introduce it to other USAID IUWASH PLUS
regions, to be used for baseline data collection on Water Quality, Quantity and Continuity. This will be
followed by the detailed studies, risk analysis and action plans, to be shared to LG and PDAM
The following list summarizes the focal programs implemented in PY3:
• Continue to support development of RPAM Framework by close collaboration with all

agencies and institutions at National and Provincial level to meet on a regular basis to discuss the
emerging RPAM issues and field experience (from USAID IUWASH PLUS locations and others).
• Complete the Capacity building for AKATIRTA on measuring of Water Quality and
Quantity (WQQ), combined with the development of Raw Water Safety plan for 2 locations in
Central Java. This will then be continued by the Akatirta team by introducing this to 3 other USAID
IUWASH PLUS regions, through a combination of classroom and field training on use of the
equipment, followed by monthly measurement of the selected springs by local teams.
• Support completion of Raw Water Safety plans for 3 locations, including one in close
collaboration with APIK and commence implementation of agreed actions.
• Support development of Raw Water Study and action plans, through a third party, for 8
locations in North Sumatra, East Java, South Sulawesi and West Java.
• Mapping and GIS analyses in development of RPAM/ KKMA.
Exhibit 16 below describes the principle activities envisioned for Subcomponent 2.4 during PY3:

Collaboration with Bappenas, MPWH, MOH National Regular meetings and Oct. 2018 – Sept.
and other National Stakeholders on improving proposed improvements 2019
coordination and implementation of Water adopted by GOI
Safety Planning in Indonesia
30
Continue and deepen close collaboration with National Joint activities implemented Oct. 2018 – Sept.
USAID financed APIK Program on Spring East Java in overlapping location 2019
protection study and Action planning
Support AKATIRTA with capacity building of National Capacity Building of Oct. 2018 – Sept.
Water Quality and Quantity measuring Regional Akatirta staff completed 2019
Equipment to support Raw Water Safety and training in 4 regions
Planning in 4 regions conducted
Support 13 locations (in all regions) with National Introduction, study and Oct. 2018 – Sept.
introduction of Raw Water Safety planning, Regional action planning completed 2019
including study, risk analysis and action plans in all regions
Support regions with implementation of Regional Implementation of action Jan. – Sept. 2019
actions from Raw Water Safety plans plan started in 3 locations
3.4. COMPONENT 3: STRENGTHENING THE WASH FINANCING

ENVIRONMENT
USAID IUWASH PLUS continues supporting The Government of Indonesia to reach a national
medium-term development plan (Rencana Pembangunan Jangka Menengah Nasional, or RPJMN) that
ambitiously sets forth a policy objective of “Universal Access” to improve water supply and sanitation
services by 2019. Commonly referred to as the “100-0-100” policy, the GOI is seeking to achieve 100%
coverage of safely managed water supply and sanitation systems accompanied by the elimination of the
need for urban slum areas.
Strengthening WASH financing environment largely aims to fill the gap of the inherent limitation of
public funds financing the WASH improvement plan set to achieve the Universal Access target. GOI has
continued to improve the WASH financing policies and regulations both in national and local level as a
substantial program in attracting more private sectors to participate in financing the water and
sanitation improvement. USAID IUWASH PLUS committed to support this program in PY3 by working
closely with Bappenas and other related offices and agencies to develop the required regulations. In the
regions, USAID IUWASH PLUS will continue to work closely with the local governments and its utilities
to facilitate them in engaging the private sector to resolve the limited financing issues for the sector
improvement. The project will ensure the public funds is maximized and utilized by the local
governments and the utilities because such improvement will give people more access to water and
sanitation. In the household level, USAID IUWASH PLUS will support the WASH microfinance program
to increase people’s affordability to have access to water and sanitation. Microfinance program becomes
a critical financing scheme in relation for the poor-inclusive program in water and sanitation sector of
USAID IUWASH PLUS. Supporting the sanitation marketing strategy through inviting microfinance
institution actively involves will become a focus in program year 3. Additionally, for scaling up WASH
microfinance scheme implemented by other microfinance institutions, USAID IUWASH PLUS in
collaboration with related central government offices in next program year will release a WASH
microfinance toolkit that guides microfinance institution effectively serving the poor households to
access water and sanitation services.
During Program Year 3, the USAID IUWASH PLUS municipal finance team will continue to support the
Government of Indonesia and local government and its utilities in increasing water and sanitation access.
31
At the local level, USAID IUWASH PLUS will prioritize the financial closing of the B2B arrangement
with PDAM Kabupaten Gresik to construct a new water treatment plant, working with the utility’s new
management to select the private sector investor by December 2018 and commence construction by
mid-2019. Further, at the national level, USAID IUWASH PLUS will support the Directorate of Water
Supply System Development (DITPAM, under the MPWH) to create regulatory guidelines for B2B
transactions, thereby addressing a major gap in the regulatory environment for water section financing.
A summary of key activities during PY3 is as follows:
• Support PDAMs and local governments to engage with potential investment sources,
to include public and private sources of capital to finance the WASH infrastructure projects.
Facilitate local government office (Dinas) to utilize the central government fund through DAK and
grant/hibah in increasing access of water and sanitation. Also, support local water utilities in several
partnering location such as the Wosusokas, a water supply regionalization project of Central Java; in
PDAM Kota Bekasi, West Java for a new treatment plant of Mustika Jaya and the new treatment
plant of Sembayat investment of Gresik, East Java.
• Facilitate the GOI in developing water and sanitation financing regulation that covers
support for DITPAM, the Ministry of Public Works and Housing developing PPP technical guidance
of B2B scheme for PDAM; and facilitating MPWH in developing a guidance to review KPBU
feasibility study of water sector;
• Facilitate provincial financing platform, working with the provincial development banks (Bank
Pembangunan Daerah Jawa Tengah – Bank Jateng) to establish dedicated funding pools for water
infrastructure improvement as well as consultation with Central Java province and local government
and its utilities.
• Increase the GOI capacity in WASH financing, including facilitating a WASH financing training
to be participated by related ministries and agencies.
• Build the awareness and capacity of government financial intermediaries such as the
Financial Service Authority-OJK, working collaboratively to strengthen the regulatory
framework for microfinance.
• Household microfinance arrangements for WASH services and products, supporting
microfinance institutions to support financing of households in getting access to water and
sanitation.

Exhibit 17 below presents key national and provincial level partnerships for USAID IUWASH PLUS in
the coming project year.
At the national level, USAID IUWASH PLUS in program year 3 will continue collaborating with
BAPPENAS and the Ministry of Public Works and Housing for several tasks in relation to strengthening
the WASH financing environment.
32
Exhibit 17: Key Partnerships for Water and Sanitation Financing Activities in PY3
Partners Summary of PY3 Engagement
BAPPENAS • Continue developing Pool of Funds initiative implemented in selected provinces of

Central Java.
• Develop the WASH microfinance lending product regulation to support household
financing access for water and sanitation nationally.
• Facilitate WASH financing training to increase the capacity of GOI.
Financial Service • Issue a regulation pertaining to the offering of WASH micro lending products, which
Authority – OJK will serve as a national reference for microfinance institutions and the banking sector.
Ministry of Public • Facilitate water supply regionalization program and other PDAM improvement
Works programs such as Wosusokas in Central Java Province and Sembayat new treatment
plant of PDAM Kabupaten Gresik, East Java.
• Facilitate WASH financing training to increase the capacity of GOI.
• Support in developing B2B technical guidance and PPP (KPBU) Feasibility Study
review guidance.
World Bank • Support strategic elements of the NUWAS program, such as nonrevenue water
reduction and energy efficiency improvements.
• Leverage NUWAS grants for PDAMs seeking to obtain alternative financing.
KFW • Facilitate water supply regionalization program of WOSUSOKAS Central Java
province, especially supporting the PDAM off-takers.
Bank Jateng, Central • Develop a new commercial financing regulation for water (PDAM) through a Pool of
Java Funds product being managed in Bank Jateng.
Microfinance • Facilitate partnerships with LKM to help poor households finance water and
Institution – LKM in sanitation access. Additionally, support LKM to develop microfinance products for
local level. the WASH sector
3.4.2. Subcomponent 3.1: Facilitate a supportive enabling environment for WASH

financing
When seeking to boost funding to the water and sanitation sector, it is important to look beyond the
realization of individual investment transactions to the strengthening of the broader urban WASH
ecosystem. Towards this end, USAID IUWASH PLUS grounds technical assistance to individual
investments in transformative change to the WASH financing enabling environment by: (1) building
institutional awareness amongst WASH actors; (2) supporting clear policies and regulations that help
make financing available at the right place and time; and (3) monitoring financial flows to bolster
transparency and accountability in the WASH sector. In program year 3, USAID IUWASH PLUS
highlights specific activities of this enabling environment which include the activities in the following
paragraphs.
As USAID IUWASH PLUS moves into PY3, the Project will prioritize the areas pertaining to the
enabling environment for WASH financing. In order to support improved institutional capacity at both
national and local level to maximize the various fund sources, the Project will support Ministry of Public
Works and Housing developing technical guidance of B2B scheme for PDAM dealing with private sector
actors. Also, the project will facilitate the Ministry of Public Works in developing a guidance of how to
review PPP/KPBU feasibility study to ensure the study is properly prepared by the project’s sponsor.
33
Additionally, USAID IUWASH PLUS will facilitate to increase capacity of GOI in WASH financing.
Continued consultation with ministerial offices and agency such as BPPSPAM regarding training materials
will be conducted in program year 3 that continues with training implementation as well. Also, related
to policy strengthening, USAID IUWASH PLUS will continue to support the issuance of a new
regulation for water and sanitation microfinancing; this effort builds from the completed market
segmentation research to identify the potential market for microfinance and the targeted beneficiaries
and microfinance tool kit which is in the development stage.
Finally, the WASH financing team from USAID IUWASH PLUS will continue to monitor WASH
spending patterns at the local government level using the Project’s APBD WASH Tracking Tool. The
monitoring of WASH budget allocations has served as a valuable reference for local government
advocacy efforts to increase local budgets for water and sanitation, which currently fall below 1-2% of
local government total budgets. Exhibit 18 below provides a summary of the principal activities under
the enabling environment subcomponent during PY3.
Exhibit 18: PY3 Activities to Strengthen the Enabling Environment for WASH Financing
Develop microfinance toolkit for WASH National Microfinance toolkit completed Oct. – Dec. 2018
financing product development and piloted with OJK support
Support to OJK and Bappenas for WASH National WASH microfinance Oct. 2018 – Mar. 2019
Microfinance Regulations regulations issued
Facilitate developing B2B technical National Technical guidance of B2B for Oct. – Dec 2018
guidance for PDAM PDAM
Facilitate developing a guidance of National Technical guidance of Oct. – Dec 2018
PPP/KPBU Feasibility Study Review for PPP/KPBU feasibility study
MPWH review for MPWH
Update APBD WASH Tracking Tool for Regional Analysis of annual incremental Feb. – June 2019
2019 local budgets. local budget allocation for
WASH to inform advocacy
Developing supporting regulations for Provincial Water financing product Oct. 2018 – Sept.
proposed Provincial Pooled WASH Fund managed in Provincial 2019
Development Bank – BPD to
include Regulation from the
central government and
provincial governments
3.4.3. Sub-Component 3.2: Facilitate increased access to finance for WASH

The second subcomponent centers on the interaction between USAID IUWASH PLUS-supported local
governments offices, water utilities, and regional bulk water systems to facilitate access to capital
expenditure (CapEx) financing through a multitude of channels, including central government and local
government funds, private partnerships (PPPs), business to business models (B2B), and the like. In
support of this objective, the Project facilitates local government office (Dinas) to fulfill the readiness
criteria of particular WASH improvement projects being funded by local and central government hibah
or grant scheme. Additionally, USAID IUWASH PLUS will continue serving local government and
utilities as a liaison among actors in the urban WASH ecosystem, linking concrete financing needs at the
34
local level with potential sources of capital at the local, provincial, and national levels. Importantly,
capital expenditure financing is often about blended financing, or identifying and combining different
streams of financing in support of a single project based on a suite of considerations, including
expenditure timing, risk level, and the types of services and materials required.
Exhibit 19 below describes the activities/projects planned for PY3 under the capital expenditure
financing subcomponent. Specific areas of focus include the following:
• Continue facilitating local government offices (Dinas) to improve WASH services being funded by
DAK Central Government fund and APBD
• Facilitating PDAM to develop business plan to anticipate buying treated water from the water
supply regionalization program of Wosusokas in Central Java, which will provide bulk water to the
municipalities of Wonogiri, Sukoharjo, Solo, and Karanganyar
• Facilitating PDAM Tirtanadi to negotiate with private sector to construct a new treatment plant in
Denai with a capacity of 240 liters per second funded by selected private sector actors of PT TNS
• Facilitating PDAM Kabupaten Gresik to build a new treatment plant of 100 lps being funded by B2B
scheme
• Facilitating PDAM Kota Bekasi to deal with private sector actors to build a 300 lps treatment plant
located in Mustika Jaya area
Exhibit 19: PY3 Activities to Increase Access to Capital Expenditure Financing for WASH
Finalizing the bulk tariff agreement for North Financial close by signed Oct. 2018 – Dec.
Denai, Medan – PDAM Tirtanadi, 240 LPS Sumatera cooperation agreement 2018.
new Treatment Plant (PPP)
Facilitating PDAM Kota Bekasi accessing West Java Financial close by signed Oct. 2018 – Mar.
B2B scheme for building Mustika Jaya cooperation agreement 2019.
treatment plant 300 LPS.
Continue facilitating water tariff of Water Central Java Agreed bulk water tariff by PDAB Oct. 2018 – Feb.
Supply Regionalization of Wosusokas and off takers (Wonogiri, 2019
(APBN) and develop business plan for Sukoharjo, Solo and Karanganyar)
Wonogiri and Karanganyar to anticipate Business plan of PDAM Kabupaten
bulk water supply from the project Wonogiri and Karanganyar.
Facilitating – PDAM Kab Sukoharjo, 100 Central Java Financial close by approved APBN Oct. 2018 – Dec.
lps Bulakan new water treatment plant 2018
and distribution pipes – accessing central
government fund
(APBN)
Developing feasibility study – Kab. East Java Full feasibility study completed and Oct. 2018 – Mar.
Sidoarjo new sludge treatment plant (PPP) approved by local government 2019
Continue facilitating PDAM Kab. Gresik East Java Financial close by signed Oct. 2018 – Mar.
1,000 LPS Sembayat Water Treatment cooperation agreement 2019
Plant (PPP) – Selecting bidder.
35
Continue facilitating PDAM Kota South Financial close by cooperation Oct. 2018 – Jan.
Makassar, 100 lps Water Treatment Plant Sulawesi agreement or approved PDAM 2019
in Barongbong (PPP or PDAM) internal cash.
PDAM Solo dealing with private L2T2 Central Java Financial close of Cooperation Oct 2018 – Sept.
transportation service Agreement 2019
UPTD PAL Kota Salatiga dealing with Central Java Financial close of Cooperation Oct 2018 – Sept.
private L2T2 transportation service Agreement 2019
3.4.4. Sub-Component 3.3: Provide technical assistance to key financing facilities

Building from efforts to strengthen the enabling environment, the third subcomponent supports the
readiness of Government of Indonesia WASH financing facilities and related financial intermediaries to
evaluate, structure, issue, and monitor debt financing in the water sector. While some small gains have
been made in non-public WASH financing in recent years, the reality is that the sector will continue to
fall short of expansion targets in the absence of loan tenors commensurate with the life of the assets.
During program year 2, USAID IUWASH PLUS built the foundation of developing Pool of Funds, a
proposed financing source for PDAM to improve WASH services. Bank Jateng of provincial
development bank in Central Java has been promoted to collaborate with USAID IUWASH PLUS to
develop this financing scheme. In program year 3, building communication with Bank Jateng will be
continued to support the program. Providing more information of water sector to Bank Jateng has
become the key activity for the program.
At the national level, USAID IUWASH PLUS will support the Ministry of Public Works and Housing to
improve capacity of the staff in evaluating or reviewing the feasibility study of PPP/KPBU proposal of the
water sector from the project’s sponsor. Furthermore, the training material may become the standard
evaluation or toolkit of the stakeholders involved in the water sector project.
Finally, USAID IUWASH PLUS will continue coordinating with the World Bank’s National Urban Water
Supply Project (NUWSP) in the financing of investments in nonrevenue water and energy efficiency. At
the provincial level, as noted under the enabling environment subcomponent, USAID IUWASH PLUS
will further explore the potential of the provincial development banks as sources of much-needed
capital in the water sector.
Exhibit 20: PY3 Technical Assistance to Key Financing Facilities

Develop training material of WASH National Draft of training material for WASH Oct. – Dec. 2018
financing for GOI increase capacity financing completed
program
Roadshow to key financing facilities National Priority WASH financing training Oct. – Dec. 2018
(BPPSPAM, DITPAM, BAPPENAS etc.) to materials identified
identify financing training materials
Implement tailored capacity building with National Increase capacity of GOI in WASH Feb. – June 2019
respective GOI offices and agencies financial
36
Finalize developing technical guidance for National Technical Guidance Dec. 2018
Program of NUWSP (World Bank) for
NRW reduction and Energy Efficiency
3.4.5. Subcomponent 3.4: Increase household access to finance WASH services

Financial services such as microfinance play a critical role in helping those with limited purchasing power
to access water and sanitation services. An important aspect of the USAID IUWASH PLUS Project’s
strategy to reach low income households, therefore, is to unlock both existing and new financing and
credit sources for poor households, empowering them to directly invest in the health of their family in
the form of improved WASH facilities.
During PY2, USAID IUWASH PLUS executed a partnership agreement with several Micro finance
Institutions (MFIs) across the regions. In addition, the market segmentation study during the previous
year was finalized and socialized to the Tim Teknis and other ministerial offices and agencies, resulting in
the approval for further pilot implementation with Financial Services Authority of Indonesia (OJK). In
that regard, USAID IUWASH PLUS will work closely with OJK in PY3 to test the WASH microfinance
toolkit with several MFIs, using the results to hone the toolkit and, ultimately, help OJK develop a
regulatory guideline for the application of microfinance in the WASH sector.
Activity at the local level in facilitating MFI as a follow-up to partnership agreement has been signed,
USAID IUWASH PLUS will continue facilitating several MFIs in developing a WASH financing product.
Additionally, to support and accommodate the market based approach, several modules will be
developed in PY3 with socialization and implementation.
Building on these achievements, in PY3 the Project will focus on the following specific areas:
• Continue to execute WASH product development and monitoring.

