MID-TERM REVIEW - AIDE MEMOIRE

INDONESIA: IBRD Ln.8636-ID; AIIB Ln.0004-ID; National Slum Upgrading Program (NSUP) /
Kota Tanpa Kumuh (KOTAKU)

Mid-Term Review Mission

I. INTRODUCTION

1. The World Bank Team carried out a Mid-Term Review Mission for the National Slum Upgrading
Project (NSUP) or Kota Tanpa Kumuh (KOTAKU) from May 13, 2019 to June 28, 2019. The team was
led by George Soraya, Task Team Leader (TTL, Lead Municipal Engineer, GSURR), and Evi Hermirasari
(TTL, Senior Urban Development Specialist, GSURR). The mission started with a kick-off meeting in
Jakarta on May 13, 2019. The mission was held with the representatives from the Ministry of Public Works
and Housing (MPWH), the National Planning Agency (Bappenas), the Ministry of Finance (MoF), and the
Ministry of Agrarian and Spatial Planning (MASP). The team visited two districts/cities Gresik (East Java)
and Kendari (Southeast Sulawesi). A wrap-up meeting was held on June 28, 2019. The Bank team would
like to express its gratitude to the Government of Indonesia (GoI) and the Project Management Unit (PMU)
for organizing and participating in this mission. A list of visited sites and mission members is attached in
Annex 1.

2. The objectives of the MTR mission were to review the implementation progress of KOTAKU, with
additional emphasis placed on:
1. Assessing the overall project performance and making relevant decisions regarding the future of the
operation for the Mid-Term Review including: the Government’s commitment, relevance of the Project
Development Objective (PDO), adequacy of the project design, implementation plan and management
arrangements, compliance with fiduciary and safeguards, and overall implementation risks.
2. Reviewing the overall project performance in terms of project results against the performance indicators
and assess the project implementation at all levels (central, province, district, and village).

3. This aide memoire outlines progress made by the project, flags outstanding issues, and identifies
recommended actions. Overall, this content reflects the discussion held with GoI stakeholders at the
mission’s wrap up meeting. The aide memoire contains the following sections and annexes:

PART I Introduction
PART II Project Overview
PART III Significant Changes during Project Implementation
PART IV Implementation Progress and Main Issues
A. Project Components
B. Project Cost and Financing
C. Disbursement Schedule
D. Implementation Plan and Management Arrangements
E. Compliance with Fiduciary and Safeguards
F. Monitoring and Evaluation
G. Sustainability
H. Overall Implementation Risks
PART V Follow-Up Actions

Annex 1 List of Mission Participants and Visited Sites

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 Annex 2 Key Performance Indicators
Annex 3 Project Cost
Annex 4 Progress by Component
Annex 5 Financial Management and Transaction Review
Annex 6 Procurement and Consultant Management
Annex 7 MIS, Monitoring Evaluation and Complaint Handling
Annex 8 Social and Environmental Safeguards
Annex 9 Support of the Ministry of Agrarian and Spatial Planning (MASP) in KOTAKU
Annex 10 Summary of Activities supported by DFAT

PART II: PROJECT OVERVIEW

Table 1: Key Project Data and Ratings

No Item Data

1 Project Number: P154782

2 IBRD/IDA Grant/Loan Number: Ln-8636; Ln0004-IDN
3 Closing Date: March 31, 2022
4 Total Financing: P154782: US$ 433 M
- WB: US$ 216.50 M
- AIIB: US$ 216.50 M
5 Counterpart Financing: P154782: US$1.3 B
6 Total Disbursements: P154782: WB: US$ 82.9M; AIIB: US$ 82.9M

4. The NSUP’s progress towards achieving its Project Development Objective (PDO). Progress
towards achieving the PDO remains Moderately Satisfactory. Four out of twelve outcome targets and seven
out of ten intermediate result targets set for December 31, 2018 have been met. The four outcome indicators
with achieved targets are: number of people provided with improved access to all-season roads within a
500 m range, regular solid waste collection, complaints resolved, and establishment of functional task forces
for slum alleviation at the local government level. The other eight outcome indicators are behind schedule,
but have come within the range of 70% - 80% of the target. The seven intermediate results indicators with
achieved targets are: establishment of a functional task force for slum alleviation at the national level,
establishment of a slum inventory database, kelurahans which have CSPs (community settlement plans)
consolidated with SIAPs (slum improvement action plans), infrastructure is of good quality, and completed
independent audits of kelurahans. The other three indicators were behind target, which include number of
kelurahans that have completed tertiary infrastructure, functionality of the infrastructure, and number of
cities that have completed primary and secondary infrastructure. One intermediate result indicator, the
number of cities which have completed 80% of primary and secondary infrastructure works and services
connected to slums, is significantly behind at 10% of the target. The reason for this delay is due to prolonged
preparation of the detailed design including the process of securing the land.

Table 2: Summary of KPIs

Actual Target Remarks
Indicator Name
(Current) 2018
A Outcome
1 People provided with improved infrastructure under the project (of which women) 2,553,225 2,900,000
2 People provided with “improved water sources” under the project (of which women) 204,346 240,000
3 People provided with “improved sanitation” under the project (of which women) 287,787 360,000
People provided with access to all-season roads within 500-meter range under the
4 1,771,850 1,110,000 Achieved
project (of which women)

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 Actual Target Remarks
Indicator Name
(Current) 2018
5 People provided with regular solid waste collection under the project (of which women) 677,464 450,000 Achieved
6 People provided with “improved drainage” under the project (of which women) 885,954 1,080,000
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7 Slum Area Alleviated (Hectare - Ha) 2192 /5970 2,200
Percentage of slum dwellers who are satisfied with the quality of urban infrastructure To be
8 60
and services (of which women, of which bottom 40%, of which poor) (Percentage) completed
9 Percentage of complaints resolved (Percentage) 99.4 80 Achieved
Establishment of functional task forces for slum alleviation at local level (%Local
10 68 60 Achieved
Governments) (Percentage)
11 Direct project beneficiaries (Number) - (Core) 2,553,225 3,000,000
12 Female beneficiaries (Percentage - Sub-Type: Supplemental) - (Core) 1,301,635 1,500,000
B Intermediate Results
I Institutional and Policy Development
13 Establishment of functional task force for slum alleviation at national level (Yes/No) Yes - Achieved
14 Establishment of slum inventory database/profiling (Text) Yes Yes Achieved
II Integrated Planning Support and Capacity Building for Community and Local Government
Percentage of local governments that have completed Slum Improvement Action Plans
15 61 60 Achieved
(SIAPs) which have been approved by Bupati/Walikota
Percentage of kelurahans which have Community Settlement Plans (CSPs) that have
16 95 70 Achieved
been consolidated with SIAPs (Percentage)
III Urban Infrastructure and Services Investment Support
Number of cities which have completed 80% of primary and secondary infrastructure
17 2 20 Critical
works and services connected to slum areas (Number)
Number of kelurahans that have completed 90% of tertiary infrastructure and services
18 1,138 1,600
implemented in slum areas (Number)
19 Percentage of good quality of infrastructure and services (Percentage) 97 80 Achieved
20 Percentage of infrastructure built that is fully functioning (Percentage) - -
IV Implementation Support and Technical Assistance
Percentage of local governments that have a project monitoring structure and provide
21 35.3 30 Achieved
regular information on project implementation (Percentage)
22 Percentage of kelurahans with completed annual financial audits (Percentage) 97 20 Achieved
Source: Annex 2

5. The overall performance of NSUP is shown below:

Previous
Progress Towards Achieving PDO Moderately Satisfactory
Overall Implementation Progress Moderately Satisfactory
Financial Management Moderately Satisfactory
Project Management Moderately satisfactory
Procurement Moderately Satisfactory
Social and Environmental Safeguards Moderately Satisfactory
Project Monitoring and Evaluation Moderately Satisfactory
Current
Moderately Satisfactory
Moderately Satisfactory
Moderately Satisfactory
Moderately satisfactory
Moderately satisfactory
Moderately Satisfactory
Moderately Satisfactory

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Based on criteria defined in page 20 of the PAD: (1) Roads which are at least 1.5 meters wide and have proper drainage; (2) at least 60 liters per person per
day of clean drinking water; (3) at least one public toilet that fulfills technical standards to serve no more than five HH; (4) solid waste removal at least twice
a week; and (5) flood-proof drainage. An area is defined as non-slum if level of service of each of these 5 criteria is minimum 80%. However, it is also noted
that the Government recorded an achievement of 5,970 ha by using calculation based on the MPWH’s Minister Regulation No 2/2016.

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PART III: SIGNIFICANT CHANGES DURING PROJECT IMPLEMENTATION

6. Project Development Objective (PDO). The original project development objective (PDO) is to
improve access to urban infrastructure and services in targeted slums in Indonesia. In general, this
PDO continues to be relevant as slum alleviation remains a Government priority. In response to the natural
disaster in Sulawesi and Lombok in 2018, the Contingency Emergency Response Components (CERC) was
activated. As a result, the PDO will need to be modified to accommodate the CERC activities. The proposed
revised PDO is “to improve access to urban infrastructure and services in targeted slums in Indonesia
and to reconstruct and strengthen public facilities and settlements in selected disaster-affected
areas.” As part of the CERC requirement, the project will need to be restructured because of the reallocation
of loan proceeds from Component 3 (Urban Infrastructure and Services Investment) to Component 5
(CERC). The project restructuring will also cover reallocation of the loan (US$ 1 million) from Component
3 to Component 1 to support the new PIU (Directorate of Land Consolidation, MASP) and additional funds
from DFAT (US$ 5.5 million). The Executing Agency (EA) may also propose to extend the project closing
date until December 31, 2022, due to the activation of CERC that has affected the overall project
implementation. This restructuring should be completed by August 31, 2019. DGHS needs to send a letter
to MoF to request the project restructuring by August 15, 2019. The project implementation manual should
be revised to reflect all changes, which should be approved by the WB by August 31, 2019.

7. Project Cost. Due to financial leveraging of the project, reallocation of the loan from Component
3 to Component 5 will decrease the original project cost by about 23%. It was expected in the project design
that the loan allocated for Component 3 would leverage other sources of financing by about four or five
times. Therefore, the total cost is now significantly reduced from US$ 1,743 million to US$ 1,339.5 million.
This includes an additional US$ 5.5 million from DFAT.

Table 3: Project Cost

Provincial and
Central
Local Gov,
Total Govern- World DFAT
Communities, AIIB
ment Bank
Others
ORIGINAL
Component 1: Institutional Development and Policy
7 5 1 1
Development -
Component 2: Integrated Planning Support and
Capacity Building for Local Government and 84 6 39 39
-
Communities
Component 3: Urban Infrastructure and Services
1578 610 658 155 155
Investment Support
Component 4: Technical Assistance and
74 31 21.5 21.5
Implementation Support -
Component 5: Contingency for Disaster Response - - - - -
Total 1743 652 658 216.5 216.5 0

REVISED
Component 1: Institutional Development and Policy
8 5 - 1.5 1.5
Development
Component 2: Integrated Planning Support and
Capacity Building for Local Government and 84 6 - 39 39
Communities
Component 3: Urban Infrastructure and Services
1073.5 413 446 104.5 104.5 5.5
Investment Support
Component 4: Technical Assistance and
74 31 - 21.5 21.5
Implementation Support

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 Component 5: Contingency for Disaster Response 100 - - 50 50
Total 1,339.5 455 446 216.5 216.5 5.5

8. Department of Foreign Affairs and Trade (DFAT) support to KOTAKU. The Government of
Australia has provided a grant of US$5.5 million) Government Executed (parallel financing) to support the
implementation of Kotaku. Finalizing the proposal for grant utilization is behind schedule. The grant was
provided in response to a request by the GoI during project preparation and the negotiation of NSUP, as it
is an integral part of NSUP. The purpose of the grant was to strengthen the overall program and increase
capacity for innovation at the community level. Bappenas (POKJA National) needs to convene a meeting
to finalize the utilization plan for the grant and allow the Grant Agreement to be processed. Considering
the significant reduction of the loan size for the purpose of the CERC, this additional grant support is more
critical. The Grant Agreement should be finalized by August 31, 2019. The PMU needs to ensure that the
budget is properly allocated in DIPA for implementation in January 2020, while the planning process as
well as technical and safeguards documents will be prepared in 2019.

9. Project coverage. The PAD originally called for focusing infrastructure investment in 13,000 ha
of slum areas, located in 1761 kelurahans within 154 targeted cities (153 cities plus DKI Province). The
project has continuously updated its data on slums in these cities. Currently, slums cover about 17,000 ha
located in 2050 kelurahans, in 149 cities. The CERC will cover the cities of Palu, Kabupaten Sigi, and
Donggala. While Palu has always been part of the project, Sigi and Donggala were not included in the
original project. Therefore, the total number of cities now stands at 151.

10. Additional KPIs and revised targets. The KPIs (key performance indicators) need to be adjusted
due to: (1) the activation of the Contingency Emergency Response Component (CERC) on November 14,
2018, in response to the Sulawesi and Lombok earthquakes, which reallocates US$ 50 million of the IBRD
loan from Component 3 (Urban Infrastructure and Investment Services Investment Support) to Component
5 (CERC); and (2) the additional US$ 5.5 million from DFAT. The overall reduction of the project cost by
about 27% has also reduced the existing target outcomes and outputs. However, it should be noted, the new
targets include results from the additional DFAT grant, and to a limited extent are expected to compensate
the reduction in the project cost. The Government has revised the KPIs in line with the resources available.
The additional KPIs and new targets proposed by the PMU have been agreed to by the PMU and are
reflected in Annex 2. The revised KPIs and targets will be included in the revised project implementation
manual, which should be disseminated and understood by all project operators as well as Local
Governments, before September 30, 2019.

11. Project beneficiaries. The original direct beneficiaries of the project were 9.7 million slum
dwellers (of which 4.85 million were expected to be women), living in 153 cities and DKI Jakarta Province,
in about 13,000 ha slums. Slum dwellers are likely to experience a significant improvement of living
conditions due to increases in access to and quality of basic services including: (1) building regularity; (2)
water; (3) sanitation; (4) roads; (5) drainage; (6) solid waste; and (7) fire safety plus public space. As a
result of the reallocation to the CERC component and the DFAT Grant, the targeted number of project
beneficiaries will be reduced from 9.7 million to 6.28 million people.

PART IV: PROGRESS OF IMPLEMENTATION AND MAIN ISSUES

A. Project Components

12. Project context. As is described in the PAD, the project will (1) focus on city-wide planning for
slum upgrading; (2) finance construction of connecting infrastructure and improvement of primary and
secondary infrastructure in slums; (3) provide a central role for local governments (LGs) in infrastructure

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delivery and provide LGs with substantial capacity building support to plan and implement city-wide slum
upgrading; (4) provide technical assistance to central and local governments for addressing land issues
related to slum upgrading; (5) strengthen the monitoring system with specific attention to O&M aspects;
and (6) leverage multiple sources of funds at all levels. The project has made significant progress in
applying these designs, and a detailed account of the progress for each design is outlined in the paragraphs
below. It should be noted, however, that monitoring of the O&M has been challenging, and the progress
has been slow. The system to monitor post-construction quality has not been fully developed and monitored.

Component 1: Institutional and Policy Development (Plan: Cost US$ 7 million, of which IBRD loan
US$1 million and AIIB loan US$ 1 million; Actual: Cost US$0.8 million, of which IBRD loan US $0.1
million and AIIB loan US$ 0.1).

13. Overall progress. This component supports institutional strengthening, capacity building, strategic
studies, and advisory support for slum upgrading and prevention at the national level. In general, this
component has been running relatively well. The performance of this component is measured by the
following intermediate results indicators: (1) establishment of a functional task force for slum alleviation
at the national level, and (2) establishment of a slum inventory database (profiling).

14. National Task Force for Housing and Settlements. The task force was established by a Minister
of National Planning Agency (Bappenas) Decree in 2016. The National Task Force has been effective in
terms of leveraging multiple funding sources for infrastructure investments in slum areas, especially
through housing DAK grants. While the CCMU works at an operational and technical level, the
involvement of high-level officials in the National Task Force remains essential and should be strengthened
to tackle strategic issues. So far, the PMU has been playing an important role in ensuring the allocation of
local government budgets for slum upgrading. However, this is insufficient. The National Task Force needs
to establish a broader national policy umbrella to make this effort more effective. The central challenge
faced in achieving the objectives of this component is bringing together all relevant agencies, especially
high-level officials from the relevant ministries as well as non-government agencies, to work on cross-
cutting issues (especially land, water supply and sanitation, vertical housing, slums along river bank, etc.)
This will require breakthrough initiatives that work beyond the core functions of individual participating
agencies. Moreover, procurement of the service provider firm for the CCMU has been delayed until now.
Therefore, Bappenas has utilized the individual consultant hiring mechanism, and their daily activities have
been funded through the OSP managed by the PMU. Bappenas needs to significantly expedite the
recruitment process for the OSP firm, and it is expected to award the contract by August 31, 2019. The
National Task Force should strengthen collaboration with agencies to resolve more complex issues,
especially regarding land, water supply and sanitation, vertical housing issues, slums along riverbanks,
and the pilot activity in DKI Jakarta.

15. Slum inventory database. The slum inventory database and profiling are progressing well toward
the expected outcomes. Synchronization of slum definition and data¸ which includes data synchronization
with relevant SDGs’ indicators has also been progressing well toward the expected outcomes. Bappenas
has closely worked with BPS to incorporate slum variables into SUSENAS as well as the local government
information system (SIPD). A background study on housing and settlement issues to support the preparation
of the RPJMN 2020-2024 has been planned, but the procurement of the consultants has been significantly
delayed, and should be completed by August 31, 2019.

16. Land issues. Other activities related to land issues are also progressing, but mostly remain in the
initial stages. Involvement of the Ministry of Agrarian Affairs and Spatial Planning (MASP) is instrumental
in leading the process from the national level to local levels. In order to prioritize and implement more
effective solutions to land issues, there is agreement to involve MASP, especially the Directorate of Land
Consolidation, to become a PIU under Component 1. The initial concept of MASP’s support to KOTAKU

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is outlined in Annex 9. MASP’s status as a PIU will be formalized in the revised project implementation
manual and project restructuring. MASP will be allocated a loan of up to US$ one million under Component
1 to carry out strategic studies, capacity building, and implementation support for selected cities with land
issues including pilots on land consolidation or vertical land consolidation. MASP will issue a decree on
the formation of the PIU before August 15, 2019. The Bank’s procurement and FM teams will conduct an
assessment on the PIU and train them in August 2019. The PIU will also be trained on social and
environmental safeguards. MASP will begin activities in 2019.

17. Efficiency. In terms of efficiency, the CCMU in Bappenas has worked as scheduled, supported by
the system that has been built under the PMU in MPWH. The CCMU’s activities were also supported by
the regular activities of Bappenas. The CCMU is procuring the full package of TA under Component 1.
Despite a delay in the procurement process, this has not significantly influenced the overall activities of the
CCMU. re

18. Scope. Based on progress made in 2017 – 2018, the implementation of Component 1 activities will
require a longer time period than was originally expected. The original work plan was larger than the
resources available in the CCMU (when the National Task Force was not formally established yet), without
a clear monitoring and evaluation framework to measure the outputs and outcomes. Even though some
outcomes were achieved, such as leveraging multiple funding sources, some issues were found in the
implementation of activities. For example, the CCMU and the PMU lacked a clear division of
responsibilities regarding delivering training and workshops for local governments. The involvement of
MASP and its structure to handle land issues in participating cities was also an issue. The CCMU should
prepare a longer-term work plan and a structured monitoring and evaluation framework, and have it
published to allow transparency and accountability for all stakeholders, before August 31, 2019.

Component 2: Integrated Planning Support and Capacity Building for Local Governments and
Communities (Plan: Cost US$ 84 million, of which IBRD loan US$ 39 million and AIIB loan US$ 39
million; Actual: Cost US$ 32.8 million, of which IBRD loan US$ 12.6 million and AIIB loan US$ 12.6
million)

19. This component supports capacity building for local governments and communities. The
performance of this component is measured by the following intermediate results indicators: 73% of LGs
have completed Slum Improvement Action Plans (SIAPs) that have been approved by the Bupati/Walikota,
exceeding the target of 60% by December 31, 2018; and 95% of kelurahans have Community Settlement
Plans (CSPs) that have been consolidated with SIAPs/RP2KP-KP, exceeding the target of 70% by
December 31, 2018.

Integrated Planning Support

20. Progress. Initially, the PAD identified 154 targeted cities (153 cities plus DKI province). By the
mid-term review, 45 of these cities had been chosen as priority cities from a short list of 65. As is stated
above, both indicators for Component 2 have met the mid-term target. In non-priority cities, 42% of cities
have finalized the SIAPs. Detailed area planning has been finalized in 33 priority cities and is proposed to
be funded by Component 3.1 in 2019. SIAPs and CSPs as spatial planning documents have identified
infrastructure gaps according to the seven indicators2 based on baseline database that was collected using
the participatory survey. The baseline database has been uploaded into the project website. SIAPs and CSPs
were using the same baseline database as a starting point to formulate the documents. The technical
manuals to formulate the SIAPs and CSPs are available on the project website and have been disseminated
to local governments, communities, consultants, and facilitators, who have been trained on their use. The

2
Housing condition, road, drainage, water supply, sanitation, solid waste, and fire safety and public space

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SIAPs and CSPs are being reviewed annually to assess the implementation progress compared to the
original plan and to improve their quality as necessary. The next review of the SIAPs and CSPs will be based
on the MTR mission findings and revised project implementation manual. The PMU will complete the
training materials for review of the SIAPs and CSPs by August 31.

21. Integrated investment plan. SIAPs and CSPs include an investment plan to reduce the gaps in
access to infrastructure and services in slum areas. The investment plan is useful to consolidate the potential
resources to alleviate slums in priority areas. Based on the PNPM Urban study3, consolidated resources in
prioritized areas are more efficient compared to when they are distributed evenly. However, the investment
plan has not been effectively utilized to integrate the infrastructure needs in the priority areas, such as those
found in Kendari and Gresik. The PMU needs to ensure that integrated infrastructure plans are included in
the SIAP and CSP, which is correlated with the gaps in access to the respective infrastructure. The PMU
will ensure that the integrated investment plan will be addressed in the review of the SIAP and CSP training
materials (see para 20). The city coordinator and facilitator team should better train LGs and communities
on the integrated investment plan.

22. Technical support. SIAPs and CSPs vary greatly in quality. This variation is due not only to the
uneven capacities of local governments and communities, but also to consultants’ capacities, including city
coordinator teams and facilitator teams. The composition of consultants has significantly influenced the
results. In fact, the city coordinator teams in non-slum areas in non-priority cities are required to facilitate
more than three cities. In both priority cities and non-priority cities, the composition of city coordinator and
facilitator teams has been changed, so that their numbers have decreased significantly in 2019 (from 3,250
to 1,620). The PMU needs to ensure that the reduction in the composition of city coordinator teams and
facilitators will not affect the quality of annual reviews of SIAPs and CSPs.

23. Scope of planning. Redevelopment plans for settlements along the riverbank in SIAPs and CSPs
have significantly improved. Some of the plans have been implemented well, such as in Yogyakarta,
Banjarmasin, Banjarbaru, etc. Although the slum prevention plans have been included in the SIAPs and
CSPs, the detailed activities and investment plans are still limited. Solutions to issues related to land tenure
have also been limited. Other areas of SIAPs and CSPs that require improvement are livelihoods and special
arrangements plans for vulnerable groups (the poor, the disabled community, women, etc.). The PMU needs
to develop a national strategy of slum prevention that will be issued and disseminated to local governments
and communities by August 31, 2019. On land tenure issues, the CCMU, in this case to be led by MASP,
and the PMU need to closely work with selected local governments to start some pilot initiatives that
specifically work to resolve land tenure issues in certain areas. The pilot cities will be agreed on before
August 31, 2019.

Capacity Building

24. Progress. Between 2017 and 2018, training activities have been carried out for 560 local
governments’ staff in 44 priority cities, 480,000 community people (of which 42% were women) in 6,120
kelurahans, 250 consultants, and 3,700 city coordinators and facilitators (of which 37% were women). In
addition, socialization activities through workshops have been held in 3,656 kelurahans in 59 cities in 16
provinces. The training and socialization activities have been held to: raise awareness on Cities Without
Slums (11.1 of SDGs’ Target), improve skills on integrated spatial planning to support the RPJMN’s target
of eliminating slums by 2019, and enhance capacity to consolidate various slum upgrading resources at
national, provincial, and local governments, communities, private sector, as well as other resources.
Additionally, several ad hoc training activities were carried out as needed, such as technical trainings.

