PMC Tor

Section V - Terms of Reference (ToR)
SECTION V - TERMS OF REFERENCE (TOR)
1. BACKGROUND
The Millennium Challenge Corporation (MCC) is a U.S. government corporation established
in 2004. Its mission is to provide assistance that will support economic growth and poverty
reduction in carefully selected developing countries that demonstrate a commitment to just
and democratic governance, economic freedom, and an investment in their citizenry.
In December 2018, MCC’s Board of Directors selected Indonesia as eligible to develop a
second compact. The selection reflected MCC and Indonesia’s strong partnership during the
first compact. The growth diagnostic methodology conducted jointly by MCC and the
Government of Indonesia (GOI) has identified the problem of the high cost of financing,
resulting from weak financial intermediation, as a binding constraint for Indonesia's
economic growth. After several development processes, The GOI proposed two core
problems caused by weak financial intermediation that will be addressed in the Indonesia
Compact-2:
i. Infrastructure Financing
The low supply of finance available to support investments in transport and logistics
infrastructure, as well as the infrastructure sector’s lack of ability to absorb the financing that
is available, and
ii. MSMEs Financing

The low supply of finance available to support the growth of micro-, small, and medium-
sized enterprises (MSMEs), as well as the challenges that MSME borrowers face in accessing
financial products.
Infrastructure Financing faces two binding constraints to the economic growth, at both the
supply and demand side. On the supply side, financial intermediation is shallow, segmented,
inefficient and costly with 75% of infrastructure financing being funded from commercial
banks, while capital market access is still minimal at 25% (OJK, 2021). The inefficiency in
financial intermediation is reflected in the big spread between saving and lending interest rate
(BI, Q1 2021). On the demand side, the borrower is facing difficulties to meet the lenders’
requirements due to the low quality of project preparation and inability to fulfil the readiness
criteria.
The MSME sector represents by far the leading business occupation in Indonesia with over
65 million MSMEs (1 MSME per 5 Indonesians) and contributes about 60% of the country’s
GDP. The MSMEs sector also absorbs as much as 97% of the workforce, but the businesses
are growth-restricted due to the low supply of finance available to them (Supply Side
Problem) and their inability to access formal sources of finance (Demand Side Problem).
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Overall financial service providers (FSPs) consider MSMEs risky and the process to lend to
them too encumbering, thus they prefer to serve other sectors instead. The inability of MSME
borrowers to access formal sources of finance (Demand Side Problem) can be ascribed both
to procedural requirements, comprising lack of credit-worthiness, unsuitable collateral, and
lack of qualifying documents; and to unaware and tentative borrowers, constrained by low
financial and digital literacy and geographic exclusion.
Approximately 53.76% of MSMEs are managed by women, with the highest female
ownership being in micro enterprises. Yet, many MSMEs still have limited access to formal
sources of finance due to the lack of formal business registration, collateral, business plan,
financial statements, and credit history. Women-owned MSMEs (WMSMEs) have even less
access to finance as a result of a variety of underlying gender issues. As evidence suggests,
only 17% of WMSMEs have access to KUR (People’s Business Credit) program.
Geographical Focus: The GOI conducted a data-driven process—using metrics, such as a
propensity for reform and impact on growth and poverty reduction—to evaluate and rank
Indonesia’s provinces and select potential locations for the proposed program. Initially, MCC
and the GOI identified three (3) priority provinces: North Sulawesi, South Sumatra, and Riau.
Later, the GOI added two (2) more provinces: Bali and Riau Islands, to the list of priority
provinces for economic recovery due to the Covid-19 pandemic.
In August 2022, the GOI established an independent implementing agency, Millennium
Challenge Account – Indonesia II (MCA-Indonesia II or “MCA”) through Bappenas
Ministerial Decree Number 5/2022, to act as the designee in supervising and managing the
implementation of the five-year MCC Compact Program in Indonesia.
The Compact was signed on April 13, 2023, and now the Government is preparing for the
implementation stage that will be effective after the entry into force (“EIF”) date in the first
quarter of 2024.
2. PROGRAM INTRODUCTION
To address the binding constraint of costly and underdeveloped financial intermediation, for
Infrastructure Finance, MCC and GOI agreed a holistic approach, starting from the
demand/upstream process (identification/planning process) to the supply/downstream
(financing instruments/de-risking, schemes, sources). The objective from the demand side is
to have bankable infrastructure pipelines in the 5 intervened provinces. Thus, the Compact
aims to improve planning and preparation process for transportation projects in the 5
intervened provinces. On the supply side, the objective is to offer a range of financing
instruments for infrastructure to make them more accessible to various stakeholders.
Accordingly, the Compact aims to reach financial close on transactions using structured
finance (including deals with institutional investors and a focus on local currency
transactions).
Under the Infrastructure Finance workstream, the Compact will have two projects that will
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focus on (i) the Demand Side: The Advancing Transport and Logistics Accessibility Services
(ATLAS) Project, and (ii) the Supply Side: The Financial Markets Development Project
(FMDP). While there are two projects under the Infrastructure Finance workstream, these
projects are heavily related and interconnected, forming an integral part of the mainstream
process for public investment.
In summary, the Compact will support three projects to address the binding constraint of
costly and underdeveloped financial intermediation. The objective of each of the respective
Projects is as follows:
 Advancing Transportation and Logistics Accessibility Services (ATLAS) Project’s
objective is to improve transport planning and preparation in the Target Provinces;
 Financial Market Development Project’s (FMDP) objective is to reach financial close on
transactions using structured finance, including deals with institutional investors and
with a focus on local currency transactions; and
 Access to Finance for Women-owned / Micro-, Small and Medium Enterprises (MSME)
Project’s objective is to increase lending by formal financial service providers (“FSPs”)
to micro-, small and medium enterprises owned by women or men in the Target
Provinces.
The three projects in this Compact are divided into eleven Activities and described below in
detail. The underlying program logic for each project is presented graphically in Annex 1.
Each of the project and its activity locations are presented in Annex 2.
i. Advancing Transportation and Logistics Accessibility Services (ATLAS) Project

i. Transport Planning Reform Activity
ii. Good Practice Infrastructure Projects Activity
iii. Public Investment Management Guidelines (PIMG) Activity
iv. Project Preparation and Delivery Facility (PPDF) Activity
ii. Financial Market Development Project (FMDP)

i. Capacity Building / Technical Assistance Activity
ii. Transaction Advisory Services Activity
iii. Blended Finance Delivery Mechanism (BFDM) Activity
iii. Access to Finance for Women-owned / Micro-, Small and Medium Enterprises Project
i. Gender Inclusive Value Chain Finance Activity
ii. Digital and Financial Literacy Enhancement Activity
iii. MSME Capacity Enhancement Activity
iv. Augmenting Government Data on MSMEs Activity
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The Financial Market Development Project will focus on the national level while the other
two programs will be implemented at the sub-national level in the North Sulawesi, Riau, Riau
Islands, Bali and South Sumatra provinces.
2.1 ATLAS Project Summary

The objective of the Advancing Transport and Logistics Accessibility Services Project (the
“ATLAS Project”) is to improve transport planning and preparation in the Target Provinces,
responding to the root cause of inadequate infrastructure project preparation. Poor project
preparation leads to worthwhile projects failing to attract the appropriate financing, resulting
in costly and underdeveloped financial intermediation. Improved planning and preparation
will make transport projects better positioned to attract appropriate sources of finance,
including blended and green finance, thus maximizing infrastructure investment across
Indonesia. Improved infrastructure planning and preparation encompasses improving
approaches to planning, procurement, implementation, operation and maintenance to further
improve value for money throughout the infrastructure project lifecycle. Achieving these
goals requires transformational reform, including legal and regulatory adjustments,
institutional restructuring and strengthening of capacities and business processes across
various government organizations and the private sector, including the ongoing alignment of
subnational reforms and corresponding national level reforms and policy directions. The
Project includes four Activities focused on the Target Provinces, but all Activities will be
designed for national adoption or replication after the Compact Term:
1. Transport Planning Reform Activity: This Activity will establish an urban transport
organization (“UTO”) for an urban area located within the Target Provinces and develop
a multi-modal urban transport plan to support the UTO. In addition, a regional transport
plan will be developed for the wider region. With the development of these two, proof-
of-concept multi-modal transport planning projects to influence the Government at both
the national and the subnational levels to embrace the necessary institutional, legal and
regulatory reforms required to mandate and mainstream a multi-modal transport planning
approach.
2. Good Practice Infrastructure Projects Activity: This Activity intends to support at most
six infrastructure projects (the “Proper”) whose aim is to demonstrate innovative and
strengthened approaches to project preparation, structuring and financing, and
procurement and implementation, so that lessons learned during these projects can
inform the emerging designs for both the PIMG and PPDF (each defined below). The
Proper will also be used as a vehicle for significantly strengthening subnational
infrastructure capacity, in the public sector, but also in supporting private sector
consultants and contractors. From the list below, the Parties will agree upon the Proper
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that will be supported by MCC Funding. MCC Funding will support, for each of the
Proper that is selected, as required: project management services, design services,
services related to the assessment and/or mitigation of environmental, gender and social
impacts, benefits and/or opportunities, contract packaging and structuring,
procurement/transaction support, construction oversight/supervision/audit and a financial
contribution to support a portion of the cost of the transport services or construction
contracts, while utilizing the World Bank’s “Cascade” approach for blended finance. The
potential Proper that may be supported by this Activity are:
Table 1
Province Potential Proper

South Sumatra Ampera LRT Station – Accessibility, Connectivity and Public
Realm Upgrade
North Sulawesi Bersehati Market Elements
Bali Electric Vehicle (EV) Support Element I – EV Public
Transport
Electric Vehicle Support Element II – EV Charging Points
Riau Islands Development of Kuala Riau Port (Pelantar I and II), Tanjung
Pinang
Riau Upgrading of two (2) RORO Terminals and supporting
facilities on both Sumatra side and Rupat side
The Good Practice Infrastructure Projects Activity will strive to demonstrate best practices in
gender equality, social inclusion and women economic empowerment by developing women
economic empowerment-supportive and child-friendly components in the rehabilitated spaces
within these projects. The Parties will assess the development and provision of these
components, such as shared workspaces with one-stop service (including mobile one-stop
services) and childcare for W/MSMEs (as defined below). This linkage with the MSME
Finance Project will help W/MSMEs save time, access safe and affordable services, and
spend more time on paid economic activities. This will also support the implementation of
the MoWECP Regulation No. 5 of 2015 on Provision of Gender-Responsive and Child-
Friendly Work Facilities and Childcare in the Workplace, which regulates the obligations of
Government and private institutions to provide equal opportunities to every woman and man
to carry out their duties, functions, rights, and responsibilities in the workplace.
3. Public Investment Management Guidelines (PIMG) Activity: This Activity (the “PIMG
Activity”) will create a public, online suite of Public Investment Management Guidelines
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(“PIMG”) for infrastructure, designed to improve the effectiveness and efficiency of

