Higher Education for Technology and Innovation Project ...

Higher Education for Technology and Innovation Project (RRP INO 52332)

Project Number: 52332 Loan No: {LXXXX} August 2021

Republic of Indonesia: Higher Education for Technology and Innovation Project

Project Administration Manual

http://www.adb.org/Documents/RRPs/?id=52332-001-3

ABBREVIATIONS

4IR – fourth industrial revolution ADB

BAPPENAS – –

Asian Development Bank Badan Perencanaan Pembangunan Nasional (Ministry of National Development Planning)

BOQ – bill of quantity CEMP – contractor environmental management plan COVID-19 – coronavirus disease DED – detailed engineering design DGHE – Directorate-General of Higher Education EHS – Environment, Health and Safety EMP – environmental management plan FMA – financial management assessment FMAQ – financial management assessment questionnaire GRM – grievance redress mechanism HEI – higher education institution IEE – initial environmental examination IRC – integrated research center ITS – Institut Teknologi Sepuluh Nopember MOECRT – Ministry of Education, Culture, Research and Technology OCB – open competitive bidding PAM – project administration manual PIC – person-in-charge PMC – project management consultancy service contract PMSC – project management and supervision consultant RPJMN

SAI

–

–

Rencana Pembangunan Jangka Menengah Nasional (Medium-Term Development Plan) Supreme Audit Institution

SOE – statement of expenditure TOR – terms of reference UNILA – Universitas Lampung

CONTENTS

I. PROJECT DESCRIPTION 1

II. IMPLEMENTATION PLANS 4

A. Project Readiness Activities 4 B. Overall Project Implementation Plan 5

III. PROJECT MANAGEMENT ARRANGEMENTS 8

A. Project Implementation Organizations: Roles and Responsibilities 8 B. Key Persons Involved in Implementation 12 C. Project Organization Structure 13

IV. COSTS AND FINANCING 14

A. Cost Estimates Preparation and Revisions 15 B. Key Assumptions 15 C. Detailed Cost Estimates by Expenditure Category 16 D. Allocation and Withdrawal of Loan Proceeds 16 E. Detailed Cost Estimates by Financier 17 F. Detailed Cost Estimates by Outputs 18 G. Detailed Cost Estimates by Year 18 H. Contract and Disbursement S-Curve 19 I. Fund Flow Diagram 20

V. FINANCIAL MANAGEMENT 21

A. Financial Management Assessment 21 B. Disbursement 24 C. Accounting 25 D. Auditing and Public Disclosure 26

VI. PROCUREMENT AND CONSULTING SERVICES 27

A. Advance Contracting and Retroactive Financing 27 B. Procurement of Goods, Works, and Consulting Services 27 C. Procurement Plan 28 D. Consultant's Terms of Reference 34

VII. SAFEGUARDS 36

A. Environment 37 B. Involuntary Resettlement 39 C. Indigenous Peoples 39

VIII. GENDER AND SOCIAL DIMENSIONS 40

IX. PERFORMANCE MONITORING, EVALUATION, REPORTING, AND COMMUNICATION 43

A. PROJECT DESIGN AND MONITORING FRAMEWORK 43 B. MONITORING 47 C. EVALUATION 48 D. REPORTING 49 E. STAKEHOLDER COMMUNICATION STRATEGY 49

X. ANTICORRUPTION POLICY 50

XI. ACCOUNTABILITY MECHANISM 50

XII. RECORD OF CHANGES TO THE PROJECT ADMINISTRATION MANUAL 50

APPENDIXES 1. Capacity Development – Indicative Training Plan 51 2. Terms Of Reference For Project Management Consultant (PMC) to Support the

Project Management Unit 61 3. Terms Of Reference For Project Management And Supervision Consultant (PMSC) Sub-Project: Development Of Science And Technology Park (STP) Sepuluh Nopember Institute Of Technology (ITS) 71 4. Terms Of Reference For Project Management And Supervision Consultant (PMSC) Sub-Project: Development Of Teaching Hospital And Integrated Research Center

Universitas Lampung 90 5. Financial Management, Internal Control And Risk Assessment 119 6. Summary Of Project Cost By Universities And Project Management Unit 122

Project Administration Manual Purpose and Process

1. The project administration manual (PAM) describes the essential administrative and management requirements to implement the project on time, within budget, and in accordance with the policies and procedures of the government and Asian Development Bank (ADB). The PAM should include references to all available templates and instructions either through linkages to relevant URLs or directly incorporated in the PAM.

2. The Ministry of Education, Culture, Research and Technology (MOECRT) as executing agency, and the Institut Teknologi Sepuluh Nopember (ITS) and Universitas Lampung (UNILA) as implementing agencies, are wholly responsible for the implementation of ADB-financed projects, as agreed jointly between the borrower and ADB, and in accordance with the policies and procedures of the government and ADB. ADB staff is responsible for supporting implementation including compliance by MOECRT, ITS, and UNILA of their obligations and responsibilities for project implementation in accordance with ADB’s policies and procedures.

3. At loan negotiations, the borrower and ADB shall agree to the PAM and ensure consistency with the loan agreement. Such agreement shall be reflected in the minutes of the loan negotiations. In the event of any discrepancy or contradiction between the PAM and the loan agreement, the provisions of the loan agreement shall prevail.

4. After ADB Board approval of the project's report and recommendations of the President (RRP),

changes in implementation arrangements are subject to agreement and approval pursuant to relevant government and ADB administrative procedures (including the Project Administration Instructions) and upon such approval, they will be subsequently incorporated in the PAM.

I. PROJECT DESCRIPTION 1. The proposed project will support the government’s human capital development agenda by strengthening the capacity of two public universities to provide cutting-edge higher education and high-quality research—two key drivers of technology development and innovation. It targets the Institut Teknologi Sepuluh Nopember (ITS) in East Java Province and the Universitas Lampung (UNILA) in Lampung Province which will be provided with world-class academic facilities, equipment, and innovation centers. The project will also strengthen their faculty, staff and student capacity to teach, research, and innovate. It will support the construction of a teaching hospital at UNILA to strengthen medical education. This will also boost UNILA’s capacity to develop high-quality health personnel and medical services to respond to increased demand for health services, including those triggered by the coronavirus disease (COVID-19) pandemic. The project will provide new research facilities and grants to stimulate multidisciplinary research, drive innovation and commercialization of new products, and foster collaboration between universities and industry. 2. Impact and outcome. The project is aligned with the following impact: human capital enhanced to improve competitiveness and productivity.1

The project will have the following outcome: quality and relevance of targeted HEIs improved.2 3. Output 1: Cutting edge education and research in priority sectors delivered by ITS. This output includes the following:

(i) Construction and equipping of new facilities for innovation centers within the existing ITS science and technology park (STP). The centers are: (a) creative industry; (b) maritime technology; (c) automotive; and (d) information and communication technology and robotics. The centers will focus on:

• teaching including internships and hands-on training;

• research;

• innovation, prototyping, and testing of new products and processes;

• certification;

• stakeholder engagement including joint research (through shared space, equipment, and personnel), incubation, acceleration, and commercialization; and

• marketing.

(ii) Construction and equipping of an academic tower building with classrooms and laboratories. This facility will provide high quality space for teaching and learning that will allow for a modest expansion of student enrolment.

(iii) Construction and equipping of a cultural and language center (CLC). This facility is intended to support ITS internationalization efforts and support ITS’ development and recognition as a World Class University. The CLC will support all ITS staff and students to improve their foreign language skills including English. Increased English language skills will help improve employment opportunities and reduce barriers to publication of research results in international journals.

1 National Development Planning Agency. 2020. National Medium-Term Development Plan (RPJMN 2020–2024).

Jakarta. 2 The design and monitoring framework is in Appendix 1 of the RRP and in section IX, Performance Monitoring,

Evaluation, Reporting, and Communication, of this PAM.

2

All new facilities described above will include gender-responsive design features such as lactation rooms and related amenities and consider the accessibility of people with disabilities. These new facilities will be constructed on ITS’ land located within the existing campus. The facilities will integrate climate- smart designs through energy efficient systems and climate-proofed design and construction. Training will be provided to ensure effective facility management, and operation and maintenance.

(iv) Expanded knowledge partnerships through industry and other private sector

engagement to promote applied research, entrepreneurship, and innovation leading to start-ups. ITS students and academic and technical staff will be engaged in one or more new applied research and entrepreneurship programs, innovation-based start-ups, and training and certification programs in the four specialized areas. The four new innovation centers will be used as “teaching industry”3 to promote the development of industry-appropriate skills through undergraduate internships and other student-focused, hands-on practical training.

(v) Research, innovation, and entrepreneurship grants. ITS will provide these grants to its academic staff and students as well as industry partners in key specializations. This will generate industry-relevant knowledge and innovations through strengthened industry-relevant research capacity. ITS will competitively administer the grants using standard ITS policies and procedures, including tracking of research outcomes by the Directorate of Research and Public Services. Each type of grant can be awarded individually or sequentially to cover the full spectrum of activities from discovery through to innovation, acceleration, incubation, and commercialization, with proportional participation of female academic staff. The entrepreneurship grant recipients may include industry partners.

(vi) Establishment of industry partnerships on skills development, research, and

innovation in specialized areas. Each of the four centers will develop and expand partnerships with key industries. The nature of each partnership will be determined by the center and its industrial partners but could include training, research and development, public service, prototype incubation and acceleration, joint production, and front-end engineering design certification programs.

(vii) Capacity development through domestic and international non-degree training for academic and technical staff in various specialized areas as follows:

• domestic training for academic and non-academic staff and technicians with a total of 115 participants;

• international training for academic and non-academic staff and technicians (for 1 week) with a total of 150 participants;

• international training for academic and non-academic staff and technicians (for 2 weeks) with a total of 80 participants; and

• international training for academic and other research staff for 30 days with a total of 50 participants.

3 “Teaching industry” refers to on-campus training in which students engage in hands-on learning and may produce

products of economic value in a setting similar to what might be used by industry including prototype processes in joint development by industry and the institution.

3

To ensure equal opportunities and access for women and men, the above capacity development initiatives will involve at least 20% female participation.

4. Output 2: Medical education and research capacity of UNILA strengthened. This output will support improving the quality of medical education in UNILA and eventually contribute to developing qualified health professionals in Lampung and its vicinity. It aligns with the government’s goal of improving universal health coverage and supporting the increased demand for preventive and curative health services, including those triggered by the COVID-19 pandemic. This output includes the following:

(i) Construction and equipping of a pandemic-ready teaching hospital that is gender-responsive, accessible, earthquake-resilient, and climate-smart. Pandemic-readiness will be achieved through design features that include isolation wards and the ability to rapidly expand into an intensive care unit facility while protecting the balance of hospital patients from the infectious disease. The teaching hospital will include facilities that support health care in several specialized fields, including a maternity ward and the provision of specialized obstetrics-gynecology services. The 100-bed teaching hospital will be classified as Type C4 under the Ministry of Health regulations and is upgradable to Type B with 250 beds, to respond to future demand. It will facilitate the admission of a broad array of patients to provide a diverse range of case-types for instructional purposes. The teaching hospital will be constructed within UNILA’s existing campus. The project will also procure medical and laboratory equipment as well as provide training in hospital and equipment management, operations, and maintenance. The teaching hospital will provide health services related to tropical infectious diseases, endocrine and other metabolic disorders, geriatrics, and rehabilitative medicine. Hospital management strategies derived from global pandemic readiness guidelines will be introduced and practiced, as necessary.

(ii) Construction and equipping of a new integrated research center (IRC), that will be physically and operationally connected to the hospital and Faculty of Medicine. The IRC will serve as a research venue specializing in the life sciences. Five laboratories will be constructed concentrating research efforts on (a) tropical medicine; (b) biomolecular, genetic, and degenerative diseases; (c) pathology and toxicology; (d) nutrition; and (e) clinical and diagnostic trials. New basic and applied research programs in the health and life sciences will be launched. The construction of the new IRC will also include gender and accessibility requirements for buildings.

(iii) Capacity development of UNILA Faculty of Medicine and related staff will have two major components and will utilize multiple delivery mechanisms. First, trainings will be delivered to strengthen knowledge and skills to support teaching and research in medical, health, and life sciences. Second, capacity development through training will focus on the knowledge and skills required to manage, operate, and maintain a hospital. IRC training will be delivered both on- and off-campus, domestically and internationally.5 Workshops and seminars will be designed and delivered on-campus, while attendance at off-campus workshops, seminars, and conferences will also be supported. Individually customized longer-

4 A Type C hospital has a minimum of 100 beds but has greater patient case diversity than larger Type B or Type A

hospitals because of the Indonesian “referral” system. The hospital will serve as a satellite teaching hospital affiliated with a larger Type A (400+ bed) hospital that is more specialized in terms of case types and has more sophisticated facilities.

5 Alternative arrangements will also be considered should COVID-19 restrictions continue to affect face-to-face events and travels.

4

term internships and exchanges will be developed for academic and professional staff at leading domestic and international institutions to foster the acquisition of relevant skills and knowledge in addition to the creation and promotion of linkages involving ongoing professional development and collaborative research. Training will involve academic, management, technical and other support staff, with proportional representation of women and men. Training in hospital management will be delivered on-site and through other mechanisms as noted above to ensure the most effective and efficient operation of the hospital. Further, training to support the operation and maintenance of the sophisticated and expensive medical equipment will be provided. Training details are in Appendix 1 of this project administration manual (PAM).

(iv) Local, national, and international industry-university partnerships designed to foster relevant skills development, research, and innovation will be expanded and will include a broad base of disciplines that cut across the life sciences. These partnerships will utilize the IRC and the hospital as and when appropriate.

(v) Partnerships between the Faculty of Medicine with neighboring hospitals, polytechnics, and the local government in training delivery, research, clinical trials and contract-based medical check-ups for local industry and government staff will be expanded.

(vi) Applied research programs in the health and life sciences will be launched. This will include the design of an adaptation initiative to increase resilience of Lampung’s public health sector against impacts of climate change and variability.

II. IMPLEMENTATION PLANS

A. Project Readiness Activities

Table 1: Project Readiness Activities

2020 2021 Responsible

Unit/Agency Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov

Advance contracting actions

X PMU, PIUs, ADB

Establish project implementation arrangements

X MOECRT, UNILA, ITS

Loan negotiations

X

ADB, MOECRT, BAPPENAS, MOF, ITS, UNILA

ADB Board approval X ADB

Loan signing X ADB, MOF

Government legal opinion provided

X The Ministry of Law and Human Rights

Government budget inclusion (for FY 2021)

X

BAPPENAS, MOF

Loan effectiveness X ADB

ADB = Asian Development Bank, BAPPENAS = Badan Perencanaan Pembangunan Nasional (National Planning Ministry), FY = fiscal year, ITS = Institut Teknologi Sepuluh Nopember, MOECRT = Ministry of Education, Culture, Research and Technology, MOF = Ministry of Finance, PIU = project implementation unit, PMU = project management unit, UNILA = Universitas Lampung. Source: ADB.

5

B. Overall Project Implementation Plan

Table 2: Indicative Project Implementation Plan

Indicative Activities

2021 2022 2023 2024 2025 2026 2027

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

A. DMF

Output 1: Cutting edge education and research in priority sectors delivered by ITS

Activity 1.1 Detailed design for works

Activity 1.2 Construct facilities for innovation centers, academic tower, and cultural and language center

Activity 1.3 Deliver applied research and entrepreneurship programs

Activity 1.4 Set up partnership arrangements/collaboration with industry partners

Activity 1.5 Train academic staff in specialized areas

Activity 1.6 Provide research and entrepreneurship grants to university faculty and industry partners

Output 2 – Medical education and research capacity of UNILA strengthened

Activity 2.1 Detailed design for teaching hospital and research center

Activity 2.2 Construct teaching hospital and integrated research center

Activity 2.3 Deliver applied research programs relevant to health sector

Activity 2.4 Train academic and management staff on teaching, research, and management of teaching hospital

6


2021 2022 2023 2024 2025 2026 2027


Activity 2.5 Set up partnership arrangements with industry partners

Activity 2.6 Set up partnership arrangements with neighboring hospitals, polytechnics, and local government

B. Management Activities

Procurement Plan Key activities

ITS

1 Civil works

Maritime centre, automotive center, creative center, ICT and robotic center, and cultural & language center

Academic tower (11 Floors) and supporting infrastructure

2 Equipment and furniture

3 Capacity development

Teaching hospital and IRC, UNILA

1 Civil works: Teaching hospital building and IRC building

2 IT, equipment and furniture

Hospital and IRC equipment

IT equipment

Furniture

3 Capacity building

Consultant selection procedures

1 Project Management Consultant (PMC)

2 Project Management and Supervision

7


2021 2022 2023 2024 2025 2026 2027


Consultant (PMSC) for ITS

3 Project Management and Supervision Consultant (PMSC) for UNILA

4 Hospital management development

5 IT specialist

Environment management plan key activities

Gender action plan key activities

Communication strategy key activities

Semi-annual and midterm review

Overall Project Management, Implementation, Supervision, Monitoring and Report Preparation

Bidding/Recruitment

Implementation/Construction

ICT = information and communication technology, IRC = integrated research center, IT = information technology, ITS = Institut Teknologi Sepuluh Nopember, Q = quarter, UNILA = Universitas Lampung. Sources: Asian Development Bank staff and consultants’ estimates

8

III. PROJECT MANAGEMENT ARRANGEMENTS

A. Project Implementation Organizations: Roles and Responsibilities

5. The executing agency (EA) of the project will be the Directorate General of Higher Education (DGHE) of the Ministry of Education, Culture, Research and Technology (MOECRT), while the implementing agencies (IA) will be ITS and UNILA. The MOECRT will establish a steering committee (SC) to guide and monitor the Higher Education for Technology and Innovation Project (HETI)’s overall implementation and ensure that the project can be completed on time within available budget. The Director General of Higher Education, MOECRT will chair the SC and members will include the Secretary General, MOECRT; Inspector General, MOECRT; Deputy Minister for Human, Community and Culture Development, Ministry of National Development Planning, BAPPENAS; Director General of Risk Financing, Ministry of Finance (MOF); Secretary of DGHE, MOECRT; Director for Higher Education, Science and Technology, BAPPENAS; Director of Learning and Student Affairs, DGHE, MOECRT; Director of Institutional Development, DGHE, MOECRT; Rectors of ITS; and Rector of UNILA. ADB can be invited as an observer. 6. The DGHE will establish a project management unit (PMU) headed by a Project Director under the DGHE.6 The Project Director will be supported by a Project Manager who will manage a team to monitor and supervise project implementation activities at the two universities. The Project Manager will also hold responsibility as Commitment Officer of the DGHE. The PMU will be supported by full-time staff and the project management consultant team. The PMU, with the support of its consultants, will provide overall administration and oversight as the executing agency of the project. In each university the rector will establish a project implementation unit (PIU). DGHE will endorse the PIU that will be headed by a PIU Manager (to be appointed by the rector) and include necessary University staff to cover procurement, financial management, and technical areas. The PIU will be responsible for day-to-day management and operation of project implementation activities and will be supported by project management and supervision consultants (PMSC). The PIU manager and/or vice manager will also serve as Commitment Officer of the respective IAs. 7. Project stakeholders’ roles and responsibilities are presented in Table 3 below.

Table 3: Project Management Roles and Responsibilities Project implementation organizations

Management Roles and Responsibilities

Executing agency: Directorate General for Higher Education (DGHE), Ministry of Education, Culture, Research and Technology (MOECRT)

1) Establish a Project Management Unit (PMU) at DGHE; and 2) Appoint a Project Director and Project Manager for the PMU and assign technical staff

for the PMU

Project Management Unit at DGHE, MOECRT

1) Administer the project on behalf of the executing agency of the Asian Development Bank (ADB) loan;

2) Prepare annual budget plan for the project by consolidating proposals from the implementing agencies (IAs);

3) Facilitate disbursement and withdrawal applications for the project implementation units (PIUs);

6 At present, the Director for Learning and Student Affairs is nominated, subject to approval of higher ranking officer

at MOECRT

9

Project implementation organizations


4) Provide Ministry of Finance/DG Treasury with data and documents for withdrawal application (WA) and replenishment;

5) Communicate with ADB for any amendments in the reallocation of the loan amount; 6) Lead communication and reporting on the Higher Education for Technology and

Innovation Project (HETI) between the executing agency and the IAs and ADB; 7) Conduct quality assurance review of project documents from the IAs; 8) Establish and maintain a monitoring framework for all HETI project components in the

universities; 9) Ensure compliance with agreed guidelines and procedures for the procurement of goods

and selection of consultants; 10) Recruit consultants who will support the PMU and manage their contracts; 11) Maintain separate project accounts and records by funding source and all expenditures

incurred on the Project; 12) Consolidate the project accounts and prepare consolidated project financial statements

in accordance with government accounting laws and regulations and have it audited by an acceptable auditor to ADB;

13) Manage financial reporting and accountability aspects (withdrawal applications, financial reports, audits, bank account statements, etc.);

14) Ensure compliance with ADB’s financial management requirements; 15) Lead financial management per ADB’s Loan Disbursement Handbook; and 16) Be responsible for overall safeguards implementation, monitoring and reporting as

delegated by MOECRT, as per the respective safeguards documents.

Project Steering Committee, MOECRT, Ministry of Planning

1) Provide overall policy guidance on HETI (or project) implementation; 2) Advise budget allocation including Loan and state budget (APBN), and university-

sourced funds (PNBP); 3) Advise on policy coordination on research, education, science and technology park, and

teaching hospital; and 4) Provide strategic advice and direction to the project to ensure achievement of project

outcomes.

Implementing Agency: Institut Teknologi Sepuluh Nopember (ITS)

1) Prepare annual work plans and budgets in line with the project implementation schedule and procurement plan, and submit to PMU for review and endorsement;

2) Manage implementation of overall work plan and activities in the university, to include the following: a. Manage timely procurement of goods and works and recruitment of consultant for

its university; b. Manage contracts of consultants and contractors at the university; c. Ensure quality assurance of procured works, and goods; d. Ensure proper financial management of project for the part managed in the

university, including preparing for audit; e. Be responsible for progress reporting (progress and safeguards) and completion

report; f. Closely monitor status of each contract and ensure timely completion of the

contracts by the contractors and suppliers; g. In collaboration with procurement unit of the university (Unit Kerja Pengadaan

Barang dan Jasa, UKPBJ) verify and approve the completed works to be done by the contractors;

h. Verify and approve any proposed changes in works, goods, and equipment, and the corresponding contract variations;

i. Prepare consolidated monthly reports to be submitted to the PMU; j. Support the consultants, the contractors, and suppliers to obtain necessary permits

from the relevant agencies; and k. Lead consultant performance evaluation upon completion of contract

3) Be responsible for safeguard and gender action plan implementation, monitoring and reporting in their respective university;

4) Maintain separate project accounts and records by funding source for all expenditures incurred on the Project;

5) Submit monitoring status to PMU; and 6) Ensure compliance with ADB consultant selection and Procurement Regulations.

10

Project implementation organizations


Implementing Agency: Universitas Lampung (UNILA)

1) Prepare annual work plans and budgets in line with the project implementation schedule and procurement plan and submit to PMU for review and endorsement.

2) Manage implementation of overall work plan and activities in the university, to include the following: a. Manage timely procurement of goods and works and recruitment of consultant for

its university; b. Manage contracts of consultants and contractors at the university; c. Ensure quality assurance of procured works, and goods; d. Ensure proper financial management of project for the part managed in the

university, including preparing for audit; e. Be responsible for progress reporting (progress and safeguards) and completion

report; f. Closely monitor status of each contract and ensure timely completion of the

contracts by the contractors and suppliers; g. In collaboration with procurement unit of the university (Unit Kerja Pengadaan

Barang dan Jasa, UKPBJ) verify and approve the completed works to be done by the contractors;

h. Verify and approve any proposed changes in works, goods, and equipment, and the corresponding contract variations;

i. Prepare consolidated monthly reports to be submitted to the PMU; j. Support the consultants, the contractors, and suppliers to obtain necessary permits

from the relevant agencies; and k. Lead consultant performance evaluation upon completion of contract

3) Be responsible for safeguard and gender action plan implementation, monitoring and reporting in their respective university

4) Maintain separate project accounts and records by funding source for all expenditures incurred on the Project;

5) Submit monitoring status to PMU; and 6) Ensure compliance with ADB consultant selection and Procurement Regulations.

Asian Development Bank

1) Assist DGHE and PMU in providing timely guidance at each stage of the project implementation in accordance with the agreed implementation arrangements;

2) Review all the documents that require ADB approval; 3) Conduct periodic loan review missions, a mid-term review, a completion mission for the

project, and an overall project completion mission; 4) Monitor and require compliance to all loan covenants 5) Timely process withdrawal applications and release eligible funds; 6) Monitor and require the compliance of financial audit recommendations; 7) Regularly update ADB's project performance review reports with assistance of DGHE

and its progress reports; and 8) Regularly post on ADB website the updated project information documents, including

safeguards documents following ADB’s disclosure requirements.

Source: Asian Development Bank.

8. Work mechanisms and business processes for (i) planning and budgeting, (ii)

procurement of goods and services, and (iii) capacity development are as follows:

(i) Planning and budgeting: a) PIU prepares annual budget plan based on the projected disbursement

plan of next year and/or actual disbursement of last year. Budget plan should be ready for submission by January of each year.

b) PIU submits the annual budget plan to DGHE (PMU) through Rector (January).

c) PMU reviews and consolidates proposals for submission to DGHE and seeking endorsement from the internal auditor.

11

d) DGHE submits budget proposal to the MOECRT’s Secretary General (Sekjen) c.q. Planning Unit, who will then submit the proposal to Bappenas.

e) BAPPENAS, MOECRT, and MOF conduct trilateral meeting to discuss the proposal and agree on indicative ceiling (Pagu indikatif) normally in April-May, and through a reiterative process to agree on definitive budget ceiling (Pagu definitive) in October.

f) Detailed budget plan (RKA-KL) to be included in the Annual Budget (DIPA), approved by MOF in December, followed by Operational Plan (POK).

(ii) Procurement of works, goods, and services:

a) The Person-in-Charge (PIC) of civil works/infrastructure of PIU oversees the preparation of the detailed engineering designs (DEDs) which are being prepared by the DED consultants. The DEDs are financed by the government, and currently at the concept/preliminary design stage. The DED for UNILA is scheduled to be completed by the fourth quarter of 2021, while the ITS DED will be completed by the first quarter of 2022.

b) PIU Manager/Commitment Officer, in cooperation with the Procurement Unit (ULP/UKBBJ), prepares prequalification (PQ) and bidding documents with assistance from the consultant.

c) PIU submits the PQ and bidding documents to PMU for review and endorsement.

d) PMU reviews and verifies the documents to ensure completeness and accuracy within 7 working days.

e) If the documents are deemed adequate, PMU sends the bidding documents to ADB, in case of a prior review.

f) ADB reviews the documents, and if deems it adequate, issues a no-objection letter (NOL) to proceed with the bidding process (in case the documents are incomplete, ADB will respond to PMU copied to PIU requesting improvement of the bidding documents).

g) PIU and ULP/UKBBJ of the university execute bidding based on ADB Policy and Regulations.

h) Bid evaluation committee of each university evaluates PQ applications and bid proposals.

i) PIU submits bid and PQ evaluation results and draft contract to PMU. j) PMU reviews the submitted documents, and if deems it adequate, submits

the documents to ADB within 7 working days in case of a prior review. k) ADB reviews the PQ and bid evaluation reports and provides feedback to

PMU, copying the PIU: (i) approves/issues a NOL if deemed adequate; (ii) requests for improvement of any shortcoming/s or unclear contents; or (iii) disapproves the results of selection; it may also suggest to rebid.

l) The commitment officer (PPK or the appointed project manager of the PMU/PIU) finalizes and signs contract with contractor/supplier.

m) PIU submits copy of signed contracts (along with contract summary) to PMU and ADB.

n) PMU submits signed contract to ADB. o) ADB issues NOL for contract and procurement contract summary sheet

(PCSS) number.

12

(iii) Capacity Development: a) PIC of Academic and Staff Development of PIU coordinates preparation of

the annual plan and budget for capacity development implementation as part of the overall PIU workplan.

b) PIC of Academic and Staff Development of PIU prepares terms of reference (TOR) and cost estimates for each activity including workshop, training, interns, study, etc., and submits it to PMU. The TOR should include (at least) objectives, outputs, duration, implementation arrangements, number of participants, outline of the program, total cost estimates, and source of funding.

c) PMU reviews the TOR and cost estimates, and if deemed acceptable, provides endorsement to PIU.

d) If the PIU requires a service provider to organize the activity funded by ADB loan, the selection of providers should use agreed methods.

e) For ADB-funded activities, once the contract is signed, the PIU (through PMU) should request a contract number from ADB (PCSS). This number will be used as reference when processing a withdrawal application.

f) PIU prepares completion reports of completed activities described in in the TOR and as mentioned in point b above; and submits the report to PMU.

g) PIC of Academic and Staff Development of PIU should update data on capacity development and include it in quarterly reports as part of project monitoring and evaluation.

B. Key Persons Involved in Implementation

Executing Agency Ministry of Education, Culture, Research and Technology

Prof. Nizam Director General of Higher Education Telephone: +62 21 57946100 Email address: [email protected] Office address: Gedung D, Jln. Jenderal Sudirman Pintu Satu Senayan, Jakarta Pusat 10270

Asian Development Bank Human and Social Development Division

Ayako Inagaki Director Human and Social Development Division Telephone No.: +63 2 8632-6612 Email address:

Mission Leaders

Lynnette Perez Principal Education Specialist Human and Social Development Division Email address: [email protected] Sutarum Wiryono Senior Project Officer (Education) Telephone No. +62 21 2992-7388 Email address: [email protected]

mailto:[email protected]

mailto:[email protected]

13

C. Project Organization Structure

9. Diagrams showing the organizational structure of the project and the relationships among the various agencies are shown in Figures 1 and 2.

Figure 1: Project Management Unit (PMU) Organogram

Ministry of Education, Culture, Research, and Technology (MOECRT)

Directorate General for Higher Education (DGHE)

Project Executing Agency

Project Management Unit (PMU)

Director of Learning and Student Affairs As PMU Head

Project Management

Consultant (PMC)

Project Manager

Technical Team

Civil Works /Goods

Coordinator

Executive

Secretary/Commitment Officer

Project Steering Committee: Chaired by the DG of DGHE,

MOECRT. Members: Secretary General, MOECRT, Inspector General, MOECRT, Secretary

DGHE, Directors at DGHE, MOECRT, Head of Planning, MOECRT, Deputy Minister for

Human, Community and Culture Development,

BAPPENAS, Director for Higher Education, Science and

Technology, BAPPENAS, Rectors of ITS and UNILA

Procurement Coordinator

Academic and Staff Development

Coordinator

M&E

Coordinator

Financial Management Coordinator

BAPPENAS = Badan Perencanaan Pembangunan Nasional (Ministry of National Development Planning), DG = Director General, DGHE = Directorate General of Higher Education, ITS = Institut Teknologi Sepuluh Nopember, M&E = monitoring and evaluation, UNILA = Universitas Lampung

14

Figure 2: Project Implementation Unit (PIU) Organogram

IV. COSTS AND FINANCING

10. The project is estimated to cost $94.27 million (Table 4). ADB will finance 84.3% of the total costs which include works, goods, consulting services, capacity development, and operational costs for project management. The government will fund $14.79 million (Table 5) or 15.7% of the total project costs to cover consulting services, recurrent cost, taxes and duties for project-financed items, and financing charges.

Table 4: Summary Cost Estimates

($ million) Item Amounta

A. Base Costb 1. Cutting edge education and research in priority sectors delivered by ITS 43.43

2. Medical education and research capacity of UNILA strengthened 42.79 Subtotal (A) 86.22 B. Contingenciesc 6.08 C. Financial Charges During Implementationd 1.97 Total (A+B+C) 94.27

ITS = Institut Teknologi Sepuluh Nopember, UNILA = Universitas Lampung. Note: Numbers may not sum precisely because of rounding a Includes taxes and duties of $7.84 million. Such amount does not represent an excessive share of the project cost.

IT -information technology, M&E = monitoring and evaluation, ULP = Unit Layanan Pengadaan (Procurement Committee).

