Technical Proposal NUSP2 PROJECT: NEIGHBORHOOD UPGRADING AND SHELTER PROJECT – (PHASE 2)

SELECTION OF CONSULTING SERVICES FOR: REGIONAL MANAGEMENT CONSULTANTS

(RMC) WEST REGION

CLIENT: DIRECTORATE GENERAL OF HUMAN SETTLEMENTS, MINISTRY OF PUBLIC WORKS

AND HOUSING

COUNTRY: INDONESIA

PROJECT: NEIGHBORHOOD UPGRADING AND SHELTER PROJECT (PHASE 2)

TECHNICAL PROPOSAL-STP

Written by Tiar Pandapotan Purba, ST, IAP

DESCRIPTION OF APPROACH, METHODOLOGY, AND WORK PLAN FOR PERFORMING

THE ASSIGNMENT

A) TECHNICAL APPROACH, METHODOLOGY, AND ORGANIZATION OF THE

CONSULTANTS TEAM.

1. After reading the terms of reference given by the DGHS, we fully understand that some of the goals

to be achieved in the work NUSP2 are Indonesia's efforts to address some issues such as: (i) the

rapid urbanization the Government launched the Cities without Slums Program and issued Law

No. 1/2011 on Housing and Settlement Areas. (ii) The MDG targets for achieving significant

improvement in the lives of slum dwellers (MDG target 7D) and halving the proportion of urban

households without sustainable access to safe drinking water and basic sanitation (MDG target

7C).

2. Reading the ADB Report and Recommendation of the President to the Board of Directors about the

proposed loan, we understand that this project builds on lessons from the government's foremost

poverty reduction program, the National Program for Community Empowerment (PNPM Mandiri),

which adopts a CDD approach and provides nationwide assistance for improving essential social

services and basic infrastructure by providing block grants to poor communities.

3. We understand that there are three output work to be accomplished in a period of 3 years of work,

which consists of (i) institutional capacities for managing pro-poor urban development

strengthened; (ii) Infrastructure investment plans to upgrade poor neighborhoods are aligned with

the overall city development plans and implemented.; (iii) Private public partnerships to promote

new settlements for poor families are established.

4. District/cities in the western part of Indonesia to be facilitated is the city of Batam (Kepri province),

the city of Palembang (South Sumatra Province), the city of Bandar Lampung (Lampung province),

the city of Bengkulu (Bengkulu province), the city of Tanjung Jabung Barat (Jambi Province) and

Tanjung Balai City (North Sumatra Province).

TECHNICAL APPROACH

5. IFAD defines CDD as follows: CDD is a way to design and implement development policy and

projects that facilitates access to social human and physical capital assets for the rural poor by

creating the conditions for: (i) transforming rural development agents from top-down planners into

client-oriented service providers; (ii) empowering rural communities to take initiative for their own

socio-economic development (i.e. building on community assets); (iii) enabling community-level

organizations especially those of the rural poor to play a role in designing and implementing

policies and programs that affect their livelihoods; (iv) enhancing the impact of public expenditure

on the local economy at the community level.

6. CDD appreciates: (i) the role that community-based organizations (CBOs) play in decisions about

the economic and social development processes that directly affect the livelihood of their members;

(ii) the development of a culture within public administration that views communities as subjects of

change and development partners in their own right, rather than as mere receivers of the benefits

of public expenditure. According to this definition, CDD refers more to the way a policy or a project

is designed and implemented than to the content of a policy or to the components of an investment

project or programme.

7. CDD deals with communities. Community is the locus where all members of a group of people,

having some form of collective claim over a territory and recognizing some form of collective

governance, can be given the opportunity to influence decisions in matters of public choice that

affect their livelihood. That is, the locus where participatory democracy is a concrete possibility.

