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					             Technical Proposal
      Preparation of the Establishment of the
  Urban Institutional Development Program (UIDP)
                    Management




TECH-3
COMMENTS OR SUGGESTIONS ON
THE TERMS OF REFERENCE AND
ON COUNTERPART
STAFF AND FACILITIES
TO BE PROVIDED BY THE CLIENT
Preparation of the Establishment of the Urban Institutional Development Program (UIDP) Management
FORM TECH-3 A COMMENTS OR SUGGESTIONS ON TERM OF REFERENCE




3 A – COMMENTS AND SUGGESTIONS ON TERM OF REFERENCE

1. Please note that our technical proposal have not taken these comments into
   consideration, and is still assuming the original terms of reference as given in
   the RFP. We do not feel comfortable to write our technical proposal
   according to our suggestion on the changes of terms of reference, since
   these changes are subject to approval by the client and the World Bank.

2. Please also note that we have submitted points for clarification on the terms
   of reference including our suggestion for changes. As scheduled we
   submitted our inquiries in writing on October 12, 2007. We only received the
   reply from the procurement committee dated on November 9, and received
   by email only on November 12. This is certainly too late to incorporate into
   our proposal. Still we have questions on the clarification of our inquiries, we
   will include in our comments to the terms of reference in this technical
   proposal.

3. Our first question during the inquiry relates to description of Task A point 8
   on TOR consultants for UIDP to ULGs, we propose to add v) local economic
   development, urban services delivery and poverty alleviation (the ‘other
   reform’ agenda). The reply on our inquiry suggest Part C task clarifies this,
   but we do not think that is the case, since Part C does not contain any terms
   of reference for consultants to be assigned for UIDP to ULGs.

4. We propose to change the term ‘UIDP Project Mannual’ to “Program
   Memorandum for UIDP Agenda’.

5. Our inquiry on Task C, the preparation for USDRP2 has not been clarified.
   We would like to be assured that our assignment does not include the
   preparation of a complete project preparation document (technical, financial
   and institutional) but will be confined to conceptual and guidance framework,
   consistent with our task of institutional development.

6. The reply to our inquiries does not clarify on the ‘documents to be attached
   to the terms of reference’, as those documents have not been supplied to us
   timely and in a complete set form.

7. The reply does not clarify our inquiry suggesting to change the ‘reporting
   requirements’ to only Bahasa Indonesia and summary in English.

8. Task A point 9: we propose to delete ‘in cooperation with the consultant for
   urban policy and strategy at Bappenas’ since we do not see the relevance of
   consultation as the ‘governance reform’ and ‘capacity building’ are not
   directly related with urban policy and strategy.

9. On section ‘Implementation Arrangement’, and ‘consultant reporting
   requirements’ point 1 we propose to delete ‘and MOHA’. Since MOHA is not
Preparation of the Establishment of the Urban Institutional Development Program (UIDP) Management
FORM TECH-3 A COMMENTS OR SUGGESTIONS ON TERM OF REFERENCE



    continuously and actively involved from the preparation until implementation
    of UIDP Reform Agenda. We will definitely involve MOHA as one of our
    reference and stakeholder partner.

10. We propose to consolidate the ‘strategic plan’, ‘business plan’, ‘detail
    financing plan’, and ‘project manual’ into one consolidated report namely ‘the
    strategic and implementation plan for UIDP’

11. We would like to propose to reduce the number of ‘progress reports’ from
    ‘quarterly’ (every 4 months) to ‘semi annually’ every six months)

12. We propose to delete task ‘adopt the National Urban Strategy and Policy
    Development’ since such adoption (or assistance for adoption) might be
    more relevant to be taken up by the ‘national urban policy and strategy’
    consultant.

Finally we propose that the procurement committee will reissue a new
clarification on our above suggestions for changes in the terms of reference,
since we need the clarification for preparation of the Inception report later if we
will be selected for the assignment.
Preparation of the Establishment of the Urban Institutional Development Program (UIDP) Management
FORM TECH-3 B COMMENTS OR SUGGESTIONS ON COUNTERPART STAFF AND
FACILITIES



3 B – COMMENT OR SUGGESTION ON COUNTERPART STAFF AND
      FACILITIES



The Consultant understands that the Directorate General of Human Settlements
(DGCK), the Ministry of Public Works, the Government of Indonesia, will be the
executing agency. The Term of Reference (ToR) further mentioned that the day
to day counterpart for the implementation will be the Central Project Management
Unit (CPMU) within the DGCK.

The ToR and the Data Sheet in the RFP mentioned that all the costs for
operational facilities, including office space in location close to the Client, office
running costs, all staff and personnel costs, equipment, project vehicle, and
communication facilities should be provided by the Consultant, therefore all the
costs in providing such facilities will be included in the financial proposal. The
Client will provide the budget for all workshop activities only, and provide
assistance in the following areas:

1. Obtaining all permits, visas, and licenses necessary for the work.

2. Access to all available and relevant reports required to undertake the
   assignment.

3. Assistance with arranging meetings.

4. Facilitate prompts clearance through customs of any property required for the
   services of the Consultants.

In the relation with the workshop expenses, we have been reassured by the
Procurement Committee through its response to our inquiry that the Client will
provide the budget for all workshops conducted by the Project either in the
Central Government or in the Local Governments when necessary.
             Technical Proposal
      Preparation of the Establishment of the
  Urban Institutional Development Program (UIDP)
                    Management




TECH-4
DESCRIPTION OF THE APPROACH,
METHODOLOGY AND WORK PLAN
FOR PERFORMING THE ASSIGNMENT
Preparation of the Establishment of the Urban Institutional Development Program (UIDP) Management
FORM TECH-4 DESCRIPTION OF THE APPROACH, METHODOLOGY AND
                 WORK PLAN FOR PERFORMING THE ASSIGNMENT




                                            Table of Contents
A. Technical Approach and Methodology ................................................................ 1
    1. Prologue .......................................................................................................... 1
    2. Understanding of the Objectives of the Assigment ......................................... 1
         2.1    Long Term Goal ...................................................................................... 1
         2.2    How the objective will be achieved ......................................................... 2
         2.3    Result Sought from UIDP ........................................................................ 5
         2.4    Objectives of the Technical Assitance..................................................... 6
         2.5    Synthesis of Our Understanding ............................................................ 7
         2.6    The Logical Framework of UIDP Management ...................................... 8

    3. Approach to the Service ................................................................................. 9
         3.1    People Centered ..................................................................................... 9
         3.2    Internalization........................................................................................ 10
         3.3    Knowledge Building............................................................................... 10
         3.4    Top Management Oriented .................................................................... 11
         3.5    Sustainability ......................................................................................... 12
         3.6    Networking ............................................................................................ 13
         3.7    Learning Lessons.................................................................................. 13
         3.8    Participatory Approach.......................................................................... 14
         3.9    Urban Leadership.................................................................................. 14
    4. Methodology in Carring Out the Activities and Obtaining the Expected Outputs
       ...................................................................................................................... 15
         4.1 Focus on Professional Back-up Support to Urban Management at the
         Local Level .................................................................................................... 15
         4.2 Central Capacity Building ...................................................................... 16
         4.3 Strengthening the Role of the Province................................................. 17
         4.4 Integrating UIDP with RPIJM and ‘Urban Policy and Strategy’.............. 17
         4.5 Use of Modern Information Technology ............................................... 18
         4.6 Multidimensional Urban Development Agenda .................................... 18
         4.7 Expansion of UIDP to Non-USDRP Cities............................................. 21
         4.8 UIDP2 in USDRP2. ............................................................................... 21
         4.9 Breeding the UIDP Culture.................................................................... 22
         4.10 Preserving the Continuum and Sustainabality....................................... 23
    5. Degree of Detail of Outputs ........................................................................... 23
    6. The Anticipated Problems and Its Importance ............................................... 24
         6.1 Mandate of DGCK in Guiding Urban Development ............................... 24
Preparation of the Establishment of the Urban Institutional Development Program (UIDP) Management
FORM TECH-4 DESCRIPTION OF THE APPROACH, METHODOLOGY AND
                 WORK PLAN FOR PERFORMING THE ASSIGNMENT


         6.2 Staffing Constraint ................................................................................. 27
         6.3 Access to Local Governments ............................................................... 29
         6.4 Potential Overlap with Other USDRP Consultants ............................... 31
    7. Technical Approach to Address the Problems .............................................. 31
    8. Compatibility of Methodologies With Proposed Approach ............................ 32


B. Work Plan ............................................................................................................ 34
    1. Phasing, Avtivities, Content and Duration ..................................................... 34
    2. Delivery Dates of the Reports ....................................................................... 41
    3. Workshops ................................................................................................... 41
    4. Final Documentation ..................................................................................... 42


C. Organization and Staffing ................................................................................... 42
    1. Organization .................................................................................................. 42
    2. Staffing .......................................................................................................... 44
DESCRIPTION OF APPROACH, METHODOLOGY, AND WORK PLAN FOR
                PERFORMING THE ASSIGNMENT


A. Technical Approach and Methodology.

1. Prologue

Yes, what you read in this proposal is the real service that you will get from the
Consultant submitting this proposal. We would like to assure the Client that the
person writing this proposal is the person that will lead the team and the team
members that will implement the assignment. We would like to state this as an
assurance of our professionalism in implementing the assignment. We are therefore
ready to be invited to present our proposal in an open discussion to the Client, in this
case the Procurement Committee or the Management of the Client. We also would
encourage the Client to do so to other Consultants being invited to submit proposal.
This would make the evaluation of the proposal easier by the Client rather than only
reading the written proposal. We emphasize this in the prologue since we are aware
that in many assignments, Consultant can assign a ‘proposal writer expert’ just to
‘win’ the assignment, while other group of persons will be assigned to implement the
assignment. In so doing there will be a gap between what is written in the proposal of
the Consultant (and being evaluated by the Procurement Committee), and the real
service that will be performed. Although separating the proposal and real
implementation theoretically is possible, but professionally this is not the practice
chosen by us who submit this proposal. We therefore, decided to gather the whole
team members lead by the Team Leader, to discuss on the terms of reference, and
request every team member to contribute about his or her own conception, plan and
steps in performing the service in his or her personal role as member of the team
This will assure the formation of a solid team since the start of the assignment by
contributing ideas and carrying the responsibility for winning the assignment that he
or she will later implement.

2. Understanding of the Objectives of the Assignment.

2.1 Long Term Goal.

   The TOR stated ‘USDRP is a first step towards achieving the GOI’s long term
goal to develop self reliant cities in the wake of recent decentralization laws’.
Our understanding:

-   We understand the achievement of GOI’s long term goal will take many steps after
    this assignment will be completed. We would like to assure however, that the ’first
    step’ is a ‘significant step’ by showing ‘real actions that work’, ‘actions that is a
    breakthrough from current negative practices that we would like to change’, and ‘a
    step that will show clearly what will be the subsequent step to follow’. The
    assignment is a short term one and GOI’s goal cannot be achieved during the
    period of the assignment, but we must be able to indicate clearly in this first step,
    the directions we should follow in order to build GOI’s confidence that the step we
    have taken is in the right direction.

-   It is important to define what are ‘self reliant cities’. In our understanding ‘self reliant
    cities’ means cities comprising of urban communities that are self reliant, as a
    necessary condition to sustain a long term provision, maintenance and
    development of urban infrastructure and services. We would like to emphasize
    ‘urban communities’ to refer to the people that are most important and not only the


                                                                                              1
    local government. In other words we would like to build urban communities that are
    economically, financially, socially, politically, environmentally and managerially
    viable. Our vision does not stop at self reliant local governments, meaning local
    governments having a capacity of its local generated resources to sustain
    investment in urban infrastructure and services. Again, our aim is to build the
    capacity of the people to carry the burden of ‘cost’ of providing the infrastructure
    and services.

-   This objective is important in the wake of the recent decentralization laws, since an
    important objective of the laws is to bring public services closer to the people we
    are serving. The concept however should not be perceived only administratively,
    but more towards a ‘people empowerment’ objective.

-   Scheme 1 illustrates how UIDP, being part of USDRP is related with the long
    term goal of GOI’s urban development.




                                                                                       2
UIDP in The Framework of Indonesia’s Urban Development
                                                         3
2.2 How the objective will be achieved

The TOR specifies how the USDRP project aims to achieve its objectives by

    a. Improving management municipal governance through (i) enhanced civic
       participation in key municipal decisions and monitoring/ supervision of their
       implementation, (ii) adoption of extensive public information disclosure policies,
       and (iii) reform of procurement and financial management practices;

    b. Strengthening of municipal institutional capacity to formulate long-term urban
       development strategies and plans, including local economic development and
       urban poverty reduction; staff;

    c. Building municipal institutional capacity and professionalizing municipal
       managers;

    d. Enhancing fiscal capacity by rationalizing expenditures and increasing
       revenues;

    e. Financing priority urban investments that support of improvement urban
        services, promote LED, accelerate poverty reduction;

    f. Implementing at the central level the Urban Institutional Development Program
        (UIDP) for supporting urban reforms and institutional capacity building.

            Our understanding:

-   We understand that instruments a), c) and d) are what in the TOR have been
    referred to as the ‘core reform agenda’, while instrument b) is referred to as
    ‘the other reform agenda’. The ‘core reform agenda’ is a ‘precondition’ for the
    ‘other reform agenda’ to be performed optimally. In fact, the two reform
    agenda cannot be separated and should be implemented in an integrated
    manner. Without the ‘core reform agenda’ much of what will be achieved
    through the ‘other reform agenda’ will lose its quantitative and qualitative
    values. While the ‘other reform agenda, is the agenda that is expected to
    deliver physical and economic outputs necessary to achieve the self reliant
    urban communities envisaged by the longer term goal of GOI.

-   Strengthening of municipal capacity to formulate long-term urban
    development strategies and plans, including local economic development and
    urban poverty reduction relates with (i) the other consultant service being
    recruited along with this UIDP Management dealing particularly with ‘national
    urban policies and strategies, (ii) previously completed CDS project
    implemented with technical assistance from the World Bank/City Alliance, and
    (iii) current GOI effort to institutionalize what is called the RPIJM (medium
    term planning and programming for the public works/Cipta Karya urban
    services and infrastructure comparable to the previous concept of IUIDP
    (Integrated Urban Infrastructure Development Programme).

-   The objective of ‘professionalizing municipal managers’ should be stressed
    especially related to recent development in the political arena of directly
    elected mayors and bupatis (pilkada). With the pilkada held in all Kota and
    Kabupaten resulting in the election of Walikota and Bupati having a strong
    foothold in the local political parties and strong legitimacy by the support of



                                                                                       4
    urban citizens electing him or her, there is a need to support the politically
    elected Walikota and Bupati with a strong professionalism of the municipal
    staff. The technical and professional link will assure an able and committed
    urban management serving the best interest of its urban citizens.

-   Rationalizing urban expenditures relates with improving the municipal
    program and budget by implementing the RPIJM planning, programming and
    budgeting system recently introduced by the Directorate General Cipta Karya.
    The concept basically provokes for a multisector, multiyear, and multisource
    of funding system of planning, programming and budgeting, and ensuring an
    economically, financially, socially, politically, environmentally and
    managerially sound program and projects, at least in the urban public
    works/Cipta Karya sectors. While increasing revenues of municipalities would
    implement what was previously conceived as the RIAP (Revenue
    Improvement Action Plan) under the previous UDPs or ‘urban development
    projects’ supported by the World Bank, Asian Development Bank and other
    lending agencies in all cities throughout the country. This UIDP Management
    assignment should ensure a system whereby RIAP can be implemented in a
    more effective manner compared to the previous UDP projects, by integrating
    it within the overall reform agenda of the participating ULGs.