15

b In mid-2020 prices as of August 2020. The government will finance taxes and duties of $7.84 million which will be provided through tax exemption.

c Includes physical and price contingencies, and a provision for exchange rate fluctuation. d Includes interest, commitment, and other charges on all sources of financing. Source: Asian Development Bank.

Table 5: Summary Financing Plan

Source Amount ($ million) Share of Total (%)

Asian Development Bank Ordinary capital resources 79.475 84.3

Government 14.790 15.7 Total 94.265 100.0

Source: Asian Development Bank estimates.

11. The proceeds of the loan shall be used to finance eligible expenditures. All goods, works, and services to be financed out of the loan proceeds shall be procured in accordance with the loan agreement and shall be used exclusively in carrying out the project. ADB may refuse to finance a contract where goods or services have not been procured under procedures in accordance with those agreed between the government and ADB, or where the terms and conditions of the contract are not satisfactory to ADB. A. Cost Estimates Preparation and Revisions

12. Cost estimates were prepared in August 2020. The ADB project team prepared the cost estimates based on unit cost information from the local and international markets, MOECRT, ITS, UNILA, and key stakeholders. The cost estimates will be reviewed and if necessary, updated by ADB and the PMU during review missions based on unit cost information obtained in the local and international markets, and approved by the project steering committee. 13. The cost estimates are fluid and may change as the scope of the project is refined to accommodate specific facility and equipment needs. B. Key Assumptions

14. The following key assumptions underpin the cost estimates and financing plan:

(i) Exchange rate: IDR 14,400 = $1.00 (as of July 2020); (ii) Price contingencies based on expected cumulative inflation over the implementation period are as follows:

Table 6: Escalation Rates for Price Contingency Calculation

Item 2020 2021 2022 2023 2024 Average

Foreign rate of price inflation 0.5% 1.6% 1.7% 1.7% 1.8% 1.3%

Domestic rate of price inflation 3.0% 2.8% 2.8% 2.7% 2.5% 2.8%

Source: Asian Development Bank estimates.

16

C. Detailed Cost Estimates by Expenditure Category

Table 7: Detailed Cost Estimates by Expenditure Category ($ million)

Total

Cost % of Total Base

Cost

A. Investment Costs

Civil Works 32.86 38.11% Equipment and Furniture 27.09 31.42% Capacity Development 15.30 17.75% Consulting Services 5.43 6.29% Subtotal (A) 80.67 93.56%

B. Recurrent Costs

Salaries 1.41 1.64%

Accommodation Equipment Operation and Maintenance

3.61 0.52

4.19% 0.60%

Subtotal (B) 5.53 6.44%

Total Base Cost (A+B) 86.22 100.00%

C. Contingencies

Physical 1.74 2.02% Price 4.34 5.03% Subtotal (C) 6.08 7.05%

D. Financial Charges During Implementation

1.97 2.28%

Total Project Cost (A+B+C+D)

94.27 109.33%

Notes: Numbers may not sum precisely because of rounding. Source: Asian Development Bank.

D. Allocation and Withdrawal of Loan Proceeds

15. Except as ADB may otherwise agree, each item of expenditure shall be financed from the proceeds based on the percentages set forth in the table below:

ALLOCATION AND WITHDRAWAL OF LOAN PROCEEDS

Number Item Total Amount Allocated for ADB Financing*

Basis for Withdrawal from the Loan Account

1 Works and Goods 59,474,787 100% of total expenditure claimed**

2

Project Administration, Consulting Services, Capacity Development

20,000,213 100% of total expenditure claimed**

Total 79,475,000

ADB = Asian Development Bank. * Amounts include contingencies. **Exclusive of taxes and duties imposed within the territory of the Borrower. Source: Asian Development Bank.

17

E. Detailed Cost Estimates by Financier

Table 8: Detailed Cost Estimates by Financier ($ million)

ADB Loan GOI Total Cost

Amount % of Cost Category Amount

% of Cost Category Amount

Taxes and Duties

A. Investment Costs

Civil Works 29.87 91% 2.99 9% 32.86 2.99

Equipment and Furniture 24.63 91% 2.46 9% 27.09 2.46

Capacity Development 13.91 91% 1.39 9% 15.30 1.39

Consulting Services

a. Project Management 3.27 91% 0.33 9% 3.60 0.33

b. Capacity Development 0.59 32% 1.24 68% 1.83 0.17

Subtotal A 72.27 90% 8.40 10% 80.67 7.33

B. Recurrent Cost

Salaries - 0% 1.41 100% 1.41 0.13

Project Administration a. Accommodation 0.98 27% 2.63 73% 3.61 0.33

b. Equipment Operation and Maintenance 0.14 27% 0.38 73% 0.52 0.05

Subtotal B 1.12 20% 4.42 80% 5.53 0.51

Total Base Cost (A+B) 73.39 85% 12.82 15% 86.22 7.84

C. Contingencies

Physical 1.74 100% - 0% 1.74 -

Price 4.34 100% - 0% 4.34 -

Subtotal C 6.08 100% - 0% 6.08 -

D. Financing Charge During Implementation - 0% 1.97 100% 1.97 -

Total Project Cost (A+B+C+D) 79.48 84.3% 14.79 15.7% 94.27 7.84

ADB = Asian Development Bank, GOI = Government of Indonesia. Notes: (i) Numbers may not sum precisely because of rounding; (ii) ADB and Government will finance separate contracts/expenditures with 100% financing percentage. Source: Asian Development Bank.

18

F. Detailed Cost Estimates by Outputs

Table 9: Detailed Cost Estimates by Outputs ($ million)

Total Cost

Output 1 Output 2

Amount % of Cost Category

Amount % of Cost Category

A. Investment Costs

Civil Works 32.86 17.26 53% 15.60 47% Equipment and Furniture 27.09 13.79 51% 13.30 49% Capacity Development 15.30 7.15 47% 8.15 53%

Consulting Services

a. Project Management b. Capacity Development

3.60 1.83

1.83 0.57

51% 31%

1.77 1.25

49% 69%

Subtotal (A) 80.67 40.60 50% 40.07 50% B. Recurrent Costs

Salaries Project Administration

1.41 0.70 50% 0.72 51%

a. Accommodation b. Equipment Operation and Maintenance

3.61 0.52

1.76 0.37

49% 71%

1.85 0.15

51% 29%

Subtotal (B) 5.53 2.83 51% 2.72 49% Total Base Cost (A+B) 86.22 43.43 50% 42.79 50% C. Contingencies Physical 1.74 0.91 52% 0.83 48% Price 4.34 2.44 56% 1.90 44% Subtotal (C) 6.08 3.35 55% 2.73 45% D. Financing Charge During Implementation 1.97 1.00 51% 0.97 49% Total Project Cost (A+B+C+D) 94.27 47.78 51% 46.49 49%

Notes: Numbers may not sum precisely because of rounding. Source: Asian Development Bank.

G. Detailed Cost Estimates by Year

Table 10: Detailed Cost Estimates by Year ($ million)

Items Total Cost 2021 2022 2023 2024 2025 2026 2027

A. Investment Costs 80.67 4.04 4.69 17.24 42.14 10.30 2.27 - Civil Works 32.86 - 2.34 9.53 17.71 3.28 - - Equipment and Furniture 27.09 - - 4.58 20.08 2.44 - - Capacity Development 15.30 2.75 1.54 1.76 3.09 4.07 2.09 - Consulting Services

a. Project Management 3.60 0.09 0.61 1.15 1.13 0.46 0.15 - b. Capacity Development 1.83 1.20 0.20 0.22 0.13 0.04 0.02 -

B. Recurrent Cost 5.53 0.48 0.96 1.07 1.07 0.92 0.64 0.40 Salaries 1.41 0.15 0.18 0.29 0.29 0.28 0.14 0.09 Project Administration a. Accommodation

3.61

0.29

0.72

0.69

0.66

0.56

0.42

0.28

b. Equipment Operation and Maintenance

0.52 0.04 0.07 0.09 0.12 0.09 0.08 0.03

Subtotal Base Cost 86.22 4.53 5.65 18.31 43.21 11.22 2.90 0.40

C. Contingencies 6.08 - 0.20 1.02 3.64 1.07 0.15 - Physical contingency 1.74 - 0.12 0.51 0.94 0.17 - - Price contingency 4.34 - 0.08 0.51 2.70 0.90 0.15 -

D. Financing Charge During Implementation

1.97 0.06 0.11 0.43 1.00 0.29 0.08 0.00

Total Project Cost 94.27 4.59 5.96 19.75 47.85 12.58 3.13 0.40

Notes: Numbers may not sum precisely because of rounding. Source: Asian Development Bank’s estimates.

19

H. Contract and Disbursement S-Curve

16. Table 11 shows the indicative contract awards and disbursements projections, which will be recorded and reported in eOperations.

Table 11: Indicative Contract Awards and Disbursements projection

Contract Awards (in USD million) Disbursements (in USD million)

Q1 Q2 Q3 Q4 Total Q1 Q2 Q3 Q4 Total

2021 - - - 0.64 0.64 - - - 2.60 2.60

2022 0.02 3.11 14.43 0.59 18.15 0.07 0.37 2.38 1.88 4.70

2023 16.75 0.77 7.21 15.46 40.19 3.01 2.09 3.80 8.10 17.00

2024 1.71 5.38 2.98 2.91 12.98 10.66 8.84 9.89 12.89 42.27

2025 1.37 1.18 0.65 2.78 5.98 1.56 0.92 0.22 7.92 10.62

2026 0.21 0.21 1.11 - 1.53 0.11 0.08 1.34 0.75 2.28

Total Contract Awards 79.48 Total Disbursements 79.48

Q = quarter; USD = United States dollar. Source: Asian Development Bank

Figure 3: Contract Awards and Disbursement S-Curve ($ Million)

Q = quarter Source: Asian Development Bank

0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

80.00

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2021 2022 2023 2024 2025 2026

C. Awards Disbursement

20

I. Fund Flow Diagram

17. The fund flow diagram is indicated below:

Figure 4.1 Fund Flow Through Advance Account

Disbursement Process: 1. The Contractor submits invoices to the

PMU/PIU Commitment Officer (PPK). 2. Upon review, if invoices are deemed complete

and satisfactory, the PPK issues a Payment

Order (SPM) which is then signed by the Authorized Budget Officer (PPSPM).

3. Authorized Budget Officer (KPA/PPSPM)

issues a Payment Order and submits to the State Treasury Service Office (KPPN) by

enclosing the required documents. He/she endorses the payment.

4. KPPN conducts a verification on SPM-Reksus submitted by PPSPM. If verified and complete,

he/she issues a Disbursement Order Letter (SP2D-Reksus/ remittance order). He/she

approves payment. 5. With SP2D-Reksus the KPPN transfer the

funds from Advance Account to the

Contractor’s Account through an operational bank.

Replenishment and Liquidation Process: 1. Bank Indonesia sends a bank statement to the

Directorate General of Treasury (DJPB) c. q.

Directorate of State Cash Management. 2. DJPB c.DJPB q. the Directorate of State Cash

Management sends the bank statement to the

EA as the basis for preparing a Withdrawal Application (WA) of the advance account.

3. EA submits WA documents to DJPB c. q. Directorate of State Cash Management. EA

inputs WA into ADB’s Client Portal Disbursement (CPD) if applicable.

4. DJPB c.q. The Directorate of State Cash Management endorses WA replenishment

request through CPD if applicable or submits

the hard copy to ADB Indonesia Resident Mission (IRM).

5. ADB’s Controllers Department (CTLA) (with the IRM Disbursement Unit (DU) verifies the WA

and supporting documents and authorizes the WA to replenish the advance account. After

receiving CTLA’s authorization, ADB’s Treasury Department remits funds to the

advance account 6. A notification of transfer is available through the

CPD and Loan Financial Information System

website.

ADB = Asian Development Bank, CPD = Client Portal Disbursement, DJPB = Directorate General of Treasury, DJPPR = Directorate General of Budget, Risk and Financing, KPA = Authorized Budget User, KPPN = Regional Treasury Office, PPSPM

= Authorized Budget Officer, SPM = Payment Order, SPP = Payment Request, SP2D = Payment Voucher.

= Document Flow - - - = Fund flow

Contractor, Supplier or Consultant

Advance Account

(Bank Indonesia)

21

Figure 4.2. Fund Flow through Direct Payment Procedure

1. The Contractor submits invoices to the PIU Commitment Officer (PPK)

2. Upon review, if invoices are deemed complete and satisfactory, the PPK issues a Payment Order (SPP) which

is then signed by the Authorized Budget Officer (PPSPM).

PPK inputs the contractor’s invoice through ADB’s Client Portal Disbursement (CPD) if applicable.

3. The Authorized Budget User (KPA) / PPSPM submits the Withdrawal Application Letter of Direct Payment to Special

State Treasury Office for Loans and Grants (KPPN KPH). He/she endorses the payment through CPD if applicable.

4. Based on WA of Direct Payment, KPPN KPH endorses Direct Payment order and sends it to ADB IRM or through

CPD if applicable.

5. ADB’s CTLA (with the IRM DU verifies the withdrawal application and supporting and documents and authorizes

the WA. After receiving the CTLA’s authorization, the ADB Treasury Department remits funds to the Contractor’s

Account. 6. Notice of Disbursement (NOD) of loan funds to the 3rd party

is accessible in the CPD and LFIS website 7. Directorate General of Financing and Risk Management

c.q. Directorate of Evaluation, Accounting, and Settlement

issues Bookkeeping Orders for Withdrawal of Foreign Loans and Grants (SP4HLN) to KPPN KPH.

8. The KPPN KPH issues SP3 and sends a copy of the SP3 to Budget User (KPA) for bookkeeping purposes.

ADB = Asian Development Bank, DJPB = Directorate General of Treasury, KPA = Authorized Budget User, KPPN = Regional

Treasury Office, PIU = Project Implementation Unit, PMU = Project Management Unit, PPK = Commitment Officer, PPSPM =

Authorized Budget Officer.

V. FINANCIAL MANAGEMENT

A. Financial Management Assessment

18. The financial management assessment (FMA) was conducted in March/April 2020 in accordance with ADB’s guidelines for the Financial Management and Analysis of Projects ,7 Financial Due Diligence: A Methodology Note.8 The FMA preparation included reviewing of documents, interviewing relevant government agencies, completing financial management assessment questionnaires (FMAQ) for EA and IAs, and reviewing ADB’s ongoing projects under the same EA. The FMA considered the capacity of MOECRT which is the EA, UNILA, and ITS which are the IAs including funds-flow arrangements, staffing, accounting and financial reporting systems, financial information systems, and internal and external auditing arrangements. MOECRT, UNILA, and ITS have adequate financial management system in place, including robust institutional links between planning and budgeting, a well-developed accounting system and policies following GOI, and a fully automated financial management system. The EA and IAs conduct financial reporting on a regular basis. The accounting policies and system are fairly harmonized with accrual-based accounting standards. Also, the auditing standards for both internal and external audits are aligned with international standards.9

7 ADB. 2005. Guidelines for the Financial Management and Analysis of Projects. Manila. 8 ADB. 2009. Financial Due Diligence: A Methodology Note. Manila. 9 PEFA 2017. Public Expenditure and Financial Accountability Assessment Report. Jakarta.

----- = Document Flow - - - = Fund flow

Contractor, Supplier or Consultant

22

19. The FMA identified a few financial management risks including the following: (i) IAs still lack familiarity on ADB project guidelines and the loan disbursement handbook; (ii) delays in budget release may lead to inadequate financing and implementation delays; (iii) the EA and IAs have adequate capacity at present for its current activities; however, to effectively manage the project, ensure fiduciary controls, and render accurate and timely financial reporting, PMU and PIUs will need to be set-up to support EA and IAs; delay in forming the PMU and PIUs may adversely impact project financial management; and (iv) the IAs currently have dedicated and fully functional Internal Audit Departments; however, the IAs will have to indicate commitment to conduct internal audit activities for the project for proper implementation of internal controls and to avoid any risk of misuse of funds. The FMA concluded that the overall pre-mitigation financial management risk of the project is moderate. The EA and IAs have agreed to implement an action plan with key measures to address deficiencies in financial management. The financial management action plan is in Table 12.

Table 12: Financial Management Time-Bound Action Plan10

Risks Description Pre-mitigation

Risk Assessment

Mitigation Measures Timeframe Responsibility

Country Specific

1 Overall, the PFM system is

quite well-functioning,

however, there are still some weaknesses related to the

strategic allocation of resources, the accountability

of budget implementation, and the efficient delivery of

public services.

Moderate The government will continue several reforms, including (i) improving the budget credibility, (ii) improving the system capacity to deliver infrastructure outcomes by harmonizing the selection, implementation, and monitoring of capital expenditure with formal guidelines and oversight, efficient management of public assets; (iii) including in the budget of performance information, linking resource planning in the most appropriate manner for better service delivery; (iv) promoting effective reporting of subnational budget execution; and (v) strengthening internal audit and external audit, and control measures.

Continuous effort

EA/MOF

Entity Specific

1 Delays in budget release may lead to inadequate financing and implementation delays. Also, Government may prioritize allocation of resources for social and economic recovery during the COVID-19 pandemic which can cause the government to

Moderate The EA shall coordinate and engage regularly with central government to ensure sufficient and timely counterpart funds are available. Also, EA shall ensure adherence to budget calendar and submission of timely, complete, and relevant

Annually EA/MOF

10 The Financial Management, Internal Control and Risk Assessment is in Appendix 5.

23

Risks Description Pre-mitigation

Risk Assessment

Mitigation Measures Timeframe Responsibility

shift resources and funds away from the project.

information in the draft budget submission. Loan covenant on the availability of counterpart funds will be included in the MOU and the Loan agreement.

Project Specific

1 Staffing - EA and IAs’ overstretched capacity may adversely affect its ability to effectively manage the project, monitor financial management arrangements, ensure fiduciary controls, and render accurate and timely financial reporting. Hence, PMU and PIUs will be set up to support EA and IAs. Delay in forming the PMU and PIUs may adversely impact project financial management.

Moderate New staff will be hired to support the PMU and the PIUs. Qualified financial management and procurement consultants will be engaged for the project. Training on ADB’s disbursement procedures will be provided to relevant project staff. FM arrangements for the project will be established and rolled out through briefings and trainings.

Before project effective-ness date

EA/IAs/ADB

2 Implementing Agencies Capacity – IAs’ lack of familiarity with ADB’s project guidelines and loan disbursement handbook may affect their ability to effectively manage the project, process disbursements, fund flows, and financial management arrangements to ensure accurate and timely financial reporting and auditing.

Moderate Provide training to project staff (especially new staff) on ADB procedures including on ADB’s Loan Disbursement Handbook (2017, as amended from time to time). Online training for project staff on disbursement policies and procedures is available.11 Conduct financial management workshop for the current and newly- recruited project financial management staff.

Before project effective-ness date

EA/IAs/ADB

3 Internal Audit - The IAs currently have dedicated and fully functional Internal Audit Departments. However, the IAs will have to indicate commitment to conduct internal audit for the project activities for oversight of proper implementation of internal controls and to avoid any risk of misuse of funds

Moderate IAs’ internal audit departments will be notified of the project for inclusion in its audit activities/ calendar. Internal audit departments will evaluate the effectiveness of risk management, control, and governance processes for the project. IAs shall act on the observations and recommendations of the internal audit department included in the internal audit report.

Annually or based on the frequency of internal audit conduct.

IAs

Overall Moderate

11 Disbursement eLearning. http://wpqr4.adb.org/disbursement_elearning

http://wpqr4.adb.org/disbursement_elearning

24

ADB = Asian Development Bank, COVID-19 = coronavirus disease, EA = executing agency, FM = financial management, IA = implementing agency, MOF = Ministry of Finance, MOU = Memorandum of Understanding, PFM = public financial management, PIU = Project Implementation Unit, PMU = Project Management Unit. Source: Asian Development Bank.

B. Disbursement

1. Disbursement Arrangements for ADB Funds

20. The loan proceeds will be disbursed in accordance with ADB’s Loan Disbursement Handbook (2017, as amended from time to time),12 and detailed arrangements agreed upon between the government and ADB. Online training for project staff on disbursement policies and procedures is available (footnote 11). Project staff are encouraged to avail of this training to help ensure efficient disbursement and fiduciary control. 21. The MOECRT through the PMU will be responsible for (i) preparing disbursement projections, (ii) requesting budgetary allocations for counterpart funds from MOECRT, (iii) collecting and retaining supporting documents, and (iv) preparing and sending withdrawal applications to ADB.

22. Direct payment procedures may be used for large contracts under the project. Suppliers, contractors, and consultants are required to submit approved invoices and other supporting documentation to ADB in accordance with the ADB’s Loan Disbursement Handbook (2017, as amended from time to time). 23. Advance fund procedure. After loan effectiveness, MOF will open an advance account at the Bank of Indonesia under the Director General of Treasury, MOF. The currency of the advance account is the US dollar. MOF will manage the advance account and will be responsible and accountable for its proper use. The advance account is to be used exclusively for ADB’s share of eligible expenditures. The EA will be responsible for providing documents for disbursement and replenishment. 24. The total outstanding advance to the advance accounts should not exceed the estimate of ADB’s share of expenditures to be paid through the advance accounts for the forthcoming 6 months. The MOECRT may request for initial and additional advances to the advance accounts based on an Estimate of Expenditure Sheet13 setting out the estimated expenditures to be financed through the accounts for the forthcoming 6 months. Supporting documents should be submitted to ADB or retained by the recipient in accordance with ADB’s Loan Disbursement Handbook (2017, as amended from time to time) when liquidating or replenishing the advance accounts. 25. Statement of expenditure procedure.14 The SOE procedure may be used for reimbursement of eligible expenditures or liquidation of advances to the advance account(s). The ceiling of the SOE procedure is the equivalent of $100,000 per individual payment. Supporting documents and records for the expenditures claimed under the SOE should be maintained and made readily available for review by ADB's disbursement and review missions, upon ADB's

12 The handbook is available electronically from the ADB website (http://www.adb.org/documents/ loan-disbursement-

handbook 13 Estimate of Expenditure sheet is available in Appendix 8A of ADB’s Loan Disbursement Handbook (2017, as

amended from time to time), 14 SOE forms are available in Appendix 7B and 7D of ADB’s Loan Disbursement Handbook (2017, as amended from

time to time).

25

request for submission of supporting documents on a sampling basis, and for independent audit. Reimbursement and liquidation of individual payments in excess of the SOE ceiling should be supported by full documentation when submitting the withdrawal application (WA) to ADB.

26. Before the submission of the first WA, the borrower should submit to ADB sufficient evidence of the authority of the person(s) who will sign the withdrawal applications on behalf of the government, together with the authenticated specimen signatures of each authorized person. The minimum value per WA is stipulated in the Loan Disbursement Handbook (2017, as amended from time to time). Individual payments below such amount should be paid (i) by the MOECRT and subsequently claimed to ADB through reimbursement, or (ii) through the advance fund procedure, unless otherwise accepted by ADB. The recipient should ensure sufficient category and contract balances before requesting disbursements. Use of ADB’s Client Portal for Disbursements15 is encouraged for submission of withdrawal applications to ADB.

2. Disbursement Arrangements for Counterpart Fund

27. The government contribution to project costs will be provided in each project year through ‘Rupiah Murni’ (counterpart budget) allocation in the MOECRT budget as well as non-tax revenue (PNBP) from the ITS and UNILA budget, which are prepared through the government’s regular funding process. The PIU will prepare an annual budget plan based on the projected disbursement plan of the following year and/or actual disbursement of the previous year. The budget plan will be submitted to the PMU, through the rector, in January of each year. The PMU will review and consolidate proposals for submission to DGHE, and seek endorsement from the internal auditor. DGHE submits the budget proposal to the MOECRT Secretary General, who will then submit the proposal to BAPPENAS. BAPPENAS, MOECRT, and MOF will conduct a trilateral meeting to discuss the proposal and agree on an indicative ceiling between April to May, and through an iterative process, will agree on the definitive budget ceiling in October. The detailed budget plan will then be included in the Annual Budget (DIPA), approved by the MOF in December, followed by the preparation of an Operational Plan. C. Accounting

28. The MOECRT through its PMU, and ITS and UNILA through their respective PIUs, will maintain separate project accounts and records by funding source for all expenditures incurred on the Project. The Project accounts will follow the government accounting standards. MOECRT through its PMU will prepare consolidated project financial statements in accordance with government accounting laws and regulations. The Government Accounting Standards (SAP) are issued by the Government Accounting Standards Committee (KSAP). The Government sector units are required to comply with these standards.16 29. Government financial reports and accounting systems are prepared according to policies set forth by the Ministry of Finance, namely the Accrual Basis Institutional Accounting System (SAIBA). SAIBA produces financial reports comprising: Budget Realization Report, Balance Sheet report, Records of Financial Reports, and a Synchronization Report with the State Treasure Office (KPPN).

15 https://cpd.adb.org/. Online guide can be accessed at https://www.adb.org/documents/client-portal-disbursements-

guide 16 ADB 2018. Public Financial Management System – Indonesia. Manila.

https://cpd.adb.org/

https://www.adb.org/documents/client-portal-disbursements-guide

https://www.adb.org/documents/client-portal-disbursements-guide

26

D. Auditing and Public Disclosure

30. The MOECRT, through its PMU, will cause the detailed consolidated project financial statements to be audited. Foreign funds are part of state finances included in the national budget and thus are subject to the Audit Board of Republic of Indonesia (BPK) audit. BPK is an active member of The International Organization of Supreme Audit Institutions. The State Financial Audits Standards (SPKN) comply with international auditing standards. BPK is an independent auditor acceptable to ADB. MOECRT will submit to ADB, the audited project financial statements together with the auditor’s opinion in the English language, within 6 months from the end of each fiscal year. 31. The audit report for the consolidated project financial statements will include a management letter and auditor’s opinions, which cover (i) whether the project financial statements present a true and fair view or are presented fairly, in all material respects, in accordance with the applicable financial reporting standards; (ii) whether the proceeds of the loan were used only for the purpose(s) of the project; and (iii) whether the borrower or executing agency was in compliance with the financial covenants contained in the legal agreements (where applicable). 32. Compliance with financial reporting and auditing requirements will be monitored by review missions and during normal program supervision, and followed up regularly with all concerned, including the external auditor. 33. The government and MOECRT have been made aware of ADB’s approach to delayed submission, and the requirements for satisfactory and acceptable quality of the audited project financial statements.17 ADB reserves the right to require a change in the auditor (in a manner consistent with the constitution of the borrower), or for additional support to be provided to the auditor, if the audits required are not conducted in a manner satisfactory to ADB, or if the audits are substantially delayed. ADB reserves the right to verify the project's financial accounts to confirm that the share of ADB’s financing is used in accordance with ADB’s policies and procedures.

34. Public disclosure of the audited project financial statements, including the auditor’s opinion on the project financial statements, will be guided by ADB’s Access to Information Policy 2018.18

After the review, ADB will disclose the audited project financial statements and the opinion of the auditors on the project financial statements no later than 14 days of ADB’s confirmation of their acceptability by posting them on ADB’s website. The management letter, additional auditor’s opinions, and audited entity financial statements will not be disclosed.19

17 ADB’s approach and procedures regarding delayed submission of audited project financial statements:

(i) When audited project financial statements are not received by the due date, ADB will wri te to the executing agency advising that (a) the audit documents are overdue; and (b) if they are not received within the next 6 months, requests for new contract awards and disbursement such as new replenishment of advance accounts, processing of new reimbursement, and issuance of new commitment letters will not be processed.

(ii) When audited project financial statements are not received within 6 months after the due date, ADB will withhold processing of requests for new contract awards and disbursement such as new replenishment of advance accounts, processing of new reimbursement, and issuance of new commitment letters. ADB will (a) inform the executing agency of ADB’s actions; and (b) advise that the loan may be suspended if the audit documents are not received within the next 6 months.

(iii) When audited project financial statements are not received within 12 months after the due date, ADB may suspend the loan.

18 Access to Information Policy: https://www.adb.org/documents/access-information-policy 19 This type of information would generally fall under access to information policy exceptions to disclosure. ADB.

2018. Access to Information Policy. Paragraph 17 (viii) and (ix)

https://www.adb.org/documents/access-information-policy

27

VI. PROCUREMENT AND CONSULTING SERVICES

A. Advance Contracting and Retroactive Financing

35. All advance contracting will be undertaken following ADB’s Procurement Policy (2017, as amended from time to time)20 and Procurement Regulations for ADB Borrowers for Goods, Works, Non-consulting and Consulting Services (2017, as amended from time to time).21 The issuance of invitations to bid and requests for proposal under advance contracting will be subject to ADB approval. The borrower, DGHE, ITS, and UNILA have been advised that approval of advance contracting and retroactive financing does not commit ADB to finance the project. For expenditures under the eventual contracts to be eligible for ADB financing, ADB requires that:

(i) the procurement procedures, including advertising, be in accordance with ADB’s Procurement Policy, Procurement Regulations for ADB Borrowers and associated Guidance Notes;

(ii) ADB reviews the borrower’s process; (iii) the borrower undertakes such advance contracting at its own risk; and (iv) any concurrence by ADB with the procedures, documentation, or proposal for an

award does not commit ADB to finance the project in question.

36. Advance contracting will be undertaken for the following packages: two PMSCs and PMC. The steps to be concluded in advance contracting for consultant selection will include (i) finalization of the terms of reference, cost estimates, and shortlisting evaluation criteria, (ii) advertisement, (iii) submission of shortlisting of consultants, and a draft request for proposal to ADB for review, (iv) issuance of the request for proposals, and (v) evaluation of proposals and the final ranking. Retroactive financing is not envisaged. 37. To facilitate rapid start-up, the government and ADB agreed that advance contracting steps would be undertaken if possible, after signing the Memorandum of Understanding for the fact-finding mission between DGHE and ADB, and getting ADB Management approval. B. Procurement of Goods, Works, and Consulting Services

38. Civil works contracts for constructing the university buildings, procurement of goods/equipment/furniture, and project management and technical support consultants will be procured under the loan in accordance with ADB Procurement Policy (2017, as amended from time to time) and Procurement Regulations for ADB Borrowers (2017, as amended from time to time). An 18-month procurement plan indicating review procedures, goods, works, and consulting service contract packages is provided in Section C. The government was informed that the procurement plan will be made public and annually updated. 39. The Procurement Plan is the outcome of a strategic procurement planning process that was conducted as part of project preparation. The project will achieve value for money by: (i) using e-procurement to lower the transaction cost and enhance transparency; (ii) consolidating civil works into larger packages for attracting large technically strong contractors to bid for building construction with innovative design features such as earthquake resilient, climate-smart design, and gender-responsive buildings; (iii) applying open competitive bidding (OCB) with international advertisement for medical and production equipment, software, and machinery to attract not only

20 Available at https://www.adb.org/documents/adb-procurement-policy. 21 Available at https://www.adb.org/documents/procurement-regulations-adb-borrowers.

https://www.adb.org/documents/adb-procurement-policy

https://www.adb.org/documents/procurement-regulations-adb-borrowers

28

national distributors but also international manufacturers and distributors for increasing competition.

40. OCB is the default method of procurement of goods, works, and services. OCB international advertisement will be used for complex equipment packages, which the domestic market has limited capacity to supply. OCB national advertisement will be used for civil works and less complex equipment. ADB Standard Bidding Documents will be used for all OCB (national and international). The harmonized bidding documents, if available, may be used for OCB national advertisement upon approval of ADB.22 For OCB international, bidding and other relevant documents, including the advertisement, are to be prepared in English. Single Stage One Envelope (1S1E) without pre-qualification will be adopted for the procurement of civil works and off the shelf equipment considering their relatively simple nature. For large and complex contracts such as hospital equipment, 1S1E with pre-qualification is found to be more suitable.