8. The importance of the institutional environment and CBOs. Emerging, robust CBOs are important

for growth at the community level. CDD is concerned with the enabling instruments and

mechanisms that encourage CBOs to emerge, operate, grow and establish effective and

sustainable linkages with the public administration, civil society and commercial sector. In particular,

CDD aims to clarify the authority, autonomy, responsibilities and accountability of the CBOs, their

higher-level partnerships and the different levels of public administration.

9. CBOs effectiveness depends on their leaders initiative and capacity to establish linkages and

networks well beyond the frontier of the community. These linkages and networks enable

community organizations to moderate the adverse effects of market failures and insufficient

government outreach on the livelihoods of their members.

10. Leaders of CBOs, however, cannot fully exploit their potential without an enabling institutional

environment, which is most often not in place. CDD envisages changes in the institutional system

in and around the communities that make it possible for the CBOs to play a role in each of the five

components of service provision: regulation, planning, production, delivery and financing.

11. Sustainable income and non-income poverty reduction for rural people are closely linked with the

institutional development of their own organizations. The word institutions, as used in this

document, refers to the set of working rules in a society which determine who is eligible to make

decisions in some arenas, what actions are allowed or constrained, what procedures must be

followed, and what costs and payoffs are allowed to individuals as a result of their action. 1The

working rules may or may not coincide with the formal rules embodied in legislation, administrative

regulations or court rulings.

12. The National Program for Community Empowerment - PNPM Mandiri (FY09-12, IBRD US$4.1

billion over four years in rural and urban areas) builds on 10 years of successful CDD experience

in the Kecamatan Development Program (KDP) and the Urban Poverty Program (UPP) which was

implemented between FY99-FY11. The PNPM-Rural program has demonstrated significant

impacts in terms of poverty reduction. Benefits are heavily skewed towards the poor with the two

lowest quintiles of participating population receiving the largest share of project benefits. Household

expenditures among the poor increased by an average of 11 percent as a result of project

investments, benefitting approximately 45 million poor people. Meanwhile, infrastructure built by the

community is 30-50 percent cheaper than building it through normal government systems, with 85

percent of it found to be in good to very good condition five years after completion.

13. Evaluation results from PNPM-Generasi have showed significant impact on health and education

indicators, with strong improvements in the frequency of weight checks for young children,

supported by dramatic increases in mothers and children participating in village health post

activities to receive the targeted maternal, neonatal and child health services. Child malnutrition

was reduced 10 percent from the control level. Education indicators also saw some improvements,

notably in a 0.8 percent rise in school participation rate among the primary school-age group.

METHODOLOGY

14. Methodology is the systematic, theoretical analysis of the methods applied to a field of study. It

comprises the theoretical analysis of the body of methods and principles associated with a branch

of knowledge. Typically, it encompasses concepts such as paradigm, theoretical model, phases

and quantitative or qualitative techniques. A methodology does not set out to provide solutions - it

is, therefore, not the same thing as a method. Instead, it offers the theoretical underpinning for

understanding which method, set of methods or so called best practices can be applied to specific

case, for example, to calculate a specific result.

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

15. Best practices that will be referenced by the RMC include: PNPM Mandiri; RPKPP; SPPIP, and

P2KP. The project has the same passion for developing the capacity building at the local level to

increase the role of social, economic and environmental.

16. Others documents also adopt and implemented by the RMC include: GAPs (Gender Action Plans),

CAP (Community Action Planning), The Neighborhood Upgrading and Shelter Sector Project in

Indonesia ADB, Technical Instructions and Guidelines Settlement/Environment Planning

Community-Based (PLPBK);

17. Regulations that will be referenced by the RMC in the implementation of this work consists of: (i)

Law No. 1 Year 2011 on Housing and Settlement; (ii) Law No. 26 Year 2007 on Spatial Planning;

(iii) Law No. 28 of 2002 on Building; (iv) Law No. 32 Year 2009 on the Environmental Protection

and Management; (v) Minister of Public Works Regulation No. 54 Year 1991 on Guidelines for