-   We are aware of the priority investment agenda in the participating
    municipalities funded by the USDRP project. The investment selected were
    for projects like terminal, market, solid waste disposal, and was assumed to
    be those promoting local economic development and reduce poverty at the
    local level. The linkage of those facilities with local economic development
    and poverty alleviation has still to be clarified. As the UIDP management
    assignment includes the Consultant to recommend the content and format for
    future USDRP2 projects, we will seek appropriate criteria and formula for the
    selection of project components best suited for delivering urban facilities
    having clear impacts for local economic development and accelerating
    poverty reduction.

-   The UIDP as we understand is a ‘program’ rather than an institution, although
    it has been often referred to in the TOR (by writing the word in capital letters)
    as if it is an institution. In other words, during the phase of UIDP Management
    assignment, it is important to define the activities of the program and to have
    those activities implemented. As a program it should consist of well defined
    action oriented agenda to be implemented as part of the UIDP Management
    assignment. The assignment includes a task for the Consultant to investigate
    the feasibility of establishing a ‘UIDP facility’ (a clear purpose institution) to
    sustain implementation of UIDP in the long run. Institutionalizing UIDP will be
    the objective of establishing the ‘facility’, to ensure that the UIDP (as a
    program) will not only be implemented but will stop when the USDRP project
    will be completed.

    2.3 Results Sought from UIDP

           The TOR explains to following results anticipated of the UIDP:

    a. Improved ULGs’ governance through more inclusive and transparent
       mechanism on development decision making processes, improved
       procurement process, and better local financial management, including
       more efficient institutional and legal frameworks, planning and budgeting
       processes, budget execution, monitoring-evaluation and reporting.


                                                                                    5
    b. Improved ULGs’ performance in urban services delivery, local economic
       development, and poverty reduction.

    c. Agreed National Urban Policy and Strategy which will serve as a guidance
       for improving the capacity national government as well as ULGs in
       designing and implementing sustainable urban development policies and
       strategies.

           Our understanding:

-   We have sufficiently elaborated our understanding on the ‘core reform
    agenda’ and ‘the other reform agenda’ under point 2.2 and do not like to add
    more comments. As another Consultant will be assigned to specifically
    address the issue of ‘National Urban Policy and Strategy’ we will not deal with
    this issue, but we will cooperate with the specifically assigned Consultant to
    retrieve a better understanding on the proposed national policy and strategy
    and incorporate in our work.


    2.4 Objectives of the Technical Assistance

           The primary objective of the Consultant’s assignment is to assist
       Directorate General of Cipta Karya, Ministry of Public Works (DGCK, MPW)
       in:

    a. Establishing and managing the Urban Institutional Development Program
       (UIDP);

    b. Evaluating and guiding all components within UIDP in achieving its
       objectives, outputs and targets;

    c. Developing UIDP into UIDF and further development of USDRP

           Our understanding:

-   The Consultant will define a series of program activities that constitute the UIDP,
    and assist DGCK in implementing the activities during the first two years or
    during the phase of this assignment. In defining the program activities the
    Consultant will adopt the principle that in the era of decentralization the Central
    Government should play a role in guiding ULGS to achieve a set of national
    objectives of urban development by implementing a national urban policy and
    strategy. During the pre-reform era Central Government had a better means to
    impose on its national policy and strategy through its ‘financial and budgetary’
    power as well as its authority in a centralized system of government. In the
    current era of reform Central Government has to make use of other means,
    specifically its role as a ‘knowledge center’ to disseminate knowledge regarding
    the ‘core reform agenda’ and ‘the other reform agenda’ and by facilitating
    exchange of knowledge and experience, both from international best practices
    as well as local wisdoms.

-   This role as a ‘knowledge center’ is very strategic in view of (i) In the previous
    era when government was centralized many strategic functions of local
    governments such as infrastructure planning, programming and budgeting
    were executed by the Central Government or with substantial Central


                                                                                     6
    assistance, and utilizing foreign and domestic Consultants mostly based in
    Jakarta. Currently we have to rely on the ULGs willingness and commitment to
    allocate their own local budgetary resources and using local expertise, (ii) The
    subjects dealt with under the ‘core reform agenda’ and ‘the other reform
    agenda’ to be implemented by the ULGs are mostly dealing with new issues of
    urban management such as ‘urban good governance’ and ‘local economic
    development’, for which there might be many cases of international best
    practices, but also many local wisdoms, from which ULGs can learn. There is a
    need for Central Government to make the knowledge more systematic and
    accessible, and also for the government to initiate analysis and discussion
    forums to deliberate on the experiences and concepts. UIDP should function as
    the best instrument for such Central Government dissemination and initiation
    efforts to stimulate a nation-wide urban policy reform that will enhance the
    national urban development and management performance.

-   Aside from implementing the Central adopted program activities for promoting
    the nation-wide urban policy reforms, the Consultant will assist DGCK in over
    viewing and monitoring how the ‘core reform agenda’ and ‘the other reform
    agenda’ will be implemented by the ULGs and how the specifically assigned
    Consultants will perform its role in facilitating the ULGs. We will have to review
    the TORs of the specifically assigned Consultants and how it can guide
    effectively the Consultants in assisting the ULGs in implementing their specific
    city reform agenda.

-   We are fully aware of the need to ensure the sustainability of the urban reform
    agenda, for which we need to investigate the desirability and feasibility of setting
    up a special facility to continue with the UIDP in the longer run. We have among
    other to reflect on the experience of other comparable facilities earlier being
    established for comparable purposes. We will take into consideration the general
    reluctances and resistances towards creating new institutions for whatever good
    purpose.


    2.5 Synthesis of Our Understanding.

           From the previously explained understanding, we can summarize the
    key features of our basic understanding of the objectives of the assignment to
    be undertaken by the consultant:

    1. The assignment has a limited period, and should be considered as a first
       step, but it should be a meaningful step that is sustainable, and it should
       have a longer term vision of GOI’s goal in building a self reliant urban
       societies (not only municipalities).

    2. The assignment should consistently apply a people centered urban
       institutional development program, by ways of implementing an integrated
       urban reform agenda, consisting of a ‘core reform’ and ‘other reform’
       agenda. The agenda is aimed at serving the urban community with
       improved and meeting the needs of urban infrastructures and services.
       This is assured by the generation of ‘good governance’; clear physical
       and economic outputs of ‘urban services’ as a result of well defined urban
       policy, strategy, plans and programs; and real increased community and
       individual welfare through ‘local economic development’ and ‘poverty
       reduction.



                                                                                      7
3. The assignment will implement a set of programs that should be
   sustained in the longer term, through the establishment of a ‘knowledge
   center’, with the possibility (after its feasibility having been investigated) of
   creating a special facility to sustain the program activities in the long run.
   It will also be implemented through the next phase of USDRP that will test
   and secure its long term sustainability.

4. The assignment will aim at building professionalism of urban development
   management, balancing the stronger political legitimacy and status of
   directly elected officials as Mayors and Bupatis, that is committed and
   able to implement the urban reform agenda as initiated by this UIDP
   management assignment.

5. The assignment is not working in a vacuum but will establish a system of
   activities that is consistent and synergic with other UIDP assignments
   (particularly related to National Urban Policies and Strategies) and DGCK
   agenda particularly in institutionalizing the RPIJM.

2.6    The Logical Framework of UIDP Management

 -     As earlier described, the long term goal of GOI is to create a resilient
       urban community. The ultimate goal of urban development of
       Indonesia can be specified in terms of its main objectives being the
       achievement of the following condition in the urban scene and
       management: (1) Urban Good Governance, (2) Urban Local
       Economic Development, (3) Urban Poverty Alleviation, and (4) urban
       Services Delivery.

 -     The process by which the UIDP Management activity will be working
       starts from the following condition and problems faced in present
       urban development: (1) High rate of urbanization, (2) Pressures
       created to urban services provision and delivery, (3) Lack and low
       level of urban service, (4) Unattractive urban investment climate, (5)
       Poor urban governance, (6) Underdeveloped urban economy, and (7)
       High cost of urban service.

 -     USDRP provides main instruments to facilitate the attainment of urban
       development objectives consisting of (1) UIDP Management leading
       to implementation of two reform agenda : first ‘the core reform
       agenda’ (transparency, accountability and participation or ‘TAP;
       financial management reform or FMR, procurement reform or PR and
       capacity building or CBD) and secondly ‘the oher strategic urban
       reform agenda (local economic development including poverty
       alleviation, urban services delivery, and urban institutional and human
       resources development), (2) Assistance in Formulation of A National
       Urban Development Policy and Strategy , and (3) Investment in
       Priority Sectors in Pilot Cities.
 -     Implementation of UIDP Management will be undertaken at the Kota
       and Kabupaten level in the cities participating in USDRP with the
       guidance and supervision of the Central and Provincial government.

 -     UIDP Management will work in close link with other national urban
       development programs including he RPIJM, UPP (Urban Poverty
       Project), NUSSP (Neighborhood Upgrading and Shelter Sector



                                                                                  8
    Project), WJEMP         (West   Java   Environmental    Management
    Project)),and others.

-   UIDP Management process will be guided by a set of regulatory
    framework including the RPJP (long term national development plan),
    RPJM (medium term national development plan), RPT (annual
    national development plan), and KNSP (National Urban Development
    Policy and Strategy) as envisaged in the Minister of Public Works
    Regulation #494. The implementation at the Provincial and local level
    in guided by parallel regulatory framework including the RPJPD,
    RPJMD, RPTD and RPIJM.

-   The whole process of UIDP Management implementation will have to
    take into consideration the general strategic environment of
    Indonesia’s development with its main features of democratization,
    decentralization and globalization

-   The logical framework for UIDP Management is charted in Scheme 2.




                                                                       9
The Logical Framework for UIDP Management

                                            10
    3. Approach to the Service

       The Consultant will undertake the assignment with a view and adopting
       the following approaches:

       3.1 People Centered

          We have chosen the ‘people centered’ as an essential element of our
       approach that will be implemented in the following ways:

-   As we have indicated in the previous section on understanding the objectives
    of the assignment, we are putting great emphasis on ‘people centered’
    development and ‘people empowerment’ in UIDP. We applied this in our
    understanding about ‘self reliant cities’ which should mean the ‘urban
    communities’ rather than the physical being of cities (urban areas) as usually
    physical planners refer to or municipalities being the administrative sense of
    cities as public administrators used to refer to cities.

-   This would imply that in every urban reform agenda we would be
    implementing, we will measure the value of the agenda by its impact on the
    urban citizens, how the people in the cities felt about the reform and whether
    the reform indeed has a positive effect to the people. We would not limit our
    satisfaction by measuring for instance whether the local government has
    issued a local regulation or establish a committee or even implemented an
    agenda, but most importantly how do people feel about the change and
    reform and whether the agenda is doing any good to the people in the cities.

-   We would similarly apply our thinking about institutions, for instance in
    judging the capability of a local government institution we would observe not
    only institutional structures (although we understand this is very important),
    but we would like to know the quality of the leadership and motivations of the
    staff being responsible of certain positions. Manpower development including
    training should be an important part of our institution building agenda,
    likewise the institution and official who are responsible for manpower
    development and training in a local government.

-   We will apply our approach starting with our own team. All members of the
    team should be recognized each of their individual roles in executing the UIDP
    assignment. We will avoid any member of the team to dominate, but we will
    make the best use of every individual member’s potential and skill in producing
    the best output for this assignment. As we have indicated in the Prologue of
    this proposal, we attach high value of each individual member’s participation in
    the assignment since we write this proposal. We would like to make sure that
    each of the projected activities, its plans, its methods, and its content are
    written by our team member that will implement them when this assignment will
    be executed. Every member of the team should have a pride of his or her
    contribution to the work of the team in this assignment. This should be assured
    without sacrificing the quality of the output and performance of this service.
    Every team member will also be encouraged to interact more with people, such
    as the target urban communities, including the Client and stakeholders for this
    assignment, more importantly than only producing papers and reports.




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    3.2 Internalization

            We are aware that the UIDP assignment is ‘to assist’ the government,
    in this case DGCK, MPW in guiding the implementation of the urban reform
    agenda. The Consultant cannot take over the task of the government but it
    should contribute its professional resources and service to the government.
    This means that:

-   The role of the Client is crucial in the performance of the assignment. The
    ‘leadership’ that is expected to come from the Central Government in
    promoting the urban reform agenda is so important. The Consultant expects
    this leadership role will be performed by the ‘vocal point institution’
    representing the Client. The interest and commitment of the chief executives
    and the group of staff serving as the main counterpart for this assignment will
    determine the success and also the sustainability of what will be achieved
    with the urban reform agenda being the focus of this assignment. We would
    like to ‘downgrade’ the role of the Consultant to the lowest possible, in such a
    way that when the task of the Consultant will be completed, UIDP will be
    continued and sustained without any hesitancy. Such succession is assured
    because of the internalization process being implemented since the start of
    the Consultant’s assignment.

-   The Consultant would like to stress since the beginning of the assignment, the
    importance for the Client to appoint a team of motivated and professionally
    qualified counterpart staff to take the ‘front lead’ in every deal with ULGs, and
    to open the door for the urban reform agenda. In saying this, the Consultant is
    fully aware of its own potential role in facilitating the entry and maintaining a
    good relation with the ULGs for the smooth implementation of the assignment.

-   The internalization process should be assured at both the central and local
    level. At the local level, all the Consultants involved in facilitating the
    implementation of the urban reform agenda should as well internalize its
    tasks to the appropriate local agency responsible for sustaining the reform.
    Local leadership and commitment to the objectives of the urban reform
    agenda will be crucial for the success of attaining the objectives of the reform
    agenda. The Consultant will monitor this particular aspect o internalization
    process in guiding the Consultant assisting the ULGs to implement the urban
    reform agenda.

    3.3 Knowledge Building

            The Consultant believes in the power of knowledge in motivating
    change towards the objectives envisaged by the integrated urban reform
    agenda. We would like to highlight the strategic importance of ‘knowledge
    building’ in this assignment in the following points:

-   We have stressed the role of Central Government, in this case DGCK in
    serving as a’ knowledge center’ in the execution of the urban reform agenda,
    departing from previous practices of using ‘authority’ and ‘budgetary’ power in
    imposing urban policy and strategy to ULGs. This new role as a ‘knowledge
    center’ should be developed since during the past 30 years of urban
    development, before decentralization, the Central Government had played a
    dominant role in urban infrastructure planning, programming and budgeting.
    The reformed era provide a good opportunity for Central Government to make
    use of its skilled and trained professional resources to assist local


                                                                                  12
    governments in functions that are now decentralized, and as it has been
    practiced in recent decade, to devolve its manpower to the ULGs.

-   Although development in information and communication technology has
    opened access for ULGs to a global network of information on best practices
    and lessons learned, Central Government still has the opportunity to promote
    information dissemination and exchange among local government leaders
    and staff. Central government should take initiatives in linking its international
    network with local wisdoms related to implementation of the urban reform
    agenda. It should focus especially on new initiatives such as addressing the
    issue of ‘good governance’, local economic development’ and ‘poverty
    alleviation’ in the cities, and the integration of the three elements.

-   Knowledge building will be strongly reflected in the assignment particularly in the
    task of the Consultant to implement the ‘capacity building’, and ‘training’ agenda
    to ULGs staff and executives, and in organizing seminars and workshops to
    discuss on the issue related to the urban reform agenda. We would particularly
    attach importance to knowledge transfer between the Consultant and its
    counterpart staff at both central and local governments, as part of our
    internalization agenda.

    3.4 Top Management Oriented

         The urban reform agenda we would be promoting will be ‘top
    management oriented’ in the following sense:

-   The Consultant will adopt the ‘integrated approach’ throughout the
    implementation of the urban reform agenda. We would like to see the
    integration of ‘the core reform agenda’ with the ‘other reform agenda’ in
    implementing the urban reform at both central and local level. The integration
    of ‘urban services’, ‘local economic development’ and ‘poverty alleviation’
    should be given special attention in the assignment. We are also calling for
    an integrated planning, programming, budgeting, financing and environmental
    management system in developing urban programs and projects as
    envisaged by the RPIJM concept of DGCK. We are particularly interested in
    how the ‘integrated household spending’ structure can be related and
    integrated with the ‘integrated municipal budget’ structure. The integrated
    approach will relate the ‘sectoral development’ of urban infrastructure and
    services with the ‘urban development’ approach in the urban setting. We
    adopt the integrated approach realizing that the ‘human approach’ can best
    be dealt with through the ‘urban community development’ concept in the
    provision of urban infrastructure and services.