41. To lower the transaction cost and enhance transparency, the e-procurement system (SPSE) will be used for OCB national advertisement. The latest SPSE version assessed by ADB is SPSE 4.3. ADB will review any substantial changes of the SPSE prior to the use of the revised version. For OCB international procurement of goods, advertisement will be posted in ADB’s website. For consultant recruitment, ADB’s Consulting Services Recruitment Notice (CSRN) under its Consultant Management System (CMS) in ADB’s website will be used for advertisement. PMU and each participating university will obtain authorized access to CMS. The remaining steps will be carried out offline. 42. An estimated 474 person-months of consulting services are required for Project Management and Supervision Consultants for ITS and UNILA. An estimated 183 person-months of consulting services from at least seven individual consultants are required to support PMU to manage the project. UNILA will also be supported by an estimated of 48 person-months of individual consultants for hospital management, and six person-months of individual IT Specialist. The consulting firms will be engaged using the quality-and -cost-based selection method with a standard quality-cost ratio of 80:20. Individual consultants to support the PMU and technical matter experts for UNILA will be recruited using the individual consultant selection method. The ADB’s Request for Proposal will be used. The terms of reference for all consulting services are detailed in Section D. C. Procurement Plan

Basic Data

Project Name: Higher Education Technology and Innovation Project (HETI)

Project Number: 52332-001 Approval Number:

Country: Indonesia Executing Agency: Ministry of Education, Culture, Research and Technology (MOECRT)

Project Procurement Classification: A Implementing Agency: Institut Teknologi Sepuluh Nopember (ITS) and Universitas Lampung (UNILA) Procurement Risk: Medium

Project Financing Amount: $ 95,060,000

ADB Financing: $ 79,475,000

Cofinancing: n/a

Project Closing Date: 31 May 2027

22 A draft harmonized bidding documents is prepared by ADB, Islamic Development Bank, and the World Bank in April

2020. The National Public Procurement Agency and the Ministry of Public Works and Housing are reviewing the draft.

29

Non-ADB Financing: $ 15,585,000

Date of First Procurement Plan {loan approval date}: Date of this Procurement Plan: 22 July 2021

Procurement Plan Duration: 18 months Advance contracting: yes eGP: yes

1. Methods, Review and Procurement Plan

43. Except as the Asian Development Bank (ADB) may otherwise agree, the following methods shall apply to procurement of goods, works, non-consulting services, and consulting services.

Procurement of Goods, Works, and Non-consulting Services

Method Comments

Open competitive bidding (OCB) for Goods

International advertisement if the Goods are not available locally. National advertisement if the Goods are locally available. Prior review will be applied for all OCB international and the first OCB national and high-risk Goods contracts of each university. Post review (sampling) for the remaining packages.

Open competitive bidding (OCB) for Works

Prior review will be applied for the first OCB national contract in each university. Post review (sampling) for the remaining packages

Request for Quotation for Goods Post review.

Consulting Services

Method Comments

Open competitive bidding (OCB) using Quality and Cost-Based Selection (QCBS)

Competitive for Individual Consultant For individual consultant contract.

2. List of Active Procurement Packages (Contracts)

44. The following table lists goods, works, non-consulting services, and consulting services contracts for which the procurement activity is either ongoing or expected to commence within the procurement plan duration.

Goods, Works, and Non-consulting services

Package Number

General Description

Estimated Value ($)

Procurement Method

Review Bidding

Procedure

Advertisement Date

Comments

CWI 1 Construction of ITS Tower, CLC and Supporting Infrastructure

7,982,605 OCB Prior 1S1E Q2/2022 1. Advertising: National 2. Number of contract: 1 3. Pre-qualification of

bidder: No 4. Domestic preference

applicable: No 5. Advanced contracting:

No 6. Bidding document: ADB

SBD Small Works 7. E-procurement: SPSE 8. To be procured by ITS

CWI 2 Construction of Maritime Centre, Automotive Centre's Proving Ground, Office of Automotive Proving Ground,

7,711,275 OCB Prior 1S1E Q2/2022 1. Advertising: National 2. Number of contract: 1 3. Pre-qualification of



30


Package Number

General Description

Estimated Value ($)

Procurement Method

Review Bidding

Procedure

Advertisement Date

Comments

Creative Centre, ICT and Robotic Centre and Supporting Infrastructure


SBD Small Works 7. E-procurement: SPSE 8. To be procured by ITS

CWU Construction of RSPTN, IRC and WWTP

14,177,748

OCB Prior 1S1E Q1/2022 1. Advertising: National 2. Number of contract: 1 3. Pre-qualification of




SBD Works 7. E-procurement: SPSE 8. To be procured by

UNILA

Consulting Services

Package Number

General Description

Estimated Value ($)

Selection Method

Review Type of

Proposal Advertisement

Date Comments

CSI Project Management and Supervision Consultant (PMSC)

1,337,449 QCBS Prior FTP Q4/2021 1. Type: Firm 2. Assignment: National 3. Quality-Cost Ratio (if

applicable): 80:20 4. Advance contracting:

Yes 5. E-procurement: No 6. To be procured by ITS

CSU 1 PMSC (includes Medical Equipment consultant)

1,325,761

QCBS Prior FTP Q4/2021 1. Type: Firm 2. Assignment: National 3. Quality-Cost Ratio (if

applicable): 80:20 4. Advance contracting:

Yes 5. E-procurement: No 6. To be procured by

UNILA

CSU 2 Hospital Management Specialists (Multiple positions)

360,000

ICS Prior NA Q4/2022 1. Type: individual 2. Assignment: National 3. Advance contracting: No 4. E-procurement: No 5. To be procured by UNILA

CSU 3 IT Specialist 34,722

ICS Prior NA Q4/2022 1. Type: individual 2. Assignment: National 3. Advance contracting: No 4. E-procurement: No 5. To be procured by UNILA

CS PMU Project Management Consultant

800,000 ICS Prior NA Q4/2021 1. Type: individual (multiple contracts)

2. Assignment: National

31

Consulting Services

Package Number

General Description

Estimated Value ($)

Selection Method

Review Type of

Proposal Advertisement

Date Comments

3. Advance contracting: Yes 4. E-procurement: No 5. To be procured by

MOECRT

3. List of Indicative Packages (Contracts) Required under the Project

45. The following table lists goods, works, non-consulting services, and consulting services contracts for which the procurement activity is expected to commence beyond the procurement plan duration and over the life of the project (i.e., those expected beyond the current procurement plan duration).


Package Number

General Description Estimated

Value23 Procurement

Method Review

Bidding Procedure

Comments

EQI 1 Software

896,217 OCB Prior 1S1E 1. Advertising: International 2. Advertisement Date:

Q3/2023 3. Number of contract: 1 4. Pre-qualification of bidder:

No 5. Domestic preference

applicable: No 6. Advanced contracting: No 7. Bidding document: ADB SBD 8. E-procurement: No 9. To be procured by ITS

EQI 2 Machineries and Production

2,520,380

OCB Prior 1S1E 1. Advertising: International 2. Advertisement Date:


Yes 5. Domestic preference

applicable: No 6. Advanced contracting: No 7. Bidding document: ADB SBD 8. E-procurement: No 9. To be procured by ITS

EQI 3 ICT/Computer/ Hardware

3,916,935 OCB Post (sampling)

1S1E 1. Advertising: National 2. Advertisement Date:



applicable: No 6. Advanced contracting: No 7. Bidding document: ADB SBD 8. E-procurement: SPSE 9. To be procured by ITS

23 Exchange rate used: $1=IDR 14,400

32


Package Number


Value23 Procurement

Method Review

Bidding Procedure

Comments

EQI 4 Survey/Measurement/Instrumentation

2,609,224 OCB Prior 1S1E 1. Advertising: National 2. Advertisement Date:



applicable: No 6. Advanced contracting: No 7. Bidding document: ADB SBD 8. E-procurement: SPSE 9. To be procured by ITS

EQI 5 Photography, Audio & Workshop Tools

452,989 OCB Post (sampling)



No 5. Domestic preference 6. applicable: No 7. Advanced contracting: No 8. Bidding document: ADB

SBD 9. E-procurement: SPSE 10. To be procured by ITS

EQI 6 Furniture for ITS 2,147,885 OCB Post (sampling)




applicable: No 6. Advanced contracting: No 7. Bidding document: ADB

SBD 8. E-procurement: SPSE 9. To be procured by ITS

EQU 1 Medical Equipment 4,403,903 OCB Prior 1S1E 1. Advertising: International 2. Advertisement date:



applicable: No 6. Advanced contracting: No 7. Bidding document: ADB

SBD 8. E-procurement: No 9. To be procured by UNILA

EQU 2 Medical Support Equipment

4,952,870 OCB Prior 1S1E 1. Advertising: International 2. Advertisement date:


33


Package Number


Value23 Procurement

Method Review

Bidding Procedure

Comments


applicable: No 6. Advanced contracting: No 7. Bidding document: ADB SBD 8. E-procurement: No 9. To be procured by UNILA

EQU 3 Furniture for RSPTN, IRC and Academic


1S1E 1. Advertising: National 2. Advertisement Date: Q1/2024 3. Number of contract: 1 4. Pre-qualification of bidder: No 5. Domestic preference

applicable: No 6. Advanced contracting: No 7. Bidding document: ADB SBD 8. E-procurement: SPSE 9. To be procured by UNILA

EQU 4 Vehicle 275,000

RFQ Post - 1. Advertising: Not applicable 2. Number of contract: 1 3. Pre-qualification of bidder:


applicable: No 5. Advanced contracting: No 6. Bidding document: ADB SBD 7. E-procurement: No 8. To be procured by UNILA

EQU 5 IT Software and Equipment

1,263,889 OCB Prior 1S1E 1. Advertising: National 2. Advertisement date:




EQU 6 Kitchen, Laundry and Accessories






34

Consulting Services

Package Number


Value Selection Method

Review Type of

Proposal Comments

4. List of Awarded and Completed Contracts 46. The following table lists the awarded contracts and completed contracts for goods, works, non-consulting services, and consulting services.


Package Number

General Description Contract

Value Date of ADB Approval of

Contract Award Date of

Completion Comments

Consulting Services

Package Number

General Description Contract

Value Date of ADB Approval of

Contract Award Date of

Completion Comments

5. Non-ADB Financing

47. The following table lists goods, works, and consulting services contracts over the life of the project, financed by non-ADB sources. Goods, Works, and Non-consulting services

General Description Estimated Value

(cumulative) Estimated Number

of Contracts Procurement

Method Comments

None

Consulting Services

General Description Estimated Value

(cumulative) Estimated Number of

Contracts Selection Method

Comments

CSI2 - Detailed Engineering Design ITS

418,612

1

QCBS

CSU4 - Detailed Engineering Design UNILA

522,730 1 QCBS

CSU5 - AMDAL Updates UNILA 125,000 1 -

D. Consultant's Terms of Reference

1. Project Management Consultant (PMC) to support the Project Management Unit

48. The PMU will recruit six individual consultants and administrative assistants for the PMC to support the PMU to fully coordinate with all PIUs, closely monitor the progress, advise on the relevant fields and to prepare consolidated progress reports of the projects. The purpose of the PMC assignment is to enhance the assurance of sound project implementation, monitoring, and

35

reporting by providing management support to the PMU in preparation, monitoring, evaluation, control, and documentation of HETI implementation in ITS and UNILA. 49. The PMC will consist of national experts including: (i) a senior civil engineer with strong project management background (42 person-months), (ii) a project performance monitoring specialist (42 person-months), (iii) a senior procurement specialist (24 person-months) (iv) a financial management specialist (42 person-months), (v) a senior environmental specialist (15 person-months), (vi) a gender specialist (12 person-months), and a (vii) green building/climate change specialist (6 person-months). The experts will be supported by administrative assistants. Refer to Appendix 2 for the full TOR.

2. Project Management and Supervision Consultant (PMSC) Sub-project: Development of Science and Technology Park (STP) in ITS

50. The PIU will recruit a PMSC team which is a national consulting firm with national experts in project management and construction supervision of buildings. The Consultant will support the PIU in reviewing DED documents, tendering, project management, construction/installation supervision, environmental safeguards monitoring, reporting, and administering training program. PMSC will also be responsible for the technical and financial management of project-related activities including establishment of a project performance management system, assistance in accounting, and issuance of payments certificates, etc. The PMSC’s main goal is to complete the project on schedule in a satisfactory manner, and to meet the required technical, environmental, and gender requirements, within the available budget. 51. A total of 246 national person-months of professional (key and non-key) experts will be required under the services. The team composition of consultants along with their estimated person-months is provided in Table 13. Refer to Appendix 3 for the full TOR.

Table 13: Composition and Estimated Inputs of PMSC (ITS)

No. Position Person Months

Key Experts

1 Team Leader (a Senior Civil Engineer or Senior Architect) 24

2 Sr. Civil Engineer/Deputy Team Leader 42

3 Procurement Specialists 12

4 Financial Management Specialist 36

5 Project Engineer - Civil Engineer 2 persons 36

6 Project Engineer - Architect 18

7 Project Engineer – Mechanical 18

8 Project Engineer - Electrical 18

9 Training Specialist 6

10 HSE Specialist 12

Sub-total of Key-Experts 222

Non-Key Experts (Professional)

1 IT /Equipment Specialist 6

2 Cost and Quantity Engineer 6

3 4

Environmental Specialist Gender Specialist

6 6

Sub Total Non-Key Experts 24

3. Project Management and Supervision Consultant (PMSC)

Sub-project: Development of Teaching Hospital and Integrated Research Center in UNILA

36

52. The PIU will recruit a PMSC team which is a national consulting firm with national experts in project management and construction supervision of buildings. The consultant will provide support to the PIU in reviewing DED documents, tendering, project management, construction/installation supervision, environmental safeguards monitoring, reporting, and administering training programs. The PMSC will also be responsible for the technical and financial management of project-related activities including establishment of a project performance management system, assistance in accounting, and issuance of payments certificates, etc. The PMSC’s main goal is to complete the Project on schedule in a satisfactory manner, and to meet o the required technical, environmental, and gender specification, within the available budget. 53. A total of 228 of national person-months of professional (key and non-key) experts will be required under the services. The team composition of consultants along with their estimated person-months is provided in Table 14. below. Refer to Appendix 4 for the full TOR.

Table 14: Composition and Estimated Input of PMSC (UNILA)


Key Experts



3 Procurement Specialist 12

4 Project Engineer - Civil Engineer 18


6 Project Engineer - Mechanical 18

7 Project Engineer – Electrical 18

8 Financial Management Specialist/Project Performance Management System (PPMS) Specialist

36



1 HSE Specialist 12

2 Medical Equipment Specialist 6


4 Environment Specialist 12

5 Gender Specialist 6


VII. SAFEGUARDS

54. Prohibited investment activities. Pursuant to ADB’s Safeguard Policy Statement (2009), ADB funds may not be applied to the activities described on the ADB Prohibited Investment Activities List set forth at Appendix 5 of the Safeguard Policy Statement (2009).24 55. In compliance with ADB’s SPS (2009) (footnote 24, the safeguard categories for the project are as follows.25

24 ADB. 2009. Safeguard Policy Statement. Manila. 25 ADB. Safeguard Categories.

https://www.adb.org/site/safeguards/safeguard-categories

37

A. Environment

56. Categorization, Due Diligence. The project is classified as category B for environment as per the ADB Safeguard Policy Statement (2009). Construction works for facilities to be established in ITS and UNILA may cause minor adverse environmental impacts, primarily noise, vibration, and dust emissions as well as construction waste generation, and could result in injuries to workers and nearby communities if safety risks are not adequately mitigated. In general, the short-term construction impacts can be prevented or mitigated with good construction management practices in line with the IFC Environment, Health and Safety (EHS) Guidelines (2007). The initial environmental examination (IEE) reports including the environmental management plans (EMP) shall guide environment and safety risk management during minor civil works.26 The EMPs provide mitigation measures and monitoring requirements and shall be reflected in and included in full as an appendix in all bidding and contract documents of works contracts. Domestically, the UNILA and ITS project components are categorized as C for environment under the Indonesia’s environmental regulations, specifically Regulation No. P.38/MENLHK/SETJEN/KUM.1/7/2019, and will require the preparation of an AMDAL. The AMDAL shall be completed and the relevant environment permits (in accordance with Law No. 28/2002 and Government’s Regulation No. 27/2012 on building structure and environment permits, respectively) shall be secured prior to the awarding of works contracts. 57. The PMC, on behalf of the PMU and the PIUs, will update the IEEs and EMPs during DED stage. The tendering process shall advocate environmentally responsible procurement by ensuring the inclusion of EMP provisions in the bidding documents and construction contracts. Contractors will be required to submit construction EMP (CEMP) prior to commencement of works, to be cleared by the PIU and PMSC. Training and/or workshops on environmental management and monitoring requirements shall be programmed by the PMC for PMU, PIU, contractors and other relevant parties. Monitoring of occupational and community health and safety requirements, including COVID-19 risk management, will be prioritized during construction and operation to reduce risks to workers and the community. PMU and PIUs of the project shall continue the process of public consultation and information disclosure in accordance with the requirements of the SPS and the government rules and regulations during DED and construction phases. 58. Institutional arrangements. DGHE, MOECRT, as the executing agency, will be responsible to ensure that the project complies with the ADB SPS, the IEEs and EMPs, and the Indonesian legal and regulatory environmental frameworks. The PMU to be established in MOECRT will be augmented sufficiently to implement the project and coordinate the activities at ITS and UNILA. The PMU will, among others, be responsible for overall coordination, supervision, and reporting on EMP implementation and project compliance with the ADB SPS. The PMU will include an environment and social safeguards (PMU-ESS) focal person for the project, hired through the project management consultancy service contract (PMC). 59. The PIUs are responsible for implementing project activities at the university level. The PIUs will each appoint one qualified staff to be designated as their environmental officer (PIU-EO). The PIU-EO must ensure that the required environmental mitigation measures, as reflected in the EMP, are implemented in a timely manner by actively participating in construction supervision. The PIUs will also establish and maintain a grievance redress mechanism (GRM) to register, assess, and address project-related complaints in accordance with the GRM procedures outlined in the IEEs and using existing ITS and UNILA grievance redress procedures. The PIU-EO will act as GRM

26 Initial Environmental Examination Reports (available from the list of linked documents in Appendix 2 of the RRP).

38

focal point. Each PIU-EO will be supported by a national environment specialist (NES) to be recruited under the project management and supervision consultant (PMSC) package. The PIU-EO and the PMSC-NES will be responsible for ensuring that each contractor prepares a site-specific Contractor EMP (CEMP), and the PIU-EO and PIU will approve all CEMPs before the start of any construction works. Monitoring of contractors’ compliance with their CEMP will be conducted by the PMSC-NES (for environment) and the project engineers and inspectors of the PMSC (for safety). The PMSC will conduct environment monitoring (covering air quality, noise, surface water quality, ecology) in accordance with the monitoring plan defined in the EMP. 60. The civil works contractors will be responsible for implementing all contract conditions including those covering environmental mitigation, social mobilization and awareness, and monitoring. Contractors will be responsible for implementing all environmental, health, and safety (EHS) actions included in the EMP and relevant clauses in the bidding documents and contract during the pre-construction and construction period. They will prepare the Contractor EMP (CEMP) after contract award based on the specific construction methodologies they propose to use. The CEMP will further develop the EMP contained in the IEE and will detail measures for all environmental and safety management. Each contractor will appoint a qualified environment and safety officer (ESO) to supervise construction works in compliance with the CEMP and the Indonesia regulatory and policy framework. The CEMP shall also include COVID-19 and other health risk mitigation and response procedures. Each contractor will be required to establish a simple system to receive, register, and address community concerns and complaints. The system shall be linked to the GRM established at ITS and UNILA. Contact number of the contactor, the PIU and the PMSC including names, positions, and telephone numbers will be disclosed at the project site. Contractors will conduct weekly CEMP verifications and submit monthly CEMP implementation reports to the PIUs, who will include those in the semi-annual environment monitoring reports to PMU. 61. Key responsibilities of the MOECRT, the PMU, the two PIUs (at UNILA and ITS), the PMC and the two PMSCs and the works contractors are presented in Table 15.

Table 15: Institutional Arrangement for EMP Implementation Entity Key Responsibilities

PMU • Ensure compliance with loan covenants, ADB SPS (2009), activities and processes laid

out in the IEEs, EMPs, and PAM.

• Assign qualified environment and social safeguards staff (PMU-ESS) to coordinate project’s safeguards requirements.

• Coordinate with the PIUs in the review and approval of the design of facilities supported under the project.

• Submit quarterly project progress reports and semi-annual environmental monitoring reports to ADB for disclosure.

• Inform the ADB promptly of unanticipated impacts, including proposed corrective actions.

PMC (hired by PMU)

• Update the IEEs to reflect detailed design, as needed, and secure ADB clearance prior to awarding of works contracts.

• Ensure that the design of facilities conforms with the design codes and standards for buildings, and that green and inclusive building design principles are integrated.

• Assist PMU and PIUs in ensuring that EMPs are included in the bidding documents and civil works contracts.

• Assist the PMU and PIUs in monitoring of EMP implementation.

• Conduct training for PMU and PIU staff in environmental safeguards and monitoring.

• Assist PMU in preparation of semi-annual environmental monitoring reports.

PIUs (UNILA and ITS)

• Assign one qualified staff to act as the PIU-EO to supervise the works contractors.

• Ensure that the design of facilities conforms with the design codes and standards for buildings, and that green and inclusive building design principles are integrated.

• Secure the AMDAL, construction permits, and environment permits prior to works.

39

Entity Key Responsibilities

• Ensure that the EMP is included in the bid and contract documents for works contracts.

• Review and clear the site-specific contractor EMPs (CEMPs); monitor implementation of the CEMP.

• Setup and coordinate the local Grievance Redress Mechanism.

• Conduct frequent (at least weekly) construction site inspections, inform PMU in case of non-compliance.

• Verify the monthly CEMP progress reports of the contractors, advise the PMU on unanticipated impacts.

• Prepare semi-annual environmental safeguards monitoring reports, submit to PMU.

PMSC (hired by PIUs)

• Assist PIU in ensuring that the updated EMPs (i.e., post-DED are included in the bidding documents and civil works contracts.

• Conduct continuous construction supervision, including compliance with the approved CEMP (covering both environment and safety); identify and advise PIU on necessary temporary suspension of works and corrective actions.

• Conduct environment monitoring (covering air quality, noise, surface water quality, ecology) in accordance with the monitoring plan defined in the EMP.

• Assist the PIU in monitoring of EMP implementation by the contractors.

• Assist PIU in the preparation of semi-annual environmental monitoring reports.

Contractors • Secure the Building Permit, Sanitary Permit, Electrical Permit, and other clearances from the local government prior to start of construction works.

• Prepare a site-specific contractor EMP (CEMP), including health and safety (and COVID-

19 risk management) plan.

• Assign qualified ESO at construction site to supervise and monitor the CEMP and submit monthly CEMP progress reports to the PMSC and PIU.

• Fully rehabilitate and clear site after construction completion and prior to demobilization.

• Submit a completion report with as-built drawings to the PIU and PMU during turn-over.

ADB = Asian Development Bank, CEMP = contractor environmental management plan, COVID-19 = coronavirus disease, DED = detailed engineering design, EMP = environmental management plan, EO = environment officer (of the PIU), ESO = environment and safety officer (of the works contractors), ESS = environment and social safeguards staff (of the PMU), GRM = grievance redress mechanism, IEE = initial environment examination, ITS = Institut Teknologi Sepuluh Nopember, MOECRT = Ministry of Education, Culture, Research and Technology, PAM = project administration manual, PIU = project implementation unit, PMC = project management consultant, PMSC = project management supervision consultant, PMU = project management unit, UNILA = Universitas Lampung.

B. Involuntary Resettlement

62. The project has been classified as category C for involuntary resettlement and for indigenous peoples as per ADB Safeguard Policy Statement (2009). The construction of the research center and academic building with classrooms and laboratories, as well as Culture and Language Center in ITS indicated in output 1 will require a total land area of 39,222 square meters for the footprint. On the other hand, the construction of buildings for earthquake-resilient, green and energy efficient teaching hospital of UNILA as indicated in output 2 will require 58,105 square meters of land. All lands are located within the boundaries of the two universities’ areas. There are no people using or occupying the land, and therefore, land acquisition and involuntary resettlement are not expected, and no resettlement plan is required. Should involuntary resettlement issues be identified during project implementation, specific mitigation measures will be prepared in accordance with applicable government laws and regulations and ADB’s SPS on involuntary resettlement safeguards. Temporary impacts during construction to surrounding communities, including the on-campus community, have been identified and mitigation measures have been included in the IEEs. C. Indigenous Peoples

63. The project is categorized C for indigenous peoples safeguard as there is no indigenous people living in the project areas (Bandar Lampung and Surabaya) and indigenous people will

40

not be triggered by the project construction for the buildings and facilities in the two universities. There are some indigenous peoples living in East Java and Lampung Provinces, but they live far from the project and have integrated with the general majority of non-indigenous peoples. Knowledge partnership to promote applied research, internship development, and start-ups in ITS and capacity development of staff and industry partnership for ITS and UNILA will not trigger indigenous people safeguards. All students and staff regardless of ethnicity have equal access to the program in the universities. There is no need to prepare an indigenous peoples plan and monitoring report. If there is any information related to potential beneficiaries or other impact to Indigenous Peoples during project implementation, the EA/IA will take steps required to ensure that the project complies with applicable government laws and regulations and with ADB SPS. 64. Prohibited investment activities. Pursuant to ADB’s Safeguard Policy Statement (2009), ADB funds may not be applied to the activities described on the ADB Prohibited Investment Activities List set forth at Appendix 5 of the Safeguard Policy Statement (2009).

VIII. GENDER AND SOCIAL DIMENSIONS 65. The Summary Poverty Reduction and Social Strategy provides key gender issues relevant to the project and identifies Gender Action Plan (GAP) as measures to promote gender equality. 66. The project's gender classification is "effective gender mainstreaming" (EGM). Gender is featured in the project outcomes and outputs with an objective of narrowing gender disparities by providing opportunities to challenge the gender stereotypes and empower female graduates in pursuing labor market opportunities through research and entrepreneurship programs, specifically in the areas of health, technology, and innovation. 67. The GAP includes the following: (i) proportion of female students in the Faculty of Medicine passing as “first takers” in the National Competency Test; (ii) integration of gender responsive physical design features in facilities constructed/upgraded and appropriate measures to ensure physical accessibility for persons with disabilities; (iii) fair participation of women in various trainings, research, innovation and other capacity development programs; (iv) integration of gender analysis in research and entrepreneurship programs; (v) promotion of gender awareness in partnership programs; and (vi) availability of sex-disaggregated data base and tracer studies. 68. The PMU will be responsible for ensuring GAP implementation. PMU will recruit a national gender specialist who will be deployed with the PMC to assist in GAP planning, budgeting, implementation, monitoring, and reporting. Each PIU will also mobilize one gender specialist to be assigned as part of the PMSC for the two universities. The GAP will be updated and monitored on a regular basis. Sex-disaggregated data will be regularly collected and included in quarterly progress reports for submission to ADB. 69. The PIUs will implement the GAP with support from consultant teams. Gender focal points will be assigned in the two IAs to ensure gender coordination and linkage across the various activities and coordinate the GAP planning, budgeting, implementation, monitoring and reporting.

41

Table 16: Gender Action Plan

Gender Objectives Activities / Indicators / Targets Responsibilities Timeframe

Outcome: Quality and relevance of targeted higher education institutions improved

Increase proportion of students of UNILA Faculty of Medicine that pass as “first takers” in the National Competency Test

Proportion of female and male students of UNILA Faculty of Medicine that pass as “first-time takers” in the National Competency Test increases by at least 2 percentage point from the baselinea for CBT and OSCEb (2021 baseline: TBD) (DMF d)

UNILA Faculty of Medicine

2027

Output 1: Cutting edge education and research in priority sectors delivered by ITS

1.1 Construction of new buildings integrate gender responsive physical design features and provide people with disabilities access to the physical environmentc

1.1.1 New buildingsc are provided with gender responsive physical design featuresd (DMF 1a)

Infrastructure Bureau – ITS

Q4 2022–Q4 2024

1.1.2 Budget earmarked for maintenance of constructed facilities, including for male and female sanitation facilities.

2023

1.1.3 New buildings are accessible for all, including accessible routes, toilets, curb ramp, ramp/lift/stair lift, parking, and signage.

Q4 2022–Q4 2024

1.2. Gender equality in human development enhanced

1.2.1 1,000 ITS students and 330 ITS staff (at least 75% of available female students and staff)e engaged in one or more new applied research and entrepreneurship programs, incubation, training and certification programs in specialized areas, including creative, maritime, robotics/ICT, and automotive industries by 2026 (2020 baseline: 0) (DMF 1b)

Directorate of Human Resources and Directorate of Student Affairs–ITS

Q1 2022–Q4 2026

1.2.2 395 ITS teaching and technical staff (at least 32% female overall)f trained, reporting overall increased knowledge in specialized areas by 2026 (2019 baseline:0) (DMF 1c)

Q4 2021–Q4 2026

1.2.3 250 research, innovation and entrepreneurship grants provided to ITS academic staff by 2026 (at least 32% female overall) in specialized areas (2019 baseline:0) (DMF 1d)

Directorate of Research and Public Service–ITS

Q4 2021–Q4 2026

Output 2: Medical education and research capacity of UNILA strengthened

2.1 Construction of new buildings integrate gender responsive physical design features and provide people with disabilities access to the physical environment c

2.1.1 One new teaching hospital is provided with

gender responsive physical design featuresd(DMF 2a)

Infrastructure Coordinator–UNILA Faculty of Medicine

Q3 2022–Q4 2024

2.1.2 Newly constructed research centerg includes gender responsive physical design features (DMF 2b)

Q3 2022–Q4 2024

2.1.3 Budget earmarked for maintenance of constructed facilities, including for male and female sanitation facilities

Finance and Accounting Division– UNILA

2024

2.1.4 New buildingsh are accessible for all including

accessible routes, toilets, curb ramp, ramp/lift/stair lift, parking, and signage.

Infrastructure Coordinator – UNILA Faculty of Medicine

Q3 2022–Q4 2024

2.2 Gender equality in human development enhanced

2.2.1 1,100 staff of UNILA Faculty of Medicine and other facultiesi (at least 50% female) trained, reporting overall increased knowledge and research skills in the life sciences and hospital management capacity by 2026 (2020 baseline:0) (DMF 2d)

Vice Rector for Academic – UNILA Faculty of Medicine

Q4 2021–Q4 2026

2.2.2. The newly launched applied research programs in the health sector involve at least 50% female participation (2020 Baseline: 0)j

Q2 2023–Q4 2026

42

Gender Objectives Activities / Indicators / Targets Responsibilities Timeframe

2.2.3 Gender analysis is integrated in at least 2 out of 5 of the new applied research programs in the health sector

Q1 2024–Q4 2026

Project Management and Gender-Specific Activities (Q4 2021-Q4 2026):

3.1 A gender specialist is engaged by the PMU early in project design and implementation. 3.2 A gender specialist is deployed in each PIUs at UNILA and ITS to support and monitor GAP implementation. 3.3 A Gender Focal Point is assigned in each participating university/HEIs to support GAP implementation. 3.4 Comprehensive gender sensitization training plan to improve awareness on gender issues including GBV-SEAH

in campuses and to support gender mainstreaming into all project phases (e.g., in the beginning and middle of the project implementation) for PMU, PIU and consultants developed and implemented with the assistance of gender specialists and gender focal points.

3.5 Reports, including QPR and PCR, include details on progress and results against the GAP (good practices, lessons learnt, strategic changes, impacts, etc.)

3.6 Student and staff sex-disaggregated data is collected, including tracer study to assess the progress of the DMF, GAP and overall project performance reporting.

3.7 The GAP is translated into local languages and disseminated to all participating university/HEIs within the 1st semester after project effectiveness.

3.8 Project annual operation plans include activities and adequate budget allocation for GAP implementation. 3.9 Gender-responsive initiatives in the project are reported and recorded in the gender budgeting system and gender

budget tagging of the Ministry of Education and Culture.