Small/Simple Housing Development Techniques; (vi) Minister of Public Works Regulation No. 29

of 2006 on the Technical Building Code Requirements; (vii) Minister of Public Works Regulation

No. 24 Year 2007 on Technical Guidelines for Building Permit Building; (viii) the Environment's

Regulation No. 16 Year 2012 on the Guidelines for the Preparation of Environmental Documents;

(ix) the Minister of Public Works Regulation No. 10 / PRT / M / 2008 (UKL.UPL); (x) Law No. 32

Year 2009 on the Environmental Protection and Management; (iv) Minister of Environment

Regulation No.5 / 2012 on types of activities / projects requiring environmental impact assessment

(EIA); (xi) the Minister of Public Works Regulation No. 10 / PRT / M / 2008 on types of public

infrastructure / facilities activities / projects requiring environmental management Efforts

(Environmental Management) and environmental monitoring Efforts (Efforts Environmental

Monitoring); (xii) The Minister of Environment Regulation No.16 / 2012 on the guidance for the

preparation of documents environment; (xiii) Government Regulation No. 27/2012 on

Environmental Permits. (xiv) Presidential Decree No. 54 of 2010 on the procurement of goods and

services; Ministry of Housing No 3 Year 2014 On Housing Finance Liquidity Facility For

Procurement Of Housing By Credit / Financing Prosper Home Ownership and local regulations at

6 cities/districts.

18. The principle underlying this project include:

a. Comprehensive Planning. The arrangement of the settlement was organized with the

mindset that Comprehensive in translating social development, economic and community-

based environment that is able to support the creation of the welfare of the poor.

b. Regions Space Planning. Planning is focused on priority areas as an entry point

arrangement neighborhoods, by not releasing the context of villages and city / county in the

analysis and planning. Develops plans based spatial analysis that considers land use and

human activities in the existing condition, future projections, and efforts achievement of the

vision with the constraints and potentials.

c. Active involvement of Local Government. Together with the community, local governments

actively involved in the activities PLPBK to support sustainability and replication

management activities poverty in the region through the arrangement of settlements poor /

poverty pockets.

d. Creative. CWSIAP/PLPBK creative principle in an effort to always develop ideas and new

ways of looking at problems and opportunities that are needed in structuring the settlement

area for the welfare together and create a better living environment and quality.

e. Innovative. This principle requires that each actor CWSIAP/PLPBK to be able to implement

the solution creative in the face of obstacles and utilization potential and opportunities exist

for structuring settlements to a better direction and the main benefit to the people who are

poor and marginalized.

f. Governance Good Governance. This principle makes CWSIAP/PLPBK as a trigger and

boosters to build the capacity of local governments and communities, to be able to

implement and independently manage the development of the region, by implementing

ordinances good governance (good governance).

ORGANIZATION OF THE CONSULTANTS TEAM

19. Overall project organization structure has been presented in Appendix 2 page 91, we understand

that there is a very clear hierarchy at the national, district / city and urban neighborhood. At the

national level there is a central coordinating team consisting of BAPPENAS, MoW, MoHA, MoF,

BPN, and MoH. in addition there is also a group project team involved directly with West RMC's

National Satker / PPK, executing agency (EA) DGHS, PMU and NPMCs. while at the level of district

/ city there are a team of district / city Satker / PPK, LCOS, West RMC (our company), city / district

coordinators and community advisors. Then at the level of urban neighborhood community groups

exist that BKM / Community Groups / Contractor.

20. West RMC consists of 11 groups of tasks performed by some experts that includes: (1) Team

Leader (TL)/Urban Development Specialist; (2) Deputy Team Leader/Infrastructure/Monitoring and

Evaluation Specialist; (3) Urban Housing Specialist; (4) Procurement/Contract Specialist; (5)

Safeguard (Environment) Specialist; (6) Safeguard (Involuntary Resettlement) Specialist; (7)

Community Development/Gender Specialist; (8) Training Specialist; (9) Construction Supervisors -

6 NCs ; (10) City Coordinators 6 NCs; (11) Community Advisors Support Staff.

21. Team organization structure can be seen in the figure below;

B) WORK PLAN AND STAFFING.