-   Only those in the ‘top management’ and ‘managers’ dealing with the
    comprehensive approach of urban development such as the Mayor, Bupati and
    chiefs of the Bappeda or Sekwil are in the best position to overview the
    development of cities in an integrated manner. These top managers have a
    different position compared to managers of a more sectoral or
    compartmentalized function of local government such as public works,
    education, health services, social affairs, and specialized affairs department of
    local government. At this level, decisions of urban policies and strategies are
    made. Obviously, knowledge, analysis and deliberation of issues related to urban
    policies and strategies should best be deal with at this level, as it will serve as
    inputs to decision making process at the top managerial level of urban
    management.


                                                                                    13
-   When we deal with the urban reform agenda, both the ‘core reform’ and ‘other
    reform’, we need the touch of leadership, motivation, and commitment of the
    top urban managers and their chief of staff and line agencies. The top urban
    managers are those that can perceived the need for an ‘integrated approach’
    to urban development planning, programming and budgeting and can guide
    the formulation and implementation of urban development strategies and
    such concept as DGCK’s promoted RPIJM.

-   Recently, and driven by the democratization and decentralization process
    there is a need to ensure the smooth and harmonious relationship between
    the ‘executives’ and’ legislatives’ in public decision making. Hence, the
    legislators are very important stakeholders that should be involved and
    continuously consulted, and they should be well informed and committed to
    the urban reform agenda. Maintaining such good relationship will be an
    approach that will be adopted by the Consultant in performing its tasks.

    3.5 Sustainability

-   One of the biggest issues in any assignment like this is how to sustain the
    program in the long run. Sustainability is crucial since institution building efforts
    can only be achieved in the log run. Based on experience in other institution
    building program, lack of sustainability can be caused by factors beyond the
    control of the Consultant, and factors that the Consultant can control. The
    Consultant for this assignment is aware of the need to ensure the sustainability
    of the program by applying appropriate approaches in the implementation of the
    assignment.

-   The ‘internalization process’ is one that will ensure such long term
    sustainability for UIDP. The ‘long term vision’ of the program taking into
    consideration that USDRP is the first step of GOI’s long term goal as we
    described in our understanding on the objectives of the assignment, is
    another important factor in defining a gradual, stage by stage but sustained in
    the longer term agenda of UIDP. Another important aspect of implementing
    the assignment is the’ information system’ that will be generated during the
    execution of the assignment, that will provide the data base for future
    continuation of UIDP. We should further not undermine the skill and
    professional development being the result of a conscious and unconscious
    capacity building effort, as part of UIDP, both externally within the Client
    organization and the target local government, and internally within the
    members of the Consultant’s team, as well as the stakeholders that will be
    involved in UIDP implementation.

-   One aspect of UIDP sustainability is the application of an appropriate
    replicable system that can be expanded to all ULGs, and avoid a system that
    is only applicable during the period of the Consultant’s assignment.


    3.6 Networking

-   The Consultant is aware of many other assignments within DGCK, studies
    and technical assistance projects in other government Ministries funded by
    many international agencies, as well as in-house programs of these
    government agencies having similar objectives, or doing similar and
    complementary work with this UIDP assignment. We do not see these as


                                                                                      14
    negative competition or overlaps. On the other hand, we would make sure
    that we can synergize with all those efforts. We will make sure that we will
    share information, have regular consultation, and develop a productive
    network for the common interest of UIDP.

-   The Consultant will makes sure of similar networking being arranged at the
    local level, where Consultants will be working in assisting the ULGs with
    implementing the urban reform agenda.

-   UIDP will basically institutionalize a networking of DGCK with all its local
    partners throughout all the provinces and ULGs in Indonesia to sustain a long
    term urban reform agenda. The networks should be in the form of institutional
    network, personal network, agenda network, and information network that all
    together will be part of the UIDP agenda.

-   We will take note of a program being launched by DGCK since 2005 to
    institutionalize the RPIJM, which essentially will involve the building of
    network of capacity building, facilitation and technical assistance to ULGs in
    medium term planning, programming and budgeting of urban infrastructure in
    the public works/cipta karya sector. The Consultant will see and observe the
    development of DGCK RPIJM agenda and investigate how the UIDP network
    can best be built within the system of RPIJM network,

    3.7 Learning Lessons

-   The Consultant understands of various programs of capacity building and
    institutional development being carried out in the many occasions, on which
    UIDP has to learn lessons, not to repeat the mistakes, not to reinvent the
    wheels, and to make use of good lessons which many be applicable for
    UIDP. These lessons most relevant for UIDP to learn are among others, the
    establishment of URDI (Urban and Regional Development Institute), the
    IUIDP institutional development, the CBUIM project funded by the Asian
    Development Bank, SCBD in the Ministry of Home Affairs also with Asian
    Development Bank support, and in house lessons such as being
    implemented for spatial planning (the ‘planning unit’ concept, and PUSIDO
    (center of information and documentation for spatial planning).

-   We have to learn lesson such as, how all information generated by a project
    funded by international technical assistance, should not be kept by
    Consultants carrying out the assignments, but should be transferred to
    institutions that can make the best use for following works of those
    assignments. Another lesson we can quote is, how institution building project
    should build a sufficiently ‘critical mass’ to promote acceptance of an idea,
    and how the idea can breed within the target institution for its longer term
    growth. Other lesson include, appreciating the role of universities and high
    learning institutions or research centers as partners for outsourcing of
    professionals to fill in strategic post in public institutions. Still other lesson we
    should be aware of is the lack of sustainability of project entities as a means
    for capacity building and institutional development, such as the experience of
    CDS project a few years ago supported by the World Bank/City Alliance.




                                                                                      15
    3.8 Participatory Approach

-   Many dissemination (or ‘socialization’) agenda implemented by government
    Ministries are only confined to public civil servants participants. It seems not
    to be an easy process to depart from normal government practice and make
    those opportunities open to a mixture of stakeholders’ participation. We would
    adopt an approach in the implementation of the assignment to introduce
    gradual changes in the situation. We hope to promote more participation of
    the civic society in public deliberation on urban policies and strategies, and
    particularly on the urban reform agenda and in public decision making. The
    participatory approach adopted in implementing the assignment is expected
    to stimulate a multi dialogue among the participants during public deliberation
    rather than a monologue imposition of messages usually practiced in a
    ‘socialization’ agenda.

-   Introducing a wider stakeholder participations is expected to provide an
    opportunity to find the best mechanism of involving the private sector and
    communities in formulating urban policy and strategy, and to derive from it a
    medium and short term urban development plans, programs and budgets.
    Such planning, programming and budgeting system based on a locally
    defined policy and strategy is new, as current system is mainly confined to a
    bureaucratic combined with a legislative process. Involvement of wider
    stakeholders will also serve as an instrument to ensure that implementation of
    the urban reform agenda will satisfy the urban communities, and the impact
    and effectiveness of the agenda can be easily measured.

    3.9 Urban Leadership

-   UIDP should provide an opportunity for DGCK assisted by the Consultant to
    exercise a national ‘urban leadership’, currently lacking or at least ‘weak’.
    Central government should be able to utilize the meager resources of UIDP to
    increase its leadership role for urban development, through a combination of
    institutional, knowledge and information, professional resources, and network
    instrument, in the implementation of the assignment. UIDP. The Consultant is
    confident to assist DGCK through this assignment to lead ULGs, appreciating
    their local autonomy position, in managing their urban affairs in accordance
    with a national urban policy and strategy. The ‘urban leadership’ was once
    identified to be one strategic factor in promoting better urban development
    management. The right means to mobilize such urban leadership has so far
    not yet been found. We see UIDP as a good opportunity to implement the
    ‘urban leadership’ approach throughout the assignment.

    3.10 Innovation and Competition

-   We would encourage ULGs through the UIDP to be continuously innovative in
    implementing the urban reform agenda. This would continue efforts which
    previously was done under the IMP project supported by the World Bank, to
    give the ‘IMP Award’ to urban local governments for any outstanding
    innovations ULGs can demonstrate in their practice and ideas of urban
    management. Such an opportunity to win an award for recognized
    innovations and through a national competition system will be an incentive for
    ULGs to implement the urban reform agenda. UIDP itself will stimulate such
    innovation of ideas and practices at the local level by ULGs and also those
    elements of urban communities. The innovative approaches can take the
    form of local governments undertaking innovative policies and urban


                                                                                 16
    development, but it can also take and is desirable for ULGs to take the
    leadership to stimulate innovation among business, non-governmental, and
    community elements in the urban civil society

    4. Methodology in Carrying Out the Activities and Obtaining the
       Expected Outputs

    We have conceived the output of UIDP beyond the ‘technical outputs’ such as
    ‘business plan’, ‘strategic plan’, ‘briefing notes’, ‘periodical reports’, etc. UIDP
    will have produced meaningful outputs if at the end of the program one can
    clearly observe the program being carried out with enthusiasm and
    commitment, leadership and political support, and the program is well
    sustained and internalized within the Central and local government. We also
    expect UIDP program will sustain in an innovative and positively competitive
    manner, and that the program will have identified and mobilized resources for
    the succession of UIDP. To ensure the expected outputs can be achieved,
    the Consultant’s methodological approach will be based on the following
    principles.

    4.1 Focus on Professional Back-up Support to Urban Management at the
    Local Level.

-   We would like to focus UIDP on establishing an adequate professional back-
    up support to the urban management at the local level. This is crucial in view
    of the new system of directly electing Mayors and Bupatis or the Pilkada. The
    ‘pilkada’ provides stronger legitimacy to its urban managers to lead urban
    development in every city. The system however, can not guarantee the
    directly elected Mayor and Bupati will all have the professional background
    and capability to manage urban development. We should therefore make
    sure that the elected Mayor and Bupati will have the professional back-up
    support he needs to manage the development of his or her city in a
    technically, economically, financially, socially, politically and environmentally
    sound manner. We have to persuade Mayors and Bupatis to be interested
    and willing to commit to build such professional back-up for the city.

-   Learning from the experience of cities in China, where every city has
    established an institution called ‘Institute for Urban Planning and Design’ we
    are thinking in similar line to establish such an institution in the Indonesian
    cities. In China the institution is established by the Municipality, but once
    being created it can operate as a semi-governmental unit. It has the freedom
    to establish its own salary scale which is different from the normal
    government civil service. In such framework the institution is an ideal place
    for professionals to work, having an incentive of reward system that is not
    bound by government scale of remuneration, and yet working closely with the
    local government bureaucracy.

-   Our idea of implementing UIDP is to promote the establishment of local ‘vocal
    points of UIDP’ in every city. These ‘local UIDP centers’ will serve as the
    focus for implementation of the urban reform agenda. In institutionalizing
    these local UIDP units we would be working in cooperation with the Ministry
    of Home Affairs, and also with the Indonesian Association of Municipalities
    (APEKSI) and Indonesian Association of Kabupatens (APKASI). We will also
    approach the Indonesian Association of Local Parliaments or DPRD.




                                                                                     17
-   If fund is available we would like to invite one Chinese resource person from
    the Institute for Urban Planning and Design to tell Indonesian cities about the
    experience of China. Aside from the Institute, China is also a place where we
    can learn about the set up of professional associations for urban planning and
    development..

    4.2 Central Capacity Building

-   As we propose in the ‘Approach’ (see Knowledge Building) we propose UIDP
    as an instrument to assist DGCK to perform as a ‘knowledge center’ for the
    urban reform agenda. This will be a major shift in the role and function of a
    central institution like DGCK viz a viz the local government. Moving from an
    agency having performing the national role of ‘urban infrastructure
    development’ towards a ’local capacity building institution’ and facilitating the
    implementation of urban reform agenda will be a big challenge for the
    institution. But being the executing agency o USDRP and UIDP provide a
    good opportunity for DGCK to strengthen its own role and capacity to become
    the national vocal point for urban development in Indonesia. The Consultant
    is aware of this opportunity and will use UIDP as an instrument for central
    capacity building in implementing the national urban reform agenda.

-   The central capacity building will be conducted among other through the
    ‘internalization process’ (see Internalization in the Approach Section) where we
    perceive our tasks as having to implement hand in hand with the executing
    agency, and the Consultant role is to assist the government and not to do for the
    government. We will therefore ensure that DGCK will appoint professionally
    qualified and motivated team of counterpart staff, supported with a strong political
    will and commitment by the management. We have to discuss this issue with the
    management of DGCK at the beginning of the assignment.

-   One important issue in the central capacity building is the relationship between
    DGCK with other Central agencies dealing with urban development. The issue
    has been discussed among the agencies concerned for quite some time, but
    without agreement on how the Inter Ministerial Cooperation for Urban
    Development will be institutionalized. For the time being there exist a ‘core team
    for coordination of urban development’ functioning without any formal structure.
    We understand that for UIDP an Inter Ministerial Steering Committee (IMSC) will
    be formed to guide the direction and basic policy for UIDP. The Consultant plans
    to cooperate with the other Consultant to be assigned for the ‘National Urban
    Policy and Strategy’ to contribute to the resolution of the central coordination for
    urban development issue. This is strategic for UIDP as we perceive the central
    capacity to have one important feature of a unified approach at the central
    government level in addressing the urban development issues. This should be
    the basic objective of central capacity building and an essential part of the urban
    reform agenda at the central level.

    4.3 Strengthening the Role of the Province.

-   Our target for institutional development in the UIDP will be cities (Kota and
    Kabupaten). Looking into the future we have a target of more than 500 cities all
    over the country, so a basic methodology has to be found to implement UIDP in
    the most effective manner. The number of target cities and the spread of the cities
    in geographical location al over the 33 Provinces of Indonesia make it inefficient for
    the Central government to reach all those cities. Using a basic simple logic, UIDP
    has to be implemented using a hierarchical structure of delivery system, namely


                                                                                       18
    from Central government through the role of the Province to reach the Kota and
    Kabupaten.

-   Fortunately, DGCK as the executing agency of UIDP has already adopted the
    system in the implementation of facilitation to local governments for the
    RPIJM. In implementing RPIJM, DGCK has established a three tier ‘task
    force’ called the ‘Satgas RPIJM” at the Central, Provincial and
    Kota/Kabupaten level. The rationale is logical, although the operation is not
    very simple. But we believe it is in the right direction, and UIDP can be
    instrumental to strengthen the role of the Province in guiding urban
    development in each of the Province.

-   The role of the Province in urban development is still unclear. Although in
    previous ‘urban development projects’ or UDP supported by the World Bank,
    ADB and other lending agencies, several Provinces supported the urban
    projects by taking the burden of sub loan from the Central government to the
    Province and also by allocating the Provincial budget for the rupiah
    counterpart. This is the case for instance in the drainage component of urban
    development project in several cities. But even in those days of UDP, urban
    projects were mostly prepared and developed by the Central government,
    from the planning until the project execution stage. The dominance of Central
    government played down the role of the Province, plus the limitation of
    Provincial development budget which had to be distributed for urban and a
    major non-urban component of development in the Province. Looking ahead
    we see it as a great opportunity if the Province can be strengthened and
    given increased role in promoting the urban reform agenda within the
    framework of UIDP.

    4.4 Integrating UIDP with RPIJM and ‘Urban Policy and Strategy’

-   As we have indicated in the previous section, we propose to implement UIDP by
    strengthening the role of the Province and making use of the three tier institutional
    model of RPIJM. Even more we are thinking of integrating the implementation of
    he urban reform agenda with the RPIJM and ‘urban policy and strategy’
    development. The RPIJM concept requires all ULGs to define each city’s RPIJM
    (medium term program) for the public works / Cipta Karya infrastructure based on
    the ‘urban development strategy’ of the city. Currently we are aware that the
    RPIJM and the ‘urban policy and strategy’ have not been fully integrated yet.