CBT = computer based-test, DMF = design and monitoring framework, GAP = gender action plan, GBV-SEAH = gender-based violence and sexual exploitation, abuse and harassment, HEI = higher education institute, HETI = Higher Education for Technology Innovation Project, ITS = Institut Teknologi Sepuluh Nopember, PCR = project completion report, PIU = project implementation unit, PMU = project management unit, QPR = quarterly performance report, TBD = to be determined, UNILA = Universitas Lampung.

a Baseline will be sourced from CBT and OSCE tests administered in 2021 instead of 2020 in light of the COVID-19 situation.

b Female passing rate for CBT and OSCE as first takers shall be calculated against the total number of female students who took the tests in the given year.

c Under Output 1, new buildings refer to: 4 innovation centers, 1 academic building, and 1 cultural and language center. d Gender responsive physical design features shall include lactation room in each level, separate female and male toilets

(number and ratio taking into account expected numbers of users) with door and features that ensure privacy and security.

e Available female students and staff refer to those in the specialized priority areas. Actual numbers of students and staff, type of activity and applied field of engagement will vary with industry demand and faculty and student uptake. Some faculty and students may participate more than once in more than one program.

f Female training participation by specialized area in Appendix 4 of the Project Administration Manual (accessible from the list of linked documents in Appendix 2) reflects existing female academic/support staff proportions in each of the target specialized areas, which ranges from 20% to 50%.

g As indicated in the DMF, the research center includes five laboratories: tropical medicine; biomolecular, genetic and degenerative diseases; pathology and toxicology; nutrition, clinical trial and diagnostic trial laboratory.

h Under Output 2, new buildings refer to: 1 teaching hospital and 1 research center. An affiliated day care center will be built on the 1st floor of Building 6, adjacent to the teaching hospital and research center. The construction of the day care center will be funded independently by UNILA and therefore is not included in the ADB loan financing.

i Staff from the Faculty of Science (40% female), Engineering (26% female), and Agriculture (36% female) will also be trained.

j Reference point (2019) proportion of male and female in UNILA: academic staff: male 761 [60,2%]; female: 482 [38,8%]; supporting staff: male 689 [62%]; female: 418 [38%]; students: male 14.587 [44.5%]; female: 18.207 [55.5%]; Reference point (2019) for proportion of male and female in Faculty of Medicine UNILA: students: male 330 [32%]; female: 721 [68%]. The newly applied research programs shall involve female academic staff, female supporting staff and female students. Under this output, adaptation guidelines will be designed for the health sector to increase resilience against climate change impacts and variability.

Source: Asian Development Bank.

43

IX. PERFORMANCE MONITORING, EVALUATION, REPORTING, AND COMMUNICATION

A. Project Design and Monitoring Framework

Impact the Project is Aligned with Human capital enhanced to improve competitiveness and productivity (RPJMN, 2020–2024)a

Results Chain Performance Indicators

Data Sources and Report

Mechanisms Risks and Critical

Assumptions

Outcome Quality and relevance of targeted higher education institutions improved

By 2027: a. Number of patents/intellectual

property rights products developed by ITS and UNILA staff increased to 100 (ITS) and 900 (UNILA)b (2019 baseline: 14 [ITS]; 315 [UNILA]) (OP 1.1.1)

b. Number of publications/

presentations in Scopus-indexedc and/or peer reviewed venues produced by ITS and UNILA staff and students increased to 1,600 (ITS) and 1,000 (UNILA)d (2019 baseline: 890 [ITS]; 289 [UNILA]) (OP 1.1.1)

c. Number of prototypes developed

by ITS staff and students increased to 75 (2019 baseline: 25) (OP 1.1.1)

d. Proportion of UNILA Faculty of

Medicine students passing the National Competency Test as first-time takers increased by at least 2 percentage points for each of the computer-based test and the OSCEe (2021 baseline: To be determined) (OP 1.1.1; OP 2.2.1)

a. Annual tracer studies of ITS and UNILA and project annual reports b. Annual tracer studies of ITS and UNILA and project annual reports; Annual Scopus c. MOECRT, ITS, and UNILA annual project reports d. Indonesian Medical Council (Konsil Kedokteran Indonesia) triannual report

R: The government may prioritize allocation of resources for social and economic recovery during and post–COVID-19 pandemic, shifting resources and funds away from the project.

Outputs 1. Cutting edge education and research in priority sectors delivered by ITS

By 2026: 1a. ITS upgraded with four new and

equipped innovation centers, one academic building (with classrooms and laboratories), and one cultural and language center (all with gender-responsive,f earthquake-resilient, and climate-smartg

features) (2020 baseline: 0) (OP 1.1.1; OP 2.1.4; OP 2.5; OP 3.3)

1a.–1e. MOECRT annual progress reports and ITS annual monitoring reports

R: COVID-19 restrictions may delay construction and other project activities. R: ITS and UNILA are not able to recruit or retain qualified technical staff with specific technical expertise for project implementation,

44




Assumptions

1b. 1,000 ITS students and 330 ITS staffh (including at least 75% of available female students and staffi) engaged in one or more new applied research, entrepreneurship, incubation, training, and certification programs in specialized areas, including creative,j maritime, robotics/ICT, and automotive industriesk (2020 baseline: 0)

(OP 1.1.1; OP 2.1.1) 1c. 395 ITS teaching and technical

staff (at least 32% of whom are female)l trained, resulting in increased knowledge in specialized areask (2019 baseline: 0) (OP 1.1.1; OP 2.1.1)

1d. 250 research, innovation, and

entrepreneurship grants provided to ITS academic staff (at least 32% of whom are female) in specialized areask

(2019 baseline: 0) (OP 1.1.1; OP 2.1.1)

1e. 75 ITS–industry partnerships on

skills development and research and innovation in specialized areask established (2020 baseline: 32) (OP 1.1.1)

causing implementation delays. R: Recruitment and training of specialized staff to support hospital operationalization are constrained by a competitive employment market. A: Timely release by the central government of the implementing agencies’ budget allocation will support project implementation.

2. Medical education and research capacity of UNILA strengthened

2a. UNILA upgraded with a new and equipped pandemic-readym teaching hospital with gender-responsivef, earthquake-resilient, and climate-smartg features (2020 baseline: 0) (OP 1.1.1; OP 1.1.2; OP 2.2.2; OP 3.2.5; OP 3.3)

2b. UNILA upgraded with a new

integrated research center with five laboratories in (i) tropical medicine; (ii) biomolecular, genetic, and degenerative diseases; (iii) pathology and toxicology; (iv) nutrition; and (v) clinical trial and diagnostic trial (with gender-responsivef,

2a.–2e. MOECRT annual progress reports and UNILA annual monitoring reports

45




Assumptions

earthquake-resilient, and climate-smartg features) (2020 baseline: 0) (OP 1.1.1; OP 1.1.2; OP 2.2.1; OP 3.2.5; OP 3.3)

2c. Five applied research programs in the health sector launched by UNILAn (2020 baseline: 0) (OP 1.1; OP 2.2.2)

2d. 1,100 staff of UNILA Faculty of

Medicine and other facultieso (at least 50% of whom are female) trained, resulting in increased knowledge and research skills in the life sciences, and hospital management capacity (2020 baseline: 0) (OP 1.1.1; OP 1.1.2; OP 2.1.1)

2e. 20 UNILA–industry partnerships

in skills development, research, and innovation in disciplines supported by the integrated research center established (2020 baseline: 5) (OP 1.1.1)

Key Activities with Milestones 1. Cutting edge education and research in priority sectors delivered by ITS 1.1 Complete detailed design for civil works with gender-responsive elements (Q1 2022). 1.2 Construct four innovation centers, an academic center with classrooms and laboratories, and a

cultural and language center (Q4 2022–Q4 2024). 1.3 Deliver strengthened applied research and entrepreneurship programs for creative, maritime, ICT,

robotics, and automotive industries (Q4 2021–Q4 2026). 1.4 Set up partnership arrangements/collaboration with industry partners (Q4 2021–Q4 2026). 1.5 Train academic staff (with equitable participation of female staff) in specialized areas (to be

determined) (Q4 2021–Q4 2026). 1.6 Provide research and entrepreneurship grants to university faculty and industry partners (equitable

distribution among male and female faculty) (Q4 2021–Q4 2026). 2. Medical education and research capacity of UNILA strengthened 2.1 Complete detailed design for the teaching hospital and integrated research center with gender-

responsive elements (Q4 2021). 2.2 Construct the teaching hospital and integrated research center (Q3 2022–Q4 2024). 2.3 Deliver applied research programs relevant to the health sector (Q2 2023–Q4 2026). 2.4 Train academic and management staff (with equitable participation of female staff) in teaching,

research, and management of the teaching hospital (Q4 2021–Q4 2026). 2.5 Set up partnership arrangements/collaboration with industry partners (Q4 2021–Q4 2026). 2.6 Set up partnership arrangements/collaboration with neighboring hospitals, polytechnics, and the

local government (Q4 2021–Q4 2026).

Project Management Activities Start advance action (Q4 2021). Establish project management unit and project implementation units (Q3 2021). Start recruitment of project management unit consultants (Q4 2021).

46

Inputs Asian Development Bank: $79.475 million (loan) Government of Indonesia: $14.790 million

A = assumption, COVID-19 = coronavirus disease, ICT = information and communication technology, ITS = Institut Teknologi Sepuluh Nopember, MOECRT = Ministry of Education, Culture, Research and Technology, OP = operational priority, OSCE = objective structured clinical examination, Q = quarter, R = risk, RPJMN = National Medium-Term Development Plan, UNILA = Universitas Lampung. a Government of Indonesia, National Development Planning Agency (BAPPENAS). 2020. National Medium-Term

Development Plan (RPJMN), 2020–2024. Jakarta. b Patents and intellectual property rights products include patents, trademarks, and copyrights. “UNILA staff” refers to

those faculty using the Integrated Research Centre as their primary research venue and includes staff from most faculties on the UNILA campus.

c Scopus is an index of peer-reviewed journals. The journals included in the index are generally deemed to be of high quality because of their rigorous editorial and peer reviewing processes.

d At least 5% of submitted papers, research and development studies, and projects will have climate content to demonstrate climate awareness, understanding, and application by faculties and students.

e The medical certification test of Indonesia comprises two components, both of which must be passed before one can practice medicine: (i) a computer-based test, which emphasizes knowledge; and (ii) the OSCE, which examines skills.

f Gender-responsive design elements are based mainly on the Ministry of Public Works and Housing Regulation No. 14/PRT/2017 on Ease-of-Access Requirements to Building. The Regulation includes, among others, a provision for lactation rooms and separate male and female toilets. A day care center is being constructed in a nearby building with non-project funds.

g Climate-smart features include siting away from floods, category 4-proof roof, water conservation and rainwater harvesting, fish fin sun shades, building automation system installation (an intelligent system of both hardware and software, which connects the heating, venting, and air conditioning system with the lighting system, security system, and other systems to communicate on a single platform), use of solar photovoltaics and LED bulbs, and campus greening.

h The actual numbers of students and staff, type of activity, and applied field of engagement will vary with industry demand and faculty and student uptake. Each faculty and student may participate more than once in more than one program.

i Available female students and staff refer to those in the specialized priority areas. j Creative industry include product, graphic, digital, and interior design; fashion crafts; packaging; and architecture. k Details on the training plan and other capacity development activities are in Appendix 1 of the project administration

manual (accessible from the list of linked documents in Appendix 2). l Details on female staff participation in training in specialized areas are in Appendix 1 of the project administration

manual (accessible from the list of linked documents in Appendix 2). The target female staff participation percentage reflects existing proportions of female teaching and support staff in each of the target specialized areas.

m “Pandemic-ready” means having isolation wards; wards capable of quick conversion to expanded intensive care units; isolation capacity to protect non-pandemic patients and provide for their care; ventilation equipment; personal protective equipment and management; and World Health Organization-recommended pandemic preparedness management practices, including regional coordination with other health service providers and regulators.

n As part of the applied research programs, at least one climate adaptation initiative will be designed to increase the resilience of Lampung Province’s public health sector to climate change and variability. Health-related risks covered by this initiative may include heat stroke and chronic kidney disease resulting from prolonged exposure to high temperatures and heatwaves; dengue and malaria; typhoid fever, cholera, leptospirosis, and hepatitis A resulting from floods and inundation; smoke inhalation from forest fires/wildfires; and trauma injuries resulting from extreme events such as precipitation-induced landslides. The climate adaptation initiative will feed into initiatives of the United Nations Development Programme Sustainable Development Goals Centers of Excellence in Indonesia. These centers of excellence, composed of 50 leading Indonesian universities, integrate Sustainable Development Goals (SDGs) into the curriculum, conduct academic research to foster innovation to achieve the SDGs, and prepare public policy papers to stimulate public discussion in seeking SDG solutions.

o Staff from the Faculty of Science (40% female), Faculty of Engineering (26% female), and Faculty of Agriculture (36% female) will also be trained.

Contribution to Strategy 2030 Operational Priorities Expected values and methodological details for all operational priority indicators to which this operation will contribute results are detailed in Contribution to Strategy 2030 Operational Priorities (accessible from the list of linked documents in Appendix 2). Source: Asian Development Bank.

47

B. Monitoring

70. Project performance monitoring. Project progress, inputs, outputs, outcomes, and impacts will be monitored regularly. MOECRT, with the support of ITS and UNILA, will be responsible for monitoring the implementation and performance of the HETI project, and for reporting and documenting the results achieved at various stages of the project. MOECRT will be responsible for disseminating the findings to key stakeholders. MOECRT, ITS, and UNILA will prepare quarterly progress reports describing: (i) project implementation progress; (ii) issues, challenges, and constraints; (iii) progress of financial management action plans; and (iv) proposed actions and solutions for submission to the government and ADB. Disaggregated baseline data for output and outcome indicators gathered during project processing will be updated and reported through these quarterly progress reports and after each ADB project review mission.

71. At the start of project implementation, the PMU will use baseline information to develop a comprehensive project performance management system to generate data systematically on the inputs, outputs, and indicators to be used to measure project impact, taking into account the scope of the outputs. The baseline for the outcome indicator on the proportion of UNILA Faculty of Medicine students passing the National Competency Test will be obtained in 2021, after the administration of the test by UNILA. The PMU will confirm achievable targets; finalize monitoring, recording, and reporting arrangements; and establish systems and procedures, no later than 3 months after project loan effectiveness.

72. Compliance monitoring. Loan covenants–policy, financial, economic, environmental safeguards, and others- will be monitored through the quarterly progress reports and ADB review missions.

73. Environment safeguards monitoring. Throughout the construction period, each contractor will submit monthly works progress and CEMP implementation reports to the respective PIU and PMSC. The quarterly project progress reports (QPRs) prepared by the PMU for ADB should include a short summary of EMP implementation progress and any grievances raised/resolved in the reporting period. The PMC will support the PMU in preparing and submit semi-annual environmental monitoring reports (SAEMRs) to MOECRT and ADB.27 The SAEMR will include progress of construction, results of site inspections and environmental monitoring, progress made in EMP implementation, status of compliance with GOI’s environmental regulatory requirements and other clearances, record of community complaints, unforeseen environmental impacts, and suggested corrective actions for the next monitoring period. The SAEMRs submitted to ADB until the Project Completion Report (PCR) is prepared. The SAEMR shall be based on the semi-annual environment monitoring reports to be prepared by the PMSCs (on behalf of the PIUs). Within three months after completion of each contract package, environmental acceptance monitoring and audit reports for the completed package will be prepared by the contractor and submitted to the PIU. Table 17 presents the environment safeguards reporting plan for the project.

Table 17: Environment Safeguards Reporting Plan

Basic Content Prepared by Submitted to Frequency

Construction Phase

Construction Progress Report

Progress of construction, CEMP implementation (checklists)

Contractors PIU, PMSC, PMC

Monthly

PIU Environment Progress Report

Environment progress reports, including

PIU, PMSC PMU, PMC Semi-annual

27 Report template is annexed to the IEE.

48

Basic Content Prepared by Submitted to Frequency

environment monitoring results, accidents and incidents, and any complaints received

Project Progress report

Project status Including a summary section on EMP implementation, accidents and incidents, and any complaints received

PMU, PMC ADB Quarterly

Environmental Monitoring Report

EMP implementation, environmental monitoring, compliance with GOI environmental requirements, accidents/incidents, complaints received, and actions undertaken

PMU, PMC ADB, MOECRT Semi-annual

Operational Phase

Report to ADB Subproject progress report, including section on EMP implementation and monitoring

PMU, PMC ADB Semi-annual until PCR

ADB = Asian Development Bank, CEMP = contractor environmental management plan, EMP = environmental management plan, GOI = Government of Indonesia, MOECRT = Ministry of Education, Culture, Research and Technology, PCR = project completion report, PIU = project implementation unit, PMC = project management consultant, PMSC = project management and supervision consultant, PMU = project management unit.

74. Social safeguards monitoring. As involuntary resettlement and indigenous peoples are categorized C, social safeguards monitoring is not required. The PMU will promptly report to ADB any unanticipated social safeguards issue that may arise during project implementation.

75. Gender and social dimensions monitoring. The progress in GAP implementation will be included in the PMU and PIU quarterly and annual progress reports. The national gender specialist to be recruited by the PMU and two gender specialists recruited by PIUs will support the gender focal points in the PIUs in reporting.28

C. Evaluation

76. Inception mission. ADB will conduct an inception mission within two months after project effectiveness. The main purposes of the inception mission are to (i) reconfirm the working arrangements between ADB, MOECRT, and the universities; (ii) review the project implementation schedule as well as the contract awards and disbursement projections, (iii) finalize the detailed disbursement arrangements, and (iv) provide any additional training as required.

77. Review missions will be conducted every six months thereafter. The review mission will check overall project implementation, including progress against the DMF outcome and output indicators, covenant compliance, safeguards, gender and ‘green’ dimensions, achievement of contract awards and disbursement targets, and utilization of both ADB and counterpart funds. The project implementation schedule will also be updated, as necessary.

28 ADB's Handbook on Social Analysis: A Working Document, is available at:

http://www.adb.org/Documents/Handbooks/social-analysis/default.asp, Staff Guide to Consultation and Participation: http://www.adb.org/participation/toolkit-staff-guide.asp, and, CSO Sourcebook: A Staff Guide to Cooperation with Civil Society Organizations: http://www.adb.org/Documents/Books/CSO-Staff-Guide/default.asp

http://www.adb.org/Documents/Handbooks/social-analysis/default.asp

http://www.adb.org/participation/toolkit-staff-guide.asp

http://www.adb.org/Documents/Books/CSO-Staff-Guide/default.asp

49

78. A midterm review (MTR) will be undertaken in year 3 of implementation. The MTR will consider whether the projects’ outcomes are likely to be achieved. The focus will be on overall project strategy and achievements which may require adjustments of targets and processes and reallocation of resources.

79. Project completion review mission. ADB, with the borrower and MOECRT, will field a project completion review mission to evaluate whether the project outcome was achieved, and to assess the performance of ADB, MOECRT, and the universities. Within 6 months of project physical completion, MOECRT will submit a project completion report to ADB. ADB will also prepare and disclose its own project completion report within one year of financial closing.29

D. Reporting

80. The MOECRT will provide ADB with (i) quarterly progress reports in a format consistent with ADB's project performance reporting system; (ii) consolidated annual reports including (a) progress achieved by output as measured through the indicator's performance targets, (b) key implementation issues and solutions, (c) updated procurement plan, and (d) updated implementation plan for the next 12 months; (iii) report on the implementation of financial management action plans as detailed in Table 12 of this PAM; (iv) environment monitoring reports as defined in Table 17 of this PAM; and (v) a project completion report within 6 months of physical completion of the project. To ensure that projects will continue to be both viable and sustainable, project accounts and the executing agency audited financial statement together with the associated auditor's report, should be adequately reviewed.

E. Stakeholder Communication Strategy

81. The project, in collaboration with the MOECRT and the PIUs, will develop a communication strategy and subsequent communications plan as early as possible after loan effectiveness to ensure robust project coordination and delivery within the internal stakeholder community, including the ADB, and project promotion with external stakeholders. The communication strategy will build on approaches already in use by the ADB but will be enhanced through consultation with MOECRT and other key stakeholders to ensure goodness of fit with Indonesian institutional and cultural expectations and practices. The strategy will set general direction regarding what is to be achieved by the communications plan and will be reviewed and revised in response to normal project review activities and their recommendations. As a minimum, the strategy and its plan should be reviewed by the project steering committee in addition to semi-annual review missions.

82. The communication plan will provide specific guidance regarding steps to be followed and the expected outcomes of each step. The plan will assign responsibilities and timelines for the creation and transmission of communication products including, inter alia, an informal reporting system for the PMU, PIUs, and relevant ADB officers to stay mutually informed of project progress, prospects, and problems. A project website with pages dedicated to PMU, PIU, and relevant university departmental activities will be managed by the PMU with input from the PIUs and the institutions at which they are based. The website will be kept current and provide effective linkages to social media communication channels and mainstream media outlets. Approaches to ensure national and international awareness of the project and the participating institutions, particularly the universities, will be developed.

29 Project completion report format is available at: http://www.adb.org/Consulting/consultants-toolkits/PCR-Public-

Sector-Landscape.rar.

http://www.adb.org/Consulting/consultants-toolkits/PCR-Public-%20%20Sector-Landscape.rar

http://www.adb.org/Consulting/consultants-toolkits/PCR-Public-%20%20Sector-Landscape.rar

50

X. ANTICORRUPTION POLICY

83. ADB reserves the right to investigate, directly or through its agents, any violations of the Anticorruption Policy relating to the project.30 All contracts financed by ADB shall include provisions specifying the right of ADB to audit and examine the records and accounts of the executing agency and all project contractors, suppliers, consultants, and other service providers. Individuals and/or entities on ADB’s anticorruption debarment list are ineligible to participate in ADB-financed activity and may not be awarded any contracts under the project.31

84. To support these efforts, relevant provisions are included in the loan agreements/ regulations and the bidding documents for the project.

XI. ACCOUNTABILITY MECHANISM

85. People who are, or may in the future be, adversely affected by the project may submit complaints to ADB’s Accountability Mechanism. The Accountability Mechanism provides an independent forum and process whereby people adversely affected by ADB-assisted projects can voice, and seek a resolution of their problems, as well as report alleged violations of ADB’s operational policies and procedures. Before submitting a complaint to the Accountability Mechanism, affected people should make an effort in good faith to solve their problems by working with the concerned ADB operations department. Only after doing that, and if they are still dissatisfied, should they approach the Accountability Mechanism.32

XII. RECORD OF CHANGES TO THE PROJECT ADMINISTRATION MANUAL

86. All revisions and/or updates during the course of implementation should be retained in this section to provide a chronological history of changes to implemented arrangements recorded in the PAM, including revision to contract awards and disbursement s-curves.

30 Anticorruption Policy: https://www.adb.org/documents/anticorruption-policy. 31 ADB's Office of Anticorruption and Integrity website: https://www.adb.org/site/integrity/main. 32 Accountability Mechanism. http://www.adb.org/Accountability-Mechanism/default.asp.

https://www.adb.org/documents/anticorruption-policy

https://www.adb.org/site/integrity/main

http://www.adb.org/Accountability-Mechanism/default.asp

Appendix 1 51

CAPACITY DEVELOPMENT – INDICATIVE TRAINING PLAN

1. The proposed project will support the government’s human capital development agenda by strengthening the capacity of the Institut Teknologi Sepuluh Nopember (ITS) in East Java and the Universitas Lampung (UNILA) in Lampung to provide cutting-edge higher education and high-quality research to support technology development and innovation. The project will support the construction of academic buildings, research and innovation centers, laboratories, and a teaching hospital that will also serve as a research venue. The project will strengthen capacity of faculty and staff through professional development and non-degree training, in addition to providing opportunities for the development of knowledge partnerships with national and international stakeholders including industry, government, and other higher education institutions. 2. Indicative details regarding human resource capacity development identified during early-stage project preparation are presented here. Final details will be developed or confirmed during project implementation. 3. Three general foci have been identified for capacity development.

(i) Discipline/thematic knowledge consistent with staff (academic, managerial and support) functional requirements, including learning and teaching strategy and methodology.

(ii) Research and publication skills. (iii) Management, operation and maintenance of facilities including buildings, building

systems and equipment. Hospital staff at UNILA will also be provided with training to encourage the development of a service culture and team approach in support of effective hospital operations.

4. At this time unprecedented effort is being expended globally to develop new and improve existing delivery methodologies for “blended learning” (a combination of distance and face to face learning and teaching). Identifying and learning to use these methodologies can be effectively supported by the project in order to reduce the negative impact of the COVID-19 pandemic on education at the two IAs and other institutions with which they collaborate. 5. A summary table follows immediately below. Campus specific details to the extent that they have been determined follow.

Training needed For who Training format

Discipline specific strengthening. Academic and technical staff

Non-degree

Teaching and learning strategies and methodologies

-Academic staff -Technical support staff -Leadership (Management) team

Non-degree

New hospital, IRC and STP facilities and equipment will require training for operation and maintenance

Instructional and technical support staff

Non-degree, on the job and at other institutions

1.Industrial outreach 2.Institutional management to support industry engagement 3. Building incubators, accelerators and commercialization infrastructure

Academic Staff Institutional leadership

Non-degree

52 Appendix 1

A. Capacity Development Summary

UNILA Training for Capacity Development Summary Focus Group/Delivery Model No. of

Topics Total no.

of Trainees

Percent Female

Domestic/International Duration (weeks)

Starts no earlier than

Teaching Hospital

Medical Domestic Fellowship Program

16 16 65 Domestic 24 Q3/2022

Training for Nurses 13 92 60 Domestic 24 Q3/2024

In-house training 14 326 60 Domestic 12 Q3/2024

General Affairs Training 12 70 50 Domestic 8 Q1/2025

Training for Hospital Committee

7 35 65 Domestic 4 Q3/2023

IT Training for a Teaching Hospital

11 1

129 4

40 50

domestic international

4 1

Q3/2024

Medical Fellowship Program 10 10 60 International 24 Q1/2022

Exchange Program (hospital services and clinical research collaboration

16 16 65 International 16 Q1/2022

Visiting professorship/Research Fellowship Program


Workshops and Seminars 13 3

28 28

50 50

International Domestic

1 Q1/2022 Q1/2025

Meeting program – Hosting national/international conferences, symposia and a congress. All in Lampung

4 2

N/A N/A

50 50

domestic international

1 1

Q1/2023 Q1/2023

Integrated Research Center

Fellowship in Research Laboratory

6 40 75 Domestic 12 Q4/2021

Training/Courses 25 201 60 Domestic 6 Q1/2023

Comparative study to IRC 1 20 50 Domestic 1 Q1/2022

Internship research program (Five fields of research interest)


Training on research centre and laboratory


Appendix 1 53

Focus Group/Delivery Model No. of Topics

Total no. of

Trainees

Percent Female

Domestic/International Duration (weeks)


Comparative study for research interest program


Research and innovation collaboration program

10 20 50 Domestic 6 Q1/2022

Patent/Innovation/HAKI Research

45 45 55 Domestic 2 Q1/2023

International publication incentive

45 45 60 N/A 2 Q1/2023

54 Appendix 1

ITS Training for Capacity Development Summary Focus Group/

Delivery Model No. of Topics

Total No. of Trainees

Percent Female

Domestic/ International

Duration (weeks)


Maritime Center

Short term training 5 32 20 domestic 1 Q4/2021

Short term training 7 36 20 international 1 Q1/2022


Short-term training – “Bridging”

7 13 20 international 4 Q1/2022A

Automotive Center




Short term training “Bridging”

7 13 20 international 4 Q1/2022

Creative Center






ICT and Robotics Center






Culture and Language Center




B. Training by Center, Topic and Location

UNILA – Training for Development of the Teaching Hospital and Integrated Research Center

Center Topic/Training Area Location

Teaching Hospital Domestic Fellowship Program Domestic

Fellowship Program - Neurologist Domestic

Fellowship Program - Throat-ear and nose Domestic

Fellowship Program - Dermatovenerologist Domestic

Fellowship Program - Radiologist Domestic

Fellowship Program - Anesthesiologist Domestic

Fellowship Program - Urologist Domestic

Fellowship Program - Ophthalmologist Domestic

Fellowship Program - Clinical Pathologist Domestic

Fellowship Program - Pathologist Domestic

Fellowship Program - Pediatrician Domestic

Fellowship Program - Internist Domestic

Fellowship Program - Surgeon Domestic

Fellowship Program - Obstetrician Domestic

Fellowship Program - Cardiologist Domestic

Fellowship Program - Pulmonologist Domestic

Appendix 1 55


Fellowship Program - Nutritionist Domestic

International Fellowship Program

Internist International

Ophthalmologist International

Dermatovenerologist International

Neuromuscular physical rehabilitation International

Spine Surgeon International

Immunologist International

Immunohistochemistry International

Obstetrician International

Gynecologist International

Endocrinologist International

International Exchange Program

Neurologist International

Throat-ear and nose International

Dermatovenerologist International

Ophthalmologist International

Clinical Pathologist International

Pathologist International

Pediatrician International

Internist International

Surgeon International

Obstetrician International

Cardiologist International

Pulmonologist International

Orthopedic surgery International

Tropic Infectious Disease International

Endocrinologist International

Medical Rehabilitation International

IT Training for Teaching Hospitals

Comparative Study –Singapore National Hospital

International

Training for Nurses

Basic Trauma Cardiac Life Support (BTCLS for emergency)

Jakarta

Intensive Care Unit (ICU) Basic Jakarta

ICU Intermediate Jakarta

ICU Comprehensive Jakarta

Hemodialysis Jakarta

Operating Room Jakarta

Basic Cardiology Jakarta

Patient Safety Jakarta

Midwifery perinatology Jakarta

Midwifery for PONEK (birth or delivery baby) Jakarta

Anesthetic nursing/technician Jakarta

Clinical Pharmacists Jakarta

Laboratory analysis (pathology lab) Jakarta

In-House Training for All Staff

Prevention for infection (PPI) Lampung

Patient Safety Lampung

Basic life support Lampung

Effective communication Lampung

56 Appendix 1


Basic Training for health and environmental sanitation

Lampung

Firework Simulation (APAR) Lampung

IPCN, IPCO dan IPCNL Lampung

Medical Emergency Training Lampung

Training for rational used of medicine Lampung

Capacity Building/Strengthening (TBD) Lampung

Electronic health (E-health) training Lampung

Services of Excellence (Customer Satisfaction) Lampung

Accreditation (KARS) hospital training Lampung

Accreditation of teaching hospital training

Miscellaneous Training for Specific Staff

Centre of Sterilisation (CSSD/Management Linen & Laundry)

Lampung

Electricity, chiller, boiler, genset, BAS hospital Lampung

Pharmacist Logistic Management Training Lampung

Medical Record Management Lampung

Radiologist Lampung

Advocation and protection of medical law Lampung

Nutrition Management training Lampung

BPJS Coder Training Lampung

Management hospital training Lampung

Financial hospital training Lampung

Tax training Lampung

Accounting training Lampung

Training for Hospital Governance and Management Committees

Nursing committee Lampung

Inward Management Lampung

Professionalism and Discipline Lampung

Nursing Ethical Code Lampung

Medical Committee (credentials) Lampung

Research Ethics committee Lampung

Accreditation Training Lampung

IT Training to Support a Teaching Hospital

Designing hospital strategic information technology plan

Domestic

Healthcare Information Systems Management Domestic

Electronic Health Record Systems Domestic

Electronic Health Mobile Data and Information Systems

Domestic

Technology and Tools for Diagnostic Processes Domestic

Cloud Computing Systems for healthcare providers

Domestic

Information Technology Audit for healthcare providers

Domestic

Artificial Intelligence in healthcare Domestic

Comparative Study to Teaching Hospital in Indonesia

Domestic

Training for electromedic Domestic

Training for Unit Cost Administration Domestic

Integrated Research Center Fellowships in Research Laboratories

Appendix 1 57


Oncology Jakarta

Drug clinical trials Jakarta

Flow cytometry Jakarta

Nutrition Jakarta

Infectious Tropical Diseases Surabaya

Molecular Biology (Eichmann Institute) Jakarta

Short Courses/Training

Laboratory analyses RC Domestic

Laboratory Technician Domestic

In house training on integrated research centre Domestic

Publication Writing (in house training) Domestic

Electronic Health data collection and survey training

Domestic

Electronic Health Data interaction training Domestic

Digital Imaging and Communications in medicine Domestic

International Standard and International Protocol in Medicine

Domestic

Standardization Digital Imaging and Communication in Medicine

Domestic

Cloud Computing Systems for healthcare researchers

Domestic

Artificial Intelligence in healthcare research Domestic

Medical electronic data training Domestic

Digital library training Domestic

Immunohistochemistry Training Domestic

Fine needle aspiration biopsy Domestic

Cytology Training Domestic

Pathology Molecular training Domestic

Training Waste Management of Laboratory Domestic

Leadership Training Domestic

Developing Digital & Social Media Strategies for Business

Domestic

Assessment Center Assessor Certification Domestic

Designing SOP (Standard Operating Procedure) Domestic

Design Thinking for Innovation Domestic

Negotiation Skill for Business Domestic

Competency Based Recruitment and Selection Domestic

Study Tour to other university IRCs Domestic

Teaching Hospital and Integrated Research Center Research and Innovation Grants

Research and Innovation Collaboration Program

Domestic

infectious diseases research

tropical medicine research

biomolecular and genetic research

degenerative diseases research

pathology research

clinical toxicology research

clinical trial research

diagnostic trial

food nutrition research

nutrigenomic research

58 Appendix 1


Patent/Innovation/HAKI Research Domestic

Incentive for International Publications Domestic – international audience target

Field Research Internship Program International

Education and Humanities Research International

Biotechnology and Biological Sciences Research

International

Economic and Social Research International

Engineering and Physical Sciences Research International

Medical Research International

Natural Environment Research International

Science and Technology Research International

Research Center and Laboratory Based Training

Education and Humanities Research International

Biotechnology and Biological Sciences Research

International

Economic and Social Research International

Engineering and Physical Sciences Research International

Medical Research International

Natural Environment Research International

Science and Technology Research International

Workshops and Seminars

Seminar on development and utilization of clean energy and renewable energy

International

International conferences for infectious diseases International

International conferences of tropical medicine International

International conferences of biomolecular and genetic

International

International conferences of degenerative diseases

International

International conferences of pathology research International

International conferences of clinical toxicology International

International conferences of clinical trial research

International

International conferences of diagnostic trial International

International conferences of food nutrition International

International conferences of nutrigenomic research

International

International conferences of medical education International

International conferences of environmental laboratory and hospital

International

Workshop of KPI (Key Performance Indicators) International

Workshop on ISO Lab International

Workshop on IT RC International

Research Partnership/Visiting Professorship Program

Clinical pathologist International/Domestic

Obstetrician International/Domestic

Internist International/Domestic

Ophthalmologist International/Domestic

Pathology Specialist International/Domestic

Parasitologist International/Domestic

Appendix 1 59


Entomologist International/Domestic

Clinical Microbiology International/Domestic

Clinical Nutritionist International/Domestic

Cytologist International/Domestic

International Meeting and Conference Host Program

Host/organizer event of National Meeting on Tropical Medicine and Infectious Diseases

Lampung

Host/organizer event of National Meeting on Pathology and Toxicology Research

Lampung

Host/organizer event of International Symposium on Biomolecular, genetic, and degenerative diseases

Lampung

Host/organizer event of International Congress of Life Sciences

Lampung

ITS - Training for Development of Four ITS STP Centers – By Center, Topic and Location

Center Topic/Training Area Domestic/International

Maritime

ICT Domestic

Engine Domestic

Safety Domestic

Welding Domestic

Vessel Design International

Production and Manufacture International

Automatic control International

Marine Electrical Propulsion System International

Maritime Energy International

Deep Water Engineering International

Transportation Domestic

Ship operation International

Automotive

Battery Technology International

Vehicular Electronics Domestic

Fuels and Combustion Proc. Domestic

Vehicle Performance Domestic

Manufact. and Material Tech. Domestic

Human Machine Interface International

Hybrid Automotive International

Power Train Technology International

Systems Integration International

Vehicle dynamics and control International

Vehicle Manufacturing Domestic

Creative

Architecture Domestic

City Planning Domestic

Interior Design Domestic

Furniture Design Domestic

Graphic Design International

Animation, Game & Digital Content International

Environment Design International

Industrial Design International

Transportation Design International

60 Appendix 1

Center Topic/Training Area Domestic/International

Fashion & Craft Design International

Photography & Videography International

ICT & Robotics

Industrial Electronics Domestic

Smart Electrical International

Network & Service Security Domestic

Robotics & Control Automation International

Biomedical Engineering International

Informatics & Information System International

Appendix 2 61

TERMS OF REFERENCE FOR PROJECT MANAGEMENT CONSULTANT (PMC) TO SUPPORT THE PROJECT

MANAGEMENT UNIT1

A. Background

1. ADB is supporting the Ministry of Education, Culture, Research and Technology (MOECRT) with the preparation of the Higher Education for Technology and Innovation (HETI) project. The project will invest in two higher education institutions (HEIs), i.e., the Institut Teknologi Sepuluh Nopember (ITS) in East Java, with focus on creative, maritime, information and communications technology and robotics, and automotive industries; and the Universitas Lampung (UNILA) in Sumatra, in the field of medical education. The two HEIs are included in MOECRT’s priority investment list, given their high level of readiness, capacity, commitment and potential to become top universities in specific specializations.2 B. Project Overview.