22. To achieve 3 outputs of this project, RMC West Region has reviewed several related documents

recommended by ADB as the concept paper, project administration manual, resettlement

framework (empty document), and the other a document. We understand thoroughly and found it

to be repaired in the preparation of guidelines and technical guidance documents SIAPs, which by

DGHS called RTPLP. In addition, the guidance document and technical guidance owned by DGHS

not include resettlement framework that will be implemented in NSD Palembang and Bengkulu. For

it, in accordance with the TOR is given, then the experts consisting of a Team Leader, Urban

Housing, Procurement, Construction Supervisor Safeguard and will provide input to the guidance

material.

23. Work plans that we made from the document referred to the concept paper on the detail stage ADB

does not separate from the guidelines and technical guidelines issued by the DGHS. We

understand fully, socialization at the city / district, neighborhood becomes very important for all

parties to better understand the philosophy and social impact of this project provide. We understand

that the stakeholders in the city / district assists by the RMC and improving the capacity building of

LCOs, Satker/ PPK, and BKMs / CIOs.

1. Delivered 1: Institutional capacities for managing pro-poor urban development are

strengthened and Delivered 2: Infrastructure investment plans to upgrade poor

neighborhoods are aligned with the overall city development plans and implemented.

a. Activity D1.1: Recruitment of consultant teams to support the EA, local governments in

communities in preparing and implementing project activities.

i. Content: in addition to the existing experts, recruitment is also conducted to fill the

position as a community advisor (CA). As implied by the ADB in the composition of

CA in this work should reach 30% are women. At this phase, coordination with

LCOS / BKMs, City / District PIU / PPK also done immediately and harmonious.

ii. Duration: 1 month at Q-3, 2015.

iii. Phasing and interrelations: with D2.1 Socialization of the CWSIAP to project

neighborhoods, D2.2 Guide the project neighborhoods to identify their needs to be

integrated into the CWSIAP and D2.3 Obtain and integrating inputs from project

neighborhoods.

iv. Milestones: September, 2015.

b. Activity D1.2: Identifying training needs for local government staff.

i. Content: understanding of the CDD is very important in this project, for it will be the

identification of the needs of the knowledge of local government officials.

ii. Duration: 2 weeks at Q-4, 2015

iii. Phasing and interrelations: with D2.4. Revision/Completion of draft CWSIAP

iv. Milestones: December, 2015

c. Activity D1.3: Selection of local government staff to be trained on pro-poor spatial

planning/CDD approach.

i. Content: training includes project management and implementation; pro poor

urban development planning, inclusive slum alleviation planning; bottom-up

planning and integration of neighborhood plans into city/district plan; Operation and

Maintenance (OM); project management such as financial management,

procurement procedure and reporting/information management.

ii. Duration: 1 week at Q-1, 2016

iii. Phasing and interrelations: with D2.5. Approval of the draft CWSIAPs by

Mayors/Bupatis; D2.6. Agreement between EA and Mayors on the specific

investment plans to be carried out by communities or contractors; D3.1 Selection

criteria of potential beneficiaries are approved (NSD at Palembang and Bengkulu)

iv. Milestones: March, 2016

d. Activity D1.4: Implementation of training for local government staff dealing with spatial

planning.

i. Content: local government have a good understanding of community-based spatial

planning step by step according to juklaknis published by DGHS

ii. Duration: 1 week at Q-2, 2016

iii. Phasing and interrelations: with D2.7. Establishment of user groups and

CIOs/BKMs; D2.8. Civil work Contracts for neighborhoods upgrading are awarded

and implemented; D3.2 Completion of MOUs between local governments and

commercial banks and developers to finance and construct NSD at Palembang

and Bengkulu

iv. Milestones: June, 2016

e. Activity D1.5: Workshops to develop the national housing and settlement network starting.

