TERMS OF REFERENCE

DEVELOPMENT OF CAPITAL INVESTMENT PLANNING (CIP) FRAMEWORK AND

IMPLEMENTATION

Table of Contents
1 BACKGROUND ................................................................................................................
2
2 PROJECT OBJECTIVES AND COMPONENTS ....................................................................... 4
2.1 Project Introduction ............................................................................................................4
2.2 Project description ..............................................................................................................6
2.3 CIP Package as Part of NUDP ...............................................................................................8
2.4 Project locations................................................................................................................10
2.5 Program Cycle ...................................................................................................................10
2.6 Institutional and Implementation arrangements ................................................................10

3 SCOPE OF WORK ...........................................................................................................

10
3.1 Period of Consultancy Services ...........................................................................................13
3.2 Capital Investment Planning and Management System requirements .................................15
3.3 Capacity Building and Institutionalization ..........................................................................18
3.4 CIP Process Requirements ..................................................................................................21
3.5 System Support and Maintenance .....................................................................................25
3.6 Consultant’s Performance Evaluation.................................................................................26
3.7 Reporting ..........................................................................................................................26
3.8 Qualifications of Key Personnel..........................................................................................27

4 LOGISTICAL REQUIREMENTS ......................................................................................... 29

Annex 1: (indicative) National Urban Development Program description.............................. 30
Annex 2: Program Institutional and Implementation Arrangements .....................................
37
Annex 3: High Level Deliverables for Phase 1....................................................................... 41

1
1 BACKGROUND

Rapid urbanization has placed cities at the centre stage of Indonesia’s development trajectory
but returns from urbanization have not reached their full potential. Indonesia ranked among
the top ten fastest urbanizing countries in the world from 1990-2014 and has the second-
largest urban population in East Asia after China. The country has approximately 137 million
urban dwellers that make up 53.7 percent of the total population. The urban population of
Indonesia increased at an average rate of 4.1 percent per year between 2000 and 2010, faster
than in any other country in Asia. By 2025, an estimated 68 percent of Indonesians will live in
cities. But Indonesia has not benefited fully from the positive returns to urbanization that other
countries in the region have experienced. From 1970 to 2006, every one percent increase in
share of urban population correlated with an average of 6-10 percent increase in several
middle-income Asian countries such as China, Thailand, Vietnam and India. In Indonesia, similar
rates of increase in urbanization resulted in less than 2 percent increase of per capita GDP.

A persistent infrastructure gap remains a significant barrier to an enabling economic

environment that will enhance prosperity for all urban populations. The last decade has seen
little increase in infrastructure investment with combined total investments by the central
government, subnational governments, state-owned enterprises and private sector remaining
consistently at only 3 to 4 percent of GDP. As a point of comparison, China and India invested
10 percent and 7.5 percent of GDP respectively. Firms consistently identify inadequate
infrastructure as a constraint on their operations and investment in Indonesia. If the
infrastructure capital stock had grown by 5 percent annually over 2001-2011 instead of the
actual rate of 3 percent, real GDP growth would have averaged at estimated 5.8 percent, a
difference of 0.5 percentage points. If the infrastructure stock had grown by 10 per cent
annually, annual real GDP growth would have reached 7 percent.

Underinvestment in infrastructure is coupled with inadequate spatial prioritization and weak

management of existing infrastructure. Efficient implementation and maintenance of
infrastructure are further impeded by bottlenecks ranging from inefficient procurement
methods, insufficient multi-year contracting, low quality project management, cumbersome
land acquisition procedures, and chronic issues of sub-standard regulation and lack of
transparency.

Fast growing secondary and large cities are worst hit by infrastructure financing gaps with little
capacity to access alternative sources of financing. Infrastructure gaps are largest in these fast-
growing cities, which are the focus of this project. While disproportionate amounts of overall
sub-national revenues come from intergovernmental transfers (approximately 78%), the
transfer system, which assumes that sub-national governments have the same absolute
expenditure needs, is inequitable for urban areas. Fast growing, secondary cities are particularly
disadvantaged as their population continues to grow and the infrastructure financing gap
worsens. National transfers are also on a downward trajectory, with urban local governments
being expected to raise more revenue for their investment needs. However, city governments

2
have limited ability to access alternative financing. Poor project preparation, low
creditworthiness, lack of clean audits, and capacity to carry out competitive, multi-year
procurement processes have been major factors in the low utilization alternative financing
mechanisms, public and private finance. The World Bank supported Regional Infrastructure
Development Facility (RIDF, P154947) has highlighted these bottlenecks as a constraint to
effective lending to cities.

This project interventions lays the foundation for a more efficient and effective spending of
billons on financing infrastructure, especially under the national sectoral infrastructure
investment programs. By design, it supports the development of city governments’ capacity for
making informed, sectoral integrated and prioritized capital investment decisions and enhances
their ability to access alternative sources of financing in the long term. One of the fundamental
requirements is to be able to identify the range of key stakeholders who need to be
meaningfully consulted and whose experience and recommendations brought to bear in
making these sectoral integrated, adequately informed and prioritized capital investment
decisions. Concerted efforts would need to be made to organize meaningful well facilitated
consultations with multiple stakeholders that help provide considered advice and strategic
direction to the overall process. The project recognizes the challenge of ensuring that
stakeholder consultations lead to meaningful practical recommendations worthy of
consideration and the need for professional facilitation by subject matter specialists with
requisite facilitation skills.

NUDP is envisioned as a collaboration platform for coordinating urban planning and

infrastructure development across various national sectoral programs and several ongoing and
pipeline World Bank engagements. Most importantly, a clear city-led prioritization of
investments that references spatial plans as the basis for prioritization will significantly increase
the effectiveness of infrastructure finance.

Spatially informed capital investment plans will identify investment priorities for sectoral
projects, and in turn, enable strategic infrastructure investments across multiple sectors. In the
future, having an integrated spatially informed capital investment plan can be an entry criterion
for the Bank’s and other donor projects and help avoid ad-hoc, uncoordinated interventions.
Such a shift will not only put cities in a stronger position to drive their development trajectories
based on a set of integrated informed processes, but also allow the national government to be
more effective at delivering platform-based infrastructure programs and establishing national
frameworks for eligibility for inclusion of cities in programs. Spatially informed capital
investment plans will allow for better alignment of simultaneous infrastructure works within
cities, increasing efficiency of public works while also taking into account the environmental
carrying capacity for sustainable development.

3
2 PROJECT OBJECTIVES AND COMPONENTS

2.1 Project Introduction

The purpose of this ToR is for the Consultant to:

 Introduce an existing CIP software system that fulfils the requirements of the ToR and
will be customized to the Indonesian context. Indonesian context includes the city-level
planning and budgeting systems and applications as prescribed in national legislation
and by central government agencies. It also includes the statutory spatial planning and
infrastructure funding related systems.
 Provide a process and methodology to prioritize capital and infrastructure investments
within the Indonesian local government context. The CIP process and methodology will
build upon the existing medium-term and annual planning and budgeting processes and
integrate the spatially informed capital investments elements into those existing
systems wherever possible and reasonable. One of the primary considerations would be
organizing meaningful multiple stakeholder consultations that are facilitated by
experienced professionals to result in well-considered recommendations that help bring
in relevant stakeholder experience and inputs. The methodology will also include social
and environmental considerations.
 Build capacity in local and national government and local companies to sustainably
implement and support the system in Indonesia. The local capacity will be built
continuously throughout the duration of the program to ensure that the supply and
demand side of the CIP system, process and methodology will be adequately developed.

The project consists of three phases:

 Phase 1: The purpose of phase 1 is to customise and deploy a functional CIP system and
develop a process for the formulation of a CIP in the 5 pilot cities.
 Phase 2: Deployment of the Indonesian CIP system and process in the 3-5 second phase
cities
 Phase 3: Deployment of the Indonesian CIP system and process in the 3-5 third phase
cities

The bid must include a detailed proposal and costing for the successful implementation of each
phase. The appointment will be for the completion of phase 1. If the phase 1 pilot is
successfully completed the subsequent phases will be activated as an extension of the contract.

The details and expected outcomes of each phase will follow under chapter 3 of the ToR.

4
 Table 1. Outputs for 2020/2021 (some of the work will be done simultaneously)

Output July Aug Sept Oct Nov Dec Jan Feb Mar – Dec
2020 2021
1. CIP system
customized
and endorsed
by MoHA
1.1.
Data gaps
identified
1.2.
City needs and
system
requirements
identified
1.3.
CIP workflow
exists
1.4.
Economic impact
model exists
1.5.
Social Impact
model exists
1.6.
Budget Impact
Simulator exists
2. CIP system
pilot
deployment
and testing to
up to 5 cities
2.1.
Local CIP
companies have
been trained
2.2.
Local governments
have received CIP
training

5
2.2 Project description

National Urban Development Program (NUDP) is a USD 49.6 million Investment Project Finance
(IPF) operation in the form of a technical assistance loan to the Government of Indonesia.
NUDP will develop a platform that brings together sectoral infrastructure investment programs
in three ways: 1) encouraging institutional and policy coherence within the national urban
development agenda to enable efficient functioning of Local Governments (LGs), 2) enhancing
integrated planning for urban investments based on a spatial development framework, and 3)
establishing mechanisms and criteria for prioritizing investments, identifying financing gaps,
and enhancing fiscal management capacity of LGs to direct capital investments to strategic
urban areas.