• Continue to facilitate the MFIs in partnership with PDAMs.
• Pilot with OJK in 3 USAID IUWASH PLUS areas.
• Module development to accommodate the market-based approach as follows:
 WASH Financial management module development for individuals and groups
 Module for WASH financial management for Wash entrepreneurs
Exhibit 21 below presents the microfinance institutions that USAID IUWASH PLUS engaged in PY3 in
each respective region along with WASH financing product development & PDAM cooperation, while
Exhibit 22 summarizes the PY3 activities for improving household access to WASH financing and
accommodating the market-based approach.
Exhibit 21: USAID IUWASH PLUS MFI Partners by Region
Region Partners WASH Financing product and PDAM cooperation in PY 3

West Java NBP Group – Nusantara - Survey for WASH product development will be finalized by
Bona Pasogit, Bank November 2018
Perkreditan Rakyat –BPR, - Product Design and pilot initiation will be finalized by March
2018
37
West Java and Tangerang
area
Koperasi Baytul Ikhtiar - - WASH financing product is in place
BAIK, Bogor and West Java - Monitoring on Loan portfolio by December 2018 and June 2019
- Partnership agreement with PDAM in Bogor city is finalized and
monitoring business as usual for the cooperation.
HIK Group West Java area - WASH financing product is in place
- Monitoring on Loan portfolio by December 2018 and June 2019
- Partnership agreement with PDAM in Bogor city is finalized and
monitoring business as usual for the cooperation.
Koperasi Syariah Benteng - WASH financing product is in place
Mikro Indonesia, Tangerang - Monitoring on Loan portfolio by December 2018 and June 2019
Regency.
- Partnership agreement with PDAM in Tangerang Regency will be
finalized in December 2018 after a 4-month pilot starting in
August 2018.
PD BPR Tirta Kerta Raharja, - Support WASH financing product
Tangerang Regency - Facilitate WASH financing product
South Bank Syariah, Bank - Finalize pilot by end of 2018 and launch product by early 2019.
Sulawesi Perkreditan Rakyat Syariah - - Monitoring on Loan portfolio by June 2019
and East BPRS Bahari Berkesan,
Indonesia Ternate city, North Maluku
(SSEI) HIK Group Makassar - Finalize product development and pilot by end of March 2019
Koperasi Bhakti Huria, and launching product by April 2019.
Makassar - Monitoring on Loan portfolio by June 2019
North Credit Union Mandiri, Medan - Finalize product development and pilot by end of March 2019
Sumatera and Deli Serdang and launch product by April 2019.
- Monitoring on Loan portfolio by June 2019
NBP Group – Nusantara - Survey for WASH product development will be finalized by
Bona Pasogit, BPR. North November 2018
Sumatera Operation Area - Product Design and pilot initiation will be finalized by March
2018
Selected cooperatives under - Select the cooperatives and finalize the partnership agreement
local cooperative& SME office - Socialization on WASH knowledge using microfinance toolkits
, Deli Serdang as support tools for assigned cooperatives in developing WASH
financing loan
Central Java Bank Perkreditan Rakyat – - Monitoring loan portfolio for PDAM HH connection loan and
BPR Bank Magelang in gathering the portfolio report by December 2018 and June 2019
Magelang city. Central Java. - Sanitation product development as part of WASH financing loan
starting with survey and product finalization by end of
December 2018
Bank Perkreditan Rakyat – - Survey for WASH product development will be finalized by
BPR BKK Sukoharjo, November 2018
Sukoharjo, Central Java.
38
- Product Design and pilot initiation will be finalized by March
2018
East Java* Credit Union - CU Sawiran Facilitate with PDAM for HH connection loan.
BAV in East java area
Exhibit 22: Activity Plan for Microfinance Program Year 3

Execute and continue to All Regions WASH financing loan product in place for NBP Oct. 2018 – Sept.
develop WASH financing group (with at least 30 BPRs implementing 2019
product among MFI partners. WASH financing) both in WJDT and North
Sumatera area
Partnership agreement between All Regions Partnership agreement between MFIs and Oct. 2018 – Sept.
PDAM and respective MFIs PDAM is in place in all regions 2019
Facilitate partnerships and All Regions Collaboration of microfinance institutions and Nov. 2018 – Sept.
technical guidelines for PDAM related local stakeholders 2019
and MFI in providing a loan for
HH Water Connection.
Monitoring WASH financing All regions Portfolio report on December 2018 and June Dec. 2018, June
portfolio report from MFI 2019. 2019
partners.
Microfinance regulation pilot National 1. Pilot in 3 cities/regency Dec. 2018 – Sept.
with OJK 2. Monitoring, evaluation 2019
3. Regulation
Module Development National WASH Financial management module for Oct. – Dec. 2018
individual and group loan to finance the
households accessing the WASH
National Module for WASH financial management for Dec. 2018 – Feb.
Wash entrepreneur 2019
Module Socialization All Regions Socialization on Module Jan. – Mar. 2019
3.5. COMPONENT 4: ADVANCING NATIONAL WASH

ADVOCACY, COORDINATION, AND COMMUNICATION
The urban WASH ecosystem does not stop at the local level, but is enabled and strengthened through
linkages to national institutions and the associated policies, programs, and resources. These linkages are
not only about funding flows, but also concern information flows whereby national agencies promulgate
overarching goals and strategies for change (top-down) while local implementers provide feedback on
successes and constraints (bottom-up). Such mutually reinforcing communication flows are fundamental
to the WASH ecosystem, fostering consensus and facilitating an improved enabling environment for
poor-inclusive WASH services. Under Component 4, USAID IUWASH PLUS will bring regional
successes and lessons learned under Components 1, 2, and 3 to scale, informing the national WASH
39
agenda in support of broader sector transformation. The Project will enhance the capture,
dissemination, and integration of lessons learned and best practices to improve national policies and
programs while also strengthening the coordination of WASH programming among national
government agencies.
The USAID IUWASH PLUS Component 4 consists of three (3) subcomponents and two (2) supporting
elements that are critical in advancing national advocacy, coordination, communication, and promoting
partnership/collaboration in the WASH sector. Also, it provides a platform for promoting results and
lessons learned under Components 1, 2, and 3,broadening the audience of WASH stakeholders reached
in order to support the GOI in achieving the Universal Access target and Sustainability Development
Goals 2030. Another important milestone for Component 4 in PY3 will be contributing to the GOI’s
next mid-term development plan (or RPJMN 2020-2024). The GOI has stated their commitment to
achieve SDGs and it will be reflected in the RPJMN 2020-2024, including shifting the target from
improved access to safely-managed access. There are several key feature programs of USAID IUWASH
PLUS that can be contributed to GOI’s strategy to achieve the SDGs target for WASH, namely
sanitation marketing, microfinance, fecal sludge management, water safety planning, and targeting and
accountability mechanism for reaching the urban poor. The Component 4 sub components and
supporting features can be seen below in Exhibit 23.
Exhibit 23: Component 4 Sub-Components and Supporting Program
Sub Components and Supporting Elements Key Features
Sub-component 4.1: Build capacity of national WASH Communicate, coordinate, and collaborate with
coordination agencies national WASH agencies
Sub-component 4.2: Strengthen national-level WASH Advocacy works and support the GOI to enhance
policy and regulatory environment an enabling environment for WASH
Subcomponent 4.3: Share and mainstream lessons learned • Develop WASH sector knowledge products
and best practices through toolkits, manuals, events, and • Promote lessons learned and best practices
online dissemination for adoption and replication
Build local capacity for creating sustainable
WASH CSR Partnership
partnership for WASH with CSR
Engage media as an advocacy actor for improving
Media Engagement
understanding and commitment for WASH

Exhibit 24 summarizes the key institutional partnerships necessary to the successful implementation of
activities under Component 4.
Exhibit 24: Key Component 4 Partnerships for PY3
BAPPENAS Promote best practices and lessons learned to strengthen and influence national
policy and regulation, and facilitate scaling up
Pokja PPAS/AMPL Lead a forum for WASH sector coordination, programs collaboration and the
dissemination of best practices and lessons learned
40
Jejaring AMPL Lead the WASH networking forum for communicating information, best practices
and lessons learned, and creating partnerships
CSR National/ Promote private sector engagement and sharing knowledge and experience on CSR
Partnership Forum partnership for WASH development
(CFCD, IBL, & CCPHI)
Media Promote understanding, influence decision makers and relevant stakeholders on
WASH sector issues and development agenda
Donors and NGOs Coordination and collaboration for supporting the WASH sector in Indonesia and
influencing broader sector policy and regulation
University and Stimulate innovation and develop sustainable solutions to address WASH sector
Research/Training challenges and provide required capacity building
Institution
FORKALIM Coordination and building capacity of Domestic Waste Water Operators (for
sewerage and on-site systems)
AKKOPSI Advocacy for improving sanitation national policy/regulation, building LGs
commitment for sanitation, promoting and scaling up best practices
3.5.2. Sub-component 4.1: Build capacity of national WASH coordination agencies

For PY3, the focus of USAID IUWASH PLUS under this sub-component remains the same with PY2 in
supporting and strengthening two WASH coordination agencies, which are Pokja PPAS/AMPL and
FORKALIM. The activity with Pokja PPAS/AMPL will gear toward the transition of target, strategy and
program of WASH to be aligned with Sustainable Development Goals, at national and local levels, to
achieve safely-managed access to water supply and sanitation for all. At national level, the activity will
also contribute to the development of RPJMN 2020-2024. In addition, the activity will also help the local
Pokja to identify and access potential funding sources to help accelerate access to WASH. The program
to strengthen and build capacity of Pokja PPAS/AMPL will be implemented in collaboration with
Governance team under component 2, especially for the implementation at regional level. In
collaboration with component 2, component 4 supports the initiative to strengthen the capacity of
FORKALIM to improve the internal aspects such as restructuring the institutional setup, membership,
financial arrangements, and support for the members; also in external aspects such as knowledge
sharing and capacity building for Forkalim members. The key activities that will be implemented under
sub-component 4.1 in PY3 are as follows:
• Support Pokja PPAS/AMPL in mainstreaming safely-managed water supply and

sanitation into the Government target and program through RPJMN 2020-2024. USAID IUWASH
PLUS will contribute to the development of RPJMN 2020-2024, with the target and indicator being
align with SDGs target through a series of consultative discussions with national stakeholders and
local stakeholders in USAID IUWASH PLUS assisted cities and districts.
• Strengthen Pokja PPAS/AMPL to build capacity of Pokja AMPL regional in accelerating
the achievement of Universal Access and SDGs 2030 through training, advisory assistance, and
knowledge management.
41
• Support Pokja AMPLs at regional level in developing strategy to achieve UA 2019 and
SDGs 2030. As a follow up from Pokja AMPL workshop in 5 regions, USAID IUWASH PLUS will
facilitate local Pokja AMPL in aligning the target, strategy and program of WASH with SDGs target,
including support for accessing potential funding sources to accelerate access to WASH.
• Support in strengthening capacity of FORKALIM as National Waste Water Association, to
improve the institutional set up and support to their members, including facilitating knowledge
sharing and capacity building.
Exhibit 25 below summarizes the initial Main Programs envisioned for Subcomponent 4.1.
Support Pokja PPAS/AMPL in National Key issues and recommendations Oct. 2018 –
mainstreaming safely-managed water for RPJMN 2020-2024 June 2019
supply and sanitation in RPJMN 2020-
2024
Strengthen Pokja PPAS/AMPL to build National Strategy of Pokja AMPL regional to Oct. 2018 –
capacity of Pokja AMPL regional achieve UA 2019 and SDGs 2030 Sept. 2019
Support Pokja AMPLs at regional level in National Pokja AMPLs provinces Dec. 2018 –
developing strategy to achieve UA 2019 strengthened and coordination Mar. 2019
and SDGs 2030 function improved
Support in strengthening capacity of National FORKALIM capacity strengthened Nov. 2018 –
FORKALIM as National Waste Water Sept. 2019
Association
3.5.3. Subcomponent 4.2: Strengthen national-level WASH policy and regulatory

environment
Although the Indonesian Government has made targeted improvements in the WASH regulatory
environment in recent years, important gaps remain in areas such as addressing inequality in access to
WASH and providing national frameworks for achieving SDGs target. PY3 is the final year of the
Government of Indonesia’s midterm development plan (RPJMN 2015-2019), which sets the target of
Universal Access for WASH by 2019. However, as of 2018, SUSENAS data of 2017 showed there is still
a gap for achieving Universal Access and an even bigger gap to achieve SDGs target of safely-managed
water supply and sanitation. Another issue is inequality of access as several studies show that poor and
marginalized groups tend to have lower access. Therefore, as PY3 aligns with the development of the
next RPJMN of 2020-2024, USAID IUWASH PLUS assistance on Fecal Sludge Management (FSM) and
Water Safety Plan (WSP) are highly relevant to support the next WASH sector agenda in Indonesia. In
addition, addressing inequality in WASH service delivery is another important agenda for USAID
IUWASH PLUS to ensure universal access. Under Subcomponent 4.2, the team will use evidence-based
advocacy to influence the broader WASH policy environment by providing decision makers with tangible
examples of proven approaches to expand services at the provincial, municipal, and community levels.
The key activities that will be implemented under sub-component 4.2 in PY3 are as follows:
• Support the Government of Indonesia to finalize a road map and strategy for
implementing the RPAM national framework as a tool to achieve safely managed water
supply. USAID IUWASH PLUS will facilitate the development of road map and strategy for
implementing the adjusted RPAM national framework. In addition, USAID IUWASH PLUS will also
42
facilitate collaboration with other donors and relevant programs to support the preparation of
required supporting elements for RPAM implementation, such as RPAM instruments/manuals,
capacity building, and monitoring or surveillance mechanism.
• Develop recommendations for strategy to improve WASH access for the urban poor.
The analytical works will combine the B40 data that has been collected by USAID IUWASH PLUS
with perspectives and responses from responsible stakeholders such as Local Government and
Service Providers, to provide recommendations in improving targeting of WASH programs designed
for the poor as well as accountability mechanisms that track the performance of the program over
time, especially in urban areas.
• Support the finalization of national FSM framework and translated into policy and
strategy in the RPJMN of 2020-2024. In collaboration with component 2, USAID IUWASH
PLUS will finalize the national FSM framework and feed into the ongoing discussion of development
of RPJMN 2020-2024.
• Develop models for sustainable CSR partnership for WASH. USAID IUWASH PLUS will
work with Pokja AMPL and other relevant national stakeholders to develop models and build local
capacity to create sustainable partnership with CSR for WASH, using experiences and lessons
learned from initiatives that have been facilitated under IUWASH and USAID IUWASH PLUS.
Exhibit 26 below summarizes the initial Main Programs envisions for Subcomponent 4.2.
Support the Government of Indonesia to National RPAM road map and Oct. 2018 –
finalize a road map and strategy for implementation strategy Sept. 2019
implementing the RPAM national
framework
Develop recommendations for strategy National Key recommendations to improve Dec. 2018 –
to improve WASH access for the urban targeting of WASH for the poor May 2019
poor program and accountability
mechanism
Support the finalization of national FSM National Key recommendations on policy Dec. 2018 –
framework and translated into policy and and strategy to mainstream FSM in June 2019
strategy in the RPJMN of 2020-2024 RPJMN 2020-2024
Develop models for sustainable CSR National Manual for developing sustainable Nov. 2018 –
partnership for WASH CSR partnership for WASH Sept. 2019
3.5.4. Subcomponent 4.3: Share and mainstream lessons learned and best practices
through toolkits, manuals, events, and online dissemination
Knowledge management is a critical element for improving sector performance. Experience shows that
knowledge management is able to improve the decision-making process, build a learning culture, and
stimulate change and innovation. Sharing successes in an impactful way requires relevance and access:
knowledge products must be both pertinent to the information needs and challenges of stakeholders,
and easily searchable and accessible. In addition, the media can be a powerful force for change in
society, including in the water supply, sanitation and hygiene (WASH) sector. It can aid in bringing
43
important concerns of the public to the attention of government, amplify the voice of poor and
marginalized groups, and improve everyone’s understanding of sector issues. Recognizing this, the
USAID IUWASH PLUS works with the Government of Indonesia to better engage media in the WASH
sector. The key results of USAID IUWASH PLUS from PY2 that will be disseminated and advocated to
the GOI, relevant stakeholders, and wider audiences are the results from formative research and the
M&E data to visualize the WASH condition in hotspot areas and verify B40 target. Since the formative
research report was released, USAID IUWASH PLUS has shared several key results via social media
and will continue to do so PY3. The formative research will be used to create an infographic that can be
used in any USAID IUWASH PLUS event. In addition, the infographic and key results will also be posted
on the USAID IUWASH PLUS website. The key activities that will be implemented under sub-
component 4.3 in PY3 are as follows:
• Maintain sharing and communication platforms of USAID IUWASH PLUS through the
website, e-newsletter, and social media. Communicating project activities, results, and best practices
will be done on a regular basis to ensure it stays current and up to date for WASH stakeholders.
• Conduct knowledge events in partnership with government counterparts, the private sector,
and the donor community to identify sector knowledge gaps and share analyses, lessons learned,
and best practices for improving WASH access, especially for the urban poor. Including, conduct a
national workshop involving GOI and other relevant stakeholders to share the use of M&E data to
visualize the WASH condition in hotspot areas and verify B40 target, in collaboration with M&E
team.
• Develop evidence-based knowledge products on several topics of WASH to promote the
adoption and replication of lessons learned and best practices from USAID IUWASH PLUS
initiatives as key knowledge reference for WASH stakeholders.
• Develop an innovative tool for learning about WASH and sharing lessons learned and
best practices. This will be done using various communication media and social media platforms
to enable WASH stakeholders obtain the knowledge in an effective way, for instance by developing
creative videos learning on WASH.
• Engage and build capacity of the media to become an advocacy actor for the WASH sector.
The media can be a powerful force for change in society, especially in the water supply, sanitation
and hygiene (WASH) sector. It can bring important concerns of the public to the attention of the
government, amplify the voice of the poor and marginalized groups, and improve everyone’s
understanding of sector issues.
Maintain sharing and communication platforms National Website, e-newsletter, and Oct. 2018 –
of USAID IUWASH PLUS social media regularly updated Sept. 2019
Conduct knowledge events to share analyses, National At least 24 knowledge events Oct. 2018 –
lessons learned, and best practices from the Regional conducted at national and Sept. 2019
program regional level
Develop evidence-based knowledge products National At least 8 knowledge products Oct. 2018 –
on several WASH topics Regional developed Sept. 2019
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Develop an innovative tool for learning about National At least 1 series of video Oct. 2018 –
WASH and sharing lessons learned and best learning developed Sept. 2019
practices
Engage and build capacity of the media to National Engagement of Media in WASH Oct. 2018 –
become an advocacy actor for the WASH Regional advocacy Sept. 2019
sector
Support SECO Partnership dissemination and National Develop program fact sheet April – Sept
knowledge management Regional and introductory materials 2019
Identify lessons learned to support the National Lessons learned supported April – Sept
development of the signature program Regional signature program identified 2019
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4. USAID-SECO CO-FUNDING
PARTNERSHIP
4.1 INTRODUCTION
The overall objectives of the recently commenced (March 1, 2019) USAID-SECO Co-Funding
Partnership (also referred to as the “SECO Partnership” or the “Partnership”) are to improve the
technical and financial performance of seven water utilities (PDAMs) in two IUWASH PLUS regions
(West Java and Central Java). More specifically, the Partnership will focus on the reduction of non-
revenue water (NRW) in six PDAMs and increased energy efficiency in four PDAMs as well as cross-
cutting capacity building activities in all seven PDAMs. SECO activities will be implemented over
approximately three years (March 1, 2019 to December 31, 2021), with performance improvements
tracked via baseline measurements, ongoing progress monitoring, and an end-line measurement.
The Partnership is divided into three components, as follows (detailed description further below):
Component A: Reducing Non-Revenue Water
• Component B: Increasing Energy Efficiency

• Component C: Cross-Cutting Capacity Building
Based on initial review using 2016 data, the proposed locations for this Partnership are PDAMs in the
following Cities and Districts: Kota Depok, Kota Bekasi, and Kab. Karawang in West Java province;
Kota Surakarta, Kota Magelang, Kab. Magelang, and Kab. Sukoharjo in Central Java province. However,
after conducting detailed assessment in seven PDAMs, the level of NRW in PDAM Kota Bekasi is
already below 20%. Therefore, PDAM Kota Bekasi is proposed to be replaced by PDAM Kab. Bogor
that has NRW level of 28.4%. For the implementation of this Partnership, IUWASH-PLUS is recruiting
an additional 21 local expert staff, to be based in Jakarta (National Office and West Java regional office),
and Surakarta (within the IUWASH PLUS Regional Office for Central Java).
Building from the approved concept note and technical proposal, the focus of PY3 is to complete the
initial start-up of the Partnership (including office establishment, staffing, equipment procurement,
stakeholder socialization, etc.) as well as the initial tasks for each of the three components as explained
in further detail below.
4.2 KEY PROGRAM PARTNERSHIPS

Exhibit 28 identifies the key institutional partners needed to successfully implement the SECO
Partnership:
Exhibit 28: Main partnerships for SECO-USAID Co-Funding Program

Partner Summary of PY3 engagement
SECO (Swiss State Secretariat for Economic Main financing agency; progress monitoring and technical
Affairs advice
Ministry of Planning (Bappenas) Coordination with other GoI Ministries and donor
programs
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Ministry of Public Works & CPMU NUWSP Coordinate strong support and commitment of co-financing
through Performance Based Grants (PBG) of NUWSP
National donor agencies, including World Technical advice and support through PBG of NUWSP
Bank, KIAT
BPPSPAM and PERPAMSI Coordination and support Centers of Excellence program
3 PDAM / PEMDA in West Java Main participants / beneficiaries; Implement agreed action
4 PDAM / PEMDA in Central Java plans
Partnership Preparation
While awaiting the finalization of the contractual documentation leading to the formal start of the
SECO Partnership on March 1, 2019, the IUWASH PLUS team implemented a variety of preparatory
activities in January and February to put in place a foundation for rapid startup. The primary preparatory
activities—which will continue into Q3 and Q4 of PY3—are as follows:
• Arrange Office locations. 2 SECO offices will be setup in Jakarta (combining National and
WJRO) and Surakarta (CJRO). The Jakarta office will be in the same building as the current
IUWASH PLUS building (Mayapada Tower 2), while the Surakarta office will be within the current
IUWASH PLUS office, utilizing one large room and other shared facilities.
• Office equipment. Finalize procurement of all office equipment (desks, chairs, cabinets, IT
equipment), including temporary use of IUWASH PLUS office equipment, and laptops, until the
new equipment is procured and prepared for use. IUWASH PLUS will also arrange for the rental
of vehicles and purchase of motorcycles for both offices.
• NRW and EE measuring equipment. Finalize procurement of requisite baseline and
performance monitoring equipment, including (temporarily) borrowing four to five sets of similar
equipment from AKATIRTA, a Technical University based in Magelang.
• Staffing. Complete recruitment of 21 technical and administrative positions, including drafting of
scopes of work, advertisement, interviewing, selection, and contracting. Also, initial training will
be provided to new staff in areas such as: reporting, matrix management, and ethics/compliance.
• Site selection. The SECO Partnership team will review the proposed sites (PDAMs), confirming
whether any technical/operational changes may have occurred since the NRW/EE data was
originally collected which would affect participation in the Partnership. Should this be the case,
the team will evaluate alternative locations (without changing the total number of participating
PDAMS for the NRW activities or EE activities). All final locations will then be approved by GOI.
• Partner commitment. The success of the SECO Partnership depends on engendering strong
partnerships with local and national institutions, and thus the SECO team will obtain formal
commitment letters from all respective organizations.
Exhibit 29 below summarizes the PY3 preparatory activities for the USAID-SECO Co-Funding
Partnership.
Exhibit 29: Priority Activities for Preparatory Phase