public investment. The PIMG will describe, in one place, the requirements to achieving
well prepared inclusive and sustainable projects. This will focus on the full lifecycle,
including planning, preparation, structuring, procuring, implementing, operating and
long-term maintenance. Its inclusive approach will identify and promote the needs of all
Indonesians, paying particular attention to marginalized and vulnerable groups,
especially the poor, women and people with disabilities. This approach will seek to
include such groups as change agents in each step of the PIMG processes so that services
are user friendly, safe, affordable and promote such group’s value in society.
The long-term goal is for the Government to create and implement a similar set of
guidelines covering all Indonesian infrastructure. However, the complexity and scope of
that challenge is too great for the five-year compact period, and therefore the PIMG
implementation scope hereunder will be limited to subnational transport and logistics
infrastructure and services as follows:
 Development of a unified set of guiding principles to underpin the budget requests
associated with the implementation of PIMG processes;
 Regional multi-modal transport infrastructure and services during the planning phase
up to the definition of transport and logistics project pipelines;
 Regional multi-modal transport infrastructure and services through the project
preparation stage, including feasibility studies, business cases and project delivery
strategies; and
 Subnational roads, only from procurement onwards through the detailed design,
delivery and maintenance phases.
Once this ‘limited scope’ PIMG has been developed and implemented successfully under
the Compact and appropriately socialized at the national policy level, it may then be used
by the Government as a template for the gradual expansion of the PIMG to cover all
infrastructure sectors.
The PIMG is a living system that will include the development and implementation of a
public online technology platform that will be regularly updated and maintained. The
experience from the Good Practice Infrastructure Project Activity will inform the
iteration and improvement of the PIMG.
MCC Funding will support: the creation of the sustainable online PIMG through
development of strengthened infrastructure processes; upstreaming of environmental and
gender significant stakeholder engagement; the identification of an entity of the
Government to own the PIMG; the design, launch and testing of the online PIMG
platform; and the provision of a user support service.
In addition, MCC Funding will also support the drafting and agreement of the necessary
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legal and regulatory changes needed to mandate and formalize the PIMG, supporting the
Government with technical assistance through the policy making process through to
enactment and implementation. Finally, MCC Funding will support a capacity
development strategy to be implemented during the remaining years of the Compact.
4. Project Preparation and Delivery Facility (PPDF) Activity: This Activity (the “PPDF
Activity”) will provide project preparation, structuring, procurement and project delivery
support to subnational governments, focused on the governments of the Target Provinces
during the Compact Term. This Activity will establish a facility, the Project Preparation
and Delivery Facility (“PPDF”), that subnational governments can call upon to provide
preparation, procurement and delivery support services for eligible infrastructure
projects. The PPDF will be designed as a sustainably financed facility which will
continue to operate after the end of the Compact. The appropriate institutional home and
organizational structure for PPDF to ensure a sustainable facility is to be determined
prior to entry into force during the design period.
The Activity is heavily connected to the PIMG Activity because the PPDF will follow the
processes defined in the PIMG from completion of planning (and resulting definition of
project pipelines) through to completion of construction, after which infrastructure will
be handed over to subnational governments for continued operation and maintenance.
Therefore, the design of the reformed processes for the PIMG and the design of the
PPDF must be undertaken as an integrated effort.
Infrastructure projects will be subject to eligibility criteria for entry to the PPDF. Precise
eligibility criteria will be developed during design, such criteria will include standards
for environmental and social performance, inclusion and gender-responsiveness, as well
as minimum project sizes for different types of delivery modality. In line with the
transport and logistics focus of the Compact, the PPDF will initially be restricted to
supporting transport and logistics projects only. This is necessary to limit the range of
specialist technical advisory services that would be initially required and to keep the
number of technical stakeholders manageable. However, the PPDF will be designed so
that it can continue to expand its services to support other types of infrastructure after the
end of the Compact.
2.2 FMDP Project Summary
The objective of the Financial Markets Development Project (the “FMD Project”) is to reach
financial close on transactions using structured finance, including deals with institutional
investors and with a focus on local currency transactions, responding to the root causes of
underdeveloped project financing market and capital markets. This Project will promote
globally recognized, alternative forms of infrastructure finance within the financial market
ecosystem to bring infrastructure projects to financial close. The transactions will
demonstrate less risky financing structures and innovative financing techniques for Indonesia
that can then be replicated by the market, thus helping to create infrastructure as an asset
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class and demonstrating blended finance at scale. The Project includes three Activities:
1. Capacity Building/Technical Assistance Activity: This Activity aims to build capacity
for lenders, especially Indonesian institutional investors, and project owners/sponsors to
invest in infrastructure through structured finance, including mechanisms to further
develop Indonesia’s growing green finance initiatives. This Activity will also aim to
build the capacity of the Government (and potentially Otoritas Jasa Keuangan, Bank
Indonesia, and subnational governments) to develop and oversee financial markets to
support infrastructure finance.
2. Transaction Advisory Services Activity: This Activity will provide transaction advisory
services to relevant Government agencies and project owners to originate a number of
proof-of-concept demonstration transactions for infrastructure projects from a pre-
identified list. It will be necessary to support more projects than the number of projects
required to close as projects inevitably experience delays or failure for a variety of
reasons, which is why this Activity will support approximately 15 proof-of-concept
demonstration transactions. This Activity aims to address the limited capacity of
institutions to structure and execute structured finance transactions.
3. Blended Finance Delivery Mechanism Activity: This Blended Finance Delivery
Mechanism Activity (the “BFDM Activity”) aims to mobilize commercial financing for
sub-projects by providing blended finance grants. For the sake of clarity, the Parties
agree that these blended finance grants will be governed by MCC’s Program Grant
Guidelines. MCC Funding will support an implementor, referred to as the Blended
Finance Host (“Blended Finance Host”), in establishing and operating a facility for loans
and grants to accomplish the purpose of this Activity.
The Parties intend for this facility to catalyze the market for limited-recourse project
finance and structured finance capital market solutions. The Blended Finance Host will
recommend that the Government grant MCC Funding to the Blended Finance Host for
the Blended Finance Host in turn to lend or grant to lenders and investors to mitigate
specific risks to debt holders and encourage them to invest in infrastructure as an
attractive asset class with appropriate returns for the risk taken. These successful
demonstration transactions, in turn, can then be replicated by others in the market.
Projects and blended finance participations in financing structures will be recommended
by the Blended Finance Host to the Government in line with guidelines and parameters
agreed between the Parties. Such guidelines will include: assessment of the subsidy
amounts of blended finance grants needed to achieve financial closing; additionality of
blended finance; and requirements that the returns to project participants be on
appropriate terms relative to the risks being taken. The facility will fund one or more
transactions from the Pre-Identified Projects.
Recommendations on the suitability of any particular project for grants under this
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Activity will be provided to the Government by the Blended Finance Host after each
project submits a formal application to the Blended Finance Host. The Blended Finance
Host will be responsible for conducting due diligence to assess potential applicants;
proposing financing structures and blended finance solutions; ensuring project
environmental, social and governance compliance; and ensuring suitability in relation to
the Program Guidelines, in compliance with a set of operational guidelines set forth in an
operations manual for the BFDM Activity, to be approved by the Parties. The Parties will
agree on whether or not MCC Funding may be used to support any particular project
from the Pre-Identified Projects and any particular blended finance structure.
The Government will grant MCC Funding to the Blended Finance Host to be
immediately granted or lent out to enable the full range of blended finance instruments to
help projects or transactions reach financial close using appropriate concessionality and
maximizing project impact, including:
 Viability gap funding to de-risk lenders in their financing of a project e.g., to pay for
risk hedges, guarantees, and interest rate support;
 Interest rate buydowns;
 Partial credit guarantees and guarantee fee buydowns;
 First-loss participations in project financing structures, financial asset recycling, and
in securitizations;
 Foreign exchange/interest rate hedging cost buydowns;
 Results-based incentives;
 Mitigation of performance risks of different types of contractual obligations in
projects;
 Mezzanine participations in financial structures to improve debt-equity ratios;
 Tenor extension guarantees, investment in longer end tranches of bond issues;
 Contingency reserve accounts to support project cash flow shortfalls or delays (these
would not be used to fund project expenses);
 Credit enhancements to support debt service reserve accounts and sinking funds for
bond instruments;
 Underwriting fees, credit ratings, and other expenses associated with capital markets
transactions/sukuks; and
 Technical assistance and studies, as may be necessary.
In addition to financial instrument support at the transactional level, the Blended Finance
Host may, in compliance with the operational guidelines referenced above, use MCC Funding
to support technical assistance to project sponsors, legal fees, and other upfront costs which
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need to be met with grant support to make the transaction selected from the Pre-Identified
Projects economically feasible. Such forms of blended finance support will also be evaluated
and recommended by the Blended Finance Host, and decided upon by the Government, using
the processes to be set out in the operational guidelines referenced above.
2.3 MSME Finance Project Summary
The objective of the Access to Finance for Women-owned / Micro-, Small and Medium
Enterprises Project (the “MSME Finance Project”) is to increase lending by formal financial
service providers to 28,000 Micro-, Small and Medium Enterprises owned by women or men
in the Target Provinces to support their businesses, responding to the root causes of
information asymmetry and borrowers’ constraints. This Project will facilitate more inclusive
lending practices by FSPs and improving W/MSMEs’ ability to borrow and make use of this
finance, taking a “financing ecosystem” approach to growing W/MSMEs in the Target
Provinces that addresses barriers that small firms face at each stage of their journey, first
towards business formalization, then towards formal finance and the business expansion that
can be unlocked with access to capital for fixed asset purchases. The MSME Finance Project
will focus on a specific population of W/MSMEs in the Target Provinces with a view towards
catalyzing growth. The firms targeted will be growth oriented rather than subsistence focused
and will initially be drawn from sectors with high growth potential, such as food and
beverage, fishery, textile and apparel, and manufacture of botanical products, and from
growth-oriented producer groups in selected agriculture and agroindustry sectors that have
been prioritized by provincial stakeholders for compact assistance. Although eligible
W/MSMEs will include MSMEs owned by either women or men, priority will be given to
women-owned MSMEs. The Project includes four Activities:
1. Gender-inclusive Value Chain Finance Activity: MCC Funding will be used to create
and fund a revolving fund to be administered by a public institution (the “OLW
Administrator”) for providing interest-free loans to selected Financial Service Providers
(the “Partner FSPs”) as well as technical assistance for managing on-lending to eligible
MSME borrowers within the Target Provinces and within the target sectors. This
Activity is linked to efforts in Activities 2 and 3 below, which is designed to enhance
capacities of W/MSMEs to meet the lending requirements of formal FSPs. Partner FSP
needs to provide 50% of funding of the loan made to W/MSMEs under this Activity.
The OLW Administrator will conduct auctions to determine the allocation of the OLW
funds to each Partner FPSs. Loans to Partner FSPs from this revolving fund will be
repayable to the revolving fund. The OLW Administrator will then continue to use the
repayments from the Partner FSPs to the revolving fund to make similar loans until the
Compact ends. Technical assistance, training and other demand-driven business
development support to Partner FSPs can be given depending on the individual Partner
FSP’s willingness to engage in any change towards more inclusive lending practices. In
addition, MCC funding will support the Ministry of Cooperative and SME to develop a
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digital portal for MSMEs to apply loans where Partner FSPs can review and choose to
move forward with such applications.
2. Digital and Financial Literacy Enhancement Activity: This Activity will enhance the
viability of W/MSMEs by providing technical assistance, digital and financial literacy
training, and other demand driven business development support to growth-oriented
W/MSMEs in the Target Provinces. The training and assistance will cover several
relevant topics including the following:
• Financial Literacy: the topics will include basics of finance, defining financial
concepts, financial behavior, personal financial management, and the separation of
business and personal finance. This will enable participants to make informed
decisions and judgments concerning the use and management of their money.
• Financial Management of the Enterprise: the topics will include financial
management of the enterprise, defining the role of internal and external sources of
finance, investments, operational costs, revenues, profits, retained earnings, trade
finance, debt management, business planning and forecasting.
• Digital Literacy: the topics will include basic knowledge of digitalization and access
to the internet, mobile phones, and fintech space. The training will also cover issues
of data privacy, cyber security and safekeeping of devices, and internet activity.
• Digital Financial Literacy: the topics will include concepts around financial
capability and control, preparing participants to understand digital financial services
and further extend their ability to manage business affairs through digital means.
• Mitigate social risks: the topics will include TIP, gender-based violence, child labor,
as well as gender actions learning system for creating a conducive environment for
women’s empowerment.
• Assist W/MSMEs to apply for loans, especially from Partner FSPs using either the
direct application or the digital portal established under the Technical Assistance to
FSPs Sub-activity.
3. MSME Capacity Enhancement Activity: This Activity will support eligible, growth-
oriented W/MSMEs in the Targeted Provinces that are in an earlier stage of their
journey towards formalization and eventually towards formal finance by providing
capacity enhancement training to develop business skills, access markets and increase
sales. This Activity includes:
(A) Formalization, Permitting, and Certification of W/MSMEs. This Sub-activity
aims to enable eligible W/MSMEs to become legal entities to comply with
regulatory requirements that represent structural barriers in accessing formal
loans/finance and increase women’s control over their business decisions, finance,
and profit. Compact funding will provide technical assistance to W/MSMEs which
are not registered and which lack licenses, to assist them with the acquisition of tax
identification and business identification numbers (NIBs), the first two essential
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steps for business formalization. With these two forms of identification in place,
business actors can apply for business permits and commercial or operational
permits in accordance with their sectoral requirements. Compact Funding will also
provide technical assistance to these MSMEs to facilitate additional certifications,
such as intellectual property rights, food safety climate-smart certifications and
other required regulatory compliance.
(B) Market Access Support for MSME. Enhancing W/MSME business capacity
through business development services (BDS) is critical to bolster their market
access, profitability and competitiveness, by skill development for entering high-
growth value chains, training, coaching, mentoring, and networking with national
and international buyers. This Sub-activity will provide training to eligible
W/MSMEs in the Target Provinces to promote skills in high-growth value chains,
better business practices (marketing, record keeping, drafting of bankable business
plans, identification of financial gaps/financial needs, financial planning, bidding
proposals), which can promote accessing finance, enhancing production and faster
sales growth and survival rates of small businesses. This Sub-activity may be
implemented using both contracts and partnerships with BDS providers, business
associations, sector associations, incubators, start-ups, and accelerators. The
orientation of these trainings will be towards entry and linking W/MSMEs within
specific value chains with suppliers, incubators, and associations, with the
understanding that these actors are more likely to sustain relationships with
growing W/MSMEs.
(C) Linking Good Practice Infrastructure and MSME Finance Project for One-Stop
and Childcare Services. The Compact’s GPIP will, where feasible, construct
“shared workspaces” for W/MSMEs that will include “one-stop” service and
childcare centers in the facilities upgraded or constructed by the infrastructure
projects being supported under the GPIP (projects known as the “Proper”). The
MSME Finance Project will provide designated services in these facilities
upgraded or constructed under the GPIP Activity in the target provinces of the
ATLAS Project. The MSME Finance Project will contract consultant firm(s) to
manage “one-stop” facilities (facilitate W/MSMEs obtaining tax ID numbers and
NIB, registration/ formalization of businesses, permits and certifications, cashless
solutions, FSP outreach, financial kiosks, non-financial services, and others) and
childcare centers.
4. Augmenting Government Data on MSMEs Activity: This Activity will support the
Government in monitoring and evaluating the MSMEs development target by gathering,
integrating, synchronizing, and analyzing W/MSME financial and technical performance
and W/MSME sex-disaggregated data. This Activity includes:
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(A) Technical assistance and capacity-building to help standardize efforts by

enumerators engaged by the public sector to collect information on W/MSMEs’
access to finance and performance.
(B) Capacity-building for Government of Indonesia staff to help them better capture
and understand data on financial and technical performance of W/MSMEs. MCC
Funding will be used to support an economic analyst at BAPPENAS and Ministry
of Cooperative and SME (MoCSME) to analyze the database information. The
economic analyst will provide training on economic analysis to BAPPENAS and
MoCSME staff, support the maintenance of the database and help improve the
MSME database information system at the MoCSME as well as producing policy
analysis as needed at BAPPENAS. MCC funding will also be used to train
BAPPENAS and MoCSME staff to continue to expand the abovementioned data
analysis and maintenance, including by bringing in data sets from other
government units in central and local level that would allow the Government to
measure the relative risk of W/MSMEs by a range of characteristics such as
industry, business size, location, and gender. MCC and the Government may
consider adding a component to this Activity specifically focused on sharing data
with W/MSMEs for the purpose of advising W/MSMEs on improving their
creditworthiness in line with some of BAPPENAS and MoCSME's other
programming for W/MSMEs.
3. PROGRAM IMPLEMENTATION STRUCTURE

Country ownership of compacts is a core part of MCC’s model and influences a great deal of
MCC’s work. To facilitate this, MCC collaborates with country partners to establish a local
team of professionals for each compact, often referred to as an "Accountable Entity" or
"MCA-Indonesia II." This team is responsible for executing the compact's initiatives and is
locally overseen by a Board of Trustees.
Based on Presidential Regulation Number 80 of 2011 concerning Trust Funds and as part of
its commitment to implement Program Compact, the GOI has taken a significant step by
forming the Trustee Agency (Lembaga Wali Amanat/LWA) for Millenium Challenge Account
Indonesia II through the Bappenas Ministerial Decree Number 5/2022. The LWA is tasked
with managing grant funds from the MCC to finance activities in accordance with the
Compact Agreement, which includes preparation and development, implementation, and
completion of Compact Program II. The LWA consists of three main components:
a. The Board of Trustees, also known as “Majelis Wali Amanat” (MWA);
b. The Fund Manager, also known as “Pengelola Dana Amanat” (PDA); and
c. The Implementation Team, which consist of:
i. Program Implementation Unit, also known as MCA-Indonesia II
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ii. Support Unit for Budget User, also known as “Satuan Kerja Majelis Wali Amanat
Millennium Challenge Account-Indonesia II” (Satker MWA MCA-Indonesia II).
Each of these components plays a crucial role in carrying out the functions and
responsibilities of the LWA to ensure the successful execution of its programs and activities
as detailed in Annex 3. The structure of the LWA for Millenium Challenge Account Indonesia
II is illustrated in Annex 4.
Through the first MWA meeting in February 2023, the members of the Board of Trustees
have established and approved the organizational structure of MCA-Indonesia II, as
illustrated in Annex 5.
There are several stakeholders engaged in the Compact implementation and the following
section includes the roles and responsibilities of these stakeholders.
3.1 MCA-Indonesia II Roles and Responsibilities
As illustrated in Annex 5, The MCA-Indonesia II will be led by an Executive Director with
the overall responsibility for managing and delivering the Compact Program II successfully.
The Executive Director will be supported by four Deputies responsible for Operations,
Infrastructure Financing Projects, MSME Finance Project and Program Support. The four
Deputies will be supported by directors/team lead that will cover specific operation tasks
(Communication, Human Resources, Finance, Procurement, Legal, Grants and Partnership),
program activities under Infrastructure Finance and MSME Finance, and cross cutting
support (Gender and Social Inclusion, Chief Economist, Monitoring and Evaluation,
Environmental and Social Performance and Knowledge Management). Each team lead will
receive support from resources that are specifically tailored to the requirements of the
projects and activities, such as Activity Managers, Project Officers, Project Engineers,
Regional Managers, etc.
Based on the Bappenas Ministerial Decree Number 5/2022, the MCA-Indonesia II is tasked
to support the LWA in the implementation of the Compact Program II on the following:
1. Prepare the implementation and financial work plan for Compact Program II;
2. Manage the procurement of goods and services;
3. Manage the preparation of fund disbursement requests and payments to relevant
parties;
4. Manage the financial aspects of the program held by the Fund Manager;
5. Collaborate with the Satker MWA MCA-Indonesia II to prepare documents related
to tax and/or customs facilities;
6. Assist the Satker MWA MCA-Indonesia II in preparing documents for the
approval of the realization of income and expenditure for MCA-Indonesia II, as
well as financial reports on the disbursement of MCA-Indonesia II funds;
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7. Handle program implementation publications;