NUDP includes four components, namely, (1) National Urban Institutional and Policy
Development; (2) Integrated Planning for Urban Development; (3) City Financial Management
Capacity Development; and (4) Project Implementation Support. Component 2 is at the core of
the NUDP operation, while Components 1 and 3 are enabling components to ensure
sustainability. Component 2 interventions will address the quality of spatial plans in cities and
introduce a shift towards a strategic spatial vision within the existing statutory plans. It will
further leverage strategic spatial guidance as the basis for the prioritization of capital
investments by implementing a spatially-informed, medium-term Capital Investment Planning
and Budgeting process in selected local governments, including annual tracking mechanisms for
implementation of budgeted investments. This approach to integrated spatial and capital
investment planning will together contribute to reducing the vulnerability of infrastructure
investments and urban residents to climate-related hazards. Component 1 aims to create an
enabling national environment by addressing inter-ministerial coordination and policy issues
that prevent city governments from being the agents of sustainable urban development.
Component 3 will focus on addressing the demand side constraints at the city level to accessing
alternative sources of financing and effective implementation of capital investments, including
capacity building for better project management, financial management, expenditure efficiency
and creditworthiness.

The Government of Indonesia has declared the synchronization and harmonization of national
and local planning as one of their priorities. The mandate for the implementation of this policy
is stipulated in Presidential Decree 11/2015 assigned to the Directorate of Regional
Development in the Ministry of Home Affairs. Currently, the SIPD and e-planning tools are the
instruments at hand to monitor the planning synchronization of local governments and their
performance. However, the system has not reached its fullest function as it does not allow for
automated comparative analysis of policy impact nor does it provide a comprehensive dynamic
picture of local level development.

In order to better fulfil their mandate better, and to align with the President’s continued focus
on infrastructure development, the Ministry of Home Affairs is embarking on a pilot on the CIP
with the intention to (i) a national roll-out of the tool at city level; (ii) integration of the CIP into

6
the existing local medium-term plans (RPJMD) and other systems at Central Government level,
(iii) a possible change in regulations on local level planning; and (iv) an adjustment of the
existing e-planning tool to align with the CIP tool, if the pilot has been rated successful.

During the project, GoI is expecting to have its capacity enhanced on local infrastructure
planning, as well as conducting regular and wide- spread consultations with national and local
stakeholders and expert groups to gain buy-in and ownership of this innovative approach to
integrated infrastructure planning.

Against the background of the challenges associated with integrated urban planning in
Indonesia, the Government of Indonesia intends to pilot and adopt a Capital Investment
Planning methodology to enable a comprehensive and integrated planning process that
integrates plans, proposals and projects vertically (national-local governments) and horizontally
(line departments within city governments) while linking it to the most appropriate funding and
investment strategies.

The main objective of the proposed consultancy service is threefold:

a. To deploy a fully functional capital investment planning system in participating NUDP
cities. Providers must utilise existing and proven capital planning systems that fit the
requirements of the brief and can be customized for the Indonesian context.
b. To put a CIP formulation process and methodology in place and provide the supporting
technical and advisory services in each NUDP city. The process and methodology must
ensure integration of spatial development objectives, social and environmental
considerations, infrastructure planning and financial and budget planning and must
culminate in a consolidated Capital Investment Plan (CIP).
c. To provide a system interface at national level that provides a consolidated view of
capital investment in all NUDP cities.

The CIP system is then to be utilised by the city authorities to formulate and execute their
capital investment budget based on the established CIP process and protocols, and with
assistance from local or international system and process support. The system will also provide
aggregated information on infrastructure investment at regional and national level to inform
strategic decision making and management at all levels of government. The CIP system should
endeavour to integrate with, and support, national information systems such as SIPD with
infrastructure related data.

Specific CIP system-based objectives are:

a) To customize and implement a CIP system that directly links long-term vision and
overall goals, objectives and strategies for the city’s development, with the budget
allocations for capital investment;
b) That assists the cities in meeting their spatial and economic growth and development
objectives through a prioritization methodology embedded in the CIP tool;
c) That aligns projects to achieve spatial development outcomes and objectives;

7
 d) That provides an understanding of social and economic impact of projects;
e) That considers social and environmental aspects in infrastructure planning;
f) That prioritizes projects along spatial planning, budgetary and strategic objectives;
g) That plans strategic budgetary allocations and provides budget fitting;
h) That tracks and reports project and implementation progress;
i) That addresses infrastructure backlogs;
j) That devises investment programmes aligned to priority areas for development;
k) To explore synergies and data integration between the CIP system and the SIPD and e-
planning tool and other systems at Central Government level. The intention is for the
CIP system to provide enhancement and support to existing government information
systems.
l) To ensure the recommendations from Strategic Environmental and Social Assessment
and Sector-Specific Aspect Checklists in ESCOP (ESMF Annex 2) are incorporated in the
CIP.

Specific process-based objectives are:

a) To conduct consultative workshops and capacity development sessions with central
government and cities at strategic stages of the project, including providing training on
environmental and social aspects prior to CIP city level design activities.
b) To ensure that local capacity and expertise related to CIP are adequately developed at
all government levels, especially local government, and local companies during the
programme.
c) To establish a CIP formulation process that aligns with the annual budget process.
d) To hold regular (suggested: monthly) on-site working sessions with CIP coordinating
staff and relevant departments and entities to facilitate the CIP formulation and system
deployment.
e) To ensure quality by coordinating product development with third party expertise (e.g.,
economic, social, climate, environment, business)

Central Government objectives

a. To create a consolidated database of capital investment in NUDP cities
b. To evaluate local capital investment in relation to national growth objectives
c. To enable integration of national and local capital investment initiatives
d. To inform and recommend legislative reforms to improve efficiency and effectiveness
for infrastructure investments where and when relevant

2.3 CIP Package as Part of NUDP

This TOR relates to the following components of the NUDP (see Annex 1 for a more detailed
project description of NUDP):

Component 2: Integrated Planning for Urban Development: This component aims to

strengthen the quality, strategic approach and implementation of integrated spatial

8
 planning within the participating cities, and links spatial planning with the prioritization of
capital investments. In addition, a spatially informed, medium-term, annually rolling capital
investment planning and budgeting framework will be developed and implemented under
this component. Component 2 activities will jointly strengthen the capacity of cities to make
spatial planning more effective, forward-looking and increase strategic prioritization of
infrastructure and services to enhance sustainability and environmental and social
resilience of cities.

Sub-component 2.4: Capital Investment Planning and Budgeting (CIP) established as an

investment prioritization and tracking system. This sub-component will finance: (i)
development of a CIP framework (methodology and process), associated tools and work-
flow under BAPPEDA; (ii) hands-on support for implementation of the CIP framework
throughout the annual planning and budgeting cycle across the project lifetime to ensure
absorption by the local government; and (iii) training for local governments, universities and
private vendors to support local governments; (iv) formulation of supplemental regulation
on guidance of CIP for RPJMD under the Home Affairs Ministerial Regulation (Permendagri)
86/2017 (v) capacity building and technical assistance to MoHA.

The CIP sub-component needs to take note of, and coordinate with other NUDP
workstreams in sub-components 2.1, 2.2 and 2.3 related to spatial frameworks and spatial
data platforms. The CIP consultants must participate in any coordination forums that will be
instituted as part of the NUDP.

Under the CIP framework, the cities will move beyond piecemeal identification of investment
priorities towards investments within strategic areas highlighted by spatial plans and strategies.
The CIPs will be multi-year rolling plans for capital investments (including retrofitting and
maintenance), prioritized by year, with anticipated beginning and completion dates, annual
estimated costs, proposed financing mechanisms for the investment life cycle, and
identification of the overall financing gap.

The proposed CIP framework enables effective operationalization of spatial plans into capital
investments through spatial targeting of investments in high priority geographic areas with a
clear understanding of budgets and by tracking implementation progress annually. Based on
ongoing discussions with the Ministry of Home Affairs (MOHA), upon successful
implementation, CIP will be subsumed within a city’s RPJMD and RKPD (city’s annual budget
plan) to provide it a statutory basis, mandating its development and implementation by local
governments to enhance sustainability. Development of CIP framework and system can start in
parallel to the spatial planning activities under sub-component 2.2 integrating inputs as they
become available in the subsequent years of implementation. The CIP framework and its
implementation, together with the development of a Spatial Development Framework,
Strategic Area Frameworks and Precinct Plans, form the core of the interventions within
Component 2.

9
For a more detailed project description refer to Annexure 1: Annex 1: (indicative) National Urban
Development Program description

2.4 Project locations

The following cities will be considered for deployment of the CIP System:

A total of 15 cities will participate in the programme. Phase 1: 5 Cities (Pilot) - Balikpapan,
Banjarmasin, Semarang, Surakarta and Denpasar. The cities for phase 2 and 3 will be decided
upon at a later stage of the project by GoI in consultation with the World Bank.

2.5 Program Cycle

The NUDP Program is expected to work with up to 15 cities throughout the 5 years program
duration with a phased approach in delivering its activities. Cities will be divided into 3 groups
of up to 5 cities for each phase. For details refer to Annex 2: Program Institutional and
Implementation Arrangements.

2.6 Institutional and Implementation arrangements

For the Program’s institutional and implementation arrangements refer to Annex 2: Program
Institutional and Implementation Arrangements.