3
PNPM Urban study, 2019, Akatiga

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25. E-learning. Because of the large scale and diverse setting of the project, traditional classroom and
centralized training has become less effective. The quality training delivery and its effectiveness varies
significantly from one place to the other due to the limited number of qualified trainers. In 2018, the PMU
began to introduce a web-based learning approach (e-learning), which was expected to improve the quality
of training and its impact, as well as increase the consistency of messages. Based on the Grand Strategy of
Capacity Building that has been uploaded on the project website (www.kotaku.pu.go.id), most of the
training methods will be shifted to the e-learning group training approach. Training modules are being
developed and uploaded into the project website. Budget for conventional in-class training of facilitators,
consultants, and local government is USD 1.75 million annually. The e-learning method is expected to
reduce the cost by at least 30%. PMU needs to ensure gradual preparation of e-learning is carried out
carefully for its full application in 2020 activities.

26. Capacity building for LGs. The project has trained LGs and provided them with a central role in
infrastructure delivery in slum areas. However, providing LGs with substantial capacity building support
to plan and implement city-wide slum upgrading remains challenging. The project could not fully
accommodate the various needs of LGs for capacity building. Limited qualified human resources in regions,
particularly those outside Java and Bali, have been a key challenge. One effort to address the varying
needs/capacities among consultants, facilitators, and LGs is the development of a group e-learning
mechanism, which allows for more tailored capacity building in line with different areas’ needs. There is a
strong commitment from the Government to ensure all mechanisms are fully in place for 2019. The e-
learning materials and mechanism for LGs needs to be completed by September 30, 2019 and utilized by
LGs shortly after.

27. Budget for local government training. It has not been allocated in the existing consultants’
contracts. In the project design, the training budget for local governments, including training for Pokja PKP
and procurement task forces, would be accommodated in the OSP for capacity building. However, during
project implementation, the OSP capacity building package was eliminated. As a result, in 2017 and 2018,
some parts of local government training were financed under existing packages such as PNPM OSP and
NMC. The PMU should ensure that the agreed package for capacity building reflected in the PAD is
mobilized by November 2019 to be utilized in 2020. While waiting for the completion of procurement, the
training could be allocated into the existing NMC and OSPs.

Component 3: Urban Infrastructure and Services Investment Support (Plan: Cost US$ 1,578 million,
of which IBRD loan US$ 155 million and AIIB loan US$ 155 million; Actual: Cost US$ 473 million,
of which IBRD loan US$ 30.1 million and AIIB loan US$ 30.1 million)

28. Overall performance. The performance of this component is Moderately Satisfactory as measured
by the intermediate results indicators. Achievements for tertiary infrastructure are better than those for
primary and secondary infrastructure. 1,138 kelurahans out of 1,600 targeted kelurahas have completed
90% of tertiary infrastructure and services implemented in slum areas. However, only 2 out of 20 targeted
cities have completed 80% of primary and secondary infrastructure works and services connected to slum
areas. By December 31, 2018, 97% of infrastructure and services were considered to be of good quality,
exceeding the target of 80% by December 31, 2019. The percentage of infrastructure built that is fully
functioning cannot yet be measured, as the mid-term evaluation has been delayed. It is expected that by the
end of December 2019, the study will be completed and provide feedback. Based on field observations,
maintenance has been a systemic issue that needs to be resolved. It is obvious that local governments and
lurah have been critical in ensuring the maintenance and sustainability of infrastructure.

9
29. Sub-Component 3.1 Primary and secondary infrastructure. The PAD identified 13,000 ha of
slum areas, of which about 5% are classified as heavy slums, 72% as medium, and 23% as light slums 4.
Until the mid-term review, 45 cities have been selected as priority cities where the cities will benefit from
the project intervention on improvement of primary and secondary infrastructure. Progress on this
intervention is significantly behind schedule. The project set a target of 20 cities to have completed primary
and secondary infrastructure construction by December 2018, however, to date only 2 cities have met this
target. The delay is attributed to several factors, including readiness of local governments on SIAPs, DEDs,
safeguards documents, land issues, and local government funding, which required more time than
anticipated. Another factor that has contributed to the delays is the uncertainty on the approval process for
infrastructure proposed by the PMU. The original PAD was overly ambitious in regard to the preparation
time needed for sub-projects with such a large scale of operation. However, progress will accelerate in
2019, as 16 local governments are in the preparation process of DEDs, safeguards, and resolving land issues.
LGs will be supported by the OSP as well as the TMC, whose role is crucial for technical planning as well
as supervision. The PMU is requested to confirm the approval procedure for primary and secondary
infrastructure proposed by the Local Government before August 31, 2019.

30. Review data of the selected priority cities. Several cities have decided to achieve zero slums
through tertiary infrastructure intervention, such as in Kendal, Demak, Tulungagung, Wonosobo, Sidoarjo,
and Palu. The PMU should review the updated slum data by using both the statistical data and results of
data updated by facilitators before August 31, 2019.

31. Water and sanitation activities. The project’s achievements on water supply and sanitation have
been slow but have continuously increased. The number of people with increased access to water supply
and sanitation are 85% and 80% of the target of beneficiaries respectively. This was mainly achieved
through tertiary infrastructure interventions. However, improvements in access to water sources, meaning
potable water sources, is more challenging than improving access to sanitation. This is because regulations
require that water supply in urban areas should be integrated into the city level system, whereas slum areas
are rarely connected. On the other hand, improving access to sanitation is achieved on a household basis.
Still, the connection between water-sanitation access in slum areas should be further improved. The Central
Government Task Force (Pokja Nasional) has committed to improving program collaboration on WSS at
the local level as one of the efforts to achieve the expected outcome. The DGHS has also emphasized
ensuring the access of water and sanitation for the remaining years of the project by involving the
Directorate of the Water Supply System (Dit WSS) and Directorate Sanitation System in DGHS in
KOTAKU. The PMU is requested to develop an SOP with those directorates to address issues of water
supply and sanitation, provide training, and implement the guidelines starting 2019.

32. In 2018, two cities, Banjarmasin and Banjarbaru, completed the construction of sub-projects under
this component. 16 additional sub-projects are planned to be constructed in 2019. The average cost of a
single sub-project is within the range of US$ 1-1.5 million. In Kendari, the cost of the proposed
infrastructure is more than US $2 million. However, based on the regulation of the mayor, the proposed
sub-project falls under the category of UKL-UPL. The environmental safeguard document has been
prepared and endorsed by the Local Environment Agency (DLH). It is clear that the number of target
beneficiaries has not been taken into account for prioritization selection of the sub-projects. For sub-
projects that cost more than US$ 2 million, the PMU may give approval on an exceptional basis based on
several criteria, such as efficiency, safeguards, etc. In this case, the PMU is requested to ensure the Bank
has no objection. The PMU needs to ensure that the proposed sub-projects meet the gap in access to
infrastructure in priority areas. The City Coordinator teams and OSPs must always keep track of the

4
The PAD selected 65 cities as a long list, on the basis of : (a) population characteristics; (b) size of slum area in the city; (c) gaps in access to
infrastructure and services; (d) commitment of LG to implement KOTAKU; as well as meeting the following criteria: (e) one of 30 priority cities
set by MPWH, and (f) formulated SIAP that has been legalized and submitted. The 50 cities were shortlisted from a long list of 65 cities.

10
achievement of KPIs in their coverage areas so that the end target can be achieved by the end of the project.
The PMU is requested to confirm alignment of the proposed sub-projects for 2019 and 2020, with slum
issues in the priority areas, before August 31, 2019.

33. Verification Process. The number of sub-projects that need to be constructed in 2020 is more than
three times the number for 2019. There is a clear need to simplify the current verification processes and
readjust them to ensure their relevance with the program’s objectives. Additionally, the verification criteria
should be objective and measurable to make it easier for local governments to identify and prepare the sub-
projects. The PMU should improve the capacity of the Provincial Balai to do the verification process and
define certain conditions so that the entire verification process can be done by the provincial Balai, i.e.,
based on the estimated cost, type of project, or social impacts. Training for the Provincial Balai should be
conducted before September 31, 2019.

34. Sub-component 3.2 Tertiary Infrastructure. Support for tertiary infrastructure upgrading has
been mainly done during the project implementation period. As of June 30, 2019, 1,138 kelurahans have
completed the construction of tertiary infrastructure investments. The size of funds received by each
kelurahan varies depending on the size of the slum area ranging from IDR 150 million to IDR 2 billion.
The output of infrastructure and services is presented in Annex 4. About US$ 63 million of funds consisting
of kelurahan grant and community contribution has been utilized for tertiary infrastructures, of which 77%
was utilized for road and drainage. The project also recorded tertiary infrastructure financed by other
resources (central and local governments) as collaboration funds, in the amount of USD 140 million. As is
discussed above, more attention is needed for several sectors including water and sanitation and
buildings/houses by completing the SOP and involving the relevant DGHS office in training, which should
be conducted in September 2019. It should also be clear in the project manual that the project could support
improvements to housing of the poorest people where deemed necessary within the context of slum
upgrading. The PMU should include the type of slum (low, medium, heavy) as additional criteria to define
kelurahan grant allocation, which is to be completed by August 31, 2019.

Component 4: Implementation Support and Technical Assistance (Plan: Cost US$ 74 million, of
which IBRD loan US$ 21.5 million and AIIB loan US$ 21.5 million; Actual: Cost US$ 5 million, of
which IBRD loan US $2.5 million and AIIB loan US $2.5 million)

35. This component provides technical support, advisory services and training for PMUs and PIUs at
the national, provincial, and local level. The performance of this component is measured by the following
intermediate results indicators: (1) About 35% of local governments have a project monitoring structure
and provide regular information on project implementation, exceeding the 30% target, and (2) 97% of
kelurahans with completed financial audits, exceeding the 20%. However, local government’s
understanding of the project monitoring framework, including KPIs and their achievement, should be
improved to ensure that the allocation of resources will help to ameliorate the gaps shown by the KPIs. The
city coordinator as well as the facilitator team should review the KPIs and investment plan with local
governments and communities, before September 30, 2019.

36. Strengthening the monitoring system with specific attention to O&M. A robust and reliable
MIS is the key to managing a large operation like KOTAKU. While there have been significant
improvements in the MIS, the area of O&M monitoring remains weak. This is particularly critical for all
the infrastructure built under the project. The NMC should develop a monitoring system that is able to
capture the performance of each community and local government on this aspect. It is expected that the
system and data for this will be fully operational by September 2019.

37. Accuracy of MIS data and Integration of MIS-GIS. Because of Kotaku’s nature, its performance
relies heavily on a robust and reliable MIS. The MIS data input for the main application has been in place

11
and running well since the second quarter of 2018 for the Kotaku program year 2017 and 2018. However,
problems still occur in the data query process between the database and web reporting data. The difference,
as of April 4, 2019 is 13%. The additional budget for upgrading the MIS is in the NMC’s contract but
remains pending. The NMC team recognizes difficulties in implementing the strategy of MIS-GIS
integration. The NMC has limited resources for providing dedicated technical assistance to conceptualize,
organize, develop, update and evaluate the GIS application, resulting in an unsustainable service. Immediate
action is required to complete the upgrading of the website and MIS, including system improvements to
ensure a more reliable Web-MIS. The NMC also needs to improve its SOP for data input and conduct
training for data management as soon as the upgrading and system improvement are completed. The quality
of MIS data needs to be continuously improved, including data on project beneficiaries (e.g. to avoid double
counting) and collaboration funding (focusing on slum kelurahans). A GIS expert should also be mobilized
in the NMC by August 31, 2019, at the latest.

38. Complaints handling and grievance procedures. As of April 30, 2019, the complaint handling
system (CHS) has recorded 19,901 complaints, of which 99% (19,728 complaints) were resolved. About
98% of complaints were received through face-to-face community meetings, with 99% categorized as
informative (including questions, seeking clarification and suggestions). Misuse of funds was recorded in
36 cases related to US$ 133,700, 49% of which was refunded. The complaint handling operational
guidelines are completed, and the complaint handling application is being developed based on the new
categories in the operational guidelines. Development of a complaint handling system (CHS) application
was delayed. The current CHS still uses manual data collection and therefore can only publish partial
information, not covering the overall status of complaints. The completion of the CHS application and
reporting needs to be completed by September 30, 2019.

Component 5: Contingency for Disaster Response (Plan: US$0; Actual: US$0).

39. CERC Activation and progress to date. In 2018, the Indonesian islands of Lombok and Sulawesi
suffered severe damage from a series of earthquakes. In Central Sulawesi, a large earthquake triggered a
tsunami, resulting in significant loss of life, injuries and damage to settlements. Kotaku’s resources have
been mobilized to provide initial support for recovery preparations, including mobilization of facilitators to
the affected areas. Activation of the CERC of US$ 100 million was initiated and completed in November
2018. However, the progress of utilization has been relatively slow and as of May 30, 2019, except for the
utilization of a few existing consultants (advisory, NMC, and OSP), the fund has not been utilized. This has
largely been due to a lack of clarity in the scope of work, resulting from limited coordination in the field
between various agencies and levels of government. The government has completed the list of activities
and prepared an updated EROM (Operational Manual), to which the Bank has provided its no objection
letter. The manual will be updated periodically as the situation develops. Details of CERC activities are
provided in Annex 4. These activities should be completed by April 30, 2020, which is the end of the 18
month period after the CERC activation. In the event that the fund is not utilized, the loan will be returned
to the parent project of NSUP to achieve the project’s original targets. The EROM will also have the
organizational structure that includes DGHP as the new PIU that will manage housing construction under
the CERC.

40. Due to the short remaining timeframe for the CERC’s implementation activities, the following
issues need to be expedited and finalized: i) issuance of the final version of the EROM, including the
procurement plan, by the PMU (as well as its upload to the project website) before August 31, 2019; ii)
formulation of technical manuals or SOPs as necessary, such as the participatory approach to housing
reconstruction, including the selection process of housing beneficiaries, verification before processing
payment to the contractor, etc.; iii) readiness of DIPA for 2019 and 2020 under DGHS and DGHP; iv)
finalization of LARAPs for the new settlements; v) confirmation of the waiver policy of AMDALs for new

12
 settlements; vi) formulation of the MIS; vi) finalization of a detailed time schedule for 2019 – 2020; vii)
finalization of revised KPIs; viii) confirmation of the AWP for 2019; and ix) debris management.

B. Project Cost and Financing

Project Cost. The estimated total cost of the project, as stated in the PAD, is US$ 1,743 million equivalent,
funded by an IBRD loan of US$ 216.5 million, an AIIB loan of US$ 216.5 million, and counterpart funds
of US$ 1,309 million equivalent. Counterpart funds include national, provincial, and local government
budgets, community contributions, and funds from other stakeholders (e.g., the private sector and NGOs).
Until December 2019, the actual project cost is US$ 511 million or 29% of the total estimated cost. At the
same time, realization of provincial, local government and communities is about 49% of the total estimate
of its contribution. Provincial governments, local governments, and communities have also contributed
about 61% or higher than the estimated 38% in the PAD. On the other hand, the central government’s
contribution is only about half the estimated contribution of 37% (see Annex 3). About 20% of the allocated
WB and AIIB loans have been disbursed, contributing to about 18% of the total project cost. This means
the adequacy and timelines of provincial, local government, and communities has been good. However, the
project should ensure higher contribution from the national government budget, for example in water and
sanitation, housing, drainage, livelihoods, etc. The PAD highlights that the central government’s
contribution will finance US$ 71 million of output-based grants for piped water supply systems (known as
the “Water Hibah”). This was expected to contribute significantly to water supply issues in slums. Before
September 30, 2019, the PMU should ensure follow-up on this to close the gap in water supply services in
slums, which is still below the target.

Table 4: Planned and Actual Project Costs (in US$ millions)

Plan Actual
Provinci Provinci
al and al and
Project Components Central Local Local
Central
Govern- Gov, WB Total Gov,
Total AIIB Govern WB AIIB
ment Commu Commu
-ment
nities, nities,
Others Others
Component 1: Institutional
7 5 1 1 1 0 1 0 0
Development and Policy Development 0
Component 2: Integrated Planning
Support and Capacity Building for 84 6 39 39 34 5 3 13 13
0
Local Government and Communities
Component 3: Urban Infrastructure
1578 610 658 155 155 473 100 313 30 30
and Services Investment Support
Component 4: Technical Assistance
74 31 0 22 22 6 0 0 3 3
and Implementation Support
Component 5: Contingency for
Disaster Response 0 0 0 0 0 0 0 0 0 0
TOTAL 1743 652 658 217 217 514 105 317 46 46

C. Disbursement Schedule

41. Disbursement. The total disbursement up to December 2019 is estimated at about US$ 230 million,
which is still below the disbursement target stated in the PAD of US$ 280 million. The proposed revision
on the disbursement estimates are shown below:

13
 Table 5: Proposed Changes on Disbursement Estimates (WB and AIIB).
WB Fiscal Year 2017 2018 2019 2020 2021 2022 2023*
Original Estimated Disbursements
Annual 30.00 100.00 100.00 100.00 60.00 43.00
Cumulative 30.00 130.00 230.00 330.00 390.00 433
Actual
Annual 29.00 81.40 55.30
Cumulative 29.00 110.40 165.70
Revised
Annual 29.00 81.40 55.30 90.00 90.00 80.00 7.30
Cumulative 29.00 110.40 165.70 255.70 345.70 425.70 433.00
Notes: WB Fiscal year is 1 July – 30 June. It is assumed that the project will be extended until 31 December 2022.

D. Implementation and Management Arrangements

42. Project organizational structure. The project organizational structure has been created according
to the PAD. On the collaborating and coordinating line, the National Steering Committee has been
established since 2016. The national steering committee team is supported by the national task force at the
director level which is supported by the CCMU at a more technical level. The Pokjas ensure effective
collaboration and functioning between various levels of government, across multiple sectoral agencies as
well as with communities. On the executing and implementing line, the PMU has been established and is
effectively conducting procurement and management of all contracts, financial management of loan
proceeds, and implementation of environmental and social safeguards in accordance with Bank policies
and guidelines. The PMU is supported by a combination of NMCs, OSPs, Technical Management
Consultants (TMCs), City Coordinators and field-based facilitators. According to the PAD, local and
provincial governments will also be implementing agencies for Components 2 and 3. Local governments
have been involved in various aspects of the project implementation, including leading the preparation of
SIAPs and execution of several activities defined under the SIAP, but have not yet been assigned as the
Project Implementation Unit for managing the central government funds, including procurement. A new
PIU from Directorate Land Consolidation, MASP will be assigned under the CCMU, that will provide
support to the project, especially through Component 1.

43. Effectiveness of the existing system. The project had a high level of readiness for implementation.
While the time frame of the project seems ambitious, this is offset by a strong institutional foundation
provided by well-established NCEP Urban structures and relatively advanced stages of preparation to
enable smooth and expedited implementation. However, along with implementation progress, more
advanced approaches and readiness criteria were needed, especially to deal with the more complex issues
on slums, which also require primary and secondary infrastructure interventions. The system could not cope
with this in a timely manner. For example, local government capacity building in selected priority cities
could not meet demand, in part due to delayed mobilization of the TMC that would support the LGs with
the technical planning. The TMC was mobilized in early 2019, and progress is accelerating. It is expected
that in late 2019 the primary and secondary infrastructure construction will commence in 16 cities.

E. Compliance with Fiduciary/Safeguards

14
Financial Management (FM)

44. The PAD identified the following risks related to FM: local government capacity in monitoring
project implementation and verifying work progress, performance of national and regional consultants, and
the capacity of field consultants to assist community groups on FM aspects.

45. The FM review covered actions that mitigate those risks in some kelurahans, city consultant offices
in selected cities, and the project office at the central level. The FM review on community grants focused
on financial management performance at the community level and consultant performance in assisting
community groups on FM. FM review also covered the project’s IFR submissions, budgeting, disbursement
status, and follow-up on audit findings. The disbursement remains slow due to delays in infrastructure
construction at the city level. The government budget (DIPA) of IDR 400 billion has been allocated in early
2019 for project activities and the revision is being processed. The PMU needs to ensure that an adequate
budget is available in the account of the CERC component as well as the regular NSUP activities.

46. IFR and External Audit. The project continues to submit IFR on a timely basis. The FY 2018
audit report should be submitted to the lenders not later than June 30, 2019. From ineligible expenditures
of 2017 audit findings, IDR 178 million has been refunded to the State Treasury Account and is under
verification process by MOF, IDR 51.4 million has not been refunded by the project, and the remaining
IDR 2.5 million is financed by the government budget and therefore there is no need for it to be refunded
to the DA. The project should work closely with MOF and ensure completeness of the documentation to be
verified by MOF. Therefore, the ineligible expenditures can be refunded to the project DA immediately.
The project should update the Bank on the follow-up status not later than August 31, 2019.

47. Transaction Review. Similar weaknesses in bookkeeping and internal control are still noted at the
kelurahan level, such as inaccurate records and payments above IDR 10 million are still paid in cash. Other
issues regarding kelurahans are inadequate supporting documents for significant procurement and
indications of the payment split for transactions more than IDR 10 million to suppliers to avoid the required
bank transfer. For consulting/non-consulting invoices at the central level, some items are not supported
with adequate documentation and do not following the specifications in the contracts. The facilitators and
city consultants should ensure the transfer policy by KSMs for BPM 2019 should be properly implemented
no later than August 31, 2019. For transactions without complete supporting documents, valid and
sufficient supporting documents should be obtained. Otherwise appropriate actions shall be taken in
accordance with the government regulation on community grants. In the event that adequate supporting
documents of consulting/non-consulting services are not available, the amount shall be deducted from the
next invoices or refunded to the DA. The PMU should update the Bank on the result of the follow-up actions
for findings in kelurahan grants and consulting/non-consulting services not later than August 31, 2019.

48. Overall, the FM performance of NSUP has been rated as Moderately Satisfactory, mainly due to
weaknesses in community groups’ records and FM arrangements, as well as shortcomings in payment
verification of consulting/non-consulting invoices.

Procurement

49. The procurement of the main contracts under the project, such as the National Management
Consultant (NMC), Oversight Service Provider (OSP), and Technical Management Consultant (TMC) were
awarded in March, October, and December 2018 respectively. Those contracts are now being implemented
under MPWH. The procurement of primary and secondary infrastructure has been done at several provincial
levels using the National Competitive Bidding (NCB) method. Given the small value of contract amounts,
all procurement of primary and secondary infrastructure is subject to post review contracts. The Bank
requests that all implementing agencies keep all procurement documents, including signed contracts and

15
amendments (if any) in the project file for the Bank’s procurement ex-post review during the project
implementation support mission. Bappenas, as the Implementing Agency, has awarded the contracts of
several individual consultants who assisted in project implementation. The Bank’s Systematic Tracking of
Exchanges in Procurement (STEP) tool is used to record all procurements and contract implementation
processing under the Project. The PAD identifies some risks related to sub-national governments’ capacity
in project implementation, especially pertaining to primary and secondary infrastructure works in sub-
component 3.1, including: possible delays in procurement given provincial and local governments’ relative
unfamiliarity with Bank financed procurement. Actions taken by the PMU, with support from the Bank and
consultants, to mitigate these risks include: (a) provide procurement training for Bank projects to staff at
the Procurement Service Unit (ULP) at the provincial level; (b) monitor and evaluate the progress of major
procurement activities; (c) publish information on contract awards, management, and payments against
contracts on the program website; (d) investigate reports of fraud or corruption through MPWH’s internal
system, as well as by the Bank, and (e) publish information on bid prices and contract awards on
information boards, and procurement complaints resolved through the public complaint-handling
mechanism. The Bank will also continue to provide assistance and hands-on support to the local
government in carrying out the procurement activities. A detailed list of awarded contracts is provided in
Annex 6 of this report.

Environment and Social Safeguards

50. Compliance with the ESMF. The ESMF demands two-stages of screening of potential social and
environmental impacts during the SIAP/CSP preparation, as well as site-specific or technical planning
preparation. However, the practices, especially during SIAP/CSP preparation, have been mostly lacking,
which led to delayed implementation of city-level investments, among others because LGs could not
anticipate the budget allocation needed for the preparation of safeguards documents (such as LARAP, UKL-
UPL, SPPL). To expedite the implementation of city-level investments, the Bank strongly advised the PMU
to strengthen screening practices during preparation of SIAPs or Area Development Plans (Rencana
Kawasan) and provide regular updates of the screening results and follow-up actions (including for local
governments) on the project website on a quarterly basis (as a web report), starting on September 30, 2019.

51. Safeguards Management and Capacity Strengthening. Safeguards consultants at the central and
regional levels were mobilized. Some trainings were delivered, including awareness of ESMF and more
technical coaching clinics to discuss and solve real problems faced by local governments in relation to
preparation of the LARAP, DED and various slum improvement schemes such as land consolidation, land
sharing, etc. The Bank recommends the PMU to prepare a work plan to carry out well-planned capacity
building on environmental and social safeguards by September 30, 2019, for further discussion with the
Bank.

52. CERC. The addendum to the Project’s ESMF for the operation of the CERC was approved by the
Bank in November 2018. Implementation of the CERC will be in synergy with the new Project that supports
housing development for disaster-affected households in relocation sites. The PMU should ensure timely
preparation of a Relocation Action Plan for the disaster-affected households, to be approved by the Bank
prior to the start of construction in the relocation sites.