8. Provide technical support to the Board of Trustees secretary in fulfilling their
duties;
9. Monitor and evaluate the implementation of Compact Program II activities;
10. Prepare activity and financial reports;
11. Prepare other reports requested by the Board of Trustees;
12. Assist the Satker MWA MCA-Indonesia II in carrying out audits, and
13. Undertake other tasks assigned by the Board of Trustees.
In carrying out its duties, MCA-Indonesia II is assisted by procurement agents, fiscal agents,
and other third parties specifically related to the projects and activities. The PMC shall assist
MCA-Indonesia II to coordinate with these agents and apply standard processes and
templates to manage and monitor the performance of the various activities. As directed by
MCA-Indonesia II, the third parties (consultant/contractor) and PMC should provide
administrative and technical support to the PIU in order to accomplish the project objectives
within the Compact period. The indicative structure of the PIU and its relationship with MCA
Indonesia and PMC are illustrated in Annex 6.
The subsequent description outlines the key stakeholders associated with MCA Indonesia:
3.1.1 Millennium Challenge Corporation (MCC)
The MCC is a United States government agency and is the donor for the Compact. While
MCA-Indonesia II is the authorized implementing agency, MCC will have oversight
responsibility on all Compact activities.
3.1.2 Implementing Entities
Throughout the Compact period, MCA-Indonesia II will partner with a government
affiliate entity, known as an Implementing Entity, to implement the projects and
activities. The Implementing Entity’s task is to use its special expertise or jurisdiction to
implement a part/all of the activities. This could range from (i) reviewing and approving
reform plans; (ii) overseeing and implementing training regimes, (iii) upgrading
processes and equipment used, etc. In addition, the Implementing Entity may also be
asked to review and comment on documents, terms of reference, or drawings, provide
experts for technical evaluation panels, and engage in coordination with other
government agencies, and ensure the implementation of MCC’s operational
requirements, such as ESP, GSI and Women’s Economic Empowerment (WEE)
requirements. The specific roles and responsibilities between the Implementing Entity
and MCA-Indonesia II will be clearly defined in the Implementing Entity Agreement
(IEA).
A project or activity may involve multiple Implementing Entities, depending on the
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specific roles required from each Implementing Entity to ensure the project or activity's
success. For example, all five intervened provinces will be the primary candidates for the
activities under ATLAS projects, serving as pilot locations. However, for the reform
activities under ATLAS (Transport Planning Reform, PIMG, and PPDF), the
development of principles and documents will initially require agreement and
coordination among several ministries, including Bappenas, Ministry of Finance,
Ministry of Public Works and Housing, and others. As a result, certain activities will
involve multiple Implementing Entities, operating at both the Subnational and National
Levels. To effectively carry out project tasks and oversee daily operations, MCA-
Indonesia II and the Implementing Entity will establish a dedicated Project
Implementation Unit (PIU) tailored to the specific requirements of the activities. The
location of the PIU office could be decided later on by the Implementing Entity and
MCA-Indonesia II, in the targeted provinces or in Jakarta. The same arrangement will
also be applied to other projects and activities.
3.1.3 Satker MWA MCA-Indonesia II
"Satuan Kerja" (often abbreviated as "Satker") in Indonesia refers to a "Working Unit" or
"Organizational Unit." In the context of the Indonesian government and administration,
Satuan Kerja represents a distinct functional or operational unit within a ministry,
agency, or government institution.
Each Satker is responsible for a specific set of tasks, functions, or projects that contribute
to the overall goals and objectives of the parent ministry or agency. Satkers are
established to streamline the management and implementation of government programs,
projects, and activities.
Satker plays a crucial role in the decentralization of administrative functions within the
Indonesian government. This approach aims to enhance efficiency, accountability, and
effectiveness in delivering public services and carrying out various government
initiatives.
In essence, Satuan Kerja can be thought of as administrative and operational divisions
within Indonesian government institutions, each with its own area of responsibility and
authority.
The Satker MWA MCA-Indonesia II is tasked with assisting the Budget User
Authority/Kuasa Pengguna Anggaran (KPA) in managing state financial administration
related to the Compact Program II.
3.1.4 Procurement Agent
The Procurement Agent is an entity procured and hired by MCA-Indonesia II in
connection with the Compact, any of whom are directly or indirectly involved in any part
of the following: (A) the preparation of the solicitation documents related to the
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procurement, including the contract; (B) the selection process for such procurement; or
(C) the supervision of any contract awarded in the procurement, then this aforementioned
firm or individual may not be awarded the contract, unless the conflict stemming from
this relationship has been resolved in a manner acceptable to MCC throughout the
process of preparing the documents related to the procurement, the selection process, and
the award and execution of the contract.
3.1.5 Fiscal Agent
The Fiscal Agent is an entity procured and hired by MCA-Indonesia II to manage
financial transactions and funds on behalf of MCC-funded projects or programs. This
role involves ensuring that financial resources are allocated and utilized efficiently and
transparently, in alignment with the goals and guidelines of the specific MCC initiative.
The Fiscal Agent is responsible for overseeing budgeting, disbursements, financial
reporting, and compliance with applicable regulations. They play a crucial role in
maintaining financial accountability, monitoring expenditures, and providing accurate
financial information to MCC and relevant stakeholders. The Fiscal Agent's role is
pivotal in safeguarding the proper use of funds and contributing to the successful
implementation of MCC projects.
3.1.6 Project/Activity Consultants/Contractors
The Consultants or Contractors are individual and/or third-party firms that are procured
by MCA-Indonesia II to bring their expertise and specialized knowledge to the
implementation of various projects and activities. MCA-Indonesia II selects these
consultants and contractors through a rigorous procurement process, ensuring their
qualifications, experience, and capabilities align with the project's objectives and
requirements. Once hired, these external partners collaborate closely with MCA-
Indonesia II to execute tasks ranging from technical assessments and feasibility studies to
design, implementation/construction, and monitoring of initiatives. Their contributions
enhance the efficiency and effectiveness of project implementation, fostering innovation
and best practices. By partnering with third-party consultants and contractors, MCA-
Indonesia II leverages a diverse pool of expertise, fostering a collaborative environment
that drives sustainable development and the successful achievement of MCC's
overarching goals.
3.2 MCA ATLAS Implementation Structure
The Deputy Executive Director (DED) for Infrastructure Financing will lead the two projects
under Infrastructure Financing, ATLAS and FMDP, ensuring the delivery of the activities are
well-coordinated, integrated and aligned with the outputs, outcomes and objectives. The DED
will be assisted by three Project Leads, two of whom will lead ATLAS (GPIP Lead and
ATLAS Reform Lead), and one will be responsible for FMDP (FMDP Lead).
The objective of ATLAS is to improve transport planning and preparation by
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institutionalizing transportation best practices and approaches in the target provinces. The
ATLAS project consists of two mainstream activities, which are (i) Good Practice
Infrastructure Projects, and (ii) Reform Activities: Transport Planning Reform, PIMG, and
PPDF. The ATLAS Implementation structure is illustrated in Annex 7.
a. GPIP Team
The GPIP Lead will be responsible for the delivery of the 6 Proper Projects in the 5 targeted
Provinces, as listed in Table 1 above. The GPIP Lead will ensure that the entire process,
starting from project preparation and structuring, through financing, procurement, and up to
construction, complies with the agreed-upon requirements and criteria established by MCC
and key stakeholders. The GPIP Lead will also be responsible for ensuring that the
Subnational Government adopts good practice principles in planning and preparing transport
projects. The GPIP Lead will be supported by 2 Managers and 5 Project Engineers that will
focus on managing each of the Proper Projects on a daily basis. To ensure effective
coordination among stakeholders based in both the provinces and Jakarta, the Project
Engineers will be stationed at the PIU province office in the respective provinces. The GPIP
Team will also ensure effective coordination between the ATLAS and MSME Finance Project
in implementing capacity building activities for MSMEs in transport-related projects.
The MCA-Indonesia II GPIP team will procure third party-consultants/contractors to develop
and implement the activities and sub-activities in the provinces. Additionally, as mentioned
above, in partnership with the Subnational Government, the GPIP team should establish a
PIU in each of the 5 targeted provinces. To achieve coordination with the key stakeholders,
the PMC will assist MCA-Indonesia II by providing administrative and Technical Advisory
Support and coordination support among the GPIP relevant stakeholders.
b. Reform Team
The Reform activities under ATLAS, (i) Transport Planning Reform, (ii) PIMG, and (iii)
PPDF, will be led by the Reform Lead. The Reform Lead will ensure that all the reform
activities meet the output, outcome and objectives within the Compact period. The Reform
Lead will play a proactive role in coordinating with key stakeholders at the national level to
reach a consensus on the reform activities roadmap, principles, and objectives. Additionally,
at the subnational level, the Reform Lead will ensure that the Subnational Government
supports and integrates the reform activities into the planning and preparation process for the
transport projects. The Reform Lead will be supported by 3 Managers and 3 Project Officers
that will focus on managing each reform activities. The Managers and Project Officers will be
responsible for overseeing day-to-day tasks, including managing contracts with third-party
entities, monitoring the progress of activities, tracking expenditures, and ensuring the timely
delivery of project deliverables.
Each reform activity will include a sub-activity dedicated to capacity development as its
primary output. The focus of this capacity development will primarily be on subnational
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government officials, while it may also extend to national government officials. The
strategies for capacity development will be carefully designed during the development stage
and subsequently implemented throughout the Compact period. The MCA-Indonesia II
Reform Team will ensure that the implementation of capacity development aligns with the
established principles and criteria, all within the timeframe of the Compact period.
The MCA-Indonesia II Reform Team will receive additional support from third party-
consultants to develop and implement the activities and sub-activities in National and
Subnational Level. The PMC will assist MCA-Indonesia II by providing administrative and
Technical Advisory Support as well as coordination support among the reform activities
relevant stakeholders.
3.3 FMDP Implementation Structure
FMDP team will be positioned under the DED for Infrastructure Financing, together with the
ATLAS Project team, which consists of 3 Activities as described in Section 2.1. The FMDP
will be led by a Project Lead or Director who will supervise 3 Activities and report directly to
the DED.
Due to the nature of the Activities, it is envisioned to cluster the 3 FMDP Activities to be
managed by 2 teams, namely:
1. Capacity Building and Technical Assistance Team
This first group will be responsible in delivering the Activity 1 which will focus on the
financial market paradigm changes through strategic campaigns, capacity buildings and
trainings, as well as technical assistance for the development of certain aspect of financial
market components, e.g., policy, manual/guideline, etc. Currently, the intervention will be
focused on four thematic areas, namely: (1) Structure Finance and Capital Market, (2)
Municipal Finance, (3) Green Finance, and (4) FX Market.
Activity 1 is planned to be delivered in cooperation with the Ministry of Finance cq.
Directorate General of Budget Financing and Risk Management (DGBFRM) as the
Implementing Entity (see Section 3.3.). The reason for this structure is to ensure government
support and ownership for the identified and proposed reform areas of the financial market to
support infrastructure development, as well as to bridge coordination with other key
stakeholder in financial market, especially the Financial Service Authority (Otoritas Jasa
Keuangan/OJK) and the Central Bank of Indonesia (BI). The main role of this group is to
support the DGBFRM as the IE by providing resources needed and agreed in the IEA
document.
2. FMDP Pilot Project Team
The second group will be responsible for Activities 2 and 3 which aim to provide support to
public infrastructure project in reaching financial close. In delivering the Activities, there will
be no government institution to act as the Implementing Entity, but for Activity 3 BFDM, the
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MCAI will have a grant cooperation with PT. Indonesia Infrastructure Finance (IIF) as
BFDM Host to act as facility manager in the delivery of blended finance-related activities.
Based on those arrangement, the group will engage and manages 2 main groups of key
stakeholders, namely: (1) the project owners (i.e. GCAs) or independent business
entities/IBEs (i.e. Project company or SPV) of eligible infrastructure projects which already
passed screening and included in Annex 4 of the PIA, and (2) the service
providers/implementors, consists of transaction advisory consultants and BFDM Host, who
will help the project owners or IBEs in reaching financial close.
3.4 MSME Implementation Structure
On the MCAI’s side, the deputy executive director (DED) for the MSME Finance project will
lead the project’s implementation. The scope of the role includes:
• Ensure the overall MSME Finance Project implementation runs smoothly towards
meeting the project’s objective;
• Provide effective oversight of the MSME Finance overall management within
guidelines set up by the Board of Trustees;
• Coordinate communication and information flow among key stakeholders and parties
to the MSME Finance Project, including reporting to Government of Indonesia;
• With the support of Project Leads, oversee the performance and managing the
Implementing Entity Agreement with the government units responsible with hosting
the OLW, coordinating the MSME DFL and Capacity Enhancement Activities, and
developing the Government MSME Database, as well as any other implementing
entities, contractors, and/or partners involved in MSME Finance Project.
Project Leads or Project Directors will lead the project team at the activity level in setting and
achieving project lifetime and annual goals, ensuring that it is effectively staffed and
performing. They will be the primary point of contact for the MCA with the consultant’s team
at the activity level. They will also be responsible for overseeing the work of all of the
experts on the team and leading client relationship management. They provide oversight of
the implementation of a specific activity from planning and procurement to evaluation phase,
while ensuring that communication runs smoothly with all key stakeholders, contractors or
partners involved in a particular activity and the other MCAI key staffs to ensure everyone is
kept up to date on the activity’s progress. They report to the DED MSME Finance Project.
The MSME Finance Project will be supported by three Project Leads consisting of:
• A supply-side Project Lead who will supervise the implementation of Gender
Inclusive Value Chain Finance Activity,
• An MSME-capacity building Project Lead who will supervise the implementation of
MSME DFL and Capacity Enhancement Activities, and
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• A government-capacity building Project Lead who will supervise the implementation

of Augmenting Government MSME Data Activity.
Each Project Lead will be supported by Project Officers to support day-to-day tasks at the
activity level.
Each activity under the MSME Finance Project will be carried out via Implementing Entity
type of arrangement, where MCAI will collaborate with several government affiliates taking
the role as the Implementing Entity defined in Section 3.1. While still under discussion the
following government affiliates may serve as Implementing Entities under the MSME
Finance Project:
1) Badan Layanan Umum Pusat Investasi Pemerintah (BLU PIP) Ministry of Finance as
the Implementing Entity of Gender Inclusive Value Chain Finance Activity;
2) Ministry of Cooperative and SME as the Implementing Entity of Digital and Financial
Literacy Enhancement Activity and MSME Capacity Enhancement Activity;
3) Directorate of MSME and Cooperative Development BAPPENAS as the
Implementing Entity of Augmenting Government MSME Data Activity.
It is also likely that the provincial government in the target provinces will be involved as
coordination entities under the MSME Digital and Financial Literacy and Capacity
Enhancement Activities and the Augmenting Government MSME Data Activity. MCC and
GOI requires eligible MSME beneficiaries to be residing in the target provinces and be
initially chosen from priority sectors. To help Compact defines the 28,000 MSME
beneficiaries target from the five provinces while at the same time avoiding unnecessary
overlap with the other MSME’s development program at the local level, a coordination
between MCAI and the local government is clearly necessary.
The MSME Finance project will engage a number of third-party consulting services to
support the Implementing Entities with technical and/or project implementation expertise
throughout the Compact period. These consulting services include:
1) Consulting services to develop, operate, maintain the OLW Information System as
well as the operational aspect of OLW Activity under the supervision of BLU PIP,
2) An Implementing Support Consultant to support the implementation of the Demand
Side Activities (Activities 2 and 3 under the project), and
3) Consulting services to help BAPPENAS develop and implement the Action Plan for
MSME Data Gathering, Integration and Analysis, which will involve key stakeholders
in the central level like MoCSME, the Statistical Central Agency/BPS and other
government units producing MSME data and the local government in the target
provinces, under the Augmenting Government MSME Data Activity.
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4. PROGRAM MANAGEMENT CONSULTANT (PMC) OBJECTIVES AND SCOPE

OF SERVICES
The PMC will work under the guidance and direction of MCA-Indonesia II, ensuring close
collaboration with key stakeholders and adherence to MCA-Indonesia II policies, processes,
and decision-making frameworks. The PMC will act as a support function, providing the
necessary expertise and assistance to facilitate the successful implementation of the Compact-
2 Program. The PMC’s primary role will be to help MCA-Indonesia II ensure that all the
programs are carried out in a coordinated, cost-effective manner and that the strategic goals
and outcomes of all the programs are achieved. The PMC will help MCA-Indonesia II to
ensure that all of its consultants, contractors and implementing partners are performing their
duties successfully and in accordance with the requirements of the Compact-2 Program,
including adhering to the environmental, gender, social safeguard and WEE requirements.
The program management tools, services, and expertise provided by the PMC are intended to
support the MCA-Indonesia II, to improve oversight and coordination across all projects,
activities, and sub-activity, and provide MCA-Indonesia II with greater resource flexibility
and responsiveness.
The PMC will provide Program Administration Support for all activities in MCA-Indonesia II
that include operation management support and technical advisory services under the three
projects in Compact. These tasks will be carried out regularly on a daily basis. To ensure the
data and information provided are valuable for all users, including MCA-Indonesia II, MCC,
MWA members, Satker MWA MCA-Indonesia II, related Line Ministries, Auditors, and
others, the PMC should consistently take into account the technicalities and substance of the
activities and projects when developing the tools and resources.
The PMC tasks are divided into two categories. The first category is Program Administration
Support. Procedures, approaches and tools under this category apply to all three Projects:
ATLAS, FMDP and MSME. The second category is Technical Advisory Support. Tasks,
procedures, approaches and tools under this category will be different among the ATLAS,
FMDP and MSME Projects. Under this category the PMC will provide technical advice to
assist in the development and monitoring of project plans and schedules, support the
coordination and communication among various stakeholders, conduct assessments and
technical oversights, provide recommendations for program improvement, integration and
sustainability, and assist in the identification and mitigation of project risks. These are needed
for the MCA-Indonesia II to ensure the integrity and cohesiveness of various components
under Compact Program. The PMC should also perform quality assurance functions to ensure
all activities, processes, and deliverables associated with the Compact program meet
established quality standards and requirements. The PMC will provide Technical Advisory
Support for MCA-Indonesia II in ensuring the development and implementation of the
ATLAS, FMDP, and MSME Finance Project are met by the standards and requirements. The
Technical Advisory Support should be specialists/advisors who MCA-Indonesia II can call
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upon as the needs of the program and activities evolve over the course of the Compact
program.
The Program Administration and Technical Advisory Support tasks are interconnected and
are integral within the Compact's Project and Activities.
The PMC contract is expected to begin right after contract award for a Base period of 12
months. This will be followed by 4 Option periods of 12 months each. The length of the
final Option period may be modified based on the program end date and will include the 3
months after the Compact End Date for administrative closure activities.
During that time frame, the PMC will receive Technical Directives (TDs) from MCA-
Indonesia II to execute the required scope. In each TD, MCA-Indonesia II will specify the
required scope, level of effort and deliverables.
Program Administrative Support
Technical Advisory Support
ATLAS Technical FMDP Technical MSME Technical

Support Support Support
5. PROGRAM ADMINISTRATIVE SUPPORT TASKS

The Program Administrative Support will provide full support to all three program
components, i.e., ATLAS, FMDP and MSME to achieve seamless integration, enhanced
effectiveness, and comprehensive information for MCA Indonesia's operations on a daily
basis.
5.1 Task 1 – Program Initiation
This task is associated with the activities required to initiate the overall program
implementation. The activities should be executed by the PMC during the Pre-Entry Into
Force (Pre-EIF), outlined below:
5.1.1 Kick-Off Meeting