3 SCOPE OF WORK

The Government of Indonesia requires a mature and proven, capital investment planning
system and process that integrates spatial development objectives, infrastructure planning,
financial and budget planning and enhanced coordination at local level. This software tool and
planning process must be customised for the Indonesian context and enable the city
government to:
a) Provide the necessary system (functionally and technologically) to support coordination
across all departments (including relevant State-Owned Enterprises) engaged in service
delivery within the City, through a uniform system based on the annual planning and
budgeting cycle and medium-term strategic planning wherever possible;
b) Visualize the City’s goals and objectives into tangible investment strategies and budget
allocations;
c) Create a dynamic database that registers all capital project needs as part of a project
preparation process

10
 d) Dynamically prioritize capital projects in support of the municipality’s spatial
development objectives, strategic needs and financial requirements.
e) Budget fit the prioritised and committed capital projects within the affordability limits of
the capital budget including multiple sources of funding.
f) Report on the economic and socio-economic impact of the prioritised capital book
g) Consider environmental and social aspects of infrastructure planning as outlined in the
Environmental and Social Management Framework (ESMF) of NUDP (see box below)
h) Seamlessly integrate with the existing financial management system of the Municipality
for exchanging information.
i) Provide decision makers with an understanding of the social, ecological, economic and
spatial implications of investment decisions in a user-friendly format and application.
j) Link to existing planning and information system needs of central Government
k) Ensure that the relevant data of the CIP’s inform other levels of government information
systems/data bases.
l) Capacity building and Institutionalization

Box 1: Examples of social and environmental aspects that cities can choose to include in
their CIP criteria:
Weighting Factor Environmental and Social Considerations

11
 Environmental Ground water scarcity, environmental pollution, air/GHG emission
Capacity
Biodiversity and Natural habitats (e.g city parks, urban forests, preserved areas, etc)
Cultural Values
Indigenous People Presence of indigenous peoples
Physical Cultural Presence of cultural sites or sacred use areas (official or unofficially
Resources known)
Land Status Claimed areas, Recreation spaces (current users and potential
needs)
Demography Presence of slum settlements, ethnic enclaves, minority pockets or
locations where vulnerable groups exist
Resilience Disaster and climate change resilience
Urban Development Planning towards public transportation
Others As described in SESA and ESCOP ESMF Annex 2

The city government must be enabled and capacitated to use this tool as part of the
preparation of the Capital Investment Plan. The proposed capital project priorities and budget
needs must be represented in a way that makes it user-friendly format for the Executive
Management of the city to understand, interpret and evaluate it as part of the annual budget
process in a time-constrained environment.

12
The consultant must at a minimum, but not limited to, provide suitable support personnel with
the expertise in urban planning, infrastructure planning, economic analysis, local government
finance and ICT for supporting the tool and advise during the budget process, and other
expertise as emerging. Local expertise should be included as part of the team and knowledge
transfer should take place during the program.

The tool and methodology must support relevant national ministries and the cities in the
process of aligning infrastructure planning, inter- departmentally as well as organisationally and
institutionally. To this extent the consultant must allow for configuration and customisation of
the software tool to support the requirements of MOHA and specific requirements from cities.
The intention is to standardise city level requirements with the experience gained with the 5
pilot cities in phase 1 and to establish a national standard and system application in
consultation with MOHA. This generic system format will then be applied across all future cities
where the system is rolled out.

Key officials from the Local Authority must be sufficiently enabled, through training workshops
and capacitation sessions, to administer the system on a day to day basis. A user manual should
form part of the system package to be delivered in Bahasa Indonesia.

The consultant will be responsible for the CIP Tool system support and maintenance for the
duration of the contract. The model and options for system support, (cloud-based hosting, data
backup and security, licencing, maintenance, updates and system enhancements, etc.), must be
detailed in the proposal.
Copyright of the system code will be held by the Ministry of Home Affairs, GoI and the system
features will be managed centrally to secure integrity and functionality of the system. The
system will be open source and permission will be granted, free of charge, to all city
governments, other GoI agencies and accredited providers during the project duration.

The consultant will also mentor local companies and individuals on the use and set-up of the
system to build up an ecosystem of users and support across Indonesia. An accreditation
system will be developed by MoHA and the consultant during the project that will safeguard
the support quality of the CIP system at national and city level.

In addition, the consultant will be responsible to draft a sustainability strategy that ensures the
continued maintenance and operation of the system post project at city and national level. This
strategy shall be developed based on the needs of MoHA in close consultation with GoI
stakeholders and include a Terms of Reference for the operations and maintenance tender by
MoHA post NUDP.
3.1 Period of Consultancy Services

The programme is structured in three phases:

Phase 1: Customization and implementation of system in 5 cities.

The consultant’s services shall commence with the signing of the contract, which is expected in
July 2020 and shall be performed during the first phase period of 18 months for the
customisation and full deployment of the system in 5 pilot cities.

Apart from the functional requirements depicted in this TOR, customisation will entail adjusting
system attributes to suit the local context in terms of language, monetary unit, legal and
financial requirements, reporting and accounting requirements and so forth. The unique
requirements and needs of MOHA and the NUDP cities must also be taken into consideration to
ensure appropriate system application.

Phase 2 and 3: System implementation and institutionalisation in rest of the NUDP cities.

Phases two and three will take forward system customisation and process adaption from phase
1 and deploy the localized system and methodology in the rest of the NUDP cities, (up to 5
cities in phase 2 and up to 5 cities in phase 3). Phase 2 and 3 will also include building local
capacity within city administrations and local companies.

The objective is for the local companies to be provided progressively increasing practical
experience by the Consultant under a mentorship arrangement over the course of the contract
to ensure that the local companies develop the required skills and expertise to be able to
independently deliver the services after the end of the contract. The proposed transfer to
locally enabled consultants must be detailed in the proposal.

Table 2. The High-Level Programme Phasing

Project Phasing Year 1 Year 2 Year 3 Year 4 Year 5

1. Phase 1 (first 5
cities)
Project Inception
and Scoping
Customization
Deployment
Operationalization
CIP system training
for cities
On-going city level
support
On-going
 knowledge
transfer and
mentorship to
local consultants
(nationwide)
2. Phase 2 (up to
additional 5 cities)
Customization
Operationalization
Deployment
Process and
system support to
the cities
CIP system training
for cities
On-going city level
support
On-going
knowledge
transfer and
mentorship to
local consultants
(nationwide)
3. Phase 3 (up to
additional 5 cities)
Customization
Operationalization
Deployment
Process and
system support to
the cities
CIP system training
for cities
On-going city level
support
On-going
knowledge
transfer and
mentorship to
local consultants
(nationwide)

Regardless of which phase a city is in, it is envisaged that full system deployment and
operationalisation will take place over a two-year period for each city. Year one in a particular
city will typically entail initial system deployment, training, database population, prioritization
criteria and system testing. Year two in that city would entail full operational deployment as
part of the capital budget process of a city.

For 2020 and 2021, it is envisaged that the emerging systems already feed into the medium-
term planning process (RPJMD) of the newly elected mayors and informs decision-making and
prioritization.

The continuation of the consultant’s services between phases shall be subject to satisfactory
performance of the consultant as to the definitions in paragraph Consultant’s performance
evaluation, subject to client’s needs, and availability of funds. The modalities for
discontinuation of the services shall be specified in the Special Conditions of contract.

PHASE 1: CUSTOMISATION AND DEPLOYMENT OF CIP SYSTEM AND PROCESS IN PILOT CITIES

Phase 1 will be considered as the pilot phase for the customisation, deployment and
operationalisation of the CIP system within the Indonesian context. Most of the system
development work and innovative solutions needs to be carried out in this two-year phase. The
following outputs should be delivered in phase one:

 Formulation and implementation of a CIP process that supports the budget process and
can be replicated for all cities in Indonesia.
 Customisation of the CIP system to fit the Indonesian context. This will include
translation into Indonesian Bahasa.
 Deployment and operationalisation of the Indonesian CIP system in the 5 pilot cities for
phase 1.
 Training material and manuals to support the implementation of the CIP methodology
and system operations
 Training, capacity building and implementation support for municipal and government
officials and local companies.

The detail requirements for phase 1 is set out below:

3.2 Capital Investment Planning and Management System requirements

The Capital Investment Planning and Management Tool (CIP tool) will function as the platform
for not only integrating spatial development plans and projects and their fiscal budgetary
allocation, but also serve as a tool that provides information at different levels of government
and enables decision making that is aligned with strategic National and City growth objectives.
a. The tool shall include, as a minimum, the following functionality:
i. Facilitate planning, prioritization, reporting and monitoring, and ensure that
investment prioritization is aligned to strategic objectives for all capital needs
in the municipality;
ii. Provide a centralized database of capital projects facilitating the entire
project lifecycle from the project preparation stage to implementation;
 iii. The ability for seamless integration with other relevant databases and
financial systems;
iv. Link and interface with the existing e-planning system;

b. Demonstrate and feature spatial link ability

i. Allow for the uniform capturing (by a variety of city departments and
entities) of project related data that responds to the city’s needs. The system
should facilitate bulk importing functionality to streamline the project data
capturing process. Log in ability and simultaneous collaboration and audit
trail of transactions.
ii. Spatial mapping of projects and the areas affected by these projects. Spatial
component must be open source and compatible with the international
standards of the Open Geospatial Consortium (OGC)
iii. Allow for capturing or uploading of spatial information attributes into the CIP
system
iv. Demonstrate direct link and alignment of prioritisation outcomes to
Municipality’s development strategy and spatial plans.
v. Incorporation of contextual technical appraisal aspects; Questions and
answers in the system must be customisable. (Demonstration: Must be able
to specify data template.)
vi. Incorporate relevant disaster/risk layers, where available, as part of spatial
information for decision-making and prioritization

c. Demonstrate and feature integration with financial and budget aspects

i. The full requirements for project readiness must built into the system for
each project
ii. The full budget requirements must be reflected for each project including
projected sources of funding and multiple year entries.
iii. Must have ability to do budget fitting. The system must assist the
municipality with its budget allocation process making use of the prioritised
capital needs, commitments and other aspects that may play a role.
iv. Must have the ability to manipulate and move projects manually into and out
of budget envelopes
v. The system must assist MOHA and the municipalities with compliance and
various reporting requirements as specified in municipal, national and
financial legislation and regulations

d. Demonstrate and feature project approval gates

i. The CIP process has a strong element of governance associated with it.
Bidders must demonstrate how their system enhances and facilitates existing
governance systems.
 ii. The system has to demonstrate functionality for assessment of capital
project readiness to receive budgetary funding approvals, decision-making
support from relevant jurisdictional levels.
iii. The system has to incorporate key metrics supporting approval decisions,
such as affordability ratios, financial impact, etc.