Arrange two office locations National & 2 offices arranged with fit-out. Feb – May 2019
(Jakarta and Surakarta) Regional
47
Procure Office equipment National & Office equipment for both offices initially Mar – Jul 2019
Regional borrowed and later purchased.
Arrange rental of 3 vehicles National & 3 vehicles rented and 7 motorcycles purchased Apr – Jun 2019
and 7 motorcycles Regional both offices.
Procure NRW and EE National & NRW / EE equipment for both offices initially Feb – Aug 2019
monitoring equipment Regional borrowed, and later purchased
Arrange staff recruitment National & 21 projects staff recruited, and teambuilding Feb – Jun 2019
and teambuilding events Regional completed; 7 junior engineers embedded in 7
PDAMs.
Finalize Assessment of target National & 7 locations assessed and approved by each LG, Mar – Apr
locations Regional GOI, SECO and USAID. 2019
Codify partner commitment National & Formal agreements and commitments obtained Feb – Apr 2019
Regional from 7 PDAMs and PEMDA
4.3 COMPONENT A: NON-REVENUE WATER

NRW is essentially water lost due to “commercial” reasons (such as inaccuracies in meter reading
and/or non-registered customers / consumption) as well as “technical” reasons (including leakages
within the network due to poor pipe quality or inappropriate installation). To help address these
challenges, the SECO Partnership team will undertake the following six tasks over next three years as
shown in Exhibit 30:
Exhibit 30: Summary Main tasks subcomponent 1: NRW reduction

Tasks Summary main activities
1) Foundational Series of technical training modules (classroom and fieldwork) covering existing
training NRW condition, areas with highest NRW losses, causes, and consequences, water
balance analysis, assessment, repair and/or replace bulk water meters and household
water meters; PDAM will setup a dedicated NRW team, office and local transport.
2) Equipment Procure two sets of measuring equipment (one per region). Assess partners
procurement and interested in receiving NRW equipment after Partnership completion and assist
testing selected partner(s) in developing a viable “business model” for the provision of NRW
reduction services.
3) Action planning Develop a multiyear NRW reduction action plan based on pre-feasibility study (FS)
and owner and water balance analysis for each PDAM with most cost-effective interventions. All
commitment action plans are reviewed for approval by PDAM managers and their LG owners.
4) Investment and Assist PDAM and LG to obtain financial support from local budget (APBD) and
budget planning / national budget (APBN), as well as the NUWSP program. Prepare readiness criteria
linkage to finance (FS, DED, etc.), background documentation, and relevant studies to obtain the
funding support.
5) Implementation (a) Reduce commercial losses through: replacement of household water meters,
of targeted locating and closing illegal connections, improvements in meter reading and
interventions billing, evaluate and stop un-realistic water consumption, SOP and recording;
(b) Address physical losses though: finding and closing physical leaks and pressure
management, installing bulk meters, district meter areas, leak detection
48
equipment, leak repair, pipe replacement, and the use of GIS to update network
maps and drawings.
6) Monitoring Conduct rigorous NRW reduction progress and result monitoring. Share results
progress and results through learning workshops with local, provincial, and national stakeholders to aid in
early detection and resolution of problems, quantify the impact of the NRW
investments and support advocacy efforts to PDAM managers and LG officials.
Exhibit 31 below summarizes the PY3 activities for SECO Component A.
Exhibit 31: PY3 priority activities for Component A (NRW Reduction)

NRW work plan National Detailed work plan for 6 PDAMs completed Mar - Apr
with feedback from SECO and counterparts 2019
Coordination meetings with National Conduct regular coordination meetings with Feb - Sep
GoI Ministries and key donors GOI Ministries and key donor agencies, 2019
especially on obtaining support from NUWSP.
Foundational training Regional 6 PDAM NRW teams established and Apr – May
introductory training for PDAMs completed 2019
NRW baseline data collection Regional Pre-FS and Initial water balance in 6 PDAMs May – Jul
(Pre-FS and initial water and reports completed 2019
balance)
Assessment of bulk water Regional Bulk Meters assessed, DED and cost estimate May – Aug
meters, repair and/or completed; Agreement with PDAM on 2019
replacement. procurement. Commencement of
procurement.
Assessment of household Regional Assessment completed through limited survey May – Aug
water meter accuracy on household water meter 2019
Agreement on NRW Action National & Multiyear NRW Action Plan completed; Aug – Sep
planning Regional Commitment obtained from PDAM and LG 2019
financing agreed from NUWSP
Implementation of NRW National & Implementation of NRW reduction programs From Sep
reduction interventions Regional started in 6 PDAMs 2019
4.4 COMPONENT B: ENERGY EFFICIENCY

Many water utilities in Indonesia—especially those heavily reliant on groundwater—spend a substantial
portion of their operating budgets on electricity costs (often greater than 30%). While some electricity
consumption will always be necessary, previous studies have shown that many utilities could cut their
operating costs by as much as 20% if they upgraded to more efficient systems or performed more
routine maintenance services. To help address these challenges, the SECO Partnership team will
undertake the following six tasks over next three years as shown in Exhibit 32.
Exhibit 32: Summary of main tasks for Component B (Improved Energy Efficiency)
1) Foundational Conduct Energy efficiency trainings (both classroom- and field-based) including water
training pumping and treatment systems, hydraulics, conducting energy audits (equipment,
49
specifications, historic patterns, maintenance records, etc.), development of technical
options, and conducting financial feasibility studies.
2) Equipment Procure two sets of measuring equipment (one per region). Assess partners
procurement and interested in receiving EE equipment after Partnership completion and assist selected
testing partner(s) in developing viable “business model” for the provision of NRW reduction
services.
3) Action planning Develop a multi-year EE action plan based on energy audit with most cost-effective
and owner interventions, including maintenance, upgrades or replacement to pumping system. All
commitment action plans are reviewed and approved by PDAM and their LG owners.
4) Investment and Assist PDAM and LG through discussions and meetings to obtain financial support,
budget planning / both from LG, GOI, and NUWSP. Prepare readiness criteria (audits, etc.),
linkage to finance background documentation and relevant studies to obtain the funding support.
5) Implementation Implement agreed action plan, with focus on improving pumping systems (following
of targeted energy audits and cost/benefit analyses). Support procurement and installation of a
interventions few sample pumps, as demonstration to PDAM and LG of financial benefits;
6) Monitoring Energy consumption monitoring system tracking fluctuations in KWH per square
progress and results meter of water pumped. Share results through learning workshops with stakeholders,
to quantify EE investments impacts and support advocacy to PDAM and LG officials
Exhibit 33 below summarizes the PY3 activities under Component B.
Exhibit 33: PY3 priority activities for Component B (Improved Energy Efficiency)

Energy Efficiency work plan National Detailed work plan for 4 PDAMs completed Mar – Apr
with feedback from SECO and counterparts 2019
Coordination meetings with National Conduct regular coordination meetings with Feb – Sep
GOI Ministries and key GoI Ministries and key donor agencies, 2019
donors especially on obtaining support from NUWSP
Foundational training Regional Introductory training for 4 PDAM completed Apr – May
Agreement on specific Partnership locations 2019
Energy consumption data Regional Initial energy audit conducted in 4 PDAM and May – Aug
collection reports completed, including initial field 2019
hydraulics and electrical measurements and EE
analysis
Agreement on EE Action National & Multiyear EE Action Plan completed; Aug – Sep
planning Regional Commitment obtained from PDAM; and LG 2019
Financing agreed from NUWSP
Implementation of NRW National & Implementation of EE reduction activities From Sept
reduction interventions Regional started in 4 PDAMs 2019
4.5 COMPONENT C: INSTITUIONAL STRENGTHENING

Sustained gains in PDAM performance to reduce NRW and bolster energy efficiency also depend on
improvements in other technical and non-technical functions. In close association with current USAID
IUWASH PLUS programming, capacity building will be provided through a combination of classroom
50
training, on-the-job (OTJ) training, and follow-up mentoring. In addition to PDAM staff, training will be
made available to PDAM management and supervisory board members. Training selection will be based
on a foundational needs assessment and training modules will be tailored to the requirements of each
PDAM. Training materials will be compiled from existing materials and then updated and modified to
address specific actual issues encountered. Expected topics to be addressed are shown in Exhibit 34
below:
Exhibit 34: Menu of Capacity Building topics
1) Introduction to water supply system development 6) Spatial / GIS mapping of network and customer
2) Operation and maintenance of key facilities 7) Water quality management & monitoring
3) Network evaluation and O&M 8) Financial Management / Analysis

4) System optimization 9) Human Resource Management
5) Feasibility Studies linked to Project finance 10) Customer Relation / Complaint handling
To help address these challenges, the SECO Partnership team will undertake the following six tasks
over the next three years.
Exhibit 35: Summary of Component C (Capacity Building) Tasks

1) CB preparation. Conduct detailed training needs assessment to develop a comprehensive capacity
building plan, covering all anticipated trainings, participants and schedules.
Identify a pool of local experts who can provide training support for each topic.
Collect relevant training materials from ministries and/or donor programs.
2) CB Year 1: 7 PDAMs selects five priority topics and selects suitable staff
implementation. Year 2: 7 PDAMs selects another five priority topics and selects suitable staff
During each training a pre-and post-test will be conducted to monitor results.
3) CB monitoring. The junior engineer, based in each PDAM, support implementation of performance
improvement action plans developed by training participants. Where needed,
additional “on-the-job” mentoring can take place by the team. Junior engineer will
document the impact and shared it through the quarterly reporting process.
4) Long-term use of The practical training materials, pool of trainers, use of measuring equipment and field
training material examples of NRW reduction and EE improvements are excellent perfect tools to be
used by others for training purposes, so all training materials will be made available to
relevant National stakeholders, especially “Centers of Excellence” managers.
Exhibit 36 below summarizes the PY3 activities under Component C.
Exhibit 36: PY3 priority activities for Component C (Capacity Building)

Conduct training needs Regional Training needs assessment completed for April – May
assessment for each PDAM and report shared with 7 PDAMs 2019
Develop capacity building plan Regional Capacity building plan developed and agreed April – May
for each PDAM with 7 PDAMs 2019
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Identify pool of training National Pool of trainers identified and contracted March – June
experts for first group of trainings 2019
Identify and collect training National Training materials collected from GoI March – July
material Ministries and other donors 2019
Development of training National Training Curriculum and syllabus developed May – Sept
syllabus and curriculum for first group of trainings 2019
Training implementation and Regional First training courses for staff from 7 PDAM From Sept
training monitoring started, including pre-and post-tests 2019
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5. LOCAL SUSTAINABILITY AND
INNOVATION COMPONENT (LSIC)
5.1. INTRODUCTION
The LSIC will provide an opportunity to push the boundaries of WASH programming in Indonesia
through the engagement of a diverse set of stakeholders in open innovation approaches that build local
capacity. With an established technology sector, a burgeoning maker movement, and a multitude of
academic institutions, Indonesia is fertile ground for home-grown solutions. LSIC will use a mix of
grants, subcontracts, special activities and in-kind mechanisms to incentivize Indonesia’s private sector
and universities to take risks, stimulate innovation, and deliver sustainable solutions to significant WASH
sector challenges, through:
• Grant prizes to entities that solve WASH challenges. These could involve partnerships
between city governments or PDAMs and private companies, NGOs, and/or universities that
address critical challenges in WASH.
• Subcontract awards that test sustainable WASH service models to expand access,
particularly to the urban poor. These subcontracts will support the preparation and piloting of
service models that are poor-inclusive and address key service gaps.
• Special activities/events for promoting LSIC or generating new ideas and approaches.
An activity or event will only be used in association with a broader LSIC initiative and in cases
where it is more appropriate for USAID IUWASH PLUS to implement it itself, rather than through
a third party. Examples of such activities or events include stakeholder engagement and capacity
building for WASH partners/stakeholders.
USAID IUWASH PLUS will mainly use three different approaches in presenting awards financed by the
LSIC, which are: calls for proposals, innovation challenges, and collaborative design processes. Awards
will address a critical challenge, have the potential for bold and replicable impact, and leverage
interest/investment by the public and/or private sectors. LSIC is also able to combine different
mechanisms –grant, subcontract, and special activities– in one program to maximize the impact, through
the umbrella concept note that shows the connection between one activity and mechanism to another.
5.2. PY3 LSIC ACTIVITIES

The LSIC is not a separate task or result, but a tool to provide targeted technical and capacity building
support, and to finance or co-finance partner activities designed to strengthen community, the private
sector and government WASH service provision. LSIC financed activities will contribute to, and be
based on, verifiable program indicators, demonstrate technical soundness among tasks and program
objectives, leverage non-project funds and resources, and encourage cost sharing from recipients to
promote replication of actions, ownership and sustainability. By design, LSIC activities also seek to
promote the participation and/or collaboration of local entities toward the achievement of the USAID
IUWASH PLUS targeted results. In addition to sourcing new innovations, LSIC activities may include
incentivizing the adoption or scaling-up of proven innovations that emerged from previous USAID
sector investments or during the USAID IUWASH PLUS implementation period.
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LSIC is a critical compliment to USAID IUWASH PLUS field activities. LSIC grants, subcontracts, and
events address important challenges by stimulating new ideas and creative approaches that lead toward
better solutions to reach the targeted populations with access to safely managed water supply and
sanitation. One examples of the complementarity of LSIC program is the open source hardware (OSH)
development for water pressure sensors wherein the PDAMs are directly involved in developing and
maintaining sensor devices. The activity has generated significant interest from PDAMs, as they see open
source hardware as an alternative, low-cost equipment option that can bring new efficiencies to PDAM
operations. Additional LSIC example include: the upgrading of septic tanks in Kota Medan and
Kabupaten Deli Serdang; the piloting of small-shared communal septic tank in a densely populated area
in Kota Magelang, and the engagement of a microfinance institution (KBMI) to conduct a desludging
program with its members (especially those who built new facilities using microfinance). Lastly, the
master meter program in Surabaya is another approach that not only helps the urban poor have safe
and sustainable water supply access, but also generates interest from private companies through CSR
partnerships to be part of solution to improve the quality of life of the urban poor.
In the PY1 and PY2, several activities were initiated and the implementation will be ongoing through
PY3. The focus of LSIC activities during PY3 will be on continuing the activities that were started in PY1
and PY2 and develop new activities. Exhibit 37 below provides a summary of PY3 activities associated
under the LSIC:
Exhibit 37: LSIC Support Main Programs in PY3
Program Location Output Timeline
Upgrading Septic Tank in Kota Medan Regional (North Technology and Oct. 2018 –
and Kab. Deli Serdang Sumatera) methodology for Sept. 2019
upgrading septic tanks
Septage management program for Regional (West Desludging services for Oct. 2018 –
Kopsyah BMI Java) Kopsyah BMI members May 2019
established and at least
500 members conduct
desludging in PY3
Spring Vulnerability Assessment (KKMA) National and Action Plan for addressing Oct. 2018 –
Capacity Development for Akatirta Regional (Central spring vulnerability and Sept. 2019
Java) capacity of Akatirta
developed
Development of sustainable Master Regional (East Java) At least 16 master meter Oct. 2018 –
Meter systems in Surabaya systems developed that Aug. 2019
provide safe water supply
access for at least 1,000
urban poor HHs
Construction of small (shared) Regional (Central Technology and Oct. 2018 –
communal septic tank in a densely Java) methodology for small May 2019
populated area in Kota Magelang (shared) communal septic
tank built in at least 18
kelurahan
Strengthening FORKALIM as National National Capacity and members of Oct. 2018 –
Association for Domestic Waste Water FORKALIM increased and Sept. 2019
Operators capacity of its members
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Program Location Output Timeline
improved through national
twinning
Development of PD PAL Jaya Marketing Regional (DKI Marketing strategy and Oct. 2018 –
Strategy and Action Plan Jakarta) action plan for PD PAL Apr. 2019
developed
Development of Marketing Strategy & National and Marketing strategy and Nov. 2018 –
Action Plan for Wastewater Operators Regional (WJ and action plan for 4 UPTDs May 2019
(UPTD PAL) EJ) developed
Capacity building for NRW Reduction & National and Methodology and manual Nov. 2018 –
Energy Efficiency Regional (NS, CJ, for NRW reduction and Sept. 2019
EJ, SSEI) Energy efficiency
developed and capacity of
Akatirta improved
Development of mechanism and capacity Regional (SSEI) Mechanism for safely Jan. – Sept.
for safely managed sanitation in Kota managed sanitation 2019
Ternate established and capacity of
UPTD improved
Partnership with private desludging National and Private desludging Jan. – Sept.
operator for scaling up regular desludging Regional (WJ, CJ, operators have 2019
services (LLTT) EJ, SSEI) partnership with 4 UPTDs
to scale up regular
desludging services
Refinement of Prototype on Water National and OSH prototype on water Dec. 2018 –
Pressure Sensor and Building PDAM’s Regional (WJ, NS, pressure sensor working Sept. 2019
Network on OSH CJ, EJ, SS) and can be scaled up;
PDAM network on OSH
established
Developing Creative Media for Learning National Series of videos learning Jan. – Sept.
and Behavior Change communication on WASH and creative 2019
Communication & BC
communication materials
developed
Develop recommendation for strategy to National Key recommendations to Dec. 2018 –
improve WASH access for the urban improve targeting of May 2019
poor WASH for the poor
program and
accountability mechanism
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6. GENDER MAINSTREAMING
During PY3 USAID IUWASH PLUS will build on the PY2 in-depth gender assessments and associated
achievements, including the implementation of the Gender Responsive Planning and Budgeting (PPRG)
assessment which provided insights into appropriate interventions for regencies with different needs
and issues. In addition, USAID IUWASH PLUS completed a gender and social inclusion strategy to
provide clear guidelines and direction for gender mainstreaming activities both internally and externally.
Taken together, this documentation served as the basis for the following primary gender activities of
PY3:
Develop and implement a gender action plan based on USAID IUWASH PLUS gender
strategy. Referring to the foundation built in PY1 and PY2, USAID IUWASH PLUS will utilize the
information gathered from the internal and external gender needs assessments conducted at the
community and institutional levels (and the resulting gender strategy) to formulate detailed gender
action plans in reach region. The gender action plans aim to strengthen the decision-making process for
men and women as well as increase the participation of women in program activities. At the community
level, the gender action plans will include the following specific activities:
• Participatory assessment and community based total sanitation (CBTS) triggering that help meet the
needs and demands of WASH services for vulnerable groups such as young women, fathers,
single/widowed, elderly and people with disabilities;
• Training on urban WASH promotion that promotes safely managed WASH, including safe access to
WASH facilities for B40 households that do not have their own toilet at home and rely on
communal facilities;
• Establishment of community-based organizations (CBOs) to manage communal WASH facilities,
ensuring that women and marginalized groups are well represented and are able to contribute to
decision-making;
• Training on operations and maintenance (O&M) for community-based organizations (CBO) of
communal water and sanitation facilities, emphasizing the shared responsibilities of men and women
to sustainable maintain the facilities;
• Promotional activities or campaigns on handwashing with soap that encourage male participation in
guiding handwashing practices within the family unit;
• Training on WASH business development for WASH entrepreneurs to increase capacity of female
entrepreneurs and support them to access social and business networks; and
• Socialization or promotional activities on WASH microfinance to make WASH facilities more
affordable for marginalized groups.
Follow up the results of PPRG in-depth assessment and formulate a guideline for PPRG
implementation. PPRG interventions will be carried out based on the different needs of each
city/district, including those that need to improve their governance performance index for inclusivity
and those that will serve as PPRG Centers of Excellence (CoE). PY3 activities will consider and continue
the progress and achievements resulted from interventions in PY1 and PY2. Below are several activities
included as the follow up of PPRG in-depth assessment:
• Advocacy and technical assistance to develop local regulations related to PPRG;

• Establish and strengthen gender mainstreaming institutions such as PPRG Driver Team, Gender
Working Groups, and Gender Focal Points;
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• Training and technical assistance to develop Gender Analysis Pathway (GAP) and Gender Budget
Statement (GBS) for PPRG Driver Team and WASH Local Government Agencies; and
• Training and technical assistance to integrate gender into planning documents such as RPJMD
(Regional Medium-Term Development Plan), Renstra (Strategic Plan), etc.
Conduct coordination and capacity building for USAID IUWASH PLUS Gender Working
Group (GWG). USAID IUWASH PLUS recognizes the importance of building the internal capacity of
its own staff on gender issues. In addition to conducting coordination between the established GWG,
USAID IUWASH PLUS will organize capacity building for GWG members so that they will be able to
implement and facilitate gender mainstreaming activities both at the community and institutional levels.
Since GWG members come from different backgrounds, capacity building activities will refer to the
gender and social inclusion strategy which had been formulated from the results of internal Gender Needs
Assessment.
Develop Information, Education and Communication (IEC) media or material on gender

as one of the approaches to target government and community. Introducing gender in the WASH
sector can be conducted through socialization, training, or other activities. IEC materials need to be
developed to support and positively influence this process. This activity is part of the pending activities
that were anticipated to be completed in PY 2, but will continue into PY 3. As part of gender awareness
raising activities, IEC materials will clearly refer to and align with the gender and social inclusion
strategy.
6.1. ALIGNMENT WITH USAID’S GENDER POLICIES