-   We are of the opinion that it would be ideal if the institutional structure for
    implementation of RPIJM, the ‘urban policy and strategy’, and the UIDP urban
    reform agenda can be integrated as one solid program. Still we think we have
    to be cautious in integrating the three elements of urban development
    facilitation system. We will follow the development of the RPIJM, and make
    sure that the system will not be overburdened with inclusion of UIDP urban
    reform agenda. In the initial stage we will do the agenda in parallel and
    continuous cooperation with each other, but then later decide the proper
    timing for including UIDP in the system. The timing will depend on the
    absorption capacity of the Province, and may differ from Province to
    Province, and may have to be undertaken in stages and based on selection
    of the Provinces.

-   Scheme 3 illustrates the link of UIDP Management with the National Urban
    Development Policy and Strategy and RPIJM



                                                                                      19
Urban Development Management Framework
                                         20
    4.5 Use of Modern Information Technology

-   In our approach, we have explained the need for DGCK as the central vocal
    point of urban development to establish a solid network of institutional structure,
    people, agenda and information linking with cities through the Province. This
    would ideally be created by establishing an efficient data base and information
    shared by all the stakeholders of urban development. Current development of
    information and communication technology makes it possible for establishing
    such a system of network. We will start building such network in the
    implementation of UIDP, and in particular in monitoring the progress of ULGs
    urban reform agenda, and linking the system with RPIJM and the ‘urban policy
    and strategy’.

-   This means that we would like to strengthen the information system
    development component of UIDP, much stronger than envisaged in the TOR
    for this assignment. We assume funding to develop the information system
    can be found within or outside the UIDP Management assignment.

    4.6 Multidimensional Urban Development Agenda

-   Based on the traditional function of ‘public works’ DGCK had focused its program
    activities on the infrastructure sector, more specifically on human settlements
    infrastructure with priority in the urban infrastructure. Infrastructure development
    tends to be ‘supply driven’ leading to the need to progressive mobilization of
    financial resources, including a large amount of international lending. The sector
    has contributed to the large accumulated international debt aggravating the
    country’s economic and financial crisis in the post 1998 era. Based on the
    experience, when later DGCK was transferred into an ‘urban’ and more later to
    become an ‘urban and rural’ DG, new ideas were proposed to change the ‘supply
    driven’ towards a more ‘demand driven’ approach in urban infrastructure
    development. The new approach suggested DGCK in guiding urban development
    to look at the multidimensional problems of urban development beyond physical
    infrastructure. The reformed urban policy suggested DGCK to adopt the ‘urban
    approach’ to include local economic development as a strategic instrument for
    urban communities’ economic and financial empowerment. The new approach is
    expected to assure long term sustainability of urban infrastructure and services
    provision and development.

-   One impact of the new policy of the government was the direction given in the
    preparation of the USDRP project to accommodate an ‘open menu’ proposal of
    projects from ULGs. In the earlier stage of USDRP preparation, a wider range of
    sector, including health, education, agriculture, etc was proposed by ULGs who
    expressed interest in using the proceeds of USDRP loan. The initial enthusiasm
    was later overruled by the Decree 35 of the Ministry of Finance suggesting the use
    of international loan resources to favor direct cost recovery projects instead of
    social oriented projects. The financial policy was then translated to the
    understanding, that only those ULGs prepared to accept the resources from
    USDRP as a sub loan to the local government, will be included as the loan
    beneficiaries. Based on the revised policy, USDRP finally agreed to finance such
    projects as market development, terminal development, and solid waste
    management, all being urban infrastructure, but deviating from traditional public
    works/Cipta Karya sector.




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-   We have noted the ‘other reform agenda’ of USDRP and UIDP assignment
    include ‘local economic development’ and ‘poverty alleviation’. This particular
    aspect of the assignment is consistent with the multidimensional approach of
    urban development, and in the attainment of GOI’s long term goal of
    achieving ‘self reliant’ urban communities.

-   The TOR does not specify the task of Consultant to prepare TOR and assist in the
    recruitment of specific Consultant to assist the ULGs in implementing ‘the other
    reform agenda’ including LED and poverty alleviation. Our assumption is for the
    UIDP Management Consultant to undertake as a first step the upstream work for a
    national agenda of local economic development. We would implement the
    expected initial work, but recommend the Client to seek additional resources to
    recruit specific Consultant to provide assistance to participating ULGs on this
    particular aspect of LED ad poverty alleviation at the local level. This will ensure
    that we will implement an integrated urban reform agenda consisting of both ‘the
    core reform agenda’ and ‘the other reform agenda’, as strongly expressed in the
    TOR of UIDP Management assignment.

-   Scheme 4 provides a summary of USDRP Menu.




                                                                                     22
Concept of USDRP Menu
                        23
    4.7 Expansion of UIDP to Non-USDRP Cities

-   The TOR for this assignment specifies the expectation to implement the urban
    reform agenda in ‘at least 13 reform-oriented ULGs’ (assumed to be participating
    in the USDRP. The list of 13 cities is changing in the implementation of USDRP as
    several cities withdrew from the project or were cancelled out. Looking at the
    original list of cities participating in USDRP, substantial number of those cities is in
    the Sulawesi Island. Most of these participating cities were small or secondary
    cities. Since we are aiming at a wider range of cities and to cover cities in other
    Provinces in Indonesia we propose to include more cities representing the urban
    areas in Indonesia for the UIDP reform agenda. Although cities o USDRP will
    remain to be the target of UIDP but we will invite other cities outside the USDRP to
    be involved in the UIDP, and to commit to the urban reform agenda.

-   We hope Semarang and Yogyakarta will continue or rejoin with the USDRP cities,
    as both represent a case of large metropolitan cities in Java, the most urbanized
    island of Indonesia. In choosing cities outside USDRP we will consider how we
    can relate with the selection of cities for the RPIJM agenda of DGCK. Taking larger
    cities will have a different impact of UIDP, as urban reform may have a better
    impact to cities that have more complexity of problems. It will be more difficult and
    complex, but it may also be easier for cities that have higher degree of
    urbanization where the human resources have higher education and are used to
    work in an urban institutional set up compared to small cities.

-   The selection of cities for UIDP will be crucial for the expansion of the program and
    the reform agenda. If not too many cities will be selected because of resources
    constraint, at least we will invite participation of cities outside the USDRP cities in
    the UIDP capacity building, human resources development, including training
    agenda about the urban reform. This is the methodology we will adopt to expand
    the UIDP to cover wider geographical scope of Indonesia, which is one of the
    objective of UIDP institutionalization.

    4.8 UIDP2 in USDRP2

-   UIDP is conceived as ‘the first step’ in a long term agenda of urban reform. This
    means that subsequent steps for UIDP will be needed and the Consultant will
    propose the next program of UIDP. Since in the UIDP assignment, a task as been
    included in the TOR to assist in the preparation of USDRP2, it is logical for the
    Consultant to investigate and propose UIDP2 to be incorporated in the USDRP2
    program.

-   It is too early to predict the format of USDRP2, but our preliminary thought is
    inclined to address the multidimensional urban issues beyond infrastructure
    development. This will be consistent with the earlier thinking of making USDRP
    allowable for an ‘open menu’ proposal from ULGs. In such a format, it would be
    possible to include wider spectrum of urban development agenda, including efforts
    to promote local economic development and poverty alleviation. The precedence
    for such inclusion can already be traced, if we look at the ‘urban poverty project’ or
    UPP supported by the World Bank and implemented by DGCK. We are therefore
    aware that preparation of USDRP2 will also require the Consultant to take a closer
    look at other urban related project such as UPP, including its institutional structure
    within the executing agency, and how it could interrelate or being integrated into
    future USDRPs.



                                                                                         24
-   Looking back at DGCK’s agenda in the past, there were times when DGCK
    entered into cooperation with ‘social oriented’ agencies such as UNICEF, in which
    the ‘social aspects’ of urban development were addressed by integrating the social
    development sectors, including health, education, youth and women development,
    and perhaps in the near future also crime, social disintegration, and other social
    disharmony in the Indonesian cities. We are interested to explore these issues also
    in the UIDP assignment.

    4.9 Breeding the UIDP Culture

-   Beside DGCK’s RPIJM the UIDP should become a new culture of tasks for all
    public works/Cipta Karya human resources from the Central through the Province
    to the Kota and Kabupaten. When the RPIJM was first launched in 2005, the
    program failed to take off because of lack of internal involvement within DGCK.
    Learning from its past mistake, DGCK starting this year has ‘breed the culture of
    RPIJM’ with a very effective internalization process. Recently the DG issued
    instruction for the establishment of a three tier task force group or the Satgas
    RPIJM at the Central DGCK, Provincial and Kota/Kabupaten level. Not stopping at
    creating task forces for RPIJM, DGCK has issued instructions to all its central
    project managers in the Province, and all city coordinators and management
    consultants in the Province to provide an active assistance to Provincial and local
    governments for RPIJM. These actions have proven the strong commitment and
    the political back up it provides for the institutionalization of RPIJM. Only recently
    three regional workshops for socialization of the RPIJM have been convened in
    Medan, Semarang and Denpasar for the Western, Central and Eastern region of
    Provincial and Kota/Kabupaten public works/Cipta Karya entities. The above
    actions of DGCK illustrates how the agency is working had to breed the culture of
    RPIJM within its own institution and its counterparts in the Province and
    Kota/Kabupaten. We are confident that in the not too distant future, when we ask
    about RPIJM in all Provinces and Kota/Kabupaten we will observe that everybody
    has been informed and has an understanding about RPIJM. This is a repetition of
    DGCK former achievement in institutionalizing and breeding the culture of IUIDP.

-   We are confident that UIDP deserves similar ‘breeding of culture’ by DGCK and
    the central government to make it work and to gain acceptance and commitments
    from ULGS. We support the approach taken for RPIJM and support positively the
    actions taken by DGCK. Much needs to be done to improve the quality of
    socialization, but we applaud DGCK for taking the right action. As we emphasized
    in the previous section, our methodology of integrating UIDP with RPIJM and the
    ‘urban policy and strategy’ institutionalization and breeding the culture of these in
    an integrated way is consistent and right.

    4.10    Preserving the Continuum and Sustainability

-   UIDP should not be perceived as an entirely new and isolated agenda. If broken
    down in activities, partially the activities have many predecessors. Take for
    instance the ‘capacity building’ and ‘institutional development’ components we can
    trace a previous similar activity undertaken by the CBUIM (Capacity Building for
    Urban Infrastructure Management) project supported by the Asian Development
    Bank. The former ‘urban development projects’ or UDPS always included as part
    of the project two action plans, namely ‘the LIDAP (Local Institutional Development
    Action Plan)’ and ‘the RIAP (Revenue Improvement Action Plan)’. Although its
    predecessors differ from UIDP but it contained experiences and practices very
    much similar to the ones in UIDP. Another example is in the procurement reform,
    where in the past the Ministry of Public Works applied the R1 and R2 (confidential)


                                                                                       25
    forms to prevent corruptive practices by asking all firms winning a contract award
    to fill a statement regarding possible ‘kickbacks’ and ‘commissions’ demanded by
    the bureaucracy.

-   If we follow closely the evolution of urban development management from the past
    until the present, and looking into the future we will see the continuum in approaches
    and efforts. Moving from ‘sectoral and centralized’ towards ‘integrated and
    decentralized’ approach, from ‘top down’ towards ‘more democratic and bottom up
    approach’, from ‘urban infrastructure’ towards a more holistic ‘multidimensional
    urban development’ approach, from IUIDP (integrated urban infrastructure
    development program) towards RPIJM and perhaps later to IUDP (without
    infrastructure) approach, and from ‘one reform’ towards the ‘another reform’.
    Preserving the continuum will ensure that we will not loose or forget good lessons
    and successes as well as mistakes and failures in the past, and to build on those
    lessons learned for UIDP

-   UIDP Management Sustainability can be summarized to have the following
    components: (1) The Preparation o Future UIDP Agenda, (2) The Shift from UIDP
    as a Program towards UIDF as a Facility, (3) Implementation of UIDP Reform
    Agenda Nationwide, (4) The Establishment of UIDP Information System and Data
    Base, and (5) The Establishment of Monitoring and Evaluation System to monitor
    and evaluate institutional, personnel, information and agenda performances.

-   This component of UIDP Management sustainability is presented in Scheme
    5.




                                                                                       26
Component of UIDP Sustainability

                                   27
    5. Degree of Detail of Outputs

    As we envisaged in our Methodology, we look at the substantial outputs of UIDP
    as the real improvements being achieved in the implementation of the urban
    reform agenda, such as a sustained and internalized program, enthusiasm and
    commitment as well as political support and leadership, improved system of
    management practices, and others While if the proposal is requested to comment
    on the degree of detail of outputs it refers to more ‘technical outputs’ of UIDP such
    as ‘ the business plan’, ‘the strategic plan’ etc as indicated in the TOR for the
    assignment. We would like to assure the Client that we will produce the ‘technical
    outputs’ in sufficient detail to describe the substantial outputs of the assignment as
    we have elaborated in our Methodology.

    6. The Anticipated Problems and Its Importance

    Any reform agenda implies change, and often big changes. Therefore, reform
    agenda will have to face resistances from those who are negatively affected
    by the change. To introduce reform in an institution would require an
    institution having the proper mandate, the drive and the strength of bringing
    the change. The issue becomes more difficult in the political setting of
    administrative decentralization as we are facing in Indonesia. UIDP is
    anticipating to face a number of critical problems such as the following:

    6.1 Mandate of DGCK in Guiding Urban Development.

-   DGCK has been recognized to perform as a leading agency in urban
    development in the past three decades. It has the role of providing financial
    and technical assistance and to guide local governments in the provision of
    basic urban services such as clean water, waste water disposal, urban
    drainage, solid waste disposal, housing and building, and a wide range of
    other human settlements infrastructure and services. It performance in
    leading urban development was enhanced through the ‘integrated urban
    infrastructure development program’ approach bringing large amount of
    investment in the urban sector from many international lending agencies to all
    cities throughout the country. DGCK has a traditional intimate working
    relationship with other urban related agencies such as Bappenas, Ministry of
    Home Affairs and Ministry of Finance through a solid inter Ministerial
    teamwork in preparing, reviewing, deciding, and negotiating urban
    development loan projects for cities. In the nineties the Inter- Ministerial
    coordination was institutionalized with the establishment of TKPP
    (Coordination Team for Urban Development). The Inter-Ministerial teamwork
    inclines to weaken in recent years.

-   There was a period during the structure of the Ministry of Public Works
    became the Ministry of Settlements and Regional Development/Infrastructure,
    and DGCK became the DG for ‘urban and rural) development’ when the
    urban mandate of the agency was reinforced in the organizational structure.
    The advantage position of the urban mandate was later weakened when
    DGCK was returned to its original structure to become a ‘sectorally oriented’
    agency. Although weakening in its mandate, we observe the positive sign of
    DGCK’s commitment to lead urban development. This is among others
    reflected by (1) Issuance of the Ministry of Public Works Regulation on the
    ‘Establishment of National Urban Policy and Strategy, (2) Launching the
    RPIJM agenda nation-wide, basically reestablishing the; integrated urban


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        infrastructure development program’ for all Kota and Kabupaten as an
        instrument to guide urban development in the cities, and (3) The
        implementation of the USDRP project and particularly this assignment of
        UIDP Management.