F. Monitoring and Evaluation

53. Monitoring. The NMC has conducted project monitoring, under the close supervision of the PMU.
The project MIS is publicly accessible, provides updates and reliable information on project progress, and

16
reduces fraud and fiduciary risks. Project monitoring includes spot checks5 and complaint handling
management, including safeguards. The MIS has been integrated with GIS in several cities and used to
facilitate more effective management and oversight of the project. The utilization of a monitoring system
by project stakeholders, especially by communities and local governments, still needs to be strengthened
and institutionalized. Further details on monitoring progress and issues are discussed under Component 4
and Annex 7.

54. Evaluation. Evaluations are still behind schedule. The mid-term review evaluation had not been
conducted when this mission was launched. The PMU is procuring the evaluation consultants which are
planned to be completed by August 31, 2019, and the result is expected to be ready before December 31,
2019. The Bank conducted the mid-term review under the joint supervision of both parties that will be
completed in Q3 2019. Results will be compared to the baseline (which is being obtained from the detailed
profiling of slums currently being carried out across the country) and performance will be evaluated.

G. Sustainability

55. Government commitment and ownership. The Bank has worked closely with the GoI from
previous projects such as NCEP Urban and UPP, both of which were successfully scaled up through
successive operations. The project received a high level of commitment from the relevant GoI agencies
(e.g. Bappenas, MPWH) as it is directly aligned with the RPJMN 2015 – 2019 target for slum alleviation.
However, collaboration at the central and local level still needs to be strengthened, especially because
more challenges are facing the project, especially when dealing with medium and heavy slums.

56. Institutional and policy development. At this stage, it is still too early to assess project
sustainability since the activities of Component 1 require strong buy-in from relevant ministries
(kementerian/lembaga) and local governments. Some key efforts have been made through the incorporation
of housing and settlement issues into the RPJMN and RPJMD, and synchronization of housing and
settlement indicators (for now only those relevant to SDGs) to the local government information system
(Sistem Informasi Pemerintah Daerah/SIPD), which uses an online platform. Both efforts are
complementary in ensuring a more effective budget allocation by local governments and measurement of
outcomes in the long term period (at least until 2030) that would benefit slum areas. The National Task
Force should incorporate the Ministry of Home Affairs (MOHA), particularly for preparing a pilot to align
planning between central and local governments including indicators and priority programs for FY2021. A
systematic monitoring and evaluation SDGs framework is being prepared by Bappenas, and is supported
by BPS, through the SDGs dashboard.

57. Planning. SIAPs and CSPs are working documents are not formal reference planning documents.
The substance of SIAPs and CSPs should be accommodated in the RPJMD and Government Annual Work
Plan (Rencana Kerja Pemerintah, RKP) to ensure sustainability of intervention and investment in slum
alleviation and slum prevention.

58. Infrastructure Sustainability. SIAPs at the city level and CSPs at community levels will ensure
an integrated approach for slum improvement for five years. However, these documents are living
documents and will be further detailed and refined throughout the project’s lifetime. District coordinator
teams, facilitators, and the TMC are responsible for ensuring community participation in the
implementation of infrastructure investments. In addition to that, they are also responsible to supervise the
quality of technical design. In some locations, SIAPs and CSPs ensure the inter-linkages between

5
Spot check monitoring involves regular monitoring visits (usually taking place every six months) to a number of randomly selected project areas
in order to check the progress on activities and achievement of some intermediate indicators linked to KPIs. Spot checks monitoring is performed
by national, provincial and city consultants using a set of questionnaires prepared by PMU.

17
primary/secondary and tertiary infrastructure. Examples of this include the construction of tertiary drainage
implemented by the community and secondary drainage in Kawasan Semanggi in Surakarta.

59. Economic Feasibility Analysis for O&M. O&M for city scale infrastructure will be the
responsibility of local governments, who will finance the recurrent costs through the local government
budget (APBD II). Tertiary infrastructure will be maintained by communities in collaboration with local
governments. For infrastructure that generates revenues, e.g., water supply, wastewater treatment plants,
and solid waste collection vehicles, the operation and maintenance costs will be borne by user fees.
However, for infrastructure that does not generate revenues, the local government is expected to be involved
in the maintenance activities. For investments such as water supply and sewerage, a standard financial
feasibility analysis will be conducted in parallel with the standard economic feasibility analyses for 10
project locations, which will be completed by December 2019. The advisory team should assist the PMU
in developing the methodology plan as well as the locations. For components that do not generate
incremental revenue (such as roads or drains), the local governments should be able to finance incremental
O&M expenditure from their own budgets. Data on this should be collected from LGs before September
31, 2019.

60. City level infrastructure O&M. Under this project, the local government is responsible for
developing maintenance strategies for city-level infrastructure. The central government should provide
support by delivering capacity building on developing the maintenance plan. Moreover, while SIAPs should
specify the source of financing as well as the responsible agencies for maintenance activities, SIAPs have
not explicitly mentioned the estimated costs for maintenance activities. Therefore, the preparation of the
memorandum program with local governments for upcoming sub-projects should explicitly specify the cost
of maintenance. The advisory team, with support from the NMC should develop a capacity building plan
and materials for city-level infrastructure, which should be completed by September 30, 2019. The city
coordinator team and the OSP will ensure that the materials are provided to the local government with
adequate training before October 31, 2019 and the LGs are committed to carrying out infrastructure
maintenance.

61. Tertiary Infrastructure O&M. Technical guidelines for maintenance for tertiary scale
infrastructure has been developed in the project manual and was built on the strategy developed under
NCEP urban 2012 – 2015. The NMC delivered technical training in 2017 involving 27,443 community
members from 1,393 kelurahans, and again in 2018 involving 61,057 community members. Capacity
building was delivered in a multilevel manner, from the national level (the NMC and advisory team) to the
provincial OSP and city coordinator teams, to facilitators who eventually delivered the capacity building to
the community. However, maintenance of the tertiary infrastructure should be significantly improved, by
improving the database and monitoring system on O&M, institutions at kelurahans, training materials,
etc., which should be done by September 31, 2019.

H. Overall implementation risks

62. Overall Risk Rating. The overall risk rating of the project remains moderate as well as the
individual ratings of the various risk categories. There are substantial differences within the group of 154
local governments in terms of their capacity to implement urban upgrading programs, especially in ensuring
the effectiveness and efficiency of public spending. Capacity building activities will need to be tailored
accordingly. There are risks regarding the sustainability of institutions, arrangements and policies
developed under project Component 1, especially on slum prevention, once the zero-slum objective has
been achieved. Infrastructure sustainability will depend on the enforcement of maintenance agreements
(between communities and local governments for tertiary infrastructure, and between local governments
and the national government for secondary infrastructure), socialization of communities and local
governments to enhance ownership and ensure maintenance is undertaken, the smooth transfer of funds to

18
local governments and communities for O&M, as well as the capacity building of these institutions to carry
out these functions. Mitigation actions should be strengthened as those risks become more relevant along
with implementation progress.

63. New Risk because of CERC. The project identified new risks because of CERC as identified in
the EROM. The capacity of the regional government in Central Sulawesi is relatively weak and this
increases additional risks. In addition, considering the large number of the sources of financing for
reconstruction, including from development partners, there is a risk of a lack of coordination. To minimize
this risk, the Ministry of Public works will be appointing one CPMU for projects in Palu. The CPMU will
be supported by a team of consultants (NMC) under the CERC that has been partially mobilized to enhance
the capacity of implementation and to strengthen the mechanisms of collaboration.

PART V: List of Follow-up Actions

No Para Follow-up Actions Deadline PIC

PART II, Project Overview

1 6, PDO Complete Loan Restructuring August 31, DGHS,

2019 MPWH
2 Send letter to MoF to request reallocation because of CERC August 15, DGHS,
activation 2019. MPWH
3 Revise project implementation manual August 31, PMU
2019
4 8, DFAT support to Finalize Grant Agreement August 31, DGHS,
KOTAKU 2019. MPWH
5 Ensure DIPA allocation for implementation in January 2020 Oct 31, 2019 DGHS,
MPWH
PART III, Significant changes during project implementation

6 10, Additional The revised KPIs and targets will be included in the revised project Sept 30, 2019 PMU
KPIs and revised implementation manual, which should be well disseminated and
target understood by all project operators as well as local governments
PART IV, Progress implementation and main issues

7 12, Project context Develop a system to monitor post-construction quality Sept 30, 2019 PMU
8 14, National Task Expedite the process of recruitment of the OSP firm and award the August 31, Bappenas
Force contract 2019
9 Strengthen collaboration with agencies to resolve more complex Continuous Bappenas
issues, especially on land, water supply and sanitation, vertical
housing issues, slums along riverbanks, and pilot in DKI Jakarta.
10 15, Slum inventory A background study on housing and settlement issues for August 31, Bappenas
database preparing RPJMN 2020 – 2024 has been planned, but the 2019
procurement of consultants has been significantly delayed, and
should be completed
11 Complete background study on housing and settlement issues for December 31, Bappenas
preparing RPJMN 2020 – 2024 2019
12 16, Land Issues Issue a decree on formation of PIU before the stated deadline August 15, MASP
2019.
13 Assessment and training on procurement and FM for the PIU in August 2019 WB
August 2019.
14 Training on Social and Environmental Safeguards August 2019 WB
15 MASP to start the activities 2019 MASP
16 18, Scope of Prepare a longer-term work plan and a structured monitoring and August 31, CCMU
Component 1 evaluation framework, and have it published to allow transparency 2019
and accountability for all stakeholders

19
No Para Follow-up Actions Deadline PIC

17 20, Progress Complete the training materials for a review of SIAPs and CSPs that August 31, PMU
will be based on the MTR mission findings and revised project 2019
implementation manual
18 21, Integrated Ensure that the integrated investment plan will be addressed in the Continuous PMU
investment plan review of SIAP and CSP trainings materials (see para 21). The city
coordinator and facilitator team should better train LGs and
communities on the integrated investment plan.
19 22, Technical Ensure that the reduction in the composition of city coordinator Continuous PMU
support teams and facilitators will not affect the quality of annual reviews
of SIAPs and CSPs.
20 23, Scope of Develop national strategy of slum prevention and disseminate it to August 31, PMU/CCMU
planning local governments and communities 2019
21 On land tenure issues, the CCMU, in this case to be led by MASP, August 31, PMU, CCMU
and the PMU need to closely work with selected local governments 2019
to start some pilot initiatives that specifically work to resolve land
tenure issues in certain areas.
22 25, E-learning Ensure gradual preparation of E-learning is carried out carefully 2020 PMU
for its full application in 2020 activities
23 26, CB of LGs Complete and utilize the E-learning materials and mechanism for September 30, PMU
LGs 2019
24 27, Budget for Ensure that the agreed package for capacity building reflected in November PMU
Local Government the PAD is mobilized by November 2019 is utilized in 2020 2019
training
25 While waiting for the completion of procurement, the training August 2019 PMU
budget should be allocated into the existing NMC and OSPs
26 28, Overall The percentage of infrastructure built that is fully functioning December PMU
performance could not be measured yet, as the mid-term evaluation has been 2019
Component 3 delayed. It is expected that by end of December 2019 the study
will be completed and provide feedback.
27 Address issue on maintenance as a systemic issue. It is obvious that August 2019 PMU
local governments and lurah have been critical in ensuring the
maintenance and sustainability of infrastructure
28 29, Primary and Confirm the procedure for primary and secondary infrastructure August 31, PMU
secondary approval and reach agreement with the Bank 2019
infrastructure, Sub-
Component 3.1
29 30, Review data of The PMU should review the updated slum data by using both the August 31, NMC
selected priority statistical data and results of data updated by facilitators 2019
cities
30 31, Water and Develop an SOP with relevant directorates in DGHS to address August 31, Advisory,
sanitation activities issues of water supply and sanitation, provide training, and 2019 NMC
implement the guidelines starting 2019.
31 32 Ask for the Bank’s no objection for sub-projects that cost more than Continuous PMU
US$2 million
32 Ensure that the proposed sub-projects meet the gaps in access to August 31, PMU
infrastructure in priority areas; confirm alignment of the proposed 2019
sub-projects with slum issues in the priority areas
33 33, verification Improve the capacity of provincial balai to conduct verification for Sept 31, 2019 PMU
process sub-projects proposed by the local government
34 34, Sub-component Complete the SOP and involve the relevant office in DGHS to September, Advisory,
3.2 Tertiary train project operators and LGs on water/sanitation, and building; 2019 NMC
Infrastructure Construction of livelihood enabling facilities and services as
identified in CSPs
35 Confirm in the project manual that the project can also support August 31, Advisory,
improvements to housing of the poorest where deemed necessary 2019 NMC
within the context of slum upgrading
36 Include slum type (low, medium, heavy) as additional criteria to August 31, Advisory,
define kelurahan grant allocation 2019 NMC

20
No Para Follow-up Actions Deadline PIC

37 35, Component 4 The city coordinator as well as the facilitator team should review the September 30, City
KPIs and investment plan with local governments and communities 2019 coordinator,
facilitator
38 36, Monitoring Strengthen the monitoring system for O&M Sept 30, 2019 PMU
O&M
39 37, Accuracy of Complete the upgrading of the website and MIS, including system Sept 30, 2019 PMU/NMC
MIS data and improvements to ensure a more reliable Web-MIS; improve the
Integration of MIS- SOP for data input, and conduct training for data management as
GIS soon as the upgrading and system improvements are completed
40 The quality of the MIS data needs to be continuously improved, Sept 30, 2019 PMU/NMC
such as data on project beneficiaries to avoid double counting and
collaboration funding to be focusing on slum kelurahans
41 A GIS expert should be also mobilized in the NMC August 31, NMC
2019
42 38, Complaints Completion of the CHS application and reporting 30 September NMC
Handling and 2019.
Grievance
Procedures
43 39, Activation of Complete details of the activities under the CERC August 31, PMU
CERC 2019
44 40 i) issuance of the final version of the EROM, including the August 31, PMU
procurement plan, by the PMU (as well as its upload to the 2019
project website) before August 31, 2019;
ii) formulation of technical manuals or SOPs as necessary, such as
the participatory approach to housing reconstruction, including
the selection process of housing beneficiaries, verification
before processing payment to the contractor, etc.;
iii) readiness of DIPA for 2019 and 2020 under DGHS and DGHP;
iv) finalization of LARAPs for the new settlements;
v) confirmation of the waiver policy of AMDALs for new
settlements;
vi) formulation of the MIS;
vi) finalization of a detailed time schedule for 2019 – 2020;
vii) finalization of revised KPIs;
viii) confirmation of the AWP for 2019; and
ix) debris management.
45 41, Project Cost Ensure follow-up on output-based grants for piped water supply September 30, PMU
systems to close the gap in water supply services in slums, which is 2019
still below the target
46 46, FM Ensure that an adequate budget is available in the account of the August 31, PMU
CERC component as well as the regular NSUP activities 2019
47 47, IFR and Work closely with MOF and ensure the completeness of August 31, PMU
External Audit documentation of ineligible expenditures to be verified by MOF, 2019
and update the Bank on the follow-up status
48 48, Transaction Ensure the transfer policy by KSMs for BPM 2019 is properly August 31, PMU, NMC
Review implemented 2019
49 Update the result of the follow-up actions for findings in kelurahan August 31, PMU, NMC
grants and consulting/non-consulting services 2019
50 50, Procurement Provide assistance and hands-on support to the local government Continuous WB
in carrying out the procurement activities

21
No Para Follow-up Actions Deadline PIC

51 In order to mitigate these risks: (a) provide procurement training for Continuous PMU
Bank projects to staff at the Procurement Service Unit (ULP) at the
provincial level; (b) monitor and evaluate the progress of major
procurement activities; (c) publish information on contract awards,
management, and payments against contracts on the program
website; (d) investigate reports of fraud or corruption through
MPWH’s internal system, as well as by the Bank, and (e) publish
information on bid prices and contract awards on information
boards, and procurement complaints resolved through the public
complaint-handling mechanism.
52 51, Compliance Expedite the implementation of city-level investments. The PMU September 30, PMU
with the ESMF should strengthen screening practices during the preparation of 2019
SIAP or Area Development Plan (Rencana Kawasan) and provide
regular updates of the screening results and follow-up actions
(including for local governments) on the project website on a
quarterly basis (as a web report).
53 52, Safeguards Prepare work plan to carry out well-planned capacity building on September 30, PMU
Management and environmental and social safeguards for further discussion with the 2019
Capacity Bank
Strengthening
54 53, Environment Ensure timely preparation of a Relocation Action Plan for the Continuous PMU
and Social disaster-affected households, to be approved by the Bank prior to
Safeguard CERC the start of construction in the relocation sites
55 54, Monitoring Improve and institutionalize the utilization of the monitoring system Continuous NMC, OSP,
by project stakeholders, especially by communities and local City
governments Coordinator
56 55, Evaluation Complete procurement of the evaluation consultants August 31, PMU
2019

57 60, Economic For investments such as water supply and sewerage, a standard December Advisory
Feasibility financial feasibility analysis will be conducted in tandem with the 2019. team, NMC
Analysis for O&M standard economic feasibility analyses for 10 project locations. The
Advisory team should assist the PMU in developing the
methodology plan as well as the locations.
58 For components that do not generate incremental revenue (such as September 31, Advisory
roads or drains), the local governments should be able to finance 2019 team, NMC
incremental O&M expenditure from their own budgets. Data on this
should be collected from LGs
59 61, City level Develop capacity building plan and materials for city level September 30, Advisory
infrastructure infrastructure 2019 team, NMC
O&M
60 Ensure that the materials are provided to local governments with October 31, City
adequate training and that the LGs are committed in carrying out 2019 Coordinator
maintenance of infrastructure and OSP
61 62, Tertiary level Improve maintenance of the tertiary infrastructure by improving the September 30, Advisory
infrastructure database and monitoring system on O&M, institutions at the 2019. team, NMC
O&M kelurahan level, training materials, etc.,
62 63, Overall risks Strengthen mitigation actions to anticipate risks related to Continuous PMU
rating sustainability of the institutions, slum prevention, O&M, and
capacity building of LGs with different needs, as these risks become
more relevant as implementation progresses.
63 64, New risks To minimize the risk, the Ministry of Public works will be August 31, PMU
because of CERC appointing one CPMU for projects in Palu. The CPMU will be 2019
supported by a team of consultants (NMC) under CERC that has
been partially mobilized to enhance the capacity of implementation
and to strengthen the mechanisms of collaboration.

22
 Annex 1 List of Mission Participants and Visited Sites

City/ Slums area,

Province Participants List of Institutions/ Persons Met Visited Date
Kabupaten Kelurahan/ Desa
East Java Kabupaten  Kel. Kepatihan  WB: Kumalasari, Tatong, Trimo  Pokja PKP May 15-16, 2019
Gresik  Kel. Lumpur  MPWH: Dedi  Related Dinas (Bappeda, Perkim, PU)
 ATR/ BPN: Andri, Addina  Lurah, BKMs, and beneficiaries
 Bappenas: Tiara
 MOF: Ali
 NMC: Budi, Bagja

Southeast Kota Kendari  Kel. Kendari  WB: E. Hermirasari, M. Halik,  Secretary of Kendari city May 16-17, 2019
Sulawesi Caddi Nurul  Head of Procurement Office at Provincial
 Kel. Talia  MPWH: Satker, KIP, PKLN Level
 Bappenas: PPP, Multilateral  Pokja PKP (Bappeda, DPU, Dinkes, BPN,
 NMC: Sugiyanto, Ihsan Dinas Pertanahan, PSDA, DPKP, PDAM)
 Advisory: Ayi  Lurah, Secretary of Lurah, BKM, KSM,
RT, RW, UPK, LKM, TIPP, SDI,
East Kota Bontang  Kel. Lok Tuan  WB: M. Halik, E. Virant, Nurul  Head of Procurement Office (Balai) at April 1-3, 2019
Kalimantan  Kel. Tanjung Laut  MPWH: Dedi Provincial Level
Indah  NMC: Rudin, Ihsan  Mayor
 Kel. Guntung  Bappeda

South Sulawesi Kota Makassar  Kel. Kaluku  WB: M. Halik, E. Virant, T.  Mayor April 8-10, 2019
Bodoa Permana  Secretary
 Kel. Tallo  NMC: Sugiyanto, Ihsan  Bappeda
 Kel. Lette  Head of Pokja PKP
West Papua Kota Sorong  Kel. Rufei  WB: M. Halik, E. Virant, T.  Assistant at City Secretariat April 10-12,
 Kel. Klablim Permana  Bappeda 2019
 Kel. Remu Selatan  MPWH: Budi
 NMC: Rudin, Ihsan

23
 Annex 2 Key Performance Indicators
Table 2.1 Achievements

Unit of Actual Target Remarks

Indicator Name Core Baseline Actual (Current)
Measure (Previous)
A Project Development Objective Indicators
People provided with Number of End
Value 0.00 0.00 2,552,225 2,900,000
improved people
infrastructure under the
1 Sub Type Date 1-Apr-2016 30-Nov -2017 30-April-2019
project (of which
women) Initial target
Comments Source: NMC KOTAKU.
by Dec 2018
People provided with Number of
Value 0.00 0.00 204,346 240,000
“improved water people
sources” under the
2 Sub Type Date 1-Apr-2016 30-Nov -2017 30-April-2019
project (of which
women) Initial target
Comments Source: NMC KOTAKU.
by Dec 2018
Number of
People provided with Value 0.00 -- 287,787 360,000
people
“improved sanitation”
3 under the project (of Sub Type Date 1-Apr-2016 30-Nov -2017 30-April-2019
which women)
Initial target
Comments Source: NMC KOTAKU.
by Dec 2018
People provided with Number of
Value 0.00 -- 1,771,850 1,110,000
access to all-season people
roads within 500 meter
4 Date 1-Apr-2016 30-Nov -2017 30-April-2019
range under the project
(of which women) Initial target
Sub Type Comments Source: NMC KOTAKU.
by Dec 2018
People provided with Number of
Value 0.00 -- 677,464 450,000
regular solid waste people
collection under the
5 Sub Type Date 1-Apr-2016 30-Nov -2017 30-April-2019
project (of which
women) Initial target
Comments Source: NMC KOTAKU.
by Dec 2018
People provided with Number of
6 Value 0.00 0.00 885,954 1,080,000
“improved drainage” people

24
 Unit of Actual Target Remarks
Indicator Name Core Baseline Actual (Current)
Measure (Previous)
under the project (of Sub Type Date 1-Apr-2016 30-Nov -2017 30-April-2019
which women))
Initial target
Comments Source: NMC KOTAKU.
by Dec 2018

Hectare (Ha) Value 0.00 0.00 2192/5970 2,200

Sub Type Date 1-Apr-2016 30-Nov -2017 30-April-2019

Based on criteria defined in page 20 of the PAD:
(1) Roads which at least 1.5 meters wide and have
proper drainage; (2) at least 60 liters per person per
Slum Area Alleviated day of clean drinking water; (3) at least one public
7
(Hectare(Ha)) toilet that fulfills technical standards to serve no
more than five HH; (4) solid waste removal at least Initial target
Comments twice a week; and (5) flood-proof drainage. An area by Dec 2018
is defined as non-slum if level of service of each of
these 5 criteria is minimum 80%. However, it is
also noted that the Government recorded an
achievement of 5,970 ha by using calculation based
on the MPWH’s Minister Regulation No 2/2016.

Percentage of slum Percentage Value 0.00 0.00 To be completed 60

dwellers who are
satisfied with the Sub Type Date 1-Apr-2016 30-Nov -2017 30-April-2019
quality of urban
infrastructure and
8 The result will be produced through a
services (of which
women, of which household survey scheduled to be carried Initial target
Comments
bottom 40%, of which out in Q4 2019. by Dec 2018
poor)
(Percentage)
Percentage of
Value 0.00 98.9 99.4 80
complaints
Sub Type Date 1-Apr-2016 28-Feb-2017 30-April-2019
Percentage of
9 complaints resolved Source: MIS (Management Information
Source: web-
(Percentage) System) of KOTAKU. The MIS has
based Initial target
Comments recorded 16,560 complaints, and 99% was
complaints by Dec 2018
about information seeking and suggestions
database
for program.