The PMC shall arrange and conduct a kick-off meeting with MCA-Indonesia II to review the
scope of work, methodologies, timing of deliverables and initial work plans. The formal
kickoff meeting will be held in Jakarta. The PMC will mobilize its team immediately
following this kick-off meeting.
5.1.2 Program Office Establishment
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Following discussions and upon approvals by MCA-Indonesia II, the PMC shall establish its
program office during the Base Period. The PMC will be allocated space for up to 8
individuals in the MCA-Indonesia II office when the office is completed (estimated to be late
January 2024). The PMC will also have access to conference room meeting space which can
accommodate work planning sessions and routine meetings with MCA-Indonesia II and other
key program stakeholders including MCC. The facilities will be equipped with the full range
of electronic equipment, including high-speed internet access through wi-fi, printing/plotting
equipment, and a video conferencing system. The office allocated by MCA will be for the
Core Team only, the PMC will need to set up its own office accommodation for the rest of
their personnel.
5.1.3 Background Information Collection
The PMC will identify, collect, and review pertinent background information to facilitate its
assignment. MCA-Indonesia II will facilitate the collection and transmission of requested
information. The PMC will also conduct site visits and hold introductory meetings with the
relevant entities identified by MCA-Indonesia II. MCA-Indonesia II will assist the PMC in
making the initial contacts and will participate in these introductory meetings.
5.1.4 Operation Manuals for Projects and Activities
As required by MCC guidelines, and upon discussion and approval by MCA-Indonesia II, the
PMC will take on the responsibility of drafting the Operation Manual for all activities under
the Compact Program, as well as establishing standardized administrative procedures for
activities. This task involves creating comprehensive guidelines and protocols to ensure
smooth and consistent execution of all activities related to Compact implementation. The
Operation Manual will serve as a key reference document for activity management, providing
clear instructions and procedures for various activities within the Compact. Through this
process, the PMC will play a vital role in laying the foundation for effective and efficient
project implementation and coordination among all stakeholders involved in Compact.
5.1.5 Program Management Platform
The PMC shall develop, deploy and maintain a platform for helping MCA-Indonesia II
manage Compact projects and activities. The features of the platform must include data
analytics to support project planning, document control, and risk management for the three
projects above-mentioned and their activities. MCA-Indonesia II will provide regular
updates to the PMC including all necessary data and information from its financial MIS
system14.
This system will streamline and optimize project management for all activities, facilitating
efficient data collection, data intelligence and analytics, and decision-making processes.
Through this initiative, the PMC will enhance project decision making, coordination,
14 MCA MIS system is MCA’s financed management tool, reports on financial commitment and cash planning
as well as contract deliverables and related amounts are provided by the system.
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communication, and documentation, leading to more effective project implementation and

improved collaboration among stakeholders.
The integrated platform must be user-friendly and designed to enable MCA-Indonesia II to
provide the necessary information and result of data analytics to all program stakeholders.
These stakeholders include LWA, MCC, Satker MWA MCA-Indonesia II, Fiscal Agent,
Procurement Agent, Auditors, and others. The platform will serve as a central hub for
accessing and sharing crucial project-related information, ensuring smooth decision making
and efficient communication among all parties involved in Compact implementation. To
populate the above platform, MCA-Indonesia II will provide guidance on the main data
analytic features in accordance with the needs of the Compact program and provide raw data
from MCA’s own ERP system as well as other data produced by the Compact project teams.
The PMC will further analyze and produce a data driven insight required by different
Compact stakeholders. The data analytic platform must provide robust reporting capabilities,
including executive dashboards, printable reports and grid reports.
The principles of the platform should include but not limited to the specified below:
 User-Friendly: A platform that is intuitive and easy for users/stakeholders of
varying skill levels to navigate and interact without extensive training or
support. It should empower business users with end-to-end self-service
analytics capabilities, including the ability to create datasets, design
dashboards, and collaborate on data insights without requiring IT
intervention or extensive database expertise. Furthermore, it should be
capable of automatically generating optimized SQL queries based on user
requests.
 Easily transferable: A platform designed with clear documentation, well-
organized processes, and standardized procedures to ensure smooth
transitions when transferring ownership or responsibilities after the compact
closure. This facilitates efficient onboarding of new administrators or users.
 Data security and governance: must provide robust enterprise reporting
capabilities, including executive dashboards, printable reports, and grid
reports. It should feature a unified security and governance layer for these
reports, allowing for personalized distribution to a large number of users
based on each recipient's security profile. Additionally, the analytics solution
should support the export of report content to productivity tools such as
Excel and PowerPoint for further customization and utilization.
 Unified and consolidated view of data: the platform must feature a unified
metadata and consolidated view of data across all projects that serves as a
foundation for all analytics functionalities, reports, and dashboards. These
capabilities should operate independently of specific reports and dashboards,
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ensuring that dimensions, metrics, calculations, filters, custom groups,

security definitions, and other elements are reusable across the entire
platform, eliminating redundancy. Any modifications made to these objects
should be automatically reflected in all related reports and dashboards.
A full-scale ERP is not required as it will duplicate MCA’s own ERP. What is expected is a
system similar to Power-BI, MicroStrategy, QPR or Tableau.
5.2 Task 2 – Program Management Planning (PMP)
The PMC shall develop a PMP to ensure the successful implementation of the Compact. The
PMP shall be comprehensive and outline the scope, objectives and strategies for managing all
program activities. The PMP serves as a roadmap for guiding the activity implementation,
providing clear understanding of the resource requirements, work, costs and disbursement
schedules, risk management, stakeholder engagement and communication strategies. The
PMC will liaise closely with MCA-Indonesia II and other relevant stakeholders to inform the
preparation of the PMP. The final PMP will be approved by MCA-Indonesia II before it is
implemented.
5.2.1 Project & Activity Plan
The PMC is responsible for assisting MCA-Indonesia II with the development of a detailed
roadmap that outlines the project's and activities' goals, strategies, and methodologies. This
planning document will serve as the baseline and reference point for all key stakeholders
involved in the project. It will provide a clear overview of the project's objectives, scope,
timelines, resource requirements, and potential challenges aligned with cross cutting sectors,
such as monitoring and evaluation indicators, environmental and social performance, gender
and social inclusion, etc.
The overall 5 year Compact Project and Activity Plan shall include the following
components:
 Schedule Plan
 Resource Plan
 Budget and Cost Controls Plan
The PMC shall assist MCA-Indonesia II with updating and revising the project and activity
plan as necessary to aligned with the plans developed by the consultants involved in the
implementation phase. Also, the PMC shall monitor the progress of the activities to maintain
the overall project and activities within the agreed schedules.
5.2.2 Document Management Plan

The PMC shall develop a document management plan to facilitate effective information
management and database. All the document management shall be aligned with the Program
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Management Platform. This task describes centralized classification, storage, retrieval and
updating of all Project information. To ensure efficiency, transparency and governance, the
document management discussion is expanded to include performance assessment, response
alerts, and internal communications related to this specific topic and cross‐referenced to
other PMP sections.
5.2.3 MCA-Indonesia II Operation Risk Management Plan
The PMC shall develop a Program Risk Management Plan for all identified risks including,
but not limited to, implementation period, cost, completion, environmental, social and gender
issues. This plan shall include procedures for monitoring and mitigating risks across the
program and shall describe the PMC’s role in coordinating with key stakeholders, including
stakeholders from community and relevant organization to provide input on the mitigation
plan, as well as oversee the implementation of risk mitigation measures and the risk
mitigation tracking process. The PMC shall also develop an operation-specific Risk Register,
and shall develop, define, and document the categories and subcategories into which potential
risk events will be organized. Additionally, the PMC shall propose a methodology for
identifying and prioritizing risks.
5.2.4 Communication Plan
The PMC shall support the development of a communication plan addressing the
communications management needs of the MCA-Indonesia II and PMC project teams, as
well as those stakeholders within MCA-Indonesia II, the Board of Trustee and MCC. This
should include uniform format, content, details and frequency of expected communications
and should explain how project communications will support and/or interact with the MCA-
Indonesia II Communications and Outreach unit, Stakeholder Engagement efforts made by
MCA’s ESP and GSI units as well as those communications and outreach efforts included in
the scopes of work of the contracts that will be overseen by the PMC as described above. As
an example, MCA-Indonesia II will lead and coordinate public communications during the
Compact term. The PMC shall refrain from any communications to the news media, the
public, other governmental or other stakeholders without directions and approval from MCA-
Indonesia II. The PMC shall refer all media or stakeholder enquiries to MCA-Indonesia II for
resolution. The PMC will also ensure that all communication is carried out in a culturally
appropriate and responsive manner to meet the needs of people of various ages, abilities,
genders, ethnicities, races, and other characteristics, while also ensuring the active and
meaningful involvement of individuals from diverse backgrounds.
5.2.5 Knowledge Management Plan
Capturing and sharing lessons learned from one activity to another are critical for reaching
the Compact objectives. For example, lessons learned during the preparation and
implementation of ATLAS Activity 1 – Transport Planning and ATLAS Activity 2 – Good
Practice Infrastructure Projects will need to be captured and disseminated to subnational
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governments and incorporated into the development of the PIMG and the PPDF. While each
activity consultant will gather and prepare such lessons learned, the PMC shall develop a
process for documenting and sharing such knowledge across the various activities. This will
require coordination with all consultants involved in the Program activity implementation.
The PMC shall clearly outline the process in a Knowledge Management Plan.
For ATLAS Activity 1 the main objective is to demonstrate to subnational governments the
benefit of the multi-modal transport planning as part of overall planning and project
identification. The knowledge to be captured at this stage would include not only the
technical ‘how to’ but also the challenges and/or barriers in implementing such activities in
the provincial environment. For example, there may be challenges in gathering data related to
beneficiaries. As multi-modal transport planning will be new to Indonesia, it is anticipated
that carrying out the planning process itself will identify challenges that may be specific to
the country. While consultants contracted to implement Activity 1 shall be responsible for
capturing the various lessons learned, the PMC shall ensure the seamless transfer of
information from Activity 1 to Activity 3, and Activity 4 as needed. Activity 1 knowledge
shall form the basis for developing the early phase guidelines under the PIMG.
With Activity 2, GPIP supports good practices in developing, preparing, structuring and
implementing projects. GPIP will demonstrate how to maximize the use of blended finance,
even for modest-size projects. While Activity 2 implementers will be primarily responsible
for capturing lessons from experience throughout the process, the PMC shall develop a
structured process for formally sharing knowledge gained with Activity 3, and 4 to help
design Activities 3 and 4.
5.2.6 Scope and Change Management Plan
The PMC shall design and implement a Scope and Change Management Plan. Control
mechanisms must be in place to identify and manage issues that might ultimately alter the
delivery of the Compact program objectives. The PMC shall systematically manage these
risks and address changes that may arise due to internal and/or external factors.
5.2.7 Environmental and Social Management System
Under the direction of the MCA-Indonesia II ESP Lead, and in coordination with Project
Directors, the PMC shall support MCA-Indonesia II in ensuring that all Compact-II program
components and project activities comply with the MCC Environmental Guidelines (please
refer to Annex 11), including the IFC Performance Standards that are incorporated and
referenced in the guideline. In doing such, the PMC shall: Develop an Environmental and
Social Management System (ESMS), at the Compact and/or Project and/or Activity level,
including, but not limited to, cooperating with or completing, as the case may be, any
ongoing environmental and social impact assessments and/or other studies conducted withing
each project activities. The PMC shall also, if necessary, undertake and complete any
additional environmental and social assessments and analyses, such as those related to
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environmental and social management plans, health and safety management plans,
environmental and social audits, resettlement policy frameworks, stakeholder engagement
plans, and resettlement action plans required under the laws of Indonesia, the Environmental
Guidelines, or other requirement set forth in the Compact Program Implementation
Agreement (PIA), or any other Supplemental Agreement.
As integral elements of the Environmental and Social Management System, the PMC shall
provide Compact-level support to MCA-Indonesia II in ensuring that ESP sections of
procurement documents, contracts and Project or Activity-specific environmental and social
management plans are developed implemented, and/or updated as appropriate, and all
relevant measures contained in such plans are integrated into project design and
implementation (including construction), in accordance to MCC and GOI standards.
5.2.8 Social and Gender Integration Plan (SGIP)

The MCA Social and Gender Integration Plan will be developed separately, using a different
resource and its development will not be the responsibility of the PMC. The PMC will assist
MCA-Indonesia II, under the guidance of the MCA-Indonesia II GSI Lead and in
collaboration with Project Directors, in ensuring that all components and activities of the
Compact-II program adhere to the MCC Gender Policy, including SGIP as mandated under
the MCC’s Inclusion and Gender Strategy (as outlined in Annex 11). The PMC will provide
program administration and Technical Advisory Support as needed in ensuring that MCC’s
GSI requirements are in compliance across all activities, processes, and deliverables under
the Compact program.
Several examples of support that can be provided include periodic information and data
sharing on GSI good practices and lessons learned; support better coordination and
communication across all projects, activities, and sub-activities, especially those related to
GSI; oversight on the implementation of GSI consultation; support GSI oversight in the
development and implementation of the ATLAS, FMDP, and MSME Finance Project. Other
support in the form of program administration and technical assistance, besides those
mentioned here, can also be provided as necessary.
5.3 Task 3 – Program Management Support

5.3.1 Financial Management Support
The financial management support provided by the PMC differs from the tasks carried out by
the Fiscal Agent. The PMC shall support MCA-Indonesia II in the review and analysis of
financial and contract administration reports produced by the MCA. The PMC shall:
 Assist with the monitoring of the budgets of the projects and activities;
 Review financial reports and ensure accuracy and compliance.
5.3.2 Asset Management Support
Under the Ministry of Finance (MoF) regulations all project assets (as outlined below) are
considered as state assets. The asset handover procedures should comply with MoF
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regulations #111, PMK 06/2016, which requires that all assets are registered, documented,
tracked and procedurally handed over to the appropriate implementing entities. These assets
may include, but are not limited: Digital and physical documents (intellectual property),
construction assets (physical works), operational assets (office equipment and commercial
assets).
The PMC's role is to support MCA-Indonesia II to comply with the MoF regulations cited
above. This task involves comprehensive record-keeping and systematic processes to ensure
that assets are properly catalogued, accounted for, and efficiently transferred to the
appropriate entities. This facet plays a crucial role in maintaining accountability and
transparency in the management of physical assets delivered under the projects.
5.3.3 Management Reporting
In the realm of management reporting, the PMC takes on the responsibility of generating a
range of reports and documentation that facilitate MCA-Indonesia II smooth operation and
informed decision-making. These reports encompass various types, such as regular progress
reports, ad-hoc assessments, and other pertinent reporting as needed. The PMC's role here is
to ensure that the required information is accurately compiled, presented, and accessible to
enable effective communication among stakeholders and support data-driven actions.
5.4 Task 4 – Program Close Out
Under this task, the PMC is required to prepare Program Close-Out Plan and implement this
Plan. The Program Close-out Plan will provide a disciplined, systematic approach to planning
for and managing the completion and close-out of the PMC program functions and services.
The Close-out Plan will describe the requirements and planned sequence of steps to be taken
for accepting completed work and for closing out the program management, consulting and
construction contracts, including:
 Program transition plan;
 Final audit plan;
 Agreement close-out plan;
 Personnel de-mobilization plan;
 Support in financial Close-out;
 Asset transfer plan;
 Closure of program web site (if any);
 Closure of site offices;
 Archiving of project records; and
 Formally capturing lessons learned during the delivery of the program.
Completion of the program will be marked with submittal of the Final PMC Report. A draft
of this report shall be submitted to MCA-Indonesia II for review and comment. Upon the
receipt of written comments, the report will be finalized, and the Program will be closed.
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6. TECHNICAL ADVISORY SUPPORT SERVICES

The scope stated under this section is only indicative and yet to be defined. Hence, the
budgeted amount for these services is included in the Financial Proposal as PROVISIONAL
SUM. The Consultant shall not price for these services, but only provide fully loaded rates
for the Subject Matter Experts required, as listed in Section 10.2.3 Subject Matter Experts, to
execute the Technical Advisory Support tasks as and when needed. As needed, the MCA-
Indonesia II shall issue Technical Directives to the PMC to carry out various Technical
Advisory Support tasks to ensure full compliance of the program execution to the required
technical standard, procedures, and processes in achieving Compact’s objectives and goals.
The process of issuing those Technical Directives is described in Section 10.2.3.1 below.
6.1 ATLAS Technical Advisory Support Activities
ATLAS activities aim to help the target provinces to improve their capacity to manage the full
cycle of infrastructure investment, starting from planning, design, procurement, construction,
and operation with the ultimate goal to attract the private sector and other non-government
institutions to finance the project. Therefore, unlike traditional Technical Advisory Support
which heavily focuses on construction-related tasks, instead, PMC’s tasks shall also be
equally focused on reform-related activities including Good Practices Infrastructure Projects
(GPIP), Project Investment Management Guidelines (PIMG), Project Preparation
Development Facility (PPDF), and Integrated Transport Planning.
6.1.1 Task 1 - ATLAS Activities Design and Implementation Review
The detailed design for some of ATLAS activities may be underway prior to the mobilization
of the PMC. The PMC is expected to support the MCA-Indonesia II in managing and
monitoring the implementation of each ATLAS activity and reviewing the deliverables from
the consultants in charge of each activity design (the activity consultants).
The activity design consultants will conduct an assessment, literature review and gap analysis
of the current practices of transport planning, public investment and project preparation
procedures and processes. Stakeholder engagement and outreach will be major instruments
throughout the activity design phase. Several stakeholder meetings will be held during the
design of each activity. The activity scoping and design will be identified and processed
through consultations with the relevant stakeholders.
The assessment, analysis, and recommendations to be prepared by the activity consultants
will be submitted to MCA-Indonesia II through a comprehensive set of deliverables for
implementation purposes in the subsequent phase.
The activity design consultant may also need to seek acceptance of its proposed technical
approaches and options from the relevant provincial Implementing Entity and/or other MCA-
Indonesia II partner agencies. Prior to the submission of deliverables to MCA-Indonesia II,
the PMC shall ensure, when and where required, that acceptance of the deliverables from the
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Implementing Entity and related MCA-Indonesia II partner agencies have been granted.
The PMC shall ensure that the activity consultant’s work is processed timely in accordance
with work plans and consultant contract obligations.
The PMC shall carry out the following, but not limited to, tasks:
 Monitoring the design and implementation process and ensure that all
deliverables are timely prepared and issued in accordance with the respective
consultant contractual obligations, the relevant activity ToR and the
contractual workplan and deliverable schedule;
 Managing the consulting services contracts including reviewing payment
applications in accordance with the contractual payment schedule, and
processing as required contract variations;
 Reviewing all deliverables and ensure that they meet the requirements as
specified in relevant ToR and work programs;
 Monitoring adherence to the respective activity scope, costs and timelines;
 Providing MCA-Indonesia II with inputs and recommendations to improve the
quality of the activity consultants’ work and deliverables;
 Reviewing available data including design reports;
 Participating in discussions with stakeholders, and facilitating decision-making
on critical path items;
 Documenting meetings with stakeholders, decisions made during these
meetings and recording meeting discussions;
 Ensuring compliance with MCC Guidelines and Standards
 Coordinating as required the design works among the five ATLAS activities to
ensure design integration, interface, and consistency;
 Coordinating, as required, communication of program design criteria and
standards between the activity consultants;
 Attending and/or conducting coordination meetings between activity
consultants;
 Preparing periodic progress reports providing for each ATLAS activity detailed
progress status, updated workplan, services costs, payment schedule, and a
detailed issue matrix recommending timebound mitigation measures;
 Assisting MCA-Indonesia II in identifying and obtaining applicable agency
approvals;
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 Reviewing and ensuring incorporation of findings of environmental, social and