    -   Although we do not have doubts in DGCK mandate and commitment to urban
        development, we are hoping DGCK as the executing agency of UIDP will
        provide a stronger leadership in implementing the urban reform agenda. This
        leadership’s role will have to be articulated in the following ways: (1)
        Recognition and cohesive action by all the DG in the Ministry, to support
        DGCK position in urban development; this implies the commitment of the
        Minister himself to lead urban development, (2) Recognition of and sharing
        the responsibility of other urban related agencies at the central government
        with DGCK to guide urban development and particularly in implementing the
        urban reform agenda, and (3) Recognition of ULGs in the role of DGCK to
        guide urban development, (4) The function of urban development be well
        institutionalized in the organizational structure of DGCK, by among others
        clarifying the line agency within DGCK having the responsibility of urban
        development, and (5) The commitment of DGCK to sustain implementation of
        RPIJM, the urban policy and strategy, and the UIDP urban reform agenda
        with the same enthusiasm and imposition power as it has been proven in the
        later half of 2007.

        6.2 Staffing Constraint.

-       We are aware that our expectation cannot be realistic in view of the current
        staff position in the government, and particularly UIDP will face the following
        constraint of staffing o counterpart the agenda: (1) There is generally a
        serious weakening trend of staff within DGCK caused by a backlog of
        recruitment and training of professional staff during the past decade of reform
        era, (2) Because of the staff shortage and insufficiency of recruitment, the
        current available staff are heavily overloaded, and it would be unrealistic to
        expect to add more burden to their assignment, (3) DGCK staff are working in
        a predominantly ‘technical’ or ‘engineering’ environment, and which is
        different from ‘capacity building’ and ‘institutional development’ requiring
        interest and focus on human resources development and the use of ‘social
        engineering’, including local economic development and poverty alleviation.
        Although DGCK in the past had the experience of managing and
        implementing ‘social oriented development planning’ this portion of the work
        was a minor portion in the overall agenda of the institution. We fully
        understand the implication of implementing UIDP to the burden to DGCK
        staff, as the agenda will need special group of professional staff assigned to
        the UIDP work.

        6.3 Access to Local Governments

    -   Recent decentralization laws increased awareness of local governments to
        assume responsibility of local autonomous functions assigned to them by the
        laws. Decentralization has also changed the relationship of central and
        provincial with local governments. In a centralized system it is easier for
        Central government to impose certain rules and policy to the local
        governments. It should be noted that as regulated by the laws, the Province
        has parallel status with Kota and Kabupaten in its position as local
        governments, although it still has the function of representing or serving as an
        administrative arm of the Central government. The Provincial position is


                                                                                     29
    therefore constrained in over viewing and guiding the Kota and Kabupaten
    local governments. The changing relationship between the Central, Province
    and the Kota and Kabupaten is expected to be an obstacle for central agency
    like DGCK to impose on an agenda such the urban reform agenda.

-   Before decentralization laws, Central government could have better access to
    local governments through their ‘centralized authority’ and through their
    ‘funding power’. With the changing system of channeling funds from Central
    government to local governments through the DAU and DAK, more and more
    funds are allocated to local governments as a ’block grant’, this would allow
    local governments to have the freedom to decide on the use of the grants.
    Another conventional channel of Central grants is through the allocation of
    Central budget through the ‘sectoral Ministry’. Central Ministry can therefore
    use its sectorally allocated budget as a ‘funding power’ to impose o certain
    policy or rules to local governments.

-   In this case of UIDP, DGCK can still use its ‘funding power’, by using the
    Central budget allocated to the Ministry, which in the past two years are still
    significantly large; and secondly using the USDRP loan funds which requires
    receiving local governments to commit to implement the urban ‘core reform
    agenda’. There is still doubt however, whether these advantages will sustain
    in the long run, and if not what alternative instrument can be used by Central
    government to exercise stronger influence to local governments in shaping
    their policy in line with the national policy and strategy. The Consultant has
    proposed in our approach to develop another aspect of Central government
    power, namely its ‘knowledge power’ about which we have elaborated in
    previous sections.

    6.4 Potential Overlap with Other USDRP Consultants

    We understand that because of late recruitment of the UIDP Consultant CPMU
    has requested its Management Consultant to undertake a ‘bridging assignment for
    UIDP Management’. This Consultant will certainly take over the tasks of the
    bridging consultant. The bridging consultant for UIDP has already prepared the
    TOR for the consultants to assist the ULGs in implementing the core reform
    agenda. Some confusion still needs to be clarified during implementation of the
    urban reform agenda. We are given the terms of reference that included the
    monitoring, supervision and evaluation of the core reform agenda, including the
    work of the consultants to ULGs. Seen from the viewpoint of UIDP as part of the
    USDRP ‘project’, and therefore the Management Consultant to CPMU will also
    undertake similar supervision to these consultants to ULGs. There is a potential
    overlap on this support to implementation task (Task B) that needs to be discussed
    with and clarified by the client.

    7. Technical Approach to Address the Problems

    The problems we have described in the previous section are not technical ones,
    and cannot be approached by technical means. We would rather look at those
    problems as ‘constraints’ to be considered in the implementation of UIDP
    assignment. The constraints relate to a high level political issue that lies beyond
    the mandate of neither the Consultant nor DGCK as the executing agency to
    resolve. Based on experience, the following might help in dealing with those issues
    we will also try if it can work in UIDP:




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-   Looking at a possible cooperation with the Ministry of Home Affairs (MOHA). The
    reform for decentralization has changed the role of MOHA, making the agency
    very much less powerful compared to before the reform took place. But still the
    culture of the agency’s influence to local governments and for local government to
    wait for MOHA instruction before acting on certain policy have not changed. In
    implementing the urban reform agenda, DGCK can approach MOHA to get the
    agency’s cooperation to use its influence to ensure the cooperation of local
    governments to the agenda. Technical agency such as DGCK however is usually
    very cautious in soliciting such cooperation from MOHA to avoid the agenda being
    pulled to other directions beyond the control of the executing agency of UIDP.

-   One other possible means is for DGCK as the executing agency to act on its own
    initiative and as a central government authority to instruct local governments to
    follow the urban reform agenda. Departing from past practice when a technical
    agency will rely on instruction from MOHA to impose on certain policy to local
    governments, recently DGCK has taken steps on its own and directly to urge local
    governments to comply with certain policy and action. This has been followed by
    DGCK when instructing local governments to prepare RPIJM as a requirement for
    getting budgetary support from central government in development on urban
    public works/Cipta Karya infrastructure and services. DGCK has also appealed to
    the Governor of all the Province of Indonesia to support the RPIJM by establishing
    the RPIJM Provincial task force, and for the Province to urge local governments, in
    this case Kota and Kabupaten to form compatible RPJM ask forces. This sole
    action of DGCK as a technical agency towards local governments will have to be
    observed whether it works and can effectively move local governments to follow
    the agency’s instructions.

-   There is a need for DGCK to confirm its commitment to deal with the urban reform
    agenda by clarifying its internal institutional arrangement in dealing with the urban
    sector. As the agency is currently organized based on ‘sectoral infrastructure’
    focus, it should decide on where the task and role of urban development will be
    placed in the institution. In the absence of an ‘urban Directorate’ it might be a
    logical reason to appoint Directorate Bina Program of DGCK to manage the urban
    agenda such as USDRP, especially for the tasks of planning, programming,
    budgeting, and integrated project management including UIDP Management.
    Another option, and this seems to be the initial thinking during the early step of
    DGCK organization development, is to assign ‘urban development’ to the ‘Human
    Settlements Development Directorate’ or Bangkim. The choice between the two
    options need to be clarified by the management of DGCK as the urban program
    will be expanding including implementation of the urban reform agenda carried by
    the UIDP agenda.

-   The issue of staffing is a more difficult one, not only for the central DGCK but also
    it’s Provincial and local governments counterpart. The need for qualified and
    motivated staff to implement a nationwide urban development agenda is
    significantly a huge agenda deserving a special attention and special manpower
    development agenda. UIDP should investigate the most appropriate design of an
    urban manpower development agenda, and learn from failure and unsustainable
    manpower development project such as the CBUIM, MDP of the Ministry of Public
    Works, and others.

-   The issue of potential overlap between UIDP Management and CPMU
    Consultants is not too much a problem, and we are convinced it can be resolved
    easily by consultation with the client and USDRP CPMU and with the goodwill and
    understanding of every party.


                                                                                      31
    8. Compatibility of Methodologies With Proposed Approach

        The relationship between the ‘methodology’ and ‘approach’ proposed for UIDP
        is a complex one, much more complex than what can be described in this
        section. There is an intricate relationship between one approach and the other
        approaches, and between one or group of approach (singly and together) with
        the methodology. The following highlight the important relationships.

-   One approach that ties together the methodologies is the ‘sustainability’. If we
    would like UIDP sustainable, then we have to address the agenda of reform at the
    local. Province and Central level (point 4.1, 4.2, 4.3).

-   The adopted methodology of Integrating UIDP with RPIJM, Multidimensional
    Urban Agenda, and UIDP2 in USDRP2 (see point 4.4, 4.6 and 4.8) are interrelated
    to ensure the sustainability of UIDP. This is true if the ‘other reform agenda’
    containing local economic development and poverty reduction, and delivery of
    urban services will be accommodated in future UIDP, beyond the current focus of
    urban infrastructure development, or confined to the public works/Cipta Karya
    sector of services. We have explained this elaborately in the section on approach
    and methodology. Integrating the multisectoral urban development relates with two
    key approach of ‘top management oriented’ urban management, and expectation
    of a stronger ‘urban leadership’ (3.4 and 3.9).

-   The use of modern IT (see 4.5) is an essential tool for sustaining UIDP by setting
    up the data base of both the ‘core reform agenda’ and the ‘other reform agenda’
    envisaged in UIDP. Breeding the culture and preserving the continuum (see 4.9
    and 4.10), is another strategic element in sustaining UIDP as we experienced in
    our earlier experiences in institutionalizing IUIDP, the RPIJM, and other DGCK
    promoted initiatives.

-   On the ‘approach’ side we emphasized the linkage between ‘sustainability’ with
    three other approaches, namely internalization, networking and the urban
    leadership (see 3.2, 3.6 and 3.9), as the three elements of approaches contain
    links between individual and institutional roles and personal relationships in
    ensuring sustainability of UIDP in the post project period.

-   The ‘human factor’ we proposed under the ‘human approach’ is consistent with
    other approaches putting the human element n the forefront of the approach such
    as in the internalization process, knowledge building, networking, participatory
    approach, urban leadership, and innovation and competition (see 3.1, 3.2, 3.3,3.6,
    3.8, 3.9 and 3.10)

-   The approach and methodology for UIDP will be adopted in bringing the ‘’technical
    output’ of the project towards the achievement of the functional outputs of UDIP
    being the ‘sustained UIDP agenda in operation’,’ the internalization and
    institutionalization of UIDP well established, ‘the network and information system to
    support UIDP created’, ‘the political leadership, will, commitment, and support
    assured’, and ‘UIDP is well accepted and culturally bred’. Ultimately it will achieve
    GOI’s long term objective of building ‘self reliant urban communities’.

    Scheme 6 illustrates the highlight of these linkages, among the approaches,
    and between the approach and methodology in the execution of UIDP as we
    propose.



                                                                                      32
Linkage of approach, methodology and outputs



                                               33
B. Work Plan.

   l. Phasing, Activities, Content and Duration

   Following the logic of sequence and consistent with the approach and
   methodology adopted in executing the assignment, we have divided the
   whole activities of the assignment in four phases, as the following:

   Phase I: Establishment of the Team (immediate after mobilization until end of
   2nd month or 2 months duration)

   In this period the team of UIDP Management has to be firmly and well
   established in the physical environment setting, as well as the strategic
   environmental setting. We have to acquaint ourselves with the whole network
   with whom we will be working, interconnected, and associated and to make
   ourselves known to the environment.

   Phase II: Conceptualization of the Agenda and its Institutionalization (from the
   3rd until the end of 8th month after mobilization or 6 months duration)

   This is the crucial period of exploiting the whole knowledge and experience of
   all members of the team to get a clear idea about both the UIDP Agenda and
   how it is going to be institutionalized to secure its sustainability. It will be a
   period of reading and going through the documents, and meetings with our
   stakeholders and network institution will be essential to obtain first hand input
   about what has been done so far in the subject. We should be sure not to
   overdo and redo the work that has been explored by others, but we should
   build from there on.

   Phase III: Implementation of UIDP (from the 9th until the end of 26th month or
   17 months duration).

   In this phase the ‘implementation of the UIDP Agenda’ will be conducted in
   the selected cities of USDRP. As we suggested in the Methodology we will
   have to go through three tiers of implementing the UIDP Agenda, from the
   Central to the Province and through the Province we will reach out to the pilot
   cities. This will involve a capacity building at the Central level to establish a
   ‘knowledge center’ at this level, getting agreement and approval from the
   Province to serve as agent of facilitation, providing technical assistance, and
   monitoring and evaluation of the progress of UIDP Agenda as t will be
   implemented at the city (Kota and Kabupaten) level. We understand the
   implementation of the UIDP Reform Agenda at the local level will be assigned
   to special Consultants that will be working with each of the ULGs to
   implement the agenda. The selection of cities will be a crucial point in this
   phase as we have to decide whether we should stick ourselves to USDRP
   cities, and if so whether we should take all USDRP cities or select priorities
   among them, or whether we will select Province and cities outside USDRP for
   the purpose of expanding and sustaining UIDP in the future. This will also the
   be the phase for investigating the need and if so the feasibility of transferring
   UIDP into an established institution or facility or UIDF. We will also take up
   one strategic point in this phase assigned in the terms of reference, namely
   the selection and identification of criteria for eligibility for the next USDRP or
   USDRP2. Learning from the experience of implementing the UIDP Agenda in



                                                                                  34
this phase will guide us to the direction and format of future UIDP Agenda
after this UIDP Management project will be completed.

Phase IV: Sustaining UIDP (from the 27th until the end of 30th month or 3
months duration at the end f the Project).

As we reiterated throughout our approach and methodology, ‘sustainability’ will
be the key feature of the UIDP Agenda. Therefore, before closing, we have to
devote the last phase of the assignment to make sure that the UIDP Agenda
will sustain after this assignment will be completed. This would mean that we
have to concentrate our mind to define clearly what will be the next steps for
UIDP, if it will be replicated in similar or different fashion in other Provinces and
places within a nation-wide agenda. We have to assist the Client to decide
whether the UIDF should be set up and the concrete steps to establish the
facility, and we have to deal with the whole institutionalization and
internalization aspects of UIDP.

The activities in each Phase and the content of each activity are described as
the following:

Phase I Establishment of the Team:

1. Physical Establishment: The RFP suggested that an office space be
   rented to accommodate the team, located close to the Ministry of Public
   Works. This would be ideal, although the funds may not allow for renting
   an office close to the Ministry, as the Ministry is located in one of the
   most expensive prime location of the city. From past experience the
   Ministry has some buildings used to accommodate Consultants working
   on assignment by the Ministry. If the Ministry may have some space
   vacant, it would be the best place for the UIDP Management team to
   locate in one of the Ministry’s building. This has to be negotiated with the
   client.

2. Work strategy and tasks division: The team must define its work strategy
   and tasks division as a condition for the team to work harmoniously as a
   team. The work strategy and tasks division will be designed by the Team
   Leader, but has to be discussed with and agreed upon by the team
   members. Once agreed the work strategy and tasks division will guide
   each member of the team in performing each of their individual task and
   in interacting as a team. In preparing this proposal we learn the lesson of
   the difficulty to produce an integrated and consistent concept from team
   members coming from many different backgrounds. The work strategy
   and clear tasks division is meant to overcome such difficulty.

3. Establishment of counterpart team, IMSC and Stakeholder Forum: This
   activity is very strategic for the internalization and institutionalization of
   UIDP Agenda, and will be a tough part of activities in this Phase. We are
   aware of the shortage of staff in the Ministry, and it would be not easy to
   obtain a deal of getting adequate number of the agency’s best staff
   devoting sufficient time for UIDP Management. Forming the IMSC is
   another difficult task, as based on experience it is not easy to nominate
   the most suitable staff representing each of the agency member of IMSC.
   It usually takes some time and we have to be patient to get a decision of
   the government regarding the composition of the IMSC and to have the
   legality of forming the committee signed timely. We have proposed to


                                                                                  35
     form a Stakeholders Forum for two reasons : one, it is a condition for
     implementing a participatory UIDP Agenda, and secondly, based on past
     experience Steering committees do not function effectively due to the
     heavy load of work of its members who are fr the most part high ranking
     officials.