25
 Unit of Actual Target Remarks
Indicator Name Core Baseline Actual (Current)
Measure (Previous)
Percentage of
Establishment of
Local Value 0.00 76 64 60
functional task forces
Governments
for slum alleviation at
10
local level (%Local Sub Type Date 1-Apr-2016 28-Feb-2017 30-April-2019
Governments)
Source: MIS (Management Information December
(Percentage) Comments Source: MIS
System) of KOTAKU. 2018
Number of
Value 0.00 0.00 2,552,225 3,000,000
People
Direct project
11 beneficiaries Sub Type Date 1-Apr-2016 28-Feb-2017 30-April-2019
(Number) - (Core)
Initial target
Comments Source: MIS Source: NMC KOTAKU.
by Dec 2018
Number of
Value 0.00 0.00 1,301,635 1,500,000
Female beneficiaries People
(Percentage - Sub-
12 Sub Type Date 1-Apr-2016 28-Feb-2017 30-April-2019
Type: Supplemental) -
(Core) Source: NMC KOTAKU. Initial target
Comments Source: MIS
51% beneficiaries are women. by Dec 2018
B Intermediate Results Indicators

I Component 1: Institutional and Policy Development

To be
Yes/No Value No Yes Yes - continuously
improved in
terms of
31-December
Establishment of Sub Type Date 1-Apr-2016 28-Feb-2017 30-April-2019 effectiveness
2018
functional task force
1.1 for slum alleviation at Steering Committee of the National Task
national level Force has been assigned in January 2017, to
(Yes/No) lead the program. The operational level of
Comments Source: CCMU Task Force (Echelon II) has been in place
since February 2018, and has led the day-to-
day operation of the Central Collaboration
Management Unit (CCMU).
Establishment of slum To be
1.2 inventory Text Value No In Progress Yes Yes continuously
database/profiling improved in

26
 Unit of Actual Target Remarks
Indicator Name Core Baseline Actual (Current)
Measure (Previous)
(Text) 31-December terms of
Sub Type Date 1-Apr-2016 28-Feb-2017 30-April-2019
2018 effectiveness
Slum profiles for all participating urban
wards have been published in the project
Comments Source: MIS website since 2017. The next updating of the
database will be carried out in December
2018.
II Component 2: Integrated Planning Support and Capacity Building for Local Government and Communities
Percentage of local Percentage of
governments that have Local Value 0.00 43.00 68 60
completed Slum Governments
Improvement Action
2.1 31-December
Plans (SIAPs) which Sub Type Date 1-Apr-2016 28-Feb-2017 30-April-2019
2018
have been approved by
Bupati/Walikota Source: MIS (Management Information
Comments Source: MIS
System) of KOTAKU.

Percentage of Percentage of
Value 0.00 97 95 70
kelurahans which have Kelurahans
2.2 Community Settlement
Plans (CSPs) that have 31-December
Sub Type Date 1-Apr-2016 28-Feb-2017 30-April-2019
been consolidated with 2018
SIAPs
Source: MIS (Management Information
(Percentage) Comments Source: MIS
System) of KOTAKU.

III Component 3: Urban Infrastructure and Services Investment Support

Number of
Value 0.00 -- 2 20
Number of cities which Cities
have completed 80%
of primary and 31-December
Sub Type Date 1-Apr-2016 30-Nov-2017 30-April-2019
secondary 2018
3.1.
infrastructure works
The number of cities to undergoing
and services connected
primary/secondary infrastructure works by
to slum areas
Comments December 2018 was set for 20 cities. As of
(Number)
April, 2019 two cities have completed 80% of
primary/secondary infrastructure works.

27
 Unit of Actual Target Remarks
Indicator Name Core Baseline Actual (Current)
Measure (Previous)

Number of kelurahans Number of

Value 0.00 45 1,138 1,600
that have completed Kelurahans
90% of tertiary
3.2. infrastructure and 31-December
Sub Type Date 1-Apr-2016 30-Nov-2017 30-April-2019
services implemented 2018
in slum areas
Source: MIS (Management Information
(Number) Comments
System) of KOTAKU.
Percentage of
good quality Value 0.00 -- 97 80
infrastructures
Percentage of good
quality of 31-December
3.3. Sub Type Date 1-Apr-2016 30-Nov-2017 30-April-2019
infrastructure and 2018
services (Percentage)
Spot checks will also be carried out in
Source: MIS
Comments several locations to monitor the quality of
infrastructure built in 2017.
Percentage of Not yet due
Infrastructures Value 0.00 -- - -
built
Percentage of
infrastructure built that Sub Type Date 1-Apr-2016 30-Nov-2017 30-April-2019
3.4.
is fully functioning
No target was set for 2018. however the
(Percentage) Initial target
PMU through NMC will start monitoring the
Comments in 2021 (final
functionality of infrastructure built starting
year)
in 2019 until project closing.

IV Component 4: Implementation Support and Technical Assistance

Percentage of
Percentage of local
Local Value 0.00 -- 35.3 30
governments that have
Governments
a project monitoring
4.1. structure and provide 31-December
Sub Type Date 1-Apr-2016 30-Nov-2017 30-April-2019
regular information on 2018
project implementation
Source: MIS (Management Information
(Percentage) Comments
System) of KOTAKU.

Percentage of Percentage of
4.2. Value 0.00 98 97 20
kelurahans with Kelurahans

28
 Unit of Actual Target Remarks
Indicator Name Core Baseline Actual (Current)
Measure (Previous)
completed annual 31-December
Sub Type Date 1-Apr-2016 30-Nov-2017 30-April-2019
financial audits 2018
(Percentage)
Source: MIS (Management Information
Comments
System) of KOTAKU.

29
 Table 2 Revised Target and Additional KPIs

NO. INDICATORS Unit Original Revised CERC DFAT End

Target Target Target Target Target
PDO Indicators
1 People provided with improved infrastructure persons 9.500.000 6.000.000 - 20,000 6,020,000
2 People provided with “improved water sources persons 800.000 500.000 - 6,000 506,000
3 People provided with “improved sanitation persons 1.200.000 700.000 - 6,000 706,000
4 People provided with access to all-season roads within 500 meter range persons 3.700.000 2.300.000 - - 2,300,000
5 People provided with regular solid waste collection persons 1.500.000 900.000 - 20,000 920,000
6 People provided with “improved drainage persons 3.600.000 2.000.000 - 6,000 2,006,000
7 Slum Area Alleviated Ha 7,800 6000 - - 6,000
8 Percentage of slum dweller who are satisfied with the quality of urban % 80% 80% -
insfrastructure and services)
- 80%
9 Percentage of complaints resolved) % 90% 90% 90% - 90%
10 Establishment of functional Task Force for Slum Allevation at local level) % 90% 90% - - 90%
11 Direct project beneficiaries- CORE persons 9.700.000 6.000.000 250,000 20,000 6,270,000
12 Female beneficiaries CORE persons 4.850.000 3.000.000 125,000 10,000 3,135,000
Component 1 : Institutional and Policy Development

1.1 Establishment of functional Task Force for Slum Allevation at national Yes Yes - - Yes
level
1.2 Establishment of slum inventory database/profiling Update Update - - Update
Component 2 : Integrated Planning Support and Capacity Building
for Local Govermenment and Communities
2.1 Percentage of Local Government that have completed Slum Improvement % 90% 90% - - 90%
Action Plan (SIAPs) wich have approved by Bupati/Walikota)
2.2 Percentage of kelurahan wich have Community Action Plan (CSPs) that % 90% 90% - - 90%
have been consolidated with SIAPs/RP2KP-KP)
Component 3 : Urban infrastructure and services in selected cities

3.1 Number of cities which have completed 80% of primary and secondary Kota 40 40 - - 40
infrastructure works and services connected to slum areas (cities)
3.2 Number of kelurahan that have completed 90% of tertiary infrastructure Kelurahan 2.500 1.875 - - 1.875
works and services implemented in slum areas
3.3 Percenmtage of good quality of infrastructure and services % 90% 90% - - 90%
3.4 Percentage of infrastructure built that is fully fuctioning % 70% 70% - - 70%

30
 NO. INDICATORS Unit Original Revised CERC DFAT End
Target Target Target Target Target
Component 4: Implementation support and Technical Assistance)

4.1 Percentage of local govermenment that have a project monitoring % 70% 70% 70% - 70%
structure and provide reguler information on project implementation
4.2 Persentage of kelurahan with completed annualfinancial audits % 90% 90% - - 90%
Component 5: Contingency for Disaster Response *)

5.1 Housing constructed to project resilience standards % - - 70% - 70%

5.2 Water supply facilities has been built % - - 65% - 65%
5.3 Sanitation facilities have been built % - - 75% - 75%
5.4 Schools and higher education building rehabilitated or reconstructed to % - - 75% - 75%
project’s resilience standards
5.5 Health facilities, public service building and market rehabilitated to % - - 75% - 75%
project’s resilience standards

*) Note : On Component 5, the number of affected people has been fluctuating and further verification is still required. In addition, due to limited coordination, the actual works
may be adjusted from time to time. These indicators may need to be reviewed/evaluated from time to time. These are the tentative list of activities and are subject to change:
 Housing constructed to project resilience standards:1,100 units. 100% of the houses constructed must fulfill the earthquake resistance standard.
 Water supply facilities: 3 packages
 Sanitation facilities: 4 units, consists of: 2 units of IPAL-D and 2 units of TPS3R
 Schools and higher education building rehabilitated or reconstructed to project’s resilience standards: 101 units
 Health facilities, public service building and market rehabilitated to project’s resilience standards: 6 units of hospital, 2 units of health facilities (Puskesmas), 2 units of
public service buildings (BPKP and Kejati)

31
 Annex 3 Project Cost (US$ Million)
Table 3.1 Plan vs Actual
Plan Actual

Provincial Provincial
Project Components Central and Local Central and Local
World World
Total Govern- Gov, AIIB Total Govern- Gov,
Bank Bank AIIB
ment Communities, ment Communities,
Others Others

Million US$

Component 1: Institutional Development and Policy Development 7 5 1 1 1 0 1 0 0

-
Component 2: Integrated Planning Support and Capacity Building for
84 6 39 39 33 5 3 13 13
Local Government and Communities -
Component 3: Urban Infrastructure and Services Investment Support 1578 610 658 155 155 473 100 313 30 30
Component 4: Technical Assistance and Implementation Support 74 31 22 22 6 - 3 3
- -
Componen 5: Contigency for Disaster Response - - 0
- - -
TOTAL 1743 652 658 217 217 513 105 316 46 46

%
Component 1: Institutional Development and Policy Development 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
Component 2: Integrated Planning Support and Capacity Building for
5% 0% 2% 2% 6% 1% 1% 2% 2%
Local Government and Communities
Component 3: Urban Infrastructure and Services Investment Support 91% 35% 38% 9% 9% 92% 19% 61% 6% 6%
Component 4: Technical Assistance and Implementation Support 4% 2% 0% 1% 1% 1% 0% 0% 1% 1%
Componen 5: Contigency for Disaster Response 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
TOTAL 100% 37% 38% 12% 12% 100% 20% 62% 9% 9%
%
Component 1: Institutional Development and Policy Development 12% 0% 0% 12% 0%
Component 2: Integrated Planning Support and Capacity Building for
39% 80% 0% 32% 33%
Local Government and Communities
Component 3: Urban Infrastructure and Services Investment Support 30% 16% 48% 19% 19%
Component 4: Technical Assistance and Implementation Support 0% 0% 0% 13% 14%
Componen 5: Contigency for Disaster Response 0% 0% 0% 0% 0%
TOTAL 29% 16% 48% 21% 21%

32
 Annex 4. Progress per Component

4.1 Component 1: Institutional and Policy Development

1. Mid-term progress. In general, activities this component has been running relatively well, in terms
of national level institutional strengthening through capacity building, and synchronization of slum data.
The process is still ongoing toward the expected outcomes. Other activities related to land issues are also
ongoing, but mostly still in the initial stages. Involvement of the Ministry of Agrarian and Spatial Planning
is instrumental in leading the process from national to local levels. The big challenge faced in achieving the
objectives of Component 1 is putting together all relevant agencies, especially the high-level officials from
the relevant ministries, to work on the cross-cutting issues. This requires breakthrough initiatives which
work beyond the core functions of each participating agencies. Moreover, procurement of service provider
firm for CCMU has been delayed, therefore BAPPENAS has utilized the individual consultant hiring
mechanism, and their daily activities were funded through OSP managed by PMU. Bappenas needs to
significantly expedite the process of recruitment of the OSP firm and it is expected to award the contract
by August 31, 2019.

2. National level institutional strengthening activities. The National Task Force for Settlement,
Water and Sanitation has been formally established since 2018, including the Central Collaboration
Management Unit (CCMU) as operational unit of the Task Force, which serves as collaborative hub
between relevant stakeholders at national level. However, the functions of the national task force have been
played by BAPPENAS since 2017, through CCMU—despite its formal establishment. The so-called
CCMU was based in Secretariat of National Task Force on Water and Sanitation.

3. Capacity building of national and local government in strategic issues. Referring to PAD, at
least three areas of activity were planned to strengthen the national level institutions, including
identification of capacity gaps through institutional analysis to examine the relationship among relevant
agencies, of which the results would be used to develop capacity building strategy. Such analysis was
conducted in 2017 by CCMU, and the results were partially used to develop initial training workshop for
local task forces. Since the formal establishment of CCMU and procurement of consultant was delayed, the
training was delivered by PMU of KOTAKU through the National Management Consultant (NMC). In the
period of 2017-2018, several batches of training workshop for Local Governments and/or Task Forces were
provided in Jakarta, Makassar and Bogor. The initial training was focused on preparation of local action
plan in collaborative manners, involving relevant agencies in around 80 priority cities/districts across
Indonesia. The last training (in 2018) focused on mainstreaming Sustainable Development Goals (SDGs)
concept (on housing and settlement issues) into national and local mid-term development plans (RPJMN
and RPJMD). About 150 local government officials and KOTAKU consultants participated in the events.
Incorporation of the issues into formal mid-term development plans is expected to ensure buy-in and
sustainability at local level. However, follow up action to monitor the outcomes of the training workshops
should be developed by CCMU, to ensure its effectiveness and achievement reflected in the RPJMN/D.
CCMU should develop monitoring instruments to track progress and outcomes of this matter by August 31,
2019, and have the monitoring results published in the KOTAKU website regularly.

4. Collaborative funding. Two other areas of activity under this sub-component are transfer of fund
from national to local governments, and effective linkages of various sources to leverage funding for slum
upgrading investments at local level. In this matter, CCMU and PMU have been working quite effectively
to leverage funding from local budget. As reflected in the project cost realization, the proportion of local
government funding was significant, and went beyond the estimation made during project appraisal. This
was achieved in two ways. From the top, CCMU has created a range of mechanisms to ensure that special
budget managed by ministries were allocated in slum areas, e.g. special allocation budget (DAK) for
housing, water and sanitation. In the period of 2017-2018, a special budget amounting Rp 1.85 trillion or

33
US$ 13 million (excluding water and sanitation) was allocated for slum areas. Spatial-based DAK for Slum
Alleviation has been approved by the Minister of National Development Planning, but the implementation
was postponed due to readiness of MPWH. It is expected that the policy will be implemented in pilot area
by 2021. From the bottom, PMU through the national and local consultant teams has worked with its
consultant teams to leverage collaborative funding by using SIAPs and CSPs as the main instruments. Its
results were collected and stored in the MIS. The advisory and NMC have reviewed the first year (2017)
results of data collection on collaborative funding, and found it challenging to properly track and record
this type of data. In 2018, the mechanism was corrected, in which collaborative funding tracked and
recorded in the MIS was only those related to seven indicators of slum, as well as public/green space.

5. Support for policy development. The support was designed to ensure that each ministry within
National Government develops necessary policies, regulations and guidelines that complement each other
and supports the implementation of KOTAKU in a sustainable manner. CCMU has held several thematic
workshops at national level, discussing various issues from macro policy such as SDGs, housing and
settlement (including water and sanitation), to more technical and innovative issues such as inclusive urban
renewal. A draft of White Paper on the housing and settlement development was developed by using
achievement of slum alleviation efforts in 2015-2018 as a baseline data. It is expected that the Paper could
be used for planning and budgeting purposed in the period of 2020-2024 (new RPJMN). CCMU has also
hiring a consultant firm to undertake a background study to develop the next RPJMN 2020-2024. The
process is still ongoing and expected to produce the results by the first quarter of 2020. While the efforts
for policy development seemed to be quite extensive, the outcomes still need to be measured. CCMU should
develop a systematic monitoring and evaluation framework to monitor the process and outcomes and have
it published and accessible for local governments.

6. In addition to the policy on DAK, BAPPENAS through CCMU has developed a few other means
of raising collaboration among governments, local governments, and public or communities in general.
There are some initiatives which have contributed to slum alleviation efforts made or managed by CCMU,
such as (1) nawasis, as an online collaborative platform for housing and settlement development
stakeholders. Agreement between 17 institutions to participate in a collaborative knowledge management
platform build by CCMU. (www.nawasis.org); (2) issuance of Manual Guidelines of Housing for The Poor
by UNESCAP. The guideline has been distributed to 400 provincial/local government and ministries at
national level and uploaded in KOTAKU Website and accessed by OSP and city coordinators; (3)
dissemination of “Mimpi Tak Terbeli” video developed to raise awareness on the right to adequate housing.
The video has been distributed through various platforms including as social media and websites.

7. Development of Policy on Options with Respect to Tenure Security of Informal Settlements.

As mentioned in the PAD, the current project focuses on slums that have been recognized by the
Government, while putting in the behind the issues concerning informal settlements with varying tenure
status or illegal status. The issues are sensitive and require breakthrough initiatives involving various
government agencies, as well as the land owners and/or tenants, such as Balai Wilayah Sungai (BWS),
state-owned enterprises, and private owners. Some efforts and initiatives have been made, yet full program
design and implementation arrangement should be further developed. The absence of Land Policy Specialist
to be hired under CCMU has been problematic as the conceptual design and operational implementation
concerning this issue has not yet developed. The open hiring was conducted three times, with no candidates
met the CCMU’s expectation.

8. The Directorate of Land Consolidation of the Ministry of Agrarian and Spatial Planning (MSAP)
has conducted a series of workshops to explore possibility of using land consolidation for slum upgrading
in highly densely populated areas, and areas without secure tenure such as squatters or informal settlements.
Since the efforts require various resources (human, financial, physical), it was agreed that the MSAP will
become a Project Implementation Unit (PIU) for KOTAKU, in addition to CCMU and PMU. MSAP will

34
have to prepare a concept note, budget plan and annual work plan to be further discussed and agreed by
BAPPENAS, PMU and the Bank by August 31, 2019.

9. In addition, CCMU has initiated a so-called inclusive urban renewal concept into the RPJMN 2020-
2024, to ensure that slum alleviation efforts could be incorporated into urban development in general, and
the outcomes could be more visible through the renewal concept. The concept has been discussed in several
rounds with relevant ministries, provincial governments, urban development practitioners, academics,
international development partners, and private developers. In terms of land titling, BAPPENAS and the
MPWH have discussed a concept called “pre-land certification” for housing. The concept is still in early
stage and requires further exploration.

10. Support for Integrating and Synchronizing Slum Data and Definitions used by the MPWH
and BPS. This activity has been running well, led by CCMU. Along the way, this matter has been expanded
beyond the technical matters of integrating and synchronizing the slum definition and database. The initial
plan was to integrate slum definition used by MPWH to develop slum profile baseline in 2015-2016. The
definition, instrument and methods for data collection applied by MPWH was dynamics, therefore the
confidence level for data validity cannot be fully confirmed. As a database, it is rich with information, but
lacking of data confidence for further utilization for analysis. The data was transformed as slum profile by
using methodology set in the Ministerial Decree of MPWH and has been used for planning purposes (SIAPs
and CSPs) as well as calculation of slum size reduction.

11. In 2018, CCMU in collaboration with PMU and the Bank have worked together to expand the
SUSENAS questionnaire with slum indicators used by MPWH, which closely similar to the existing
SUSENAS questionnaire for housing and settlement section. The definition used by MPWH has also been
reviewed to meet standard statistical survey and definition used globally by SDGs, to make sure further
utilization and sustainability of data collection in the future. During the process, CCMU has invited all
relevant agencies to review the indicators, definition and questionnaires. However, a pilot survey with BPS
has been delayed for about six months and need to be expedited. By August 31, 2019, CCMU is expected
to hold a series of technical and high-level meetings with BPS and other relevant agencies to carry on with
the pilot, and subsequently incorporate the tools into regular survey of SUSENAS and Population Census
2020. In addition to the synchronization of definition and survey methodology, sampling method for slum
areas have yet to be further discussed.

12. Beyond the original plan, CCMU has intensively worked on incorporating housing and settlement
indicators for SDGs (e.g. housing condition, water, sanitation, tenure status) into the next RPJMN and
RPJMD. Indicators for SDGs 6.1 (universal access to clean water), 6.2 (universal access to sanitation), and
11.1 (access for all to adequate, safe and affordable housing and basic services, and upgrade slums). Several
means have been developed and used at national and local levels, including: (1) Guideline Book on SDGs
Indicators for preparing RPJMN and RPJMD, and (2) SDGs-based e-dashboard for planning, monitoring
and evaluation purposes (www.nawasis.org/portal/perumahan). Through the Ministry of Home Affairs
(MoHA), an effort would be made to mainstream SDGs indicators into the Local Government Information
System (SIPD), which will be synchronized and standardized across the country, and globally. MoHa has
issued a Decree No 31/2019 to formally guide the preparation of local government’s annual work plan 2020
by using the SDGs indicators for housing and settlement.

4.2 Component 2: Integrated Planning Support and Capacity Building for Local Government and
Communities

13. Community Settlement Plans (CSPs/ RPLP). CPSs are five-year-plans prepared by community
and facilitated by facilitator, which consist of detailed tertiary infrastructure including social and economic
development for the purpose of slum alleviation. Mainstreaming of livelihood and disaster management at

35
community level are also included in CSPs. Seven indicators or criteria of slums by MPWH are used to
identify the infrastructures gaps spatially in kelurahan level.

14. Several planning cycles at the kelurahan level have been carried out by the community to develop
CSP, started with the most important activity which is reflection of critical issues. During this activity, one
of data used by community (TIPP- participatory planning core team) to be analyzed is baseline data.
Community (TIPP) facilitated by facilitator, especially urban planning facilitator, trying to identify and
analysis slum problems by using 7 or 8 slum indicators and also updated the baseline of previous year.
Baseline data is subsequently used for the next stage: vision development and self-help mapping to develop
neighborhood planning and to targeting slum alleviation by prioritizing development program at kelurahan
level.

15. Quality control of CSPs is carried by urban planning facilitator. To have a good quality of CSP,
these following criteria must be fulfilled: 1) completeness maps and data; 2) consolidate/synchronize with
SIAP/ RP2KPKP; 3) content linkages comprehensively including safeguards aspect, disasters, gender and
children friendly and vulnerable groups; 4) program continuity, and 5) rationalization of investment plans
and priority activities plans. Based on above criteria, 92% of CSPs have met good quality.

16. Quality of CSP and synchronization to SIAP. Of total kelurahans in WB location, 95% of CSP
have been consolidated with SIAP. Six indicators are used to identify synchronization between SIAP and
CSP, namely a) number of slum areas (ha) must be in accordance with the slums identified in SIAP; b) use
the same baseline data with SIAP; c) slum area/ slum delineation areas in kelurahan are accommodated in
SIAP; d) slum alleviation scenario/ target in CSP should be aligned with slum alleviation plan in SIAP; e)
contains investment plan to collaborate with Local Government which also related to the slum alleviation
investment in SIAP; and f) both CSP and SIAP represent slum alleviation intervention on a map in each
level. Basic data to identify the synchronization has been accommodated on MIS but certainly it needs
further analysis on the field to review SIAP and CSP as well as alignment between these two documents.

17. O & M. Regarding to the operation and maintenance, each kelurahan developed community rules
(Aturan Bersama) as well as maintenance and utilization group (KPP). Community rules contained all
regulations agreed upon by all members of the community related to the development and utilization of the
infrastructure built. Meanwhile, KPPs are established depending on type of infratsructures built in each
kelurahan. Based on MIS (May 25, 2019), off 4,074 KPPs formed, only 12 KPPs were functioning. PMU
should check whether this data is valid or not. PMU also must ensure: (1) Community rules are truly
implemented;(2) Strengthening KPPs and make sure that KPPs have people who are experts in certain
infrastructures to ensure that infrastructures are well-maintained;and (3) O&M are included in investment
activities on CSPs.

18. Capacity Building. Capacity building has been carried out since 2017 in all level at national,
province, and kelurahan level. Especially for local government at city/ district and provincial level, capacity
building activities that have been implemented included: 1) Pokja PKP training in 45 cities/districts with
131 participants; 2) KOTAKU coordination meeting and training for project manager at provincial and
local level with 537 participants; 3) Pokja ULP training at 8 provinces in 2018 with 22 participants. These
trainings had positive impact on the activeness and functioning of the Pokja as well as on the achievement
of disbursement and utilization of BDI (investment support) 2017. The detailed of training activities and
number of participants

36
19. Capacity building for planning. These activities carried out to support the implementation of
planning documents including SIAP dan CSP as well as to improve stakeholders’ ability to build good
quality of planning documents and synchronization between those documents. Detailed activities are shown
below table. Capacity building activities also implemented to support Component 3, 4 and 5 which included
1) vocational training to community; 2) KSM training; 3) financial management training; 4) MIS; 5) TMC
as well as vocational training and certification to community.