2. The project will integrate advanced technologies in teaching and research, expanding the two HEIs’ capacity to deliver market-relevant programs and high-quality research to support innovation. The project has two outputs as described below: 3. Output 1: Cutting edge education and research in priority sectors delivered by ITS. This output will finance the construction and equipping of: (i) new facilities for innovation centers, within the existing ITS Science and Techno Park, focusing on four specialized areas: creative industry (product design, graphic design, digital design, fashion crafts, packaging, interior design and architecture); maritime technology (designing ships/vessels); automotive (electric vehicles); and advanced information and communications technology and robotics3; (ii) an academic building with classrooms and laboratories; and (iii) a cultural and language center to support ITS internationalization efforts and enhance ITS’ recognition as a world class university. The innovation centers will promote development of industry-appropriate skills through undergraduate internships. All facilities constructed will be gender-responsive and will include lactation rooms and related facilities and improve access for people with disabilities. The project will also (i) support knowledge partnerships to promote applied research, entrepreneurship development, and start-ups; (ii) engage ITS students and teaching and technical staff in one or more new applied research and entrepreneurship programs, start-up innovation, training, and certification programs in the four specialized areas; (iii) provide research and entrepreneurship grants to ITS academic staff in key specializations to generate relevant knowledge and innovations through strengthened industry-relevant research capacity; (iv) promote and closely monitor women’s participation in capacity strengthening programs and research opportunities, including research and entrepreneurship grants, to ensure gender equality; and (v) establish industry partnerships on skills development, research, and innovation in specialized areas.4 It will address climate vulnerability through climate-smart design of facilities with relevant trainings conducted.5

1 The detailed TOR for the individual consultants will be developed further based on this umbrella TOR. 2 UNILA is one of the best general universities outside Java (15th in Indonesia). ITS is ranked 7th of the top 10

universities in Indonesia and is considered one of the top technological institutions. 3 ITS chose these 4 areas based on their long term strategic/business plan for institutional development. The plan is

driven by industrial needs and ITS’ aim to contribute to regional and national development. 4 These activities are in line with the science techno park road map developed by the government and will facilitate

its implementation. 5 Training activities may include climate-proofed design of campus building, waste and wastewater treatment, etc.

62 Appendix 2

4. Output 2: Medical education and research capacity of UNILA strengthened. This output will support improving the quality of medical education in UNILA and contribute to developing qualified health professionals in Lampung and its vicinity. This aligns with the government’s goal to improve universal health coverage and support the increased demand for preventive and curative health services, including those triggered by the COVID-19 pandemic. The project will construct a pandemic-ready teaching hospital,6 which is gender-responsive, accessible for people with disabilities, earthquake-resilient, climate-smart designed, and supplied with essential medical and laboratory equipment.7 The Type C8 teaching hospital will provide increased case variability for clinical instruction, and reduce travel time for faculty and students using its amenities. It will include facilities supporting health care in several specialized fields, including maternity and obstetrics-gynecology wards. It will provide health services related to tropical infectious diseases, endocrine and other metabolic disorders, geriatrics, and rehabilitative medicine. A new integrated research center, which is physically and operationally connected to the hospital and Faculty of Medicine, will provide a research venue specializing in the life sciences. The project will construct and equip five laboratories to support research in tropical medicine; biomolecular, genetic, and degenerative diseases; pathology and toxicology; nutrition; and clinical trials and diagnostic trial laboratory, to expand UNILA’s research capacity. The research center will consider gender and accessibility requirements for buildings as required by government regulation. It will launch new basic and applied research programs in the health and life sciences. Capacity development of UNILA Faculty of Medicine and related staff will strengthen their knowledge and skills in (i) teaching and research in medical, health, and life sciences; and (ii) managing, operating, and maintaining a hospital and the integrated research center. The training programs will ensure equal participation of female staff.9 The project will expand partnerships with industries on skills development, research, and innovation in disciplines supported by the integrated research center. The faculty of medicine will partner with neighboring hospitals, polytechnics, and the local government in training delivery, contract research, clinical trials and contract-based medical check-ups for local industry and government staff, and promoting awareness on gender issues. 5. The Subproject under ITS: ITS will expand and strengthen its infrastructure, particularly

in four strategic centers within the frame of teaching industry, namely: (i) maritime center, (ii)

automotive center, (iii) creative industry center, and (iv) ICT and Robotic center. The focus of the

expansion is in the construction of centers infrastructure and renewing the laboratory equipment.

ITS will also strengthen human resources both at the level of lecturers, technicians and students

as an effort to improve the ability to do research leading to innovative products as well as

transforming into commercial products. ITS will also need to improve the infrastructure and

equipment of some study programs that will support the development of those innovation

centers, and improvement of networking with government, industry, SMEs, alumni and

international institutions, and strengthening networking with national universities in Eastern Part

of Indonesia to be able to contribute more to national economic development and human

resources.

6 Pandemic-ready includes, inter alia, isolation wards, wards capable of quick conversion to expanded ICU capability,

isolation capacity to protect non-pandemic patients and provide for their care, ventilation equipment, PPE including PPE management, and WHO-recommended pandemic preparedness management practices including regional coordination with other health service providers and regulators.

7 The feasibility of including the teaching hospital as a project component will be confirmed during project preparation. 8 A Type C hospital has a minimum of 100 beds but has greater patient case diversity than larger Type B or Type A

hospitals because of the Indonesian ”referral” system. The hospital will serve as a satellite teaching hospital affiliated with a larger Type A (400+ bed) hospital that is more specialized in terms of case types and has more sophisticated facilities.

9 Appendix 1 of the Project Administration Manual (accessible from the list of linked documents in Appendix 2).

Appendix 2 63

6. In ITS, the Project will finance the construction and equipping of:

(i) a cluster of research centers, focusing on four specialized areas: creative industry

(product design, visual communication design, interior design, and other architectural design); maritime technology (designing ships/vessels); automotive (electric vehicles); and advanced information and communications technology and robotics;

(ii) an academic building with classrooms and laboratories for the Departments of Interior Design, Geophysics and Sea Transportation; and

(iii) a cultural and language center to enhance international recognition. All facilities constructed will be gender-responsive, and will include lactation room and related facilities. Climate vulnerability will be mitigated through climate-proofed, energy-efficient design of facilities with relevant trainings conducted.

7. The project will also support knowledge partnerships to promote applied research, entrepreneurship development, and start-ups. Professional development of teaching staff and research grants for university faculty will be provided to upgrade knowledge and research capacity. The investment in high quality teaching-learning and research facilities and staff capacity development will support the operationalization of the STP to be established within the ITS premises by incubating new innovations, producing new technologies, fostering entrepreneurship, and generating research and knowledge-based opportunities. 8. The Subprojects in UNILA. UNILA will further improve the quality of medical education

through (i) developing a teaching hospital and integrated research center, (ii) strengthening

human resources including lecturers, technicians, and students in medical field through capacity

building as an effort to improve their competences in teaching and research, and (iii)

development and improvement of medical infrastructure and associated equipment that will

support the development of both university hospital and integrated research center

9. The Project will finance: (i) the construction of initially Class C Teaching Hospital with 100 bedrooms, expandable to Class B, and an integrated research center (IRC) buildings, (ii) hospital and IRC equipment, and (iii) capacity building. C. Project Organization.

10. MOECRT through DGHE will be the executing agency of the project, and ITS and UNILA will be the project implementation agencies. The MOECRT will establish a steering committee to guide and monitor the HETI’s overall implementation and ensure that the Project can be completed on time and within the available budget. The DGHE will establish a Project Management Unit (PMU), headed by the Director, which will have a Project Manager to be responsible for managing the PMU activities, project planning and implementation management, preparation of progress reports, and ensuring that ADB guidelines are complied. The PMU will have full coordination with the PIUs in the universities. The PMU will be supported by 6 (six) individual consultants and project administration staff which will be dedicated as a Project Management Consultant (PMC). The PMU, with the support of its consultants, will prepare annual works program, monitor progress in project implementation and ensure compliance with ADB’s policies, procurement procedures, performance indicators, physical achievements and expenditures and preparation and submittal to the ADB of monthly, quarterly and annual progress reports on overall project implementation.

64 Appendix 2

11. In each university (ITS and UNILA), a project implementation unit (PIU) will be established. The PIU will be assisted by a project management and supervision consultant (PMSC), to manage and supervise the construction works, mechanical and electrical installation, delivery of equipment, safeguards plan implementation, and administer training program. The PMSC will enter into a contract agreement with the appointed project manager (PPK) of the PIU. The PMSC will coordinate with the detailed engineering design (DED) consultant who produced the DED of the project. Any deviations that require changes in the design shall be reported to the project manager.

12. The project organization describing the relation between the PMU in Jakarta, the PIUs and the relevant project teams is in Fig.1 below.

Figure 1 – Project Organization Structure

D. Objectives of the Assignment.

13. The PMU will recruit seven individual consultants and administrative assistants for the

PMC to support the PMU to fully coordinate with all PIUs, closely monitor the progress, provide

advices on the relevant fields and to prepare consolidated progress reports of the projects. The

purpose of the PMC assignment is to enhance the assurance of sound project implementation,

monitoring, and reporting by providing management support to the PMU in preparation,

Appendix 2 65

monitoring, evaluation, control and documentation of the implementation of HETI project in ITS

and UNILA.

14. The experts of the PMC includes: (i) a Senior Civil Engineer with strong project

management background, (ii) a Project Performance Monitoring Specialist, (iii) a Procurement

Specialist, (iv) a Financial Management Specialist, (v) an Environmental Specialist, (vi) a Gender

Specialist, and (vii) a Green Building/Climate Change Specialist. The experts will be supported

by administrative assistants.

E. Scope of Services

15. There will be 5 (five) core tasks of the PMC, i.e., (i) planning, administration and management of the HETI project, (ii) technical and management advice to the PMU and PIUs, (iii) ensuring compliance of the project implementation to the ADB guidelines, requirements, and government regulations, (iv) monitoring, and (v) reporting.

16. The services to be provided by the PMC include, but are not limited to, the following:

(i) assist the PMU to prepare annual work program and budget based on inputs from

the respective PIUs and process the work plan for DIPA10 processing; (ii) review the detailed engineering design (DED) as prepared by the respective PIUs,

and provide necessary advice. (iii) ensure that the green building and climate changes measures are incorporated

in the design and construction; (iv) assist the PMU in day-to-day project management and coordination with the

respective projects in the universities; (v) review the submitted project related documents from each PIU and ensure that

the documents fully meet with the requirements and are incompliance with ADB guidelines prior to forward them to the respective stakeholders, including ADB.

(vi) review bid evaluation and consultant selection reports, prior to the submission to ADB.

(vii) prepare and maintain the Project Master Schedule for overall HETI project implementation;

(viii) prepare and monitor consolidated contract awards and disbursement projections and actual achievements;

(ix) establish a project performance monitoring system (PPMS), to monitor progress of the respective project at the universities, including: physical, financial, permits, project source of funds, and regularly update of the project cost.

(x) support the PMU to ensure that the provision of funds from all financing resources are provided timely;

(xi) establish and maintain the implementation of project environmental management and monitoring plan. Provide training to PIU, PMSC and contractors on environment management requirements. Provide advice on any environmental or safety issues related to the project implementation. Prepare semi-annual environment monitoring report;

(xii) Monitor implementation of the gender action plan (GAP) and ensure all targets and actions are implemented timely, and prepare GAP implementation reports

(xiii) prepare quarterly and annual progress reports;

10 Annual budget plan for the project

66 Appendix 2

(xiv) conduct quarterly meetings with PIUs and PMSCs and conduct site visits whenever needed;

(xv) provide technical supports to PIUs for procurement, engineering, management, monitoring & evaluation.

(xvi) prepare draft consolidated financial reports for external auditing purposes (xvii) ensure that all loan and project covenants are fully complied (xviii) closely monitor the implementation of in-country and overseas training to be

conducted by each university, and (xix) assist the PMU in preparation of final project completion report.

F. Safe working conditions under COVID-19 17. The impact of COVID-19 is evolving. The implementation of the project will be responsive and flexible in meeting emerging needs and new best practices in construction and its related activities. The EA, the PIU, the PMC, PMSC, and the contractors will incorporate emerging international construction best practice on implementation methodologies for managing COVID-19 risk, vital for work in deep trench and other confined spaces where the risk of transmission is high. Such practices will also consider the government’s guidance on safe working in COVID-19 conditions.

G. Indicative Tasks of the Respective Experts

18. The individual experts under the PMC are required to provide inputs as indicated in Table 3 below.

Minimum Qualifications

Expected Inputs

Indicative tasks

1 Senior Civil Engineer / Project Management Specialist

The specialist will preferably have a master’s degree in civil engineering or architecture with relevant experience in managing foreign assisted projects. S/he will have relevant experience of a minimum 15 years and should be fluent in English, both oral written. The Team Leader should have strong organization skills and ability to work in a team-oriented, dynamic and diverse environment with a proven track record of working effectively within multidisciplinary teams.

42 person-months

The Specialist shall also play a role as Team Leader of the PMC. S/he should coordinate the PMC team members to implement the tasks as cited in paras 10 and 11 effectively. S/he will be responsible for overall co-ordination of team activities and will be directly responsible to the PMU Manager. The main responsibility will be to monitor the project activities in ITS and UNILA and ensure that the projects can be completed on time and within the available budget. The team leader should be proactive in updating project costs regularly and identify any possible loan savings or shortfalls as early as possible. The Team Leader shall provide technical guidance to all members of the team. S/he will have overall responsibility in technical advisory, management and monitoring all tasks under the contract, setting up technical guidance and standards as necessary.

2 Senior Procurement Specialist

The Specialist should preferably have a master’s degree in public administration, law, or other related field with around 10 years of experience in public procurement practices and procedures, and around 5 years of procurement

24 person-months intermittent

The specialist shall prepare draft bidding documents to be used for the procurement in ITS and UNILA, using ADB Standard Bidding Documents, provide advice to the respective procurement committees during the tendering process and evaluations, and ensure that the procurement is implemented in accordance with ADB procurement policies and

Appendix 2 67


Expected Inputs

Indicative tasks

experience under ADB or WB funded projects. S/he has to be fluent in English, both written and oral. The consultant shall have experience in drafting contractual agreements and other related documents/agreements and in resolving legal issues related to public procurement in Indonesia. S/he shall have good knowledge of the institutional, technical, and commercial aspects of procurement; demonstrated experience in contract management at managerial level.

regulations. Provide inputs to the Team Leader for the preparation of progress reports.

3 Project Performance Monitoring Specialist

The specialist will preferably have a master’s degree in civil engineering or architecture with relevant experience in managing foreign assisted projects. S/he will have relevant experience of a minimum 10 years and should be fluent in English, both oral written. The specialist should have experiences in developing project performance management system (PPMS), tracking interrelation between project activities, costing, and disbursement, prepare project master schedule and other related project management and monitoring tools.

42 person-months

The Specialist should develop master project schedule consolidating the individual S curve of the respective projects, develop an effective reporting format consolidating all project activities, project cost, cost as planned in the PAM, actual cost and disbursement.

The specialist shall update the project cost periodically, and update contract awards and disbursement projection.

With the assistance from project administrative assistant prepare draft consolidated quarterly report, and discuss it with the team member before issuance to the PMU.

4. Financial Management Specialist

The Specialist should have a bachelor’s degree in accounting, business administration, finance and about 8-10 years of relevant experience in financial management of international financed projects. Preference will be given to those who are certified public accountants or have other recognized accounting certification. S/he will monitor the financial management system of the project, and establish a sound accounting practice and system to manage the resources available to the Project.

42 person-months, intermittent

a. Prepare good quality and timely submission of quarterly financial reports and annual project financial statements;

b. Record and manage fund flow in accordance with component and expenditure categories funded by the project;

c. Closely monitor the flow of submitted invoices by the respective projects and proactively follow up of any delays occurred;

d. Identify any issues in the financial management system for project implementation and recommend measures to address the issues identified;

e. Develop project performance management system and update it regularly.

f. Provide input to team leader for the preparation of quarterly progress reports.

5 Senior Environmental Specialist

68 Appendix 2


Expected Inputs

Indicative tasks

The specialist will preferably have a master in environmental management, natural sciences or a related field with demonstrated work experience in environmental management of construction projects. S/he will have relevant experience of about 10 years. S/he must be thoroughly familiar with Indonesia’s regulatory framework for environmental management. S/he should have accreditation from the government as an environmental specialist as per the EIA Regulations in Indonesia and should be fluent in English and Bahasa Indonesia.

15 person-months, intermittent

The Specialist will be responsible for ensuring that proper environmental and social management, mitigation and monitoring measures are implemented as part of this project. The Specialist should monitor the four contractors’ conformity with environmental and social impact controls including implementation of the environmental management plan (EMP) by the contractors and its compliance. The following duties related to environmental mitigation will include: (a) update the two IEEs for ITS and UNILA including the EMP contained therein to reflect final detailed engineering design; (b) ensure that all the environmental mitigation measures required to be implemented are incorporated in the contract documents; (c) provide training to PMU and PIU staff, the PMSC and the contractors on EMP supervision, monitoring and reporting requirements; (d) supervise and monitor the implementation of EMP, (e) prepare the semi-annual environmental monitoring reports in English, (f) support the PIUs in establishing and administering site-specific grievance redress mechanisms; and (h) in the event of occurrence of any unexpected environmental impacts, coordinate with the PMU to recommend necessary mitigation measures to the PIUs.

6 Gender Specialist

The specialist will preferably have a bachelor in social science or related field with demonstrated work experience in gender and development, specifically gender mainstreaming in education. S/he will have relevant experience of about 10 years.

12 person-months

The Specialist is to undertake actions to ensure the activities and indicators in the gender action plan (GAP) are implemented and reported by the concerned PIUs, including leading any capacity building initiatives to improve gender awareness in general and understanding of GAP among the project team and/or partners. Actual action shall be included in the GAP Quarterly Progress Monitoring Report. Review the project design to ensure access for all are included.

7 Climate Change Specialist

The specialist will preferably have an advanced university degree, preferably at doctorate level, in climate science or closely related discipline (education, engineering, health). At least 10 years of experience encompassing i) climate modelling and applied research; climate change impacts and vulnerability assessments, risk management, adaptation planning and practices; ii) GHG emissions reduction and carbon markets; project management.

6 person-months

The Specialist will be responsible for ensuring that the identified facilities will integrate appropriate climate smart measures in the ITS and UNILA facilities in line with MPWH Green Building Regulation and international good practice; and design at least one adaptation initiative for increased resilience of Lampung’s public health sector against impacts of climate change and variability.

Administrative Assistants

Appendix 2 69


Expected Inputs

Indicative tasks

The admin assistants should have a minimum of bachelor degree in any relevant fields with at least of 5 year experience in supporting project administration. The candidate should be fluent in English and familiar with project reporting. Mastering Microsoft program is mandatory requirement.

72 person - months

The assistant shall support the team members in preparing reports, finalizing documents, and ensure timely submission of quarterly progress report. The assistant shall also support the team members in arranging visits to project locations and conducting regular as well as ad-hoc meetings.

E. Duration of Services and Deliverable

19. The duration of the PMC services will be 5 (five) years. During the services the PMC shall conduct the followings:

(i) Meetings:

20. The Team Leader with the support from the Admin Assistant shall conduct the following meetings:

1. Regular monthly progress meetings with the PMU. 2. Regular quarterly progress meetings with the PMU, PIUs, and PMSCs. 3. Support the PMU to initiate project steering committee meetings and quarterly

monitoring meeting as convened by Bappenas. 4. Any incidental meetings as instructed by the PMU

(ii) Site Inspection and Coordination:

21. The PMC members shall conduct site inspections to ITS and UNILA at least on quarterly basis or whenever it deemed necessary. During the site inspection the PMC members should discuss with the PIUs and the PMSCs, related to the procurement, quality of the consultants’ outputs, building constructions, equipment, training, safeguards, other project related issues, including physical and financial progress, and provides advice.

(iii) Reporting

22. The PMC will give support towards the effective and efficient fulfilment of this function by assisting the PMU in this activity. The following reports will be delivered:

No. Tasks Responsible Consultant (s) Volumes

1 Inception Report Team Leader; all PMC members shall provide inputs

TBD

2 Quarterly Progress Reports and Annual Progress Reports

Team Leader; all PMC members shall provide inputs

TBD

3 Advice on Detailed Engineering Design (DED) Team Leader, Environmental Specialist, Gender Specialist

TBD

4 Draft Bidding Documents, Advice to Bid Evaluation Reports

Procurement Specialist, Environmental Specialist, Gender Specialist

TBD

5 Financial Management Reports (Quarterly) Financial Management Specialist TBD

70 Appendix 2

6 Project Performance Monitoring System (PPMS) Team Leader and all PMC members

TBD

7 Consolidated Un-Audited Project Financial Statements

Financial Management Specialist TBD

8 Environmental Monitoring Reports (Semi-annually)

Environmental Specialist TBD

9 Gender Action Plan Reports (Quarterly) Gender Specialist TBD

10 Reports on climate vulnerability assessment, design of adaptation measures for public health resilience of Lampung City

Climate Change Specialist TBD

11 Ad-hoc Reports All PMC members TBD

12 Final Report and Project Completion Report Team Leader with the support from all PMC members.

TBD

F. Client’s Input, Counterpart Personnel

23. The PMU shall provide the following:

a. All available documents, reports, data and all other information related to the proposed assignment.

b. Any letters or assistance required by the consultants in obtaining all necessary permits and authorizations for carrying out the services.

c. The PMU will assign counterpart personnel to supervise and work with PMC.

G. Others.

24. Each individual consultant will be contracted by the MOECRT. The provision of office space and its associated operational cost, car rental, and other consumables will be provided by PMU.

Appendix 3 71

TERMS OF REFERENCE FOR PROJECT MANAGEMENT AND SUPERVISION CONSULTANT (PMSC)

SUB-PROJECT: DEVELOPMENT OF SCIENCE AND TECHNOLOGY PARK (STP) INSTITUT TEKNOLOGI SEPULUH NOPEMBER (ITS)

A. Background

1. ADB is supporting the Ministry of Education, Culture, Research and Technology (MOECRT) with the preparation of Higher Education for Technology and Innovation (HETI) project. The project will invest in two higher education institutions (HEIs), i.e., the Institut Teknologi Sepuluh Nopember (ITS) in East Java, with focus on creative, maritime, information and communications technology and robotics, and automotive industries; and the Universitas Lampung (UNILA) in Sumatra, in the field of medical education. The two HEIs1 are included in MOECRT’s priority investment list, given their high level of readiness, capacity, commitment and potential to become top universities in specific specializations. The project will integrate advanced technologies in teaching and research, expanding the two HEIs’ capacity to deliver market-relevant programs and high-quality research to support innovation. The project has two outputs as described below:

(i) Output 1: Cutting edge education and research in priority sectors delivered by ITS. This output will finance the construction and equipping of: (i) new facilities for innovation centers, within the existing ITS Science and Techno Park, focusing on four specialized areas: creative industry (product design, graphic design, digital design, fashion crafts, packaging, interior design and architecture); maritime technology (designing ships/vessels); automotive (electric vehicles); and advanced information and communications technology and robotics2; (ii) an academic building with classrooms and laboratories; and (iii) a cultural and language center to support ITS internationalization efforts and enhance ITS’ recognition as a world class university. The innovation centers will promote development of industry-appropriate skills through undergraduate internships. All facilities constructed will be gender-responsive and will include lactation rooms and related facilities and improve access for people with disabilities. The project will also (i) support knowledge partnerships to promote applied research, entrepreneurship development, and start-ups; (ii) engage ITS students and teaching and technical staff in one or more new applied research and entrepreneurship programs, start-up innovation, training, and certification programs in the four specialized areas; (iii) provide research and entrepreneurship grants to ITS academic staff in key specializations to generate relevant knowledge and innovations through strengthened industry-relevant research capacity;3 (iv) promote and closely monitor women’s participation in capacity strengthening programs and research opportunities, including research and entrepreneurship grants, to ensure gender equality; and (v) establish industry partnerships on skills development, research, and innovation in specialized

1 UNILA is one of the best general universities outside Java (15th in Indonesia). ITS is ranked 7 th of the top 10

universities in Indonesia and is considered one of the top technological institutions. 2 ITS chose these 4 areas based on their long term strategic/business plan for institutional development. The plan is

driven by industrial needs and ITS’ aim to contribute to regional and national deve lopment. 3 Project Administration Manual (accessible from the list of linked documents in Appendix 2).

72 Appendix 3

areas.4 It will address climate vulnerability through climate-smart design of facilities with relevant trainings conducted.5

(ii) Output 2: Medical education and research capacity of UNILA strengthened.

This output will support improving the quality of medical education in UNILA and contribute to developing qualified health professionals in Lampung and its vicinity. This aligns with the government’s goal to improve universal health coverage and support the increased demand for preventive and curative health services, including those triggered by the COVID-19 pandemic. The project will construct a pandemic-ready teaching hospital6, which is gender-responsive, accessible for people with disabilities, earthquake-resilient, climate-smart designed, and supplied with essential medical and laboratory equipment.7 The Type C8 teaching hospital will provide increased case variability for clinical instruction, and reduce travel time for faculty and students using its amenities. It will include facilities supporting health care in several specialized fields, including maternity and obstetrics-gynecology wards. It will provide health services related to tropical infectious diseases, endocrine and other metabolic disorders, geriatrics, and rehabilitative medicine. A new integrated research center, which is physically and operationally connected to the hospital and Faculty of Medicine, will provide a research venue specializing in the life sciences. The project will construct and equip five laboratories to support research in tropical medicine; biomolecular, genetic, and degenerative diseases; pathology and toxicology; nutrition; and clinical trials and diagnostic trial laboratory, to expand UNILA’s research capacity. The research center will consider gender and accessibility requirements for buildings as required by government regulation. It will launch new basic and applied research programs in the health and life sciences. Capacity development of UNILA Faculty of Medicine and related staff will strengthen their knowledge and skills in (i) teaching and research in medical, health, and life sciences; and (ii) managing, operating, and maintaining a hospital and the integrated research center. The training programs will ensure equal participation of female staff.9 The project will expand partnerships with industries on skills development, research, and innovation in disciplines supported by the integrated research center. The faculty of medicine will partner with neighboring hospitals, polytechnics, and the local government in training delivery, contract research, clinical trials and contract-based medical check-ups for local industry and government staff, and promoting awareness on gender issues.

B. Project Overview

4 These activities are in line with the science techno park road map developed by the government and will facilitate

its implementation. 5 Training activities may include climate-proofed design of campus building, waste and wastewater treatment, etc. 6 Pandemic-ready includes, inter alia, isolation wards, wards capable of quick conversion to expanded ICU capability,

isolation capacity to protect non-pandemic patients and provide for their care, ventilation equipment, PPE including PPE management, and WHO-recommended pandemic preparedness management practices including regional coordination with other health service providers and regulators.

7 The feasibility of including the teaching hospital as a project component will be confirmed during project preparation. 8 A Type C hospital has a minimum of 100 beds but has greater patient case diversity than larger Type B or Type A

hospitals because of the Indonesian ”referral” system. The hospital will serve as a satellite teaching hospital affiliated with a larger Type A (400+ bed) hospital that is more specialized in terms of case types and has more sophisticated facilities.