4. Networking: We are aware of a situation where UIDP Management will be
   operating in an environment with many studies and analysis ongoing or
   completed, on similar or related subjects to UIDP Agenda. We have to
   acquaint ourselves with those similar and related activities either in house
   or by consultants within he USDRP, DGCK, agencies outside the Ministry
   and DGCK, and ones driven by technical assistance projects from many
   international agencies.

5. Introducing UIDP Management: While we are learning from what others
   are doing, we also need to introduce ourselves and to make our activities
   in the UIDP Management known by our stakeholders and network
   agencies.

Phase II A: Conceptualization of UIDP Agenda

USDRP has outlined two basic urban reform agenda, one is the ‘core reform
agenda’ and secondly, ‘the other reform agenda’ (we prefer to refer to the
second agenda as the ‘strategic reform agenda’). Both urban reform agenda
are well explained and defined in the terms of reference, and the
accompanying documents attached to the terms of reference. For the
purpose of implementing both reform agenda, both needs to be formulated as
a ‘program’ or ‘project’ to be implemented under the guidance of this UIDP
Management assignment. Hence, the UIDP Project Manual will elaborate to
operation of the UIDP Urban Reform Program in more detail. During the
conceptualization phase, we will firm up the ‘design of the program’, we will
‘analyze all key data’ and ‘define all the upstream tasks to be performed’. In
this phase we will further conceptualize the UIDP Urban Reform Agenda by:

1.   Appreciating existing concepts which have been developed by others,
     including the ones by MTIS of CPMU of the USDRP, and as elaborated in
     the attached documents of the terms of reference. We observe that more
     materials are available on the ‘core reform agenda’, while not much have
     been developed as the ‘other (strategic) reform agenda such as local
     economic development and poverty alleviation, delivery of urban
     services, and others. Because of this gap, we will in this assignment
     undertake more works to define the ‘other (strategic0 reform agenda’ so
     as to balance between the two main urban reform agenda.

2.   Generating the team concept: we may agree and use existing concepts
     but the team members will deliberate to clarify and elaborate those
     concepts, and also to generate our own concepts. We will conceptualize
     based on the team deliberation regarding the two main reform agenda of
     UIDP to guide implementation of the agenda in the pilot cities in the third
     phase of the assignment.

3.   Conducting policy dialogues and prepare briefing notes: at this stage it
     would be desirable to conduct policy dialogues to interact with our
     stakeholders to test the concepts and ideas we have developed through



                                                                             36
     our internal discussions. The first workshop of UIDP will be an ideal
     forum to implement the policy dialogues.

4.   Information sharing: Gathering inputs from our stakeholders: we will
     organize and systematize the inputs from our stakeholders to consolidate
     our thoughts about both the ‘core reform’ and ‘strategic reform’ agenda.

Phase II B: Institutionalization of UIDP.

The terms of reference for the assignment requires the Consultant to produce
a ‘strategic plan’, a ‘business plan’, a ‘detail financing plan’, ‘TOR for
consultants to assist ULGs of the pilot cities’, and to investigate the
development of UIDP(program) to be established as an UIDF (facility). We
conceive the ‘strategic plan’ and the ‘detail financing plan’ can be part of the
‘business plan’ forming an integrated concept. The ‘business plan’ can be
formulated once we conceive and are convinced UIDP can be operated as
‘business’. The institutionalization phase covers most of Part A and part of
Part C of the assignment as envisaged in the terms of reference. To produce
the requested outputs, in this phase we will concentrate on the following
activities:

1.   Formulate the ‘detail action plan’ for UIDP: defining the responsibilities,
     timing, resource requirement and performance indicators for
     implementing the UIDP reform agenda. The detail action plan for UIDP
     will contain those actions that will be stipulated in the UIDP Project
     Manual.

2.   Undertake needs assessment of ULGs for UIDP services: This activity
     will be the first step towards implementation of UIDP reform agenda in
     the pilot cities, and will be considered in defining the UIDP agenda to be
     elaborated in the ‘strategic plan’ and ‘business plan’

3.   Selection of UIDP cities: As we indicated in the earlier part of this
     proposal, the selection of cities can include all or only part of the USDRP
     cities, and can include cities outside the USDRP considering their
     potentials to be included in the next batches of USDRP and for future
     expansion of the UIDP agenda nation-wide.

4.   Allocation of TA grants and consultant resources to ULGs: the activity will
     include writing the terms of reference for the consultants, and it should be
     kept in mind that the consultant services will cover both the ‘core reform’
     as well as the ‘other (strategic) reform’ agenda.

5.   Institutional development and capacity building: an activity most essential
     to support implementation of UIDP agenda, and therefore its strategy and
     plan will be formulated in greater depth.

6.   Recommending UIDP and after, including direction for the next USDRP
     or USDRP2: This activity is an advance thought on how UIDP Agenda
     will be sustained after the UIDP Management project will be terminated,
     to be considered further in Phase IV. In this activity the criteria and
     direction of USDRP2 will be explored including the link between UIDP
     and USDRP.




                                                                              37
7.   Designing the Information System support for UIDP; the system will be
     established in the implementation phase of UIDP in Phase III, and will be
     maintained in the period after this assignment will be completed as an
     essential element of sustainability of UIDP

Based on the results of the above activities in this phase, the expected major
outputs of UIDP as outlined at the beginning of explanation of Phase II
activities will be written and finalized in this phase.


Phase III: Implementation of UIDP

An UIDP Project Manual will guide the implementation of UIDP Reform
Agenda in the selected cities. These cities will serve as pilot for
implementation of the reform agenda. As explained in our methodology we
will implement the UIDP Agenda through three tiers of institutional
development and capacity building activities. First, the activities will be
focused on the central government, in this case DGCK as the executing
agency, to function as a ‘knowledge center’ in guiding the implementation of
UIDP. Secondly, we will emphasize the role of the Province as the vocal
technical assistance and monitoring evaluation center, to extend the
implementation of UIDP to the local or Kota and Kabupaten level. Both urban
reform agenda, the ‘core reform’ and ‘other (strategic) reform’ agenda will be
implemented at the Kota and Kabupaten level. As envisaged in the terms of
reference, the assignment will focus on providing the ‘implementation support
and project monitoring’ which include quality management, supervision,
monitoring and evaluation of the outputs. It will measure the implementation
of UIDP in terms of its effectiveness, appropriateness, sustainability and
consistency with the program design. The assignment will involve monitoring
the work of consultants assigned to assist the ULGS in the implementation of
the urban reform agenda. The implementation support and project monitoring
to be performed under the assignment will consist of the following main
activities :

1. Formulating key performance indicators to measure achievement of the
   agenda implementation: As a matter of principle we will monitor the result
   and output of the work from the feedback of the urban citizens and
   communities rather than merely bureaucratic outputs such as issuance of
   decrees, formation of committees, etc.

2. Regular field supervision to the pilot cities and back to office reports after
   the supervision.

3. Developing concept and action plan for field monitoring and evaluation.

4. Identify problems, obstacles and propose possible solutions.

5. Consolidate and harmonize the reform strategies.

     During this period, we will monitor how UIDP can best be institutionalized
     ad internalized locally by looking at :

     a. The local leadership, commitment, will and support given o the
        agenda.



                                                                              38
   b. Local institutional development and capacity building agenda that is
      demand and locally driven rather than based on standardized
      prescription.
   c. Information system developed and established locally in support of
      UIDP.


Phase IV: Sustaining UIDP

The last phase of UIDP Management will be devoted to assure the
implementation of UIDP will sustain after the assignment will be terminated.
The activities in this phase are grouped into two categories as the following :


A. The institutional sustainability

1. Confirmation of the Executing Agency role for future UIDP: As we
   indicated in the earlier paragraph of this proposal, the role, mandate and
   capacity of DGCK and the Ministry of Public Works to guide the nation’s
   urban development need to be clarified and affirmed. We recognized the
   agency’s track record in managing urban infrastructure development and
   the broader scope of urban development. The need for reaffirmation of
   the agency’s function does not only depend on external recognition but
   most importantly requires a political decision regarding the agency’s
   attitude from within the organization. It will depend for a major part on the
   position of the management of the agency.

2. Establishment of UIDF: The terms of reference for this assignment
   assumes or at least inclines to suggest that to sustain UIDP the
   government will need to establish a facility for the purpose. The entire
   aspects of institutionalizing UIDF will be thoroughly investigated by the
   Consultant during Phase II, and whatever the recommendation will come
   up from the analysis it will have to be discussed and decided by the client
   in close cooperation with the UIDP Management Consultant.

3. Institutional network from central-provincial and local network for UIDP
   Reform Agenda established and in operation: This will be the result of
   implementing UIDP in the pilot cities, and extrapolation of the project to
   other Provinces and cities (Kota and Kabupaten )reinforced through the
   conduct of national dissemination workshop as exemplified by the RPIJM
   facilitation and institutionalization.


B. Program Sustainability.

1. Implementation of Nationwide UIDP Reform Agenda: Learning from the
   experience of RPIJM, once the UIDP Project Manual will have been
   tested during its application in the implementation of UIDP in Phase III,
   the project manual can serve similar purpose as the ‘Buku Panduan’
   RPIJM. It should jump on institutional infrastructure, which has been set
   up for RPIJM, and integrate UIDP in the implementation of RPIJM. The
   issue of integrating UIDP with RPIJM will be, how we cane design the
   integrated agenda in a manner that will not make the agenda
   overcomplicated and overburdened. Some simplification and
   rationalization will be needed, but past practice showed it was possible to


                                                                             39
   integrate the then RIAP and LIDAP into the Urban Development Project
   (UDP) scheme. The issue during the UDP was on the institutionalization
   and internalization of RIAP and LIDAP being both a non-physical and
   non-infrastructure component of former UDPs.

2. Guiding USDRP 2: We assume one important mission of UIDP
   Management is to assure the sustainability of USDRP as the ‘umbrella
   project’ of UIDP. We understand USDRP to be the new urban project
   format for Indonesia after the UDP during the previous period before the
   reform towards decentralization. The format is not yet fixed and still
   subject to various policy and strategy changes. The experience of
   implementing UIDP is expected to provide new insights for future urban
   development project format for Indonesia. The future UIDP agenda will
   also relate to the format of future USDRP, being one important element of
   UIDP sustainability to be explored in Phase IV of the project.

3. TA Support for Long Term UIDP: Both implementation and support to
   implementation will need mobilization of resources from within the
   government as well as from international agencies. The assignment will
   look into the possibility including approach to potential international
   agencies, to obtain funding support for UIDP.

4. Information System Support: One instrument to sustain the long term
   agenda of UIDP is to maintain the information system which will have
   been designed, operated and maintained during the implementation of
   UIDP in Phase III.

   Scheme 7 provides a summary of the four Phases of the Work Plan,
   including description of detail activities, content and interrelationships of
   the phases for UIDP Management.




                                                                             40
                      Scheme 7
                                                                                                                               UIDP Management Work Plan


Months
1                                   2      3        4         5      6                                                               8                    12                       16                18              20                       24          26              28             29                              30

                            Inception                               Workshop I
                              Report                                                                                                               Annual                     Progress                            Progress                  Annual                     Progress                             Final
                                                                     (August 2008)                                             Progress            Report I                   Report III                          Report IV                 Report II                  Report V                          Completion
                            (12/05/2008)                                                                                       Report II                                                                                                                                                                   Report
                                               Progress                                                                                            (09/03/2009)               (06/07/2009)                        (09/11/2009)             (08/03/2010)                (07/07/2010)
                                                                                                                               (10/11/2008)                                                                                                                                                               (13/09/2010)
                                               Report I                                                                                                                                         Workshop III
                                                                                                                                              Workshop II                                                                                  Workshop
                                               (14/07/2008)                                                                                                                                       (August 2009)                               IV                                         Workshop V
                                                                                                                                                   (February 2009)
                                                                                                                                                                                                                                           (March 2010)                                  (August 2010)




                                                                                     Task A                                                                                                              Task B                                                                                Task C
                                                                                                                                                     Phase III                                                                                                                                Phase IV
             Phase I
                                                            Phase II A                        1.        Design of all                          Implementation of UIDP                                                  UIDP Project Manual                                            Sustaining UIDP Agenda
         Establishment of
            The Team                                A. Conceptualization of UIDP                        programs
                                                                                              2.        Upstream Task
                                                                                              3.        Analysis of key data                   Implementation support                                                                                                                 Institutional Sustainability
    1.    Physical                             1.       Appreciation of existing                                                                and project monitoring
          Establishment                                 concept                                                                                 (Quality management,
                                                                                                                                              supervision, monitoring &                                                      Project
    2.    Work Strategy &                      2.       Generating Team Concept                                                                                                                                                                                                       1. Confirmation of EA role
                                                                                                                                                                                                                         Implementation
          Task Division                        3.       Preparation of policy dialogue        1.        Core Reform                              evaluation of outputs                  1.Effectiveness                                                                                  (DGCK)
    3.    Establishment of                              & briefing notes - (A10)                        Agenda                                                                          2.Appropriateness                                                                             2. Establishment of UIDF
          counterpart team                     4.       Information sharing gathering         2.        Other Strategic                                                                 3.Sustainable                     Pilot Cities                                                3. Institutional Network
                                                                                                                                              1.        Key performance
          & IMSC,                                       input from stakeholder                          Reform Agenda                                                                   4.Consistency with                                                                               (Central-Province-Local)
                                                                                                                                                        indicators to
          Stakeholder                                                                                     (A10)                                         measure                           program design
          Forum                                                                                                                                                                                                                  Provincial Level
                                                                                                                                                        achievement (B1)
    4.    Networking : With                                                                                                                   2.        Regular field
          USDRP,                                                                                                                                        supervision (B2)
          Interagency, Inter                                  Phase II B                           UIDP Project                                                                                                                  Local District /
                                                                                                                                              3.        Concept & action                                                                                                               Program Sustainability
          TA Agency, Inter                          Institutionalization of UIDP                   Manual (A3)                                                                                                                   Local level
                                                                                                                                                        plan for field
          Consultant
                                                                                                                                                        monitoring &
    5.    Information                                                                                                                                                                                                                                                                 1. Implementation
                                                                                                   Strategic Plan (A1)                                  evaluation (B3, B4,
          Sharing                              1.       Detail Action Plan                                                                                                                                                                                                               Nationwide UIDP
                                                                                                                                                        B5)                                                                               UIDP Agenda
                                                        (Responsibility, time, resource                                                       4.        Identify problems,                                                                                                               Reform Agenda (C6)
                                                        requirement, Performance                   Business Plan                                        obstacle, solutions                                                                                                           2. USDRP 2,3..n (C3, C4)
                                                        indicators (A2)                            Financing Plan                                       (B6)                                                                              Urban Reform                                3. TA support for long term
                                               2.       New assessment of ULGS for                      (A1)                                  5.        Consolidate &                                                                        Agenda                                      UIDP
                                                        UIDP services (A7)                                                                              harmonize reform                                                                                                              4. Information system
                                               3.       Selection of UIDP Pilot Cities                                                                  strategic (B8)                                                                                                                   support
                                               4.       Allocating TA grant and                    TOR for, and                                                                                                                      1.     Core Reform
                                                        consultant services to ULGS                recruitment of                                                                                                                           Agenda
                                               5.       Institutional Development &                Consultant to ULGS                                                                                                                2.     Other
                                                        Capacity Building strategy and                 (A5, A8, A9)                                                                                                                         Strategic
                                                        plan                                                                                                                                                                                Reform
                                               6.       UIDP and after development                                                                                                                                                          Agenda
                                                                                                     UIDP
                                                        policy & strategy of USDRP 2               (Program)
                                               7.       Information system
                                                        development (A12)                                                                                                                                                        UIDP Institutionalization &
                                               8.       Information sharing seek                                                                                                                                                       Internalization
                                                        clearance & approval                          UIDF (Facility)
                                                                                                       (A6, C2, C6)                                                                                                              1. Leadership, commitment &
                                                                                                                                                                                                                                    support
                                                                                                                                                                                                                                 2. Capacity building, institutional
                                                                                                                                                                                                                                    development
                                                                                                                                                                                                                                 3. Information system development




         Notes : A1, 2, 3,…n, B1, 2, 3,…n refer to task definition in the original TOR
    2. Delivery Dates of the Reports

-   The assignment will produce 4 categories of reports: (1) Administrative
    reports, (2) Special reports, (3) Progress reports, and (4) Project report.