Table 2.1 Capacity Building Activities

# Year of
No Activity Participant element
Participant implementation
National Level
city coordinator (Korkot), city
Capacity improvement of city coordinator assistant (askot), urban
1 121 2017
coordinator and national trainer planner (UP), expert at OSP in
priority city
city coordinator team in priority
2 Specific ToT 122 2017
location (30 cities)
National trainer ToT for BDI
3 180 National trainer of KOTAKU 2018
location
4 BDI verification training for 2019 19 OSP infrastructure expert 2018
Provincial Level
Pokja PKP, city coordinator team in
5 Coaching Clinic 438 2017
priority location (40 cities)
Trainer consolidation of capacity
National trainer (city coordinator,
6 improvement for city coordinator 181 2017
and OSP expert)
assistant and facilitator 2017
data management assistant,
Specific capacity improvement (30
7 559 facilitator team in priority cities (30 2017
cities/ district)
cities)
Capacity improvement for city
city coordinator team at priority
8 coordinator assistant and facilitator 1,982 2017
locations and nearby locations
2017
trainer consolidation at BDI
9 172 National trainer of KOTAKU 2018
location
Facilitator training for BDI location city coordinator and team at BDI
10 1,976 2018
2018 location 2018
Pokja PKP, relevant Dinas and city
Verification and coaching clinic 133 2018
coordinator team
Kelurahan Level
11 OJT 95,772 community 2017
12 Training for BKM and Lurah 121,475 BKM and Lurah 2017
13 Training for volunteer 37,952 volunteer 2017
14 training for TIPP 93,693 TIPP 2017
15 Coaching clinic for planning review 64,692 community 2018
Training for BKM, Lurah and
16 19,019 BKM, Lurah and Camat 2018
Camat
17 Livelihood training 81,005 community 2018
Source: NMC 2019

20. Capacity Building Collaboration. Collaboration to empowering and strengthening community

has also been implemented in 2018 by cooperating with Bina konstuksi and training centers (LPJK) at

37
provincial level. The activities are focussed on construction workers certification and training in order to
increase infrastructure development quality. 1,302 participants involved in the training and as many as
3,406 skilled workers participated on certification activities. Unfortunately, the training and certification
activities are still encountered several obstacles, which were 1) limitation of LPJK to carry out certification
activities in areas that were difficult to reach, 2) difficulty to sinchronize between training schedules of
LPJK/ training centers with planning and development cycles at communities. Training should be carried
out before construction activities but due to incompatibility of schedules so trainings were executed after
construction.
4.3 Component 3: Urban Infrastructure and Services Investment Support
21. Sub-component 3.1: Improvement of City Scale Infrastructure. In October 2018, the 4-steps-
verification process was introduced to verify the proposed city scale infrastructure; (1) location, (2) type
of infrastructure, (3) technical documents, (4) bidding documents. It is a sequential process, and each
step has sub-criteria which will determine whether a proposed primary/secondary infrastructure
investment can be implemented. The NMC is responsible to monitor the progress in each city/regency,
and Pokja PKP and Provincial Satker would present to the PMU for each step of the process. In April
2019, DIY started the procurement process of city scale infrastructure using component 3.1. The contract
award is expected to take place in June 2019. Furthermore, there are additional 15 sub-projects in 15
cities that expected to be constructed in 2019 as shown in Table 4.1 below. The estimated cost for all 16
sub-projects is USD 19.7 million.

Table 4.1. Sub-projects expected to be constructed in 2019 (USD Million)

Estimated
No City Area Sub-Project
Cost
Kota Kawasan Giwangan Road, Drainage, Sanitation, Retaining Wall
1 1.3
Yogyakarta (Gajah Wong) reinforcement
Kab. Palagan Ambarawa Drainage, Pedestrian Walk, and Roads
2 1.1
Semarang
Kab. Pusat Kota
3 1.1
Pemalang Pemalang
Kawasan Semanggi Road, Drainage, Sanitation, Pedestrian Walk and
4 Kota Surakarta 1.1
RW 23 Public Space
Kab. Buaran Segmen
5 0.9
Pekalongan Simbangan
6 Kab. Gresik Kota Pesisir Timur Pump House Pulopancikan 1.0
Kota Malang Roads, Garden, biofil, Retaining Wall, safety fence,
7 Kota Malang 0.5
market place, parking lot
Kota Lowland on the Retaining wall for Sungai Muara Kelayan (RK 3)
Banjarmasin riverbank
8 1.4
(2nd priority
sub-project)
9 Kota Bontang Selambai Lok Tuan roads, waste treatment plant, landmark, hydrant 1.4
Kota Sungai Karang Karang Mumus riverbank development
10 1.4
Samarinda Mumus I
Kota Pare - Niaga Reservoir, waste water treatment plant, waste
11 0.9
Pare treatment plant, roads, drainage, public area
Kolakaasi-Sea Roads, public area, drainage, road lamp, waste
12 Kab. Kolaka 1.8
treatment plant, fire protection, pedestrian walk
Puday-Nambo Roads, Waterfront City, mooring area, clean water,
13 Kota Kendari 3.1
road lamp, drainage, fire hydrant, public space
14 Kota Palopo Tanjung Ringgit 1.1

38
 Estimated
No City Area Sub-Project
Cost
Kota Limba B Road, Pedestrian, Drainage
15 0.6
Gorontalo
Kumuh AP0 45 Roads, Bridge, Drainage, clean water, waste water
16 Kota Jayapura 1.1
Kel. Bhayangkara treatment plant, public space
19.7

22. Table 4.2 below shows the first priority sub-projects in 22 cities that are expected to be
constructed in early 2020. But some sub-projects still need further verifications from the PMU. The
PMU is expected to finalize verification processes so that the preparation of technical documents,
including environmental and social safeguards can be started immediately.

Table 4.2. Sub-projects expected to be procured in 2020

No Location Area Type of Infrastructure

Purworejo Kawasan Kutoarjo Drainage, Roads, Pedestrian Walk, and Public
1 Space
Pekalongan Kawasan Krapyak Being verified by PMU
2 Segmen Loji
3 Kota Tegal Kawasan Pesisir Barat Being verified by PMU
4 Kota Probolinggo Mayangan Waterfront improvement
Kotabaru Pesisir dan pusat kota Local road, solid waste plant, communal septic
5 tank, jetty, breakwater, public space
6 Kota Balikpapan Minapolitan Roads, Drainage
Kota Mataram DAS Jangkok /Kawasan Roads, Bridge, Drainage, Retaining wall, public
7 Ampenan space, road lamp, road railing
Banjar Murung Kenanga Vertical Housing, community hall, integrated
waste treatment plant, retention basin, retaining
8 wall
Kota Manado Kawasan Singkil dan Public area, drainage, temporary disposal site
9 Heritage
Kota Ambon Klaster 3 Bridge, Roads, Pedestrian Walk, Public area,
10 residential area revitalization
11 Kota Ternate Makassar Timur Being verified by PMU
Kota Tual Kluster Pesisir Selatan Water distribution, waste water treatment plant,
12 drainage, public space
Kota Makassar Mariso Roads, Drainage, Waste water treatment plant,
13 public space
14 Gowa DAS Jeneberang Public space, Drainage, Roads
Kota Kupang Oesapa Roads, drainage, waste treatment plant,
15 sanitation, public area
Lombok Timur Kota Selong Pancor Drainage, Public area, roads, waste treatment
plant, clean water, pedestrian walk, drainage
16 normalization.
Kota Sorong Klasabi Roads, Retaining wall, pedestrian walk, bridge,
17 waste container, public area
18 Kota Surabaya Wonokusumo Roads, Drainage
19 Semarang Palagan Ambarawa Drainage, Pedestrian Walk, and Roads
20 Kota Bima Being verified by PMU Being verified by PMU
21 Kota Palangkaraya Being verified by PMU Being verified by PMU

39
 No Location Area Type of Infrastructure
Kota Banjarbaru (2nd Being verified by PMU Being verified by PMU
22 priority sub-project)

23. In addition to that, the preparation for the second priority sub-projects for 15 cities and the third
priority sub-projects for Banjarmasin 1 (Table 1) should start this year so the DEDs can be finalized by
the end of 2019 and the construction can be started in 2020. Moreover, there are 6 cities that are proposed
to be removed from the list of priority cities; Kendal, Demak, Tulungagung, Wonosobo, Sidoarjo, Palu.
Therefore, in order to achieve the original target of 50 priority cities, the PMU is required to propose
another 12 cities that meet the eligibility criteria by the end of July 2019. Simultaneously in 2019, the
new 12 cities will start preparing their SIAPs, which will be final in 2019. DEDs for the first priority
sub-projects for the new 12 cities as identified by SIAPs will be completed in 2020, and their
construction will also take place in 2020. This cycle will continue for the next priority sub-projects for
the following years until 2021.

Table 4.3. List of priority cities to carry out city scale infrastructure investments in 2020
Description Total Cities
3rd priority 1 Banjarmasin
Banjarbaru, Kota Yogyakarta, Kab. Semarang, Kab. Pemalang, Kota Surakarta, Kab.
Pekalongan, Kab. Gresik, Kota Malang, Kota Bontang, Kota Samarinda, Kota Pare –
2nd priority 16 Pare, Kab. Kolaka, Kota Kendari, Kota Palopo, Kota Gorontalo, Kota Jayapura
Purworejo, Pekalongan, Kota Tegal, Kota Probolinggo, Kotabaru, Kota Balikpapan,
Kota Mataram, Banjar, Kota Manado, Kota Ambon, Kota Ternate, Kota Tual, Kota
Makassar, Gowa, Kota Kupang, Lombok Timur, Kota Sorong, Kota Surabaya,
1st priority 33 Semarang, Kota Bima, Kota Palangkaraya, new 12 cities.

24. It is estimated that the sub-projects to be constructed in 2020, will be three times higher than
those implemented in 2019. There is a clear need to simplify the verification processes that is currently
used. The PMU needs to focus more on improving the capacity of Provincial Procurement Unit (Balai)
to do the verification process and define certain conditions in which the whole verification processes
can be done by Provincial Balai, i.e., based on the estimated cost, type of projects, or based on social
impacts. The verification process needs to be simplified and readjusted to ensure relevance with the
objectives of the program. Additionally, the verification criteria should not be subjective and should be
measurable to make it easier for local government to identify and prepare the sub-projects. Lastly, it is
clear that the number of target beneficiaries has not been taken into account during the preparation of
sub-projects. Therefore, City Coordinator teams and OSPs must always keep track of the achievement
of KPIs in their coverage areas so that the end target can be achieved at the end of the project.

25. Sub-component 3.2: Support for Tertiary Infrastructure upgrading in all cities including
small scale water supply, drainage, sanitation, footpaths, fire safety, site improvements (public spaces
and sidewalks) and modest support for strengthening community-based livelihoods through the
construction of livelihood enabling facilities and services such as community market places, kiosks and
job entrepreneurship training to promote access to existing GOI livelihood programs as identified in
CSPs. As of April, as much as 1,146 kelurahans have completed the construction of tertiary
infrastructure investments. The size of funds received by each kelurahan varies depending on the size
of slum area ranging from IDR 150 million to IDR 2 billion. However, the mission found that the size
of slum area does not always correlate with the amount of fund, rather, the amount of fund should also
consider the type of slum (low, medium, heavy).

40
Table 4.4 in below shows the allocation of BDI funds in respect to the type of infrastructure. It can be
seen that more than 75% of the total BDI funds goes to road and drainage, with drainage being the
highest recipient of USD 24.44 million or 43,9%. Likewise, the allocation for road and drainage from
collaboration funds also very high, which amounts to more than 60% or about USD 53 million.
However, it can be seen that in terms of cost per capita, the efficiency of tertiary infrastructure
investments that are built using BDI funds and community contribution is higher than that of
collaboration funds.

Table 4.4. Cost per capita comparison between BDI, Community contribution
and Collaboration funds
Description BDI+Community contribution Collaboration
Total Beneficiaries Cost/capita Total Beneficiaries Cost/capita
(USD (USD) (USD (USD)
Million) Million)
Housing 16.97 69,131 246
Improvement
Drainage 28.80 1,205,337 24 34.71 710,714 49
Tertiary Roads and 19.88 1,014,343 20 54.94 1,123,672 49
footpaths
Sewerage 6.62 136,971 48 8.14 172,795 47
Waste disposal 3.64 525,754 7 3.94 931,074 4
facilities
Clean water 2.46 115,163 21 6.08 99,291 61
Fire protection 1.27 102,687 12 12.65 285,920 44
Open public space 0.07 3,007 25 2.21 21,438 103
62.8 3,103,262 139.63 3,414,035

4.4 Component 4: Implementation Support and Technical Assistance

26. Technical assistance is provided through the NMC at the national level. OSPs 1-11 at the
provincial level, and TMCs at regional and city level, ad city coordinators team at 52 cities and
facilitators team at the urban ward level.

27. Government Monitoring. Utilization of project website and MIS is highly encouraged as a
primary tool for project monitoring and evaluation. Central and local governments have their own
monitoring system (e-monitoring), which does not directly link to the KOTAKU website and MIS
applications. However, relevant data and information from the government monitoring structure has
been uploaded into the MIS. The KOTAKU M&E framework has involved central and local
governments in all monitoring activities. PMU has initiated to optimally utilize website and MIS any
supervision and monitoring activities, as well as publication and socialization. Yet, the level of
involvement among local governments is mostly less than expected. The ongoing evaluation by Center
for Population and Policy Studies (CPPS)-UGM will capture the utilization and expectation of selected
local governments towards more effective use of website and MIS for monitoring tools.

28. Local Governments Monitoring. The M&E Framework previously mentioned, appeared to
effectively run among consultants and facilitators, whereas the local governments still use their own
monitoring system (e-monitoring). This gap needs to be further reviewed, to understand the needs of the
local governments, which could be provided by the Program. To date, the Program has encouraged the
utilization of MIS data for quarterly meeting of Local Task Force, supported by city coordinator teams.
Report of the MIS data review and results of the task force meetings were requested to be uploaded into
KOTAKU MIS, at least three times a year. This practice is expected to increase familiarization of local
governments with program website and MIS.

41
29. The NMC was mobilized in February 2018. The NMC is responsible to assist the PMU in the
implementation of NSUP, in terms of the achievement of Project Development Objective (PDO) and
Key Performance Indicator (KPI). In addition to that, the NMC is responsible to strengthen technical
and institutional capacities, spot-checks, knowledge management, facilitate collaborations across
stakeholders, programs and financings. The NMC is also responsible to provide assistance to the PMU
in managing regional/provincial consultants (OSPs and TMCs), City Coordinator teams, and facilitator
teams, which includes performance evaluation. The NMC is led by a Team Leader and teams with
expertise in urban planning, infrastructure, training, program monitoring, and data management.

30. The OSPs (1-11) under this component were mobilized in October 2018. Prior to this, OSP 5-9
under PNPM were extended until July 2019. Between July – October 2018, there was a vacuum. Each
province is led by a Provincial Team Leader and teams with expertise in urban planning, infrastructure,
collaboration and monitoring. The OSPs, among other things, are responsible to facilitate and familiarize
local government with the target. However, it was found during mission in Kendari that KPIs had never
been discussed with local government. For example, even though there was a significant gap in the target
of clean water and sanitation, most of the BDI funds in 2019 was allocated for road and drainage. In
fact, the allocation for water supply and drainage was only less than 3%. It was inadequate execution of
the roles and responsibility by the OSP. In addition to that, the mission also found that operation and
maintenance of tertiary infrastructure to be inadequate. There is also a clear need to strengthen the
capacity of community to plan and implement the operation and maintenance of tertiary infrastructure.
The role of local government for project management and post-construction support also needs to be
improved.

31. The TMCs were mobilized in December 2018. The objective of the TMC is to provide technical
assistance for the implementation of city scale infrastructure. The TMC is assigned at regional and
district level. At regional level, the TMC is led by a Team Leader and supported by Infrastructure
specialist, architect and safeguard specialist. Whereas at city level, the team is led by civil engineer and
supported by cost estimator, surveyor, inspector, and drafter. The team at regional level is responsible
to provide guidance to the team at city level. Thus far, Civil Engineer in 39 out of 44 cities have been
mobilized (Civil Engineers in Demak, Kendal, Palu, Lombok Timur, Banjarbaru have yet to be
mobilized). The TMC is responsible to prepare or review DED documents, ensure the compliance of
ESMF, assist the procurement process and site supervision. However, the mission found that the
bottlenecks in the implementation of city scale infrastructure is related to the preparation of area
development plan/urban design, which will become a reference for the preparation of DEDs. In addition
to that, Local Government seemed reluctant to prepare the concept design, through consultant, without
prior agreement or assurance of funding.

32. Due to recent disaster in Central Sulawesi, which was followed by a reallocation of USD 100
million to the Contingency Disaster Component (CERC), there was a need to immediately mobilize
personnel to support the rehabilitation and reconstruction in the affected areas. To allow for timely
mobilization of resources, additional personnel are proposed to be contracted through amendment of
existing contracts of NMC and TMC 6. Additional personnel of NMC will be responsible to assist
project management of CERC activities. Additional personnel of NMC include: Program Management
Consultant, Senior Civil Engineer, Procurement Specialist, Management Information Specialist, Urban
Planner, Housing Specialist, Safeguard Specialist. Additional personnel of TMC-6 are responsible to
prepare planning documents; site plan and DED for housing and settlement area in Duyu, Tondo, and
Pombewe area, as well as site supervision. Additional personnel include: Deputy Team Leader,
Architect Specialist, Civil Engineer Specialist, Environment Specialist, Safeguard Specialist, MEP
Specialist, Procurement Specialist, Geologist. Additional personnel are mobilized to bridge the planning
and supervision until the mobilization of new TMC packages. New TMC packages are expected to
provide support for the duration of 7 months until April 2020.

42
4.5 Component 5: Contingency for Disaster Response

33. Emergency Response Operational Manual (EROM) and Technical Manual of the CERC.
Draft EROM dated April 22, 2019 has been submitted to obtain Bank’s NOL. Response letter dated
May 3, 2019 was providing some inputs to revise the draft EROM. Final version of the EROM should
accommodate the inputs, revision of list of activities, and revision of procurement plan. Technical
manuals as detailed guidelines for implementation of activities under CERC needs to be formulated,
such as technical manual for reconstruction of housing in new settlement area, technical manual
reconstruction of public building (education facilities, health facilities, market and other public
building), MIS, verification process before payment to contractor, etc. The EROM should be completed
and uploaded into website by June 30, 2019 and the technical manual should be uploaded into the
project website by August 31, 2019.

34. Revision of Result Framework and Monitoring. Key performance indicators of parent project
of NSUP has been revised due to the activation of CERC. There are five additional intermediate result
indicators for Component 5 under CERC to measure rehabilitation and reconstruction of water,
sanitation, education facilities, health facilities, and housing that should fulfill the resilient standard.
Some PDO indicators are similar with the parent project, such as handling complain resolution, direct
beneficiaries, and female beneficiaries. Proposed target of the direct beneficiary is for housing
beneficiary only. The direct beneficiary for education facilities, health facilities, market, and other public
building has not yet been accounted as the target. The target of the direct beneficiary needs to be
confirmed during the wrap up meeting and the revised KPI should be finalized by August 31, 2019.

35. MIS of the CERC. CERC will be monitored through the similar monitoring mechanism as the
parent project. Development of web-based MIS of CERC should be established with formulation of
glossary and SOP of MIS of the CERC, including procedure of target calculation and flowchart of data
collection process. MIS of CERC should be available by August 31, 2019.

36. Land Acquisition and Resettlement Action Plan (LARAP) for new settlements. CERC will
finance development of three new settlements as relocation areas in Duyu, Tondo, and Pombewe,
including 1,600 houses. LARAP document is as a safeguards tool to ensure build back better and
sustainable with full occupancy rate of the housing reconstruction in the new settlement. The LARAP
should provide detailed data of beneficiaries including their livelihoods patterns, relocation process and
procedure, time schedule of relocation related to readiness of the basic infrastructure in the areas, land
status, land transfer process to beneficiaries, etc. The team noted that land status in Tondo has not yet
cleared. TOR of the LARAP should be finalized by August 31, 2019. The LARAP documents of the three
new settlements should be finalized by Local Government of Palu and Sigi before housing construction
is started. Additional safeguards specialist in NMC need to be mobilized to support facilitation process
of safeguards, including completion of LARAP.

37. Role of Local Governments in CERC. Based on Presidential Instruction No 10 Year 2018 on
Acceleration of Rehabilitation and Reconstruction of Post Disaster in Central Sulawesi, local
government has responsibility to ensure rehabilitation and reconstruction process, including providing
database of victim, collecting data of housing damage, land acquisition, and coordinating the
rehabilitation and reconstruction activities within their territory area. However, roles of LG in CERC
are still limited. The project needs to enhance coordination with local government at provincial level
and kota/kabupaten level. Regular coordination meeting among local governments, the project, and
other related stakeholders should be carried out monthly to discuss CERC plan and its implementation
progress starting August 2019.

43
38. DIPA for 2019 and 2020 Program. Annual Work Plan for 2019 under Component 5 dated
April 10, 2019 is USD2,313,854.46 for IBRD-8636 ID and USD277,200 for AIIB LN-004 IDN. Based
on proposed list of activities, some emergency activities that have been completed will be paid in 2019
is around USD 8,8 million of rehabilitation of Undata Hospital and Tadulako University with additional
around USD 5 million for other direct contracting activities. The team seeks confirmation during the
wrap up meeting on the amount of Component 5 in AWP and readiness of its DIPA for financing the
2019 CERC activities.

39. Institutional arrangement. Institutional arrangement to implement the CERC is shown in the
Diagram 1 as shown below. CERC cover settlement infrastructure under various directorates in DG of
Human Settlement and housing reconstruction under DG of Housing Provision (DGHP). The MPWH
through the ministerial Decree will include the DGHP as the PIU of the NSUP to manage housing
contruction in CERC. DGHS has also provincial “Balai” to manage procurement of CERC activities. In
addition to that, provincial government and local government have key roles in reconstruction and
reconstruction. It is important also to note that consultants, facilitator and community/beneficiary
should be well coordinated and need to be mapped in the organizational structure. The proposals for
rehabilitation and reconstruction sub-projects related to MPWH are prepared by Directorate of
Settlement Development. Execution of some of the sub-projects, will have to be carried by PIUs from
different directorates within DGHS and DGHP. A strong mechanism of coordination and supervision
must be developed to ensure sub-projects are implemented effectively and timely. The Vice Project
Management Unit (PMU) for CERC need to ensure consistency of the financial management and other
requirements. All communication with the Bank will remain under the existing KOTAKU arrangements.
It is expected that the Ministerial Decree will be issued before August 15, 2019.

44
 Diagram 1
Organization Structure to support CERC

Note : Person in Charge consist of Director of Settlement Development of DGHS and

Director of Special Housing of DGHP

40. List of activity. Proposed of list activity is completed. CERC will finance basic infrastructure
in three new settlement locations, housing reconstruction in new settlement, education facilities, health
facilities, market and some other public buildings. Please see below table for the detailed list of
activities.

41. Consultant and Facilitator. Additional consultants of NMC and TMC has been mobilized in
Palu. The consultants are including vice task team leader, infrastructure specialist, and procurement
specialist. OSP and composition of city coordinator team and facilitator remain the same. Coordination
among NMC, TMC, OSP, city coordinator team, and facilitator team on CERC implementation with
clear arrangement among them need to be defined and reflected in technical manuals.

42. Participatory Housing reconstruction. Housing reconstruction mechanism to ensure build

back better in the new settlement areas with full occupancy rate of the housing need to be
formulated. REKOMPAK approach could be used as one of alternative among others. DGHP should
formulate technical manual on housing reconstruction including mechanism, approach, and targeting
of beneficiary by August 31, 2019.

45
43. Targeting of beneficiary of housing reconstruction. Beneficiary criteria, selection process,
and verification process of beneficiary candidates remains unclear. Socialization to beneficiary should
be carried out from beginning stage of reconstruction process. Dissemination of direct, simple, sharp,
clear and continuous information using various user-friendly media on relocation process is very
important to ensure better targeting of beneficiary and full occupancy rate of housing
reconstruction. Beneficiary candidates should be informed on site plan, location, housing design, pro-
con and benefit of relocation, choices rights, etc. Socialization strategy and its media platform should
be formulated and disseminated starting August 31, 2019.

44. CERC as a bridging program for Central Sulawesi Rehabilitation and Reconstruction
Project (CSRRP). Besides implement construction activities, CERC supports preparation of CSRRP.