9 Appendix 1 of the Project Administration Manual (accessible from the list of linked documents in Appendix 2).

Appendix 3 73

2. ITS is an autonomous state university (PTNBH) based on Government Regulation No. 83 Year 2014, dated October 17, 2015. The status as PTNBH rises responsibility for all academic community of ITS in several aspects, including: (i) acceleration ITS as a research university as mandated by statute of ITS, (ii) strengthening ITS to deliver innovative products in the fields of science, technology and art in order to be able to support the economy and self-sustaining capacity of the nation, and (iii) strengthening ITS to become a world-class universities in order to support the target of the government through the Ministry of Education, Culture, Research and Technology . 3. To support these mandates, ITS will expand and strengthen its infrastructure, particularly in four strategic centers within the frame of teaching industry, namely: (i) maritime center, (ii) automotive center, (iii) creative industry center, and (iv) ICT and Robotic center. The focus of the expansion is in the construction of centers infrastructure and renewing the laboratory equipment. ITS will also strengthen human resources both at the level of lecturers, technicians and students as an effort to improve the ability to do research leading to innovative products as well as transforming into commercial products. ITS will also need to improve the infrastructure and equipment of some study programs that will support the development of those innovation centers, and improvement of networking with government, industry, SMEs, alumni and international institutions, and strengthening networking with national universities in Eastern Part of Indonesia to be able to contribute more to national economic development and human resources. 4. The Project will finance the construction and equipping of: (i) a research center, focusing on four specialized areas: creative industry (product design, visual communication design, interior design, and other architectural design); maritime technology (designing ships/vessels); automotive (electric vehicles); and advanced information and communications technology and robotics; (ii) an academic building with classrooms and laboratories; and (iii) a cultural and language center to enhance international recognition. All facilities constructed will be gender-responsive, and will include lactation room and related facilities. Climate vulnerability will be mitigated through climate-proofed, energy-efficient design of facilities with relevant trainings conducted. 5. The project will also support knowledge partnerships to promote applied research, entrepreneurship development, and start-ups. Professional development of teaching staff and research grants for university faculty will be provided to upgrade knowledge and research capacity. The investment in high quality teaching-learning and research facilities and staff capacity development will support the operationalization of the STP to be established within the ITS premises by incubating new innovations, producing new technologies, fostering entrepreneurship, and generating research and knowledge-based opportunities. 6. The infrastructure of the four centers to be developed and strengthen is indicated in Table 1 below:

Table 1 - List of Buildings to be developed in ITS Campus No. Name of Buildings Number of Floors Floor Plan

Area (Sqm) 1 Maritime Centre 1 2,300

2 Automotive Centre's Proving Ground - 12,000 3 Office of Automotive Proving Ground 1 180

4 Creative Centre 3 4,231

74 Appendix 3

No. Name of Buildings Number of Floors Floor Plan Area (Sqm)

5 ICT And Robotic Center 4 1,150

6 CLC (Cultural & Language Center) 4 607 7 Tower ITS (11 Lantai) 11 8,800

8 Supporting Infrastructure - Ls 7. The above four centers will be furnished with modern research and laboratory equipment. The design and specification of the equipment are being developed by ITS. Delivery of the equipment will depend on the readiness of the buildings, however several equipment will be deliver in advance as they will facilitate the current operation of the existing centers operation, and the storage for the equipment have been constructed. C. Project Organization

8. MOECRT through DGHE will be the executing agency of the project, and ITS is one of the project implementation agencies, in addition to UNILA. The MOECRT will establish a steering committee to guide and monitor the HETI’s overall implementation and ensure that the Project can be completed on time and within the available budget. The DGHE will establish a Project Management Unit (PMU), headed by a Director, which will have a Project Manager to be responsible for managing the PMU activities, project planning and implementation management, preparation of progress reports, and ensuring that ADB guidelines are complied. The PMU will have full coordination with the PIUs in the universities. The PMU will be supported by 7 (seven) individual consultants10 and project administration staff which will be dedicated as a Project Management Consultant (PMC). The PMU, with the support of its consultants, will determine annual works program, monitor progress in project implementation and ensure compliance with ADB’s policies, procurement procedures, performance indicators, physical achievements and expenditures and preparation and submittal to the ADB of monthly, quarterly and annual progress reports on overall project implementation.

9. In each project implementation agencies (ITS and UNILA), a project implementation unit (PIU) will be established. The PIU will be assisted by a project management and supervision consultant (PMSC), to manage and supervise the construction works including safeguards, mechanical and electrical installation, delivery of equipment, and administer training program. The PMSC will enter into a contract agreement with the appointed project manager (PPK) of the PIU. The PMSC will coordinate with the detailed engineering design (DED) consultant who produced the DED of the Project. Any deviations that require changes in the design shall be reported to the project manager.


10 A national civil engineer/project management specialist, a procurement specialist, a project performance monitoring specialist, a financial management specialist, an environmental specialist, a gender specialist, and a green building/climate change specialist, assisted by a project administration staff.

Appendix 3 75



11. The PIU will recruit a PMSC team which is a national consulting firm with national experts who have experiences in project management and construction supervision of buildings. The Consultant shall provide support to the PIU in reviewing DED documents, tendering, project management, construction/installation supervision, environmental safeguards monitoring, reporting, and administering training program. PMSC will also be responsible for the technical and financial management of project-related activities including establishment of a project performance management system, assistance in accounting, and issuance of payments certificates, etc. The ultimate target of the PMSC assignment is to complete the Project on schedule in a satisfactory manner, meet to the required technical, environmental, and gender specification, within the available budget.

E. Scope of Services.

76 Appendix 3

12. The PMSC has 5 (five) main mandates, i.e., (i) provide project management services during the project lifetime, (ii) supervision of the building construction and mechanical and electrical installation, including compliance with environment and safety requirements, (iii) closely monitor delivery of equipment and furniture, (iv) facilitate completed project handing over, and (v) prepare project completion report. 13. Project Management. The PMSC shall support the PIU in day-to-day management of the Project. The tasks include but not limited to:

(i) support the PIU manager and team in setting project management plan for building construction, procurement of IT and other equipment, training, and other project related matters for the whole project life, and issuance of construction management and supervision manual (including design review);

(ii) prepare and update master schedule of the Project; (iii) implement a system for management and supervising the project progress using

computer based project management techniques; (iv) prepare all reporting formats relating to the project planning and implementation,

in line with guidance from the PMU; (v) conduct due diligence to the DED and other supporting documents delivered by

the DED consultants. The Consultant shall carry out site inspection to ensure that the DED is prepared accurately in accordance with the site condition, check and assure that the DEDs comply with the conceptual design, all user’s requirement, as well as relevant standards, green and inclusive building design principles, and codes. Ensure that the DED documents are ready for bidding;

(vi) conduct due diligence to the specifications and documents for IT equipment, other equipment, and furniture produced by the relevant design consultants in consultation with the user units;

(vii) support the PIU in preparing tender documents, tendering, and responding to any inquiries from bidders;

(viii) support the PIU to conduct preconstruction meetings with the winning contractors; (ix) support the PIU in obtaining all required permits from the national and local

government prior to commencing the constructions; (x) prepare project performance management system (PPMS), implement, and

update; (xi) prepare unaudited project account to ensure that the project financial reporting is

ready for external audits; (xii) support PIU in the management of disaggregated data and monitoring of the

implementation and reporting of gender action plan (GAP);

(xiii) support the PIU in preparing and organizing review missions by ADB and monitoring and evaluation (M&E) by PMU

(xiv) prepare monthly, quarterly, annual and final reports, and other reports that may be required during the project implementation.

(xv) assist the project owner or the PIU to administer training program; and (xvi) facilitate the complaint handling resolution related to project.

14. Construction Supervision. Prior to the construction, the PMSC shall ensure that the design and facilities of the buildings to be constructed prepared by the DED consultant meet the green and inclusive building requirements. The PMSC shall also ensure that construction of new

Appendix 3 77

buildings integrate gender responsive physical design features, based on the concept of “access for all”.11 The PMSC shall ensure that the design adopts:

(i) Efficient use of energy, water, and other resources (ii) Inclusion of water conservation facilities (iii) Lower maintenance cost (iv) As much as possible, use of renewable energy, such as solar energy (v) Pollution and waste reduction measures, and the enabling of re-use and

recycling (vi) Good indoor environmental air quality (vii) Use of materials that are non-toxic, ethical and sustainable (viii) Consideration of the environment in design, construction and operation (ix) Consideration of the quality of life of occupants in design, construction and

operation (x) A design that enables adaptation to a changing environment, and (xi) The design process should be passing through a meaningful consultation with

relevant stakeholders.

15. The PMSC shall perform but not be limited to the followings: (i) provide assistance and direction to the contractors and suppliers in all matters

related to interpretation of the contract documents, testing procedures and other matters to comply with the contract requirements;

(ii) ensure that the project implementation in all aspects is incompliance with various laws/Acts concerning the safety requirements and labour welfare;

(iii) review daily work-plan submitted by the contractors prior to commencing the works;

(iv) prior to the construction or installation, check quality of materials to be used for the Project and ensure incompliance with the technical specification. Conduct laboratory test for all construction materials related to the structure. Ensure that construction quality is compliant with technical specification.

(v) supervise the building construction, installation of the mechanical and electrical works, and IT, construction of supporting infrastructure facilities, and ensure that the technical specification meet the requirement;

(vi) closely monitor the project schedule, milestones and manpower requirements, to ensure the completion of the Project timely.

(vii) conduct mutual check with the contractors and compare between the bill of quantity (BOQ), drawing, and the actual construction;

(viii) advise the PIU of any changes in the technical documents that may be deemed necessary for the completion of works, including information on any effects the change may impact on the contract amount and time of completion of the project and prepare all specifications and other details arising thereof;

(ix) where variations of the quantities are requested by the Contractor, the following information should be provided in relation to contract variations: (i) data on which the original as-tendered design was based, (ii) a complete record of all new design data which is relevant to the variation, (iii) an as-built record showing the location and detailed dimensions of all works carried out to date under the contract,(iv) a copy of all previously approved variations and Contract Addenda, (v) a copy of

11 Refer to Minister of Public Works and Housing (MPWH) Regulation No. 45/2007 on State Buildings, MPWH

Regulation No. 02/2015 on Green Buildings, and MPWH Regulation No. 14/2017 on Ease-of-Access Requirements to Building.

78 Appendix 3

the contractor’s bid document, including all the tendered Unit Prices and detailed Unit Price Analysis, (vi) a description of the design assumptions adopted, (vii) drawings clearly showing both the original design and the proposed variation; and (viii) a rescheduled list of quantities and costs, relevant to the proposed variation.

(x) assess adequacy of all inputs including materials and labor and instruct corrective measures to the contractors when inadequacy of inputs is found. Take appropriate action in order to rectify and to expedite progress;

(xi) ensure that the construction methods as proposed by the contractors are incompliance with the requirements and justified (safeguard, environment, safety);

(xii) certify achievement of the contractual milestones, and the satisactory quality of the progress in every step, in line with the progress milestones;

(xiii) inspect the works on final completion before hand over and indicate to the PIU any outstanding work that needs to be carried out by the Contractor;

(xiv) ensure that the contractors submit as-built drawings prior to the request for certification of completion of the works;

(xv) prepare defect liability list to be rectified by the contractors during maintenance period;

(xvi) issue certificate of completion, prepare provisional hand over (PHO) report, and final hand over (FHO) report when the defect liabilities have been rectified.

16. Supervision to the Delivery of IT Equipment, Research and Laboratory Equipment, and Office Furniture. The tasks include the followings:

(i) supervise the development of user’s list proceses, as well as delivery, installation, testing & commissioning carried out by suppliers;

(ii) certify the achievement of the contractual milestones, and the satisfactory quality of the progress, in line with the progress milestone laid down in the contract;

(iii) ensure that manual operations, and related guarantees and warranties are secured.

17. Certification of Work Completion. Prior to the issuance of certificate of work completion, and provisional hand over, the PMSC shall conduct mutual check with the contractors and ensure that the items as listed in the BOQ and its variations have been fully constructed or installed, tested and commissioned, and the contractors have submitted as-built drawings, and relevant warranties. The PMSC shall review the completeness and accuracy of all as-built drawings. A defect liability list to be rectified by the contractors during the maintenance period shall be prepared. Final hand over (FHO) can be done when all defect liabilities have been fully rectified.

18. Preparation of Project Completion Report. Three months prior to the completion of the services, PMSC shall prepare a draft project completion report detailing the project implementation process from the beginning of the project until the completion, including GAP implementation and results. The final report shall be submitted with a set of attachment i.e., (i) as built drawings, (ii) copy of manual operations, and (iii) copy of all equipment warranties.

F. Safe working under COVID-19 conditions.

19. The impact of the COVID-19 disease is evolving. The implementation of the project will be responsive and flexible in meeting emerging needs and new best practice in construction and

Appendix 3 79

its related activities. The EA, the PIU, the PMC, PMSC, and the contractors will incorporate emerging international construction best practice on implementation methodologies for managing COVID-19 risk, vital for work in [deep trench and other confined spaces where the risk of transmission is high]. Such practices will also consider the government’s guidance on safe working in COVID-19 conditions. 20. To address this requirement, the PMSC shall:

(i) Prepare a “Safe Working under Covid-19 Conditions” action plan. The draft shall be submitted during the submission of inception report. If the proposed action plan is approved by the PIU, it should be implemented and monitored during the project life;

(ii) Review the Site-Specific Health and Safety Management Plan (SSHSMP) for the Project that is prepared and submitted by the Contractor(s). Prepare recommendations to the IA in relation to the approval of the SSHSMP. Communicate the approved SSHSMP to all consultants and contractors throughout all project stages. Should any unforeseen events occur, review the updated SSHSMP and prepare recommendations to the IA in relation to the approval of the SSHSMP.”

(iii) In addition to the obligation to maintain safety on site, the PMSC will be required to undertake formal monthly safety audits throughout all stages of the Project.

G. Consultant Staffing

21. A total of 246 national person-months of professional (key and non-key) experts will be required under the services. The team composition of consultants along with their estimated person-months is provided in Table 2 below:

Table 2 – Composition and Estimated Input of PMSC


Key Experts



3 Procurement Specialists 12

4 Financial Management Specialist 36



7 Project Engineer – Mechanical 18


9 Training Specialist 6

10 HSE Specialist 12



1 IT /Equipment Specialist 6


80 Appendix 3


3 4

Environmental Specialist Gender Specialist

6 6


List of Sub-Professional and Support Staff (Non-Key Experts)

Sub-Professional Staff

1 Chief Inspector 36

2 Inspectors (Civil/Architects) (2x 36 person months) 72

3 Inspectors (M/E) (2x 24 person months) 48

4 Inspector (IT) (1X6 person months) 6

5 Landscape Specialist 6

Sub-total Sub-Professional Staff 168

Support Staff

1 2 3 4 5 6

Office Manager (1X36 person months) Secretary (1X36 person months) CAD Operator (1x18 person months) Administrative Staff (1x42 person months) Drivers (2 persons) Security (2 persons)

36 36 18 42 72 36

Sub-total Support Staff 240

H. Qualifications and Tasks of Key-Experts and Non-Key Experts

22. Team Leader (Senior Civil Engineer or Senior Architect). The specialist will preferably have a master’s degree in civil engineering or architecture with relevant experience in managing building construction project teams. S/he will have relevant experience of about 10 years and should be fluent in English. S/he will be responsible for overall co-ordination of team activities and will be directly responsible to the PIU. The main responsibility will be to coordinate the project activities in a timely manner and ensure that the objective of this TOR is fulfilled to the satisfaction of the PIU. The Team Leader will also work as a project management specialist and oversee design works prepared by the DED consultants. The Team Leader shall provide technical guidance to all members of the team. S/he will have overall responsibility in technical advisory, management and monitoring all tasks under the contract, setting up technical guidance and standards as necessary. The responsibilities of the consultant shall include, but not be limited to, the following:

(i) Maintain close contact with the PIU and Project Team and local government to ensure that the contract is implemented in accordance with the government's policies and guidelines;

(ii) Review the DED documents, the soundness, completeness and accuracy of building architectural systems, parts, and elements, and ensure that DED documents complied with national building codes, standards, and regulations;

(iii) Meet with the DED consultants to discuss the prepared DED; (iv) Re-assess the incomplete buildings with the prepared DED; (v) Check quality of the documents prior to tendering; (vi) Support the PIU in tendering all packages under the Project; (vii) Chair weekly meetings with contractors;

Appendix 3 81

(viii) Responsible for the overall management of the construction activities and promoting value engineering options where appropriate;

(ix) Check quality of the reports and cost estimates before submission of reports to the Project Team;

(x) Ensure that all provisions of the TOR are fulfilled to the complete satisfaction of Client;

(xi) Ensure continued liaison, especially on technical matters between the team members and the PIU’s Project Team;

(xii) Responsible for compliance with deliverable and reporting requirements, and provide sufficient resources in order to complete the contract successfully;

(xiii) Reviewing any potential changes during construction, and coordinate with team member to estimate the cost impact.

(xiv) Obtain appropriate reports and information from the PIU, and compilation of regular updates;

(xv) Prepare quality control documents related to deliverables and ensure that the construction quality meets the technical specification and green building requirements

(xvi) Prepare presentations related to deliverables, and preparing workshop materials if required;

(xvii) Prepare accurate evaluations of work done in relation to the defined milestones and facilitating the examination of work by the Client, and

(xviii) Other aspects, as may be necessary for the project based on requirements of the PIU.

23. Deputy Team Leader – Senior Civil Engineer (Structure). The expert will preferably have a master’s degree in civil engineering with relevant experience in supervision of building constructions. S/he shall assist the Team Leader for overall co-ordination of core team activities and will be responsible to the Team Leader. S/he will have relevant experience of about 8 years, with a valid professional engineering license. The main responsibility will be to coordinate the project activities and ensure that the objective of this TOR is fulfilled to the satisfaction of the Client. The responsibilities of the consultant shall include, but not be limited to, the following:

(i) Assist the Team Leader in the execution of the work in accordance with the TOR and also for the co-ordination of all professional inputs. S/he will be responsible to the Team Leader. S/he will also maintain close contact with the PIU Team and local government to ensure that the contract is implemented in accordance with the government's policies and guidelines;

(ii) Assist Team Leader to review the DED documents (drawings and specifications) (iii) Conduct visual and initial structural assessment together with DED consultants to

the incomplete building; (iv) Assist the Team Leader in overall project management of the construction

activities and advising modifications/revisions where necessary; (v) Check designs and cost estimates prior to approving the contractor to start

working of every step of work; (vi) Ensure continued liaison, especially on technical matters between the team

members and the PIU; (vii) Prepare quality control documents related to deliverables; (viii) Prepare presentations related to deliverables, (ix) Prepare accurate evaluations of work done in relation to the defined milestones

and facilitating the examination of work; (x) Assist the Team Leader in timely preparation of reports;

82 Appendix 3

24. Procurement Specialist. The consultant should have a bachelor’s degree in public administration, law, or other related field with around 5 years of experience in public procurement practices and procedures, and around 3 years of procurement experience under ADB or WB funded projects. The consultant shall have experience in contractual agreements and other related documents/agreements and in resolving legal issues related to public procurement in Indonesia. S/he shall have good knowledge of the institutional, technical, and commercial aspects of procurement; demonstrated experience in contract management; fluency in spoken English and Bahasa; strong organization skills and ability to work in a team-oriented, dynamic and diverse environment with a proven track record of working effectively within multidisciplinary teams. The tasks of the Procurement Specialist include but are not limited to:

(i) Assist PIU in updating procurement documents for bidding to be in line with ADB procurement regulations;

(ii) Assist Procurement Committee to tender all packages under the Project, responding bidder queries, and tender evaluation.

(iii) Assist the PIU in contract management with the winning contractors; (iv) Assist the PIU in all matters related to the use of e – procurement (v) Set up a procurement management tracking system for the PIU that would

monitor the implementation of procurement activities; (vi) Assess the procurement risk and put in place appropriate review and supervision

processes and thresholds to mitigate those risks; (vii) Assist PIU in evaluating contract variation from contractors and checking the

available budget. (viii) Provide inputs on procurement related matters to the team leader for preparing

consultant’s report.

25. Project Engineer (Civil Engineering). The consultant shall have a bachelor’s degree in civil engineering with demonstrated work experience in construction supervision of buildings of about 5 years, preferably in supervising high-rise buildings. The consultant shall have experience in structural quality control, construction materials laboratory tests, construction problem solving, and project reporting. The tasks include but are not limited to:

(i) Check the proposed site management by the contractors (ii) Supervise all construction works and ensure that the materials, methodology, and

phasing of the works are in line with technical specifications and agreed work methodology.

(iii) Certify all materials to be used in the Project prior to construction (iv) Check the required permits obtained by the contractors prior to construction (v) Ensure construction safety in each step of implementation of the contractors (vi) Check and certify completed works for payment purposes

26. Project Engineer (Architecture). The consultant shall have a bachelor degree in building architecture with 5 years demonstrated work experience in design and supervision of buildings architectural works. The Project Engineer for Architectural Works is responsible to the selection of architectural materials in consultation with the PIU and ensure proper installation of the architectural works. The tasks of project engineers include:

(i) Supervise all architectural works and ensure that the materials, methodology, and phasing of the works are in line with technical specifications and agreed work methodology.

(ii) Certify all materials to be used in the Project prior to construction; (iii) Check the required permits obtained by the contractors prior to construction (iv) Ensure construction safety in each step of implementation of the contractors

Appendix 3 83

(v) Check and certify completed works for payment purposes

27. Project Engineer (Mechanical Engineering). The consultant shall have a bachelor’s degree in mechanical/electrical engineering with a minimum of 5 years demonstrated work experience in supervising buildings’ mechanical installation. The tasks of the M/E project officer, includes but are not limited to:

(i) Supervise all mechanical works and ensure that the materials, methodology, and phasing of the works are in line with technical specifications and agreed work methodology.

(ii) Review the soundness, completeness, and accuracy of building mechanical, and plumbing system.

(iii) Certify all materials to be used in the Project prior to installation (iv) Check the required permits obtained by the contractors prior to installation (v) Ensure installation safety in each step of implementation. (vi) Test of the completed installations (vii) Certify the completed works for payment purposes

28. Project Engineer (Electrical Engineering). The consultant shall have a bachelor’s degree in electrical engineering with a minimum of 5 years demonstrated work experience in supervising buildings’ mechanical installation. The tasks of the project officer, includes but are not limited to:

(i) Supervise all electrical works and ensure that the materials, methodology, and phasing of the works are in line with technical specifications and agreed work methodology.

(ii) Review the soundness, completeness, and accuracy of building electrical including CCTV and sound system, building automation system, and solar energy installation.

(iii) Certify all materials to be used in the Project prior to installation (iv) Check the required permits obtained by the contractors prior to installation (v) Ensure installation safety in each step of implementation. (vi) Test of the completed installations (vii) Certify the completed works for payment purposes

29. Training Specialist. The consultant shall have a bachelor’s degree in education or relevant fields with work experience in managing large scale of training of at least 5 (five) years. The tasks of the consultant include (i) conduct in depth discussion with ITS officer-in-charge in capacity building program preparation to determine the best practice in implementing the program, (ii) develop duration and time schedule of the program, (iii) support ITS in identifying the candidates, (iv) maintain close coordination with the capacity building/training provider, (v) administer the program, and (vi) prepare relevant reports, including final reports. 30. HSE Specialist. The consultant shall have a bachelor degree in Community Health (sarjana kesehatan masyarakat) or relevant field and shall have certificate of health and safety management or similar. The candidate shall have demonstrated work experience in HSE in project supervisions of at least 5 years. The HSE Specialist is to:

(i) Support the Team Leader in preparing draft “Safe Works under COVID-19 Conditions” Action Plan;

(ii) Review the Site-Specific Health and Safety Management Plan (SSHSMP) for the Project that is prepared and submitted by the Contractor(s). Prepare recommendations to the IA in relation to the approval of the SSHSMP.

84 Appendix 3

(iii) Communicate the approved SSHSMP to all consultants and contractors throughout all project stages.

(iv) Should any unforeseen events occur, review the updated SSHSMP and prepare recommendations to the PIU in relation to the approval of the SSHSMP.”

(v) undertake formal monthly safety audits throughout all stages of the Project. (vi) Ensure safe working environment during the project lifetime;

31. Financial Management Specialist. The consultant should have a bachelor’s degree in accounting, business administration, finance and about 5 years of relevant experience in financial management. S/he will monitor the financial management system of the project, and establish a sound accounting practice and system to manage the resources available to the Project.

(i) Assist PIU in preparing good quality and timely submission of the monthly, quarterly and annual project financial statements;

(ii) Assist the PIU in managing fund flow in accordance with component and expenditure categories funded by the project;

(iii) Assist the PIU in evaluating invoices submitted by contractors and convert them to applicable withdrawal applications in ADB format;

(iv) Identify any issues in the financial management system for project implementation and recommend measures to address the issues identified;

(v) Develop project performance management system and update it regularly

32. IT Specialist. The consultant shall have a bachelor’s degree in information and technology faculty with demonstrated work experience in supervision of building IT installations. The consultant shall have experience in IT installation and quality control of office buildings of at least 5 years. The IT Specialist is to

(i) Supervise all IT works and ensure that the materials, methodology, and phasing of the works are in line with technical specifications and agreed work methodology.

(ii) Certify all materials to be used in the Project prior to installation (iii) Check the required permits obtained by the contractors prior to installation (iv) Ensure installation safety in each step of implementation. (v) Test the completed installations (vi) Certify the completed works for payment purposes (vii) Review specification of the IT and the office computers to be procured under the

Project and supervise the installation.

33. Cost and Quantity Engineer. The consultant shall have a bachelor’s degree in civil engineering, law, or commerce faculty or related field with demonstrated work experience in preparing contract documents for building projects. Appropriate experience will include procurement of public works infrastructure in Indonesia. S/he will have relevant experience of about 5 years. S/he must be thoroughly familiar with procurement rules in Indonesia. The responsibilities of the consultant to the Team Leader shall include, but not be limited to, the following:

(i) Evaluate the quality of data and completing quality control documents as prepared by DED consultants;

(ii) Evaluate quantity estimates based on the DED as prepared by the DED consultants;

(iii) Check cost estimates based on approved specifications and formats; (iv) Assist in preparing bidding documents for works;

Appendix 3 85

(v) Assist the Team Leader and Deputy Team Leader in timely preparation of reports; and

(vi) Provide other required support to the project based on requirements of the PIU.

34. Environmental Specialist. The specialist will preferably have a bachelor’s in environmental management, natural sciences or a related field with demonstrated work experience in environmental management of construction projects. S/he will have relevant experience of about 5 years. S/he must be thoroughly familiar with Indonesia’s regulatory framework for environmental management. S/he should have accreditation from the government as an environmental specialist as per the EIA Regulations in Indonesia and should be fluent in English and Bahasa Indonesia. The responsibilities of the consultant shall include, but not be limited to, the following:

(i) Assist Team Leader to review the DED documents; (ii) Establish procedures for EMP implementation coordination, provide training to

contractors on EMP requirements, monitoring and reporting requirements; (iii) Ensure that the final EMP is included in all contract documents with the works

contractors; (iv) Review and clear the site-specific construction EMPs (CEMP) to be prepared by

contractors, and supervise implementation of the CEMP by the contractors; (v) Coordinate implementation of the environment monitoring plan as defined in the

initial environment examination (covering monitoring of air, noise, surface water quality, ecology);

(vi) Assist the HSE Specialist, Project Engineers and Inspectors in supervising construction safety;

(vii) Instruct contractors to implement corrective actions, as needed; (viii) Assist the PIU in setting up and coordinating the site-specific project grievance

redress mechanism (GRM); and (ix) Prepare the semi-annual environment progress reports, contribute to other

reports as required by the Team Leader.

35. Gender Specialist. The Specialist shall be a graduate from a social, gender studies or relevant fields, preferably with 5 years of experience in developing and implementing gender action plan and gender-specific research. He/she shall be responsible for ensuring that the gender action plan (GAP) is fully implemented and regularly reported. The specialist shall also ensure that construction of new buildings integrate inclusive and gender responsive physical design features, based on the gender requirements and government regulations as cited in the design, and provide corrective action during the construction if needed. In addition, he/she shall provide support and assist the team in planning and conducting capacity building initiatives, to raise awareness on gender issues and improve understanding of GAP among the project team and partners. 36. Training Specialist. To be determined.


Chief Inspector Bachelor’s Degree from Civil Engineering or equivalent, with at least 10 (ten) years of experience in construction supervision of building projects. Responsible for supervising all technical works, sequence, construction safety, quantity and quality of the construction to be done by the contractors.

86 Appendix 3


Inspectors (Civil/Architects) Shall have technical background from at least polytechnic education of civil engineering or architecture or equivalent with at least 10 years of experience in supervising building construction. Responsible for supervising all technical works, sequence, construction safety, quantity and quality of the construction to be done by the contractors.

Inspectors (M/E) Shall have technical background from at least polytechnic education majoring electrical or mechanical engineering or equivalent with at least 10 years of experience in supervising M/E installations and works in building construction. Responsible for supervising all M/E works, sequence, installation safety, quantity and quality of the M/E installation by the contractors.

Inspectors (IT) Shall have an IT background from an IT education or polytechnic with at least 5 years of experience in supervising IT works in building projects. Responsible for supervising all IT works, sequence, installation safety, quantity and quality of the IT installation by the contractors.

Landscape Specialist Shall have graduated from architecture engineering/landscape or equivalent with at least 5 (five) years of experience in landscape works of building complexes. Responsible for supervising, advising, and ensuring that the landscape works by the contractors are in line with the design and specifications.

H. Duration of Services and Deliverables

37. Duration of Services. The expected duration of the consultants’ services is 42 months. The building construction and the associated equipment and furniture are scheduled to complete within 36 months, while the completion of short training will be completed 6 (six) months beyond the completion of the construction. 38. During the contractors’ defect liability period of 12 months, the deputy team leader and the project engineers (civil engineer, M/E, or architecture) shall be available in the site office on intermittent basis. 39. Deliverables. The following meetings, reporting, and preparing of operation manuals shall be delivered timely:

(i) Meetings. The Consultant shall conduct meetings with the PIU, the contractors,

and other stakeholders, as follows: a. Daily meetings (to be attended by contractor); b. Weekly meetings (TL, project engineers, supervisors, and contractors)

and PIU representatives. c. Monthly meetings (TL, project engineers, contractors, DED consultants,

EQC, PIU and PMU representatives) d. Quarterly meetings (TL, project engineers, contractors, DED consultants,

EQC, PIU and PMU representatives)

Appendix 3 87

e. Ad-hoc meetings.

(ii) Reporting

• Inception Report An inception report along with a construction supervision manual in 5 copies each shall be submitted by the Consultant within 15 days after commencement of services. The inception report shall contain :

a. the details of all meetings held with the PIU and the Contractors and Suppliers/Vendors and the decisions taken therein, the resources mobilized by the Consultants as well as the Contractor and the Consultants’ perception in the management and supervision of the project with detailed situational analysis of the current structure;

b. the master work program and resource mobilization plan for the project; c. the supervision manual as the guidelines for administration, supervision

and management of the project. Such a manual is not intended to be a contractual document, nor is it to take precedence over the specifications. The manual will merely act as a guide and reference to the various staff of the Project Management and Supervision Consultant in discharging their duties in a smooth and systematic manner.

• Progress reports The progress reports should clearly indicate the contractor’s performance, quality of work, delays, deficiencies, constraints, and the project’s financial status, forecasts, and giving recommendation for actions. The reports consist of:

o Weekly progress report: to be submitted on the last day of the week, every week.

o Monthly progress report: Monthly progress report shall be submitted to the PIU and it shall be brief and concise and provide means of closely monitoring project progress and shall cover the following: a. Main activities undertaken and events for the period under review

and progress. b. Report on the activities of the contractor and supervision staff. c. Monitoring and evaluation of project progress. d. Project accounts, payments of approved bills, claims, certificates

and payment and variation orders. e. Photographs showing progress of the works. f. Other issues as may be necessary to provide additional

information to the PIU/PMU Manager. g. Monthly progress Report will be prepared at the end of each

calendar month and delivered before 10th day of the following month in 10 copies.

o Quarterly Progress Report: A detailed quarterly report in 5 copies shall be submitted within 7 days of the end of each quarter and one copy each to be sent to PIU. The PIU will then submit the reports to the PMU, MoRTHE, Bappenas and ADB. Quarterly reports should include description of project activities, illustrated by progress/completion photographs, status of any delays and contractual claims, and details of all latest financial projections. The progress reports (monthly and quarterly) shall contain details of all meetings, decisions taken therein, mobilization of resources (Consultants' and the Contractors'), physical and

88 Appendix 3

financial progress and the projected progress for the forthcoming periods. The report shall clearly bring out the delays, if any, reasons for such delay (s) and the recommendations for corrective measures. The report shall also contain the performance data for Contractor's plan and equipment. The report shall also contain a concise summary of progress and problems, if any, with EMP and GAP implementation.