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

cities/district west region.

ii. Duration: 1 weeks, at Q-2, 2016



and implemented; D3.2 Completion of MOUs between local governments and

commercial banks and developers to finance and construct NSD at Palembang

and Bengkulu


f. Activity D1.6: A national housing and settlement network is established with members at

least 20 cities.

i. Content: establishing the national housing and settlement network in 20

cities/district west region, central region and east region.

ii. Duration: 3 months, at Q-3, 2016.



and implemented; D3.3 Selection of contractors by the EA for the construction of

infrastructure at NSD at Palembang and Bengkulu.


2. Delivered 2: Infrastructure investment plans to upgrade poor neighborhoods are aligned

with the overall city development plans and implemented.

a. Activity D2.8: Civil work Contracts for neighborhoods upgrading are awarded and

implemented in 6 cities/district.

i. Content: an implementation phase CWSIAP, which approved construction project

level LCO / Cities / District / PPK / Satker, which is supervised by BKMs / CIOs with

the support of RMC Consultant (city coordinator, Safeguard expert, procurement

expert, construction supervisors) .

ii. Duration: 12 months, at Q-2, 2016 till Q-1, 2017.

iii. Phasing and interrelations: with D3.2. Completion of MOUs between local

governments and commercial banks and developers to finance and construct

NSDs; D3.3 Selection of contractors by the EA for the construction of infrastructure

at NSDs; D3.4 Construction of infrastructure at NSDs.

iv. Milestones: Quarterly 1, 2017.

3. Delivered 3: PPP to promote new settlements for poor families are established.

a. Activity D3.1: Selection criteria of potential beneficiaries are approved.

i. Content: selection criteria of potential beneficiaries will be under the terms and

condition of local government and commercial Bank and BPNs.


iii. Phasing and interrelations: D1.3; D2.1; D2.2; D2.3

iv. Milestones: March, 2016.

b. Activity D3.2: Completion of MOUs between local governments and commercial banks and

developers to finance and construct NSD.

i. Content: after the local governments provide land from their own resources and

issue land titles for potential new house owners, which are required as collaterals

to receive loans from commercial banks MOUs between local governments and

commercial bank and developers can be completion.


iii. Phasing and interrelations: D1.4; D1.5; D2.7;D2.8


c. Activity D3.3: Selection of contractors by the EA/DGHS for the construction of infrastructure

at NSD.

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

procurement system assist by Urban Housing Specialist and Procurement

Specialist.

ii. Duration: 3 months, at Q-2, 2016

iii. Phasing and interrelations: D1.4; D1.5; D2.7;D2.8


d. Activity D3.4: Construction of infrastructure at NSDs

i. Content: implementation of the infrastructure construction will be monitor by LCOs

under the assist of urban housing specialist, procurement, safeguard, and

construction supervisors

ii. Duration: 6 months, at Q-2 and Q-3, 2016

iii. Phasing and interrelations: D1.6; D2.8

iv. Milestones: December, 2016

e. Activity D3.5: Construction of houses at NSD

i. Content: basis for the selection of a local developer will be presented at the

proposal of NSD accordance with the REI, ADB guidance and EA/DGHS.

ii. Duration: 9 months, at Q-1 and Q-3, 2017

iii. Phasing and interrelations: D2.8

iv. Milestones: September, 2017

f. Activity D3.6: Final selection of beneficiaries

i. Content: a transparent selection process to identify slum dwellers prepared to buy

houses at the NSD site. RMC will support the LCOs to ensure that the houses

constructed under the project will not be sold or resold after completion. The

proposed NSD sites will be vacant and ready for infrastructure development, and

will not be subject to environmental threats.

ii. Duration: 3 months, 2017

iii. Phasing and interrelations: -


g. Activity D3.6: Signing of loan agreements between beneficiaries and banks

i. Content: Signing of loan agreements between beneficiaries and banks will be

support by the LCOs and assist from RMC/Urban Housing Specialist.