e. Demonstrate and feature project tracking and reporting functionality

i. A system that allows for evidence-based tracking, monitoring and evaluation
of project implementation – the system may be required to be integrated
with other monitoring and evaluation tools already in use by the respective
cities and requirements from other central government agencies, especially
MoF. Schedule provides tracking components with evidence of
implementation
ii. Reporting on project implementation should be enabled to reflect:
 Programme / portfolio reports,
 Evidence-based expenditure and physical progress reporting
 Monitoring and evaluation on project progress to facilitate inter-
governmental grants and disbursements
 Spatial area reporting
 Dashboards for strategic assessment and decision making

f. General functionality of the tool

i. Allows for multiple prioritisation scenarios to be tested using a multitude of
spatial, numerical and other inputs; More than one scenario output to be on
system at once
ii. A system that is user-friendly and that encourages collaboration and
information sharing, also between different levels of government;
iii. Must demonstrate assessment of alignment of local government
infrastructure priorities with national priorities
iv. Must have analytical ability to generate reports and dashboards for various
queries. The system must assist the municipality in understanding the impact
of its capital investment decisions and be able to link infrastructure
investment back to development strategies and spatial plans.
v. The system should have a dashboard view of project and programme
information stored in the database
vi. Should be adjustable in the future based on emerging needs

g. General system specifications

i. The system must be able to import and export files to and from the
municipal GIS system.
ii. The system must be able to integrate with the Municipality’s GIS platform
and web map services (where it exists). Spatial data integration must be
achieved through publishing spatial data using OGC compliant web map
services (WMS) or web feature services (WFS).
 iii. The system must facilitate integration with 3rd party systems or software by
means of WebAPIs. The integration should be provided as REST endpoints
which can be consumed using HTTP protocols in either JSON or XML format.
iv. The system must have tiered access-controlled password protected user
access to any number of users (enterprise license) without the incurrences of
extra cost for each user; Locking system and selective locking for
administrators, user access control.
v. Full daily back-ups of all data are required

h. Demonstrate and feature economic impact assessment

i. An appraisal of the macro-economic impact of each project as well as of
collectives of projects providing the estimated number of jobs that will be
created, the expected impact on GDP and socio-economic impacts.

i. Submit demo of technical functionality of the CIP software tool after short-listing.
Prospective bidders who are shortlisted may be required to submit a demonstration
of the system functionality as part of the bid’s technical appraisal process.

j. Optional Requirements (add on, based on needs and requests):

The firm must also be prepared, upon request, to integrate modules, concepts, and
content, into the CIP systems. Such experts may include but not be limited to
infrastructure planning, infrastructure finance, public affairs, infrastructure
economics, construction management, real estate, climate mitigation, social and
environmental aspects and urban resilience, in the global and Indonesian context.

Submission should include demonstrative proof of actual system application and ability related
to the above requirements. This could take the form of screen shots or video clips or other
supporting documentation. Submissions which don’t provide proven system ability will not be
considered eligible for award of contract.

A presentation/live demonstration/system application should be submitted to MoHA and other

national and local stakeholders. Copyright of the system code will be held by the GoI.

3.3 Capacity Building and Institutionalization

The consultant needs to ensure that capacity building takes place within city administration
and for local companies as well as for Ministry of Home Affairs (MoHA) and other stakeholders
1
identified to use the CIP tool and methodology over the course of the implementation process .

1
The selection of local companies for mentorship is up to the Consultant and the training will be focused to enable
system and process support. Selection of training of city and government officials will be for any staff that interacts
with the system, either on the input or output or management side. Training on environmental and social aspects
should be provided prior to CIP city level design activities.
At the end of the project, it is expected that there should be sufficient capacity in MoHA, local
governments, and consultants to manage and support the operation of the system. This needs
to include proposals for system training across the project life cycle and data management
related to the CIP tool:
2
i. Training for local government officials
ii. Training for national and local policy makers
iii. Socialization to local parliaments
iv. Training courses for system users
v. Training courses for system administrators
3
vi. Accreditation/certification of licenced consultants to support the system during and
beyond the project life cycle
vii. Support and budget process management as part of the institutionalisation of the
process and methodology.
viii. Training manuals and supporting documentation that is developed within Phase 1 and
updated during the project cycle to include FAQs, common problems, trouble shooting,
what-not-to-do etc.
ix. Fully commented system code, system architecture documentation, metadata
documentation presented in a user-friendly format as part of phase 1, updated through
the project cycle as part of the Training Manuals
x. Capacity building to MoHA on integrated planning systems including performance
evaluation and policy compliance as required and complementing other activities

Upon commencement of the contract, the Consultant must identify and select Local companies
for mentorship under which the expertise and skills will be built up by the Consultant through
training and providing practical on the job experience during the course of the contract. These
could be one or more local companies as the required services are to be provided to all
participating cities and MoHA during the course of the project. The performance management
of the local companies will be the responsibility of the main contractor.

The Consultant will remain responsible and accountable for the outputs and deliverables under
this contract in its entirety. Within 3 months of the contract signing the Consultant will provide
evidence of having established a mentorship relationship with the local companies.

Upon completion of phase 1, the capacity building activities and outputs will be reviewed to
assess its sustainability and effectiveness and the findings will inform the capacity building
activities for the following phases.

2
This would include all government officials interacting with the system including but not limited to CIP system
administrators, project and program managers, planners, technical professionals from entities and departments, IT
personnel, GIS and data managers and managerial levels that will use information generated from the system
3
This may include companies or individuals. Training requirements may range from system design and
programming to budget and CIP process management.

19
Phase 2: Deployment and Operationalisation of the Indonesian CIP system in the earmarked
phase 2 cities

Phase 2 will require some city-specific customization of the system. The focus of the phase 2 is
to deploy and operationalize the CIP system and institutionalize the CIP methodology and
process in phase 2 cities.

The following outputs should be delivered in phase two:

 Implementation and institutionalisation of the CIP process that supports the budget
process in each city.
 Customisation of the CIP system to fit a specific city context.
 Deployment and operationalisation of the Indonesian CIP system in the phase 2 cities.
 Training material and manuals to support the implementation of the CIP methodology
and system operations
 Training, capacity building and implementation support for municipal and government
officials and local companies.
 Ongoing system and CIP process support to all NUDP cities using the CIP system. (This
includes phase 1 cities)
 Ongoing feedback and system enhancement as may become necessary during
deployment in phase 2

Phase 3: Deployment and Operationalisation of the Indonesian CIP system in the earmarked
phase 3 cities

Phase 3 will require some city-specific customization of the system. The focus of the phase 3 is
to deploy and operationalize the CIP system and institutionalize the CIP methodology and
process in phase 3 cities.

The following outputs should be delivered in phase three:

 Implementation and institutionalisation of the CIP process that supports the budget
process in each city.
 Customisation of the CIP system to fit a specific city context.
 Deployment and operationalisation of the Indonesian CIP system in the phase 3 cities.
 Training material and manuals to support the implementation of the CIP methodology
and system operations
 Training, capacity building and implementation support for municipal and government
officials and local companies.

20
  Ongoing system and CIP process support to all NUDP cities using the CIP system. (This
includes phase 1 and 2 cities)
 Ongoing feedback and system enhancement as may become necessary during
deployment in phase 3

GENERAL REQUIREMENTS

3.4 CIP Process Requirements

Interaction and working with the participating cities and MOHA, and the development of local
capacity, is an essential element of the process. The CIP process must be aligned with the
formal budget process and timelines for cities in Indonesia.

The bulk of system customization will take place in year 1 of phase 1 in the 5 pilot cities of the
programme. Detailed system adjustments for individual cities will take place as the system gets
deployed in subsequent phases.

The deployment and operationalization of the CIP system and process takes place over two
years in each city. The first year is mainly for customisation, system integration and calibration
as well as CIP system deployment, testing, establishing the institutional arrangements and
training. The second year is for operationalisation and conducting the CIP and budget process
and producing a CIP and that can be tracked through the implementation phase. Some cities
may have better information and capacity, and in those cases, operationalisation could take
place earlier and refined in year two. Subsequent years will be followed through with CIP
system and process support in the continued annual budget processes and tracking of
implementation.

The two-year process for each city will require regular interaction and working sessions with
the city staff that manage the CIP process and relevant entities and departments. Apart from
regular on-line communication and support, at least one on-site working session of two days
will be required per month and at least two training sessions per year for MOHA, municipal
staff and local companies. Training sessions can be combined with monthly working sessions
where appropriate.

The proposed CIP process and costing needs to be reflected in the bid submission.

The following section (Table 3) sets out an indicative process for CIP system deployment. It
indicates the high-level process requirements and minimum on-site contacts sessions as a
guideline for costing purposes.