• Specific Report: The relevant specialists should prepare environmental and gender monitoring and assessment reports on quarterly basis. The reports shall consist of assessment to the inclusion of environmental and gender in the building designs and construction methodology, compliance with the contractors’ EMP during construction, and the specialist’s technical advices.

• Final report. A detailed final completion report in 5 copies should be submitted to the PIU. The final report is to be submitted, in draft form, one month before the completion of PMSC services, summarizing the method of construction, the construction supervision performed, recommendations on future maintenance requirements, all technical matters arising during the construction of the buildings, potential problems on the newly constructed works which may be expected, and giving suggestions, if any, for various needed improvements in future projects of similar nature undertaken by the University. The final report shall also include a copy of all “As Built Drawings”. The Final Report shall be submitted at the completion of services, including any comments received on the draft final report. All Reports and data collected or produced during the project, and all programs and other materials developed, prepared or obtained during the project, will be the property of the University, and are to be provided as requested, and handed over at the end of the Project, to the PIU Project Manager.

• Other Reports. The PMSC shall prepare other specific purposes reports that may be required during the project lifetime.

• Maintenance Manual. Manual detailing routine and periodic maintenance tasks that will be required to maintain the completed project shall be prepared and submitted by the PMSC. Draft copies of this manual should be submitted for comments to the PIU within 12 months of commencing services.

I. Contract, Client’s Inputs and Others.

40. The PIU shall sign a time-based contract with the selected PMSC for providing project management and supervision services. Payment terms will be determined further. 41. Client’s Input and Counterpart Personnel. Client is responsible to facilitate the PMSC to provide its services efficiently. The inputs and counterpart personnel will be provided by the PIU on timely basis. The PIU shall provide the following:



c. The PIU will assign a counterpart personnel to represent the PIU.

Appendix 3 89

42. The Consultant shall provide the following: a. The Consultant shall establish a site office. All required furniture, hardware,

software, internet/phone connections, office stationary etc shall be provided by the Consultant. The cost associated to this provision should be included in the financial proposal, as part of non-competitive component.

b. The Consultant shall include necessary transportation costs at the project site including vehicles rental and in their cost of operation.

43. Actions Requiring Specific Approval of the PIU. The Consultant will require specific approval from the PIU as listed in Table 3 below:

Table 3 – Actions Requiring Specific Approval from PIU

Actions Requiring Specific Approval

1. Consenting to the subcontracting/subletting of any part of the works. 2. Certifying additional cost determined. 3. Ordering suspension of work. 4. Issuing the notice to commence the work. 5. Approval of any extension of contractual time limits. 6. Any variations or deviations proposed by the Contractor with financial

implications including variation in work quantities. 7. Approval of any new rates either for existing items of work, which arises from

variation quantities beyond the limit, defined in the contract or fixing rates of non-priced works involving any extra item and certifying any additional cost determined under the provisions of work contract;

8. Issuing the order for special tests not provided for in the contract and determining the cost of such tests, which shall be added to the contract price.

9. Issuing/approving the technical specifications, if not provided in the construction contract.

90 Appendix 4

TERMS OF REFERENCE FOR PROJECT MANAGEMENT AND SUPERVISION CONSULTANT (PMSC)

SUB-PROJECT: DEVELOPMENT OF TEACHING HOSPITAL AND INTEGRATED RESEARCH CENTER UNIVERSITAS LAMPUNG

A. Background

1. ADB is supporting the Ministry of Education, Culture, Research and Technology (MOECRT) with the preparation of Higher Education for Technology and Innovation (HETI) project. The project will invest in two higher education institutions (HEIs), i.e., the Institut Teknologi Sepuluh Nopember (ITS) in East Java, with focus on creative, maritime, information and communications technology and robotics, and automotive industries; and the Universitas Lampung (UNILA) in Sumatra, in the field of medical education. The two HEIs1 are included in MOECRT’s priority investment list, given their high level of readiness, capacity, commitment and potential to become top universities in specific specializations. The project will integrate advanced technologies in teaching and research, expanding the two HEIs’ capacity to deliver market-relevant programs and high-quality research to support innovation. The project has two outputs as described below: 2. Output 1: Cutting edge education and research in priority sectors delivered by ITS. This output will finance the construction and equipping of: (i) four new innovation centers, focusing on four specialized areas: creative industry (product design, graphic design, digital design, fashion crafts, packaging, interior design and architecture); maritime technology (designing ships/vessels); automotive (electric vehicles); and advanced information and communications technology and robotics; (ii) an academic building with classrooms and laboratories for the Departments of Interior Design, Geophysics and Sea Transportation; and (iii) a cultural and language center to support ITS internationalization efforts and enhance ITS’ recognition as a World Class University. The innovation centers will be used as “teaching factories” to promote development of industry-appropriate skills through undergraduate internships. All facilities constructed will be gender-responsive, and will include lactation room and related facilities and consider accessibility aspects for people with disabilities. The project will also support knowledge partnerships to promote applied research, entrepreneurship development, and start-ups. ITS students and teaching and technical staff will be engaged in one or more new applied research and entrepreneurship programs, start-up innovation, training and certification programs in the four specialized areas. Research and entrepreneurship grants will be provided to ITS academic staff in key specializations to generate relevant knowledge and innovations through strengthened industry-relevant research capacity. Women’s participation in any capacity strengthening programs and research opportunities, including research and entrepreneurship grants, will be promoted and closely monitored to ensure gender equality. Industry partnerships on skills development and research and innovation in specialized areas will be established.2 Climate vulnerability will be addressed through climate smart design of facilities with relevant trainings conducted.3 3. Output 2: Medical education and research capacity of UNILA strengthened. This output will support improving the quality of medical education in UNILA and contribute to developing qualified health professionals in Lampung, in line with the government’s goal to

1 UNILA is one of the best general universities outside Java (15th in Indonesia). ITS is ranked 7 th of the top 10

universities in Indonesia and is considered one of the top technological institutions. 2 These activities are in line with the STP roadmap developed by the government and will facilitate its implementation. 3 Training activities may include climate-proofed design of campus building, waste and wastewater treatment, etc.

Appendix 4 91

improve universal health coverage and to support the increased demand for preventive and curative health services, especially triggered by the COVID-19 pandemic. The project will construct a pandemic-ready teaching hospital which is gender-responsive, accessible for people with disabilities, earthquake-resilient, climate-smart designed, and procure medical and laboratory equipment.4 The teaching hospital will include a maternity ward and an obstetrics-gynecology ward. The teaching hospital will provide health services related to tropical infectious diseases, endocrine and other metabolic disorders, geriatrics, and rehabilitative medicine. A new integrated research center physically and operationally connected to the hospital and Faculty of Medicine will provide a research venue specializing in the life sciences. Four laboratories will be constructed and equipped to support research in tropical medicine; biomolecular, genetic and degenerative diseases; pathology and toxicology; and nutrition, clinical trial and diagnostic trial laboratory, to expand UNILA’s research capacity. The research center shall consider gender and accessibility requirements for buildings as required by government regulation. Applied research programs in the health sector will be launched. Capacity development of UNILA Faculty of Medicine and related staff will focus on several disciplines and broad areas, while academic and support staff will be trained to enhance research capacity in the life sciences, with equal participation of female staff. The project will expand partnerships with industries on skills development, research and innovation in disciplines supported by the integrated research center. The faculty of medicine will partner with neighboring hospitals, polytechnics, and the local government in training delivery, contract research, clinical trials and contract-based medical check-ups for local industry and government staff, while at the same time, promote awareness on gender issues. B. Project Overview

4. UNILA was established on 23 September 1965 and as of to date UNILA has 8 (eight)

faculties, i.e. Faculty of Economy and Faculty of Law, Faculty of Teacher and Education

Sciences, Faculty of Agriculture, Faculty of Engineering, Faculty of Social and Political Sciences,

Faculty of Math and Natural Sciences, and Faculty of Medicine. UNILA is a government

institution which has status as “Pengelolaan Keuangan Badan Layanan Umum (Public Services

Agency Financial Management - PKBLU)” according to Regulation of Ministry of Finance. UNILA

has achieved the highest-level recognition in education accreditation as well as research

performance as “A” (Excellent) by the National Accreditation Board for Higher Education (BAN-

PT) and categorized as Mandiri (self-supportive)) in research performance by the Ministry of

Education (formerly the Ministry of Research Technology and Higher Education).

5. The Faculty of Medicine was established in 2011, however, the undergraduate study

program of medical education had been established much earlier in 2002 under the faculty of

mathematics and natural sciences. In 2007 the medical education program was accredited B

(Very Good) by (BAN PT) and was improved to level A (Excellent) in 2013, downgraded to B in

2018 but again upgraded to A in 2020. UNILA will further improve the quality of medical education

through (i) developing a teaching hospital and integrated research center, (ii) strengthening

human resources including lecturers, technicians, and students in medical field through capacity

building as an effort to improve their competences in learning and research, and (iii) development

and improvement of medical infrastructure and its associated equipment that will support the

development of both university hospital and integrated research center

4 The feasibility of including the teaching hospital as a project component will be confirmed during project preparation.

92 Appendix 4

6. The Project will finance the construction of: (i) initially Class C Teaching Hospital with 100 bed rooms, expandable to Class B, and an integrated research center (IRC) buildings, (ii) hospital and IRC equipment, and (iii) capacity building. 7. The infrastructure and equipment for the teaching hospital and IRC to be developed in UNILA are indicated in Table 1 below:

Table 1 - List of Buildings to be developed in UNILA Campus No. Name of Buildings Number of Floors Floor Plan Area

(Sqm)

1 Teaching Hospital Building and Supporting Facilities 3 10,000

2 Integrated Research Centre Building and Supporting Facilities

3 6,200

8. The above buildings will be furnished with modern hospital equipment, and research/

laboratory equipment. The detailed engineering design (DED) of the buildings and specification

of the equipment are being developed by UNILA with support from a consultant team.

9. Capacity building for lecturers, technicians, and university personnel including in-country

and overseas program will be developed by UNILA.

C. Project Organization.

10. MOECRT through DGHE will be the executing agency of the project, and UNILA is one of the project implementation agencies, in addition to ITS. The MOECRT will establish a steering committee to guide and monitor the HETI’s overall implementation and ensure that the Project can be completed on time and within the available budget. The DGHE will establish a Project Management Unit (PMU), headed by a Director, which will have a Project Manager to be responsible for managing the PMU activities, project planning and implementation management, preparation of progress reports, and ensuring that ADB guidelines are complied. The PMU will have full coordination with the PIUs in the universities. The PMU will be supported by 7 (seven) individual consultants5 and project administration staff which will be dedicated as a Project Management Consultant (PMC). The PMU, with the support of its consultants, will determine annual works program, monitor progress in project implementation and ensure compliance with ADB’s policies, procurement procedures, performance indicators, physical achievements and expenditures and preparation and submittal to the ADB of monthly, quarterly and annual progress reports on overall project implementation.

11. In each project implementation agencies (ITS and UNILA), a project implementation unit (PIU) will be established. The PIU will be assisted by a project management and supervision consultant (PMSC), to manage and supervise the construction works, mechanical and electrical installation, delivery of equipment, and administer training program. The PMSC will enter into a contract agreement with the appointed project manager (PPK) of the PIU. The PMSC will coordinate with the detailed engineering design (DED) consultant who produced the DED of the Project. Any deviations that require changes in the design shall be reported to the project manager.

5 A national civil engineer/project management specialist, a procurement specialist, a project performance monitoring

specialist, a financial management specialist, an environmental specialist, a gender specialist, and a green building/climate change specialist, assisted by project administration staff.

Appendix 4 93




13. The PIU will recruit a PMSC team which is a national consulting firm with national experts who have experiences in project management and construction supervision of buildings. The Consultant shall provide support to the PIU in reviewing DED documents, tendering, project management, construction/installation supervision, environmental safeguards monitoring, reporting, and administering training program. PMSC will also be responsible for the technical and financial management of project-related activities including establishment of a project performance management system, assistance in accounting, and issuance of payments certificates, etc. The ultimate target of the PMSC assignment is to complete the Project on

94 Appendix 4

schedule in a satisfactory manner, meet to the required technical, environmental, and gender specification, within the available budget. E. Scope of Services.

14. The PMSC has 5 (five) main mandates, i.e., (i) provide project management services during the project lifetime, (ii) supervision of the building construction and mechanical and electrical installation, including compliance with environment and safety requirements, (iii) closely monitor delivery and commissioning of equipment and furniture, (iv) facilitate completed project handing over, and (v) prepare project completion report. 15. Project Management. The PMSC shall support the PIU in day-to-day management of the Project. The tasks include but not limited to:

(i) support the PIU manager and team in setting project management plan for building construction, procurement of IT and other equipment, training, and other project related matters for the whole project life, and issuance of construction management and supervision manual (including design review);

(ii) prepare and update master schedule of the Project; (iii) implement a system for management and supervising the project progress using

computer based project management techniques; (iv) prepare all reporting formats relating to the project planning and implementation,

in line with guidance from the PMU; (v) conduct due diligence to the DED and other supporting documents delivered by

the DED consultants. The Consultant shall carry out site inspection to ensure that the DED is prepared accurately in accordance with the site condition, check and assure that the DEDs comply with the conceptual design, all user’s requirement, as well as relevant standards and codes. Ensure that the DED documents are ready for bidding;

(vi) conduct due diligence to the specifications and documents for IT equipment, other equipment, and furniture produced by the relevant design consultants in consultation with the user units;

(vii) support the PIU in preparing tender documents, tendering, and responding to any inquiries from bidders;

(viii) support PIU in the management of disaggregated data and monitoring of the implementation and reporting of gender action plan (GAP);

(ix) support the PIU to conduct preconstruction meetings with the winning contractors; a. support the PIU in obtaining all required permits from the national and local

government prior to commencing the constructions; b. prepare project performance management system (PPMS), implement,

and update; c. prepare unaudited project account to ensure that the project financial

reporting is ready for external audits; d. support PIU in implementing and monitoring the safeguard actions

(environmental management plan) e. support the PIU in preparing and organizing review missions by ADB and

monitoring and evaluation (M&E) by PMU f. prepare monthly, quarterly, annual and final reports, and other reports that

may be required during the project implementation. g. assist the project owner or the PIU to administer training program; and h. facilitate the complaint handling resolution related to project.

Appendix 4 95

16. Construction Supervision. Prior to the construction, the PMSC shall ensure that the design and facilities of the buildings to be constructed prepared by the DED consultant meet the green and inclusive building requirements. The PMSC shall also ensure that construction of new buildings integrate gender responsive physical design features, based on the concept of “access for all.”6 The PMSC shall ensure that the design adopts:

(i) Efficient use of energy, water, and other resources (ii) Inclusion of water conservation facilities (iii) Lower maintenance cost (iv) As much as possible, use of renewable energy, such as solar energy (v) Pollution and waste reduction measures, and the enabling of re-use and

recycling (vi) Good indoor environmental air quality (vii) Use of materials that are non-toxic, ethical and sustainable (viii) Consideration of the environment in design, construction and operation (ix) Consideration of the quality of life of occupants in design, construction and

operation (x) A design that enables adaptation to a changing environment, and (xi) The design process should be passing through a meaningful consultation with

relevant stakeholders.

17. The PMSC shall perform but not be limited to the followings: (i) provide assistance and direction to the contractors and suppliers in all matters

related to interpretation of the contract documents, testing procedures and other matters to comply with the contract requirements;

(ii) ensure that the project implementation in all aspects is incompliance with various laws/Acts concerning the safety requirements and labour welfare;

(iii) review daily work-plan submitted by the contractors prior to commencing the works;

(iv) prior to the construction or installation, check quality of materials to be used for the Project and ensure incompliance with the technical specification. Conduct laboratory test for all construction materials related to the structure. Ensure that construction quality is compliant with technical specification.

(v) supervise the building construction, installation of the mechanical and electrical works, and IT, construction of supporting infrastructure facilities, and ensure that the technical specification meet the requirement;

(vi) closely monitor the project schedule, milestones and manpower requirements, to ensure the completion of the Project timely.

(vii) conduct mutual check with the contractors and compare between the bill of quantity (BOQ), drawing, and the actual construction;

(viii) advise the PIU of any changes in the technical documents that may be deemed necessary for the completion of works, including information on any effects the change may impact on the contract amount and time of completion of the project and prepare all specifications and other details arising thereof;

(ix) where variations of the quantities are requested by the Contractor, the following information should be provided in relation to contract variations: (i) data on which the original as-tendered design was based, (ii) a complete record of all new design data which is relevant to the variation, (iii) an as-built record showing the location

6 Refer to Minister of Public Works and Housing (MPWH) Regulation No. 45/2007 on State Buildings, MPWH

Regulation No. 02/2015 on Green Buildings, and MPWH Regulation No. Regulation No. 14/2017 on Ease-of-Access Requirements to Building.

96 Appendix 4

and detailed dimensions of all works carried out to date under the contract,(iv) a copy of all previously approved variations and Contract Addenda, (v) a copy of the contractor’s bid document, including all the tendered Unit Prices and detailed Unit Price Analysis, (vi) a description of the design assumptions adopted, (vii) drawings clearly showing both the original design and the proposed variation; and (viii) a rescheduled list of quantities and costs, relevant to the proposed variation.

(x) assess adequacy of all inputs including materials and labor and instruct corrective measures to the contractors when inadequacy of inputs is found. Take appropriate action in order to rectify and to expedite progress;

(xi) ensure that the construction methods as proposed by the contractors are incompliance with the requirements and justified (safeguard, environment);

(xii) certify achievement of the contractual milestones, and the satisfactory quality of the progress in every step, in line with the progress milestones;

(xiii) inspect the works on final completion before hand over and indicate to the PIU any outstanding work that needs to be carried out by the Contractor;

(xiv) ensure that the contractors submit as-built drawings prior to the request for certification of completion of the works;

(xv) prepare defect liability list to be rectified by the contractors during maintenance period; and

(xvi) issue certificate of completion, prepare provisional hand over (PHO) report, and final hand over (FHO) report when the defect liabilities have been rectified.

18. Supervision to the Delivery of IT Equipment, Research and Laboratory Equipment, and Office Furniture. The tasks include the following:

(i) supervise the development of user’s list proceses, as well as delivery, installation, testing & commissioning carried out by suppliers;

(ii) certify the achievement of the contractual milestones, and the satisfactory quality of the progress, in line with the progress milestone laid down in the contract; and


19. Certification of Work Completion. Prior to the issuance of certificate of work completion, and provisional hand over, the PMSC shall conduct mutual check with the contractors and ensure that the items as listed in the BOQ and its variations have been fully constructed or installed, tested and commissioned, and the contractors have submitted as-built drawings, and relevant warranties. The PMSC shall review the completeness and accuracy of all as-built drawings. A defect liability list to be rectified by the contractors during the maintenance period shall be prepared. Final hand over (FHO) can be done when all defect liabilities have been fully rectified. 20. Preparation of Project Completion Report. Three months prior to the completion of the services, PMSC shall prepare a draft project completion report detailing the project implementation process from the beginning of the project until the completion, including GAP implementation and results. The final report shall be submitted with a set of attachment i.e., (i) as built drawings, (ii) copy of manual operations, and copy of all equipment warranties. 21. Safe working under COVID-19 conditions. The impact of the COVID-19 disease is evolving. The implementation of the project will be responsive and flexible in meeting emerging needs and new best practice in construction and its related activities. The EA, the PIU, the PMC, PMSC, and the contractors will incorporate emerging international construction best practice on implementation methodologies for managing COVID-19 risk, vital for work in [deep trench and

Appendix 4 97

other confined spaces where the risk of transmission is high]. Such practices will also consider the government’s guidance on safe working in COVID-19 conditions. 22. To address this requirement, the PMSC shall:

(i) Prepare a “Safe Working under COVID-19 Conditions” action plan. The draft shall be submitted during the submission of inception report. If the proposed action plan is approved by the PIU, it should be implemented and monitored during the project life;

(ii) Review the Site-Specific Health and Safety Management Plan (SSHSMP) for the Project that is prepared and submitted by the Contractor(s). Prepare recommendations to the IA in relation to the approval of the SSHSMP. Communicate the approved SSHSMP to all consultants and contractors throughout all project stages. Should any unforeseen events occur, review the updated SSHSMP and prepare recommendations to the IA in relation to the approval of the SSHSMP.”

(iii) In addition to the obligation to maintain safety on site, the PMSC will be required to undertake formal monthly safety audits throughout all stages of the Project.

F. Consultant Staffing

23. A total of 228 national person-months of professional (key and non-key) experts will be required under the services. The team composition of consultants along with their estimated person-months is provided in Table 2. below:

Table 2 – Composition and Estimated Input of PMSC


Key Experts



3 Procurement Specialist 12



6 Project Engineer - Mechanical 18


8 Financial Management Specialist/Project Performance Management System (PPMS) Specialist

36



1 HSE Specialist 12

2 Medical Equipment Specialist 6


4 Environment Specialist 12

5 Gender Specialist 6


98 Appendix 4

List of Sub-Professional and Support Staff (Non-Key Experts)


1 Chief Inspector 36 2 Inspectors (Civil/Architects) (2x 36 person months) 72 3 Inspector (M/E) (2x 24 person months) 48 4 Inspector (IT) (1X6 person months) 6 5 Landscape Specialist 12

Sub-total Sub-Professional Staff 174

Support Staff

1 2 3 4 5 6

Office Manager (1X36 person months) Secretary (1X36 person months) CAD Operator (1x18 person months) Administrative Staff (1x42 person months) Drivers (2 persons) Security (2 persons)

36 36 18 42 72 36

Sub-total Support Staff 240

G. Qualifications and Tasks of Key-Experts and Non-Key Experts

24. Team Leader (Senior Civil Engineer or Senior Architect): The specialist will preferably has a master’s degree in civil engineering or architecture with relevant experience in managing building construction project teams. S/he will have relevant experience of about 10 years and should be fluent in English. S/he will be responsible for overall co-ordination of team activities and will be directly responsible to the PIU. The main responsibility will be to coordinate the project activities in a timely manner and ensure that the objective of this TOR is fulfilled to the satisfaction of the PIU. The Team Leader will also work as a project management specialist and oversee design works prepared by the DED consultants. The Team Leader shall provide technical guidance to all members of the team. S/he will have overall responsibility in technical advisory, management and monitoring all tasks under the contract, setting up technical guidance and standards as necessary. The responsibilities of the consultant shall include, but not be limited to, the following:

(i) Maintain close contact with the PIU and Project Team and local government to ensure that the contract is implemented in accordance with the government's policies and guidelines;

(ii) Review the DED documents, the soundness, completeness and accuracy of building architectural systems, parts, and elements, and ensure that DED documents complied with national building codes, standards, green building requirements and regulations;

(iii) Meet with the DED consultants to discuss the prepared DED; (iv) Re-assess the incomplete buildings with the prepared DED; (v) Check quality of the documents prior to tendering; (vi) Support the PIU in tendering all packages under the Project; (vii) Chair weekly meetings with contractors; (viii) Responsible for the overall management of the construction activities and

promoting value engineering options where appropriate; (ix) Check quality of the reports and cost estimates before submission of reports to

the Project Team; (x) Ensure that all provisions of the TOR are fulfilled to the complete satisfaction of

Client; (xi) Ensure continued liaison, especially on technical matters between the team

members and the PIU’s Project Team;

Appendix 4 99

(xii) Responsible for compliance with deliverable and reporting requirements, and provide sufficient resources in order to complete the contract successfully;

(xiii) Reviewing any potential changes during construction, and coordinate with team member to estimate the cost impact.

(xiv) Obtain appropriate reports and information from the PIU, and compilation of regular updates;

(xv) Prepare quality control documents related to deliverables and ensure construction quality meets the technical specifications and green building requirements

(xvi) Prepare presentations related to deliverables, and preparing workshop materials if required;

(xvii) Prepare accurate evaluations of work done in relation to the defined milestones and facilitating the examination of work by the Client, and

(xviii) Other aspects, as may be necessary for the project based on requirements of the PIU.

(i) Deputy Team Leader – Senior Civil Engineer (Structure): The expert will preferably have a master’s degree in civil engineering with relevant experience in supervision of building constructions. S/he shall assist the Team Leader for overall co-ordination of core team activities and will be responsible to the Team Leader. S/he will have relevant experience of about 8 years, with a valid professional engineering license. The main responsibility will be to coordinate the project activities and ensure that the objective of this TOR is fulfilled to the satisfaction of the Client. The responsibilities of the consultant shall include, but not be limited to, the following:

a. Assist the Team Leader in the execution of the work in accordance with the TOR and also for the co-ordination of all professional inputs. S/he will be responsible to the Team Leader. S/he will also maintain close contact with the PIU Team and local government to ensure that the contract is implemented in accordance with the government's policies and guidelines;

b. Assist Team Leader to review the DED documents (drawings and specifications)

c. Conduct visual and initial structural assessment together with DED consultants to the incomplete building;

d. Assist the Team Leader in overall project management of the construction activities and advising modifications/revisions where necessary;

e. Check designs and cost estimates prior to approving the contractor to start working of every step of work;

f. Ensure continued liaison, especially on technical matters between the team members and the PIU;

g. Prepare quality control documents related to deliverables; h. Prepare presentations related to deliverables, i. Prepare accurate evaluations of work done in relation to the defined

milestones and facilitating the examination of work; j. Assist the Team Leader in timely preparation of reports;

(ii) Procurement Specialist: The consultant should have a bachelor degree in public administration, law, or other related field with around 5 years of experience in public procurement practices and procedures, and around 3 years of procurement experience under Development Partner funded projects and familiar with FIDIC Conditions of Contract. The consultant shall have experience in contractual agreements and other related documents/agreements and in resolving legal issues related to public procurement in Indonesia. S/he shall have good knowledge of the institutional, technical, and commercial aspects of procurement; demonstrated experience in

100 Appendix 4

contract management; fluency in spoken English and Bahasa; strong organization skills and ability to work in a team-oriented, dynamic and diverse environment with a proven track record of working effectively within multidisciplinary teams. The tasks of the Procurement Specialist include but are not limited to:

a. Assist PIU in updating procurement documents for bidding to be in line with ADB procurement regulations;

b. Assist Procurement Committee to tender all packages under the Project, responding bidder queries, and tender evaluation.

c. Assist the PIU in contract management with the winning contractors; d. Assist the PIU in all matters related to the use of e – procurement e. Set up a procurement management tracking system for the PIU that would

monitor the implementation of procurement activities; f. Assess the procurement risk and put in place appropriate review and

supervision processes and thresholds to mitigate those risks; g. Assist PIU in evaluating contract variation from contractors and checking

the available budget. h. Provide inputs on procurement related matters to the team leader for

preparing consultant’s report.

(iii) Project Engineer (Civil Engineering): The consultant shall have a bachelor’s degree in civil engineering with demonstrated work experience in construction supervision of buildings of about 5 years, preferably in supervising high-rise buildings and familiar with FIDIC Conditions of Contract. The consultant shall have experience in structural quality control, construction materials laboratory tests, construction problem solving, and project reporting. The tasks include but are not limited to:

a. Check the proposed site management by the contractors b. Supervise all construction works and ensure that the materials,

methodology, and phasing of the works are in line with technical specifications and agreed work methodology.

c. Certify all materials to be used in the Project prior to construction d. Check the required permits obtained by the contractors prior to

construction e. Ensure construction safety in each step of implementation of the

contractors f. Check and certify completed works for payment purposes

(iv) Project Engineer (Architecture): The consultant shall have a bachelor’s degree in building architecture with 5 years demonstrated work experience in design and supervision of buildings architectural works. The Project Engineer for Architectural Works is responsible to the selection of architectural materials in consultation with the PIU and ensure proper installation of the architectural works. The tasks of project engineers include:

a. Supervise all architectural works and ensure that the materials, methodology, and phasing of the works are in line with technical specifications and agreed work methodology.

b. Certify all materials to be used in the Project prior to construction; c. Check the required permits obtained by the contractors prior to

construction d. Ensure construction safety in each step of implementation of the

contractors e. Check and certify completed works for payment purposes

Appendix 4 101

(v) Project Engineer - Mechanical Engineering: The consultant shall have a bachelor’s degree in mechanical/electrical engineering with a minimum of 5 years demonstrated work experience in supervising buildings’ mechanical installation. The tasks of the M/E project officer, includes but are not limited to:

a. Supervise all mechanical works and ensure that the materials, methodology, and phasing of the works are in line with technical specifications and agreed work methodology.

b. Review the soundness, completeness, and accuracy of building mechanical, and plumbing system.

c. Certify all materials to be used in the Project prior to installation d. Check the required permits obtained by the contractors prior to installation e. Ensure installation safety in each step of implementation. f. Test of the completed installations g. Certify the completed works for payment purposes

(vi) Project Engineer - Electrical Engineering: The consultant shall have a bachelor’s degree in electrical engineering with a minimum of 5 years demonstrated work experience in supervising buildings’ mechanical installation. The tasks of the project officer, includes but are not limited to:

a. Supervise all electrical works and ensure that the materials, methodology, and phasing of the works are in line with technical specifications and agreed work methodology.

b. Review the soundness, completeness, and accuracy of building electrical including CCTV and sound system, building automation system, and solar energy installation.

c. Certify all materials to be used in the Project prior to installation d. Check the required permits obtained by the contractors prior to installation e. Ensure installation safety in each step of implementation. f. Test of the completed installations g. Certify the completed works for payment purposes

(vii) Financial Management Specialist: The consultant should have a bachelor’s degree in

accounting, business administration, finance and about 5 years of relevant experience in

financial management. S/he will monitor the financial management system of the project, and

establish a sound accounting practice and system to manage the resources available to the

Project.

a. Assist PIU in preparing good quality and timely submission of the monthly, quarterly and annual project financial statements;

b. Assist the PIU in managing fund flow in accordance with component and expenditure categories funded by the project;

c. Assist the PIU in evaluating invoices submitted by contractors and convert them to applicable withdrawal applications in ADB format;

d. Identify any issues in the financial management system for project implementation and recommend measures to address the issues identified;

e. Develop project performance management system and update it regularly

(viii) HSE Specialist: The consultant shall have a bachelor’s degree in Community Health (sarjana kesehatan masyarakat) or relevant field and shall have certificate of health and safety

102 Appendix 4

management or similar. The candidate shall have demonstrated work experience in HSE in project supervisions of at least 5 years. The HSE Specialist is to:

a. Support the Team Leader in preparing draft “Safe Works under COVID-19 Conditions” Action Plan;

b. Review the Site-Specific Health and Safety Management Plan (SSHSMP) for the Project that is prepared and submitted by the Contractor(s). Prepare recommendations to the IA in relation to the approval of the SSHSMP.

c. Communicate the approved SSHSMP to all consultants and contractors throughout all project stages.

d. Should any unforeseen events occur, review the updated SSHSMP and prepare recommendations to the PIU in relation to the approval of the SSHSMP.”

e. undertake formal monthly safety audits throughout all stages of the Project.

f. Ensure safe working environment during the project lifetime;

(ix) Medical Equipment Specialist: The consultant shall have a bachelor’s degree in medical information and technology or medical faculty with demonstrated work experience in medical equipment management and supervisions of at least 5 years. The Equipment Specialist is to

a. Check technical specification of the equipment for the hospital and IRC; b. Ensure that the equipment materials, methodology, and phasing of the

works are in line with technical specifications and agreed work methodology.

c. Certify all materials to be used in the Project prior to installation d. Check the required permits obtained by the contractors prior to installation e. Ensure installation safety in each step of implementation. f. Test the completed equipment installations g. Certify the completed works for payment purposes

(x) Cost and Quantity Engineer: The consultant shall have a bachelor’s degree in civil engineering, law, or commerce faculty or related field with demonstrated work experience in preparing contract documents for building projects. Appropriate experience will include procurement of public works infrastructure in Indonesia. S/he will have relevant experience of about 5 years. S/he must be thoroughly familiar with procurement rules in Indonesia. The responsibilities of the consultant to the Team Leader shall include, but not be limited to, the following:

a. Evaluate the quality of data and completing quality control documents as prepared by DED consultants;

b. Evaluate quantity estimates based on the DED as prepared by the DED consultants;

c. Check cost estimates based on approved specifications and formats; d. Assist in preparing bidding documents for works; e. Assist the Team Leader and Deputy Team Leader in timely preparation of

reports; and f. Provide other required support to the project based on requirements of the

PIU.