gender scoping/assessments, and other relevant non-engineering data and
information into the activity design;
 Reviewing available multicriteria data including design reports;
 Assisting with and coordinating the tender document prepared by the activity
consultants and/or by the Procurement Agent and serving on Technical
Evaluation Panels;
 Assisting MCA-Indonesia II in the execution of ATLAS activities as agreed
with the implementing entity.
 Monitor the design and implementation process and ensure all deliverables are
received on time;
 Review all deliverables and ensure they meet the requirements as described in
ToR and work programs;
 Provide MCA-Indonesia II with input and recommendations to improve the
quality of the activity consultants’ work;
 Review available data including design reports;
 Monitor design progress and adherence to workplans;
 Participate in discussions with stakeholders, and facilitate decision-making on
critical-path items;
 Monitor adherence to scope, costs and timelines;
 Assist MCA-Indonesia II with audit requests related to project activities and
documentation.
 Good Practice Infrastructure Projects (GPIP)
The Feasibility Study under GPIP will be implemented under a tight timeline and it requires
close monitoring to ensure successful completion. One of the main objectives of the GPIP is
to demonstrate to provincial project developers the benefits of applying good practices in
preparing projects such that they can attract commercial capital, supported, as necessary by
blended finance for de-risking. The PMC shall closely monitor and provide oversight on the
activity and ensure that capacity building at the provincial level is delivered. While some
steps of the feasibility studies and preliminary design are likely to be completed prior to the
mobilization of the PMC, the PMC shall review the work and outputs delivered prior to its
mobilization.
As most likely there will be a gap between the design completion and the actual execution of
physical work under GPIP, MCA-Indonesia II may request additional support from the PMC
in the area of project structuring, financing, legal and institutional, as well as transportation
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and engineering aspects on a short-term basis to maintain the schedule of active projects.
It is expected that the PMC’s support to the GPIP activity will require the following expertise
areas:
 Civil Engineering Design
 Structural Design
 Traffic Engineering
 Vehicle Engineering
 Systems Engineering
 CAD Support
 Survey Support
 Systems Engineering
 Utility Design
 LRT Station Design,
 Traffic Forecast and Modelling
 Economic Analysis
 Financial Analysis
 Environmental and Social Analysis Support, including specialists in fields
including but not limited to:
o Involuntary Resettlement
o Land Use
o Biological Resources
o Oceanography
o Hydraulic Modeling
o Hazardous Materials
 Gender and Social Integration Analysis Support, including specialists in
fields including but not limited to:
o Social Development
o Gender Equality and Social Inclusion (including but not limited to
areas such as gender and resettlement, gender-informed stakeholder
engagement, inclusion, gender and infrastructure, trafficking in
persons, etc)
o Women’s economic empowerment
In addition to the generic tasks listed under 6.1.1 above, the PMC may also be requested to
provide engineering design expertise and assistance for a broad range of conceptual studies,
pre-design analysis, final design and contract documents. Services in this area may include,
but are not limited to:
 Reviewing all available data (e.g., former reports and drawings) pertaining
to the existing conditions of a project site that may be impacted by the
proposed improvements;
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 Evaluating existing geotechnical data and develop an investigation

program to collect additional data for validating the proposed designs;
 Evaluate existing topographic survey data, perform any required additional
topographic surveys, and prepare maps showing all topography and
utilities in the project areas;
 Reviewing the designs of new or modified roadways, park-and-ride
facilities, pedestrian/bicycle access and sidewalks, including geometry,
grading, drainage, stormwater management, cross-sections, pavement
design, and related analyses;
 Conducting peer review of plans for constructability and value
engineering; and
 Reviewing bid document including technical specifications and special
conditions of contract.
 Public Investment Management Guideline (PIMG)

The PIMG is designed to optimize the allocation of public resources and encourage the
availability of investment opportunities that are suitable for private sector and blended
finance participation. The current GoI PIMG is scattered, fragmented, and needs major
improvement in the economic and financial analysis section. Therefore, the development of
PIMG will focus on the unification and improvement of existing public investment planning
practices through the development of a more comprehensive Public Investment Management
Guidelines which will eventually serve as a framework for identification, assessing,
prioritizing and implementing all public infrastructure investment.
It is expected that the PMC’s support to the PIMG activity will require the following
expertise areas:
- Macro and development economic
- Public Investment
- Institutional Framework
- Legal and Regulatory Framework
- Infrastructure Development Policy
- Public Budgeting
 Project Preparation Development Facility (PPDF)

The PPDF is designed to centralize resources for the provision of high-quality technical
assistance to the sub-national government agencies in the planning, preparation and
procurement of complex infrastructure projects, especially those requiring nongovernment
financing through PPP or commercial finance, supported by blended financing routes. The
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PPDF will address the gap between the demand and supply sides in the entire infrastructure
project cycle through the design, establishment and operation of sustainable and permanent
PPDF to support sub-national government in the preparation, procurement, construction and
operation of economically and financially feasible projects.
It is expected that the PMC’s support to the PPDF activity will require the following expertise
areas:
- Infrastructure and transport economic
- Infrastructure financing
- Project Structuring (Technical & Financial)
- Value for Money
- Institutional Framework
- Legal and Regulatory Framework
- Infrastructure Development Policy
- Public Budgeting
- Marketing/outreach
 Transport Planning Reform

The main purpose of adopting transport planning with a multimodal approach is to ensure
that the overall forecast demand for the movement of people and goods is met by an
appropriate mix of different transport modes delivered through an appropriately phased
pipeline of coordinated projects. This approach would represent a significant departure from
current planning practices in Indonesia which are enshrined by various laws and regulations.
It is expected that the PMC’s support to the Transport Planning Reform will require the
following expertise areas:
 Development and public policy
 Macro Economics
 Regional transport
 Urban transport and mobility
 Modelling
 Digital and geographic information technology
 Multi modal transport
 Green transport and sustainability
 Legal and institutional framework
6.1.2 Task 2 - ATLAS Construction - Management Support

The feasibility studies conducted under GPIP are expected to recommend civil works
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construction projects in the five provinces. Specifically for Bali, in addition to civil works
construction project, there will be an EV bus procurement and charging station installation
projects. Also, the feasibility studies are expected to provide recommendations on how the
civil works construction, EV bus procurement and charging station installation be executed,
and who will be the party to the construction and supply contract.
Subject to further confirmation by the GPIP activity consultant, MCA-Indonesia II envisages
three, but not limited to, contractual approaches for the implementation of civil works and/or
supply of goods.
Table II: GPIP Indicative Contract Roles
No Delivery Method Parties to the Contract PMC Roles

.
Subnational Government
1 Concession contract Oversight
and investor
Subnational Government or
2 Construction contract MCA Indonesia II and Oversight
contractor
Civil Works / MCA-Indonesia II and

3 Equipment Supply contractor Oversight
Contract
The MCA-Indonesia II may take any of the above role in the execution of the construction
projects. In a construction contract delivery method, MCA-Indonesia II will assign a separate
supervision consultant to act as an engineer in accordance with Conditions of Contract for
Construction for Building and Engineering Works Designed by the Employer, prepared and
copyrighted by the International Federation of Consulting Engineers (Fédération
Internationale des Ingénieurs-Conseils, or “FIDIC”), First Edition 1999.
In a construction contract where MCA-Indonesia II is the employer, the PMC shall be tasked
as the Employer Representative in accordance with FIDIC First Edition 1999. While in a
construction contract where MCA-Indonesia II is not the employer, the PMC shall assist
MCA-Indonesia II ensuring that the oversight function is strictly implemented and all parties
to the contract comply with the MCC requirements.
In the case of a Concession Agreement, the PMC shall provide oversight of the preparation of
the designs and criteria/specifications as part of the Concession Agreement between the
parties. During the construction and operation, the PMC shall conduct oversight, monitoring
and random site visits to ensure that construction and operation are strictly in adherence to
Concession Agreement and MCC requirements.
Regardless of the roles of the MCA-Indonesia II in the execution of the construction
contracts, the PMC shall support MCA-Indonesia II with:
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• Establishing a construction contract administration system for the ATLAS

GPIP, to track consultant, supplier and contractor compliance with terms and
conditions of contracts, address delays in performance, troubleshoot problems,
and certify performance of services, completion of works, and delivery of
goods.
• Designing and maintaining a Contract Documentation System (CDS),
including a complete file and record for every contract signed by MCA-
Indonesia II for the Project, including the following:
o Contract data;
o Amount and term of necessary bonds or guarantees in strict compliance
with contract requirements;
o Applicable permits and permit conditions;
o Compliance with contract terms;
o Change orders and any variations, events or decisions that might affect the
duration, cost or quality of studies and works; and
o Any additional information that is necessary to provide documentation for
auditors; support any possible claim or dispute settlement that might arise
during project execution; and allow MCA-Indonesia II to take corrective
actions in contract management;
• Ensuring that all necessary insurances, bonds or guarantees to be provided by
consultants and contractors are in place and remain up to date as required by
their contracts;
• Reviewing invoices submitted by entities providing technical and construction
services related to the Project prior to authorization of payment;
• Analyzing and assess the effect of cost variations on the execution of the
respective works, in order for MCA-Indonesia II to make decisions on
approvals or take the necessary remedial actions;
• Anticipating claims that may be submitted by consultants, contractors or
suppliers related to Project execution; reviewing recommendations prepared
by MCA-Indonesia II and/or its consultants regarding claims submitted by
construction contractors; and support MCA-Indonesia II’s legal counsel to
resolve claims; and
• Assist MCA-Indonesia II with orderly closeout of contracts and contract files.
Construction Monitoring Support
During the construction periods, the PMC shall support MCA-Indonesia II in its role as
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Employer under the construction contracts. It is anticipated that about six (6) construction
contracts of varying complexity, size and duration may be awarded by MCA-Indonesia II.
Prior to the start of construction, the PMC shall assist MCA-Indonesia II as it liaises with the
appropriate entities (including Ministry of Transportation, Ministry of Public Works, etc.)
regarding acquisitions of right-of-way (ROW), site access, issuance of construction permits,
including environmental permits, and giving access to the site to the construction contractors.
While a separate construction supervisor will be contracted, the PMC may be requested to
review contractors’ work programs and method statements recommended for approval by
MCA-Indonesia II, to ensure compliance with Project requirements; adequacy of
management and organizational arrangements, health and safety plans, and environmental
and social mitigation plans; appropriateness of personnel and equipment resources and other
facilities; and adequacy of quality assurance and quality control procedures.
During construction, the PMC shall:
 Ensure that construction supervision consultants provide MCA-Indonesia II
with full details of the progress and quality of works carried out by each
construction contractor on a monthly basis;
 Liaise with construction supervision consultants to ensure that the monthly
certificates for to construction contractors accurately reflect the value of works
completed;
 Monitor and report on compliance with any applicable ESMP, and recommend
remedial timebound actions in case of non-compliance; ensure that
consultations with local communities and businesses are undertaken in
accordance with the MCA-Indonesia II ESMS and the public consultation and
disclosure recommendations of the ESMP;
 Monitor and report on compliance with Social and Gender Integration Plan
requirements, including through ensuring an inclusive and gender-informed
stakeholder engagement process
 Report on the performance of construction supervisors and works contractors
to MCA-Indonesia II, with the objective of achieving value for money for the
civil works execution in line with contract management practices; and
o In support to MCA-Indonesia II, the PMC shall liaise with businesses and
communities affected by any of the works undertaken, ensuring that ongoing
consultation and disclosure activities are undertaken in accordance with MCA-
Indonesia II policy and the public consultation and disclosure
recommendations of the ESMP.
Following completion of construction/delivery of equipment, the PMC shall assist MCA-
Indonesia II in dealing with the appropriate implementing entities regarding such matters as
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acceptance of completed works and receipt of as-built drawings, and shall plan and supervise
the process of formal Project closure and transfer of completed works to the respective
implementing entities.
ESMS and SGIP Monitoring and Compliance Support
Under the direction of the MCA-Indonesia II, ESP & GSI Lead, and in coordination with
other Project Directors, the PMC shall support MCA-Indonesia II in managing ESMS, SGIP
and other requirements related to the health, safety and environment (HSE) activities of the
contractors as follows:
 Support the implementation of the site specific Contractor's Environmental
and Social Management Plans (C-ESMPs) which will provide the basis for
ensuring contractor awareness and compliance with respect to MCC
Environmental Guidelines, the IFC Performance Standards, the MCC Gender
Policy, and the MCC Counter-Trafficking in Persons Policy.
 Support overseeing the C-ESMP implementation and support HSE awareness
and culture during construction.
 Support monitoring the contractors’ compliance with the Trafficking in
Persons requirements, including any (“TIP”) Risk Management Plans, as
required in the MCC Counter-Trafficking in Persons Policy, following the
guidelines for project managers in the policy.
 Support ensuring that the designs and the tender/contract documents require
contractors to develop a policy prohibiting sexual harassment and other forms
of exploitation and abuse of workers and community members that is required
e as part of the general conditions of their contracts and monitor compliance
with the policy;
 Regularly track contractor compliance with C-ESMPs, keep MCA-Indonesia II
informed of progress through regular compliance reporting and assist in the
development and management of strategic solutions to address compliance
issues.
Commissioning Support
To protect MCC and MCA-Indonesia II’s investment the PMC will monitor and oversee the
commissioning and the operation startup, including performance and acceptance testing and
extended startup and handing over of assets to the subnational governments. The construction
contractors and/or the equipment suppliers will be responsible for the design, connection,
integration, commissioning, and running any relevant applications/software.
The startup services shall be supervised by the PMC in coordination with construction
contractors and shall include startup, commissioning, and testing of the equipment and
facilities. The start-up services shall include, but are not limited to the following activities:
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 Review and approve Project Installation and Operation Qualification and

Acceptance Plan;
 Review and approve project acceptance standards and testing methodologies;
 Perform project installation and operation qualification;
 Review and approve safety and emergency procedures and practices;
 Observe tune-up and testing of equipment;
 Oversee process startup, testing, and commissioning of individual items of
equipment and that of the entire system(s);
 Oversee benchmarking studies and baseline equipment assessments;
 Oversee performance testing of entire systems; and
 During the startup phases, the PMC shall provide MCA-Indonesia II with any
additional reports that are required, such as compliance information,
regulatory agency visits, equipment functionality and maintenance, any
operational problems, and status of budget and expenditures. Such reports
shall be presented as requested.
Defects Liability Period Support

Before the end of the Defects Liability Periods for the various construction contracts, the
Consultant PMC might participate in the final inspection, as requested by the MCA, and
review the final deficiency lists prepared by the construction supervision consultants.
Subsequently, the PMC shall participate in the Final Inspection of the Works for each
construction packages, together with the construction supervision consultants and
representatives of MCA-Indonesia II, representatives of all relevant institutions/agencies on a
national and subnational levels, as applicable, and the contractors/equipment supplier. The
PMC shall review the Final Acceptance Certificate and the Final Payment Certificate
prepared by construction supervision consultants.
Construction Contract Close-out Support
The PMC shall, on behalf of MCA-Indonesia II, undertake the physical and financial close-
out of assets in an effective manner and in close collaboration with MCA-Indonesia II. The
construction closure activities shall include, but not limited to:
 Witnessing and documenting the operation startup, testing and commissioning
of equipment along with the electromechanical testing of all systems;
 Assisting with the transfer of assets from the construction
contractors/equipment suppliers to the subnational governments and
coordinating for the start-up activities;
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 Coordinating and overseeing all construction contract closeout activities,

including final invoice and claim reviews;
 Ensuring that guarantees and warranties are obtained for all equipment and
materials to be transferred to the facility owner;
 Monitoring and overseeing the final acceptance and contract closeout and
obtain final documents to be provided by the contractor in accordance with the
technical specifications and the contractual obligations;
 Issuing the taking Over Certificates and transition contracts to
operations/defects notification phases; and
 Ensuring that the Final Taking Over Certificate reports on contractor
compliance with requirements related to RAP, TIP, and Social and Gender
Integration Plans.
Construction Periodic Reporting
For each contract, the PMC shall prepare and submit to MCA-Indonesia II monthly progress
reports. The reports shall be comprehensive and provide progress status, updated work and
payment schedule and actual and anticipated issues which may hamper the works and/or the
equipment supply and installation; timebound measures to mitigate the implementation issues
shall be provided as part of the monthly progress reports. In addition, the monthly progress
reports shall include site photographs and any other details PMC will consider necessary and
appropriate for reporting to MCA-Indonesia II.
6.1.3 Task 3 – Technical Advisory Services
 Specific Technical Advisory Services