21
 Table 3. CIP System Deployment Overview

Phase Activity Year 1 Year 2 Year 3 Year 4 Year 5

Phase 1: Project Minimum of 2 Minimum of
Initiation and days working 5 days
Scoping sessions with working
Requirements MOHA; sessions
(Month 1-5) Minimum of 2
Days working
5 Cities sessions with
cities;
Minimum of 1
Day combined
working
session MOHA
and cities.
Phase 1: Coordination minimum of
Customisation, session with 2 days’ work
deployment PMS and other session
(Month 6-12) NUPD
workstreams
System 2 x days
5 Cities customisation working
and data sessions per
inputs city per
month (at
City)
CIP system Minimum of
training for 2 X days per
cities city (at
cities)
CIP system Minimum of
training for 2 days
local
companies
Phase 1: Month-to- Minimum Minimum Minimum Minimum
Operationalization month process of 2 x of 2 x of 2 x days of 2 x days
(Month 13- and system days days working working
approximately 55) support to the working working sessions sessions
cities: System sessions sessions per city per city
5 Cities configuration, per city per city per per
data inputs, per per month month
prioritisation month month
and general
CIP process
support

22
Phase Activity Year 1 Year 2 Year 3 Year 4 Year 5
CIP system Minimum
training for of 2 X
cities days per
city (at
cities)
CIP system Minimum
training for of 2 X
local days
companies
Coordination Minimum
session with of 2 X
PMS and other days’
NUPD work
workstreams session
Programme Minimum
review session of 2 X
with MOHA days’
and PMS work
session
Phase 2: CIP process Minimum
Customisation, and system of 2 X
deployment introduction days’
(Month 25-36) session with work
MOHA and session
Up to 5 Cities cities
System Minimum
customisation, of 2 x
data inputs days
and working
configuration sessions
per city
per
month

Coordination Minimum
session with of 2 X
PMS and other days’
NUPD work
workstreams session
CIP system Minimum
training for of 2 X
cities days per
city (at
cities)
CIP system Minimum
training for of 2 X

23
Phase Activity Year 1 Year 2 Year 3 Year 4 Year 5
local days
companies
Phase 2: Month-to- Minimum Minimum
Operationalization month process of 2 x days of 2 x days
(Month 37- and system working working
approximately 55) support to the sessions sessions
cities: System per city per city
Up to 5 Cities configuration, per per
data inputs, month (at month (at
prioritisation City) City)
and general
CIP process
support
CIP system Minimum
training for of 2 X
cities days per
city
CIP system Minimum
training for of 2 X
local days
companies
Coordination Minimum
session with of 2 X
PMS and other days’
NUPD work
workstreams session
Programme Minimum
review session of 2 X
with MOHA days’
and PMS work
session
Phase 3: CIP process Minimum
Customisation, and system of 2 X
deployment introduction days’
(Month 37-48) session with work
MOHA and session
Up to 5 Cities cities
System Minimum
customisation, of 2 x days
data inputs working
and sessions
configuration per city
per
month
Coordination Minimum
session with of 2 X

24
Phase Activity Year 1 Year 2 Year 3 Year 4 Year 5
PMS and other days’
NUPD work
workstreams session
CIP system Minimum
training for of 2 X
cities days per
city
CIP system Minimum
training for of 2 X
local days
companies
Phase 3: Month-to- Minimum
Operationalization month process of 2 x days
(Month 49- and system working
approximately 55) support to the sessions
cities: System per city
Up to 5 Cities configuration, per
data inputs, month
prioritisation
and general
CIP process
support
CIP system Minimum
training for of 2 X
cities days per
city (at
cities)
CIP system Minimum
training for of 2 X
local days
companies
Coordination Minimum
session with of 2 X
PMS and other days’
NUPD work
workstreams session
Programme Minimum
review and of 2 X
close out days’
session with work
MOHA and session
PMS

3.5 System Support and Maintenance

25
Consultant must provide CIP Tool system support and maintenance for the duration of the
contract in Bahasa Indonesia. Hosting of the tool and database must also be included in the
proposal.

The proposal must include details on the model for the long-term support of the CIP system,
beyond the duration of the project. It should include a clear indication of the level of support
and what tasks it entails, as well as the cost parameters associated with it. The proposal should
provide a basis for support cost escalation that will ensure that the government is not exposed
to unwarranted and unexpected cost escalations for running the CIP system.

3.6 Consultant’s Performance Evaluation

The performance of the consultant’s team and its individual members will be subject to
evaluation by the PIU. An evaluation shall be carried out at the critical milestones, on a yearly
base and at the end of phase 1, or at any other point of time at the discretion of the PIU. The
CIP performance evaluation shall include, but not be limited to (1) the substance of the
program, such as progress of the deliverables and performance of the scope of works a defined
in this ToR; and (2) administrative performance, such as compliance with the contract and (3)
consider the city’s satisfaction with the application. The PIU will submit the CIP performance
evaluation reports and relevant recommendations to MOHA.

3.7 Reporting

All system documentation and manuals will be in Bahasa Indonesia and English. The system and
learning materials in Bahasa Indonesia should be completed at the end of phase 1.

26
3.8 Qualifications of Key Personnel
Minimum qualifications of key personnel to be staffed by the Consultant are described in Table
4.
Table 4. Minimum Experts and Qualifications of Key Personnel
Key Expert Fields
1. Project Team Leader / Local
Government and Capital
Investment Planning Expert
2. Senior Integrated
Infrastructure Planning
Expert
3. Integrated Infrastructure
Planning Expert
4. Infrastructure planning
specialist
5. Infrastructure Construction
Management
6. Senior Geospatial and Data
Expert
7. Geospatial and Data Expert
Minimum Qualifications
 Master’s degree from relevant discipline (e.g. Civil Engineering/
Urban Planning/ or similar discipline)
 Minimum of 15 years relevant international experiences in the
area of Capital Investment Planning or similar at local
government level
 Master’s degree from relevant discipline (e.g. Civil Engineering/
Urban Planning/ or similar discipline)
 Minimum of 15 years’ relevant international experiences in the
area of infrastructure planning at local government level
 Master’s degree from relevant discipline (e.g. Civil Engineering/
Urban Planning/ or similar discipline)
 Minimum of 15 years’ relevant experience in infrastructure
planning at local government level
 Master’s Degree from relevant discipline (e.g. Civil Engineering/
Urban Planning/ or similar discipline)
 Minimum of 4 years’ relevant experience in infrastructure
planning including local government level experience
 Master’s Degree from relevant discipline (e.g. Construction
management/ Civil Engineering/ or similar discipline)
 Minimum of 8 years’ relevant experience in public
infrastructure construction and cost estimation
 Experience in different countries desired.
 Master’s Degree from relevant discipline (e.g. Bsc. GIS or similar
discipline)
 Minimum of 15 years’ relevant experience in GIS application,
modelling and analysis related to urban/infrastructure planning
 Experience in different countries desired.
 Master’s Degree from relevant discipline (e.g. Bsc. GIS or similar
discipline)
 Minimum of 5 years’ relevant experience in GIS application,
modelling and analysis related to urban/infrastructure planning
27
8. Economic Expert
9. Local Government Finance
Expert
10. Chartered Accountant
11. Senior Software Systems
Specialist
12. Software
engineers/programmers
13. Development planning
expert
14. Disaster Risk Management
Specialist
15. Knowledge Management
Expert
16. Environmental and Social
Safeguards Specialist
17. Project Coordinator
 Master’s degree from relevant discipline (e.g. Economics/
Chartered Accounting/ or similar discipline)
 Minimum of 15 years’ relevant experience in economic
modelling and exposure to local government environment
 Master’s Degree from relevant discipline (e.g. Economics/
Chartered Accounting/ or similar discipline)
 Minimum of 8 years’ relevant experience in local government
finance
 Master’s Degree from relevant discipline (e.g. Commerce/
Chartered Accounting/ or similar discipline)
 Minimum of 10 years’ relevant experience – including local
government. Professional registration required.
 Master’s Degree from relevant discipline (e.g. Programming/ IT
systems/ or similar discipline)
 Minimum of 15 years’ relevant experience in software systems
design and application
 Experience in different countries desired.
 Master’s Degree from relevant discipline (e.g. Programming/ IT
systems/ or similar discipline)
 Minimum of 5 years’ relevant experience in software system
applications and programming
 Master’s Degree from relevant discipline (e.g. Urban Planning/
or similar discipline)
 Minimum of 15 years’ relevant experience in strategic spatial
planning including local government level experience
 Master’s Degree from relevant discipline (e.g. Urban
Planning/Environment/ or similar discipline)
 Minimum of 10 years’ relevant experience in disaster risk
management and planning including local government level
experience
 Master’s Degree from relevant discipline (e.g. Knowledge
management/ or similar discipline)
 Minimum of 10 years’ relevant experience in knowledge
management in complex and multi-sectoral environment
 Master’s Degree from relevant discipline (e.g. Environmental
science/ Urban Planning/ or similar discipline)
 Minimum of 10 years’ relevant experience in environmental
and social safeguards for urban planning
 Master’s Degree from relevant discipline (e.g. Project
28
 management/ or similar discipline)
 Minimum of 10 years’ relevant experience in complex project
management in donor funded projects

4 LOGISTICAL REQUIREMENTS

The Consultant needs to put in place sufficient presence in Indonesia to ensure continuous
support and customisation of the system. It is required that the Consultant establish a local
office with a senior resource and establish a mentorship with local companies to build their
capacity to provide services in 5 cities. Sufficient local capacity must be created during the
programme execution to ensure continued system support to all cities in the programme and
deployment to additional cities in subsequent phases that may be identified.

The consultant is responsible financially, technically, and logistically to conduct the workshops
and meetings outlined in this TOR. The cost of travel and accommodation of the participants
attending the workshops will be borne by the participants and is not the responsibility of the
Consultant.

The need to integrate local strengths and knowledge is seen as key to effective project
execution. Any international consultant needs to source competent local companies for
mentorship to support provisioning of the CIP tool. For the duration of the project, the
consultant shall ensure that training and knowledge transfer takes place to enable localised
support for the system. Local companies that should eventually obtain full system accreditation
and provide continued system support services over time.

29
Annex 1: (indicative) National Urban Development Program description

1. Component 1: National Urban Institutional and Policy Development: (USD 5.0

million of IBRD Loan) This component will support the strengthening of inter-ministerial
coordination on cross-sectoral urban issues at the national level. It will also support the
development of national policies, guidelines and strategies to promote efficient, sustainable
and climate- resilient urban development. The capacities of local governments to plan
strategically, prioritize capital investments and access alternative sources of finance will be
significantly enhanced through an enabling national policy environment pertaining to strategic
planning and urban management. Activities under this component will promote better
vertical coordination and develop appropriate approaches to address constraints to integrated
planning and efficient urban management at national and local levels. This component will also
support the development of national policies, guidelines and strategies to promote efficient,
sustainable and climate-resilient urban development.