Appendix 4 103

(xi) Environmental Specialist: The specialist will preferably have a bachelor’s in environmental management, natural sciences or a related field with demonstrated work experience in environmental management of construction projects. S/he will have relevant experience of about 5 years. S/he must be thoroughly familiar with Indonesia’s regulatory framework for environmental management. S/he should have accreditation from the government as an environmental specialist as per the EIA Regulations in Indonesia and should be fluent in English and Bahasa Indonesia. The responsibilities of the consultant shall include, but not be limited to, the following:

a. Assist Team Leader to review the DED documents; b. Establish procedures for EMP implementation coordination, provide

training to contractors on EMP requirements, monitoring and reporting requirements;

c. Ensure that the final EMP is included in all contract documents with the works contractors;

d. Review and clear the site-specific construction EMPs (CEMP) to be prepared by contractors, and supervise implementation of the CEMP by the contractors;

e. Coordinate implementation of the environment monitoring plan as defined in the initial environment examination (covering monitoring of air, noise, surface water quality, ecology);

f. Assist the Project Engineers and Inspectors in supervising construction safety and the HSE Specialist;

g. Instruct contractors to implement corrective actions, as needed; h. Assist the PIU in setting up and coordinating the site-specific project

grievance redress mechanism (GRM); and i. Prepare the semi-annual environment progress reports, contribute to

other reports as required by the Team Leader.

(xii) Gender Specialist: The Specialist shall be a graduate from a social, gender studies or relevant fields, preferably with 5 years of experience in developing and implementing gender action plan and gender-specific research. He/she shall be responsible for ensuring that the gender action plan (GAP) is fully implemented and regularly reported. The specialist shall also ensure that construction of new buildings integrate inclusive and gender responsive physical design features, based on the gender requirements and government regulations as cited in the design, and provide corrective action during the construction if needed. In addition, he/she shall provide support and assist the team in planning and conducting capacity building initiatives, to raise awareness on gender issues and improve understanding of GAP among the project team and partners.


Chief Inspector Bachelor’s Degree from Civil Engineering or equivalent, with at least 10 (ten) years

of experience in construction supervision of building projects. Responsible for

supervising all technical works, sequence, construction safety, quantity and quality

of the construction to be done by the contractors.

Inspectors (Civil/Architects) Shall have technical background from at least polytechnic education of civil

engineering or architecture or equivalent with at least 10 years of experience in

supervising building construction. Responsible for supervising all technical works,

sequence, construction safety, quantity and quality of the construction to be done by the contractors.

104 Appendix 4


Inspectors (M/E) Shall have technical background from at least polytechnic education majoring

electrical or mechanical engineering or equivalent with at least 10 years of

experience in supervising M/E installations and works in building construction.

Responsible for supervising all M/E works, sequence, installation safety, quanti ty

and quality of the M/E installation by the contractors.

Inspectors (IT) Shall have an IT background from an IT education or polytechnic with at least 5

years of experience in supervising IT works in building projects. Responsible for

supervising all IT works, sequence, installation safety, quantity and quality of the

IT installation by the contractors.

Landscape Specialist Shall have graduated from architecture engineering/landscape or equivalent with

at least 5 (five) years of experience in landscape works of building complexes.

Responsible for supervising, advising, and ensuring that the landscape works by

the contractors are in line with the design and specifications.

J. Duration of Services and Deliverables

16. Duration of Services. The expected duration of the consultants’ services is 42 months.

The building construction and the associated equipment and furniture are scheduled to complete within 36 months, while the completion of short training will be completed 6 (six) months beyond the completion of the construction.

17. During the contractors’ defect liability period of 12 months, the deputy team leader and the

project engineers (civil engineer, M/E, or architecture) shall be available in the site office on intermittent basis.

18. Deliverables. The following meetings, reporting, and preparing of operation manuals shall

be delivered timely:

(i) Meetings. The Consultant shall conduct meetings with the PIU, the contractors, and other stakeholders, as follows:

a. Daily meetings (to be attended by contractor); b. Weekly meetings (TL, project engineers, supervisors, and contractors)

and PIU representatives. c. Monthly meetings (TL, project engineers, contractors, DED consultants,

EQC, PIU and PMU representatives) d. Quarterly meetings (TL, project engineers, contractors, DED consultants,

EQC, PIU and PMU representatives) e. Ad-hoc meetings.

(iii) Reporting

• Inception Report

An inception report along with a construction supervision manual in 5 copies each shall be submitted by the Consultant within 15 days after commencement of services. The inception report shall contain :

a. the details of all meetings held with the PIU and the Contractors and Suppliers/Vendors and the decisions taken therein, the resources mobilized by the Consultants as well as the Contractor and the

Appendix 4 105

Consultants’ perception in the management and supervision of the project with detailed situational analysis of the current structure;

b. the master work program and resource mobilization plan for the project; c. the supervision manual as the guidelines for administration, supervision

and management of the project. Such a manual is not intended to be a contractual document, nor is it to take precedence over the specifications. The manual will merely act as a guide and reference to the various staff of the Project Management and Supervision Consultant in discharging their duties in a smooth and systematic manner.

• Progress reports The progress reports should clearly indicate the contractor’s performance, quality of work, delays, deficiencies, constraints, and the project’s financial status, forecasts, and giving recommendation for actions. The reports consist of:

• Weekly progress report: to be submitted on the last day of the week, every week.

• Monthly progress report: Monthly progress report shall be submitted to the PIU and it shall be brief and concise and provide means of closely monitoring project progress and shall cover the following: a. Main activities undertaken and events for the period under review and

progress. b. Report on the activities of the contractor and supervision staff. c. Monitoring and evaluation of project progress. d. Project accounts, payments of approved bills, claims, certificates and

payment and variation orders. e. Photographs showing progress of the works. f. Other issues as may be necessary to provide additional information to the

PIU/PMU Manager. g. Monthly progress Report will be prepared at the end of each calendar

month and delivered before 10th day of the following month in 10 copies.

• Quarterly Progress Report A detailed quarterly report in 5 copies shall be submitted within 7 days of the end of each quarter and one copy each to be sent to PIU. The PIU will then submit the reports to the PMU, MoRTHE, Bappenas and ADB. Quarterly reports should include description of project activities, illustrated by progress/completion photographs, status of any delays and contractual claims, and details of all latest financial projections. The progress reports (monthly and quarterly) shall contain details of all meetings, decisions taken therein, mobilization of resources (Consultants' and the Contractors'), physical and financial progress and the projected progress for the forthcoming periods. The report shall clearly bring out the delays, if any, reasons for such delay (s) and the recommendations for corrective measures. The report shall also contain the performance data for Contractor's plan and equipment. The report shall also contain a concise summary of progress and problems, if any, with EMP and GAP implementation.

• Specific Report: The relevant specialists should prepare environmental and gender monitoring and assessment reports on semi-annual basis. The reports shall consist of assessment to the inclusion of environmental and gender

106 Appendix 4

in the building designs and construction methodology, compliance with the contractors’ EMP during construction, and the specialist’s technical advices.

• Final report. A detailed final completion report in 5 copies should be submitted to the PIU. The final report is to be submitted, in draft form, one month before the completion of PMSC services, summarizing the method of construction, the construction supervision performed, recommendations on future maintenance requirements, all technical matters arising during the construction of the buildings, potential problems on the newly constructed works which may be expected, and giving suggestions, if any, for various needed improvements in future projects of similar nature undertaken by the University. The final report shall also include a copy of all “As Built Drawings”. The Final Report shall be submitted at the completion of services, including any comments received on the draft final report. All Reports and data collected or produced during the project, and all programs and other materials developed, prepared or obtained during the project, will be the property of the University, and are to be provided as requested, and handed over at the end of the Project, to the PIU Project Manager.

• Other Reports. The PMSC shall prepare other specific purposes reports that may be required during the project lifetime.

• Maintenance Manual. Manual detailing routine and periodic maintenance tasks that will be required to maintain the completed project shall be prepared and submitted by the PMSC. Draft copies of this manual should be submitted for comments to the PIU within 12 months of commencing services.

K. Contract, Client’s Inputs and Counterpart Personnel, and Others 25. The PIU shall sign a time-based contract with the selected PMSC for providing project

management and supervision services. Payment terms will be determined further.

26. Client’s Input and Counterpart Personnel. Client is responsible to facilitate the PMSC to provide its services efficiently. The inputs and counterpart personnel will be provided by the PIU on timely basis. The PIU shall provide the following:



c. The PIU will assign a counterpart personnel to represent the PIU.

27. The Consultant, for its operation purposes, shall provide the following:

a. The Consultant shall establish a site office. All required furniture, hardware, software, internet/phone connections, office stationary etc shall be provided by the Consultant. The cost associated to this provision should be included in the financial proposal, as part of non-competitive component.

b. The Consultant shall include necessary transportation costs at the project site including vehicles rental and in their cost of operation.

28. Actions Requiring Specific Approval of the PIU. The Consultant will require specific approval from the PIU as listed in Table 3 below:

Appendix 4 107

Table 3 – Actions Requiring Specific Approval from PIU

Actions Requiring Specific Approval

1. Consenting to the subcontracting/subletting of any part of the works.

2. Certifying additional cost determined. 3. Ordering suspension of work. 4. Issuing the notice to commence the work. 5. Approval of any extension of contractual time limits. 6. Any variations or deviations proposed by the Contractor

with financial implications including variation in work quantities.

7. Approval of any new rates either for existing items of work, which arises from variation quantities beyond the limit, defined in the contract or fixing rates of non-priced works involving any extra item and certifying any additional cost determined under the provisions of work contract;

8. Issuing the order for special tests not provided for in the contract and determining the cost of such tests, which shall be added to the contract price.

9. Issuing/approving the technical specifications, if not provided in the construction contract.

TERMS OF REFERENCE FOR HOSPITAL MANAGEMENT SPECIALIST DEVELOPMENT OF TEACHING HOSPITAL AND INTEGRATED RESEARCH CENTER UNIVERSITAS LAMPUNG

A. Background.

29. ADB is supporting the Ministry of Education, Culture, Research and Technology (MOECRT) with the preparation of Higher Education for Technology and Innovation (HETI) project. The project will invest in two higher education institutions (HEIs), i.e., the Institut Teknologi Sepuluh Nopember Surabaya (ITS) in East Java, with focus on creative, maritime, information and communications technology and robotics, and automotive industries; and the Universitas Lampung (UNILA) in Sumatra, in the field of medical education. The two HEIs are included in MOECRT’s priority investment list, given their high level of readiness, capacity, commitment and potential to become top universities in specific specializations. The project will integrate advanced technologies in teaching and research, expanding the two HEIs’ capacity to deliver market-relevant programs and high-quality research to support innovation. 30. MOECRT through the Directorate General of Higher Education (DGHE) will be the executing agency (EA) of the project. ITS and UNILA will be the implementing agency (IA) thorough project implementation unit (PIU) in each university. The MOECRT will establish a steering committee to guide and monitor the HETII’s overall implementation and ensure that the Project can be completed on time and within the available budget. The DGHE will establish a PMU, headed by the Director of Resources, which will appoint a Project Manager to be responsible for managing the PMU activities, project planning and implementation management, preparation of progress reports, and ensuring that ADB guidelines are complied. The PMU will have full coordination with the PIUs in the universities. The PMU will be supported by Project Management Consultant (PMC). The PMU, with the support of the consultants, will determine annual works program, monitor progress in project implementation and ensure compliance with

108 Appendix 4

ADB’s policies, procurement procedures, performance indicators, physical achievements and expenditures and preparation and submittal to the ADB of monthly, quarterly and annual progress reports on overall project implementation. In the 2 (two) universities, there will be Project Management and Supervision Consultant (PMSC) teams that provide project management and construction supervision, and also to deal with procurement related matters. In particular UNILA, capacity building for lecturers, technicians, and university personnel including in-country and overseas program will be developed. Individual consultants will be engaged to handle information technology and hospital management development. 31. As the hospital building and equipment are planned to be procured in Q4/2022, an individual Hospital Management Specialist (the Consultant) will also be engaged until Q3/2024 The Consultant will be recruited by the PIU UNILA and based in the UNILA office in Lampung.

B. Project Organization.

32. MOECRT through DGHE will be the executing agency of the project, and UNILA is one of the project implementation agencies, in addition to ITS. The MOECRT will establish a steering committee to guide and monitor the HETI’s overall implementation and ensure that the Project can be completed on time and within the available budget. The DGHE will establish a Project Management Unit (PMU), headed by the Director for Resources, which will have a Project Manager to be responsible for managing the PMU activities, project planning and implementation management, preparation of progress reports, and ensuring that ADB guidelines are complied. The PMU will have full coordination with the PIUs in the universities. The PMU will be supported by 6 (six) individual consultants and project administration staff which will be dedicated as a Project Management Consultant (PMC). The PMU, with the support of its consultants, will determine annual works program, monitor progress in project implementation and ensure compliance with ADB’s policies, procurement procedures, performance indicators, physical achievements and expenditures and preparation and submittal to the ADB of monthly, quarterly and annual progress reports on overall project implementation. 33. In each project implementation agencies (ITS and UNILA), a project implementation unit (PIU) will be established. The PIU will be assisted by a project management and supervision consultant (PMSC), to manage and supervise the construction works, mechanical and electrical installation, delivery of equipment, and administer training program. In addition, the PIU will be assisted by two individual consultants, Hospital Management Specialist and Information Technology Specialist. They have to coordinate each other in doing their tasks. 34. The project organization describing the relation between the PMU in Jakarta, the PIUs and the relevant project teams is in Fig.1 below.

Appendix 4 109

Figure 1 - The PMU Organization Structure

110 Appendix 4

Figure 2 - The PIU Organization Structure

C. Objective of the Assignment

35. The Hospital Management Specialist is expected to provide services to the UNILA’s PIU relates to the teaching hospital operation readiness. The Hospital Management Specialist has 3 (three) main tasks, i.e., (i) Assist the PIU UNILA and lead the other consultants/resource persons to ensure that the

UNILA’s teaching hospital ready to operate once the building is accomplished and equipment are delivered

(ii) Assist the PIU UNILA and lead the other consultants/resource persons to ensure that the human resources are ready to operate the teaching hospital

(iii) Assist the PIU UNILA and lead the other consultants/resource persons in the development and implementation of capacity building programs related to teaching hospital

D. Scope of Services

36. The Consultant shall support the PIU and lead the other consultants/resource persons to ensure the readiness of teaching hospital operation through 1) institutional support, 2) development of teaching hospital management systems support, 3) capacity building development of teaching hospital related human resources 4) facilitating collaboration with reputable universities in health sector, other hospital(s), medical-related industries and research

Appendix 4 111

institutions, both domestic and overseas. 5) Support the PIU of UNILA in terms capacity building program implementation. The tasks of the Consultant, include but not limited to:

(i) Institutional Support. Collaborate with and lead the other consultants/resource persons:

(a) To support UNILA’s teaching hospital to prepare strategic planning, performance indicator, annual planning, and annual budget

(b) To support the hospital to create organizational structure that comply with regulations and services provided at initial stage

(c) To communicate with associated UNILA management in certain issues (d) To help UNILA to obtain necessary permits relate to the hospital operation (e) To help UNILA to create and implement health, safety and environmental standard

relate to the hospital operation (ii) Development of Management Systems. Collaborate with and lead the other consultants/resource persons:

(a) To support the hospital to develop Electronic Health Record systems (from in-patient registration to the bills printing in cashier)

(b) To support the hospital to create financial and accounting systems that comply with government regulation

(c) To support the hospital to create inventory and procurement systems that comply with government regulation

(d) To support the hospital to implement good governance to mitigate fraud and corruption (e) To support the hospital to create standard operating procedures (SOP) necessary to

enable safe and secure hospital operation (f) To support the hospital to create human resources system that comply with government

regulation

(iii) Capacity Building. Collaborate with and lead the other consultants/resource persons: (a) To develop detailed capacity building program to support teaching hospital operation (b) To develop capacity building program for the hospital to provide degree and non-degree

training for clinical and non-clinical doctor, nurse, and paramedics, (c) To develop capacity building program for the hospital to improve staff’s professionalism

in terms of research skills, hospital service skills, tool use skills, administrative skills, hospital services, and management (leadership) skills.

(d) To assist PIU in managing and implementing capacity building program.

(iv) Facilitating Collaboration. Collaborate with and lead the other consultants/resource persons:

(a) To facilitate collaboration with reputable universities in health sector, other hospital(s), medical-related industries and research institutions, both domestic and overseas.

(b) To facilitate the engagement in Academic Health Systems through collaboration with Faculty of Medicine in other universities, hospitals, and local health authority to develop teaching hospital.

(v) Support the PIU of UNILA. To assist PIU in managing and implementing capacity building programs E. Qualifications.

37. The Consultant should have minimum qualification of bachelor’s degree in medical/health education, hospital management or other related field with preferably at least 10 years of

112 Appendix 4

experience in hospital management. The Consultant preferably have experience in managing teaching hospital. S/he shall have good knowledge of the hospital management, institutional, medical, and regulation aspects; demonstrated experience at managerial level; and health education; fluent in spoken and written English; strong organization skills and ability to work in a dynamic and diverse environment. Familiar with the Government’s e procurement system (including e-catalogue for medical equipment) will be preferable. 38. The Consultant shall be able to work independently with minimum supervision.

F. Duration of the Assignment. 39. The Hospital Management Consultant is to provide services of 9 (nine) person months from July 2022 – March 2023. The Consultant will be based in the UNILA PIU’s office.

E. Deliverables.

40. The consultant shall deliver the followings:

(a) Input to institutional arrangement of UNILA teaching hospital (b) Input to hospital management systems (c) Capacity building program are delivered (d) Collaborations that are established and conducted. (e) Monthly progress report and final report

F. Indicative Schedule of the Assignment.

41. The indicative schedule of the project and the assignment is shown in Figure. 3 below.

Fig. 3. Indicative Project Schedule7

TERMS OF REFERENCE FOR INFORMATION TECHNOLOGY SPECIALIST DEVELOPMENT OF TEACHING HOSPITAL AND INTEGRATED RESEARCH CENTER UNIVERSITAS LAMPUNG

A. Background

42. ADB is supporting the Ministry of Education, Culture, Research and Technology (MOECRT) with the preparation of Higher Education for Technology and Innovation (HETI) project. The project will invest in two higher education institutions (HEIs), i.e., the Institut

7 Based on ‘Table 2: Indicative Project Implementation Plan’ (LD 03 PAM HETI_Post QAE.docx)

Appendix 4 113

Teknologi Sepuluh Nopember (ITS) in East Java, with focus on creative, maritime, information and communications technology and robotics, and automotive industries; and the Universitas Lampung (UNILA) in Sumatra, in the field of medical education. The two HEIs are included in MOECRT’s priority investment list, given their high level of readiness, capacity, commitment, and potential to become top universities in specific specializations. The project will integrate advanced technologies in teaching and research, expanding the two HEIs’ capacity to deliver market-relevant programs and high-quality research to support innovation. 43. MOECRT through the Directorate General of Higher Education (DGHE) will be the executing agency (EA) of the project. ITS and UNILA will be the implementing agency (IA) thorough project implementation unit (PIU) in each university. The MOECRT will establish a steering committee to guide and monitor the HETII’s overall implementation and ensure that the Project can be completed on time and within the available budget. The DGHE will establish a PMU, headed by the Director of Resources, which will appoint a Project Manager to be responsible for managing the PMU activities, project planning and implementation management, preparation of progress reports, and ensuring that ADB guidelines are complied. The PMU will have full coordination with the PIUs in the universities. The PMU will be supported by Project Management Consultant (PMC). The PMU, with the support of the consultants, will determine annual works program, monitor progress in project implementation and ensure compliance with ADB’s policies, procurement procedures, performance indicators, physical achievements and expenditures and preparation and submittal to the ADB of monthly, quarterly and annual progress reports on overall project implementation. In the 2 (two) universities, there will be Project Management and Supervision Consultant (PMSC) teams that provide project management and construction supervision, and also to deal with procurement related matters. In particular UNILA, individual consultants will be engaged to handle information technology and hospital management development. 44. An individual IT Specialist (the Consultant) will be engaged in the Project intermittently from Q3/2022, Q1/2023, and Q3/2023. The Consultant will be recruited by the PIU UNILA and based in the UNILA office in Lampung. B. Project Organization. 45. MOECRT through DGHE will be the executing agency of the project, and UNILA is one of the project implementation agencies, in addition to ITS. The MOECRT will establish a steering committee to guide and monitor the HETI’s overall implementation and ensure that the Project can be completed on time and within the available budget. The DGHE will establish a Project Management Unit (PMU), headed by the Director for Resources, which will have a Project Manager to be responsible for managing the PMU activities, project planning and implementation management, preparation of progress reports, and ensuring that ADB guidelines are complied. The PMU will have full coordination with the PIUs in the universities. The PMU will be supported by 6 (six) individual consultants and project administration staff which will be dedicated as a Project Management Consultant (PMC). The PMU, with the support of its consultants, will determine annual works program, monitor progress in project implementation and ensure compliance with ADB’s policies, procurement procedures, performance indicators, physical achievements and expenditures and preparation and submittal to the ADB of monthly, quarterly and annual progress reports on overall project implementation. 46. In each project implementation agencies (ITS and UNILA), a project implementation unit (PIU) will be established. The PIU will be assisted by a project management and supervision consultant (PMSC), to manage and supervise the construction works, mechanical and electrical

114 Appendix 4

installation, delivery of equipment, and administer training program. In addition, the PIU will be assisted by two individual consultants, IT Specialist and Hospital Management Specialist. They have to coordinate each other in doing their tasks. 47. The project organization describing the relation between the PMU in Jakarta, the PIUs and the relevant project teams is in Fig.1 below.

Figure 1 - The PMU Organization Structure

Appendix 4 115

Figure 2 - The PIU Organization Structure

C. Objective of the Assignment.

48. The PIU will recruit an IT Specialist Consultant to support establishment of teaching hospital. The IT Specialist is individual expert who have knowledge and experiences in IT project management, IT development, IT hardware, and IT integration. The Consultant shall provide support to the PIU in reviewing user requirements both hardware and software, reviewing procurement documents, tendering, project management, change request monitoring, implementation supervision, integration supervision, User Acceptance Test (UAT), reporting, and administering training program. IT Specialist Consultant will also be responsible for establishment of a project performance management system. The ultimate targets of the IT Specialist Consultant assignment are: (1) the accomplishment of acquisition and implementation UNILA’s teaching hospital related off-the-shelf software and hardware, on schedule in a satisfactory manner, meet the technical requirements, and within the available budget. (2) integration of UNILA’s teaching hospital related software with current university related software.

D. Scope of Services.

49. The Consultant shall support the PIU UNILA related to the preparation of information systems (hardware and software) for teaching hospital. The Consultant shall also provide project management services at the project initiation to avoid delays in project implementation. The tasks of the Consultant, include but not be limited to the following

(i) provide project management services,

116 Appendix 4

(ii) collaborate with other consultants and lead consultant (Hospital Management Specialist).

(iii) supervise the software and hardware procurement of UNILA teaching hospital that meet the requirements,

(iv) supervise the implementation of UNILA teaching hospital software and hardware, (v) supervise the integration of UNILA teaching hospital related software with existing

university related software, (vi) supervise completed IT works hand-over, and (vii) provide input for preparation of project completion report.

50. Project Management. The IT Specialist shall support the PIU and lead consultant in managing the project. The tasks include but not limited to:

(i) support the PIU manager and team in setting project management plan for procurement of IT, training, and other project related to IT works, including installation review.

(ii) prepare and update master schedule of IT works. (iii) supervising the IT works progress using computer-based project management

techniques. (iv) closely monitor the IT Works project schedule, milestones and manpower

requirements, to ensure the completion of the Project timely. (v) prepare all reporting formats relating to IT works planning and implementation, in

line with guidance from the PMU. (vi) support the PIU in preparing tender documents, tendering, and responding to any

inquiries from bidders related to IT works; (vii) reviewing any potential changes of IT works i.e. equipment during

implementation, and coordinate with PIU and stakeholders to estimate the cost impact;

(viii) facilitate the complaint handling resolution related to IT works. (ix) supervise completed IT works handing over.

51. Supervision of the Software and Hardware Procurement. The IT Specialist shall perform but not be limited to the followings:

(i) provide assistance to the suppliers in all matters related to interpretation of the contract documents, testing procedures and other matters to comply with the contract requirements in IT works.

(ii) ensure that the IT requirement and specification are incompliance with various laws/acts concerning the hospital safety requirements and government regulation, i.e. protecting in-patient data privacy.

(iii) establish a test plan based on university wide standards that define roles, responsibilities, and entry and exit criteria. Ensure that the plan is approved by relevant parties.

(iv) perform acceptance tests, evaluate the final acceptance against the success criteria and interpret the final acceptance testing results.

(v) facilitate the project acceptance, with formal sign-off by the business process owners, third parties (as appropriate) and IT stakeholders.

52. Supervision of the Delivery and Implementation of UNILA Teaching Hospital Software and Hardware. The tasks include the followings:

(i) establish an implementation plan that covers system and data conversion, acceptance testing criteria, communication, training, release preparation,

Appendix 4 117

promotion to production, early production support, a fallback/back-up plan, and a post-implementation review. Obtain approval from relevant parties.

(ii) supervise the development of user’s list processes, as well as delivery, installation, testing & commissioning carried out by suppliers.


(iv) ensure a documented business procedure incorporating the newly setup software and hardware.

(v) conduct a post-implementation review to confirm outcome and results, identify lessons learned, and develop an action plan. Evaluate actual performance and outcomes of the new or changed service against expected performance and outcomes.

(vi) certify achievement of the contractual milestones, and the satisfactory quality of the progress in every step, in line with the progress milestones.

(vii) advise the PIU of any changes in the technical documents that may be deemed necessary for the completion of IT works, including information on any effects the change may impact on the contract amount and time of completion of the project and prepare all specifications and other details arising thereof.

53. Supervision of the integration of UNILA’s teaching hospital related software with existing university related software. The tasks include:

(i) ensure a documented integration specification and design. (ii) perform integration testing with formal sign-off. (iii) supervise the integration of UNILA teaching hospital related software with current

university related software.

E. Qualification

54. The IT Specialist should own undergraduate degree in Information Technology, or Informatics (Teknik Informatika or Informatika), or Management Information System with minimum of 10 years relevant experience in managing software development and integration project. The Consultant shall have good knowledge of the hospital software and hardware, and enterprise systems (ERP). The Consultant shall be fluent in spoken and written English. Certificate from Cisco, Oracle, or SAP would be an advantage. Familiarity with the Government’s procurement system will be preferable. 55. The Consultant shall be able to work independently with minimum supervision. The responsibilities of the Consultant shall include, but not be limited to:

(i) Support the PIU in tendering on IT Equipment (software and hardware) under the

Project. (ii) Supervise all IT (software and hardware) works. (iii) Certify all IT equipment to be used in the Project prior to installation. (iv) Ensure installation safety in each step of implementation. (v) Test the completed installations. (vi) Certify the completed works for payment purposes. (vii) Prepare presentations related to IT works. (viii) Prepare evaluations of work done in relation to the defined milestones. (ix) Coordinate with other consultant(s), i.e. Hospital Management Specialist.

F. Duration of Services

118 Appendix 4

56. The IT Specialist Consultant is to provide services of about 12 (twelve) person months in July to October 2022, January to March 2023, and July to October 2023.

G. Deliverables.

57. The Consultant shall deliver the followings:

(i) project management supervision. (ii) the software and hardware procurement meet the requirements. (iii) the successful implementation of UNILA teaching hospital sofware and hardware. (iv) the successful integration of UNILA’s teaching hospital related software with

existing university related software. (v) monthly progress report and final report.

G. Indicative Schedule of the Assignment

58. The indicative schedule of the project and the assignment is shown in Figure. 3 below.

Fig. 3. Indicative Project Schedule8

8 Based on ‘Table 2: Indicative Project Implementation Plan’ (LD 03 PAM HETI_Post QAE.docx)

Appendix 5 119

FINANCIAL MANAGEMENT, INTERNAL CONTROL AND RISK ASSESSMENT

Risks Description

Pre-mitigation

Risk Assessment

Mitigation Measures

Post-Mitigation Risk Assessment

Action Period Responsibility

Country Specific

1 Overall, the PFM system is quite well-functioning, however,

there are still some weaknesses

related to the strategic allocation of resources, the

accountability of budget implementation and the efficient

delivery of public services.

Moderate The government will continue several reforms efforts, including (i) improving the budget credibility, (ii) improving the system capacity to deliver infrastructure outcomes by harmonizing the selection, implementation, and monitoring of capital expenditure with formal guidelines and oversight, efficient management of public assets; (iii) the inclusion in the budget of performance information, linking resource planning in the most appropriate manner for better service delivery; (iv) promoting effective reporting of subnational budget execution; and (iv) strengthening internal audit and external audit, and control measures.

Low GOI’s efforts to further develop and improve the PFM system, to engage in policy dialog to improve budget formulation and execution.

NA EA/MOF

Entity Specific

1 Delays in budget release leading to inadequate financing and implementation delays. Also, Government may prioritize allocation of resources for social and economic recovery during the COVID-19 pandemic which can cause the government to shift resources and funds away from the project.

Moderate The EA shall engage continuously with central government to ensure sufficient and timely counterpart funds are available. Also, EA adherence to budget calendar and shall ensure the submission of timely, complete, and relevant information in the draft budget submission.

Low Annual budget formulation and timely submission.

Annually EA/MOF

120 Appendix 5

Risks Description

Pre-mitigation

Risk Assessment

Mitigation Measures



Loan covenant on the availability of counterpart funds will be put in the MOU and the Loan agreement.

Project Risks

1 Staffing - EA and IAs overstretched capacity may adversely affect its ability to effectively manage the project, monitor financial management arrangements, ensure fiduciary controls and render accurate and timely financial reporting. Hence, PMU and PIUs will be set-up to support EA and IAs, delay in forming the PMU and PIUs may adversely impact project financial management.

Moderate New staff will be hired to support the PMU and the PIUs. Qualified financial management and procurement consultants will be engaged for the project. Training on ADB’s disbursement will be provided to relevant project staff. FM arrangements for the project will be established and rolled out through briefings and trainings.

Low (i) PMU and PIU’s established and organized with MOAs signed. (ii) Hire qualified PMU and PIUs staff to support FM and procurement. (iii) Relevant PMU and PIUs will attend briefings and training for ADB disbursements and FM.

Before loan effectiveness date

EA/IAs/ADB

2 Capacity –IAs may lack of familiarity with ADB’s project guidelines and loan disbursement handbook may affects the ability to effectively manage the project, process disbursements, fund flows and financial management arrangements to ensure accurate and timely financial reporting and auditing.

Moderate Provide training to relevant project staffs on ADB’s procedures including ADB’s Loan Disbursement Handbook (2017, as amended from time to time) to the new staff. Online training for project staff on disbursement policies and procedures is available.a Conduct financial management workshop for the current project financial management staff and newly recruited is recommended.

Low Relevant PMU and PIUs will attend briefings and training for ADB disbursements and FM.

Before loan effectiveness date

EA/IAs/ADB

3 Internal Audit - The IAs currently have dedicated and fully functional Internal Audit Departments. However, the IAs will have to indicate commitment to conduct internal audit for the project activities for

Moderate IAs internal audit department will be notified of the project for inclusion in its audit activities/calendar. Internal audit department will evaluate the effectiveness of risk

Low ITS and UNILA to notify the Internal Audit Division of the Project inclusion in its audit activities/calendar.

Annually or based on the frequency of internal audit conduct.

IAs

Appendix 5 121

Risks Description

Pre-mitigation

Risk Assessment

Mitigation Measures



oversight of proper implementation of internal controls and to avoid any risk of misuse of funds

management, control, and governance process for the project. IAs shall act on the observations and recommendations of the internal audit department included in the internal audit report.

Overall Moderate Low

ADB = Asian Development Bank, EA = Executing Agency, FM = Financial Management, IAs = Implementing Agencies, PFM = Public Financial Management, PIUs = Project Implementation Units, PMU = project management unit. a Disbursement eLearning. http://wpqr4.adb.org/disbursement_elearning

http://wpqr4.adb.org/disbursement_elearning

122 Appendix 6

SUMMARY OF PROJECT COST BY UNIVERSITIES AND PROJECT MANAGEMENT UNIT ($ million)

Appendix 6 123