While MCA-Indonesia II will have small team member to manage the ATLAS program level,
the MCA-Indonesia II will require additional technical support due to the nature of the
ATLAS activities. These ATLAS activities include a variety of transport and logistics studies
in five different provinces, and as needed studies during the development and implementation
of the GPIP, Transport Planning Reform, PIMG and PPDF. Short-term advisory services may
be needed in the areas of port development, bus routes development, electric vehicle
infrastructure, LRT stations improvements, logistics, and others. Environmental and social
and health and safety expertise will also be required. For Activities 1, 3 and 4 of section 2.1.
ATLAS Project Summary, MCA-Indonesia II may also require support in the areas of
planning, project development, IT and finance.
 Procurement and Grant Support
The PMC may be required to develop scopes of works of bidding documents, while the
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MCA-Indonesia II procurement agent is responsible for developing bid packages, advertising

and launching such procurements, the PMC will coordinate with the MCA-Indonesia II
procurement agent to ensure proper integration of the requested services within each
procurement. Under this task, the PMC should provide the following services:
 Work with the Procurement Agent to develop the procurement plan for the
Project. The plan shall identify the necessary services, works and goods
procurement for Program implementation, taking into account the specific
requirements of MCA-Indonesia II with regard to the prior notification and
publication of procurement plans and notices; and
 Assist in the implementation of the procurement plan, including the following:
o Ensuring that technical inputs to bidding documents are well prepared;
o Reviewing prequalification and bidding documents for procurement of
consulting services, civil works and goods, and assist with their
finalization;
o Assisting with draft responses to written queries or requests for
clarifications of a technical nature received from prospective bidders
during proposal and/or bid preparation periods; and
o Support MCA-Indonesia II in technical evaluations of procurement
processes and contract negotiations, to the extent requested.
6.2 FMDP Technical Advisory Support Tasks

The PMC support for FMDP will primarily focus in providing technical aspects according to
the implementation structure mentioned in Section 3.1 with primary task to support in the
aspect of quality assurance and oversight with regard to the implementation and delivery of
the service providers/contractors.
Task 1 – Providing technical support for the quality assurance and oversight for the
implementation of Capacity Building and Technical Assistance activities
 Provide technical review for the CB/TA program design and
documentations, including development of implementation strategy and
project management of the delivery of different activities.
 Assistance with preparation of procurements of CB/TA contractors. This
might involve reviewing or generating TORs for the procurement Agent,
supporting MCAI in meetings during procurement process, providing
inputs, analyses, and comments, etc.
 Provide oversight, as well as evaluation and monitoring of the CB/TA
activities progress by attending meetings, trainings, workshop sessions, etc
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and provide monitoring & evaluation reports, as well as input and

recommendations to improve the quality of the activity and consultants’
work in the future.
 Provide technical support and assistance regarding the engagement between
MCAI with contractors, consultants, Implementing Entities or other key
stakeholders in financial market ecosystem.
 In certain situations, the PMC should have the capability to provide
capacity-building or technical activities at an agreed and predetermined
level as part of a redundancy strategy whenever a gap or need is identified
during implementation.
 Assist MCA with audit requests related to project activities and
documentation.
Task 2 – Providing technical support for the quality assurance and oversight of the
implementation of Financial Transaction Pilot Project activities
 Provide support to MCAI in the assessment, development, and finalization
of potential pipeline for additional pilot projects to be included in the Annex
IV of the PIA. The pipeline development of additional projects shall be
governed as part of BFDM operations manual and in cooperation with
BFDM Host. This may include attending meetings with project
owners/GCAs, review and assess project documents against
selection/screening criteria, monitoring project progress, and other tasks
related to project portfolio management.
 Provide support to MCAI regarding the Transaction Advisory or Bond
Structuring advisory activity, which may include preparing and assisting in
procurement-related activities including developing ToRs/RFPs, technical
directives for Transaction Advisors contracted and managed by MCAI.
Provide support to MCAI on reviewing the consultants’ outputs, providing
comments and analyses, supporting MCAI in meetings with project owners,
consultants, and other stakeholders involved in the activity.
 Provide support to MCAI for the BFDM activity, particularly to review the
Blended Finance recommendations/reports developed by BFDM Host to
MCAI. Additional support may include conducting assessment and
monitoring in certain aspects of the project, namely economic, financial,
environmental, gender and social, technical/engineering, political etc., both
through desk study or field study, as needed.
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 Provide technical support and assistance regarding the engagement between

MCAI with contractors, consultants or other key stakeholders related to
pilot project activities.
 Assist MCA with audit requests related to project activities and
documentation.
6.3 MSME Technical Advisory Support Tasks
In addition to the tasks described under the Program Administrative Support, the PMC is
expected to conduct the following tasks. The tasks to be performed under the MSME
Technical Assistance are:
1. Task 1: Ensure that the four activities under the Project work in synergy and
provide value-add to each other to the highest level possible.
2. Task 2: Review of all deliverables generated by the MSME Activities
consultant(s).
3. Task 3: Assistance with preparation of bid documents and advisory services
during procurements of contractors. This might involve reviewing TORs or
generating TORs for the procurement Agent, attending pre-bid and other
procurement conferences, responding to procurement questions, etc.
4. Task 4: Oversight and tracking of Activities progress and disbursements,
including scheduling, cost and in identifying various risks or blockers to
achieving the Project’s objective and translating these challenges into strategies at
the activity level.
5. Task 5: Ensuring linkage of MSME Activities with ATLAS and FMDP Activities.
For example, this may include coordination of childcare and one stop service
activities under the ATLAS project and the MSME project, given this component
cuts across both projects.
6. Task 6: Support MCA-Indonesia II with development of implementing entity
agreements and memorandums of understanding with possible partner entities.
7. Assist MCA-Indonesia II with audit requests related to project activities and
documentation.
6.4 Special Studies and Additional Work – Technical Advisory Support

If requested by MCA-Indonesia II, the PMC shall initiate and carry out special studies, such
as Value Engineering, value for money, project financial structuring, and institutional
framework. The purpose of which shall be to determine the optimum design, systems and
financing to be utilized while bearing in mind the relative efficiency, initial and operating
costs, maintenance, life span, durability, and construction methods and systems, etc. Prior to
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commencing any special studies required by MCA-Indonesia II shall provide a written

request to the PMC who shall develop a detailed TOR and a financial proposal that must be
approved in writing by MCA-Indonesia II. The financial proposal shall be based on the rates
provided by the PMC in its contract.
7. PROGRESS REPORTING AND DELIVERABLE REQUIREMENTS

The PMC is required to prepare and submit several routine progress reports along with other
activity outputs. All required deliverables will be submitted electronically. In addition,
presentations to MCA-Indonesia II management could be required from time to time.
Deliverables will be considered “draft” upon initial receipt and should be designated as such.
Drafts will be reviewed and accepted by MCA-Indonesia II or comments will be provided
back to the PMC. Once the PMC has received input on the draft documents, they shall
address the comments and provide final deliverables as required and within agreed time
frames. All deliverables for this project will be submitted in English and in electronic copies.
The submission of reports shall be concise and focused, ensuring that the key information is
conveyed effectively while avoiding unnecessary verbosity. Moreover, the platform should
incorporate and display the report, enabling real-time monitoring capabilities.
The PMC shall be responsible for preparing and submitting the following routine program
reports:
• Monthly Progress Report
• Quarterly Progress Report
• Annual Review and Planning Report
• Final Report
• Ad-hoc reports, as requested by MCA-Indonesia II
Each of these required reports is described in further detail below.
1. Monthly Progress Report (MPR)

A Monthly Progress Report (MPR) shall be prepared by the PMC and submitted to MCA-
Indonesia II. The specific format of the progress report will be developed in consultation with
MCA-Indonesia II. In general, the report will cover the programmatic/physical progress
status of work to date, budget variance analysis, risk management, and recommendations for
mitigation.
2. Quarterly Progress Report (QPR)
The PMC shall prepare a Quarterly Progress Report (QPR). The QPRs shall contain an
accurate, up-to-date account of all work accomplished, work scheduled, outstanding project
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issues, consultants, contractors, and suppliers for the previous quarter. In the QPRs, the PMC
shall focus on Quarterly Disbursement Report (QPR) analysis; a comparison of proposed vs
actual QDR every quarter.
3. Annual Review and Planning Report (ARP)
The PMC shall facilitate an annual review and planning session at the end of each Compact
year, which will include participation from all program teams and other stakeholders. The
exact timing, format, participants and content of such sessions shall be planned with MCA-
Indonesia II in advance. The result of the annual review and planning session shall be
summarized by the PMC in an Annual Review and Planning Report.
The specific format of the AR shall be agreed upon with MCA-Indonesia II. It should include
a succinctly stated performance evaluation of the entire projects and activities of Compact
Program with details on the performance of the individual activities funded under the
program, with an adequate and concise narrative and graphic depiction of the annual
performance metrics compared with baseline work plans and other data, as appropriate. The
ARP shall include a program implementation plan for the following year, which shall
describe, at a minimum, the goals for the next year, a schedule/work plan with key activities
and resources requirements, and a risk matrix with an associated mitigation plan.
The draft ARP shall be submitted not later than 5 working days after the ARP session. The
final ARP shall be submitted no later than three (3) working days after receipt of MCA-
Indonesia II comments.
4. Final Report
The PMC shall prepare a comprehensive Final Report describing all activities undertaken
during the contract period, including a description of methodology and actual vs. baseline
results, interventions with other consultants and constructors, and performance indicators.
The Final Report shall include, but not be limited to:
a. Executive Summary.
b. Section on lessons learned and analysis thereof.
c. Summary of budget and schedule performance in comparison to plan.
d. Compliance with applicable environmental and social performance standards (e.g.
ESMS and SGIP).
e. Other summaries and conclusions.
f. Appropriate appendices.
The draft report shall be submitted not later than 15 working days prior to the contract/option
expiry. The final report shall be submitted no later than three (3) working days after receipt of
MCA-Indonesia II comments.
All these reports should be accessible and interconnected within the management platform,
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enabling real-time monitoring.

All the deliverables will be outlined via Technical Directives that will be issued by the
responsible MCA-Indonesia II Officer.
8. CONTRACT PHASING AND MANAGMENT

The PMC contract will proceed with an initial base period of 12 months, with the option of
annual renewal (subject to performance) for 4 option periods until the end of the Compact
term which will be 5 years from the Entry into Force of the Compact which is planned around
April 2023. To note that the last option period will also include a 3-month period post
compact to assist MCA-Indonesia II with administrative closure activities.
The MCA-Indonesia II Deputy Executive Director for Operations will be the main Contract
Manager. Day to day communication will be with each Sector Directors and Manager and
acceptance of deliverables may be delegated to the Deputy Executive Directors for
Infrastructure and MSME Finance.
9. DELIVERABLE REVIEW AND PAYMENT SCHEDULE
9.1 Program Administrative Support
Payments for the deliverables of Program Administrative Support Tasks shall be made
according to the following schedule of percentages. The percentages listed represent fractions
of the total amount of the proposal price for each Phase included in the Contract (and
originally part of the Consultant’s proposal as presented in Form FIN-3).
Schedule for Base Period Deliverables:
Submission
Deadline
No Base Period Deliverable (12 months)
(from start date
Percent
of the Contract)
1 Inception Report & Mobilization Plan Week 4 15%
2 Operation Manual for Projects and Activities Week 8 10%
3 Program Management Plan Completion
a Document Management Plan 3%
b Project & Activity Plan Week 10 4%
c Operation Risk Management Plan 3%
d Communication Plan Week 6 3%
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Submission
No Base Period Deliverable (12 months) Deadline
(from start date Percent
of the Contract)
e Knowledge Management Plan 3%
f Scope and Change Management Plan 3%
g ESMS Week 12 6%
4 Program Management Platform Week 12 15%
12 reports
submitted by the
5 Monthly Reports 20%
10th of the
following month
3 reports
submitted by the
6 Quarterly Reports 5%
10th of the
following month
One month
7 Final Report before end of the 10%
Base Period
Schedule for Option Period No.1 Deliverables:
Submission Deadline
Option Period 1 Deliverables
No (from start date of the
(12 months)
Contract) Percent
Monthly Reports along with

updated status on Operation 12 reports submitted by the 10th
1 50%
Manual for Projects and Activities of the following month
and Program Management Plans
Quarterly Reports along with

updated status on Operation 3 reports submitted by the 10th of
2 35%
Manual for Projects and Activities the following month
Final Report along with updated

status on Operation Manual for One month before end of the
3 15%
Projects and Activities and Period
Program Management Plans
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Submission Deadline
N Option Period 2 Deliverables (12
(from start date of the
o months) Percent
Contract)

1 50%

2 35%

status on Operation Manual for One month before the end of the
3 15%
Submission Deadline
o months) Percent
Contract)

1 50%

2 30%

3 10%
4 Final Program Closure Plan One month before end of the 10%
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Submission Deadline
o months) Percent
Contract)
Period
Submission Deadline
o months) Percent
Contract)

1 50%

2 30%

3 15%
Training and handover of Platform Three months before end of the

4 5%
and documents to potential user Period
Unless otherwise agreed during the development of the workplan, MCA-Indonesia II

through its Authorized Representation will review each deliverable within the working
days from the date of submission by the consultant indicated above.
Unless otherwise agreed during the development of the workplan, the Consultant shall
submit the final version within the working days of receipt of comments from MCA-
Indonesia II indicated above. If no comments have been received within the review’s days
indicated above, from the submission date, the deliverable will be considered accepted for
payment purposes and the consultant may submit an invoice for payment. The Consultant,
however, will be obligated to make any required changes deemed necessary until the
deliverable is considered final and acceptable.
9.2 Technical Advisory Support Tasks
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Payments for Technical Advisory Support Task will be invoiced separately and paid in
accordance with the payment schedule as agreed in each of the Technical Directive.
10. STAFFING REQUIREMENTS

10.1 General Resource Requirement
The Consultant must demonstrate capabilities to manage and coordinate work in Indonesia.
The Key Staff (listed below in Section 2) must be stationed in Indonesia on a long-term basis
during the provision of the services. The Consultant should also specifically describe how it
will provide an office presence in Jakarta and coordination with the five target provinces
involved in the Good Practice Infrastructure Projects (GPIP) as well as with the line
ministries and government agencies involved in the Transport Planning Reform, the PIMG,
PPDF, FMDP and MSME. Due to the complexity of the Indonesian institutional system and
dynamic political-economy factors the Consultant is encouraged to propose a balanced team
with significant presence in-country.
10.2 Team Requirements

The consultant’s team is expected to be a combination of international and national experts.
This combination is required to introduce best international practices in the management of
the four ATLAS components, FMDP and MSME, but also to bring strong local expertise and
experience to adequately support MCA-Indonesia II in managing and monitoring the
Program and the ATLAS, FMDP and MSME preparatory studies as well as the subsequent
implementation phase.
The key personnel team shall be full-time based in Indonesia. Of the core team composed
of experts, specialists and engineers required to timely and efficiently support MCA-
Indonesia II, seven personnel are considered Key Personnel: Team Leader, Deputy-Team
Leader for Program Administration, Program Performance and Control Specialist, Program
Compliance and Monitoring Specialist, Co-Team Leader for ATLAS Project, Co-Team
Leader for FMDP Project and the Co-Team Leader for MSME Finance Project.
The rest of the team shall consist of a wide range of interdisciplinary specialists with
qualifications, skills and experience covering the full range of expertise required to manage
and monitor the Program implementation and the works and deliverables of the consultants
involved in the preparation and implementation of infrastructure and finance projects of the
Indonesia Compact. Consultants will propose their own team structure along with a detailed
organization chart and will submit these with their technical proposal. The CVs of the
proposed key shall be annexed to the technical proposal.
The composition of the PMC personnel is a critical factor in ensuring the success of the
project. The PMC shall consist of experts possessing significant expertise and substantial
experience in their respective fields to successfully carry out the tasks described in the TOR.
Consultants are granted the flexibility to introduce and adjust expertise within the specified
roles outlined below, enhancing the adaptability of the team to project demands.
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MCA-Indonesia II shall approve the PMC project team structure, qualifications, and level of
staffing at various stages of the project. The approved minimum staffing requirements for the
PMC need to be fulfilled at all times. Unless clearly indicated otherwise in the approved
PMP, the authority for financial approvals and commitment authorization for the project will
remain with MCA-Indonesia II.
The PMC needs to have skilled and dedicated key team members, and additional staff with
the right expertise as described below.
The minimum personnel qualifications and experience indicated below are mandatory for the
seven key personnel and indicative for the non-key personnel. The consultants shall justify
and provide the job description of their proposed non-key personnel. A staffing schedule and
a responsibility assignment chart must be provided with the technical proposal.
10.2.1 Key Personnel:
 K-1: Team Leader
 K-2: Deputy-Team Leader for Program Administration
 K-3: Program Performance and Control Specialist
 K-4: Program Compliance and Monitoring Specialist
 K-5: Deputy -Team Leader for ATLAS Project
 K-6: Deputy -Team Leader for FMDP Project
 K-7: Deputy -Team Leader for MSME Finance Project
10.2.2 Non-Key Experts/Supporting Staff:

Additional Non-Key Experts and the Supporting Staffs are responsible for conducting the
Program Administration Support Tasks on a daily basis. These individuals are expected to be
engaged in full-time roles to ensure the timely and accurate completion of all administrative
tasks as stipulated by MCA-Indonesia II. The supporting professional staffs shall include, but
not limited, to the following:
1. Project Administrator(s)
2. Quality Control and Assurance Specialist
3. Contract Management Specialist
4. Database Specialist
5. Project Risk Management Specialist
6. Communication and Stakeholder Engagement Specialist
7. Monitoring and Evaluation Specialist
8. Program Developer (expected ½ time role)
9. Environmental and Social Performance Specialist
10. Gender and Social Inclusion Specialist
10.2.3 Subject Matter Experts

In addition to the above Key Professional Staff and Supporting Staff, the PMC shall be
required to provide Subject Matter Experts (SME) to execute Technical Advisory Support
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tasks. The SMEs shall be easily mobilized experts and advisors available to MCA-Indonesia
II upon request as detailed in the Technical Directive. During the course of the program
implementation, the need and scope for these services will be identified by MCA-Indonesia
II. Once a need is identified, the DED (Deputy Executive Director) for Infrastructure Finance
and DED for MSMEs will make a decision on when or if the PMC’s technical advisory
support services will be called upon to assist MCA-Indonesia II in assessing and
understanding issues and/or potential solutions. The Consultants are granted the flexibility to
introduce and adjust expertise within roles, including but not limited to, those specified
below, enhancing the adaptability of the team to project demands, with MCA-Indonesia II
approval.
The PMC’s SME should include mid to senior-level specialists, in the following disciplines:
No Projects/Activities Indicative Subject Matter Experts