ii. Duration: 3 months, Q-2, 2017

iii. Phasing and interrelations: -


4. Reports (Documents)

a. Inception Report

i. Content: the consultant work plan, methodology, understanding of the terms of

reference, and understanding of the project as described in the project manuals,

personnel mobilization plan, and basic strategy and approach in undertaking the

assignment.

ii. Date of submission: not more than 3 weeks after the issuance of a work order by

the project.

iii. Quantity: 10 copies

iv. Submitted to: PMU/national Satker/NMC and LCO and presented to the LCO and

city/district Satker

v. Language: Bahasa Indonesia

b. Monthly report

i. Content: consultant administration activities for the related month, progress of work

to date, and work plan for the next month.

ii. Date of submission: not more than 10 days after the end of the related month.

iii. Quantity: 10 copies.

iv. Submitted to: PMU/national Satker/NMC.


c. Quarterly report

i. Content: consultant administration activities for the related quarter, progress of

work until the end of the quarter, issues faced and recommendations to address

the issues, and work plan for the next quarter.

ii. Date of submission: not more than 10 days after the end of the related quarter.


iv. Submitted to: PMU and national Satker, LCO, city Satker, and NMC.


d. Annual report

i. Content: implementation progress achieved during the respective year, activity

outstanding to be completed with time frame, problems encountered and resolution

proposed/applied. Presented in a comprehensive format, clearly describing project

implementation progress and status.

ii. Date of submission: not more than 10 days after the end of the respective year.


iv. Submitted to: PMU/national Satker/city Satker/LCO and NMC.


e. Draft final and final report

i. Content: a comprehensive account of project implementation results and

outcomes, lessons-learned, experiences gained, and conclusions as well as

recommendations formed as result of undertaking the assignment.

ii. Date of submission: not later than thirty (30) days after the completion of services.


iv. Submitted and presented to: PMU and national Satker, LCO and NMC.


f. Special report

i. Content: DGHS may require the RMC team to prepare special reports in addition

to the above, e.g. when the DGHS is proposing a change in project implementation

arrangements, reallocation of loan proceeds, etc. Other special reports that

may/will also be required are complaint handling/grievance resolution follow-up

reports, actions to follow-up findings and recommendations from the Auditor (BPK),

supervision/field visits/review mission reports, safeguard due diligence reports, etc.

g. NSD Proposal

i. Content: (i) a proof of land ownership; (ii) endorsement from the local parliament

(DPRD) to use land for NSD purposes; (iii) reports of due diligence confirming that

the proposed land does not have land acquisition/resettlement issues; (iv) detailed

technical designs including designs of the houses, landscape, designs of the

infrastructure and public amenities, with cost estimates for infrastructure to be

financed by the loan proceed; (v) rationale of the selection process to identify a

local developer; (vi) proposed loan schemes by the commercial banks; (vii)

description of the selection process to identify slum dwellers that are prepared to

buy houses at the NSD site,(viii) list of the potential beneficiaries, (ix) confirmation

from concerned utility providers (e.g. electricity from PLN, water from PDAM) on

the provision of services for the proposed NSD location, (x) operation and

maintenance arrangements, (xi) an initial environmental examination (IEE) that

should that should be prepared at each NSD-site after the respective project city

has formally confirmed its readiness to participate in the NSD component and

designated the land.