-   There is only one administrative report, namely the Inception report to be
    submitted on May 12, 2008.

-   Special reports consist of : i) Program Memorandum for the Urban Reform
    Agenda (to be delivered on Nov.10,2008, ii) UIDP Project Manual (due date
    July 14, 2008), iii) 5 year Strategic Plan for UIDP (due date for first draft July
    14, 2008, final draft Nov, 10, 2008, iv) 5 year Business Plan for UIDP (due date
    first draft July 14, 2008, final draft No.10,2008), v) Financing Plan for UIDP to
    be incorporated into the Business Plan with the same due dates, vi) Detail
    Action Plan for UIDP to be incorporated into the UIDP Project Manual with the
    same due dates, vii) Needs Assessment of ULGs for UIDP Services (due date
    July 14, 2008)

-   Progress reports consist of i) Monthly progress reports (due dates every first
    week of the month), ii) Program reports (due every four months after the
    Consultant’s mobilization, namely on July 14, 2008, Nov.10,2008, March 9,
    2009, July 6, 2009, Nov 9, 2009, March 8, 2010, July 7, 2010and Sept 13,
    2010), and iii) Annual reports (due every 12 months after commencement,
    namely March,9 to substitute the four monthly program report, and March 8,
    2010 to substitute the four monthly program report)

-   The only project report will be the Final Completion Report due on September
    13, 2010 after termination of the assignment.

    3. Workshops

-   The terms of reference requires the convening of workshops every 6 months.

-   The dates projected for the workshops will be: First Workshop : August 13, 14
    and 15, 2008; Second Workshop Feb 9, 10 and 11, 2009; Third Workshop
    August 10, 11 and 12, 2009; Fourth Workshop Feb 10, 11 and 12, 2010; and
    Fifth Workshop August 16, 17 and 18, 2010.

-   It is not our intention to exhaustively suggest the exact themes and topic of the
    workshops since it should be a result of thorough consultation with our
    stakeholders and with the client. Our preliminary idea is to invite wider
    discussion on relevant topics related to the core and other strategic reform
    agenda. The theme of the discussion can be divided according to the general or
    specifics of each of the reform agenda, while we can select either a single or
    crosscutting topics. Topics such as 1)“A Clean City is a Reflection of Clean
    Governance’, 2)‘ Urban Economic Development that is Employment Generating
    and Income Improvement versus Production and Market Oriented’, 3) ‘The
    Central and Provincial Role in Promoting Urban Good Governance’, 4)‘Urban
    Leadership in Implementing Strategic Urban Reform Agenda’, and 5) ‘People
    Centered Measurement of Impact of Urban reform Agenda’ are samples of
    thought provoking ideas that can enrich and enlighten all that is concerned with
    the urban reform agenda as provoked by UIDP.




                                                                                   42
    4. Final Documentation.

           The final documentation of the Project has been mentioned in Section
           2 of this proposal regarding the delivery dates of the reports.

    C. Organization and Staffing

    1. Organization.

-   The Executing Agency for USDRP will also be the Executing Agency for
    UIDP, which is the Ministry of Public Works, and specifically the Directorate
    General Cipta Karya or DGCK..

-   Within DGCK, the Project will be managed by the Directorate of Program
    Development of Cipta Karya.

-   An Inter Ministerial Steering Committee (IMSC) will be formed chaired by
    Director General Cipta Karya with members at least at the level of Director (or
    Echelon II), and representing Bappenas, Ministry of Home Affairs, Ministry of
    Finance, the State Ministry for Administration Development, and may include
    the Institute for Public Administration (LAN).

-   A Stakeholder Forum will be formed consisting of representative of agencies,
    project entities, non-governmental organizations including consultants doing
    works which are related or having the same objectives as UIDP such as
    URDI (Urban and Regional Development Institute), Pustra (Center for
    Strategic Analysis) of MPW, the National Urban Policy and Strategy
    Consultant for UIDP, the SCBD Project of ADB in the Ministry of Home
    Affairs, GTZ Project for Local Government Development, USAID Project, and
    others to be identified during implementation of the Project.

-   The Project will have close linkages with the Central Project Management Unit
    (CPMU) of the USDRP Project and the Management Consultant assisting CPMU,
    and other consultants to be assigned to ULGs for implementation of the UIDP
    reform agenda.

-   The Project will have a three tier structure organization linking the central
    operation with the Provincial and local (Kota and Kabupaten) operation. The
    three tier structure organization of UIDP will follow the same pattern of the
    Satgas RPIJM (Pusat, Propinsi and Kota/Kabupaten), and may gradually be
    integrated wth the RPIJM structure, accommodating also the ‘national,
    Provincial and local urban policy and strategy ‘components.

-   The organizational structure of UIDP Management is illustrated in Scheme 8.




                                                                                43
Organizational Structure of UIDP Management
                                              44
    2. Staffing

-   The staffing of the UIDP Management team follows the guidance in the terms of
    reference consisting of a Team Leader (TL), a Co Team Leader (Co TL), an Local
    Economic Development cum Poverty Alleviation Specialist (LED), an Institutional
    Development cum Capacity Building Specialist (ID/CB), a Finance Management
    Reform Specialist (FM), Procurement Reform Specialist (PR)

-   The terms of reference further specifies the duration of the assignment will be 30
    moths, and the total man-months of professional services will be 128 man-months,
    including 26 man-months service of an International Expert as Team Leader.

-   We have allocated the 128 man-months taking into consideration of the Four
    Phases UIDP Management, leading to (1) 26 man-months of Team Leader spread
    into 12 month from commencement of the Project (month 1 until 12), with a 2
    months break, followed by 11 months service (month 15 until 25), with a second 2
    moths break, and another 3 months at the tail end (month 28 until 30, (2) The Co
    Team Leader will be allocated 26 man-months, divided into the first part of 13
    months (month 3 until 15), and the second part of 13 months (month 18 until 30).
    The allocation of man-month for the Co Team Leader has been arranged to
    ensure there will be no gap of leadership during the break of the TL and Co TL, (3)
    The LED Specialist will be allocated 22 man-months in view of the relatively lesser
    analysis and information on LED in the by USDRP produced document. The four
    specialist (LED, ID/CB/FM and PR) will be in service during the first 6 months of
    Conceptualization and Institutionalization Phase II of UIDP and 4 months at the
    end when the final report will be prepared. The remaining man-months, in the case
    of LED Specialist 12 months will be spread intermittently during the 18 months
    Phase III Implementation of UIDP. (4) The allocation of Institutional Development
    and Capacity Building (ID/CB), Financial Management Reform (FM) and
    Procurement Reform (PR) Specialist will be 18 months for each specialist, divided
    into 6 months (from month 3 until 8), 8 months intermittently during a period of 18
    months, and 4 months at the last end of the assignment.

-   Scheme 9 illustrates the man-months allocation of all the team members totaling to
    128 man-months.

-   The team Leader will take care of the Establishment of the Team during the first 2
    months or Phase I of UIDP Management assignment.

-   Scheme 9 also provides detail of the tasks division among the Team Members by
    Phase, activities, and outputs.

-   The CV of the Team Members are attached to this proposal in the Form Tech 6.

-   The Consultant feels comfortable and confident about the qualification of each
    member of the team, the ability of the team to work together as a team, and the
    richness of the background experience of each of the team members. The team
    will have the advantage of making the best use of information including outcome of
    previous studies in both the memory and written and electronic documentation of
    projects to which each of the members was associated to in the past.

-   Although not counted in the total man-months the team will include a mid level
    experienced professional to assist in information system development.



                                                                                    45
                                                                                                              SCHEME 9 ASSIGMENT OF TEAM MEMBERS BY ACTIVITY AND OUTPUTS

                                       Phase I               Phase II                                                         Phase III                                                Phase IV                           Expert
No       Phase and Activity                                                                                                                                                                                                                         Technical Outputs          Outputs
                                   1     2       3   4   5   6     7    8   9   10   11   12   13   14   15    16   17   18     19        20   21   22   23   24   25   26   27   28     29       30   TL   Co TL   LED   ID/CB    FM   PR   SP

     Phase I Establisment of The Team
                                                                                                                                                                                                                                                  Team mobilized and
     Physical establishment
 1                                                                                                                                                                                                                                                established
     Work Strategy & Task                                                                                                                                                                                                                         Work strategy and
     Division                                                                                                                                                                                                                                     team division defined
 2
   Establishment of                                                                                                                                                                                                                               Consultant team,
   consultant team, IMSC                                                                                                                                                                                                                          IMSC, Stakeholder        Internalization
 3 and Stakeholder Forum                                                                                                                                                                                                                          form fromed
                                                                                                                                                                                                                                                  Networking
     Networking                                                                                                                                                                                                                                                            Institutional
 4                                                                                                                                                                                                                                                establishment
     Information sharing
                                                                                                                                                                                                                                                  UIDP Management
     information of UIDP object
 5
     Phase II A. Conceptualization Of UIDP
   Appreciation of existing
 1 concept                                                                                                                                                                                                                                        1. Design & Program
                                                                                                                                                                                                                                                  2. Definition of         1. Urban reform
     Generating team concept
 2                                                                                                                                                                                                                                                information              agenda
                                                                                                                                                                                                                                                                           2. Other
     Preparation of policy                                                                                                                                                                                                                        3. Analysing task of
                                                                                                                                                                                                                                                                           (Strategy)
     dialogue & briefing notes                                                                                                                                                                                                                    key notes
 3                                                                                                                                                                                                                                                                         Reform Agenda
   Information sharing
   gathering inputs from                                                                                                                                                                                                                          Briefing notes
 4 stakeholder
   B. Intitutionalization of UIDP
     1. Formulation of detail
                                                                                                                                                                                                                                                  Detail Action Plan       1. Strategic plan
     action Plan
     2. Need assessment of                                                                                                                                                                                                                        Report of need
     ULGS for UIDP Service                                                                                                                                                                                                                        assesment
                                                                                                                                                                                                                                                                           2. Business
     3. Selection of UIDP pilot
                                                                                                                                                                                                                                                  Pilot UIDP cities        plan including
     cities
                                                                                                                                                                                                                                                                           financing plan
     4. Allocation of TA Grant &
                                                                                                                                                                                                                                                  TOR for ULGS
     consultant service to                                                                                                                                                                                                                                                 TA for ULGS
                                                                                                                                                                                                                                                  consultant
     ULGS
     5. Institutional                                                                                                                                                                                                                             Strategy and plan for
     Development and Capacity                                                                                                                                                                                                                     institutional            Strategic plan
     Building                                                                                                                                                                                                                                     development and
     6. Defining Policy and
                                                                                                                                                                                                                                                  Feasibility study UIDP
     strategy for UIDP and after                                                                                                                                                                                                                                         Strategic plan
                                                                                                                                                                                                                                                  to USDF
     and USDRP 2
                                                                                                                                                                                                                                                                           Information
     7. Infromation System                                                                                                                                                                                                                        Recommendation for
                                                                                                                                                                                                                                                                           system
     Development                                                                                                                                                                                                                                  USDRP2
                                                                                                                                                                                                                                                                           establishment
                                                                                                                                                                                                                                                  Information system
                                                                                                                                                                                                                                                  designed
     Phase III Implementation of UIDP
   Implementation support                                                                                                                                                                                                                         Project monitoring
 1 and project monitoring                                                                                                                                                                                                                         sheets
                                                                                                                                                                                                                                                  Field supervision back
                                                                                                                                                                                                                                                  to office reports
                                                                                                                                                                                                                                                  Projects evaluation
                                                                                                                                                                                                                                                  report
   Project Implementation
                                                                                                                                                                                                                                                                           1. UIDP Agenda
 2 (Pilot Cities)
                                                                                                                                                                                                                                                                           * Core team
                                                                                                                                                                                                                                                                           agenda
                                                                                                                                                                                                                                                                           * Other
                                                                                                                                                                                                                                                                           (strategic)
                                                                                                                                                                                                                                                                           reform agenda
                                                                                                                                                                                                                                                                           2. UIDP
                                                                                                                                                                                                                                                                           intitutionalizatio
                                                                                                                                                                                                                                                                           n&
                                                                                                                                                                                                                                                                           internalization
                                                                                                                                                                                                                                                                           1. Leadership,
                                                                                                                                                                                                                                                                           will,
                                                                                                                                                                                                                                                                           commitment
                                                                                                                                                                                                                                                                           and support
                                                                                                                                                                                                                                                                           2. Staff
                                                                                                                                                                                                                                                                           development &
                                                                                                                                                                                                                                                                           institutional
                                                                                                                                                                                                                                                                           development
                                                                                                                                                                                                                                                                           3. Information
                                                                                                                                                                                                                                                                           system updated
                                                                                                                                                                                                                                                                           & maintained


     Phase IV Sustaining of UIDP Agenda

                                                                                                                                                                                                                                                                           1. Institutional
                                                                                                                                                                                                                                                  Regulation and
                                                                                                                                                                                                                                                                           Sustainability
                                                                                                                                                                                                                                                  strategies
                                                                                                                                                                                                                                                                           UIDF Formed
                                                                                                                                                                                                                                                  Final Report of UIDP     2. Project
                                                                                                                                                                                                                                                  Management project       sustainability
                                                                                                                                                                                                                                                                           * Nation wide
                                                                                                                                                                                                                                                                           UIDP agenda
                                                                                                                                                                                                                                                                           * USDRP2
                                                                                                                                                                                                                                                                           Preparation
                                                                                                                                                                                                                                                                           * TA Support for
                                                                                                                                                                                                                                                                           long term UIDP
                                                                                                                                                                                                                                                                           * Information
                                                                                                                                                                                                                                                                           system support

     Notes :
     TL    : Team Leader
     CoTL : Co Team Leader
     LED : Local Economic Development Specialist
     ID/CB : Instittutional Development/Capacity Building Specialist
     FM : Financial Management Specialist
     PR : Procurement specialist
     SP : Sub Professional
             Technical Proposal
      Preparation of the Establishment of the
  Urban Institutional Development Program (UIDP)
                    Management




TECH-5
TEAM COMPOSITION
AND TASK ASSIGNMENTS
Preparation of the Establishment of the Urban Institutional Development Program (UIDP) Management
FORM TECH-5 TEAM COMPOSITION AND TASK ASSIGNMENTS




   5 - TEAM COMPOSITION AND TASK ASSIGNMENT


   Professional Staff
           Name of Staff              Firm       Area of Expertise       Position Assigned                                  Task Assigned

   1. HENDROPRANOTO                IHS         Urban Sector, Urban      Urban Management       1.   Leading and managing the team for UIDP Management
      SUSELO                                   Spatial, Regional        (Development)               Assignment of IHS-PT Gafa Multi Consultant-PT Adi Raka
                                               Planning, Integrated     Specialist/Team             Konsulindo
                                               Planning, Urban          Leader                 2.   Coordinating the team with the Client, the USDRP management
                                               Infrastructure, Public                               team and consultants, IMSC, the Consultant on National Urban
                                               Development Facility,                                Policy and Strategy, and the Stakeholder Forum to be formed for
                                               Public Policy, Policy                                the Project
                                               Formulation,
                                                                                               3.   Coordinating the team with the Client, the USDRP management
                                               Institutional
                                                                                                    team and consultants, IMSC, the Consultant on National Urban
                                                                                                    Policy and Strategy, and the Stakeholder Forum to be formed for
                                                                                                    the Project
                                                                                               4.   Leading the team in conceptualizing and institutionalizing the UIDP
                                                                                                    Reform Agenda
                                                                                               5.   Leading the team in providing the implementation sup port for
                                                                                                    UIDP Reform Agenda through the hierarchical of central-Provincial-
                                                                                                    local (Kota/Kabupaten) system of technical assistance and
                                                                                                    capacity building.
                                                                                               6.   Leading the team in assuring the internalization and
                                                                                                    institutionalization of UIDP Management in the longer term after
                                                                                                    termination of the project
                                                                                               7.   Leading the team in providing direction to the USDRP2 Project,
                                                                                                    and the subsequent UIDP activities, including support of
                                                                                                    international lending and technical assistance Agencies.
                                                                                               8.   Leading the team in producing all the administrative, special
                                                                                                    output, progress and project reports required under the
                                                                                                    assignment.
                                                                                               9.   Interacting on behalf on the team and the Project with all ULGs
                                                                                                    involved I implementing UIDP Reform Agenda
Preparation of the Establishment of the Urban Institutional Development Program (UIDP) Management
FORM TECH-5 TEAM COMPOSITION AND TASK ASSIGNMENTS




   Professional Staff
           Name of Staff              Firm       Area of Expertise       Position Assigned                                   Task Assigned
                                                                                               10. Leading the team in designing, establishment, and maintenance of
                                                                                                   the information system and data base needed to support the
                                                                                                   project and its future sustainability.