1. Cross Project Specialists Logistic Specialist, Project Finance Specialist,
Institutional and Governance Specialist, Legal and
Regulatory Specialist, Capacity Building and Training
Specialist, Public Procurement Specialist,
Infrastructure Economist, Gender and Social Inclusion
Specialist, Transport Planner
2. Project Sector Specialist
a. GPIP Specialists Port Specialist, Public/Urban Transport Specialist, EV
Bus Specialist, Road Specialist, Health & Safety
Specialist, Site Engineer(s), Structural Design
Specialist, LRT Station Design Specialist, Electrical
Specialist, Mechanical Engineering Specialist,
Instrumentation Specialist, Resettlement Specialist,
Hydraulic Modeler, Facilities Engineer.
b. ATLAS Reform Public Policy Specialist & Public Finance Specialist
Specialist
c. FMDP Specialists Financial Market Regulatory Specialist, Municipal
Finance Specialist, Corporate Finance Specialist,
Treasury Specialist
d. MSMEs Finance Value Chain Development Experts, MSME Market
Access Support Experts, MSME Credit Risk
Management Expert, MSME Data Legal and
Regulatory Specialist, Public Sector Information
System Development Specialist, Information System
and Data Security Specialist
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The Supporting Staffs and Subject Matter Experts will not be taken into consideration in the
Technical Evaluation Process. As and when the requirement arises during implementation of
the project, MCA-Indonesia II shall request the PMC to provide the updated CV(s) of the
relevant expert/specialist (s). MCA-Indonesia II shall carry out a proper evaluation of the
CV(s) to identify the professional skills and experience prior to engaging the expert/specialist
(s) in the relevant assignment.
Expectations include a quick turnaround, mobilization within two weeks of the notice-to-
proceed from MCA-Indonesia II, and a report ready within a predetermined period after the
mobilization. The notice to proceed will be preceded by an agreement with MCA-Indonesia
II covering budget, scope of work, skill set(s) required and any potential need to amend the
existing contract.
10.2.3.1 Process for Issuance of Technical Directive to Execute Technical Advisory

Support
For each Technical Advisory Support request, MCA-Indonesia II through its Procurement
Agent will issue a Technical Directive as previously approved by MCA-Indonesia II and
MCC and request a financial proposal from the Consultant. The level of effort required from
Subject Matter Experts and other expenses to execute the Technical Directive will be
discussed and negotiated according to the unit prices as described in the contract. Upon
approval of the mutually agreed Technical Directive, then, the Consultant will execute the
requested technical advisory support services.
Payments for Technical Advisory Support will be invoiced separately and paid in accordance
with the payment schedule as agreed in the Technical Directive.
10.3 Minimum Qualifications Requirements

10.3.1 Key Personnel
K-1: 1. Team Leader - Key Personnel
The Team Leader should lead the PMC and cover the scope of Program Administration Tasks
and Technical Assistance Tasks. The Team Leader will provide strategic direction and overall
management of the PMC team with the overall responsibility of ensuring that implementation
of the Projects is monitored adequately and aligned with objectives, budget and timeline
goals, and Compact safeguard requirements. The Team Leader shall also be arranging for
Technical Advisory Support to ensure the delivery of the programs meets the standard and
requirements. S/he shall be employed on a fulltime basis for the entire duration of the
program. S/he should have experience and qualifications in establishing program
management facilities and systems. S/he should also have demonstrated experience in
managing the operation and logistics of complex and large development projects at the
national and sub-national levels in Indonesia or southeast Asia. S/he shall have demonstrated
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experience in managing large-scale transport, infrastructure and development financing.

Experience in developing micro small medium enterprise (MSMEs) programs is also
desirable.
Desired Qualifications and experience of the Team Leader:
• Minimum Bachelor’s degree, Master’s Degree is desirable, in any one of these fields
Business and Administration, Finance, Engineering, Project Management or related
fields.
• The Team Leader shall have a minimum of 15 years' professional experience managing
multi-disciplinary teams. Must have experience developing and implementing donor
compliant administrative, financial and reporting systems.
• Minimum 10 years of demonstrated program or project management experience
involving the management and delivery of logistically complex, large-scale infrastructure
development, MSMEs, capacity building activities and/or economic development
programs of similar size and scope to the MCA-Indonesia II projects.
• Demonstrated experience and skills in project planning, budgeting, administration, risk
management, monitoring, and reporting on a national and sub-national level.
• Direct experience working on development projects or donor-funded programs,
preferably with exposure to infrastructure development or financing, and/or MSMEs
projects.
• Proven team leader capable of leading and managing a team of multi-disciplinary and
multi-cultural team of specialists, including client management.
• Excellent written and oral communication skills in English. Communication skills in
Bahasa Indonesia are desirable.
K-2: 2. Deputy -Team Leader for Program Administration - Key Personnel
The Deputy-Team Leader for Program Administration will assume a pivotal role in
overseeing and leading the execution of Program Administration tasks. This includes
ensuring the efficient functioning of the platform and administrative processes, with a strong
emphasis on aligning them with the project's and activities specific requirements and needs.
The Deputy Team Leader will collaborate closely with other team members of PMC and the
MCA-Indonesia II to establish and maintain streamlined workflows and reporting while also
promoting continuous improvement in administrative procedures. S/he will be responsible for
monitoring the platform's performance, identifying any potential issues, and implementing
corrective actions as needed. Additionally, the Deputy Team Leader will play a crucial role in
fostering effective communication within the team and with external stakeholders, ensuring
that administrative aspects are seamlessly integrated with the broader goals of the program.
Desired Qualifications and experience of the Co-Team Leader for Program Administration:
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• Minimum Bachelor’s degree, Master’s Degree is desirable in business administration,

Public Administration, Project Management, or other related field. Additional
certifications in program management or administration are a plus.
• Minimum 10 years’ experience in program administration with a comprehensive
understanding of administrative principles, systems, procedures, and best practices.
• Proven ability to develop and operate administrative systems for donor funded
development programs.
• Demonstrated experience and skills in project planning, budgeting, administration, risk
management, monitoring, and reporting on a national and sub-national level.
• Direct experience working on development projects or donor-funded programs and
Indonesia Government Regulations, preferably with exposure to infrastructure
development or financing, and/or MSMEs projects.
K-3: 3. Program Performance and Compliance Specialist - Key Personnel
The Program Performance and Compliance specialist will be responsible for managing
program costs, and project schedules (implementation plan), and for estimating and reporting
on key milestones such as identifying critical path issues, slippage, and earned value. The
Program Performance and Compliance Specialist will be held primarily responsible by the
Team Leader for the implementation and enforcement of program controls and performance.
The Program Performance and Compliance Specialist will also be responsible for the review
and evaluation of existing document management and will implement appropriate control
processes.
Qualifications and experience of the Program Performance and Compliance Specialist:
• Minimum Bachelor's degree in a relevant field such as Business Administration, Project
Management, Engineering, or a related discipline.
• Minimum 10 years of demonstrated experience setting up and managing large
development program-level document control systems including experience in the
application of relevant management information systems and tools for several projects
similar to the MCA-Indonesia II program.
• Demonstrated experience in program performance and compliance monitoring on
logistically complex, large-scale infrastructure development, capacity building activities
and/or economic development programs of similar size and scope to the MCA-Indonesia
II projects.
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K-4: 4. Program Control and Monitoring Specialist - Key Personnel

The Program Control and Monitoring Specialist will be responsible for monitoring all
program activities, outputs, and results to assess and document compliance with relevant
environmental and social safeguard requirements, as well as the overall progress of the
project according to agreed performance metrics and indicators. He/she will work closely
with MCA-Indonesia II’s environmental, social/gender, and monitoring and evaluation
directors, as well as the PMC’s own environmental and social/gender specialists (see below)
to develop and deploy operating practices and procedures for monitoring safeguard
compliance and project performance.
Desired Qualifications and experience of the Program Control and Monitoring Specialist:
• Bachelor’s degree (or higher) in any one of these fields’ environmental management,
social sciences, economics, engineering or related field.
• Minimum 10 years of experience in development and maintenance of IT-based
monitoring plans to track the environmental, social, and economic performance of large-
scale development, environmental and/or infrastructure programs similar to MCA-
Indonesia II projects.
• Familiar with international environmental and social performance standards, in particular
IFC performance standards.
• Proven team player capable of working with a team of multi-disciplinary and multi-
cultural specialists.
K-5: 5. Deputy-Team Leader for ATLAS Project - Key Personnel
The Deputy-Team Leader for ATLAS project will be responsible for carrying out all the PMC
Technical Assistance tasks under the ATLAS Project. S/he shall ensure that the tasks are
aligned and synchronized with the specific requirements agreed with the stakeholders. S/He
should provide and coordinate Subject Matter Experts required and aligned with the
dynamics needs of the projects. Moreover, the Deputy -Team Leader will be prepared to
actively engage in coordinating with key stakeholders, if required by the MCA-Indonesia II.
Desired Qualifications and experience of the Deputy -Team Leader for the ATLAS Project:
• Minimum Master’s degree in civil or Transportation Engineering.
• Minimum 15 years' professional experience in transport infrastructure and financing, at a
national and sub-national level.
• Demonstrated experience and skills in project management, including: planning,
budgeting, administration, risk management, monitoring, and reporting on transport
development projects.
159
• Demonstrated experience in program or project management for logistically complex,

large-scale infrastructure development, capacity building activities and/or economic
development programs of similar size and scope to the MCA-Indonesia II projects.
• Direct experience working on transport development projects, as well as knowledge of
FIDIC general conditions of contract.
K-6: 6. Deputy-Team Leader for FMDP Project - Key Personnel
The Deputy -Team Leader for FMDP project will be responsible for carrying out all the PMC
Technical Assistance tasks under the FMDP Project. S/he shall ensure that the tasks are
aligned and synchronized with the specific requirements agreed with the stakeholders. S/He
should provide and coordinate Subject Matter Experts required and aligned with the
dynamics needs of the projects. Moreover, the Deputy -Team Leader will be prepared to
actively engage in coordinating with key stakeholders, if required by the MCA-Indonesia II.
Desired Qualifications and experience of the Co-Team Leader for the FMDP Project:
• Minimum Bachelor’s degree, Master’s Degree is desirable in business, Commercial Law,
Finance, or Economics.
 Minimum 15 years' professional experience in Financial or Capital Market, Banking
Sector or Infrastructure Finance.
 Demonstrated experience and skills in Project Finance or Financial Sector Reform
Program.
 Demonstrated experience in Infrastructure Financing, Design and Execution of Financial
Reform Activities, Capital Market Development.
 Direct experience working in Emerging Market, preferably in Southeast Asia/ Indonesia.
 Excellent written and oral communication skills in English. Communication skills in
K-7: 7. Deputy-Team Leader for MSME Finance Project - Key Personnel
The Deputy -Team Leader for MSME Finance project will be responsible for carrying out all
the PMC Technical Assistance tasks under the MSME Finance Project. S/he shall ensure that
the tasks are aligned and synchronized with the specific requirements agreed with the
stakeholders. S/He should provide and coordinate Subject Matter Experts required and
aligned with the dynamics needs of the projects. Moreover, the Deputy -Team Leader will be
prepared to actively engage in coordinating with key stakeholders, if required by the MCA-
Indonesia II.
Desired Qualifications and experience of the Deputy -Team Leader for the MSME Finance
Project:
160
 Minimum Master’s degree in development studies, Political Science, Finance,

Economics, Social Sciences, Public Administration, or related fields.
 Minimum of 10 years of progressively responsible experience in program/project
management for MSME access to finance development project including
coordination, financial management, risk management, in international development
organizations, bilateral development agencies and/or international NGOs.
 Proven track record liaising with financial institutions, MSMEs, government, and
other key project stakeholders
 Demonstrated track record of targeting MSME programming to under-served
populations, specifically women.
 Demonstrated experience in program or project management for access to
finance/capacity building programs for MSMEs capacity building activities at
national and subnational level and/or economic development programs of similar size
and scope to the MCA-Indonesia II projects.
 Proven ability to assess institutional and regulatory context of a program.
 Strong interpersonal and written and oral communication skills.
 Fluency in English and Indonesian required.
10.3.2 Non-key Experts / Supporting Staff

Generic Requirements
 Relevant advanced degree, at least BSc, or equivalent professional qualifications/
accreditation.
 At least 10 years of experience in the relevant field.
 Experience in similar large development and reform programs.
 Proven experience in Southeast Asia, preferably in Indonesia.
 Experience in working with multilateral and bilateral donors.
 Strong awareness and understanding of the Indonesian regulatory, institutional, and
policy frameworks governing the relevant area of expertise.
 Strong awareness and understanding of relevant international policies, standards and
practices in the relevant area of expertise.
 Experience in incorporating environmental and social safeguards and practices in the
relevant area of expertise.
 Experience in identifying and managing risk in the relevant area of expertise.
 Proven experience in drafting reports, working notes, Terms of Reference, etc. as
required in the relevant job description.
 Experience in Southeast Asia, preferably in Indonesia; and
 Excellent verbal and written communications skills in English and ability to work
closely with counterpart personnel, other relevant institutional actors, and ability to
161
work effectively with Indonesian nationals, with Bahasa Indonesia language skills
preferred.
10.3.3 Subject Matter Experts

Generic Requirements
• Minimum Bachelor’s degree, Master’s degree is desirable, in the related field.
• Minimum 15 years' professional experience in the related field.
• Demonstrated experience and skills in conducting the task with the similar nature and
complexity in the related field.
 Excellent verbal and written communications skills in English and ability to work
closely with counterpart personnel, other relevant institutional actors, and ability to
work effectively with Indonesian nationals, with Bahasa Indonesia language skills preferred.
11. REFERENCE DOCUMENTS AND INFORMATION

For reference documentation and background information exists relative to the Compact are
attached as Annex.
ANNEXES
Annex 1 – Program Logic
Annex 2 – Geographical Location of the Program and Activities
162
Annex 3 – LWA Roles and Responsibilities

Annex 4 – LWA Structure
Annex 5 – MCA-Indonesia II Structure
Annex 6 –Project Implementation Unit (PIU) indicative structure and its relationship with
MCA-Indonesia II and PMC
Annex 7 – Infrastructure Finance Team Structure (ATLAS & FMDP)
Annex 8 – MSME Finance Team Structure
Annex 9 – Roles and Responsibilities of MCA-Indonesia II and PMC
Annex 10 – Program Management Plan (PMP)
Annex 11 – ESMS, SGIP, and Health and Safety Requirements
Annex 12 – Documents to be provided by MCA-Indonesia II
Annex 1 – Program Logic ATLAS PROJECT LOGIC FRAMEWORK
163
• FMDP PROJECT LOGIC FRAMEWORK
• MSME FINANCE PROJECT LOGIC FRAMEWORK
Annex 2 – Geographical Location of the Activities

The PMC will be based in Jakarta, but the consultants will be required to travel from time to
time to the following site/location in accordance with the project/activities 15
No Project/Activity Location
1 ATLAS
 Urban Transport Planning: Palembang
1.1 Transport Planning Reform Metropolitan
 Regional Transport Planning: TBD
15 Those travel costs will be reimbursed in accordance with MCA-Indonesia II Travel Policy
164
1.2 GPIP
Riau, Riau Islands, South Sumatera, Bali, North
1.3 PIMG
Sulawesi
1.4 PPDF
2 FMDP
2.1 Technical Assistance

National and Subnational (not limited to the 5
2.2 Transactional Advisory
targeted provinces) level.
2.3 BFDM
3 MSMEs
Gender-inclusive Value Chain

3.1
Finance Activity
Digital and Financial Literacy
3.2
Enhancement Activity Riau, Riau Islands, South Sumatera, Bali, North
MSME Capacity Enhancement Sulawesi
3.3
Activity
Augmenting Government Data
3.4
on MSMEs Activity
165
166
Annex 3 – LWA Roles and Responsibilities
The Board of Trustees (MWA);

a. Appointing the trustee for the entrusted funds;
b. Determining the Trust Fund management program;
c. Initiating the withdrawal of grant funds from MCC;
d. Instructing the disbursement of grant funds to the relevant parties;
e. Managing the procurement process of goods and services;
f. Submitting the budget documents for the income and expenditure of the Board of
Trustees for the disbursement of grant funds from MCC for approval;
g. Submitting the budget realization documents for the income and expenditure of the
Board of Trustees for the disbursement of grant funds from MCC for approval;
h. Preparing financial reports for the disbursement of grant funds from MCC;
i. Appointing a fund manager based on appointment according to an agreement or based on
selection;
j. Determining the project design and implementation policies for The Compact;
k. Implementing activities and managing funds as agreed upon in the Compact Agreement;
l. Establishing and modifying the team's structure for implementation;
m. Selecting the executive director through an open and competitive selection process;
n. Appointing the executive director based on the results of an open and competitive
selection process;
o. Developing periodic work plans and budgets for activities;
p. Conducting the procurement process for goods and services and approving procurement
documents in accordance with the provisions of the Compact Agreement;
q. Compiling financial reports for MCA-Indonesia II; and
r. Performing other tasks to carry out The Compact in accordance with the Compact
Agreement.
The Fund Manager (PDA)
a. Managing the administration and finances of grants from MCC in accordance with the
principles of administration and financial management agreed upon in the Compact
Agreement;
b. Reporting on the administration and financial management of the Trust Fund to the
Board of Trustees; and
c. Making payments to the relevant parties.
d. Managing the financial administration of The Compact funds held in the Account in
accordance with the principles of financial administration agreed upon in the Compact
Agreement;
e. Reporting on the financial administration of The Compact funds held in the Account to
the Board of Trustees; and
f. Making payments from the Account based on the authority granted by the Board of
Trustees as specified in the Bank Agreement.
Program Implementation Unit, also known as MCA-Indonesia II