All gender related interventions in PY 3 will refer to USAID’s Gender Equality and Female
Empowerment Policy and other relevant documents. The alignment with USAID’s gender policies can
be described as follows:
• At the institutional level, USAID IUWASH PLUS will continue to support local government to
implement PPRG such as ensuring that planning and budgeting will be developed by considering
differences in needs, issues, barriers, and aspirations between different members of community to
close the gender gap. This is in alignment with one of USAID’s Gender Equality and Female
Empowerment Policy objectives that is to reduce gender disparities in access to, control over and
benefit from resources, wealth, opportunities and services –economic, social, political, and cultural.
• USAID IUWASH PLUS gender and social inclusion strategy provides guideline for all staff to
consider different needs and vulnerabilities of marginalized groups such as children, women,
disabled people, and low-income communities so that staff should be aware of the impacts of their
program interventions. This corresponds to USAID’s Gender Equality and Female Empowerment
Policy objectives that is to reduce gender-based violence (GBV) and mitigate its harmful effects on
individuals and communities.
• USAID IUWASH PLUS will promote women’s participation in WASH activities and women’s
leadership in WASH related associations/organizations in alignment with USAID’s Gender Equality
and Female Empowerment Policy objective, thereby increasing the capability of women and girls to
realize their rights, determine their life outcomes, and influence decision-making in households,
communities, and societies.
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6.2. PY3 GENDER ACTIVITIES
Exhibit 38: Gender Focal Activities for PY3

Develop and finalize gender action plan based National Gender action plan Oct. 2018–
on gender and social inclusion strategy developed and finalized Nov. 2018
Advocacy and technical assistance to support Regional Increased commitments and Nov. 2018–
LG to implement PPRG in cities/district level capacities to implement Oct. 2019
as follow up to PPRG in-depth assessment PPRG among LGs
which includes:
• Advocacy and technical assistance to
develop local regulations related to PPRG
• Training to develop GAP and GBS for
PPRG Driver Team and WASH Local
Government Agencies
• Training and technical assistance to
integrate gender into planning documents
(RPJMD, Renstra, etc.)
Coordination Meeting of USAID IUWASH National Similar perception among Nov. 2018 &
PLUS Gender Working Group (GWG) GWG members on USAID May 2019
IUWASH PLUS gender and
social inclusion strategy
Gender tailored training and implementation Regional Increased awareness and Nov. 2018 –
of gender action plans (incorporates specific improve decision making Sep. 2019
and relevant gender topics into technical process among community
WASH training): members about gender
• Urban WASH Promotion Training issues in various WASH
• Participatory Assessment and CBTS sector
Triggering
• Training on O&M for CBOs of communal
WASH facilities)
• Training on WASH Business
Development
Training of Trainers (ToT) on Gender National GWG and local gender Dec. 2018
Mainstreaming for GWG and local gender consultants are able to
consultants facilitate gender training in
local level
Development of IEC Materials on Gender to National IEC materials available to Nov 2018 –
Support Gender Capacity Building Activities support awareness raising Apr 2019
and capacity building
activities on gender
Development of lessons learned for Gender National Lessons learned for Gender Dec. 2018,
Mainstreaming Program Activities (as part of Mainstreaming Program Apr. 2019,
Most Significant Change/MSC process) Activities collected and Sep. 2019
developed
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7. REGIONAL LEVEL TECHNICAL
ACTIVITIES
7.1. NORTH SUMATRA
In North Sumatra, USAID IUWASH PLUS works in five cities/districts located in Medan city, Deli
Serdang district, Tebing Tinggi city, Pematang Siantar city and Sibolga city. In North Sumatra, the
activities set forth in this Project Year 3 work plan are prepared as the follow up of activities that were
started in PY2.
Based on the results of the FGD stakeholder analysis conducted at the beginning of the USAID
IUWASH PLUS, the city of Medan has a target of increasing water supply service from 2016 to 2021 by
11% as determined in the PDAM Tirtanadi business plan (from 74.0% to 85%). LG of Deli Serdang
district plans to increase 10% (set during the FGD), from 7.0% to 17%, while Tebing Tinggi city is 46%
(set during the FGD), from 54.0% to 100%. As stipulated in the RPJMD of LG of Pematang Siantar city,
the increased target for water supply is 16%, from 84% to 100%; and finally Sibolga city set a target to
increase by 19.3% as stipulated in the RPJMD, from 80.7% to 100%.
In the sanitation sector, the target of increasing sanitation access from 2016 to 2021 in USAID
IUWASH PLUS assisted cities is as follows: Medan has a target of 7% (set in the SSK) from 78% to 85%.
In Deli Serdang the target is increased by 27% as set in the SSK, from 60% to 87%, Tebing Tinggi 17%
(set at FGD), from 68% to 85%; Pematang Siantar 27% (stipulated in the RPJMD), from 60% to 87%; and
Sibolga 54.7% (specified in the EHRA Study), from 32.3% to 87%.
The target determination by the partners in the sanitation sector is likely to be biased because the initial
understanding of sanitation did not refer to the principle of safely managing sanitation. Therefore, the
standard definition of sanitation will be reviewed through the formulation of a number of regulations. In
PY3, a Mayor Regulation on STBM and Healthy City will be drafted in Deli Serdang, Tebing Tinggi,
Pematang Siantar, and Sibolga.
In PY3, the USAID IUWASH PLUS North Sumatra Region plans to accelerate the achievement of the
above targets by introducing the principle of independence and sustainability through the introduction
of Urban STBM in Medan, Deli Serdang, Pematang Siantar, and Sibolga. The introduction of participatory
assessment is expected to be replicated in 68 urban villages in Medan. This activity is the follow up of
the Urban WASH promotions initiated in PY2. The NSRO team will also conduct the introduction of
participatory monitoring and evaluation as an advocacy model for the bottom-up budgeting cycle in all
assisted cities and districts. To support the advocacy process, a citizen engagement mechanism model
will also be introduced, with the first phase beginning in Medan city. For sustainability, trainings will be
provided to strengthen the caretakers of KSM/KPP SPAM Komunal and IPAL Komunal in Deli Serdang,
Tebing Tinggi, Pematang Siantar, and Sibolga in managing the community-based WASH infrastructure
that had been built. The NSRO team will also provide assistance for the Pokja AMPL/PPAS in all assisted
in the planning. The NSRO team will assist the cities/districts in the work planning process.
In PY3, the establishment of a sanitation marketing strategy will be conducted through mapping and
development of WASH entrepreneurs in all assisted cities/districts, assistance and facilitation of
cooperation between the WASH entrepreneurs and MFIs in Medan, Deli Serdang, Tebing Tinggi, and
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Sibolga, as well as the beginning of WASH microfinance development in Deli Serdang. These activities
will be expected to reach the poor households to gain increased access to WASH services and at the
same time will encourage the self-reliance of community people to improve their WASH access.
The above mentioned capacity building process will be integrated with a number of budget advocacy
programs, such as the PDAM business plan review in all assisted areas, assistance in the preparation of
B2B cooperation between PDAMs in Deli Serdang and Tebing Tinggi, mobilizing CSR potential for the
WASH sector in Medan and Tebing Tinggi, as well as assisting the budgeting process through
participatory monitoring and evaluation and review of the 5-year WASH program for all assisted
cities/districts to increase budgeting in the WASH sector. These capacity building activities will help the
LG partners to be able to have better planning using their own resources as well as being able to
implement their program activities.
The development and strengthening of water supply and sanitation management systems will be carried
out through sanitation planning assistance in Medan, Deli Serdang and Sibolga; assistance in the LLTT
implementation in Medan, Deli Serdang, Pematang Siantar and Sibolga; development of spatial and GIS
data in PDAMs in Deli Serdang and Tebing Tinggi; and strengthening the management of PDAM
information system in Deli Serdang.
All key programs of USAID IUWASH PLUS in the North Sumatra region in PY3 are expected to
converge on a number of activities that can improve access to water supply and sanitation. The NSRO
team will provide assistance in the water supply grants program funded by APBN for approximately
6,000 SR in B40 areas throughout the assisted cities/districts and assistance in the water supply grants
program through CSR with a master meter model in Medan. USAID IUWASH PLUS has initial
engagement with the Coca-Cola Foundation Indonesia to support this program even though the
estimation of number of house connections is not assessed yet. All these activities are expected to
contribute to the achievement of the NSRO HR1 target in PY3, which is about 38,250 households that
have access to clean water (23,170 are B40 people). For the sanitation sector, the NSRO team will
provide assistance in the sanitation grants program in Medan, Deli Serdang, Pematang Siantar, and
Sibolga. This program is expected to contribute to the achievement of B40 households to receive
access to basic or shared sanitation services. Other sanitation key programs are the revitalization of
sanitation facilities in Tebing Tinggi; and the implementation of LLTT in Medan. Overall, all these
activities are expected to contribute to the achievement of the NSRO HR2 and C1a targets in PY3,
which are 52,545 people and 11,995 people respectively.
The North Sumatra target toward AMEP Results and the organizational chart can be seen respectively
in Annex 2 and 3.
7.2. WEST JAVA, DKI JAKARTA, TANGERANG

The local governments of Bekasi city, Bogor city, Bogor district, Depok city, Karawang district in West
Java province, Tangerang district in Banten province and DKI Jakarta province are very pleased with the
assistance provided by USAID IUWASH PLUS in the WASH sector as to expedite the respective
Universal Access targets for 2019 and the preparation to achieve the Sustainable Development Goals in
2030. The above-mentioned local governments implement projects in the sanitation and water sectors
funded either through local (APBD) and national (APBN, SANIMAS, PAMSIMAS, DAK etc.) budget.
However, most of the projects relate to infrastructure development are missing the “software”
activities to sustain the programs. USAID IUWASH PLUS work plan PY3 for West Java, DKI Jakarta and
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Tangerang (WJDT) is developed to assist programs to improve household WASH services; strengthen
city WASH institutional performance; strengthen the WASH financing environment; and advance
national WASH advocacy, coordination and communication to assure the sustainability of the
government programs.
In the water sector, USAID IUWASH PLUS is assisting the PDAMs in Bekasi city, Depok city, and
Karawang district with the assessment and development of GIS system. USAID IUWASH PLUS installs
the water pressure prototype as an open source hardware and the dashboard to control pressure in
the water distribution system to ease the management of water distribution to customers. With the
local communities that do not have water connection, USAID IUWASH PLUS is assisting the
communities with analysis, planning and design of communal water systems for a number of households
in Bekasi city. To promote the water idle capacity, USAID IUWASH PLUS assists in the collaboration of
microfinance institutions (MFIs) to help increase the number of water connections to the low income
communities in Tangerang district, Bekasi and Bogor cities. USAID IUWASH PLUS also assists PDAM of
Bogor district with the spring vulnerability assessment and action plan (KKMA) to sustain raw water
capacity.
In the sanitation sector, USAID IUWASH PLUS provides innovative and sustainable assistance to PD.
PAL Jaya in DKI Jakarta with sanitation marketing strategy programs and to Kopsyah Benteng Mikro
Indonesia (BMI) in the safely managed sanitation process in Tangerang district, and the socialization on
LLTT process in Tangerang district, Depok and Bogor cities with the purpose to obtain LLTT
customers. As the local government is constructing waste water treatment plants (IPAL), USAID
IUWASH PLUS is assisting with the training of KPP members in the operations and maintenance of the
system. The Tangerang district government plans to develop 2 IPLTs, and USAID IUWASH PLUS is
helping with the development of its masterplan.
In addition, USAID IUWASH PLUS collaborates with the local governments in the partner
cities/districts and other programs funded by the GOI, such as Kotaku, Sanimas, Pamsimas, IDB and
other donors in the WASH sector.
All activities are monitored and evaluated using the Activity Monitoring and Evaluation plan (AMEP)
developed by USAID IUWASH PLUS to report on the progress made towards the achievement of its
target results.
The West Java, DKI Jakarta, Tangerang target toward AMEP Results and the organizational chart can be
seen respectively in Annex 2 and 3.
7.3. CENTRAL JAVA

USAID IUWASH PLUS Central Java Region works in five cities/districts, namely Surakarta city, Salatiga
city, Magelang city, Magelang district, and Sukoharjo district. In PY3, Central Java has to catch up the
underachieved outcome targets that occurred due to the large number of activities carried out during
the initial phase in PY1 and early PY2. Therefore, in PY3, Central Java has to hasten its progress of
outcome (HR1 & HR2) achievement by collaborating with WASH development programs conducted by
the relevant OPDs and supporting WASH facility construction under cooperation with KOTAKU
program. For the constructed facility sustainability, the project prepares the community members by
assisting them to form a caretaker group and build their capacity to operate and maintain the facilities.
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USAID IUWASH PLUS will continue to facilitate the implementation of community action plans (RKM)
and develop a participatory monitoring and evaluation mechanism in hotspot areas. This activity aims to
reach more poor households to increase their access to WASH facilities. USAID IUWASH PLUS will
also provide capacity building for water supply marketing to support the Water Grant Program in urban
areas, mainly in Surakarta and Magelang cities and Sukoharjo district. Additional capacity building
activities will be in sanitation marketing for sanitation facilities operators. This year USAID IUWASH
PLUS will initiate the Citizen Engagement Mechanism (CEM) development in Magelang city and
Sukoharjo district.
In general, water supply challenges in PY3 are similar to those in PY2, such as the PDAMs run out of
idle capacity and have limited raw water sources as experienced by PDAMs of Salatiga, Magelang, and
Surakarta cities. To overcome these challenges, Central Java plans to continue the activity of spring
vulnerability assessment for spring water protection (KKMA) that was started in PY2. PDAM Kota
Surakarta will start the operation of water treatment plant (IPA) Semanggi with a production capacity of
300 lps in December 2018, and will address the escalating water production issue in Surakarta. This will
push the achievements of PDAM new connections that will contribute to the High Level Result 1 (HR1).
To improve the PDAM Index, USAID IUWASH PLUS will support implementation of the NRW
reduction program (Initial/WB 0, DED & Cost Est Water Meter Production, Replace/Install, WB 1,
Reduce Commercial Losses, WB 2, Procure Water Meter Customer, SOP for NRW Commercial,
Improve Customer Data/Billing if necessary) for the PDAMs in Surakarta city, Magelang city, Magelang
district, and Sukoharjo district. Before implementing the NRW program, GIS program will be developed
in PDAMs of Sukoharjo and Magelang districts.
The fact that many IPLTs are not optimally functioning has become a common challenge to access safely
managed sanitation. Moreover, Magelang district does not have IPLT. Thus, USAID IUWASH PLUS in
the Central Java region is developing programs to optimize IPLTs in Surakarta, Magelang, Salatiga cities
and Sukoharjo district as well as create IPLT DED for Magelang district. IPLT operator readiness is also
a highlighted issue.
Magelang district does not have UPTD PALD. To overcome this problem, USAID IUWASH PLUS
Central Java is developing programs to establish UPTD PALD in Magelang district as well as revitalize
and build capacity of the organizations managing domestic wastewater in Magelang city, Salatiga city, and
Sukoharjo district.
Beside issues, challenges and key activities to overcome those issues mentioned above, other key
activities in Central Java Region are:
• Energy Efficiency program in PDAM Kabupaten Sukoharjo in which the audit was done in PY2 and
will be followed by implementation through several budget schemes.
• Assisting the finalization of Business Plan development of PDAM Magelang City and Sukoharjo city.
• Development of SPAM regional (WOSOSUKA) with 300 lps through B2B scheme.
• Assisting the Microfinance program on PDAM water connection through an MoU between PD BPR
Bank Magelang and PDAM Bank Magelang, and the Microfinance program on Sanitation through
MoU between PD BPR Bank Magelang and the Housing and Settlements Office of Magelang City.
• Promoting and preparing community members and institutions for direct connections (for master
meter and SPAM Komunal) in Surakarta city.
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• Construction of 20 communal IPAL for 160 households and will work with LG to replicate the
innovation. This program targets increased access for the poor households in Magelang city.
• Continue to conduct Urban WASH promotion that is linked to the implementation of Urban STBM
in all assisted cities to contribute to the achievement of increased poor people with basic/shared
sanitation facilities.
• Strengthening UPTD PALD institution / sanitation operators, which includes training SOP, Technical
desludging operation, Operation & Maintenance of IPLT, and finance.
• Training KSM management for communal water supply system (SPAM Komunal), and similar training
for KSM Sanitation System (SPALDS & SPALDT) in all cities.
• Advocating SPALDT desludging services for KSM members; will be followed by participants around
70 KSM from 5 cities.
• Development of Mayor/ Head of District Regulation on domestic wastewater management of
Magelang City and Magelang District.
• Development of Head of District Regulation on UPTD PALD establishment of Magelang District.
• Capacity building on CSR partnership with governance in the WASH sector of Sukoharjo and
Magelang District.
During this PY3, USAID IUWASH PLUS Central Java plans to add two supported districts. Among the
long list of potential districts, the short-listed five cities in Central Java are as follows:
1. Kebumen district
2. Purworejo district
3. Wonosobo district
4. Klaten district
5. Sragen district
These five districts have fulfilled the minimum requirements for achieving safely managed water and
sanitation. For example, the PDAMs should have idle capacity or potential water sources, have a healthy
financial position, the districts have IPLTs and have institutions managing domestic wastewater, and their
sanitation coverage is less than 100%. The requirements are determined by considering that the project
will only run for a further three years.
The project will consult with BAPPEDA of Central Java province and relevant ministries to select
districts that will be prioritized to receive a visit from Bappeda and government leaders to assess the
districts’ interests and commitment to the program.
The Central Java target toward AMEP Results and the organizational chart can be seen respectively in
Annex 2 and 3.
7.4. EAST JAVA

The total area of East Java Province is approximately 47,800 km2 with a total population of
approximately 39,292,972 people (Source: BPS of East Java Province, 2017), consisting of 38
cities/districts. In the East Java Region, USAID IUWASH PLUS works in seven cities/districts, namely the
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cities of Surabaya, Malang and Probolinggo and the districts of Sidoarjo, Gresik, Probolinggo and
Lumajang.
In East Java, the activities set forth in this Project Year 3 workplan are prepared as the follow up of
activities that were started in PY2 where the system for Domestic Waste Water Management in all the
Local Governments is still in the preparation stage. The target of USAID IUWASH PLUS facilitation in
the sanitation sector is increasing access to sanitation facilities and “Safely Managed Sanitation”, so the
system for Domestic Waste Water Management should be developed. In the water supply sector, even
though the PDAM in all 7 cities/districts are in ‘healthy’ condition, the PDAM Index still needs to be
improved, except in Surabaya and Malang City. So, beside facilitation to increase access to water supply,
USAID IUWASH PLUS will also facilitate to increase the PDAM Index.
At the community level, USAID IUWASH PLUS will continue to facilitate the participatory assessment
and preparation of RKM (Community Action Plan) in some communities and continue the
implementation of RKM and participatory monitoring and evaluation in hotspot areas. USAID IUWASH
PLUS continues to work closely with KOTAKU, SANIMAS, DAK and LG programs to increased access
to basic or shared sanitation facilities in the hotspot areas as well as in other potential poor areas. This
work aimed to reach the poor for increased access to improved sanitation services. USAID IUWASH
PLUS will also provide capacity building for water supply marketing to support the Water Grant
Program in urban areas and sanitation marketing for LLTT operators. These activities aim to support
the achievement of the target for increased access of the poor to WASH services (31,885 people for
water supply access and 15,150 people for basic/shared sanitation access). In PY3, USAID IUWASH
PLUS will start to develop the Citizen Engagement Mechanism (CEM) in the districts of Sidoarjo, Gresik,
Probolinggo and the city of Malang.
The Water Supply Sector will focus on review and development of PDAM Business Plan in the districts
of Probolinggo and Lumajang and in the city of Malang. In PDAM Surabaya, USAID IUWASH PLUS will
facilitate the preparation of a Performance Based Contract for the NRW Reduction program. Some of
the PDAMs need facilitation for preparation of SOP on Customer Relations, Production and
Distribution divisions, namely Sidoarjo District and Probolinggo City. The facilitation for the NRW
Reduction Program will include PDAM Probolinggo and Lumajang District.
In order to minimize the dependence on raw water sources from other local governments, USAID
IUWASH PLUS will support PDAM Malang City in the preparation of a feasibility study for a new water
treatment plant with a capacity of 1,000 lps.
This year USAID IUWASH PLUS will continue to facilitate PDAM Kabupaten Gresik in finalization of
the financial close of B2B scheme for its new treatment plant with production capacity of 1,000 L/sec
targeting 40,000 new house connections up to year 2021; facilitating the preparation of Regulation for
Local Budget Capital Investment (PMD) for PDAM Gresik in order to support the development of
distribution piping network related to Umbulan Project with capacity of 1,000 L/sec and for PDAM
Sidoarjo with capacity of 1,200 lps.
In order to reach the poor communities to receive increased access to safe water facility, USAID
IUWASH PLUS supports marketing activities for Water Grant Program in Kabupaten Lumajang with a
target of 1,680 new house connections. Further support for increasing access of poor households to
safe water supply will be provided to PDAM Surabaya through the development of the Master Meter
Program. The program is implemented through a partnership with the CSR program of several private
partners such as Pundi Amal SCTV/Peduli Kasih Indosiar, Laneige and Coca-Cola Foundation Indonesia.
64
This partnership expects to connect 1,200 poor households in 10 neighborhoods in Surabaya city.
Another master meter program is continued to be supported in Bligo-Sidoarjo.
For the Sanitation Sector, USAID IUWASH PLUS focuses on institutional and financial strengthening of
sanitation sector/operators, as it is a crucial part in safely managed sanitation. The activities include, but
are not limited to, preparation of Roadmap, facilitation of tariff calculation, SOP review, capacity building
for UPTD, advocacy on LLTT (Sidoarjo, Gresik and Lumajang district), capacity building for desludging
service enterprises and collaboration with UPT PAL, promotion strategy of LLTT/LLTTT for domestic
wastewater operators and training Apps for Septic Tank and developing MIS for UPT PAL in Surabaya
and Malang cities and the districts of Sidoarjo, Gresik and Lumajang. USAID IUWASH PLUS will provide
the LSIC program for the sludge thickening unit to treat some communal septic tanks/domestic waste
treatment plants in remote areas. The priority of developing the LLTT is for the districts of Sidoarjo,
Gresik and Lumajang. All of the activities above will be supported with related regulations and
alternative financing.
The East Java target toward AMEP Results and the organizational chart can be seen respectively in
Annex 2 and 3.
7.5. SOUTH SULAWESI AND EASTERN INDONESIA