Work Schedule and Planning For Deliverables

No Delivered/Activities

Years/Quarter

Y-15 Y-16 Y-17 Y-18

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

D1 Institutional capacities for managing pro-poor urban development are strengthened

D1.1 Recruitment of consultant teams to support the EA, local governments in communities in preparing and implementing project activities

D1.2 Identifying training needs for local government staff

D1.3 Selection of local government staff to be trained on pro-poor spatial planning/CDD approach

D1.4 Implementation of training for local government staff dealing with spatial planning

D1.5 Workshops to develop the national housing and settlement network starting

D1.6 A national housing and settlement network is established with members at least 20 cities

D2 Infrastructure investment plans to upgrade poor neighborhoods are aligned with the overall city development plans and implemented

D2.1 Socialization of the CWSIAP to project neighborhoods

D2.2 Guide the project neighborhoods to identify their needs to be integrated into the CWSIAP

D2.3 Obtain and integrating inputs from project neighborhoods

D2.4 Revision/Completion of draft CWSIAP

D2.5 Approval of the draft CWSIAPs by Mayors/Bupatis

D2.6 Agreement between EA and Mayors on the specific investment plans to be carried out by communities or contractors

D2.7 Establishment of user groups and CIOs/BKMs

D2.8 Civil work Contracts for neighborhoods upgrading are awarded and implemented

D3 PPP to promote new settlements for poor families are established

D3.1 Selection criteria of potential beneficiaries are approved

D3.2 Completion of MOUs between local governments and commercial banks and developers to finance and construct NSD

D3.3 Selection of contractors by the EA (MPW/DGHS) for the construction of infrastructure at NSD

D3.4 Construction of infrastructure at NSDs

D3.5 Construction of houses at NSD

D3.6 Final selection of beneficiaries

D3.7 Signing of loan agreements between beneficiaries and banks

D3.8 Strategies developed to share model PPPs for new settlements with other local governments

D4 Report

D4.1 Inception report

D4.2 Monthly report (Every months, (a monthly report is not required at the end of a quarter))

D4.3 Quarterly report

D4.4 Annual report

D4.5 Draft final and final report

D4.6 Special report

D4.7 NSD Proposal (Palembang and Bengkulu) endorse by Mayor/Bupati

Team Composition, Assignment, and Key Experts Inputs

No

Name, Nationality and DOB

Experts input (in person/month) per each Deliverable Total Time - Input (in

Months)