2. Sub-component 1.1: Strengthening the capacity of an Urban Platform for Inter-

Ministerial Coordination. The Inter-Ministerial Steering Committee at the national level will
provide the basis for coordination of several national sectoral programs, including NUDP. The
GOI has expressed the need to re-structure, elevate and enhance the effectiveness of the
existing TKPPN. NUDP will support the strengthening of the Standard Operating Procedures
(SOPs) and work plans to operationalize the platform’s inter-sectoral coordination function, for
instance, through the establishment of a Technical Secretariat under BAPPENAS. The technical
secretariat will provide capacity building activities including trainings to enhance cross-agency
urban coordination, mapping of national urban programs to identify the need for geographical
alignment, review of city level outputs, convening of a panel of advisors on urban interventions
etc. This platform will have the mandate to draw lessons from project implementation and
provide inputs for relevant policies, guidelines and regulations, including those to promote low
carbon and resilient development planning. Knowledge sharing with provinces and cities will be
financed through periodic national workshops and trainings.

3. Sub-component 1.2: Support for the formulation of the national urban policies for
promoting integrated urban development. This component will finance analytical studies,
position papers and assessments pertaining to national urban policy making, including support
for RPJNM and policies aimed at enhancing the environmental sustainability and resilience to
climate-related disasters of Indonesian cities. Support for operationalizing relevant findings of
the Indonesia Urbanization Flagship Report will be included and policy dialogue will be
facilitated through workshops to support the operationalization of the RPJMN. A key output will
be the City Positioning and Economic Development Study, which will provide strategic view of
the competitive advantage of cities that have a regional and national important based on their
relative regional location, demographic characteristics, economic growth, climate vulnerability
etc.

30
4. Sub-component 1.3: Formulation of National Urban Infrastructure Strategy Plan: A
strategy paper with robust analysis to support the articulation of a National Urban
Infrastructure Strategy Plan, including urban infrastructure strategies that promote climate
resilience, low-carbon development, densification, transit-oriented development etc.

5. Component 2: Integrated Planning for Urban Development: (USD 32.6 million of

IBRD Loan): This component aims to strengthen the quality, strategic approach and
implementation of integrated spatial planning within the participating cities, and links spatial
planning with the prioritization of capital investments. In addition, a spatially informed,
medium-term, annually rolling capital investment planning and budgeting framework will be
developed and implemented under this component. Component 2 activities will jointly
strengthen the capacity of cities to make spatial planning more effective, forward-looking and
increase strategic prioritization of infrastructure and services to enhance sustainability and
environmental and social resilience of cities.

6. A key principle under NUDP is to enhance the quality of existing statutory

plans/mechanisms in Indonesia and focus on bridging the gap from plan to implementation.
Mainstreaming the interventions within the existing planning and regulatory frameworks will
ensure institutional sustainability of the proposed interventions. Discussions with relevant
Ministries to reform the existing frameworks based on findings of first phase of interventions
have been positive, with the aim to review regulations based on early implementation results.
Activities also build upon several ongoing trust funded activities that have been tested and
tailored to the Indonesian context, including activities being carried out under IDSUN,
particularly the TA on City Planning Labs (CPL) and Municipal Finance, as well as the Indonesia
Urbanization Flagship Report.

7. Sub-component 2.1: Support for strengthening quality of data and institutional

capacity for data governance. This sub-component will finance data development and
maintenance, capacity building for data analysis, integrated data platforms and drafting of
municipal data governance policies (e.g. Municipal Spatial Data Infrastructure- MSDI- Mayoral
Decree to ensure sustainability of data driven development). These activities will serve as the
backbone of evidence-driven urban planning and focus on developing foundational geospatial
capacity of local governments through trainings, knowledge exchange and skills development.
Within data development for integrated planning, there will also be attention to datasets
pertaining to adaptation to and mitigation of climate risks (e.g. datasets needed for land
suitability and carrying capacity analyses that include climate change risks, forested areas,
urban footprint etc.).

8. Key activities under this subcomponent include (See Annex 2 for more detail):
 Enhancing Data Quality, Production, Management and Maintenance: Through the
design of a hands-on, on-the-job training program, cities’ capacity to produce and
manage high-quality data and conduct analytics will be boosted. This component will
include data production through various means based on city need, including
remote sensing and drone-based data production.

31
  Facilitating Data Sharing through establishment of a robust data governance
framework under the MSDI framework: This will include advisory support for
development of regulatory framework to be mandated through a Mayoral Decree
(Perwali) that will include protocols for data sharing, data custodianship, data
publishing, etc.
 Integrated Data Portal: Support will be provided to the target cities to establish a
single data platform in line with Indonesian geospatial standards and utilizing cutting
edge international technologies, to ensure that spatial data is better managed and
integrated with other sources of planning data. Forms of support will include
software packages, data storage systems (including cloud-based options),
integration between geoportals, data production and management training,
automated urban planning tools and related advisory services.

9. Sub-component 2.2: Support for integrated spatial planning: This subcomponent will
finance a combination of key strategic/analytical studies required for integrated spatial and
socio-economic planning, development of Spatial Development Framework (SDF) to strengthen
RTRW (20-year city level spatial plan) and RPJP/RPJMD (city’s long term and medium term
socio-economic development plan), and Strategic Area Framework (SAF) to strengthen RDTRs
(detailed spatial plans for priority areas, 20-year horizon). Activities under this component will
build the capacity of participating local governments to design and implement integrated
spatial plans and boost the spatial planning linkages with socio-economic plans (RPJMD). This
sub-component will also finance stakeholder consultations in the development of integrated
planning inputs (including community consultation), peer-to-peer learning among local
governments and capacity building activities to support institutional strengthening for
integrated planning and implementation. As far as possible, interventions will be aligned to city
planning cycles, to maximize the absorption of inputs. Activities will also include studies on
improving effectiveness of existing development control mechanisms, pilots on new
development control approaches (including restrictions or standards on hazard prone areas),
training and related capacity building activities. (see Annex 2 for further detail)

10. Analytical inputs: Examples of key studies financed under this sub-component include:
Economic Strategy Study, Baseline Survey and Analytics Study, Environmental Zoning and Land
Suitability Study, Integrated Transport and Land Use Planning Study (including urban mobility
approach) (see Annex 2 for detailed explanation of key studies). All studies under this sub-
component will be conducted per participating city to boost the quality of the statutory and
sectoral plans. Analytical outputs will be coupled with capacity building activities for local
governments, along with the consolidation of TORs and detailed methodology manuals made
available to cities as a long-term resource.

11. Spatial Development Framework (SDF) approach will address the gaps identified in the
development of RTRWs in Indonesian cities in terms of quality of analytics, integrated strategic
vision and organization of the document. This activity will create a consolidated, strategic
spatial planning vision in the form of a synthesis document that is endorsed by multiple

32
stakeholders at the city level to steer the city’s development towards the achievement of key
socio-economic targets. The SDF approach emphasizes the spatial prioritization of investments
by identifying development corridors that link people with jobs and services, nodes/priority
areas for development and focuses on hotspots of infrastructure gaps for spatial targeting. The
process combines a robust synthesis of analytical inputs and consultative processes across line
departments as well as with citizens. Consultative processes will aim to enhance the existing
processes included within RTRW development and in doing so, SDF approach will build upon
the existing foundations of the Indonesian planning system to enhance its effectiveness rather
than creating a parallel system of planning. Outputs will include an SDF synthesis document, a
manual (detailing methods and process) based on Phase 1 of implementation, which will
internalize lessons learnt during implementation and become the basis of scale up in
subsequent phases. Hands-on support of consultants to carry out the analytical studies, will be
combined with embedded capacity building trainings and workshops for local governments
along with support for institutionalization of the SDF approach into RTRW and RPJP/RPJMD (see
Annex 2 for further detail).

12. Institutionalization of the SDF approach can take place using one of the following
mechanisms: (1) full revision of the RTRW statutory document (including the re-organization of
chapters), or (2) SDF as a consolidated input for the technical document (Matek) that informs
the statutory RTRW, and/or (3) SDF linkage to RPJP/RPJMD (e.g. chapter or Annex). For option
(1) to be fully realized, changes to the spatial planning regulations will be required, which the
government is open to considering based on the results of phase one implementation. Under
option (2), the SDF will influence the direction of long-term spatial planning through the
technical, back-end document that forms the backbone of the statutory plan, and under Option
(3), SDF with enhance the inclusion of spatial aspects and direction within the socio-economic
development plans that currently lack such direction. In all cases, the SDF synthesis document
will be made accessible to all stakeholders (including citizens) to ensure a common
understanding of the city’s spatial development strategy, potentially supported by a Mayoral
Decree (Perwali). (see Annex 2 for further detail).

13. Strategic Area Frameworks (SAF) financed under this sub-component zoom into the
strategic priority areas identified by the SDF (development corridors, nodes/hubs and
settlement areas) and undertake detailed spatial planning within these strategic areas to align
community priorities with the overall direction of development of the city. SAF approach will be
used to revise the statutory detailed spatial plan, RDTR, to address the gaps in the current RDTR
approach and structure that constrain it from providing strategic spatial locations for optimal
infrastructure investment. SAF approach will also aim to strengthen the operationalization the
development control function of the RDTR. Given the extensive backlog of RDTRs (see para 9),
the SAF document is expected to provide a direct input to participating cities’ RDTR. Similar to
SDF, this consolidated document utilizing the integrated planning approach at the sub-city level
will also be available for all stakeholders as a standalone, interim spatial development strategy
document for priority areas. See Annex 2 for more details.