   2. GUNAWAN WIBISANA             GAFA        Urban and Regional Urban Institutional         1.    Assist the Team Leader in guiding, coordinating, and supervising
                                               Planner, Urban         (Legal) Specialist/ Co-       inputs of the team members and take the responsibility of
                                               Institutional, Spatial Team Leader                   preparing and finalizing the required outputs
                                               Planning, Public                               2.    Analyze and coordinate the linkage among reform strategies within
                                               Private Partnership,                                 UIDPs
                                               Urban Infrastructure,                          3.    Strengthen key legal and institutional scheme, which strongly
                                               Public Policy, Public                                connected with UIDPs (transparency, accountability and
                                               Private Partnership                                  participation; procurement and financial management) at central
                                                                                                    and local levels to ensure the achievement of objective
                                                                                               4.   Assist the MPW in designing the appropriate and the most
                                                                                                    effective mechanism for inter¬agency coordination, decision
                                                                                                    making process and procedure, and information dissemination for
                                                                                                    the implementation of UIDP
                                                                                               5.   Develop a list of key indicators, in institutional and regulatory
                                                                                                    aspects, to measure the program performance.
                                                                                               6.   Together with other consultants, develop procedure or manual or
                                                                                                    technical papers on the establishment and operationalisation of
                                                                                                    UIDPs.
                                                                                               7.   Together with other consultants, develop procedure or manual or
                                                                                                    technical papers on the establishment and operationalisation of
                                                                                                    UIDPs.
                                                                                               8.   Supervise, monitor and evaluate the implementation and
                                                                                                    achievement of UIDPs for the institutional and regulatory aspect.
                                                                                               9.   Assist the MPW in preparing the establishment of UIDP/UIDF
Preparation of the Establishment of the Urban Institutional Development Program (UIDP) Management
FORM TECH-5 TEAM COMPOSITION AND TASK ASSIGNMENTS




   Professional Staff
           Name of Staff              Firm       Area of Expertise       Position Assigned                                 Task Assigned

   3. HANIA RAHMA                  ADIRAKA Team Leader,           Local Economic               1.   Give input to the Team Leader in the preparing and finalizing the
                                           Financial and          Development/Urban                 required output, from the aspect of local economic development
                                           Economic Specialist, Poverty Specialist                  and urban poverty alleviation
                                           Urban and Regional                                  2.   Develop indicators to program performance evaluation
                                           Planner, Spatial                                    3.   Together with other consultants, develop procedure or manual or
                                           Planning, Urban                                          technical papers on the establishment and operatienalisation of
                                           Poverty, Integrated                                      UIDPs
                                           Planning, Urban                                     4.   Provide input to the Work Plan and Business Plan
                                           Infrastructure, Public
                                                                                               5.   Provide inputs and support to the program dialogues, workshops
                                           Policy
                                                                                                    and seminars
                                                                                               6.   Identify and strengthen local and national policy and strategy in
                                                                                                    LED and urban poverty alleviation to ensure the achievement of
                                                                                                    UIDPs objective and target
                                                                                               7.   Analyze and coordinate the linkage of LED and Urban Poverty
                                                                                                    Alleviation with other reforms within UIDPs
                                                                                               8.   Supervise, monitor and evaluate the implementation and
                                                                                                    achievement of UIDPs for the local economic development and
                                                                                                    urban poverty alleviation
                                                                                               9.  Give recommendation to improve the concept and
                                                                                                   operationalization of the national urban strategy and policy in
                                                                                                   terms of local economic development and urban poverty
                                                                                                   alleviation
                                                                                               10. Assist the MPW in preparing the establishment of UIDP/'UIDF

     4 IRA INDRAYATI               GAFA        Team Leader,             Capacity Building      1.   Give input to the Team Leader in the preparing and finalizing the
                                               Capacity Building,       Specialist                  required output, from the aspect of: capacity building
                                               Urban and Regional                              2.   Develop indicators to program performance evaluation
                                               Planner, Urban                                  3.   Identify the need of and strengthen capacity building program and
                                               Institutional, Spatial                               strategy at local and national levels to ensure the achievement of
                                               Planning, Urban                                      UIDPs objective and target
                                               Infrastructure.                                 4.   Together with other consultants, develop procedure or manual or
                                                                                                    technical papers on the establishment and operationalisation of
                                                                                                    UIDPs
                                                                                               5.   Provide input to the Work Plan and Business Plan
Preparation of the Establishment of the Urban Institutional Development Program (UIDP) Management
FORM TECH-5 TEAM COMPOSITION AND TASK ASSIGNMENTS




   Professional Staff
           Name of Staff              Firm       Area of Expertise       Position Assigned                                  Task Assigned
                                                                                               6.   Provide inputs and support to the program dialogues, workshops
                                                                                                    and seminars
                                                                                               7.   Supervise, monitor and evaluate the implementation and
                                                                                                    achievement of UIDPs for the capacity building program
                                                                                               8.   Assist the MPW to ensure the achievement of the capacity building
                                                                                                    program
                                                                                               9.   Assist the MPW in preparing the establishment of UlDP/UIDF

   5. IWAN WIDODO                  GAFA        Financial and        Urban Financial            1.   Give input to the Team Leader in the preparing and finalizing the
                                               Economic Specialist, Management                      required output, from the aspect of public financial management
                                                                                               2.   Develop indicators to program performance evaluation
                                                                                               3.   Identify and strengthen public financial management policy and
                                                                                                    strategy at local and national levels to ensure the achievement of
                                                                                                    UIDPs objective and target
                                                                                               4.   Together with other consultants, develop procedure or manual or
                                                                                                    technical papers on the establishment and operationalisation of
                                                                                                    UIDPs
                                                                                               5.   Provide input to the Work Plan and Business Plan
                                                                                               6.   Provide inputs and support to the program dialogues, workshops
                                                                                                    and seminars
                                                                                               7.   Analyze and coordinate the linkage of financial management
                                                                                                    reform with other reforms within UIDPs
                                                                                               8.   Supervise, monitor and evaluate the implementation and
                                                                                                    achievement of UIDPs for the financial management aspect
                                                                                               9.   Give recommendation to improve the concept and
                                                                                                    operationalization of the national urban strategy and policy in
                                                                                                    terms of financial management
                                                                                               10. Assist the MPW in preparing the establishment of UIDP/UIDF

   6. EKO SUBHAN                   IHS         Procurement, Public Public Procurement          1.   Give input to the Team Leader in the preparing and finalizing the
                                               Policy Expert,      Specialist                       required output, from the aspect of public procurement
                                               Regional Planning,                              2.   Develop indicators to program performance evaluation
Preparation of the Establishment of the Urban Institutional Development Program (UIDP) Management
FORM TECH-5 TEAM COMPOSITION AND TASK ASSIGNMENTS




   Professional Staff
           Name of Staff              Firm       Area of Expertise       Position Assigned                                 Task Assigned
                                               Socio-Economics,                                3.   Identify and strengthen public procurement policy and strategy at
                                               Local Government                                     local and national levels to ensure the achievement of UIDPs
                                               Sp, Institutional,                                   objective and target
                                               Capacity Buillding
                                                                                               4.   Together with other consultants, develop procedure or manual or
                                                                                                    technical papers on the establishment and operationalization of
                                                                                                    UIDPs
                                                                                               5.   Provide input to the Work Plan and Business Plan
                                                                                               6.   Provide inputs and support to the program dialogues, workshops
                                                                                                    and seminars
                                                                                               7.   Analyze and coordinate the linkage of public procurement reform
                                                                                                    with other reforms within UIDPs
                                                                                               8.   Supervise, monitor and evaluate the implementation of UIDPs for
                                                                                                    the public procurement aspect.
                                                                                               9.  Give recommendation to improve the concept and
                                                                                                   operationalization of the national urban strategy and policy in
                                                                                                   terms of public procurement.
                                                                                               10. Assist the MPW in preparing the establishment of UIDP/UIDF.


   Remarks:
   1. Institute for Housing and Urban Studies (IHS)
   2. PT. Gafa Multi Consultants (GAFA)
   3. PT Adiraka Konsulindo (ADIRAKA)
             Technical Proposal
      Preparation of the Establishment of the
  Urban Institutional Development Program (UIDP)
                    Management




TECH-7
STAFFING SCHEDULE
      Preparation of the Establishment of the Urban Institutional Development Program (UIDP) Management
      FORM TECH-7 STAFFING SCHEDULE




7 - STAFFING SCHEDULE1


                                                                         Staff Input (in the form of a bar chart) 2                                                   Total staff-month input
No         Name of Staff
                                  1   2    3   4   5   6    7   8   9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30                                Home       Field3      Total
International
     HENDRO PRANOTO               1    1   1   1   1    1   1   1   1    1   1   1            1   1   1    1   1   1   1    1   1   1   1             1     1   1        26
   1
     SUSELO                                                                                                                                                                           0
                                                                                                                                                 Subtotal                26           0            26
Local
                                           1   1   1    1   1   1   1    1   1   1   1    1   1            1   1   1   1    1   1   1   1    1    1   1     1   1        26
   1 GUNAWAN WIBISANA
                                                                                                                                                                                      0
                                           1   1   1    1   1   1   1        1       1    1   1       1    1   1       1    1   1       1         1   1     1   1        22
   2 HANIA RAHMA
                                                                                                                                                                                      0
                                           1   1   1    1   1   1            1       1        1       1        1       1        1       1         1   1     1   1        18
   3 IRA INDRAYATI
                                                                                                                                                                                      0
                                           1   1   1    1   1   1            1       1        1       1        1       1        1       1         1   1     1   1        18
   4 IWAN WIDODO
                                                                                                                                                                                      0
                                           1   1   1    1   1   1            1       1        1       1        1       1        1       1         1   1     1   1        18
   5 EKO SUBHAN
                                                                                                                                                                                      0
     PROFESSIONAL                 1        1       1        1       1        1       1        1       1        1       1        1       1         1         1            15
   6
     STAFF                                                                                                                                                                            0
                                                                                                                                                 Subtotal               117           0       117
                                                                                                                                                 Total                                        143

1. For Professional Staff the input should be indicated individually; for Support Staff it should be indicated by category (e.g.: draftmen, clerical staff, etc.)
2. Months are counted from the start of the assignment. For each staff indicate separately staff input for home and field work.
3. Field work means work carried out at a place other than the Consultant's home office.

                                Full time input
                                Part time input
            Technical Proposal
     Preparation of the Establishment of the
 Urban Institutional Development Program (UIDP)
                   Management




TECH-8
WORK SCHEDULE
Preparation of the Establishment of the Urban Institutional Development Program (UIDP) Management
FORM TECH-8 WORK SCHEDULE




8 - WORK SCHEDULE

                                                                                                                             2
                                                                                                                        Month
 No                             Activity
                                                                     1   2   3   4   5   6   7      8   9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Phase I: Establishment of the Team
    1 Physical Establishment
    2 Work Strategy and Tasks division
    3 Establishment of counterpart team, IMSC and
      Stakeholder Forum
    4 Networking
    5 Introducing UIDP Management

Phase II A: Conceptualization of UIDP Agenda
    6 Appreciating existing concepts which have been
      developed
    7 Generating the team concept
    8 Conducting policy dialogues and prepare briefing notes
    9 Information sharing: Gathering inputs from our
      stakeholders

Phase II B: Institutionalization of UIDP
  10 Formulate the ‘detail action plan’ for UIDP
  11 Undertake Needs Assessment of ULGs for UIDP
     Services
  12 Selection of UIDP Cities
  13 Allocation of TA grants and consultant resources to ULGs
  14 Institutional Development and Capacity Building
  15 Recommending UIDP and after, including direction for the
     next USDRP or USDRP2
  16 Designing the Information System support for UIDP
  17 Establishment of Strategic Plan
  18 Establishment of Business Plan
  19 Establishment of Financing Plan
  20 Establishment of ToR ULGS Consultant
  21 Establishment of UIDP (Program)
  22 Establishment of UIDF (Facility)
Preparation of the Establishment of the Urban Institutional Development Program (UIDP) Management
FORM TECH-8 WORK SCHEDULE




                                                                                                                             2
                                                                                                                        Month
 No                             Activity
                                                                     1   2   3   4   5   6   7      8   9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

Phase III: Implementation of UIDP
  23 Formulating key performance indicators to measure
     achievement of the agenda implementation
  24 Regular field supervision to the pilot cities and back to
     office reports after the supervision
  25 Developing concept and action plan for field monitoring
     and evaluation
  26 Identify problems, obstacles and propose possible
     solutions.
  27 Consolidate and harmonize the reform strategies.

Phase IV: Sustaining UIDP
  28 Confirmation of the Executing Agency role for future UIDP

  29 Establishment of UIDF
  30 Institutional network from central-provincial and local
     network for UIDP Reform Agenda established and in
     operation
  31 Implementation of Nationwide UIDP Reform Agenda
  32 Guiding USDRP 2
  33 TA Support for Long Term UIDP
  34 Information System Support

Workshops
    1 Workshop I
    2 Workshop II
    3 Workshop III
    4 Workshop IV
    5 Workshop V

Reporting
    1 Inception Report
    2 Progress Report I
    3 Progress Report II
    4 Annual Report I
    5 Progress Report III
    6 Progress Report IV
    7 Annual Report II
Preparation of the Establishment of the Urban Institutional Development Program (UIDP) Management
FORM TECH-8 WORK SCHEDULE




                                                                                                                                2
                                                                                                                        Month
 No                             Activity
                                                                     1   2   3   4   5   6   7      8   9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
    8 Progress Report V
    9 Final Completetion Report

Special Reports
    1 UIDP Project Manual
    2 Program Memorandum for the Urban Reform Agenda
    3 5 year StrategicPlan for UIDP
    4 5 year Business Plan for UIDP
    5 Financing Plan for UIDP to be incorporated into the
      Business Plan
    6 Detail Action Plan for UIDP to be incorporated into the
      UIDP Project Manual
    7 Needs Assessment of ULGs for UIDP Services

   1. Indicates all main activities of the assignment, including delivery of reports (e.g.: inception, interim,and final reports), and other benchmarks such as Client approvals. For
   2. Duration of activities shall be indicated in the form of a bar chart.

				
DOCUMENT INFO
Description: Project Business Plan Bahasa Indonesia document sample