Position Home

D-1 D-2 D-3 Home Field Total Field

KEY EXPERT

National

1 Team Leader/Urban Development Specialist

Home 10 9 12 31 4 35

Field 1 2 1

2

Deputy Team Leader/Infrastructure/Monitoring and Evaluation Specialist

Home 10 9 12

31 4 35 Field 1 2 1

3 Urban Housing Specialist Home 4 5 9

18 6 24 Field 1 1 4

4 Safeguard (Environmental) Specialist

Home 8 8 0 16 2 18

Field 1 1 0

5 Safeguard (Involuntary Resettlement) Specialist

Home 0 11 11 22 2 24

Field 0 1 1

6 Procurement/Contract Specialist

Home 0 12 3 15 3 18

Field 0 2 1

7 Gender and Development/Community Development Specialist

Home 9 8 8 25 5 30

Field 1 2 2

8 Training Specialist Home 10 10 0

20 4 24 Field 2 2 0

9 Construction Supervisors (Palembang)

Home 0 18 0 18 0 18

Field 0 0 0

10 Construction Supervisors (Bengkulu)

Home 0 18 0 18 0 18

Field 0 0 0

11 Construction Supervisors (Batam)

Home 0 18 0 18 0 18

Field 0 0 0

12 Construction Supervisors (Tanjung Jabung Barat)

Home 0 18 0 18 0 18

Field 0 0 0

13 Construction Supervisors (Tanjung Balai)

Home 0 18 0 18 0 18

Field 0 0 0

14 Construction Supervisors (Bandar Lampung)

Home 0 18 0 18 0 18

Field 0 0 0

15 City Coordinators (Palembang)

Home 11 12 12 35 0 35

Field 0 0 0

16 City Coordinators (Bengkulu)

Home 11 12 12 35 0 35

Field 0 0 0

17 City Coordinators (Batam)

Home 11 12 12 35 0 35

Field 0 0 0

18 City Coordinators (Tanjung Jabung Barat)

Home 11 12 12 35 0 35

Field 0 0 0

19 City Coordinators (Tanjung Balai)

Home 11 12 12 35 0 35

Field 0 0 0

20 City Coordinators (Bandar Lampung)

Home 11 12 12 35 0 35

Field 0 0 0

Total Time 526

Matric Interrelation Key Experts Inputs and Delivered Activities

No Delivered Activity Expert Input and Interrelation

TL DTL UHS SGE SIR PCS GDC TTS CS1 CS2 CS3 CS4 CS5 CS6 CC1 CC2 CC3 CC4 CC5 CC6

D1 Institutional capacities for managing pro-poor urban development are strengthened

D1.1 Recruitment of consultant teams to support the EA, local governments in communities in preparing and implementing project activities

X X X O O O O X O O O O O O O O O O O O

D1.2 Identifying training needs for local government staff

X X X X O X X X O O O O O O O O O O O O

D1.3 Selection of local government staff to be trained on pro-poor spatial planning/CDD approach


D1.4 Implementation of training for local government staff dealing with spatial planning


D1.5 Workshops to develop the national housing and settlement network starting


D1.6 A national housing and settlement network is established with members at least 20 cities


D2 Infrastructure investment plans to upgrade poor neighborhoods are aligned with the overall city development plans and implemented

D2.1 Socialization of the CWSIAP to project neighborhoods

X X X X X X X X X X X X X X X X X X X X

D2.2 Guide the project neighborhoods to identify their needs to be integrated into the CWSIAP


D2.3 Obtain and integrating inputs from project neighborhoods


D2.4 Revision/Completion of draft CWSIAP


D2.5 Approval of the draft CWSIAPs by Mayors/Bupatis


D2.6 Agreement between EA and Mayors on the specific investment plans to be carried out by communities or contractors

X X X O O X X O X X X X X X X X X X X X

D2.7 Establishment of user groups and CIOs/BKMs

X X O O O X X X X X X X X X X X X X X X

D2.8 Civil work Contracts for neighborhoods upgrading are awarded and implemented

X X O O O X O O X X X X X X X X X X X X

No Delivered Activity Expert Input and Interrelation

TL DTL UHS SGE SIR PCS GDC TTS CS1 CS2 CS3 CS4 CS5 CS6 CC1 CC2 CC3 CC4 CC5 CC6

D3 PPP to promote new settlements for poor families are established

D3.1 Selection criteria of potential beneficiaries are approved

X X X O O O X O O O O O O O X X X X X X

D3.2 Completion of MOUs between local governments and commercial banks and developers to finance and construct NSD

X X X X X O X O O O O O O O X X X X X X

D3.3 Selection of contractors by the EA (MPW/DGHS) for the construction of infrastructure at NSD

X X X X X O X O O O O O O O X X X X X X

D3.4 Construction of infrastructure at NSDs

X X X X X O O O O O O O O O X X X X X X

D3.5 Construction of houses at NSD X X X O O O O O O O O O O O X X X X X X

D3.6 Final selection of beneficiaries X X X O O O X O O O O O O O X X X X X X

D3.7 Signing of loan agreements between beneficiaries and banks

X X X O O O X O O O O O O O X X X X X X

D3.8 Strategies developed to share model PPPs for new settlements with other local governments

X X X O O O X O O O O O O O O O O O O O

C) COMMENTS (ON THE TOR AND ON COUNTERPART STAFF AND FACILITIES)

Accordance with Pre-Proposal Conference documents, number: POKJA-NUSSP2 / BA.ANW / P2 / 2015 on Monday 23rd February 2015 at points 7 point h,

the comments (on the TOR and on counterpart staff and facilities) to this work is not necessary.

Technical Proposal NUSP2 PROJECT: NEIGHBORHOOD UPGRADING AND SHELTER PROJECT – (PHASE 2)

Documents

rural poor

overall city development

propoor urban development

poor communities

rural development agents

development policy

socioeconomic development

cdd approach