14. Review spatial planning regulations and guidelines to integrate SDF and SAF approaches.

33
The project will finance the review of relevant spatial planning policy and regulatory
frameworks to propose revisions that can allow the absorption of implementation-based
lessons from SDF and SAF approaches into RTRW and RDTR respectively, with an aim to
institutionalize these approaches once they have been tested in a critical number of cities and
tailored to the Indonesian context.

15. Sub-component 2.3: Support for Precinct Planning. Precinct Plans (PP) financed under
this component are a more detailed, neighbourhood level infrastructure and urban design plan
that is sub-SAF/sub-RDTR) level. These plans map out and visualize where capital investments
are needed within the boundaries of an identified functional high priority area. The first
objective is to clearly define a development vision and objectives for the precinct. The second
objective is to provide urban design guidelines that will catalyse the achievement of the desired
urban form and function and the development vision. It is a “bridging document” between
statutory spatial plans and investment projects, on which investment implementation plans are
built on (i.e. feasibility studies and detailed engineering designs). The majority of identification
of capital investments under local government mandate are identified at this level. This
bridging document linking plans to investments does not currently exist in Indonesia.

16. Sub-component 2.4: Capital Investment Planning and Budgeting (CIP) established as
an investment prioritization and tracking system. This sub-component will finance: (i)
development of a CIP framework (methodology and process), associated tools and work-flow
under BAPPEDA; (ii) hands-on support for implementation of the CIP framework throughout the
annual planning and budgeting cycle across the project lifetime to ensure absorption by the
local government; and (iii) training for local governments, universities and private vendors to
support local governments; (v) formulation of supplemental regulation on guidance of CIP for
RPJMD under the Home Affairs Ministerial Regulation (Permendagri) 86/2017.

17. Under the CIP framework, the cities will move beyond piecemeal identification of
investment priorities towards investments within strategic areas highlighted by spatial plans.
The CIPs will be multi-year rolling plans for capital investments (including retrofitting and
maintenance), prioritized by year, with anticipated beginning and completion dates, annual
estimated costs, proposed financing mechanisms for the investment life cycle, and
identification of the overall financing gap. Four key steps under the implementation of the CIP
framework will be: project capture, prioritization, budget fit, and monitoring and reporting.
Optional models on climate-resilient infrastructure investment projects can be implemented
within this approach. See Annex 2 for more information on the cyclical CIP approach and its
relationship with local governments’ planning and budgeting cycle.

18. The proposed CIP framework ensures effective operationalization of spatial plans into
investments through spatial targeting of investments in high priority areas with a clear
understanding of budgets and by tracking implementation progress annually. Prioritization
from the long list of projects (all captured within a unified database in the system prior to
filtering) is based on pre-agreed, city-specific objective criteria. In the context of this project,
investment prioritization scoring will include higher score for infrastructure aligned with spatial

34
priority areas/corridors highlighted by the suite of planning documents, linkage with articulated
mayoral visions and targets, environmental and socio-economic considerations, climate-
resilient aspects, among other city-specific priorities. Based on ongoing discussions with the
Ministry of Home Affairs (MOHA), upon successful implementation, CIP will be subsumed
within a city’s RPJMD and RKPD (city’s annual budget plan) to provide it a statutory basis,
mandating its development and implementation by local governments to enhance
sustainability. Development of CIP framework and system can start in parallel to the spatial
planning activities under sub-component 2.2 integrating inputs as they become available in the
subsequent years of implementation. The CIP framework and its implementation, together with
the development of SDF/SAFs/PPs, form the core of the interventions within Component 2.

19. Component 3 City Financial Management Capacity Development: (5.0 million of IBRD
Loan): Component 3 will finance capacity building activities and support necessary systems,
equipment and tools for local governments to address constraints to effective implementation
of prioritized capital investments, including demand side constraints to accessing alternative
sources of finance beyond national government transfers. Activities under Component 3 will
create an enabling environment for the implementation of the prioritized strategic capital
investments identified within the CIP process in Component 2. Participating cities will develop
additional financial, fiscal and project management capacity, including tools needed to sustain
the capacity building. Overall, Component 3 will strengthen the capacity of participating cities
to improve infrastructure asset management, M&E mechanisms and better management of
fiscal and financial resources to enhance access to alternative financing.

20. Subcomponent 3.1: City level assessment of financial and project management
capacity. The assessment will support the cities in understanding their capacity constraints on
infrastructure, financial and project management and identify a set of capacity building
interventions from the available menu of options to address them. The assessment will
encompass analysis of fiscal position, debt and revenue situation, readiness to manage capital
investments on a medium-term basis, bottlenecks in project management, expenditure
efficiency, M&E mechanisms, asset management, operation and maintenance etc. It will
identify areas of weaknesses, inconsistency of budget decisions with city priorities and
infrastructure implementation challenges specific to the city. The results of the assessment will
be jointly workshopped with relevant city departments led by BAPPEDA to develop an action
plan for addressing constraints. The action plan and the assessment will become the entry point
for the design of training, the selection of capacity building activities from the menu of options
and any supportive tools. In addition, under this sub-component, a mapping of relevant
national level trainings will be undertaken to avoid duplications and ensure advanced trainings
building upon the existing resources. Existing materials will be enhanced and updated as
necessary in close collaboration with relevant ministries.

21. Subcomponent 3.2 Enhancing capacity for accessing alternative sources of finance. The
assessments and action plan under component 3.1, along with the results from CIP
implementation from component 2, will be used to determine the specific capacity building
activities jointly with the local governments to ensure a demand driven design. This activity will

35
introduce cities to innovations in municipal finance, along with training and capacity building
support on topics including creditworthiness, debt management, municipal bonds, land value
capture approaches etc. A menu of options including selected products and tools that have
been piloted in Indonesia will be available to the city, including trainings for Creditworthiness,
Medium-term Fiscal Framework (MTFF) (methodology and tools), investment portfolio
assessments for private financing potential, and use of new technological solutions such as
asset management technology and tools etc. The menu of options will not only offer new,
advanced trainings but also promote and strengthen access to the existing national government
trainings, to ensure sustainability and avoid duplication. Deriving from the city-level
assessments, this sub-component will also finance equipment, software systems and tools
aimed to support local government capacity strengthening.

22. Component 4: Project Implementation Support: (7.0 million of IBRD): For successful
implementation of the complex project activities, a strong implementation support framework
is needed (see Annex 1). To operationalize this implementation support, this component will
finance the costs of Project Management Support (PMS) for the Central Project Management
Unit (CPMU), Technical Management Consultants (TMCs) for all PIUs and Oversight Consultants
(OSPs) to strengthen the capacity of the CPMU and the PIUs to oversee implementation of the
program at national, provincial and city levels. It will include contract supervision, financial and
technical audit, oversight on the inclusion of environmental and social safeguards aspects
(including citizen engagement), monitoring and evaluation etc.

36
Annex 2: Program Institutional and Implementation Arrangements

1. Project Executing Agency. The MPWH is the Executing Agency for NUDP. A CPMU is
established under RIDA. As the CPMU, RIDA will be responsible to coordinate the results
achieved by each PIU as well as ensuring the achievement of the Project’s development
objective. In addition, the CPMU has the following responsibilities as: hold regular meetings
with PIUs to ensure on-target progress; implementation of environmental and social safeguards
in accordance with Bank policies as specified in the ESMF, management and reporting on the
Monitoring and Evaluation Framework, development, utilization and updating of the POM in
coordination with PIUs.

2. The CPMU will be supported by PMS to ensure overall work quality, accountability and
timeliness. The PMSs will ensure that project implementation is in accordance with the work
plans and will also provide city-level consultants to support local government coordination. In
addition to operational experts (Financial Management, Procurement, M&E etc.), the PMS will
also retain a pool of technical experts to draw upon for providing technical support for smooth
implementation. The CPMU and PIUs are expected to be established in the months leading up
to the project’s expected date of effectiveness. These implementation arrangements are being
designed based on similar arrangements that have been established – and are currently in place
– in the same ministry and the same departments for another program, thus learning from an
existing successful multi-ministry Platform in Indonesia, where the MPWH is also the executing
agency.

3. Project Implementing Unit(s). NUDP has multiple PIU’s because NUDP is understood as
an integrator of multi-sectoral works. The project needs significant involvement of various
ministries that are responsible for urban area planning and development. PIU’s include relevant
directorates of ministries in charge of sub-components and will be established within
BAPPENAS, MPWH and MOHA. Each of these lead agencies will coordinate with key agencies at
the national level, as appropriate. ATR/BPN will play an important role as a coordinating
ministry in working closely with the PIUs on review and institutionalization of the results of the
project interventions. During implementation, based on joint review of project need and
implementation status with GOI, ATR/BPN can be included as a PIU. No city-level PIUs will be
established, but the PMS’s will provide consultants to support city level coordination. PIUs will
be responsible for achieving the project development objective and relevant performance
indicators by coordinating all activities under their mandate, ensure that the activities progress
in line with the progress implementation schedule and work plans in the POM; overseeing the
implementation of sub-components under their responsibility; coordinating with relevant
directorates or agencies in implementing their obligations, and ensuring that financial,
procurement and contract management, safeguards and overall project implementation
conforms with the World Bank policies. Each PIU will supported in their implementation role by
TMCs, who will be supervised by the PIU staff. TMCs will also be responsible for regularly
coordinating with the PIU’s on the status of specific packages under implementation. Each PIU

37
will be responsible to procure and manage consultants that will be deployed to the
participating cities for each respective activity.