45. Environmental policy waiver of AMDAL for new relocation areas need to be confirmed during
the wrap-up meeting.

46
 Table 4.5 Tentative List of Activities under CERC

Amount
No Description* PIU (USD
Million)

I Permanent housing, public and settlement infrastructure

Permanent Settlement Infrastructure in Duyu (SPAL, SPAM, Drainage,
DGHS, MPWH
1 Local Streets, TPS 3R) 15.7
2 Permanent Settlement Infrastructure in Tondo (SPAM) DGHS, MPWH 3.2
Permanent Settlement Infrastructure in Pombewe Ha (SPAL, SPAM, DGHS, MPWH
3 Drainage, Local Streets, TPS 3R) 19.5
4 Construction of Artesian Well in 40 location for 480 Huntara DGHS, MPWH 1.4
5 Construction of 1100 House in Duyu, Tondo and Pombewe DGHP, MPWH 5.5
KOTAKU - Post Disaster Rehabilitation and Reconstruction of Tertiary DGHS, MPWH
6 Infrastructure in Palu, Sigi, and Donggala (Block Grant) incl. Huntap Satelit 4.3
7 Rehabilitation of Water Supply System in the Urban Area of Pasigala DGHS, MPWH 2.4
8 IPLT in Donggala (include Fecal Suction Truck) DGHS, MPWH 0.4
Planning and Supervision of Settlement Infrastructure (SPAL, SPAM, DGHS, MPWH
9 Drainage, Local Streets, TPS 3R) in Duyu, Tondo, and Pombewe) 1.3
Facilitation and Safeguards for Construction of 1100 House in Duyu, Tondo
DGHS, MPWH
10 and Pombewe 0.3
11 Additional NMC Team for management support CERC Sulteng DGHS, MPWH 0.4

II Building (government, health and education facilities)

Planning for rehabilitation of health facilities Phase I, Undata Phase 1b, DGHS, MPWH
Anutapura Phase 1b, Basic Education Facilities and Tadulako University
1 Phase Ib also supervision Education Facilities Phase 1a 0.7
Planning rehabilitation of health facilities Phase II, Undata Phase II, DGHS, MPWH
Anutapura Phase II, also for supervision for health facilities Phase I, Undata
Phase 1b, Anutapura Phase 1b, Tadulako University Phase 1b, Basic
2 Education Facilities Phase 1b, BPKP Regional Office and Kejati Office 0.7
Soil Investigation for rehabilitation/reconstruction of community health DGHS, MPWH
3 facilities in 18 locations 0.3
4 Rehabilitation of Undata Hospital DGHS, MPWH 2.3
5 Rehabilitation of Anutapura Hospital DGHS, MPWH 2.0
6 Rehabilition Hospital and Public Health Center in Palu Phase I DGHS, MPWH 0.5
7 Rehabilition Hospital and Public Health Center in Sigi Phase I DGHS, MPWH 1.2
8 Rehabilition Hospital and Public Health Center in Donggala Phase I DGHS, MPWH 0.6
9 Rehabilitation of Tadulako University DGHS, MPWH 15.6
10 Rehabilitation and Reconstruction of Basic Education Facilities DGHS, MPWH 19.9
11 Rehabilitation and Reconstruction of Government Building DGHS, MPWH 1.6

Total 100.0

* Status as per 20 August 2019. This is a tentative list of activities and is subject to change. The number of affected people has
been fluctuating and further verification is still required. In addition, due to limited coordination the actual works may be
adjusted from time to time.

** PIU = Project Implementation Unit

DGHS-MPWH = Directorate General of Human Settlements, Ministry of Public Works and Housing
DGHP- MPWH = Directorate General of Housing Provision, Ministry of Public Works and Housing

47
 Annex 5 Financial Management
Disbursement Status
1. As of June 10, 2019, the project expenditures represent 24% of the total allocated loan, while the
disbursement rate is at 38.3% of the total allocated loan. The disbursement remains slow due to a delay in
implementation of infrastructure construction at the city level and considerably slow CERC proposed
activities verification at the central level. As a response to disasters in several areas in Indonesia, the project
CERC component was activated in 2018 and USD 100 million has been allocated under the CERC
component to finance activities that are relatively different from the original project such as rehabilitation
for the public facility (hospital and university).

Table 5.1
Disbursement status as of June 10, 2019 (in USD million)
Allocated Total Advances BI Total % of
Loan disbursement included in statement Expenditures Expenditures
as of Jun 10, the as of Jun to Total
2019 Designated 10, 2019 Allocated
Accounts Loan
(1) (2) (3) (4) (5) = (2)-(4) (6) = (5) / (1)
NSUP (Ln-8636) 216.5 82.9 35.6 30.7 52.2 24.1%

NSUP AIIB 216.5 82.9 35.6 30.7 52.2 24.1%

portion (Ln-0004)
Source: Client Connection and BI statements as of Jun 10, 2019
Note: All amounts are rounded to closest million

2. The remaining balance in the Designated Account as of June 10, 2019, will be used for kelurahan
grants, consulting/non-consulting services, community capacity building, and CERC activities. Based on
the project 2019 AWP, the project may request another USD 15 million in mid-August 2019, therefore
would bring the total disbursement to USD 180.8 million until end of 2019 or represents 65% of the
disbursement estimated in the PAD. PMU needs to expedite the implementation progress to ensure that this
year target will be achieved, especially the city level infrastructure constructions.

3. Interim Financial Report. The project has continued to submit the IFRs to the Bank on a timely
basis. The pending claim of consulting firm payments was resolved in 2018 Q3 IFR. The project should
continue to submit the IFRs on time, no later than 45 days after quarter period ends. Formal submission
for 2019 Q2 IFR is expected to be done no later than August 15, 2019.

4. Budgeting. The project DIPA allocation available at the beginning of the year for the National
Slum Upgrading Program is IDR 400 billion. The Ministry is currently processing the DIPA revision to
secure IDR 3,106 billion or equivalent to USD 216 million for financing the overall KOTAKU platform.
This consists of IBRD and AIIB portion of IDR 1,218 billion, IDB portion of IDR 1,173 billion, ADB
portion of IDR 39 billion, and Government portion of IDR 676 billion. The IBRD and AIIB portion are
allocated for Kelurahan grants, community groups’ capacity building and consulting/non-consulting
services. The Government may revise the budget allocation after June 2019 to accommodate the CERC
expenditure that is expected to commence in the second semester of 2019.

5. Contingency Emergency Response Component (CERC). The NSUP CERC was activated on
November 14, 2018, based on a request from MOF on November 8, 2018. This component will cover
several activities including: construction of settlement infrastructure, water supply system, housing, sludge
treatment plant, as well as rehabilitation of university and hospital in Palu, Sigi, and Donggala areas.

48
Besides goods and work services, the CERC also accommodates the consulting firms’ contracts for
planning, management, and supervision activities. Currently, the updated list of activities submitted by the
project is still assessed by the Bank for approval. The general implementation guidelines (Emergency
Response Operations Manual - EROM) has been prepared and agreed with the Bank. For activities under
CERC, as they might be different from original project activities, additional FM guidelines might be
required for these activities. The needs of additional FM guidelines will be assessed once the activity list is
finalized. The PMU should monitor and coordinate with other assistance projects provided to assist
disaster areas and ensure that control is in place to ensure activity financed under NSUP is not covered by
other projects/assistance.

6. Project Internal Audit. After commencement of the project in 2016, the project has been audited
once by the Inspectorate General of MPWH. However, the focus was more on the program and activities
financed by the government budget as the project has just started. The Inspectorate General of MPWH has
also included NSUP as part of their annual review at the end of 2018. The findings have not been shared
during the mission. The project shall share the last Inspectorate findings no later than August 15, 2019.

7. Project External Audit. The audit of the project for FY 2018 is currently ongoing and is expected
to be completed by June 2019. From the previous year audit report, three outstanding findings are totaling
IDR 51 million that have not been followed up. These outstanding findings are from transactions at the
community level in Palu, Central Sulawesi (the area heavily affected by earthquake and tsunami on 28
September 2018). The project should improve the internal control to avoid similar findings in the future
and follow up audit findings and update the Bank with the status not later than July 31, 2019. The project
needs to closely coordinate with the BPKP on the follow up of outstanding findings in Palu and update the
Bank with the latest status. The FY 2018 audit report should be submitted to the lenders not later than June
30, 2019.

8. Ineligible expenditures from BPKP audit and refund status. From a total of IDR 231.9 million
of FY 2017 ineligible expenditures, IDR 178 million has been refunded by the project the State Treasury
Account and is under verification process by MOF. The remaining of IDR 51.4 million has not been
refunded by the project to the State Treasury Account, while IDR 2.5 million is financed by the government
budget and therefore no need to be refunded to the DA. The project should work closely with MOF and
ensure completeness of documentation to be verified by MOF. Therefore, the ineligible expenditures can
be refunded to the project Designated Account (DA) immediately. The project should update the Bank on
the follow-up status not later than August 31, 2019.

9. Financial Management Performance at the Community Level. The disbursement of kelurahan

grants in selected areas for constructions of tertiary infrastructures to reduce slum areas started in 2017.
From transaction review conducted at visited kelurahans, similar weaknesses in bookkeeping and internal
control compared to last mission are still noted, such as inaccurate records (mainly on community
contribution realization), and payments above IDR 10 million are still paid in cash. Other issues noted are
inadequate supporting documents for relatively big procurement and indications of the payment split for
transactions more than IDR 10 million to suppliers to avoid the required bank transfer.

10. Since the disbursement of BPM (community block grants) in 2018 the project has implemented a
policy that KSMs payments to third-party amounting above IDR 10 million should use bank transfer
method, in accordance to the project SOP of financial management for tertiary infrastructure. The
implementation is currently still weak, and the indication of payment split to avoid transfer is often found
during the visits. One payment transaction to one supplier is divided into different receipts within the same
day or the day after. The NMC should provide coaching to the FM consultants at the city level as well as
facilitators on the importance of using transfer method on high amount transactions to increase
transparency and accountability. The good practice in some areas can be shared as an example of coaching

49
and other capacity building sessions. The facilitators and city consultants should ensure the transfer policy
by KSMs for BPM 2019 should be well and properly implemented no later than August 31, 2019.

11. Some significant transactions amounting up to IDR 100 million are only supported with informal
receipts at kelurahan visited. Those transactions were not supported with proper documentation, such as
contract/work order (SPK), invoice from supplier, and formal receipt (bank transfer slip). Based on the SOP
of procurement at the community level, the project requires KSM to have a simplified contract/work order
for procured goods/services. Facilitators and consultants need refreshment training before mentoring the
community group. The facilitators should ensure this policy is well-implemented in kelurahans by assisting
BKM and conduct periodic monitoring to ensure the community groups understand the completeness and
validity of supporting documents are required.

12. The cases where community groups visited did not record actual community in-kind contribution
properly are still found in Kendari and Bontang, such as raw materials and other contribution. Only labor
work contribution recorded properly. In Kendari, community contribution is not recorded at all. Some
reports stated actual contributions received; however, there are no detail documents to support the amount
reported. Facilitators and FM consultants at city level should assist the community groups in recording the
actual community contribution. The PMU needs to ensure that NMC conducts refreshment training on
recording and reporting actual in-kind community contribution to facilitators and city level consultants no
later than August 31, 2019.

13. Financial Management Consultants and Facilitators’ Performance. Financial management

spot check is critical to ensure the quality of bookkeeping and financial management performance at the
community level. The updated spot check SOP for the NSUP is completed at the beginning of September
2018 and then followed with first spot check in the same month. FM consultants at city level regularly
conduct a spot check on kelurahan performance. The city consultant conduct spot check to selected
kelurahans on a weekly basis to ensure the coverage requirement is fulfilled. The city consultant then
directly reports the spot check results to NMC because currently. The project should ensure that FM
consultants at city level performed spot checks regularly as per requirement in the SOP and submit the
results directly to the NMC through the MIS. The SOP of spot check should be immediately uploaded to the
project website. MIS should be used more optimum to monitor the community groups through FM
performance report by facilitators, especially by consultants at city level when selecting kelurahan to
conduct spot check. The mission recommends the project use the MIS to monitor the spot check done at the
city level and update the application as considered necessary.

14. Transactions Review. Limited transaction review is done covering payments to consulting/non-
consulting firms for the period November 2018 to March 2019 as well as transactions at the community
group level. The review also covered reimbursable expenses at city coordinators, Oversight Service
Providers (OSP), and Technical Management Consultant (TMC) offices.

15. Most reports and records at the community groups level are available for review during the visits.
However, weaknesses in bookkeeping are still noted, such as inaccurate records, incomplete supporting
documents, poor filing of supporting documents, and cash payment for transactions with the amount of IDR
10 million or above. Information is often incomplete in KSMs’ report regarding the actual in-kind
community contributions. During the visits, the team also found that payments for BKM operations and
maintenance of assets are not recorded and no system or mechanism has been applied to monitor the
financial management performance. Details of transactions review at kelurahan levelare re available in table
2. The PMU needs to monitor follow up actions of findings in table 2. City level consultants should review
and follow up any issues in Kelurahan with poor FM performance. The project should ensure that all
transactions are recorded properly. The PMU should update the Bank on the result of the follow-up actions
not later than August 31, 2019. For transactions with incomplete or unavailable supporting documents,

50
valid and adequate supporting documents should be obtained. Otherwise appropriate actions shall be taken
in accordance with the Government regulation on community grants.

16. For consulting/non-consulting services, some items are not supporting with adequate
documentation and not following the specification in the contracts. For example, for a half-day meeting
package under CCMU Bappenas, the firm invoiced the full amount of IDR 12.25 million following the
specification of venue in the contract in a three-star hotel, while the documentation showed that the event
took place at BAPPENAS premises. Excluding the venue rental, the total expenditure would be IDR 4.97
million. The team also noted that there are some indications of overpayment to OSPs and TMC firms on
several items such as per diem, inland transport, and office rental cost. The indication of overpayment is
found in OSP 3 (PT Surya Abadi Konsultan) for IDR 29.72 million, OSP 9 (PT Royalindo Expoduta) for
IDR 0.28 million, and TMC 4 (PT Saranabudi Prakarsaripta) for IDR 25.48 million. Detail findings are
available in table 3. The verification team should improve the verification process and ensure the supporting
documents are complete and based on valid transactions. The team should prepare verification
record/report including follow-up items and due date to complete missing documents. For OSP, TMC, non-
consulting service transactions without adequate supporting documents, valid and adequate supporting
documents should be obtained. Otherwise, the amount should be deducted from the next invoice or refunded
to the Designated Account not later than August 31, 2019.

Table 5.2 Transaction review at the community level City/District

Village/Urban Finding Notes

Ward
Kendari Kendari Caddi  No records and supporting documents found on community contribution
(BPM 2018,  Deep-well procurement of IDR 13.5 million is only supported with an informal
2019) receipt. No contract found between KSM and the supplier
 The payment receipt of labor wages is dated two months from the attendance list
(HOK form) signed by labor
 KPP (O&M group) does not a) record any incoming and outgoing cash
transactions, b) file the supporting documents of transactions such as
contribution payment from users, payment for the electricity, and c) inform the
cash-on-hand amount held by the treasurer to the users/customers (the cash
balance is solely known by treasurer)
 KSM Asri: Waste-bin is procured not by using the survey procedure. There is
an indication that the payment method is intentionally split to avoid transfer
method
 KSM Asri: Difference on cash withdrawal from bank record between cash book
(IDR 14,690,400) and incoming cash register (IDR 14,000,000).
 KSM Segar: Bank book for July to September 2018 is not found. December 2018
bank book is not completely recorded against the account book from the bank
 KSM Segar and KSM Indah: Material procurement in some suppliers indicate
that the payment is split to avoid the transfer mechanism
 KSM Segar: Paving block payment of IDR 13.225 million is not paid using
transfer
 BKM records, reports, and supporting documents documentation are considered
weak and need much improvement
 The supporting documents for LPJ of community capacity building need to have
a clearer grouping
Talia (BPM  No records and supporting documents found on community contribution
2017, 2019)  No formal payment receipt found for independent auditor’s fee
 The paving block is not procured from the stores listed at price survey document
 No contract found between KSM and the suppliers
 The records, reports, and documentation still need further improvement

51
 Village/Urban Finding Notes
Ward
Gresik Lumpur (BPM  Transaction over IDR 10 million is still paid cash
2018, 2019)  Community contribution realization is only 1%of the total BPM fund
 Procurement of labor and material is not supported with the contract between
KSM and suppliers
 No collection plan on outstanding RLF totaling to IDR 17 million
 The Outstanding loan of KSMs does not have adequate supporting documents
Kepatihan  Procurement of labor and material is not supported with the contract between
(BPM 2018, KSM and suppliers
2019)  Transactions to third parties over IDR 10 million are not paid using transfer
 Community contribution realization is only 1% of the total BPM fund
Bontang Lok Tuan (city  KSM Asmara: different amount between receipt to labor (IDR 39.53 million)
scale infra, and timesheet/HOK (IDR 40.12 million)
BPM 2017,  KSM Seroja: no timesheet/HOK found for labor payment in October,
2018) November, and December
 The procurement of waste motorcycle amounting IDR 108.3 million is only
supported with payment receipt to the supplier without contract, minutes, or
invoice from the supplier
 Transaction to one supplier is divided into several different receipts with each
receipts amounting less than IDR 10 million. There is an indication the payment
method is intentionally split to avoid transfer method
 Community contribution realization is less than 10% of the planned
contribution. In-kind contribution (e.g. meals) is not calculated into community
contribution.
Tanjung Laut  KSM Kerapu: the amount of community contribution realization is inconsistent
Indah (BPM between LPJ cover (IDR 115,000), budget realization recap (IDR 304,700), and
2018) contribution book (IDR 304,700)
 The date is not provided in detailed timesheet (HOK)
 No information about supplier contact found in the payment receipt
 KSM Bawal: community contribution realization is inconsistent between LPJ
cover (IDR 734,000), budget realization recap (IDR 10,114,000), and
contribution book (IDR 1,254,000)
 The accountability report for CSR fund from Badak totaling IDR 15.78 million
is not available for review
 No supporting document found for the cost of workman training (community
CB) amounting IDR 1.2 million
 Independent auditor’s fee is only supported with the informal receipt, without
the invoice and formal receipt from the respective public accountant firm
Guntung  KSM Tirta Lestari: no recorded community contribution realization for BPM
(BPM 2017, 2017
2018)  KSM Bersih Berseri: no transfer receipt for the transaction of waste-motorcycle
procurement totaling IDR 108.3 million
 There is an indication the payment method is intentionally split to avoid transfer
method in material procurement to Toko Wahyu
 The implementation stage is started very late, four months after the fund
disbursement from satker to BKM
 Inconsistent amount on record of community contribution realization
 KPP (O&M group) of waste transport using motorcycle does not a) record any
incoming and outgoing cash transactions, b) file the supporting documents of
transactions such as contribution payment from users, payment for the
electricity, and c) inform the cash-on-hand amount held by the treasurer to the
users/customers (the cash balance is solely known by treasurer)

52
 Village/Urban Finding Notes
Ward
Makassar Kaluku Bodoa  There is an indication that the payment method is intentionally split to avoid
(BPM 2017, transfer method in several transactions
2018)  The record on actual community contribution is incomplete, material and labor
contributions are not included in the records.
 The records and reports of 2019 have not been prepared yet
 O&M group has not set the tariff rate and operations management of the facility.
The joint agreement among the community does not exist yet.
 Material procurement is not supported with the contract (SPK) between KSM
and supplier
 KSM and BKM reporting is relatively weak
 No follow up and collection strategy plan on the outstanding RLF
Tallo (BPM  There is an indication that the payment method is intentionally split to avoid
2018) transfer method in several transactions
 The record on community contribution realization is weak where material and
labor contributions are not included in the calculation
 No follow up and collection strategy plan on the outstanding RLF
 O&M group has not set the tariff rate and operations management of the water
facility. The joint agreement among the community does not exist yet
 Material procurement is not supported with the contract (SPK) between KSM
and supplier
 KSM and BKM reporting is relatively weak
Lette (BPM  There is an indication that the payment method is intentionally split to avoid
2018) transfer method in several transactions.
 The remaining balance of IDR 600,000 in KSM account cannot be utilized
because one of the KSM’s signatories passed away.
 Two fire-motorcycles procured by KSM Sipakainga have not been supported
with the ownership certificates (BPKB)
 The record on community contribution realization is incomplete, as material and
labor contributions are not included.
 No follow up and collection strategy plan on the outstanding RLF
 Poor documentation on KSM, PKM, and collaboration activities
 O&M group has not set the tariff rate and operations management of the fire-
management facility. The joint agreement among the community does not exist
yet
 Material procurement is not supported with the contract (SPK) between KSM
and supplier.
 KSM and BKM reporting is relatively weak.
Sorong Rufei (BPM  Transfer slips from BKM to KSM are not properly filed.
2017, 2018)  The accountability report (LPJ) for community capacity building activities in
2017 is not available for review in BKM secretariat
 The accountability report (LPJ) of KSMs have not been completed with records
on community in-cash and in-kind contribution
 The record on community contribution realization is weak where material and
labor contributions are not included in the calculation
 No follow up and collection strategy plan on the outstanding RLF
 The agreement on tariff for water and waste facility operational management has
not been reached yet
 Material procurement is not supported with contract (SPK) between KSM and
supplier
 KSM and BKM reporting is relatively weak

53
 Village/Urban Finding Notes
Ward
Klablim (BPM  The accountability report of community capacity building in 2017 is not
2019) available for review
 No follow up and collection strategy plan on the outstanding RLF
Remu Selatan  Transfer slips from BKM to KSM are not properly filed.
(BPM 2017,  The accountability report (LPJ) for community capacity building activities in
2018) 2017 is not available for review in BKM secretariat
 The accountability report (LPJ) of KSMs have not been completed with records
on community in-cash and in-kind contribution
 The record on community contribution realization is weak where material and
labor contributions are not included in the calculation
 No follow up and collection strategy plan on the outstanding RLF
 The agreement on tariff for waste facility operational management has not been
reached yet, while the tariff for water operations should be reconsidered
 Material procurement is not supported with the contract (SPK) between KSM
and supplier
 KSM and BKM reporting is relatively weak

Table 5.3
Transaction Review of OSPs payments for the period of January – April 2019

No SP2D No SP2D Amount in Description Notes

Date IDR
1 191391301 26-Feb-19 747,159,345 PT. Ciriajasa  Honorarium of speakers for BAPPENAS event, totaling
003615 Engineering to IDR 4.9 million are paid to PIU staff. This is not
Consultant allowed under the loan and should be excluded from the
firm’s invoice.
Non-  Half-day meeting package by BAPPENAS is fully
Consulting claimed by the firm (IDR 12.25 million) where the venue
Service of event is located at BAPPENAS premises. The supporting
advisory team documents for the package without the venue rental is
NSUP IDR 4.97 million.

Invoice
number 10 for
the period of
January 2019
2 191391302 25-Mar-19 405,691,250 PT  No verification minutes by the verification team found on
011952 Saranabudi the supporting documents provided.
Prakarsaripta  Inception report is not available during the review.
 A miscalculation on December 2018 claim that resulted
Technical to overpayment in several items: remuneration (IDR 9.4
Management million), housing allowance (IDR 45,000), office running
Consultant – cost (IDR 135,000), office supplies (IDR 180,000),
Package 4 communication cost (IDR 135,000), vehicle (IDR
(Central Java 90,000). This overpayment should be deducted in the next
and DIY) invoice.
 No back-to-office report found for duty travel items that
Invoice 1 for a have been claimed by the personnel.
period of 18  OSA overpayment for duty travel activity by the team
Dec 2018 to leader, infra specialist, safeguard specialist to Pemalang
Jan 2019 (27 Dec 2018 and 2 January 2019) and Solo (31 Dec 2018
and 14 Jan 2019) amounting IDR 660,000 per each city.
The amount that should be charged by the firm is only

54
No SP2D No SP2D Amount in Description Notes
Date IDR
6xIDR 110,000= IDR 660,000. The other IDR 660,000
should be deducted in the next invoice.
 Boarding pass under the name Hery Siswanto for trip
Semarang-Jakarta (21 Jan 2019) is not available.
 Inland transport overpayment for duty travel activity by
the team leader, infra specialist, safeguard specialist to
Yogyakarta (4-5 January 2019) amounting IDR 600,000.
The amount that should be charged by the firm is only
3xIDR 200,000= IDR 600,000 instead of IDR 1.2 million.
The other IDR 600,000 should be deducted in the next
invoice.
 Duty travel item for training and coordination to Jakarta
is claimed twice of the actual amount. The IDR 12.78
million should be deducted from the next invoice.
 Insurance document for vehicle rent is not available for
the review.
3 191391301 25-Apr-19 1,039,348,418 PT. Royalindo  No verification minutes by the verification team found on
015322 Expoduta the supporting documents provided.
 Monthly report of January 2019 is not available during the
Oversight review.
Service  Timesheet of the security personnel named Irham and M.
Provider – Akbar for November 2018 is not available during the
Package 9 review.
(South  Inconsistencies in job title of Jumiati. In the invoice,
Sulawesi, West Jumiati is stated as office boy with remuneration of IDR
Sulawesi and 2.31 million, while in the contract, she is listed as a
Central computer operator with the rate of IDR 3 million.
Sulawesi)  Flight ticket under the name of Ady Anwar for Makassar-
Jakarta trip totaling to IDR 4.13 million is claimed in full
Invoice 2 for amount while in the contract, the ceiling rate to Makassar
the period of is only IDR 3.85 million. There is an overpayment of IDR
December 275,744.
2019  Insurance document for vehicle rent is not available for
the review.
 Motorcycle provided for one of the Askot Mandiri is
below the required specification. The contract stipulates
the manufacturing year should be 2015 above. However,
the motorcycle provided is from 2012.
4 191391301 6-Mar-19 951,274,400 PT Surya  No verification minutes by the verification team found on
004801 Abadi the supporting documents provided.
Konsultan  No monthly report of January 2019 found during the
Oversight review.
Service  OSA overpayment for duty travel activity by infra
Provider – specialist (Agus Setiabudi) amounting IDR 200,000. The
Package 3 amount that should be charged by the firm is only 2xIDR
(East Java 1) 100,000= IDR 200,000 instead of IDR 400,000. The other
IDR 200,000 should be deducted in the next invoice.
Invoice  Office space rental claim is IDR 79.92 million while in
number 3 for contract the maximum claim is only IDR 30,000 x 140m2
the period of x 12 months = IDR 50.4 million. There is an overpayment
January 2019 of IDR 29.52 million.
 Insurance document for vehicle rent is not available for
the review.
 Motorcycle rental of 13 units is only supported with
informal receipts, without bank transfer slip.