In the South Sulawesi and Eastern Indonesia (SSEI) region, USAID IUWASH PLUS works in three cities
and five districts of four provinces, namely Makassar city and Bulukumba, Barru, and Bantaeng districts
in South Sulawesi province; Central Maluku district in Maluku province; Ternate city in North Maluku
province; and Jayapura city and Jayapura district in Papua province. This region covers the largest area
with a total surface area of approximately 138,949 km2 and a combined population of approximately
4,850,115.
Implementation of the USAID IUWASH PLUS program in SSEI region during PY2 period in
collaboration with Provincial and City/District Government saw completion of several important
project component activities to guide the implementation in PY3. Those completed activities include a
series of community entry activities; WASH promotor training; engaging CSR support for WASH
programming; signing of MOU with South Sulawesi province; signing of MOU with KOTAKU; signing of
the business plan for PDAM and approval of the regulation of LG capital participation for PDAM (Perda
Penyertaan Modal Pemerintah). Other activities included support to the water and sanitation operators
for better operation, such as GIS assistance to PDAM and MIS upgrading for UPTD PAL
Based on 2016 Local Government data in SSEI region, the water supply coverage ranged between
21.68% (Jayapura district) to 71.51% (Makassar city) and for sanitation coverage ranged between 13.5%
(Jayapura district) to 98.7% (Makassar city). The budget allocation to these sectors ranged from 0.37%
to 1.58%. USAID IUWASH PLUS is focused on supporting the local governments in allocating more
budget for the WASH sector, and assisting the service providers and community in water and sanitation
construction. Following on from this, USAID IUWASH PLUS also facilitated WASH related local
regulations.
In the Activities of the PY3 period, USAID IUWASH PLUS is focusing on filling the gap and increasing
access to WASH in SSEI. Key activities for PY3 in water supply sector are review of PDAM Index in 7
PDAMs, support NRW program for PDAM Makassar, survey for water consumption in PDAM Barru
district and Ternate city to review PDAM commercial loses and conduct energy efficiency audit in
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PDAM Ternate city to increase PDAM performance and ensure optimum service of each PDAM. Other
support includes facilitating production of a KKMA document for government as a reference for
implementing the improvement of water source for PDAM, to assist in business plan development for
Bulukumba and Central Maluku districts, and to support the water supply facility construction by the
Public Works department. In order to reach the poor households to gain access to safe water supply
facility, USAID IUWASH PLUS will mainly support the Water Supply Grant Program in Makassar,
Bantaeng, Ternate, Jayapura city and districts. The USAID IUWASH PLUS team will continue to work
closely with KOTAKU Program to reach the poor households. The targeted result from these activities
in this period is 33,175 people who will receive improved water supply services quality, including 28,140
people from B40 communities.
In the Sanitation sector, activities to be implemented are review of the sanitation index in 8
cities/districts, support Tariff calculation for desludging program for UPTD PAL, support development
of sanitation roadmap, SOPs, etc., technical training for stakeholders and community, support the
development of MIS program, and capacity building for UPTD PAL, KPP and community. These activities
will result in 31,500 people gaining access to safely managed sanitation services.
To support both the water and sanitation sectors, USAID IUWASH PLUS will support the
establishment of wastewater operators/UPTDs in Barru, Central Maluku and Jayapura district,
preparation of Perda/Perkada on wastewater management in Barru, Bulukumba, Jayapura and Bantaeng
districts, preparation of Perda/Perkada on wastewater tariff in Jayapura district, and on PDAM capital
share in Bantaeng district, as well as advocacy of WASH program listed in RPJMD/RENSTRA/RENJA/
RKA through POKJA AMPL (collaboration between provincial and city/district governments).
At the community level, various activities will be conducted such as facilitating the community to
implement an action plan in selected locations, and assisting community to conduct participatory
monitoring and evaluation. These activities aim to leverage more support from local authority and
mobilize local resources including the village funds to support the increased access to WASH facilities,
as well as collaborating with and supporting KOTAKU and DAK of LG program by supporting the
capacity building activities for KSM/KPP of IPAL communal system that will lead to 1,360 houses to have
access to sanitation services. Other activities involve developing market segmentation at targeted
locations, strengthening WASH product-services network, implementing CEM, conducting capacity
building activities for different stakeholders and developing and publishing tools / materials
communication and promotion of urban STBM such as promotion tools for safely managed sanitation,
graffiti on the wall, banner promotion, sticker (Stop BABS, CTPS, PAMRT), etc. These activities will lead
to 15,030 people from B40 communities gaining access to basic or shared sanitation services.
The South Sulawesi and Eastern Indonesia target toward AMEP Results and the organizational chart can
be seen respectively in Annex 2 and 3.
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8. PROJECT MANAGEMENT
8.1 INTRODUCTION
Project management for USAID IUWASH PLUS—as with any large, five-year undertaking—is complex
and critically important to the smooth and effective operation of the project. This section covers the
approaches and tasks to be undertaken in various aspects of USAID IUWASH PLUS management during
the first project year. In this section, we cover the areas of general project management and reporting.
8.2 GENERAL PROJECT MANAGEMENT

USAID IUWASH PLUS strives to maintain a high standard of project implementation utilizing an
organizational structure that fosters integration and coordination across technical components. The
general approach to project management is based on a clear understanding of the project’s targeted
High-Level Results and outcomes, the establishment of lines of authority among team members that
respond to these results and outcomes, and the maintenance of fully compliant yet highly supportive
project planning, coordination, financial and administrative systems. Organizational charts for the
project’s national and regional offices are provided in Annex 3, and the following sections provide
additional detail on the organizational structure at the national and regional levels.
Notably, the IUWASH PLUS organizational structure was modified and expanded in March 2019 with
the addition of the SECO Co-Funding Partnership and the expanded scope of work. While the funding
stream may be distinct, IUWASH PLUS continues to be managed as a single, integrated team. Toward
that end, SECO-funded staff are seamlessly incorporated under the current IUWASH PLUS
organizational structure, reporting to IUWASH PLUS senior managers to achieve the new targets. As
depicted in the organizational chart in Annex 3 for example, the SECO-funded Partnership Coordinator
will report directly to the IUWASH PLUS Chief of Party, Mr. William Parente, thereby ensuring the
overall alignment of the SECO-funded activities with the IUWASH PLUS Project as a whole.
8.2.1. National Office
As the center of the program management activities, the Jakarta “National” office continues to serve as
USAID IUWASH PLUS headquarters, which manages relationships and reporting to USAID and central
government counterparts. The Jakarta Office also serves as the base for the Project’s designated key
personnel, senior technical specialists, and lead finance and administrative personnel; all of whom work
closely with the project’s regional teams. The team at the national office continues to play the following
roles:
• Provide overall strategic direction and technical leadership, ensuring technical coherence and
maximizing cooperation across all technical components
• Oversee national engagement with central GOI stakeholders such as BAPPENAS, the Ministry of
Public Works and Housing, the Ministry of Health, other donors and other stakeholders
• Communicate, coordinate and serve as a liaison with USAID, the GOI, other donors and other
stakeholders
• Coordinate with other WASH projects and initiatives
67
• Provide technical support, guidance and resources to the regional offices
• Ensure that all offices apply common standards and approaches in project activities
• Disseminate success stories, best practices, lessons learned, and innovations
• Monitor and evaluate project performance
• Manage the LSIC
• Coordinate all the project sub-contractors to contribute their expertise on supporting the project
implementation
• Oversee USAID IUWASH PLUS administration and finances, ensuring that DAI and USAID
compliance policies and procedures and implemented and adhered to in a uniform manner across all
offices.
8.2.2. Regional Offices
The project activities at field level are coordinated under the management of USAID IUWASH PLUS
Regional Offices. The regional offices are located in Medan (covering North Sumatra), Jakarta (covering
WJDT), Surakarta (covering Central Java), Surabaya (covering East Java), and Makassar. These offices are
the “heart” of the project implementation that serve as primary implementation centers for all
assistance provided to the local level. The teams from each Regional Office work directly day-to-day
with the local partners at city/district and provincial levels. The Regional offices are led by Regional
Managers who guide technical teams and are responsible for day-to-day activity implementation and
direct interface with provincial and local government partners. Regional offices are likewise staffed with
senior specialists in each area of programmatic involvement (water supply, sanitation, behavior change
and marketing, finance, and governance), as well as a full complement of finance, administrative, M&E,
and logistical support personnel. Importantly, USAID IUWASH PLUS also boasts a network of “WASH
Facilitators” whose work is overseen and supported by the regional offices. WASH Facilitators are
embedded within each partner LG and serve in both coordinating local activities and ensuring strong
communications and coordination with the program’s regional and national offices. As the key message
of this year program, USAID IUWASH PLUS will strengthen and balance the linkage between
community-based and institutional-based activities, and boost the achievement of the project this year.
Having this arrangement requires strong teamwork at regional level, as well as linkage with the regional
and national teams.
USAID IUWASH PLUS will also modify and expand the footprint of its West Java and Central Java
Offices mid-PY3 to accommodate the SECO Co-Funding Partnership and the expanded scope of work.
More specifically, the Project will rent additional office space in Bank Mayapada to house the SECO-
Funded national and West Java staff. In addition, the Central Java Office will be moderately reconfigured
in order to provide adequate space for the SECO regional team.
8.2.3. Matrix Management
In this third year of the program implementation, USAID IUWASH PLUS will continue to apply and
adopt a “Matrix Management” structure to have better project management due to the technical and
geographical complexities of program implementation. This matrix presents the mechanism on staff
reporting, supervision and support. More specifically, all the USAID IUWASH PLUS staff have both a
primary supervisor based on geography as well as a secondary supervisor based on technical or
operational function. For example, a senior urban sanitation specialist in a regional office reports first to
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the Regional Manager with secondary reporting to the national urban sanitation coordinator in Jakarta.
Similarly, a regional accountant reports directly to the Regional Manager with secondary oversight
provided by the Finance Officer in Jakarta. Not only does such a structure provide for improved
oversight of staff, but more importantly, it also promotes strong communication between the national
and regional levels. This arrangement continues to support the key message for strengthening and
balancing of the community-based and institutional-based activities this year.
With the commencement of the SECO-Funded Partnership in mid-PY3, IUWASH PLUS will adjust the
matrix management structure to accommodate the growing program while still adhering to the existing
blend of technical and geographic accountability. Non-Revenue Water Specialists supporting the
selected local government water utilities in Central Java will, for example, be based in the IUWASH
PLUS regional office in Kota Surakarta, regularly interfacing with other IUWASH PLUS water supply
specialists working in the same region. Similarly, the SECO Regional Coordinator for Central Java will
report field activity progress to both the IUWASH PLUS Regional Manager as well as the SECO
National Partnership Manager in Jakarta, thereby facilitating vertical collaboration within the team.
The updated Matrix Management chart for USAID IUWASH PLUS is provided in Annex 4.
8.2.4. Relationship between the Project and DAI Home Office
During PY2, USAID IUWASH PLUS received significant support from the DAI Home Office team. In
PY3, DAI’s home office will continue to provide support to the USAID IUWASH PLUS in a variety of
ways, including providing technical oversight, responding to USAID requests for contractual
information, issuing accurate invoices and other financial statements, assisting with recruitment, and
mobilizing short- and long-term personnel. Various services are provided, such as through a Senior
Project Manager supported by a Project Associate. The Senior Project Manager provides overall
technical support to USAID IUWASH PLUS and serves as the COP’s day-to-day point of contact in the
DAI home office. The home office team organizes quarterly project reviews with senior staff to discuss
and resolve management and technical issues or respond to requests for information. They also
coordinate home office support (including Finance, Contracts, Procurement, Information and
Management Technology, Human Resources, etc.) to ensure that the project has the support and
resources needed to manage USAID IUWASH PLUS and meet or exceed USAID expectations.
Approximately twice a year, the home office also holds a client satisfaction meeting with the TOCOR
to ensure that any issues are being properly identified and addressed.
8.2.5. Internal Coordination within the USAID IUWASH PLUS Team
The internal coordination with the USAID IUWASH PLUS Team is a key project management activity.
The coordination will be conducted through various ways at regional and national level. The internal
coordination also aims to:
• Promote inter-regional exchanges among staff to review programmatic progress, challenges, and
best practices—and quickly integrate lessons learned from one region into Project plans and
activities in others.
• Make greater use of web-based video calling and conferencing capacity to not only better manage
specific issues and decrease travel costs, but also facilitate open communication, adaptive
management, and team cohesion across its many work locations.
Several activities planned to support internal coordination are as follows:
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• Regular quarterly coordination and planning meeting with the Regional Managers
• Regular monthly meeting at regional level, except for South Sulawesi/Eastern Indonesia Region
which will be implemented bi-monthly due to geographic and topographic challenges
• Regular Monday Meeting among the senior managers in national and regional teams
• Regular bi-weekly meeting with USAID Indonesia team
• Ad-hoc technical team coordination meeting as required, depending on the issues raised
8.2.6. Coordination with the USAID IUWASH PLUS TCA and Technical Team at
National Level
As part of the project management, the coordination with the key partners at national level is a key for
establishment of project sustainability. The strong coordination will not only support the USAID
IUWASH PLUS team to achieve the High-Level Results and other outcomes but will also help for
smooth implementation of the project activities. The National key partners for USAID IUWASH PLUS
are led by the Technical Counterpart Agency/BAPPENAS and supported by a Technical Team that
consists of several directorates under the Ministry of Public Works and Housing and the Ministry of
Health. Under the Ministry of Public Works and Housing, USAID IUWASH PLUS works with the
Directorate of Water Supply Development, the Directorate of Environmental Sanitation and BPPSPAM
(Agency for Improving the Implementation of Drinking Water Supply System). Under the Ministry of
Heath, USAID IUWASH PLUS works closely with the Directorate of Environmental Health. USAID
IUWASH PLUS and TCA have developed a calendar of coordination activities that consist of several
regular activities as follows:
• Quarterly Technical Team Meeting. This meeting aims to share the progress of the program
implementation at field level, including the problems faced and challenges raised of the program
implementation. In this meeting, USAID IUWASH PLUS seeks inputs from TCA and the Technical
Team and coordinate the synchronization between USAID IUWASH PLUS and ministries’ program
activities. This effort is expected to develop the foundation for future legacy of USAID IUWASH
PLUS.
• Monitoring and Evaluation Visit, three times a year. Understanding of the real implementation is
important for the national key partners to bring the best practices and lessons for improvement of
the WASH sector program. Besides that, the Monitoring and Evaluation visit by the TCA and
Technical Team will also be aimed to support the local partners to solve their problems and
motivate the local partners to continue making progress on the improvement of the WASH sector.
It also stimulates receiving more support to the local government program by the national partners.
• Echelon 2 Coordination Meeting, two times a year. This meeting aims to strengthen coordination
and seek more support for the implementation of the USAID IUWASH PLUS project. The topics
discussed in this meeting focus on the strategic efforts and whether to agree on some
improvements and innovations or implement more integrated support among the national
stakeholders on WASH sector improvement. This meeting also aims to approve several project
mechanisms, such as providing approval to the USAID IUWASH PLUS Annual Work plan and
Report.
• Consultation of Work plan Development. This meeting is more technical meeting. The meeting will
be conducted together in one meeting involve TCA and all Technical Team members or in a
separate meeting with each Technical team member and TCA.
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• BAST Report: USAID Indonesia has provided BAST report to GOI for USAID IUWASH PLUS
project for 2016 and 2017 program implementation. Under this work plan, USAID IUWASH PLUS
team will provide support to USAID Indonesia to prepare the 2018 BAST report. In this report, the
USAID IUWASH PLUS Team seeks supporting letters from LG partners and national key partners
who have received technical assistance from USAID IUWASH PLUS during the year of 2018.
A detailed calendar of activities with TCA and Technical Team meeting can be seen in Exhibit 39 below.
Exhibit 39: Calendar of Activities with TCA and Technical Team Meeting
In addition to the aforementioned government counterparts, USAID IUWASH PLUS also anticipates
that SECO representatives will join the TEC meetings following the contract modification in mid PY3.
SECO involvement in the meetings will improve coordination, providing SECO officials an opportunity
to hear directly from government counterparts.
8.2.7. Planned General Project Management Activities
While the above sets forth the overall structure of how USAID IUWASH PLUS is organized and
managed, there are several critical general management tasks that will be undertaken in PY3 to ensure
on-going and smooth operations. These are summarized in the following table:
Exhibit 40: Project Management Main Programs for PY3
Activities Output Timeline
Develop and submit Project Year 3 PY3 Work Plan submitted and approved by Sep – Dec 2018
Work Plan USAID and Tim Teknis
Conduct training for all staff in Business Establish improved understanding of appropriate Ongoing, once
Ethics, Anti-Discrimination and Security business behaviors and protocols every year
Management
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Activities Output Timeline
Conduct on-the job training for Technical employees in all offices have improved Nov 18 – Mar 19
technical staff from all offices in ability to implement trainings, workshops and
facilitation techniques other learning events.
Refresher training on USAID IUWASH Project TAMIS is tailored to meet IUWASH Jan 19 (on-going
PLUS Technical and Administrative PLUS technical and operational needs in PY3. thereafter)
Management Info. System (TAMIS)
Conduct National-level Planning and Ensure the exchange of experience and - Dec 18
Coord. Meeting with Regional Managers resolution of issues across work areas as well as - Mar 19
common understandings and buy-in concerning - May 19
programmatic directions and approaches - Aug 19
Conduct Regular Technical Team Progress of USAID IUWASH PLUS program - Nov 18
meeting with National Partners shared and improve strategy as needed - Feb 19
- May 19
- Aug 19
Monitoring and Evaluation Visit by Lessons learned from the field shared to - Nov 18
TCA/Technical Team National partners and required follow up - Apr 19
support developed - Aug 19
Echelon 2 Coordination Meeting Strategic support provided by the key national - Jan 19
partners to strengthen the program - Jul 19
implementation
Support USAID Indonesia to prepare Supporting documents for BAST report 2018 - Nov-Dec 18
BAST Reporting developed - Jan-Feb 19
Produce / distribute Quarterly Reports Four Quarterly Reports developed and Dec 18, Mar 19,
approved by USAID Jun 19, Sep 19
Produce / distribute Annual Report One Annual Report developed and approved by Sep 19
USAID
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9. ENVIRONMENTAL COMPLIANCE
USAID IUWASH PLUS works with governmental agencies, the private sector, NGOs, communities and
others to increase access to safe water and sanitation services as well as improve key hygiene behaviors
among urban poor and vulnerable populations, ultimately leading to better community health and well-
being. Although USAID IUWASH PLUS's main activities are capacity building, promotion, training, and
technical assistance, there are also a limited number of construction activities directly paid for or
associated with the Project.
Given that construction activities fundamentally involve changes to both the natural and build
environment, USAID IUWASH PLUS abides by the US Government’s environmental compliance
policies and procedures as set forth Title 22, Code of Federal Regulations, Part 216 (22CFR216). Since
conducting the initial environmental examination (IEE) and the award of the USAID IUWASH PLUS
contract, USAID continues to ensure compliance of its environmental policy through both periodic
reviews of project activities, as well as through the review and approval of the USAID IUWASH PLUS
Environmental Mitigation and Monitoring Plan (EMMP). USAID IUWASH PLUS developed the first
version of the EMMP under the auspices of the PY1 Annual Work Plan and continues to update the
document with each new work plan. In addition, USAID provided training to USAID IUWASH PLUS’
national and regional staff to improve their environmental compliance knowledge and conduct joint
spot-checks in the field to help improve the Project’s implementation of environmental mitigation best
practices.
As mentioned in the IEE, most Project activities involved no modification of the environment, thereby
receiving a categorization of: Categorical Exclusion (Catex). These activities included: classroom
trainings, feasibility study preparation, sanitation marketing for improving WASH outcomes, policy and
strategy development, surveys/public health surveillance (and other data-gathering assessments that do
not involve research of human subjects), models and dissemination of resulting information,
documentation of lessons learned and best practices. The IEE also included, however, a number of
activities that may potentially have direct or indirect impacts on the environment (if not designed and
implemented using sound environmental safeguards) and were therefore classified as Negative
Determination with Conditions (NDWC). NDWC activities included: on-the-job training like
construction training, septic tank desludging training, construction of small-scale water supply and
sanitation facilities that are designed to extend access to safe water and sanitation to the poorest and
most vulnerable communities, and installation of individual and communal water and sanitation systems.
To bolster its environmental compliance practices in PY2, USAID IUWASH PLUS carried out several
interventions including: ensuring that each environmental compliance procedures are incorporated into
each scope of work for grants and subcontracts; providing an explanation of environmental compliance
requirements during each pre-bid meeting (including reviewed of ERF & ERR); and preparing standard
operating procedures for the on-the-job training classified as NDWC (including personal protective
equipment as needed). In PY3, USAID IUWASH PLUS will prepare a guideline for monitoring EMMP
implementation in the field.
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ANNEX
ANNEX 1: DETAILED PY3 TARGETS AND THE LIFE OF PROJECT TARGETS BY REGION
Target Over PY 3 Target Estimated Total
PY1 PY2 To Date
AMEP Outcome Indicator the Life of Achievement by
Achievement Achievement Achievement Province Target Total
Project End of PY 3
High Level Result (HR)
HR1a – Total Connection NS 38,250
Number of people overall and from WJDT 81,355
the B40 and EI receiving improved
water services quality as a result of 236,095 National 0 536,095
1,000,000 0 236,095 300,000
U.S. Government assistance. (23.61%) CJ 39,510 (53.61%)
(Standard Indicator)
EJ 107,710
SSEI 33,175
HR1b – B40 Connection NS 23,170
Number of people from the B40 and WJDT 17,620
EI receiving improved water services
quality as a result of U.S. 500,000 57,010 National 0 173,225
0 57,010 116,215
Government assistance. (Standard (B40) (11.4%) CJ 15,400 (34.65%)
Indicator)
EJ 31,885
SSEI 28,140
HR2 – Stage 1 NS 52,545
Number of people gaining access to WJDT 49,040
safely managed sanitation services as
a result of U.S. Government 85,220 National 0 277,805
N/A 0 85,220 192,585
assistance. (Standard Indicator) (N/A) CJ 31,000 (N/A)
EJ 28,500
SSEI 31,500
74
PY1 PY2 To Date
Project End of PY 3
High Level Result (HR)
HR2 – Stage 2 NS 52,545
N/A 0 36,975 187,585
assistance. (Standard Indicator) (N/A) CJ 26,000 (N/A)
EJ 28,500
SSEI 31,500
HR2 – Stage 3 NS 52,545
500,000 0 24,915 185,085
assistance. (Standard Indicator) (4.98%) CJ 26,000 (42.00%)
EJ 26,000
SSEI 31,500
TRAINING PARTICIPANT RESULTS
T1 NS 5,700
Number of people participating in WJDT 4,410
USAID IUWASH PLUS training
related activities (Custom Indicator) 57,244 National 0 87,244
100,000 20,557 36,687 30,000
(57.24%) CJ 6,710 (87.24%)
EJ 5,180
SSEI 8,000
T2 NS 300
Number of people trained to WJDT 300
advance outcomes consistent with
gender equality or female 1,608 National 0 3,108
5,000 531 1,077 1,500
empowerment through their roles in (32.16%) CJ 300 (62.16%)
public or private sector institutions
or organizations (Standard Indicator) EJ 300
SSEI 300
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PY1 PY2 To Date
Project End of PY 3
COMPONENT 1 RESULTS: Improving Household WASH Services
C1a NS 11,995
Number of people from the bottom WJDT 16,990
40% by wealth gaining access to basic
or shared sanitation services 250,000 17,520 National 0 95,000
0 17,520 77,480
(Standard Indicator) (All B40) (7.01%) CJ 18,315 (38.00%)
EJ 15,150
SSEI 15,030
C1b NS 10%
Percentage of households with soap WJDT 10%
and water at a handwashing station
commonly used by family members 0 National 0 10% 10%
20% 0 0
(Standard Indicator) (0%) CJ 10% (average) (50.00%)
EJ 10%
SSEI 10%
C1c NS 1
Number of WASH business WJDT 1
development services firms
accessible to targeted areas 0 National 0 5
10 0 0 5
(Custom Indicator) (0%) CJ 1 (50.00%)
EJ 1
SSEI 1
C1d NS 5
Number of commercial enterprises WJDT 10
with improved WASH product or
service offerings as a result of U.S. National 0
13 60
Government assistance. 100 0 13 CJ 10 47
(13.00%) (60.00%)
(Custom Indicator)
EJ 6
16
SSEI
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PY1 PY2 To Date
Project End of PY 3
C1e NS 2
Number of new/improved WJDT 2
mechanisms for civil society
organizations and/or non- 0 National 0 10
35 0 0 10
governmental organizations to (0%) CJ 2 (28.57%)
advocate for the supply of better
EJ 2
WASH services. (Custom Indicator)
SSEI 2
COMPONENT 2: Strengthening City and District WASH Institutional Performance
C2a NS 2
Number of water utilities (PDAMs) WJDT 2
with improved service delivery 0
performance. (Custom Indicator) 35 0 0 National 0 10
(0%) 10
CJ 3 (28.57%)
EJ 2
SSEI 1
C2b NS 0
Number of completed water safety WJDT 0
plans where local governments,
operators, and communities are National 0
taking actions and making 0 CJ 1 2
investments to improve the quality, 10 0 0 2
(0%) EJ 0 (20.00%)
reliability, and safety of water
delivered to urban households,
particularly in the face of water
SSEI 1
vulnerabilities
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PY1 PY2 To Date
Project End of PY 3
C2c NS 0
Number of local sanitation WJDT 5
management units with improved
service delivery performance. 0 National 0 15
30 0 0 15
(Custom Indicator) (0%) CJ 3 (50.00%)
EJ 7
SSEI 0
C2d NS 1
Number of local governments with WJDT 1
improved WASH service delivery
performance. (Custom Indicator) 0 National 0 5
30 0 0 5
(0%) CJ 1 (16.67%)
EJ 1
SSEI 1
C2e NS 2
Number of new and/or revised laws, WJDT 2
policies, regulations, or agreements in
place that promote access to improved 27 National 0 40
WASH services. (Custom Indicator) 35 3 24 13
(77.14%) CJ 4 (114.29%)
EJ 3
SSEI 2
COMPONENT 3: Strengthening the WASH Financing Environment
C3a NS 4
Number of local government WJDT 5
institutions, utilities, and/or
enterprises securing finance for National 0
20 48
service delivery improvements. 50 0 20 CJ 2 28
(40.00%) (96.00%)
(Custom Indicator)
EJ 13
4
SSEI
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PY1 PY2 To Date
Project End of PY 3
C3b NS 1
Number of public-private WJDT 4
partnerships established with
IUWASH PLUS support. (Custom 6 National 0 24
25 0 6 18
Indicator) (24.00%) CJ 3 (96.00%)
EJ 9
SSEI 1
C3c NS 0
Number of policy and regulatory WJDT 0
reforms for commercial finance
enabled for WASH service providers. 0 National 0 0
3 0 0 0
(Custom Indicator) (0%) CJ 0 (0%)
EJ 0
SSEI 0
C3d NS 0
Number of Government of Indonesia WJDT 0
institutions with increased capacity in
commercial finance. (Custom 0 National 1 1
5 0 0 1
Indicator) (0%) CJ 0 (20.00%)
EJ 0
SSEI 0
C3e NS 10%
Percentage change in budget WJDT 10%
appropriations for WASH by
targeted local governments. (Custom 0 National 0 10% 10%
20% 0 0
Indicator) (0%) CJ 10% (average) (50.00%)
EJ 10%
SSEI 10%
79
PY1 PY2 To Date
Project End of PY 3
C3f NS $1,600,000
Amount of funding leveraged through WJDT $7,540,000
WASH financing support. (Custom
Indicator) $8,762,007.8 National 0 $95,072,007.8
$40 Million $66,666.67 $8,695,341.13 $86,310,000
(21.91%) CJ $4,730,000 (237.68%)
EJ $63,950,000
SSEI $8,490,000
COMPONENT 4: Advancing National WASH Advocacy, Coordination and Communication
C4a NS 0
Number of WASH inter-agency WJDT 0
coordinating entities at national level
strengthened. (Custom Indicator) 0 National 1 1
2 0 0 1
(0%) CJ 0 (50.00%)
EJ 0
SSEI 0
C4b NS 0
Number of knowledge products WJDT 0
developed (Custom Indicator)
13 National 8 21
20 1 12 8
(65.00%) CJ 0 (105.00%)
EJ 0
SSEI 0
C4c NS 3
Number of knowledge events or WJDT 4
workshops held. (Custom Indicator)
29 National 0 53
60 6 23 24
(48.33%) CJ 3 (88.33%)
EJ 9
SSEI 5
80
PY1 PY2 To Date
Project End of PY 3
C4d (Total) NS 60
Number of people with increased WJDT 80
knowledge/skills/awareness as a
result of events/ workshops. 616 National 0 1,056
1,200 140 476 440
(Custom Indicator) (51.33%) CJ 60 (88.00%)
EJ 140
SSEI 100
C4d (Water Safety Plan) NS 25
Number of people with increased WJDT 10
result of events/ workshops. 63 National 0 163
240 34 29 100
(Standard Indicator) (26.25%) CJ 15 (67.92%)
EJ 30
SSEI 20
C4e NS 0
Number of national level WASH WJDT 0
policies, regulations, guidelines or 1 3
frameworks developed, 5 0 1 National 2 2
(20.00%) (60.00%)
strengthened, or adopted. (Custom CJ 0
Indicator)
EJ 0
SSEI 0
81
ANNEX 2: REGIONAL TARGETS TOWARDS AMEP RESULTS
NORTH SUMATRA
City/ District
LOP Kab. Kota Kota
Result No. Indicator Kota Kota Total Remark
Target Deli Pematang Tebing
Medan Sibolga
Serdang Siantar Tinggi
HIGH LEVEL RESULTS
Number of people overall and from
HR1a the B40 and EI receiving improved
(Total water services quality as a result of 1,000,000 11,700 8,550 9,225 3,825 4,950 38,250
Connection) U.S. Government assistance
(Standard Indicator) From PDAM new connection and
Number of people from the B40 direct interventions
HR1b and EI receiving improved water
(B40 services quality as a result of U.S. 500,000 6,875 4,320 6,065 2,660 3,250 23,170
Connection) Government assistance.
Medan: Customer of PDAM
HR2 Tirtanadi for L2T2 Program
38,000 7,545 5,500 750 750 52,545 Deli Serdang: Beneficiaries of
Stage 1
Individual Septic Tank Grant Program
Number of people gaining access to 2017&2018
safely managed sanitation services Pematangsiantar: Beneficiaries of
HR2
as a result of U.S. Government 500,000 38,000 7,545 5,500 750 750 52,545 Individual Septic Tank Grant Program
Stage 2
assistance. 2018
(Standard Indicator) Sibolga: Beneficiaries of Individual
Septic Tank Grant Program 2018
HR2 2017&2018
38,000 7,545 5,500 750 750 52,545
Stage 3 Tebing Tinggi: Existing Septic Tank
PNPM + community self-funded
Participant Training Results
Number of people participating in
USAID IUWASH PLUS training From all IUWASH PLUS Training
T1 100,000 1,140 1,140 1,140 1,140 1,140 5,700
related activities (Custom related activities
Indicator)
82
City/ District
LOP Kab. Kota Kota
Medan Sibolga
Number of people trained to The gender training from the gender
advance outcomes consistent with awareness training, and other training
gender equality or female related to PPRG and gender
T2 empowerment through their roles 5,000 90 40 40 70 60 300 mainstreaming (at least 3 hours
in public or private sector session)
institutions or organizations
Number of people from the
bottom 40% by wealth gaining
C1a access to basic or shared sanitation 250,000 3,245 3,750 3,750 750 500 11,995
services
This result is counted at national level
Percentage of households with
but the survey will be conducted at
soap and water at a handwashing
C1b 20% 10% 10% regional level
station commonly used by family
members (Standard Indicator)
Number of business development
C1c services firms accessible to 10 N/A 1 N/A N/A N/A 1
targeted areas. (Custom Indicator)
Number of commercial enterprises
C1d service offerings as a result of U.S. 100 1 1 1 1 1 5
Government assistance.
(Custom Indicator)
Number of new/improved The establishment of CEM in Deli
mechanisms for civil society Serdang, Sibolga and Tebing Tinggi is
organizations and/or non- continued to be rolled out
C1e governmental organizations to 35 1 0 1 0 0 2
advocate for the supply of better
WASH services. (Custom
Indicator)
83
City/ District
LOP Kab. Kota Kota
Medan Sibolga
Continue to collect data for
monitoring of PDAM performance
Number of water utilities (PDAMs)
index in all cities and expected the
C2a with improved service delivery 35 1 N/A N/A N/A 1 2
PDAM performance of PDAM
performance. (Custom Indicator)
Tirtanadi and Tebing Tinggi shows
increased
Number of completed water safety Continue to support the development
plans where local governments, of Spring Vulnerability Assessment
operators, and communities are and Action Plan in Pematang Siantar
taking actions and making city and Medan city
investments to improve the quality,
C2b 10 N/A N/A N/A N/A N/A 0
reliability, and safety of water
delivered to urban households,
vulnerabilities
Number of local sanitation Continue to collect data for
management units with improved monitoring of sanitation management
C2c 30 N/A N/A N/A N/A N/A 0
service delivery performance. unit performance index
(Custom Indicator)
Number of local governments with monitoring of government
C2d improved WASH service delivery 30 N/A 1 N/A N/A N/A 1 performance index in all cities and
performance. (Custom Indicator) expected the governance index of LG
of Deli Serdang shows increased
Number of new and/or revised