4. Inter-Ministerial Coordination at the national level: A multi-ministerial urban

coordination structure at the national level will be enabled and strengthened. The objective is
to ensure coordination on key policies and programs related to urban development within the
NUDP scope of work. The TKPPN under BAPPENAS will be leveraged for high level coordination
during implementation and to ensure that strategic issues are adequately addressed. The
coordination structure will also include government agencies/ministries that have no direct
implementing responsibility for the Project but are critical stakeholders. The committee
comprises high-level officials from the Ministry of Finance, Ministry of Home Affairs, Ministry of
Land and Spatial Planning, Ministry of Public Works and Housing, Ministry of Transportation,
Geospatial Information Board, Ministry of Communication and Information, and Coordinating
Ministry of Economy.

5. Organogram as presented in the figure below illustrates the Project’s institutional

arrangements:

Figure 1 Project Institutional Arrangements

6. Coordination at the city level. To ensure smooth coordination at city level, the project
requires an establishment of a NUDP coordination team at city level, assigned by the City
Secretary (Sekda). The coordination team, under the overall guidance of the Sekda, will
coordinate and monitor all city-level activities under NUDP. It will consist of senior level officials
from key agencies that are involved in the NUDP activities. The city implementation
arrangements shall be institutionalized by the Mayor through a Mayoral Decree (SK – Surat

38
Keputusan Walikota).

7. Technical working groups will be established to implement the NUDP activities. These
working groups report on a day to day basis to the coordination team and regularly to the
Sekda on project progress. There will be three technical groups: spatial planning working
group, CIP working group, and a capacity building working group. The final composition of the
local team will depend on the mayor’s discretion.

8. PIU specific TMCs will further support the city coordination committee as needed. The
technical working groups will tap into existing institutional mechanisms where possible. For
instance, the Integrated Planning Working Group would leverage an existing mechanism
available in some cities, namely the City Spatial Planning Coordination Unit (TKPRD – Tim
Koordinasi Perencanaan Ruang Daerah). The working groups will report regularly to the City
Coordination Committee and periodically to the Sekda on project progress. Cities will be asked
to commit to the establishment the NUDP City Coordination Committee as part of the
Expression of Interest (EOI) to join the project, which will be solidified via a Memorandum of
Understanding (MOU) with the national government.

9. Spatial planning coordination team at city level. A technical working group to be

responsible for the spatial planning related activities is required at city level. Currently, cities
are mandated to establish a City Spatial Planning Coordination Unit (TKPRD – Tim Koordinasi
Perencanaan Ruang Daerah), who is responsible to formulate spatial plans, implement and
control the spatial utilization. NUDP will leverage the existing mechanism and strengthen the
role and function of TKPRD.

10. CIP implementation at city level. The City’s Development Planning, Research and
Development Agency (BAPPPEDA) will be responsible for coordinating, implementing and
monitoring of the CIP. It will work in close coordination with the other agencies, especially the
Local Finance and Asset Management Unit (BPKAD). As the coordinator for the CIP, BAPPEDA
will provide strategic guidance and submit a consolidated CIP to the executive budget
committee (TAPD – Tim Anggaran Pemerintah Daerah). An annual capital planning and
implementation process plan will be prepared, highlighting the involvement of all stakeholders,
key deadline dates and deliverables. The Mayor or Sekda will be asked to assign BAPPEDA to be
the capital investment coordinator and to act on behalf all sectors and agencies involved as part
of the MOU with cities.

11. Capacity building working group at city level. Capacity building under component 3 will
be conducted in the areas of planning and budgeting and access to finance, procurement, and
project management. Key stakeholders include BAPPEDA, BPKAD, Procurement Unit (UKPBJ –
Unit Kerja Pengadaan Barang dan Jasa), and Public Works. This working group will be chaired
by the Sekda, and also include the ad-hoc budget committee (TAPD) as appropriate. The local
parliament members (DPRD – Dewan Perwakilan Rakyat Daerah) will also receive capacity
building related to their role in the budgeting process and city government access to alternative
financing. The capacity building activities will be closely coordinated with the progress of

39
activities under Component 2 and align with the government annual budgeting process. The
NUDP coordination team and technical working groups will be encouraged and supported to
share knowledge with other agencies and cities, and to facilitate the formal adoption of
innovations as part of NUDP’s sustainability strategy.

12. An MOU will be signed between the participating cities and the CPMU, as is common
procedure between city governments and national government in implementing projects. The
MOU will outline the roles and responsibilities of both parties, confirm the city-level
institutional arrangements, and commitment.

13. The provincial governments are key stakeholders related to facilitating knowledge
exchange, brokering and learning. Provincial governments will be supported in sharing the
innovations and learning of NUDP to other Indonesian cities and will be involved in knowledge
sharing and learning events and scaling-up wherever opportunities exist.

14. Meetings between CPMU, PIUs, and city governments will be conducted at least on an
annual basis to ensure and foster the local-national coordination. City government will be able
to provide feedback on the implementation of NUDP through this dialogue platform.

City Secretary
(NUDP Coordinator)

Coordination team

40
Working groups

Spatial Planning Working

Capital Investment Capacity Building
Group
Planning Working Group Working Group
(TKPRD)

Champions from Various Agencies

Figure 2 Institutional Arrangements at the City Level

41
Annex 3: High Level Deliverables for Phase 1
The following deliverables will be evaluated as part of the performance assessment for phase 1.
Table 5. High Level Deliverables for Phase 1
DELIVERABLE
Project Initiation 1-2 months
Project team establishment and indication of
partners
Project Implementation Plan
Agreed project management arrangements
Establishment of local companies to participate in Partnership agreement between Main Consultant
the programme
Data assessment and gaps identification to
inform in-country data collection process and
methodology
Assessment of Indonesian local government
planning and budgeting system and how the CIP
needs to be aligned to existing processes
Scoping Requirements 2-5 Months
Government and City Workshops: Introduction to
CIP system. Requirements from government and
cities. System reporting requirements and
standards
Detailed Data Assessment Report (to inform the
scoping and requirements agreement and
workflow document)
Refined scoping and requirements document and
agreement with MOHA
Final workflow programme - to be agreed with
MOHA
Local expert review
ACCEPTANCE CRITERIA and EVIDENCE
Sufficient local resources have been included in
the proposal and contract; approved by MoHA
 Competence and skills required as specified
in the TOR confirmed by MOHA
 Proof of adequate local companies and in-
country presence
Approval of the high-level Project
Implementation Plan by MOHA and PMS
Project management procedures and protocols
signed off
and local companies
High-level data assessment report
Flowchart of interface of existing planning and
budgeting system with CIP processes
 One day workshop with government (MOHA)
 One day workshop with cities
Detailed data assessment report assessed and
endorsed by MOHA
Final Scoping and Requirements document –
Signed off by MOHA
Final Workflow programme document – Signed
off by MOHA
(The refined scoping and workflow documents
above will stipulate interim milestones and
product delivery that will be used for programme
tracking and reporting to MOHA)
Endorsement of agreed deliverables
DELIVERABLE ACCEPTANCE CRITERIA and EVIDENCE
System Customization and Deployment in 5 Cities 6-12 Months
Coordination workshop with PMS and other  One workshop
NUDP workstreams  Minutes and action items for integration

First CIP system training for city system
administrators and contributors
Detailed CIP system training for local companies Training course conducted
and consultants
System data capture
CIP system customization and deployment in 5
cities in accordance with requirements and needs deployed
agreed at working sessions with government and
cities
Prioritization model content and requirements
assessment for the deployment of the system
Economic Impact Modelling (EIM) parameters
and data assessment (Interim milestone)
Social Impact Modelling (SIM) parameters and
data assessment (Interim milestone)
Budget Impact Simulator (BIS) - Long Term
Financial Plan component (Interim milestone)
Local expert review
Training course 1 conducted
 Training course material and manuals
 Training course material and manuals
System report excerpt of:
 Strategic spatial inputs and shapefiles
imported per city
 Project data preparation and base project
data fields captured for each city
CIP system report and screenshots of system
System report excerpt of the preliminary
prioritization model with a structured calibration
of weighting and scoring of projects
EIM parameters, methodology and data
assessment document
SIM parameters, methodology and data
assessment document
 BIS base document and methodology
 Workshops and inputs from relevant finance
departments at government and city level
Endorsement of agreed deliverables

CIP System Operationalisation in 5 Cities 12 – 24 Months

Full deployment and operationalization of CIP  CIP process plan in support of budget
system in 5 cities formulation timelines and requirements
 CIP project database with data requirements
 Prioritisation model results report
 Standard reports as per agreed format and in
compliance with SCOA and government
requirements
Second CIP system training for city system Training course 2 conducted
administrators and contributors Training course material and manual
Online help and “how to” assistance for CIP Online help system demonstration and
System users screenshots
Deployment of EIM component in the CIP system EIM report generated from CIP System
Deployment of SIM component in the CIP system SIM report generated from CIP System
Deployment of CIEM component in the CIP CIEM report generated from CIP System
system
Implementation of the BIS as components of the Long term financial plan report and projections

42
DELIVERABLE ACCEPTANCE CRITERIA and EVIDENCE
CIP budget process
Quarterly progress reporting Quarterly progress reports with evidence of
interim milestones as agreed in the workplan
Local companies’ capacity and skills transfer Report and sign off on proven capabilities of local
assessment companies to administer the CIP system
Local expert review Endorsement of agreed deliverables

(Phase 2 and 3 assessment is subject to the same deliverables with possible amendments to
take cognisance of the learning in the pilot phase). Any deviation from the agreed deliverables
must be approved by MOHA.

In order to guarantee successful implementation of the system and support to the NUDP for
the duration of the programme, there will be a retention of up to 20% of the contract amounts
for each phase to be paid out at the successful completion of milestone deliverables as per the
agreed work plan.

The continuation of the contract will be based on the performance evaluation of PIU which may
recommend changes to the team structure and personnel or termination of the contract in the
case of unacceptable performance.

43