55
Annex 6 Procurement

56
 ORIGINAL CONTRACT STATUS May 2019

No PACKAGE CONTRACTOR DURA- DURA-

SIGNED
CONTRACT CONTRACT

DATE
CONTRACT TION Amend TION

END

END
VALUE (IDR - VALUE (IDR STATUS
No # No #
excl VAT) - excl VAT)
Months Months

A MPWH-DGHS
CONSULTANT SERVICES

2-Feb-18

31-Jul-21

31-Jul-21
Will be
PT. Inacon Luhur
HK.02.03/NMC- amended for
Pertiwi JV PT.
2/IBRD & recovery of
1 NMC Region 2 Widha Konsultan 53,152,312,972 42 1 53,152,312,972 42
AIIB/SATKER- Central
& PT.Indomas
PKPBM/02/2018 Sulawesi
Mulia
disaster

Evaluation and The Bank has issued a NOL for TOR, GOI should expedite the
2
Studies Consultant selection proces. It's a Post-Review Package

18-Dec-18

17-Dec-20

17-Dec-20
PT Saranabudi HK0203/TMC-
TMC-04 (Central
Prakarsaripta JV 4/IBRD & Original
3 Java & 20,131,750,000 36 20,131,750,000 36
PT Terabuana AIIB/SATKER- Contract
DIYogyakarta)
Manggala Jaya PKPBM/23/2018

18-Dec-18

17-Dec-20

17-Dec-20
TMC-05 (East
Java, Central
Kalimantan, South HK0203/TMC-
PT Prospera
Kalimantan, East 5/IBRD & Original
4 Consulting 26,098,370,000 36 26,098,370,000 36
Kalimantan, West AIIB/SATKER- Contract
Engineers
Nusa Tenggara, PKPBM/24/2018
East Nusa
Tenggara)

18-Dec-18

17-Dec-20

17-Dec-20
TMC-06 (North
Sulawesi,
Gorontalo, Cenral
HK0203/TMC-
Sulawesi, South
PT Kogas Driyap 6/IBRD & Original
5 Sulawesi, South- 6,021,895,000 36 6,021,895,000 36
Konsultan AIIB/SATKER- Contract
East Sulawesi,
PKPBM/25/2018
Maluk, North
Maluku, Papua,
West Papua)

57
 ORIGINAL CONTRACT STATUS May 2019

No PACKAGE CONTRACTOR DURA- DURA-

SIGNED
CONTRACT CONTRACT

DATE
CONTRACT TION Amend TION

END

END
VALUE (IDR - VALUE (IDR STATUS
No # No #
excl VAT) - excl VAT)
Months Months
NON-CONSULTANT SERVICES

18-Oct-18

17-Oct-21

17-Oct-21
PT.
HK.02.03/OSP-
SUCOFINDO
OSP-001 (Central 1/IBRD & Original
6 (PERSERO) JV 56.512.963.650 36 56.512.963.650 36
Java-1) AIIB/SATKER- Contract
PT. WASECO
PKPBM/12/2018
TIRTA

GOI proposed no cost amendments for Capacity Building and Duty travel
18-Oct-18

17-Oct-21

17-Oct-21
PT.
HK.02.03/OSP-
OSP-002 (Central SUCOFINDO
2/IBRD & Original
7 Java-2 & DI (PERSERO) JV 57.102.593.900 36 57.102.593.900 36
AIIB/SATKER- Contract
Yogyakarta) PT. WASECO
PKPBM/13/2018
TIRTA

18-Oct-18

17-Oct-21

17-Oct-21
HK.02.03/OSP-
OSP-003 (East PT. Surya Abadi 3/IBRD & Original
8 47.696.244.915 36 47.696.244.915 36
Java 1) Konsultan AIIB/SATKER- Contract
PKPBM/14/2018

26-Oct-18

25-Oct-21

25-Oct-21
PT. Surveyor
HK.02.03/OSP-
Indonesia
OSP-004 (East 4/IBRD & Original
9 (PERSERO) JV 44.520.621.860 36 44.520.621.860 36
Java 2) AIIB/SATKER- Contract
PT. Surya Abadi
PKPBM/15/2018
Konsultan

26-Oct-18

25-Oct-21

25-Oct-21
PT. Surveyor
HK.02.03/OSP-
Indonesia
OSP-005 (Bali, 5/IBRD & Original
10 (PERSERO) JV. 60.500.566.995 36 60.500.566.995 36
NTB, NTT) AIIB/SATKER- Contract
PT. Surya Abadi
PKPBM/16/2018
Konsultan

18-Oct-18

17-Oct-21

17-Oct-21
OSP-006 (South HK.02.03/OSP- HK.02.03/OSP-
Kalimantan and 6/IBRD & 6/IBRD & Original
11 43.871.381.950 36 43.871.381.950 36
Central AIIB/SATKER- AIIB/SATKER- Contract
Kalimantan) PKPBM/17/2018 PKPBM/17/2018
29-Oct-18

28-Oct-21

28-Oct-21
PT. Arkonin HK.02.03/OSP-
OSP-007 (East Engineering 7IBRD & Original
12 24.199.445.270 36 24.199.445.270 36
Kalimantan) Manggala AIIB/SATKER- Contract
Pratama PKPBM/18/2018

58
 ORIGINAL CONTRACT STATUS May 2019

No PACKAGE CONTRACTOR DURA- DURA-

SIGNED
CONTRACT CONTRACT

DATE
CONTRACT TION Amend TION

END

END
VALUE (IDR - VALUE (IDR STATUS
No # No #
excl VAT) - excl VAT)
Months Months

18-Oct-18

17-Oct-21

17-Oct-21
OSP-008 (North HK.02.03/OSP-
Sulawesi, PT. Buana 8/IBRD & Original
13 53.732.708.755 36 53.732.708.755 36
Gorontalo, North Archicon AIIB/SATKER- Contract
Maluku) PKPBM/19/2018

29-Oct-18

28-Oct-21

28-Oct-21
OSP-009 (South PT. Royalindo HK.02.03/OSP-
Sulawesi, West Expoduta JV PT. 9/IBRD & Original
14 60.290.399.950 36 60.290.399.950 36
Sulawesi, Central Sucofindo AIIB/SATKER- Contract
Sulawesi) (Persero) PKPBM/20/2018

29-Oct-18

28-Oct-21

28-Oct-21
PT. Caturbina HK.02.03/OSP-
OSP-010 (South- Guna Persada JV. 10/IBRD & Original
15 20.155.396.800 36 20.155.396.800 36
East Sulawesi) PT. Trans Intra AIIB/SATKER- Contract
Asia PKPBM/21/2018

26-Oct-18

25-Oct-21

25-Oct-21
PT. Sucofindo
(Persero) JV PT.
HK.02.03/OSP-
OSP-011 (Maluku, Inersia Ampak
11/IBRD & Original
16 Papua, West Engineer 54.796.473.435 36 54.796.473.435 36
AIIB/SATKER- Contract
Papua) and
PKPBM/22/2018
PT. Saranabudi
Prakarsaripta

11-Dec-17

31-May-21

31-May-21
Non Consultant HK.02.03/OSP-
Service for PT. Ciriajasa ADV/IBRD &
17 Supporting Engineering AIIB / 40,854,182,325 42 3 44.501.107.090 42
Individual Consultans SATKER-
Consultant PKPBM

B BAPPENAS
CONSULTANT SERVICES

31-Aug-17

29-Dec-17
29-Mar-17

Strategic
Management Hendra Murti
1 30,868 5 1 9 CLOSED
Specialist (Team Djaja
Leader)

59
 ORIGINAL CONTRACT STATUS May 2019

No PACKAGE CONTRACTOR DURA- DURA-

SIGNED
CONTRACT CONTRACT

DATE
CONTRACT TION Amend TION

END

END
VALUE (IDR - VALUE (IDR STATUS
No # No #
excl VAT) - excl VAT)
Months Months

2-May-17

31-Dec-17
Institutional and
Term 1-Encep
2 Policy 16,179 8 CLOSED
Rukhiyat Marsadi
Development

31-Dec-19
1-Oct-18
No Copy of
Institutional and
Term 2- Joni Contract
2a Policy 32,358 15
Chandra was
Development
submitted

2-May-17

31-Dec-17
Capacity Building Term 1-Ahmad
3 10,112 8 CLOSED
Specialist Huseiyn Pasaribu

24-Sep-18

31-Dec-19
No Copy of
Capacity Building Term 2- Ahmad Contract
3a 3,792 15
Specialist Huseiyn Pasaribu was
submitted

24-Sep-18

31-Dec-19
No Copy of
Advocacy Contract
4 Alwis Rustam 15
Specialist was
submitted

2-May-17

31-Dec-17
Housing and
5 Armansjah 8 CLOSED
Urban Specialist

10-Sep-18

31-Dec-19
No Copy of
Knowledge
Contract
6 Management Marnia 16
was
Spesialist
submitted

60
 ORIGINAL CONTRACT STATUS May 2019

No PACKAGE CONTRACTOR DURA- DURA-

SIGNED
CONTRACT CONTRACT

DATE
CONTRACT TION Amend TION

END

END
VALUE (IDR - VALUE (IDR STATUS
No # No #
excl VAT) - excl VAT)
Months Months

2-May-17

31-Dec-17
Communication Term 1-Gadisza
7 8 CLOSED
Specialist Zselamart

31-Dec-18
1-Oct-18
Communication Term 2-Gadisza
7a 3 CLOSED
Specialist Zselamart

8 Land Specialist To Be Named

31-Dec-19
No Copy of
Monitoring and
Contract
9 Evaluation Gustomi
was
Specialist
submitted

31-Dec-19
Strategy and
No Copy of
Policy Study
Contract
10 Towards Cities To Be Named
was
without Slum in
submitted
2025

31-Dec-19
Sub Proffessional

Included in contract of NCS for Support

Financial
Coursalina Tri
11 Management
Damayanti
(Planning &

Individual in DGHS
Budgetting)

31-Dec-19
Sub Proffessional
12 Perumahan dan Tiara Anggita
Permukiman -1

Sub Proffessional 31-Dec-19

Ridzki Januar
13 Perumahan dan
Akbar
Permukiman -2

61
 ORIGINAL CONTRACT STATUS May 2019

No PACKAGE CONTRACTOR DURA- DURA-

SIGNED
CONTRACT CONTRACT

DATE
CONTRACT TION Amend TION

END

END
VALUE (IDR - VALUE (IDR STATUS
No # No #
excl VAT) - excl VAT)
Months Months

31-Dec-19
Sub Proffessional
14 Perumahan dan Melda Magiafitri
Permukiman -3

31-Dec-19
Asisten
15 To Be Named
Komunikasi Visual

31-Dec-19
Tenaga Ahli Muda
Pengolah Data
16 Firdha Fitria
(Asisten Data
Analyst)

NON-CONSULTANT SERVICES
Non Consultant
Service for CCMU
17 20,615,205,000 Procurement in Progress
NSUP Component
1

62
 Annex 7: Monitoring and Evaluation

7.1 Monitoring

1. Monitoring. PMU and the Bank has developed an M&E framework and guideline to track progress
implementation and measure intermediate outcomes. The guideline was trained and implemented since
mid-2017. The framework designs two monitoring approaches: direct and indirect. Direct monitoring
requires field visit, and includes regular monitoring and spot-check by central and local governments, as
well as consultants from national to city level. Indirect approach is mainly done through website and web-
based MIS, which heavily relies upon data update from project implementer in the field (consultants,
facilitators). The two approaches are expected to complement each other, including verification of MIS data
with actual realization from field-based monitoring.

2. Web-based MIS. A new website and web-based MIS has been developed to meet specific needs
of the project. Both has been launched in December 2017 (http://kotaku.pu.go.id/), and most of the
information was made available for public and regularly updated based on project cycle. Information
available in the website include among others, KPI report, slum profile, disbursement status, infrastructure
construction progress and certification, quick status on project implementation, collaboration fund on slum-
related infrastructure investment, human resources and capacity building progress, and complaints
handling. NMC also developed a mobile application on progress implementation quick status, which has
been widely used for monitoring regional and city-level consultants. Some of the reports such as, slum
aspect gaps is also available in mobile application. A web-based Geographic Information System (GIS)
was also developed to provide visual understanding on geographical distribution of slums and slum size
across the country. The application was also used to monitor reduction of slum areas and infrastructure
gaps, based on data provided in the MIS. To date, some of the MIS applications are still being further
refined to adapt with the growing needs of the project along the way. Some of the information designed in
the initial glossary should be removed, added and modified, as new approaches, innovation and initiatives
arise during the last two years of project implementation period. The development of the Web-MIS was
facing some delays due to problems occurred during the development stages. It needs serious attention to
have strategic actions in order to have normal operation of overall Web-MIS including the availability of
auto-generated reporting, integration of online complaint handling and SP2D (Application for
disbursement of funds) to oversee real-time disbursement.

3. Regular monitoring and Spot-check. Spot-check is one of the monitoring tools adopted in
NSUP/KOTAKU. Procedure, questionnaire and sampling frame for spot-check has been developed in 2018.
Yet, implementation of spot-check has not been done on regular basis, partially due to dynamics of program
implementation which affect the spot-check instruments (questions and samples), as well as delay in
mobilization of consultant team on the group. Regular monitoring and spot-check has been implemented,
but the regularity of field visit and report submission has yet to be further ensured. Since the project
implementation has been progressing dynamically, the spot-check plan developed during loan preparation
should be further reviewed and refined. In the last two years, spot-check has been done on-demand basis,
instead of using a thorough methodology because of the project dynamic, among other reasons. Regular
monitoring was done through online quick survey and quick status, and has been able to provide updated
and valid information. PMU, with support from advisory team and NMC, is expected to finalize spot-check
methods, templates and sampling frame by August 31, 2019, and publish the spot-check plan and report on
quarterly basis, starting from September 2019.

4. Spot Checks Sample. Procedure and instruments for spot-checks have yet to be fully developed.
Considering the nature of the program, the sample for spot-check should be developed to examine the
quality of the program implementation and problem solving. Based on a series of discussions, a sample
spot-check will be defined based on quick status and quarterly monitoring results. The NMC will issue a

63
list of spot-check samples on a quarterly basis, and the spot-check themes in every quarter will depend on
the scale of problems identified from the quarterly monitoring results. Content of the spot-check should
include quality of implementation, quality of output and outcomes, and data validation. NMC should finalize
the spot-check instruments by September 30, 2019 and ensure that the next spot-check implement by
October 2019.

6. Quick Status. In addition, NMC has developed a quick-status application to quickly capture
progress from the ground. An online questionnaire to facilitators was also used to complement the
information. Yet, the issue is regularity and timely implementation of each monitoring method, and a
thorough analysis to understand patterns and variety of issues on the ground. PMU should ensure the
implementation schedule and presentation of analytical findings from the monitoring results was conducted
on regular basis.

7. Government Monitoring. Utilization of project website and MIS is highly encouraged as a

primary tool for project monitoring and evaluation. Central and local governments have their own
monitoring system (e-monitoring), which does not directly link to the KOTAKU website and MIS
applications. However, relevant data and information from the government monitoring structure has been
uploaded into the MIS. The KOTAKU M&E framework has involved central and local governments in all
monitoring activities. PMU has initiated to optimally utilize website and MIS any supervision and
monitoring activities, as well as publication and socialization. Yet, the level of involvement among local
governments is mostly less than expected. The ongoing evaluation by CPPS-UGM will capture the
utilization and expectation of selected local governments towards more effective use of website and MIS
for monitoring tools.

8. Local Governments Monitoring. The M&E Framework previously mentioned, appeared to

effectively run among consultants and facilitators, whereas the local governments still use their own
monitoring system (e-monitoring). This gap needs to be further reviewed, to understand the needs of the
local governments, which could be provided by the Program. To date, the Program has encouraged the
utilization of MIS data for quarterly meeting of Local Task Force, supported by city coordinator teams.
Report of the MIS data review and results of the task force meetings were requested to be uploaded into
KOTAKU MIS, at least three times a year. This practice is expected to increase familiarization of local
governments with program website and MIS.

9. Geographical Information System (GIS). Apart from development of WebGIS to support

national monitoring, the technical paper outlines the other component of MIS-GIS integration namely
capacity building for local governments. It aims to increase capacity in GIS for spatial planning to enhance
the quality of SIAP or CSP. The Bank has identified local government capacity on GIS expertise and slum
indicator achievement where a city is considered low. This information forms basis to select cities to which
GIS capacity building can start to work with. An application of WebGIS has been made available and
accessible for public through KOTAKU website. The original design seeks to establish a monitoring tool
to track achievements of slum area reduction in all cities built upon result framework indicators collected
through MIS. The NMC team recognizes difficulties to implement strategy of MIS-GIS integration. Limited
resources at NMC to provide dedicated technical assistance to conceptualize, organize, develop, update and
evaluate GIS application have resulted in unsustainable service. The current system requires the NMC to
develop operation manual to ensure the application delivers services and information as expected. It is
recognized that OSP is going to recruit consultant with qualification to undertake GIS assignments. As
such, training modules of GIS training is required. This reiterates the need to recruit GIS expert for NMC.

7.2 Evaluation

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10. Evaluation. Referring to the initial plan elaborated in the PAD, project evaluation should include
beneficiary survey and process evaluation at mid-term and end of project. PMU was planned to procure an
evaluation consulting firm to do the tasks. TOR and budget plan for the evaluation firm was started to
develop since mid-2017 and has gone through several reviews and modification. The Bank has issued a no-
objection letter in December 2017 and renewed in July 2018 based on request from PMU with regard to a
new TOR. However, the procurement has been significantly delayed and affect the overall plan for
evaluation until end of the project. To date, the procurement is still underway, which surely affect full
completion of mid-term review as some of the PDO level indicators should be measured through large-
scale beneficiary survey by independent consultant. PMU should expedite the procurement process and
have the consultant mobilized by October 31, 2019.

11. Mid-term Evaluation. In view of the above situation, the Bank has commissioned an evaluation
work to Center for Population and Policy Studies of the Gadjah Mada University (CPPS-UGM) for the
period of April to August 2019. The evaluation will be undertaken in three cities, and include four thematic
issues: planning, infrastructure quality, local governance, and collaboration. The study optimizes the
utilization of MIS data, which appears to be rich and comprehensive to provide preliminary understanding
of the selected case studies. In addition, the team also conducts a small-sample of beneficiary survey to
measure achievement of intermediate outcomes (improved access to infrastructure and satisfaction), as well
as quick survey on the utilization and effectiveness of website and MIS for project monitoring, with
consultants and facilitators as main respondents. Fieldwork and survey are currently underway, started in
June 2019 and is expected to complete by September 2019.

7.3 Complaint handling

12. Complaints Handling and Grievance Procedures. As of April 30, 2019, the complaint handling
system (CHS) has recorded 19,901 complaints of which 99% (19,728 complaints) were resolved. About
98% complaints were received through face-to face community meetings, with 99% categorized as
informative (including questions, seeking clarification and suggestions). Misuse of funds recorded 36 cases,
related to 133,700 USD, with 49% refund. The complaint handling operational guidelines is completed,
and the Complaint Handling Application is being developed based on the new categories in this operational
guidelines. Development of Complaint handling System (CHS) experience has delayed as part of the overall
MIS application development, Currently the CHS is using manual data collecting and published in the
project website. The analysis has also published in the website on monthly basis. The completion of the
system needs more attention to have the CHS more effective and better analysis.

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 Table 7.1. Misused of Funds

Misused Funds Outstanding

Region / Funds Returned Amount
Auditor
In US$ Million
BPKP 0.12 0.06 0.06
Non-BPKP 0.02 0.01 0.01
Total 0.14 0.07 0.07
MIS Data April 2019, 1 USD to IDR 30 April 2019 = 14,250

Table 7.2. Pending Cases and Time Frame

Has not been resolved >9 months (in US$)

Region Misuse of Funds Outstanding
#Cases
Funds Returned Amount
OSP5 502.11 0 502.11 1
OSP6 104,349 48,376 55,973.03 5
OSP8 15,472.22 3,228.84 12,243.38 9
Total 120,323 51,605 68,719 15
MIS Data April 2019, 1 USD to IDR 30 April 2019 = 14,250

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 Annex 8 Social and Environmental Safeguards

Social Safeguards.

1. Screening for potential environmental and social impacts. The completed SIAPs, Priority Area
Plans (Rencana Kawasan Prioritas-RKPs), and CSPs listed five-year plans for priority city-level, area-
level, and kelurahan-level investments, respectively. Most of these plans have not included screenings to
identify potential environmental and social impacts that would occur by subproject implementation as
required by the ESMF. Potential environmental and social impacts were assessed once priority subprojects
had been selected from the SIAP and RKP that had been approved by the PMU, Provincial Satker and the
City Government after intensive consultations. Consequently, the identification of the need to prepare
appropriate safeguards instruments such as LARAP, UKL-UPL, SPPL for city-level investment was only
identified by then. In other words, safeguards instruments were prepared prior to or simultaneously with
the preparation of the detailed engineering design (DED) of the approved subproject. The practice of not
screening potential environmental and social impacts during the preparation of SIAP and RKP has delayed
the city-level investments as the need to acquire land and mitigate the potential environmental and social
impacts were only identified later, i.e. prior to or during the preparation of DED of an approved investment.
Consequently, the City Government could not start the subproject construction immediately after the DED
completion as it will have to prepare the safeguards instruments and obtain environmental permit for the
case a subproject requires a UKL-UPL. It is the fact that in most cases, the City Government could allocate
budget for the consultants to assist them in preparing the needed safeguards instruments only for the
following year after a subproject was approved, which further delayed the subproject construction. In short,
the practice of not including the screening of potential environmental and social impacts and identifying
the appropriate needed safeguards instruments upfront, i.e., during the preparation of the SIAPs and RKPs
(as required by the ESMF) has led to the delay in the implementation of the city-level investment. This has
contributed to the low and delay of the disbursement for the city-level investment (component 3.1). Moving
forward and to expedite the implementation of the city-level investment, the Bank strongly advised the
PMU to (a) ensure that all cities that are now in the process of finalizing their SIAPs and RKPs include the
screening of the potential environmental and social impacts and identify the appropriate instruments; (b)
request cities that have the approved SIAPs and RKPs do the screening and identification of appropriate
instruments for the listed subprojects that are planned to be implemented in 2020 and onwards, and allocate
budget for the preparation of the safeguards instruments accordingly; (c) provide samples of TORs to the
city governments for preparing LARAP, RPL (Rencana Penyiapan Lahan) and other types of instruments
as relevant; (d) provide regular and intensive coaching clinics to the City Governments during the
preparation of the LARAP, RPL and other types of instruments (for instance Land Consolidation Plan).

2. Progress and review of safeguards instruments. It was reported that 16 cities are preparing LARAPs
and another set of 16 cities are preparing RPLs. The Bank has approved the LARAP of Kawasan Semanggi
in Solo for the temporary relocation of households. The Bank reminded the PMU that LARAP and RPL
will have to be approved by the Bank, and construction of subproject can only start once the land has been
acquired or available in accordance with the approved LARAP and RPL.

3. Monitoring of the implementation of the safeguard instruments. The PMU has to closely monitor
the implementation progress and its documentation of the approved LARAP, RPL and other instruments.
The Bank will also monitor the implementation progress of the approved LARAP, RPL and other
instruments and discuss with the PMU and City Government should there be any issues that need attention
and agreed solutions. The PMU is requested to provide the Bank a quarterly report that created based on
the data recorded in the MIS, on the implementation progress of the approved LARAP, RPL and other
approved instruments.