Deli Serdang: Regulation on
laws, policies, regulations, or
Domestic Wastewater Treatment
C2e agreements in place that promote 35 N/A 1 1 N/A N/A 2
Pematang Siantar: Regulation on
access to improved WASH
Domestic Wastewater Treatment
services. (Custom Indicator)
84
City/ District
LOP Kab. Kota Kota
Medan Sibolga
Medan city: Dinas PU for Sanitation
Number of local government Grant Program
institutions, utilities, and/or Deli Serdang Kab.: Dinas PU for
C3a enterprises securing finance for 50 1 1 1 1 N/A 4 Sanitation Grant Program
service delivery improvements. P. Siantar city: PDAM
(Custom Indicator) Sibolga city: Dinas PU for Sanitation
Grant Program
Number of public-private
partnerships established with Medan city: PDAM Tirtanadi (IPA
C3b 25 1 N/A N/A N/A N/A 1
IUWASH PLUS support. (Custom Denai with B-to-B)
Indicator)
Number of policy and regulatory
reforms for commercial finance This result is applied only at national
C3c 3 N/A 0
enabled for WASH service level
providers. (Custom Indicator)
Number of Government of
Indonesia institutions with This result is applied only at national
C3d 5 N/A 0
increased capacity in commercial level
finance. (Custom Indicator)
Percentage change in budget
appropriations for WASH by Average target from all city/district is
C3e 20% 10% 10%
targeted local governments. 10%
(Custom Indicator)
Medan city: Sanitation Grant

Program
Deli Serdang Kab.: Sanitation
Amount of funding leveraged Grant Program
C3f through WASH financing support. $40 m $0.40 $0.40 N/A $0.40 $0.40 $1.60 Sibolga city: Sanitation Grant
(Custom Indicator) Program
Tebing Tinggi city: Sanitation
Grant Program
85
City/ District
LOP Kab. Kota Kota
Medan Sibolga
Number of WASH inter-agency
coordinating entities at national This result is applied only at national
C4a 2 N/A 0
level strengthened. (Custom level
Indicator)
Number of knowledge products
This result is applied only at national
C4b developed. 20 N/A 0
level
(Custom Indicator)
Potential topics of knowledge events
are training on Urban WASH
Number of knowledge events or
Promotion, sharing on Formative
C4c workshops held 60 1 N/A 1 N/A 1 3
Research result, Urban STBM,
(Custom Indicator)
mWater application and Water Safety
Plan
Number of people with increased
1,200 20 N/A 20 N/A 20 60
result of events/ workshops The knowledge event related to
(Custom Indicator) water safety plans will be conducted
C4d
Number of people with increased as part of development of Spring
knowledge/skills/awareness as a Vulnerability Assessment and Action
result of WATER SAFETY 240 10 N/A 15 N/A N/A 25 Plan
PLAN events/ workshops
Number of national level WASH
policies, regulations, guidelines or
This result is applied only at national
C4e frameworks developed, 5 N/A 0
level
(Custom Indicator)
86
WEST JAVA/ DKI JAKARTA/ TANGERANG
City/ District
LOP
Result No. Indicator Kota Kab Kota Kota Kab Kab DKI Total Remark
Target
Bogor Bogor Depok Bekasi Karawang Tangerang Jakarta
HIGH LEVEL RESULTS

Number of people overall and
from the B40 and EI receiving
HR1a
improved water services quality
(Total 1,000,000 31,225 18,900 11,700 9,900 4,500 5,130 N/A 81,355
as a result of U.S. Government
Connection)
assistance
From PDAM new
connection and direct
Number of people from the B40 interventions
(B40 services quality as a result of U.S. 500,000 11,330 2,750 750 1,125 1,065 600 N/A 17,620
HR2
5,500 5,190 4,850 3,500 0 5,000 25,000 49,040
Stage 1
Number of people gaining access
to safely managed sanitation
HR2
services as a result of U.S. 500,000 5,500 5,190 4,850 3,500 0 5,000 25,000 49,040
Stage 2
HR2
5,500 5,190 4,850 3,500 0 5,000 25,000 49,040
Stage 3

Number of people participating in
USAID IUWASH PLUS training From all IUWASH PLUS
T1 100,000 630 630 630 630 630 630 630 4,410
related activities (Custom Training related activities
Indicator)
Number of people trained to The gender training from
advance outcomes consistent the gender awareness
with gender equality or female training, and other training
T2 empowerment through their 5,000 50 40 40 40 40 40 50 300 related to PPRG and gender
roles in public or private sector mainstreaming (at least 3
institutions or organizations hours session)
87
City/ District
LOP
Target

C1a access to basic or shared 250,000 2,250 4,050 1,905 1,035 720 7,030 0 16,990
sanitation services
Percentage of households with This result is counted at
soap and water at a handwashing national level but the survey
C1b 20% 10%
station commonly used by family 10% will be conducted at
members (Standard Indicator) regional level

services firms accessible to
C1c 10 N/A N/A N/A N/A N/A 1 N/A 1
targeted areas. (Custom
Indicator)
Number of commercial
enterprises with improved
WASH product or service
C1d 100 2 1 1 1 1 3 1 10
offerings as a result of U.S.
Government assistance.(Custom
Indicator)
Number of new/improved The establishment of CEM

mechanisms for civil society in Bogor district, Depok,
organizations and/or non- Karawang, Tangerang and
governmental organizations to DKI Jakarta is continued to
advocate for the supply of better be rolled out
C1e WASH services. (Custom 35 1 N/A N/A 1 N/A N/A N/A 2
Indicator)
88
City/ District
LOP
Target

monitoring of PDAM
Number of water utilities
performance index in all
(PDAMs) with improved service
C2a 35 N/A N/A 1 1 N/A N/A N/A 2 cities and expected the
delivery performance. (Custom
PDAM performance of
Indicator)
PDAM Bekasi and Depok
cities shows increased
Number of completed water
safety plans where local
Continue to support the
governments, operators, and
development of Spring
communities are taking actions
Vulnerability Assessment
and making investments to
C2b 10 N/A N/A N/A N/A N/A N/A N/A 0 and Action Plan in Bogor
improve the quality, reliability,
District
and safety of water delivered to
urban households, particularly in
the face of water vulnerabilities
Number of local sanitation Continue to collect data for
management units with improved monitoring of sanitation
C2c 30 N/A 1 1 1 1 N/A 1 5 management unit
service delivery performance.
(Custom Indicator) performance index
monitoring of government
Number of local governments
performance index in all
with improved WASH service
C2d 30 N/A 1 N/A N/A N/A N/A N/A 1 cities and expected the
delivery performance. (Custom
governance index of LG of
Indicator)
Deli Serdang shows
increased
Bogor district: Regulation
on Domestic Wastewater
Treatment
C2e agreements in place that promote 35 N/A 1 1 N/A N/A N/A N/A 2
Depok city: Regulation on
Domestic Wastewater
Treatment
89
City/ District
LOP
Target