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4. Land issues and schemes for slum improvements. One of the key issues that has contributed to the
delay of the slum improvement is land. It is notable that slum improvements involving city-level
investments has been a persistent challenge in the Project particularly in informal settlements located on
the river banks and sea shores, privately-owned land, and on SOEs’ land. Combined with the lack of
screening and identification of potential environmental and social issues, including land issues during the
preparation of the SIAPs and RKPs as explained above, preparation of slum improvement to address the
land issues could not be done much in advance. We noted that some cities are planning to adopt various
options for slum improvement that involve informal settlements with the basic principles to avoid as much
as possible relocation while also avoiding people from living in the prone-disaster areas (such as flooding):
on-site redevelopment/rearrangement (e.g. Balikpapan, Jayapura, Yogyakarta); land consolidation (e.g.
DKI Jakarta, Solo, Semarang, Yogyakarta, Balikpapan); combination of land consolidation and land
sharing (e.g. DKI Jakarta); combination of land consolidation and relocation (e.g. Pekalongan); relocation
(e.g. Mataram, Bima, Balikpapan). The preparation and implementation process for these schemes require
intensive consultations, collaboration among relevant agencies, documentations and adequate funding.
Implementation of city-level investments can be accelerated by expediting the preparation and
implementation processes of these schemes. To achieve this, the Bank strongly advice the PMU to (a)
expedite the involvement of the Ministry of ATR/BPN, particularly the Directorate of the Land
Consolidation in the Project, in providing guidance and training to the City Government on land
consolidation (LC); (b) prepare practical toolkits for the City Government on the preparation and
implementation process of on-site redevelopment/rearrangement, land consolidation, land sharing,
relocation and combination of these schemes; (c) capacity strengthening for the City Government in these
schemes. See the section on safeguards management below.

5. Safeguards Management and Capacity Strengthening. The Project has made some progress in
mobilizing safeguards consultants at the central and regional levels. To date, there are four environmental
and social safeguards consultants at the NMC who are assisting the PMU in supporting the City
Governments, and one environmental and social safeguards consultant at the regional level in each of the
three Technical Management Consultant (TMC 4, 5 and 6). The recent mobilization of the regional
safeguard consultants will strengthen the capacity and oversight of the environmental and social safeguards
assistants under each of the City Coordinator. The Bank noted that the Project has delivered some training
especially on awareness training on environmental and social safeguards management during 2017-2019
for the city coordinators, urban planner assistants, assistants for data management, and team facilitators
particularly for the priority cities; and for the national guides and experts of OSPs. Coaching clinics to some
cities started in 2018, i.e. on land consolidation (February 2018) for the OSP 6 team of NTB, city
coordinator of Mataram and KMP-2; on social safeguards and LARAP (November 2018) for city
coordinators of Pekalongan, safeguards assistants of Pekalongan City and Tegal City, as well as those of
Pekalongan, Pemalang, Kendal, and Demak Districts. More recently in May 2019, the PMU held a regional
coaching clinic in Yogyakarta on environmental and social safeguards management for the Pokja PKP
Yogyakarta, TA UP dan TA Infra OSP Jateng 1,2, OSP Yogyakarta, KMP2, City coordinators’ team of
Districts of Purworejo, Semarang, Pekalongan, and of cities of Solo, Pekalongan and Yogyakarta. Coaching
clinics should be provided in the future with focus on strengthening the technical capacity of the City
Governments and City Coordinators’ team on the various schemes of slum upgrading, i.e. on-site
redevelopment, land consolidation, land sharing, relocation and combination of these schemes.

6. As the supports needed by the City Government on various slum improvement schemes has increased
and will increase, the Bank recommended the PMU (with the assistant of the safeguard consultant of the
NMC) to: (a) prepare practical toolkits for the City Government on the preparation and implementation of
on-site redevelopment/rearrangement, land consolidation, land sharing, relocation, and combination of
these schemes; (b) provide de-briefing training for the regional safeguard consultants and social safeguards
assistants on these schemes; (c) provide technical training for the City Government on these schemes; (d)
provide intensive regional coaching clinics for group of City Governments for the preparation and

68
implementation of these schemes, such as for group of cities in Central Java, East Java, South Kalimantan,
etc.; (e) hold regular workshops as facilities for knowledge sharing among City Governments in preparing
and implementing these schemes; (f) promote peer-to-peer learning among City Governments in preparing
and implementing these schemes (for instance, City of Pekalongan could learn from the City of Solo on
slum redevelopment involving temporary relocation). The Bank advised the PMU to develop a Work Plan
on the above recommended activities. The Bank expects to discuss the work plan in mid-July 2019 to agree
on the areas of supports that might be needed from the Bank.

7. Subprojects at the Kelurahan Level (Component 3.2). The Bank reiterated that the PMU with the
assistant of safeguards consultants of the NMC, TMCs, and City Coordinators should monitor and ensure
that voluntary land donations for subprojects implemented under Component 3.2 are properly recorded and
well documented in the subproject proposals.

8. Contingency Emergency Response Component. The Project has activated the Contingency
Emergency Response Component and the Emergency Response Operation Manual (EROM) including the
Addendum to the Project’s ESMF for this operation has been approved by the Bank in November 2018.
The Bank advised the PMU to share and agree with the Bank the final list of detail activities that will be
financed under this operation. The Bank’s field visit few months ago discussed with the Task Force Team
of the Rehabilitation and Reconstruction (R7R0 and the City of Palu on the plan, and we noted that the City
of Palu needs supports on institutional strengthening for the R&R operations, and development of basic
infrastructure and housing in the three relocation sites (permanent settlement-huntap-); as well as repair for
the damaged public hospital and buildings of a university. This operation will be implemented in a synergy
with the new Project that supports housing development for the disaster-affected households in the
relocation sites. The Bank reiterated that supports for the basic infrastructure in the relocation sites will be
provided if the land status is “clean and clear” with legal evidences and documentations. Furthermore, A
Relocation Action Plan for the disaster-affected households needs to be prepared by the City of Palu, to be
approved by the Bank prior to the start of construction in the relocation sites.

9. Complaint Handling and Disclosures. The Project has maintained the complaint handling
mechanisms with the MIS system available in its website www.kotaku.pu.go.id. To date, the Project has
not received any complaints relevant to environmental and social safeguards. The Bank noted that the
LARAP of Kawasan Semanggi of City of Solo and LARAP of Teuku Umar Road, Limba of Gorontalo City
have been disclosed in the Project’s website. The Bank reiterated that the PMU continue requesting the
City Governments to disclose the draft, the approved LARAP, and the revised LARAP (if any) as well as
other safeguards instruments (such as Land Consolidation Plan, etc.) not only in the Project’s website, but
also in places that are easily accessible to the affected communities.

Environmental safeguards

10. Environmental Safeguards Category. The Project shows that all supported sub-projects fall into the
environmental Category B as defined in the PAD and the ESMF whereas the potential environmental and
social impacts are insignificant, unsensitive, uncomplex, non-irreversible and in-adverse. The potential
environmental impacts occurred in the relative short period and managed properly by implementing the
defined mitigation measures and best engineering practices. The sub-projects were screened to take out the
proposed sub-projects that fall into Category A ones. There are sub-projects that focused on the construction
of small and limited scale tertiary infrastructure on the community-based ones that dominated by
neighborhood concrete and con-block roads equipped with side drainage, along with sanitation, solid waste
management, and fire safety. There are also some sub-projects on the improvement of secondary
infrastructures and the slums scale area (skala kawasan) which all of them are still within the Category B
sub-projects corridor. This confirms that the Project implements the strict screening criteria by utilizing the
guidance set out in the ESMF.

69
11. Environmental Documents. The sub-projects are required the proper and adequate
environmental and social management plans (ESMP) as defined and guided in the ESMF to mitigate and
monitor the potential environmental and social impacts that in line with sustainable development goals.
This were done through the second stage of the screening process to define which environmental document
required by each sub-project prior to the commencement of civil works, either the SPPL or UKL-UPL based
on the country system requirements.

13. The SPPL and UKL-UPL consist the results of the assessment of the potential impacts that might
occur prior-during-post civil works on construction activities and on the operation stage of the built
infrastructure facilities. The document also consists of the mitigation measures needed to be taken to avoid,
minimize and/or manage the potential environmental impacts. All of these steps are done through intensive
coordination and consultation with local environmental agencies (DLH, Dinas Lingkungan Hidup). Some
examples of the Project’s prepared environmental documents during implementation, among others are, for
individual sub-projects:
1. SPPL prepared by the PPK of Kota Banjarbaru for Pusat Daur Ulang di Banjarbaru, where the sub-
project developed the facility for solid waste management with the focus on recycling as much as
possible.
2. UKL-UPL for Tempat Pengolahan Sampah Terpadu by Kota Banjarmasin, located in HKSN as
part of solid waste management through integrated approach to compost and recycle of the
communities’ solid wastes.

14. There are also examples Skala Kawasan where prepared and in preparation of the required
environmental documents in Kota Kendari:
1. UKL-UPL for Kawasan Puday - Nambo that already prepared in the end of 2018 where the
construction activities will take place in 2019. The document covers the planned environmental
impacts management and monitoring from the development of slum areas for making better living
environment in the respective neighborhood.
2. UKL-UPL for Kawasan Potuaha - Bungkutoko is under preparation and expected to be ready in
the coming months prior to the implementation of the civil works. The main activities are to develop
the waterfront pathways and its supporting facilities, open green areas, and the connection of these
infrastructure to the existing infrastructures under the city management.

15. In addition to the mentioned environmental documents, as the development of the slum areas are
located in the coastal zones, there is permit from related local authorities, such as the environmental permit,
coastal area utilization permit, and river banks utilization permit. These are to fulfill the requirements of
the related local governments that set out in the local bylaws (Perda). The coastal area utilization permit
needs to be obtained from the provincial governments, as the new regional law shifted all the natural
resources management related activities from the local to provincial governments.

16. Cumulative Impacts. Despite that it is the national level Project with the countrywide sub-
projects’ implementation, the Project doesn’t show any cumulative impacts to the environment. It is on the
other hand resulting in the better living environment for the communities in the improved slum areas. This
achieved through the implementation of sustainable development in conducting the Project’s activities. For
instance, to the extent that is possible, all construction materials have to be extracted from the legal sources,
such as the sands, rocks and fill material (borrow) from the locations that possess the Galian Golongan C
permits (permit for category C quarries). This also applies for the timber and lumber used in the Project
that proven its legal sources and process in their extraction. Moreover, the Project promotes better solid
wastes management in the communities and neighborhood, so that the slum areas are livable with better
environment, as well as supports greening the areas in both the open green spaces (RTH or ruang terbuka
hijau) and along the constructed roads and path ways. Also, the Project increased communities’ awareness

70
on potential natural disasters in their areas, so that increase their resiliencies and readiness to avoid, manage
and overcome the issues in the better ways.

17. Grievance Redress Mechanism. The Project is properly managing the grievance redress
mechanism in sophisticated ways, where all grievances were recorded, followed up and sorted out in fully.
Fortunately, with regards to the environmental related issues, there was no grievance filed during the course
of the Project implementation by far. This demonstrates that the Project is in compliance with the ESMF
and other related environmental requirements.

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 Annex 9. Support of the Ministry of Agrarian and Spatial Planning (MASP) in KOTAKU

9.1 Background

1. Given the complex issues related to land in slum areas, including squatters and informal
settlements, the solution to these issues need to be further supported by the Ministry of Agrarian and Spatial
Planning (MASP), which has the competency and authority to solve the problem. In view of this matter,
the MASP is willing to be further involved in supporting KOTAKU in finding the solution and implement
it into action. One of the solutions which will be explored is land consolidation, in both horizontal and
vertical ways. The solution is viewed to be effective as this will focus on on-site upgrading and avoid
relocation, in line with the social sustainability (safeguard) framework applied in this Program. Land
Consolidation (LC) will work on both slum prevention and improvement of the settlement quality in slum
areas, and at the same time provide more secure tenure for the slum dwellers and low-income households.
LC will also provide affordable and proper housing for low income households.

9.2 Objective

2. MASP will support KOTAKU to achieve the following objectives:

a. To provide evidence-based policies and alternative solutions for managing land issues in slum areas
b. To improve institutional capacities of land agencies in central and local levels, through National
and Local Task Forces
c. To facilitate preparation and implementation of pilot LC in selected slum areas

9.3 Scope of Activities, Output and Outcomes

3. Under this Grant, MASP will conduct the following activities to produce measurable outputs and
outcomes as follow.

Activity 1: Land related policy studies to support slum alleviation through KOTAKU
4. This activity will include review of land-related policy, regulations and instruments to support slum
alleviation efforts in participating cities through a series of study focusing on improvement of secure tenure,
including in informal settlement. The study will be supervised by MASP, in collaboration with local
governments and land offices in select cities, as well as other relevant parties, such as university. Several
case studies will be developed to explore feasible solutions. It is expected that the study will be using action-
research methods, including feasibility study and initiation of pilot activities to implement the various
options of solution resulted from the studies. Among the topics proposed are:
a. Improvement of the existing land information system, including location and land status for LC
b. Review of existing regulations on land provision for low-income households in urban areas, and the
implementation challenges
c. Review of existing spatial plans in selected cities to identify potential ways to utilize idle state-land
(or government-owned or controlled land) for LC, and various funding schemes including cooperation
of government, enterprise and community (Kerja Sama Pemerintah dengan Badan Usaha dan
Masyarakat – KPBUM)
d. Conduct social and economic cost and benefit analysis of LC (including Vertical LC/VLC) for
communities and local governments, including socio-cultural aspect of living in vertical housing for
low-income households
e. Explore various schemes of legal aspects (right to land and housing), and asset valuation

Activity 2: Strengthening of Institutional Capacity of Land Agency

5. This activity will focus on developing a strategy for strengthening the institutional capacity of land
agency at central and local levels. The strategy will be piloted in select cities to learn the potential and

72
challenges for implementation, including more active involvement of local land agency in the local task
forces, and support of land agency for local government programs in slum areas. Institutional capacity
strengthening will be done through among others:
a. Workshops, trainings, FGDs, technical consultation and technical facilitation for select cities
b. Development of information system to monitor implementation and outcome measurement of
LC/VLC

Activity 3: Implementation Support for KOTAKU

a. Preparation of operational guideline for LC/VLC
b. Preparation of grand design and action plan for LC/VLC in select cities, in collaboration with relevant
ministries/institutions at national level
c. Feasibility study and implementation of pilot LC/VLC in select cities
d. Socialization of LC/VLC program in central and local levels, including to potential targeted
communities

Activity/Deliverable Timeline Result Indicator

Support of the MASP to central and local governments to explore land provision options in slum areas and for low-
income households, and implement pilot activities of LC/VLC in slum areas
1. To provide evidence-based policies and alternative 2019-2021 Report of studies/review, including
solutions for managing land issues in slum areas and draft technical guideline
illegal settlements
2. To improve institutional capacities of land agencies in 2019-2021 Number of cities participated in the
central and local levels, through National and Local institutional capacity strengthening
Task Force through Local Task Force
3. To facilitate preparation and implementation of pilot 2019-2021 Draft operational guideline for
LC in selected slum areas LC/VLC, and initiation of pilot
LC/VLC in priority locations

9.4 Implementation Arrangement

6. To implement this activity elaborated in this proposal, MASP will be assigned as Project
Implementation Unit (PIU)

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 PIU-MASP

BKM/VCC

9.5 Budget Estimation

7. Budget for this activity will be covered through NSUP Loan (IBRD and AIIB) in the amount of
about US$ 800,000 for the period of 2019-2021. Detailed budget estimation is provided in the table below.

No Activity Total US$

To provide evidence-based policies and
alternative solutions for managing land
1 200,000
issues in slum areas and illegal
settlements
To improve institutional capacities of
2 land agencies in central and local levels, 250,000
through National and Local Task Force
To facilitate preparation and
3 implementation of pilot LC in selected 350,000
slum areas
TOTAL 800,000

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 Annex 10. Summary of Activities Supported by DFAT –
Recipient Executed Trust Funds (RETF)

1. Background. The DFAT grant (US$ 5.5 million) will support developing thematic pilots in select
cities where settlement upgrading is particularly challenging as a result of high exposure to environmental
risk and/or urbanization. Additional technical assistance, policy, planning and implementation support will
be provided via training, workshops and coaching clinics to increase the scope of programming, spatial
planning and associated budgeting in select cities as well as recruiting specific expertise and sub-specialists
and investment support as needed. Themes covered by the pilots will include, but these are not limited to:
settlements beside or above water such as river or ocean edge, settlements with high disaster exposure such
as low or high lying, and economic areas such as commercial and touristic areas. The tentative cities
selected for thematic pilots are Jakarta, Surabaya, Makassar, Banjarmasin, Mataram, Yogyakarta,
Semarang, and Ambon. The kelurahans to be used as pilots will be selected later based on the complexity
of issues identified in the Slum Improvement Action Plans (SIAPs) developed by local governments and
Community Settlement Plans (CSPs) by communities in the select cities.

2. Objective. DFAT Grant will support GOI to mainstream successful pilots and help to improve
local level capacity in planning, design and financing of slum upgrading projects by strengthening overall
collaborative instruments of KOTAKU and conducting capacity building activities, relevant surveys and
studies at the local level. Capacity building in pilots locations will include the following issues among
others: (a) mainstreaming disability inclusive infrastructures in urban areas, (b) the use of GIS, including
the use of geo-tagging for local governments to improve urban development planning and local budget
allocations, (c) policy formulation related with land, housing and infrastructures such as river-banks
settlements redesign, and (d) mainstreaming the use of MIS in decision-making processes by local
governments and communities. These learnings will be disseminated through a series of capacity building
activities (face to face and e-learning, workshops, on-the job training and tutorial videos), guidelines and
training materials for project stakeholders (local governments, communities and technical support teams).

10.1 Scope of Activities: Support to Pilot Schemes in Infrastructure and Services (USD 5,500,000)

3. This is a Recipient Executed Fund. Physical investment in pilot locations will be used to improve
connectivity of slum areas to urban infrastructure and services, and improve local environmental conditions,
as well as technical support as needed. Infrastructure improvements may include construction to connect
household-level systems to secondary and primary infrastructure and site preparation for neighborhood
redevelopment and livelihood facilities. The physical works will mostly be financed under the national and
local budget, estimated at around US$ 45 million, with support of DFAT for specific innovations,
inclusiveness (disability), and eco-friendly sustainable design. Special attention will be given to improved
access to water supply, sanitation and solid waste management. The tentative cities to be included among
others are: Jakarta, Surabaya, Makassar, Banjarmasin, Mataram, Yogyakarta, Semarang, and Ambon.

4. Indicative DFAT Grant Allocation for selected cities. Investments in pilot locations will be
implemented by local governments and communities under close supervision of the PMU. The amount of
grant disbursed to cities and kelurahans will be based on the needs identified in the SIAPs and CSPs. DFAT
funds will only be used for specific subprojects at community level, funded through community block
grants. PMU will propose the list of locations and subprojects to get approval from the World Bank prior
to the fund disbursement. DFAT Grant allocation for cities will be consulted and reviewed by the Bank on
annual basis. PMU will submit proposal of revised allocation to the Bank in the project annual work plan
(AWP), in which be used as a basis for developing the Grant budget document (DIPA). Investment
allocation per-city will be in in range of US$ 0.5 million to US$ 1 million.

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 5. Kelurahan selection mechanism. About 20 kelurahans will be included in the program. A
mechanism to select locations and subprojects has been developed by PMU and has been applied to
locations which are funded by various donors. PMU will select priority kelurahans based on CSPs. In
addition, for DFAT funding, the following criteria will be added: (a) severity of the slums, (b) performance
kelurahans, particularly related to financial management, and (c) potential impact for replicability.

6. Subproject eligibility. As described in the Project Appraisal Document (PAD), The project funds,
including DFAT Grant, cannot be used to finance (a) purchase of land; (b) economic activities involving
revolving funds; (c) activities with significant, sensitive, complex, irreversible and unprecedented potential
adverse environmental and social impacts requiring a full environmental assessment to manage and
mitigate such impacts in accordance with World Bank OP 4.01 and OP 4.12, Ministry of Environment
Regulation No. 5, 2012 and Ministry of Public Works and Housing Regulation No. 10, 2008; and (d) a
subproject with cost above US$500,000.

10.2 Implementation arrangement

7. Fund channeling mechanism. The DFAT Grant of Recipient Executed (RETF), financial support
for urban infrastructure and services to communities will be channeled through a block grants mechanism
(Component 3.2). The fund will be transferred to communities through several tranches based on the fund
utilization plan (or in Bahasa: Rencana Penggunaan Dana), financial progress and physical verification by
the consultants/ facilitators hired by the Project Management Unit in the Ministry of Public Works and
Housing. There will be no performance-linked payment adopted for this Grant. The DFAT Grant will
finance specific subproject which distinctively separate from other source of financing. This is to avoid
overlap or ensure accountability of outputs. A blended source of financings for the same subproject is not
allowed.

8. Designated account for RETF. A Designated Account (DA) denominated in US dollars for the
trust fund will be opened by DG Treasury (MOF) in the Bank Indonesia (Central Bank). Advances from
the Bank will be deposit to this DA and will be solely used to finance eligible expenditures.

10.3 Output and outcomes

9. Below outcome and result indicators is in DFAT funded locations. The following targets will be
measured specifically:
Base YR3 End Year
Indicator Name
line 2020 2021
OUTCOME INDICATORS 0.00 10,000 20,000
Number of people provided with improved infrastructure under the project (of which women) 0.00 10,000 20,000
Number of people provided with “improved water sources” under the project (of which women 0.00 3,000 6,000
Number of people provided with “improved sanitation” under the project (of which women) 0.00 3,000 6000
Number of people provided with regular solid waste collection under the project (of which women) 0.00 10,000 20,000
Number of people provided with “improved drainage” under the project (of which women) 0.00 3,000 6,000
RESULT INDICATORS
Activity 3. Support to Pilot Schemes in Infrastructure and Services
Percentage of water and sanitation facilities built and functional, adopting disability inclusive design 0 40 50

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10.4 Tentative Participating Kelurahans

NAMA KELURAHAN/ # of
No NAMA PROPINSI KOTA/KAB # of HH
KECAMATAN DESA Pupulation

1 2 4 2 4 5 8
KALIMANTAN BANJARMASIN ALALAK
1 SELATAN BANJARMASIN UTARA SELATAN 11,432 3,116
KALIMANTAN BANJARMASIN
2 SELATAN BANJARMASIN SELATAN MANTUIL 11,690 3,090
KALIMANTAN BANJARMASIN
3 SELATAN BANJARMASIN TIMUR BANUA ANYAR 6,585 1,905
KALIMANTAN BANJARMASIN
4 SELATAN BANJARMASIN TIMUR PENGAMBANGAN 9,243 3,025
SULAWESI TANJUNG
5 SELATAN MAKASSAR TAMALATE MERDEKA 7,443 1,826
SULAWESI
6 SELATAN MAKASSAR UJUNGTANAH BARRANG LOMPO 4,672 1,204
SULAWESI
7 SELATAN MAKASSAR UJUNGTANAH CAMBAYA 6,170 1,526
NUSA TENGGARA
8 BARAT KOTA MATARAM SANDUBAYA SELAGALAS 9,125 2,546
NUSA TENGGARA
9 BARAT KOTA MATARAM SANDUBAYA BERTAIS 6,399 1,774
NUSA TENGGARA
10 BARAT KOTA MATARAM SELAPARANG MONJOK 9,852 2,775
NUSA TENGGARA
11 BARAT SUMBAWA SUMBAWA SAMAPUIN 4,238 962
NUSA TENGGARA
12 BARAT SUMBAWA SUMBAWA BRANG BIJI 13,263 2,750
13 JAWA TIMUR KAB. LAMONGAN PACIRAN BLIMBING 15,648 4,097
14 JAWA TIMUR KAB. LAMONGAN PACIRAN PACIRAN 14,879 4,051
15 JAWA TIMUR SURABAYA SEMAMPIR WONOKUSUMO 56,871 18,456
GUNUNG ANYAR
16 JAWA TIMUR SURABAYA GUNUNG ANYAR TAMBAK 8,216 1,831
17 JAWA TIMUR SURABAYA SIMOKERTO TAMBAKREJO 10,972 3,461
NUSA TENGGARA
KAB. BELU
18 TIMUR KOTA ATAMBUA MANUMUTIN 10,580 2,316
NUSA TENGGARA
KAB. BELU
19 TIMUR KOTA ATAMBUA ATAMBUA 2,696 627
KOTA JAKARTA
20 DKI JAKARTA PUSAT TANAH ABANG KEBON MELATI 26,428 6,557
Total 246,407 67,903

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