Bogor district: PDAM
Kab. Bogor
Number of local government
Depok city: PDAM Kota
institutions, utilities, and/or
Depok
C3a enterprises securing finance for 50 N/A 1 1 1 1 N/A N/A 5
Bekasi city: UPTD Kota
service delivery improvements.
Bekasi
(Custom Indicator)
Karawang district:
PDAM Kab. Karawang
Number of public-private Bekasi city: Mustika Jaya
partnerships established with 300 LPS treatment plan
C3b 25 1 N/A N/A 1 N/A 2 N/A 4
IUWASH PLUS support. Tangerang district: 2 MFI
(Custom Indicator) (KBMI & NBP)
reforms for commercial finance This result is applied only at
C3c 3 N/A N/A
enabled for WASH service national level
Indonesia institutions with This result is applied only at
C3d 5 N/A N/A
increased capacity in commercial national level
appropriations for WASH by Average target from all
C3e 20% 10% 10%
targeted local governments. city/district is 10%
(Custom Indicator)
Bogor district: MIS server
providing; Depok city:
Uprating IPA Legong;
Bekasi city: Mustika Jaya
Amount of funding leveraged
300 LPS treatment plant;
C3f through WASH financing $40 m N/A $0.25 $0.71 $3.57 $0.36 $2.64 N/A $7.54
Karawang district:
support. (Custom Indicator)
PDAM Equity fund;
Tangerang district:
Micro Finance (KBMI &
NBP)
90
City/ District
LOP
Target

National Target:
coordinating entities at national
C4a 2 N/A N/A N/A N/A N/A N/A 1 1 FORKALIM capacity
level strengthened. (Custom
strengthened
Indicator)

This result is applied only at
national level
(Custom Indicator)
Potential topics of
knowledge events are
Number of knowledge events or training on Urban WASH
C4c workshops held 60 N/A 1 1 1 1 N/A N/A 4 Promotion, sharing on
(Custom Indicator) Formative Research result,
mWater application and
Water Safety Plan
1,200 N/A 20 20 20 20 N/A N/A 80 The knowledge event
result of events/ workshops
(Custom Indicator) related to water safety
plans will be conducted as
C4d Number of people with increased part of development of
knowledge/skills/awareness as a Spring Vulnerability
result of WATER SAFETY 240 N/A 10 N/A N/A N/A N/A N/A 10 Assessment and Action Plan
policies, regulations, guidelines or National Target: RPAM
frameworks developed, Framework, Grand Design
C4e 5 N/A N/A N/A N/A N/A N/A 1 1
strengthened, or adopted DKI for groundwater
(Custom Indicator) management
91
CENTRAL JAVA
City/District
LOP
Result No. Indicator Kota Kota Kab. Kota Kab. Total Remark
Target
Surakarta Magelang Magelang Salatiga Sukoharjo
HIGH LEVEL RESULTS
Number of people overall and from
HR1a the B40 and EI receiving improved
(Total water services quality as a result of 1,000,000 11,340 5,985 4,950 8,235 9,000 39,510
Connection) U.S. Government assistance
(Standard Indicator) From PDAM new connection
Number of people from the B40 and direct interventions
(B40 services quality as a result of U.S. 500,000 6,060 2,385 2,285 2,670 2,000 15,400
HR2
11,000 5,500 5,000 2,000 7,500 31,000
Stage 1
Number of people gaining access to
safely managed sanitation services Kabupaten Magelang has not
HR2
as a result of U.S. Government 500,000 11,000 5,500 2,000 7,500 26,000 had Sludge Treatment Plant
Stage 2
assistance. (IPLT) yet
HR2
11,000 5,500 2,000 7,500 26,000
Stage 3

Number of people participating in From all IUWASH PLUS
USAID IUWASH PLUS training Training related activities
T1 100,000 1,350 1,350 1,350 1,350 1,310 6,710
related activities (Custom
Indicator)
Number of people trained to
advance outcomes consistent with
gender equality or female The gender training from the
empowerment through their roles gender awareness training, and
T2 in public or private sector 5,000 40 90 90 40 40 300 other training related to PPRG
institutions or organizations and gender mainstreaming (at
(Standard Indicator) least 3 hours session)
92
City/District
LOP
Target
C1a access to basic or shared sanitation 250,000 3,205 5,160 1,500 7,500 950 18,315
services
Percentage of households with This result is counted at
soap and water at a handwashing national level but the survey
C1b 20% 10% 10%*
station commonly used by family will be conducted at regional
members (Standard Indicator) level
C1c services firms accessible to 10 N/A 1 N/A N/A N/A 1
targeted areas. (Custom Indicator)
Number of commercial enterprises
C1d service offerings as a result of U.S. 100 N/A 3 1 N/A 6 10
(Custom Indicator)
Number of new/improved
mechanisms for civil society The establishment of CEM in
organizations and/or non- Surakarta, Magelang district and
C1e 35 N/A 1 N/A N/A 1 2
governmental organizations to Salatiga city are continued to be
advocate for the supply of better rolled out
WASH services. (Custom Indicator)

monitoring of PDAM
performance index in all cities
Number of water utilities (PDAMs)
and expected the PDAM
C2a with improved service delivery 35 N/A 1 1 1 N/A 3
performance of PDAM
Magelang city, Magelang district
and Salatiga city cities show
increased
93
City/District
LOP
Target
Number of completed water safety Continue to support the
plans where local governments, development of Spring
operators, and communities are Vulnerability Assessment and
taking actions and making Action Plan in Magelang district,
investments to improve the quality, Magelang city and the
C2b reliability, and safety of water 10 N/A N/A N/A 1 N/A 1 assessment and action plan
delivered to urban households, developed in Salatiga city is
completed
vulnerabilities

monitoring of sanitation
Number of local sanitation management unit performance
management units with improved index expected the sanitation
C2c 30 1 N/A N/A 1 1 3
service delivery performance. index of LG of Surakarta,
(Custom Indicator) Salatiga and Sukoharjo show
increased

Number of local governments with
and expected the governance
C2d improved WASH service delivery 30 N/A N/A N/A N/A 1 1
index of LG of Sukoharjo
shows increased
Surakarta city: Customer

Reclassification
Magelang city: UPTD
Establishment
Magelang district: Regulation
C2e agreements in place that promote 35 1 1 1 N/A 1 4
Treatment
Sukoharjo district:
Regulation on Domestic
Wastewater Treatment
94
City/District
LOP
Target
Number of local government
institutions, utilities, and/or Kota Surakarta : Disperum
C3a enterprises securing finance for 50 1 N/A N/A N/A 1 2 KPP; Kabupaten Sukoharjo :
service delivery improvements. Dinas Perkim
(Custom Indicator)
PDAM Kota Surakarta with
private septage hauler; UPTD
partnerships established with
C3b 25 1 1 N/A N/A 1 3 with private septage hauler
IUWASH PLUS support. (Custom
Kota Magelang; SPAM Grogol 2
Indicator)
( B2B) Kabupaten Sukoharjo
reforms for commercial finance This result is applied only at
C3c 3 N/A 0
Indonesia institutions with This result is applied only at
C3d 5 N/A 0
increased capacity in commercial national level
appropriations for WASH by Average target from all
C3e 20% 10% 10%
targeted local governments. city/district is 10%
(Custom Indicator)
95
City/District
LOP
Target
Kota Surakarta :
Pembangunan SPAL DT DAK
(Disperum KPP);
Kota Salatiga : Pembangunan
SPAM Komunal DAK, Hibah
Septic tank, Pembangunan IPAL
Komunal DAK (Dinas PUPR);
Kota Magelang: SPAM
Kanoman, Program Hibah Air
Minum 500 SR (PDAM),
Amount of funding leveraged
Pembangunan SPAL DS 66 Unit
C3f through WASH financing support. $40 m $0.11 $0.82 $0.14 $0.32 $3.34 $4.73
(Dinas Perkim); Kabupaten
(Custom Indicator)
Magelang: Program Hibah Air
Minum 500 SR (PDAM),
Pembangunan SPAL DS (Dinas
PUPR); Kabupaten
Sukoharjo: Program Hibah Air
Minum 2500 SR, SPAM Grogol
2 (PDAM-B2B), Pembangunan
SPAL DT, Pembangunan SPAL
DS (Dinas Perkim)

coordinating entities at national This result is applied only at
C4a 2 N/A 0
level strengthened. (Custom national level
Indicator)
national level
(Custom Indicator)
Potential topics of knowledge
Number of knowledge events or events are sharing on
C4c workshops held 60 N/A 1 1 1 N/A 3 Formative Research result,
(Custom Indicator) mWater application, Water
Safety Plan
96
City/District
LOP
Target
1,200 N/A 20 20 20 N/A 60 The knowledge event related
result of events/ workshops
(Custom Indicator) to water safety plans will be
conducted as part of
C4d Number of people with increased development of Spring
knowledge/skills/awareness as a Vulnerability Assessment and
result of WATER SAFETY 240 N/A N/A N/A 15 N/A 15 Action Plan
policies, regulations, guidelines or
frameworks developed, This result is applied only at
C4e 5 N/A 0
strengthened, or adopted national level
(Custom Indicator)
97
EAST JAVA
City/ District
LOP
Result No. Indicator Kota Kab. Kab. Kab. Kota Total Remark
Target Kota Kab.
Surabaya Sidoarjo Gresik Probolinggo Probolinggo Lumajang Malang
HIGH LEVEL RESULTS

Number of people overall
and from the B40 and EI
HR1a receiving improved water
(Total services quality as a result 1,000,000 31,300 10,280 17,000 850 5,150 13,500 29,630 107,710
Connection) of U.S. Government
assistance
From PDAM new connection and direct
interventions
Number of people from
the B40 and EI receiving
HR1b
improved water services
(B40 500,000 10,500 1,710 1,360 100 4,680 7,300 6,235 31,885
quality as a result of U.S.
Connection)
IPLT: All IPLT in EJRO are well operated

(score 3-5) except Kota Probolinggo. Kota
HR2 Malang and Kota Probolinggo is
5,000 2,500 2,000 2,500 500 1,000 15,000 28,500
Stage 1 constructing new IPLT.
2. Institution: Operator IPLT consist of
UPT (Kota Malang, Kabupaten Gresik,
Number of people gaining Kabupaten Sidoarjo, Kabupaten Lumajang);
access to safely managed Dinas/ Seksi (Kota Surabaya, Kota
HR2 sanitation services as a Probolinggo, Kabupaten Probolinggo)
500,000 5,000 2,500 2,000 2,500 500 1,000 15,000 28,500
Stage 2 result of U.S. 3. Regulation: Perda ALD (Kota Malang,
Government assistance. Kabupaten Lumajang, Kabupaten Gresik;
(Standard Indicator) Perda Retribusi (Kota Surabaya, Kota
Malang, Kabupaten Probolinggo, Kota
Probolinggo)
HR2 4. Database: Almost IPLT has database
5,000 2,500 2,000 N/A 500 1,000 15,000 26,000 even in a simple system. IPLUS advocate
Stage 3
IPLT to improve the database using MIS
98
City/ District
LOP
Target Kota Kab.

Number of people
participating in USAID
From all IUWASH PLUS Training related
T1 IUWASH PLUS training 100,000 200 830 830 830 830 830 830 5,180
activities
Indicator)
Number of people trained
to advance outcomes
consistent with gender
The gender training from the gender
equality or female
awareness training, and other training
T2 empowerment through 5,000 100 N/A 100 N/A N/A N/A 100 300
related to PPRG and gender mainstreaming
their roles in public or
(at least 3 hours session)
private sector institutions
or organizations
Kota Surabaya: IPAL Komunal;
Kab. Sidoarjo: Program Hibah Jamban
Individual (APBN);
Kab. Gresik: Program Hibah Jamban
Individual;
Kota Probolinggo: 49 SR (Program
Jamban Keluarga), 10 lokasi IPAL Komunal
Number of people from @70 SR total = 700 SR, 100 SR (SI INOL
the bottom 40% by AJA), Tangki Septik Komunal KOTAKU
wealth gaining access to (data terkait lokasi dan jumlah SR masih
C1a 250,000 300 6,000 750 1,500 3,300 1,800 1,500 15,150
basic or shared sanitation dlm tahap rekapitulasi), 49 KK Program
services Hibah Jamban Keluarga, IPAL Komunal dan
(Standard Indicator) SI INOL AJA;
Kab. Probolinggo: Tangki Septik
Komunal, RTLH Dana DD, Dansos SPP
PNPM MPD;
Kab. Lumajang: Program Hibah Jamban
Individual & IPAL;
Kota Malang: Dari berbagai program
(APBD, DAK, dan KOTAKU)
99
City/ District
LOP
Target Kota Kab.

Percentage of households
with soap and water at a
This result is counted at national level but
handwashing station
C1b 20% 10% 10%* the survey will be conducted at regional
commonly used by family
level
members (Standard
Indicator)
Number of business
development services
C1c firms accessible to 10 N/A N/A N/A N/A N/A 1 N/A 1
Indicator)
Number of commercial Kab. Sidoarjo: Pengusaha Jamban (CV.
enterprises with Mitra Mandiri);
improved WASH product Kab. Gresik: Toilet Entrepreneur; Kab.
C1d or service offerings as a 100 N/A 1 1 N/A 1 2 1 6 Probolinggo: Sanitation Entrepreneur;
result of U.S. Kota Malang: CB-Desludging
Government assistance. Entrepreneur
(Custom Indicator)
Number of new/improved The establishment of CEM in Surabaya,
mechanisms for civil Gresik district, Probolinggo city, Lumajang
society organizations district and Malang city are continued to be
and/or non-governmental rolled out
C1e 35 N/A 1 N/A N/A 1 N/A N/A 2
organizations to advocate
for the supply of better
Indicator)
Number of water utilities
(PDAMs) with improved Continue to collect data for monitoring of
service delivery PDAM performance index in all cities and
C2a performance. (Custom 35 N/A N/A N/A 1 N/A 1 N/A 2 expected the PDAM performance of
Indicator) PDAM Kota Probolinggo and Lumajang
district show increased
100
City/ District
LOP
Target Kota Kab.

Number of completed
water safety plans where
local governments,
operators, and
communities are taking Continue to support the development of
actions and making Spring Vulnerability Assessment and Action
C2b investments to improve 10 N/A N/A N/A N/A N/A N/A N/A 0 Plan in Probolinggo District and Lumajang
the quality, reliability, and District and Malang city
safety of water delivered
to urban households,
particularly in the face of
Number of local Continue to collect data for monitoring of
sanitation management sanitation management unit performance in
units with improved all cities/districts. It is expected that the
C2c 30 1 1 1 1 1 1 1 7
service delivery sanitation index of all LG partners in East
performance. (Custom Java Region show increased
Indicator)
Number of local Continue to collect data for monitoring of
governments with government performance index in all cities
C2d improved WASH service 30 N/A 1 N/A N/A N/A N/A N/A 1 and expected the governance index of LG
delivery performance. of Sidoarjo district shows increased
(Custom Indicator)
Number of new and/or

revised laws, policies, Kabupaten Gresik : Regulation on
regulations, or Domestic Wastewater Treatment
agreements in place that Kabupaten Lumajang: Regulation on
C2e 35 N/A N/A 1 N/A N/A 2 N/A 3
promote access to Wastewater Retribution Tariff and Equity
improved WASH Fund
services. (Custom
Indicator)
101
City/ District
LOP
Target Kota Kab.

Kota Malang : PDAM, PUPR;
Number of local Kota Probolinggo : DPUPR, PDAM;
government institutions, Kota Surabaya : DINSOS;
utilities, and/or Kabupaten Sidoarjo : PDAM, Dinas
C3a enterprises securing 50 1 2 1 2 3 2 2 13 PERKIM;
finance for service Kabupaten Gresik : PDAM;
delivery improvements. Kabupaten Probolinggo: PU PERKIM,
(Custom Indicator) PDAM, DINKES;
Kabupaten Lumajang : PDAM, DINKES
Number of public-private Kota Surabaya : CSR PTPN, LENEIGE,

partnerships established Pundi Amal SCTV dan CCFI;
C3b with IUWASH PLUS 25 3 1 5 9 Kota Malang : PUPR with 5 Vendors of
support. (Custom wastewater treatment;
Indicator) Kabupaten Gresik : PPP BGS 1000 lt/det
Number of policy and

regulatory reforms for
commercial finance
C3c 3 N/A 0 This result is applied only at national level
enabled for WASH
service providers.
(Custom Indicator)
Number of Government
of Indonesia institutions
C3d with increased capacity in 5 N/A 0 This result is applied only at national level
commercial finance.
(Custom Indicator)
Percentage change in
budget appropriations for
C3e WASH by targeted local 20% 10% 10% Average target from all city/district is 10%
governments. (Custom
Indicator)
102
City/ District
LOP
Target Kota Kab.

Kota Malang : PDAM, PUPR;
Kota Probolinggo : DPUPR, PDAM;
Kota Surabaya: DINSOS;
Kabupaten Sidoarjo : PDAM, Dinas
PERKIM; Kabupaten Gresik: PDAM;
Amount of funding
Kabupaten Probolinggo : PU PERKIM,
leveraged through WASH $ $ $ $ $ $ $ $
C3f $40 m PDAM, DINKES;
financing support. 0.32 1.24 57.85 0.43 0.43 0.33 3.33 63.95
Kabupaten Lumajang : PDAM, DINKES
(Custom Indicator)
Kota Surabaya: CSR PTPN, LENEIGE,
Pundi Amal SCTV dan CCFI;
Kota Malang : PUPR with 5 Vendors of
wastewater treatment;
Kabupaten Gresik : PPP BGS 1000 lt/det
Number of WASH inter-

agency coordinating
C4a entities at national level 2 N/A 0 This result is applied only at national level
strengthened. (Custom
Indicator)
Number of knowledge
products
C4b 20 N/A 0 This result is applied only at national level
developed.(Custom
Indicator)
Potential topics of knowledge events are
training on Urban WASH Promotion,
Number of knowledge sharing on Urban STBM, sharing on
C4c events or workshops held 60 2 1 1 1 1 N/A 3 9 Formative Research Result, Advocacy
(Custom Indicator) WASH issue to Media and Journalist,
Water Safety Plan
103
City/ District
LOP
Target Kota Kab.

Number of people with
increased
knowledge/skills/awarenes
1,200 40 20 20 20 20 N/A 20 140
s as a result of events/
workshops
(Custom Indicator) The knowledge event related to water
C4d safety plans will be conducted as part of
Number of people with development of Spring Vulnerability
increased Assessment and Action Plan
knowledge/skills/awarenes
s as a result of WATER 240 N/A N/A N/A N/A 15 N/A 15 30
SAFETY PLAN events/
workshops
Number of national level
WASH policies,
regulations, guidelines or
C4e 5 N/A 0 This result is applied only at national level
frameworks developed,
(Custom Indicator)
104
SOUTH SULAWESI/EASTERN INDONESIA
City/ District
Result LOP Kab.
Indicator Kota Kab. Kab. Kab. Kota Maluku Kota Kab.
Total Remark
No. Target
Makassar Barru Bantaeng Bulukumba Ternate Tengah Jayapura Jayapura
(Masohi)
HIGH LEVEL RESULTS

Number of people overall
and from the B40 and EI
HR1a receiving improved water
(Total services quality as a result 1,000,000 7,515 2,620 3,015 945 6,750 3,375 1,305 7,650 33,175
Connection) of U.S. Government
assistance From PDAM new connection
(Standard Indicator) and direct interventions
Number of people from
the B40 and EI receiving
HR1b
improved water services
(B40 500,000 3,950 1,890 2,630 590 6,750 3,375 1,305 7,605 28,140
quality as a result of U.S.
Connection)
Kab Kota Prioritas adalah Kota
HR2 Makassar, Kota Jayapura dan
12,500 250 7,500 0 1,000 250 7,500 2,500 31,500 Kab. Bantaeng. Jika IPLT kab.
Stage 1
Number of people gaining Jayapura beroperasi dan UPTD
access to safely managed PAL terbentuk maka ini juga
sanitation services as a masuk semi prioritas. SSEI
500,000
HR2 result of U.S. Government Priority are in Kota Makassar,
12,500 250 7,500 0 1,000 250 7,500 2,500 31,500
Stage 2 assistance. Kota Jayapura and Kab.
(Standard Indicator) Bantaeng. If IPLT is ready to
operate and UPTD established
HR2 in Kabupaten Jayapura , it will
12,500 250 7,500 0 1,000 250 7,500 2,500 31,500
Stage 3 also be prioritized
Number of people
participating in USAID
From all IUWASH PLUS
T1 IUWASH PLUS training 100,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 8,000
Training related activities
Indicator)
105
City/ District
Result LOP Kab.
Total Remark
No. Target
(Masohi)

Number of people trained The gender training from the
to advance outcomes gender awareness training, and
consistent with gender other training related to PPRG
equality or female and gender mainstreaming (at
T2 empowerment through 5,000 30 30 60 30 60 30 30 30 300 least 3 hours session)
their roles in public or
private sector institutions
or organizations (Standard
Indicator)
Number of people from New access from Self-
the bottom 40% by wealth funded=3485 HH and
C1a gaining access to basic or 250,000 2,055 1,500 1,455 1,305 2,280 2,205 2,475 1,755 15,030 remaining are from Grant
shared sanitation services DAK, Kotaku and TNI=7630
(Standard Indicator) HH
Percentage of households
with soap and water at a This result is counted at
handwashing station national level but the survey
C1b 20% 10% 10%
commonly used by family will be conducted at regional
members (Standard level
Indicator)
Number of business
development services
C1c firms accessible to 10 N/A N/A N/A N/A N/A N/A 1 N/A 1
Indicator)
Number of commercial
enterprises with improved
WASH product or service
C1d offerings as a result of U.S. 100 3 2 4 2 2 1 1 1 16
Government
assistance.(Custom
Indicator)
106
City/ District
Result LOP Kab.
Total Remark
No. Target
(Masohi)

Number of new/improved
mechanisms for civil
The establishment of CEM in
society organizations
Barru, Bulukumba, Bantaeng,
and/or non-governmental
C1e 35 1 N/A N/A N/A N/A N/A 1 N/A 2 Central Masohi and Jayapura
organizations to advocate
districts are continued to be
for the supply of better
rolled out
Indicator)
Number of water utilities monitoring of PDAM
(PDAMs) with improved performance index in all cities
C2a service delivery 35 N/A N/A 1 N/A N/A N/A N/A N/A 1 and expected the PDAM
performance. (Custom performance of PDAM
Indicator) Bantaeng district show
increased
Number of completed
water safety plans where
local governments,
Continue to support the
operators, and
development of Spring
communities are taking
Vulnerability Assessment and
actions and making
Action Plan in Bulukumba
C2b investments to improve 10 N/A N/A N/A N/A 1 N/A N/A N/A 1
District, Bantaeng District and
the quality, reliability, and
the assessment and action plan
safety of water delivered
developed in Ternate City is
to urban households,
completed
particularly in the face of
Number of local sanitation
management units with
monitoring of sanitation
C2c improved service delivery 30 N/A N/A N/A N/A N/A N/A N/A N/A 0
management unit performance
performance. (Custom
in all cities/districts.
Indicator
107
City/ District
Result LOP Kab.
Total Remark
No. Target
(Masohi)

Number of local
governments with
C2d improved WASH service 30 N/A 1 N/A N/A N/A N/A N/A N/A 1
and expected the governance
delivery performance.
index of LG of Barru district
(Custom Indicator)
shows increased
Number of new and/or
revised laws, policies, Barru district: UPTD
Establishment
regulations, or agreements
Jayapura district: Regulation
C2e in place that promote 35 N/A 1 N/A N/A N/A N/A N/A 1 2
access to improved WASH Treatment
services. (Custom
Indicator)
Kota Makassar: UPTD PAL
Number of local
(DAK), PDAM (IPA
government institutions,
Barombong);
utilities, and/or enterprises
C3a 50 2 N/A N/A 1 N/A N/A 1 N/A 4 Kabupaten Bulukumba:
securing finance for service
PDAM (Penyertaan Modal),
delivery improvements.
Kota Jayapura: Pemda
(Custom Indicator)
Jayapura Program KOTAKU
partnerships established
Kota Makassar: PDAM (IPA
C3b with IUWASH PLUS 25 1 N/A N/A N/A N/A N/A N/A N/A 1
Barombong);
support. (Custom
Indicator)
Number of policy and
regulatory reforms for
commercial finance This result is applied only at
C3c 3 N/A 0
providers. (Custom
Indicator)
108
City/ District
Result LOP Kab.
Total Remark
No. Target
(Masohi)

Number of Government
of Indonesia institutions
C3d with increased capacity in 5 N/A 0
national level
commercial finance.
(Custom Indicator)
Percentage change in
budget appropriations for
Average target from all
C3e WASH by targeted local 20% 10% 10%
city/district is 10%
governments. (Custom
Indicator)
IPA Barombong PDAM
Makassar (Rp 87 Milyar);
Amount of funding
Penyertaan modal Pemda ke
leveraged through WASH
C3f $40 m $6.21 $0.07 N/A $0.75 $1.39 N/A $0.07 N/A $8.49 PDAM Bulukumba (Rp 1
financing support. (Custom
Milyar), Pembangunan 2 IPAL
Indicator)
Komunal Program KotaKu (RP
1 Milyar)

Number of WASH inter-
agency coordinating
C4a entities at national level 2 N/A 0
national level
strengthened. (Custom
Indicator)
Number of knowledge
C4b products developed. 20 N/A 0
national level
(Custom Indicator)
Number of knowledge Potential topics of knowledge
events or workshops events are training on Urban
C4c held(Custom Indicator) 60 1 1 1 1 1 5 WASH Promotion, Sharing on
Urban STBM and mWater
application, Water Safety Plan
109
City/ District
Result LOP Kab.
Total Remark
No. Target
(Masohi)

Number of people with
increased
knowledge/skills/awareness
1,200 20 N/A N/A 20 25 15 20 N/A 100
as a result of events/ The knowledge event related
workshops to water safety plans will be
(Custom Indicator) conducted as part of
C4d
Number of people with development of Spring
increased Vulnerability Assessment and
knowledge/skills/awareness Action Plan
as a result of WATER 240 N/A N/A N/A N/A 20 N/A N/A N/A 20
SAFETY PLAN events/
workshops
Number of national level
WASH policies,
regulations, guidelines or This result is applied only at
C4e 5 N/A 0
frameworks developed, national level
(Custom Indicator)
110
ANNEX 3: ORGANIZATIONAL STRUCTURE FOR THE NATIONAL AND REGIONAL OFFICES
Organizational Chart – National Office
111
Organizational Chart – Regional Office
112
Organizational Chart – Regional Offices (WJDT and Central Java)
113
Organizational Chart – Regional Offices (North Sumatra and East Java)
114
Organizational Chart – Regional Offices (SSEI)
115
ANNEX 4: MATRIX MANAGEMENT CHART
Senior National West Java/ South Sulawesi/
Implementation / Functional Area North Sumatra Central Java East Java
Manager Coordinator DKI/Banten Eastern Indo
William J. Laksmi
Program Management / Coord., COP n.a. Mohammad Yagi Wouter Sahanaya Jefry Budiman Rieneke Rolos
Parente Cahyaniwati
Program Operations, DCOP Laksmi
Ida Nurtam n.a. Mohammad Yagi Wouter Sahanaya Jefry Budiman Rieneke Rolos
Operations Cahyaniwati
Program Coordination, DCOP Laksmi
n.a. Mohammad Yagi Wouter Sahanaya Jefry Budiman Rieneke Rolos
Programs Cahyaniwati
Rezki Bahar/
Activity Monitoring (AMP) Alifah Taruna Jaya Tarigan Agusdianton Abdul Haziz Aris Risqiawan Nurlinah
Humala Siregar
Lestari
Abdul Ahmad Lidiastuty Anwar/
Zulfa Ninik Herawati/Kartika
Gender Mainstreaming Retna Wulandari Haziz/Achmad Dardiri/Imam Martdwita
Ermiza/Susilawaty Hermawati
Khoeri Suhadi Bayulestari
William J. Selviana
Environm. Compliance Yayat Kurniawan Irwansyah Ni'matul Mughniyah Tatit Palgunadi Ristina Aprillia
Parente Hehanussa
Component 1: Improving Household WASH Services
Febryant Abby Dwi A.
1.1 Household Demand Ricky Barus Usniaty Umayah Ratih Dewi Johanis Valentino
Marcel Hermawati
Dwi A.
1.2 Market for WASH Products Noviana Eka Wati Ricky Barus Usniaty Umayah Ratih Dewi Johanis Valentino
Ika Francisca Hermawati
Febryant Abby Dwi A.
1.3 Expand Poor Inclusive Approaches Ricky Barus Usniaty Umayah Ratih Dewi Johanis Valentino
Marcel Hermawati
1.4 Citizen Engagement Mech. (see 2.3) Deasy Sekar Ricky Barus Usniaty Umayah Edy Triyanto Ratih Dewi Johanis Valentino
Component 2: Strengthening WASH Institutional Performance
Ninik Herawati & Rudhy Finansyah Fauzia Melaniaty
2.1 Improve PDAM Performance Ronny Sutrisno Irzan Yuneizi TBD & Arif W.
Blandina M & TBD T & Vicky M
Fauzia Melaniaty
2.2 Improve Raw Water Management Asep Mulyana Irzan Yuneizi Ninik Herawati Ronny Sutrisno Rudhy Finansyah
T
Sofyan
Selviana
2.3 Improve Sanitation Unit Iskandar Irwansyah & Pery Ni'matul Mughniyah & Tatit Pagulnadi & Ristina Aprillia &
Immanuel Ginting Hehanussa &
Performance Barwiantini Blandina M Arif W Dwi Wasis
Vicky M.
2.4 Strengthen the LG Enabling Martdwita
Budi Raharjo Zulfa Ermiza Kartika Hermawati Ahmad Khoeri Imam Suhadi
Environment Bayulestari
116
GIS Support Sabdo Sumartono Related Staff Related Staff Related Staff Related Staff Related Staff
Component 3: Strengthening the WASH Financing Environment

3.1 Facilitate the Finance Eenabling Nugroho
Pery Barwiantini Blandina Mandiangan Arif Wibowo Dwi Wasis Vicky Mundiahi
Eenvironment Andwiwinarno
3.2 Facilitate Increased Finance for Benny Nugroho
WASH Djumhana Andwiwinarno
3.3 Facilitate TA to key Financing Nugroho
Facilities Andwiwinarno
3.4 Household Access to Finance Rio Sandi Pery Barwiantini Blandina Mandiangan Arif Wibowo Dwi Wasis Vicky Mundiahi
Business Dev't Services support (see Ika Francisca
Rio Sandi Pery Barwiantini Blandina Mandiangan Arif Wibowo Dwi Wasis Vicky Mundiahi
1.2)
Component 4: Advancing National WASH Advocacy, Communications and Coordination
4.1 Build Natiomal WASH Coord. Martdwita
Lina Damayanti Zulfa Ermiza Kartika Hermawati Ahmad Khoeri Imam Suhadi
Capacity Bayulestari
4.2 Strengthen Nat'l Policy and the
Lina Damayanti N.A N.A N.A N.A N.A
Regulatory Enabling Envirment
Melani
4.3 Share Lessons Learned / Best Abdul Hazis/Tatit Martdwita
Shinta Nurwulan Miranda/Rezeki Usniaty Umayah Ristina Aprillia
Practices Palgunadi Bayulestari
Sitorus
Local Sustainability and Innovation Lina Siti Wahyuni Dian Afrina Eva Ridzki Sumarno Heri Susilowati Andi Yulianti
Component Damayanti
Melani
Abdul Hazis/Edy Martdwita
Project Communications Shinta Nurwulan Miranda/Rezeki Kartika Hermawati Ristina Aprillia
Triyanto Bayulestari
Sitorus
Melani
Abdul Hazis/
Media Relations Rahma Simamora Miranda/Rezeki Doddy Suparta Imam Suhadi Surya Akbar
Ahmad Khoeri
Sitorus
CSR Programming Asep Maman Irzan Yuneizi Usniaty Umayah Edy Triyanto Dwi Wasis Surya Akbar
USAID-SECO Co-funding Partnership
Program Management Hernadi Setiono N.A Tano Baya TBD N.A N.A
A. NRW Henadi Ahmad Hayat N.A TBD TBD N.A N.A
B. EE Setiono Ahmad Hayat N.A TBD TBD N.A N.A
C. Capacity/Institutional Arie Sutartie N.A TBD TBD N.A N.A
117
Program Operations
Operations Management Nina Paramarta Febrianti Ridwan Nina Paramarta Sherly Tulung Chatarina Dewi Ira Leman
Febrianti Sherly Chatarina Ira Leman/Steven
Finance / Acct. Rini Oktavia Arini Proborini
Ridwan/Sri Rahayu Tulung/Mutmainah Dewi/Estri Rahayu Pulu
Administration and Procurement Anna Rahmadhani Dian Afrina Eva Ridzki Sumarno Heri Susilowati Andi Yulianti
Human Resources Ida Nurtam Endah Setyorini Febrianti Ridwan Nina Paramarta Sherly Tulung Chatarina Dewi Ira Leman
Logistics/Ops Johan Satari Ratna Dewi Amelia Chatarina Yovita Fieke Mandagi Martin Ati
SECO Operation TBD N.A TBD TBD N.A N.A
Inform. Tech. Agus Winarto Febrianti Ridwan Nina Paramarta Sherly Tulung Chatarina Dewi Ira Leman
118
ANNEX 5: USAID-SECO CO-FUNDING PARTNERSHIP LOGICAL FRAMEWORK
External Factors
Strategy of Intervention Key Performance Indicators Means of Verification
(assumptions)
Impact Impact Indicators
- Improved service provision and water availability by - Number of persons with access to - Annual audited reports
utilities through increased operational and financial better (basic) services; Target: 60,000, supported utilities - Utilities staff / management
efficiency depending on selected utilities committed to continously
- No. of new connection per utility work on corporate
- Service Coverage (%) per utility development and improve
- Rating in the GOI Utility Performance - BPPSPAM annual utility water services through new
Index; Target: Rating of the supported performance assessment investments.
utilities is improved report
Outcomes Outcome Indicators* - Utilities / local governments
- Financial performance of supported utilities has - Improved Revenue by USD; Target: - Annual audited reports are willing to use the
improved through increased revenue in utilities from US$ 600,000/ year for 7 utilities supported utilities improved revenue in the
additional water sold and deferred investment for - Operating Ratio (%) long run to invest in more
additional raw water to service clients through reduced - Billing Collection Rate (%) water conncetions.
losses. - Deferred investment costs through - IUWASH PLUS quarterly
better efficiency; Target: US$ 1.5 million report - Additional utilities and local
- Operational performance in supported utilities has - Water Quality Compliance - Annual audited reports Government committed to
improved through better quality of service to costumers - Operation Hour supported utilities expand and replicate NRW
- BPPSPAM annual utility reduction and EE programs.
performance assessment
report - Budgets available for
- Centres of Excellency are capable in providing - Number of Centres of Excellency - IUWASH PLUS quarterly infrastructure investments
professional NRW and EE trainings to utilities providing NRE and EE trainings; Target: report by utilities, Local
tbd Governments, Government
of Indonesia
Outputs Output Indicators

- Leverage of at least 50% of the project budget through - Indicator: Investments to improve NRW - Annual audited reports
increased investment in NRW and EE measures by and EE in water service provision; supported utilities and/or
utilities, LG, GOI and other programs Target: $2.5 million IUWASH PLUS report - Sufficient Commitment
- Planed investments are successfully implemented and - Indicator: NRW reduction - Annual audited reports (qualified staff, suitable field
NRW is reduced in the main distribution network of the - Target:5 - 7.5% in 6 utilities supported utilities locations, cost-sharing,
supported utilities management commitment)
119
External Factors
(assumptions)
- Planed investments are successfully implemented and - Indicator: Reduced energy consumption; - IUWASH PLUS annual by PDAM to implement
Energy Efficiency increased by around 15% in the utilities. Target: 15% in 4 utilities report activities
Consequently, Green House Gas (GHG) Emissions are - Indicator: Energy cost to operational
reduced through the decreased energy consumption. cost ratio (%) per supported utility; - All utilities make related
Target: tbd data (baseline, progress,
- The reporting will also include the results) available to the
estimate GHG emissions impacts of project
energy efficiency using the publicly
available measurement tool. - Availability of qualified
- Utilities develop, approve and implements technical and - Indicator: Number of SOPs approved - IUWASH PLUS quarterly expert staff
non-technical Standard Operating Procedures to improve and implemented; Target: Minimum of report
their performance 35 SOPs in total 7 utilities - Support by Central
- Improved capacity of utility staff in implementing NRW - Indicator: Number of staff successfully - IUWASH PLUS quarterly Government in approach,
reduction, EE and variety of other non-technical / supporting NRW / EE measures and report training materials/ modules,
financial corporate development measures SOPs; Target: 600 utility staff etc.
- Utilities take concrete action for performance - Indicator: Number of performance - IUWASH PLUS quarterly
improvement action plans undertaken (4 per PDAM) in improvement action plans implemented report
technical and non-technical areas addressed under by utilities; Target: 28
Component 3
Activities
Component 1:
• Foundational Training of 6 utilities in conducting NRW
measurements
• Preliminary water balance measurements/ calculation
• Install water production units with bulk water meters /
data loggers for demonstrations effect
• Procurement and Testing measuring equipment
• Develop detailed action and investment plans and
obtain owner commitment for corrective measures
• Support linkage to finance from utilities, LG, GOI and
NUWSP
• Implementation NRW reduction program, including
commercial and physical loss reduction activities
• Monitoring Progress and Results
120
External Factors
(assumptions)
• Set up mechanism for the long term use of procure
measurement equipment
Component 2:
• Foundational Training of 4 utilities in conducting
Energy Efficiency (EE)
• Preliminary Energy Audit measurements/ calculation
• Procurement and Testing measuring equipment
• Develop detailed action and investment plans and
obtain owner commitment for corrective measures
• Support linkage to finance from utilities, LG, GOI and
NUWSP
• Implementation EE reduction program, including
detailed energy audit, field training and repair and/or
replacement of pumps, pressure management
• Monitoring Progress and Results
• Set up mechanism for the long term use of procure
measurement equipment
Component 3: - -
• Compile training material on NRW/EE and related
corporate development topics
• Conduct training needs assessment and customize
training contents to utilities needs
• Implement Capacity Building program, through
classroom and on-the-job (OTJ) trainings, internships,
cross-visits, action planning
• Monitor progress and results
• Transfer Training approaches to Centre of Excellency
121
122
USAID INDONESIA URBAN WATER, SANITATION AND HYGIENE
Mayapada Tower I, 10th Fl

Jl. Jend. Sudirman Kav. 28
Jakarta 12920
Indonesia
Tel. +62-21 522 - 0540

Fax. +62-21 522 – 0539
www.iuwashplus.or.id
@airsanitasi
facebook.com/airsanitasi
@airsanitasi
youtube.com/airsanitasi

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USAID INDONESIA URBAN WATER SANITATION AND HYGIENE

PROJECT YEAR 3 WORK PLAN

Photo by Shofyan Ardiansyah/USAID IUWASH PLUS SSEI

PROJECT YEAR 3 WORK PLAN

Project Title: USAID IUWASH PLUS: Indonesia Urban Water

Sponsoring USAID Office: USAID/Indonesia Office of Environment

Contract Number: AID-497-TO-16-00003

Contractor: DAI Global, LLC

Date of Publication: March 2019

Author: DAI Global, LLC

Exhibit 1: List of Partner Local Governments (LGs)

North Sumatra WJDT Central Java East Java SSEI

1.3. PROJECT YEAR 3 WORK PLAN

Section 4: Approach to USAID-SECO Co-Funding Partnership. This section details the

Section 5: Local Sustainability and Innovation Component (LSIC). This section

Annex 5: USAID-SECO Co-Funding Partnership Logical Framework. This provides

Attachment 1 (separate document): Environmental Monitoring and Mitigation Plan.

Project Objective. The implementation of USAID IUWASH PLUS programs contributes to

2.3. SUMMARY OF RESULT INDICATORS

Exhibit 3: Indicators and Target of USAID IUWASH PLUS Achievements

Participant Training Results: General and Gender Training

T2 Number of people trained to advance outcomes Standard 1,500 5,000

Component 2 Results: Strengthening City and District WASH Institutional Performance

C3d Number of Government of Indonesia institutions Custom 1 5

Exhibit 4: Impact, Output, and Outcome Indicators for the Partnership

2.5. PY3 MONITORING AND EVALUATION ACTIVITY

Activity Location Output Timeline

3.2.1. Key Component Partnerships

Exhibit 7: Key Component 1 Partnerships in PY3

Partner Summary of PY3 Engagement

3.2.2. Sub-component 1.1: Increase household demand for WASH services

Exhibit 8 below summarizes the PY3 activities under Subcomponent 1.1.

Exhibit 8: Subcomponent 1.1 Focal Activities in PY3

Activity Location Output Timeline

• Implementation of Sanitation Marketing Strategy. To scale up the Market Based Approach

Exhibit 9: Subcomponent 1.2 Main Programs Conducted for PY3

Activity Location Output Timeline

3.2.4. Sub-component 1.3: Expand poor-inclusive approaches to increase WASH service

• Introduce and advocate a market-based approach to WASH products and services

Exhibit 10 below summarizes the PY3 activities under Subcomponent 1.3.

Exhibit 10: Subcomponent 1.3 Main Programs for PY3

Activity Location Output Timeline

3.3. COMPONENT 2: STRENGTHENING CITY AND DISTRICT

• Also in close coordination with community-based efforts under Component 1, promoting

Exhibit 11: Composition of Component 2 teams with subcomponents

4 Teams 4 Sub Components (2.1 – 2.4)

2.1 Improve PDAM Performance

3.3.1. Key Task Partnerships

Exhibit 12: Key Component 2 Partnerships for PY3

Partner Summary of PY3 Engagement

3.3.2. Subcomponent 2.1: Improve PDAM performance

Exhibit 13 below summarizes the PY3 activities under Subcomponent 2.1.

Exhibit 13: Subcomponent 2.1 Priority Programs for PY3

Activity Location Output Timeline

Exhibit 14 below summarizes the PY3 activities under Subcomponent 2.2.

Exhibit 14: Subcomponent 2.2 Main Programs for PY3

Activity Location Output Timeline

3.3.4. Subcomponent 2.3: Strengthen WASH enabling environment within LGs

Exhibit 15: Subcomponent 2.3 Main Programs for PY3

Activity Location Output Timeline

The following list summarizes the focal programs implemented in PY3:

• Continue to support development of RPAM Framework by close collaboration with all

Exhibit 16: Subcomponent 2.4 Main Programs for PY3