Managing grant funds from MCC to finance activities in accordance with the Compact
Agreement, which includes preparation and development, implementation, and completion
of The Compact.
A. Preparation and development of Compact Program II:
 Preparing activity planning documents, procurement of goods and services, and the
budget for the grant of The Compact.
 Facilitating the Government of Indonesia in negotiating the Compact Agreement.
 Facilitating the Government of Indonesia in signing the Compact Agreement.
 Reporting the results of the preparation and development activities of The Compact
to the Minister and MCC.
B. Implementation of Compact Program II:
 Preparing activity planning documents, procurement of goods and services, and the
budget for The Compact.
 Procuring goods and services funded by The Compact.
 Exercising periodic control and supervision of the implementation of The Compact.
 Reporting program achievements and the utilization of funds for The Compact
every semester.
 Representing the Government of Indonesia in cooperation with ministries/agencies,
local governments, non-governmental organizations, state-owned enterprises,
regional-owned enterprises, and/or private institutions in the implementation of The
Compact.
 Coordinating the implementation and evaluation of The Compact.
 Other functions for the implementation of The Compact in accordance with the
Compact Agreement.
C. Monitoring and evaluation as well as control of Compact Program II:
 Coordinating the monitoring and evaluation of the implementation of The Compact.
 Exercising periodic control over the implementation of The Compact.
D. Closure of Compact Program II:
 Preparing activity planning documents and budgets for the Close Out of The
Compact.
 Coordinating close-out activities for The Compact.
 Preparing post-The Compact activity plans in accordance with the provisions of the
Compact Agreement.
 Transferring assets resulting from the funds of The Compact to ministries/agencies,
local governments, non-governmental organizations, state-owned enterprises,
regional-owned enterprises, and/or private institutions, as regulated in the Compact
Agreement.
 Reporting the results of the implementation of The Compact activities.
Support Unit for Budget User (Satker MWA MCA-Indonesia II)
Assisting in the management of state financial administration related to The Compact.
Annex 4 – LWA Structure

Annex 5 – MCA-Indonesia II Structure
The structure below of MCA-Indonesia II are agreed by the MWA members, based on the first MWA meeting held at February 14, 2023.
Annex 6 –Project Implementation Unit (PIU) indicative structure and its relationship with MCA-Indonesia II and PMC
The IEs shown in the structure below are the IEs that have been identified so far according to the existing program design.
Annex 7 – Infrastructure Finance Team Structure (ATLAS & FMDP)
Annex 8 – MSME Finance Team Structure

 The MWA has approved the MSME team members for the positions of Capacity Building
Lead and OLW Lead. The addition of a third project lead for Data Augmentation will be
proposed to the MWA and is subject to their approval.
 The term "PIU" in Activity 1 is currently referred to as PMU, but this may change.
Annex 9 – Roles and Responsibilities of MCA-Indonesia II and PMC
MCA-Indonesia II Project Teams PMC Roles and

Activity Stage
Roles and Responsibilities Responsibilities
i. Responsible for the project planning, i) Support the project
Planning Stage
make decisions on project and planning, provide
(Scope, activity planning and approach recommendations on
Schedule, ii. Sign off and submission of the project and activity
Budget) Quarterly Disbursement Package planning and approach
Request – including all supporting ii) Provide support on
documents. developing and
iii. Approval of Workplan, Procurement oversight the Quarterly
plan and budget allocation & Disbursement Package
reallocation Request – including all
iv. Approval of the following supporting documents.
documents: stakeholder engagement
plan, advocacy strategy to support iii) Provide technical
reform, knowledge management support and
plan, MnE Plan, SGIP, ESMP recommendations on
v. Approval of TOR and RFP Workplan, Procurement
vi. Approval of the Technical plan and budget
Evaluation Report – procurement of allocation &
service providers reallocation
vii. Approval of Project Operation iv) Provide support on
Manuals developing and the
implementation of
stakeholder engagement
plan, advocacy strategy
to support reform,
knowledge management
plan, MnE Plan, SGIP,
ESMP
v) Provide support and
recommendation on
TOR
vi) Provide Support on
developing the Project
Operation Manuals
i. Responsible for the project i. Assisting the MCA-

Implementatio
n implementation, making decisions on Indonesia II Project Team
project and activity objectives and
investments in monitoring project

ii. Approval of deliverables (sign off implementation and
acceptance memo)
iii. Approval of regular progress report ensuring the
(ITT or other reporting requirements) accomplishment of project
iv. Lead coordination with the key objectives and safeguards.
stakeholders ii. Recommend to MCA
Indonesia to ensure the
implementation met the
standard, guidelines, and
objectives required.
iii. Report to MCA Indonesia
Project Team
iv. and will not take any
decision without approval
from MCA-Indonesia II.
i. Instruction to release payment ii. Provide Support by
Payment
reviewing and monitoring
the payment process
i. Workplan, procurement plan and iv. Provide support on tracking
Modification
budget allocation
and flagging critical risk on
ii. Modification and termination of
vendors’ contract all the plan
iii. Project Operation Manuals
v. Provide support overseeing
the compliance of the
vendors’ contract
vi. Provide support on the
modification of the Project
Operation Manuals
Annex 10 – Program Management Plan (PMP)

The PMP is one of the essential elements in the proposal evaluation process and therefore a
detailed outline of the proposed plan shall be submitted with the proposal. The successful bidder
will be required to elaborate on the PMP and submit a complete version for MCA-Indonesia II
approval.
The requirements for each of these plan components are further described below:
1. Program Management Plan &Administrative Support Services
This task represents the PMC’s core responsibility to develop project-specific Program
Management Plans (PMPs), and to deploy the necessary program management platform/tools
and support services that will help MCA-Indonesia II manage Compactprogram in an efficient,
effective, and integrated manner. The PMC will work closely with MCA-Indonesia II to design a
program management platform and work program that meets the specific needs of Compactand
takes into account the challenges of coordinating several different types of activities across
several different geographic locations to accomplish a common set of programmatic objectives.
The management platform shall also be flexible, robust and scalable to ensure it correctly
responds the evolving needs of ATLAS, FMDP and MSME. The PMP will be reviewed and
approved by MCA-Indonesia II before it is implemented.
The PMP shall reflect a clear programmatic view showing the interface and allocation Compact
resources among various project activities. In addition, the PMP will provide MCA-Indonesia II
and the PMC with the processes, procedures, sequencing and standards necessary to implement
the Projects effectively in accordance with the requirements of the Compact. The purpose of the
PMP is to provide an overall plan of the Program, and to clarify the roles and responsibilities of
MCA-Indonesia II, the PMC, implementing entities, activity consultants, and other key program
participants.
The PMP shall include the following components (either as one comprehensive document or a
series of individual sub-plans):
- Document Management System
- Risk Management Plan
- Communication Plan
- Knowledge Management Plan
- Scope and Change Management Plan
The requirements for each of these plan components are further described below.
2. Document Management System

The PMC shall devise, implement and maintain an integrated program, project and activity level
record and document management system to track various contracts under each Project
Activities. This system shall allow project and activity participants, as authorized by MCA-
Indonesia II, to efficiently interact with team members, find organizational resources, manage
content and workflow, and have access to information necessary for taking appropriate actions
and/or decisions. The document management system interface shall allow project participants to
work together efficiently and effectively, collaborate on and publish and index documents,
maintain task lists, implement workflow, and share information. In addition, the system shall
allow for the creation and management of documents, records, and Web content.
As part of the document management system, the PMC shall implement an automated records
management and document control software platform that will enable the classification, storage,
retrieval, and updating of all Project information. This activity shall cover all information and
data requirements of the Projects, which shall include, but not be limited to, the following:
- Correspondence (written and electronic)
- Project development and design documents
- Equity Support, Concession and Financing and Security Agreements
- Feasibility Studies, Engineering Design and Tender Documents
- Contract(s) documents
- Construction phase documents
- Schedule(s) data
- Cost and payment(s) documents
- Health, safety, and environmental compliance documentation
- ESMS, SGIP and Environmental and Social Impact Assessment (ESIA) compliance
documentation, including copies of permits
- TIP management plan and compliance with no tolerance clause
- Minutes of meetings
- Any other related documentation
The document management system should define how these documents will be processed,
including:
- Document control procedures.
- Document control system to be established.

- Plan for integrating program information into existing systems of MCA-Indonesia II.
- Preparation of internal and external reporting system to serve the Board of Trustees and
Government of Indonesia needs
- Making documents available for any audit to be conducted by MCA-Indonesia II and/or
MCC, and provide assistance in identifying additional data needs for the audit(s).
3. Risk Management Plan
It is imperative that a continuous risk analysis methodology becomes integrated with the day-to-
day Project management application. The major objective of an integrated risk management
approach shall be:
- Using collaborative mitigation planning for risks;
- Sharpening the program management foresight of potential risk issues;
- Enhancing the identification of resources or technical assistance that would benefit the
risk mitigation planning;
- Facilitating continuous monitoring, analysis and communication of risk issues
The PMC will set up a dynamic program risk management plan that must be integrated and
linked to program, project and activity budget estimates and the master schedule. This plan
should include procedures for monitoring and mitigating risks across the program. The PMC
shall also develop an Activity-specific risk register, and shall develop, define, and document the
categories and subcategories into which potential risk events will be organized. Risk
management forms a programmatic basis needs to accurately consider the risk created. Risks that
emerge at the various levels of project implementation structure, including, but not limited to,
institutional, financial, technology, design, contractual, construction, operational, environmental,
social, legal, etc., risks must be assembled systematically and analyzed with the probability of
occurrences and the appropriate mitigation measures.
One of the key objectives of the aforementioned risk management efforts shall be to measure the
adequacy of the allocated budget for executing the program’s scope of work. The PMC shall
evaluate whether the program’s contingency is sufficient based on the prevailing and projected
program risks. The steps of determining the adequacy of the program budget estimate and
schedule will involve the development of the cost contingency model. The PMC shall develop a
model that is user-friendly in a spreadsheet format and should include separate sections for
budget, events, and scope elements.
4. Communication Plan
Effective communication is crucial for the success of Compact. PMC shall develop a well-
structured project communication plan to ensure that all project stakeholders are informed,
engaged, and aligned with project objectives, timelines, and deliverables. The project
communication plan serves as a roadmap for how information will be shared, who will be
responsible for sharing it, and through which channels it will be communicated. It establishes a
framework for effective communication and promotes collaboration among the MCA-Indonesia
II project and outreach teams, including ESP and GSI teams, implementing entities and activity
consultant’s stakeholder engagement teams.
In developing the communication plan, the PMC shall
- Identify and understand MCA-Indonesia II key stakeholders, their roles, and their
communication needs.
- Define the goals and objectives of project communication to ensure they align with
project success criteria.
- Determine the most suitable means of communication for different types of purposes and
stakeholders.
- Establish the right frequency, when and how often communication should occur to keep
stakeholders informed without overwhelming them.
- Develop clear, concise, and relevant guidance to cater to the needs and preferences of
various stakeholders and to assign roles and responsibilities for communication tasks to
ensure accountability and avoid confusion.
- Prepare feedback mechanisms to incorporate feedback loops to encourage two-way
communication, gather insights, and address concerns.
The PMC shall consider the below specific messages to convey in each of the project stages.
- Planning: project vision, goals, and objectives to gain stakeholder buy-in and establish a
solid foundation.
- Execution: progress, milestones, and any changes to the project plan. keep stakeholders
informed about change requests, their status, and outcomes, ensuring their involvement
and buy-in.
- Monitoring and Control: timely updates on project risks, issues, and mitigation strategies
to maintain transparency and manage expectations.
- Closing: project successes, share lessons learned, and discuss opportunities for
improvement in future projects.
5. Knowledge Management Plan

Knowledge management comprehends the strategies and systematic processes an organization
uses to create, capture, organize, store, and distribute knowledge. It involves identifying,
accessing, and utilizing both explicit, such as documents and databases, and tacit, such as
expertise and experiences, knowledge within an organization. Developing a robust knowledge
management plan is essential to maximize intellectual capital and to preserve knowledge
collected during the Compactimplementation. Therefore MCA-Indonesia II values this
knowledge management concept as one of the important aspects of the Project Management
Plan. A well-structured knowledge management plan enables MCA-Indonesia II to capture,
organize, share, and utilize knowledge and intellectual capital collected to enhance performance,
foster innovation, and gain a competitive edge.
During the development of the Knowledge Management Plan, PMC shall
- Identify types of knowledge critical to the success of the project under Compact, such
as expertise, best practices, stakeholder insights, and lessons learned from the project
execution.
- Establish processes and systems to capture knowledge from various projects and
activities along with their actors.
- Develop the taxonomy and categorization of the system to structure and organize
knowledge assets for easy retrieval and reuse.
- Implement mechanisms and platforms to enable seamless sharing, collaboration, and
communication among the MCA-Indonesia II teams as well as stakeholders to foster
knowledge transfer and learning.
- Utilize appropriate technologies and tools to store knowledge assets securely and
facilitate easy retrieval and access.
- Ensure the sustainability of MCA-Indonesia II knowledge, even in the face of team
member turnover or technological changes.
- Establish metrics and methods to assess the effectiveness of knowledge management
efforts, such as the impact on decision-making, problem-solving, and innovation.
The PMC shall also include the following aspects in the knowledge management plan,
- Encouraging the high-level official within the MCA-Indonesia II to champion
knowledge sharing, allocate resources, and lead by example.
- Training programs and initiatives to develop employees' knowledge sharing and
collaboration skills.
- Recognizing and rewarding individuals and teams that actively contribute to

knowledge sharing and learning.
- Implementing digital platforms that facilitate easy and seamless sharing of knowledge.
- Establishing communities of practice where stakeholders with similar interests or
expertise can connect, share insights, and collaborate on projects.
- Establishing quality control measures to ensure the accuracy, relevance, and currency
of knowledge assets, such as periodic reviews, peer validation, and expert input.
6. Scope and Change Management Plan
Scope and change management are critical components to ensure Compact program, projects and
activities stay on track, deliver the intended results, and adapt to evolving circumstances. A well-
defined scope management plan establishes the boundaries of projects and activities, while an
effective change management plan allows for controlled modifications when necessary.
Scope management involves defining, documenting, and controlling what is included (and what
is not) in a project. It ensures that project objectives, deliverables, tasks, and timelines are clearly
defined and aligned with stakeholder expectations. While change management is the process of
proactively managing changes to project scope, objectives, deliverables, or other project
elements. It ensures that changes are controlled, communicated, and implemented in a structured
manner to minimize disruption and maintain project success. Key elements of change
management include:
The PMC shall develop and set up the necessary procedures and tracking systems to help
identify and analyze the impacts of potential changes to the Project’s implementation strategy in
advance of their occurrence. In the development and setting up and managing scope and
management plan, PMC shall, but not limited to,
- Conduct thorough requirements gathering activities, such as interviews, workshops, and
document analysis, to capture and document project requirements.
- Collaboratively establish project goals, deliverables, and boundaries with stakeholders
to ensure a shared understanding of the project's scope.
- Clearly define the project's objectives, deliverables, constraints, assumptions, and
exclusions, thereby setting the foundation for project execution and control.
- Regularly review and obtain formal acceptance from stakeholders regarding the
completeness and accuracy of project deliverables.
- Monitor and manage changes to project scope, assessing their impact on project
objectives, and ensuring appropriate control mechanisms are in place.
- Establish a process for managing scope changes, including a formal change request
process, impact assessment, approval workflow, and documentation.
- Evaluate the potential impact of proposed changes on project objectives, deliverables,
timelines, resources, and risks.
- Establish protocols for implementing approved changes, including resource allocation,
task sequencing, and quality assurance measures.
- Assess the effectiveness and outcomes of implemented changes, gathering feedback
from stakeholders and analyzing their impact on project success.
- Foster open and transparent communication with stakeholders, involving them in scope
and change management decisions and addressing their concerns.
Annex 11 – MCC Environmental Guidelines, SGIP, and Health and Safety Requirements
 Social and Gender Integration Plan

Overall, the SGIP encompasses social and gender-based barriers and risks across sectors that
require reduction and mitigation, and it identifies opportunities to enhance benefits for women
and marginalized groups. Therefore, the SGIP contents will comprehensively describe GSI
objectives, activities, outputs, indicators, responsibilities, and timelines. The GSI will be divided
into two parts: Compact-level and project-level. The Compact-level will concentrate on
addressing high-level, overarching, and managerial matters, while Project-level SGIPs will focus
on detailed strategies specific to each project. All Compact-level and project-level SGIPs will be
established on the basis of GSI analysis and initial SGIP development.
Specifically, the SGIP content should include, at a minimum, the following components:
1. Advancing Transport and Logistics Accessibility Services Project

 Conduct a thorough assessment to identify potential gender and social inclusion (GSI)
risks that could arise within the context of infrastructure developments in the five
specified target areas. This assessment should encompass areas such as GBV, risks
associated with TIP, potential exclusion of women from decision-making processes, and
others. Additionally, develop effective mitigation strategies that can effectively address
these identified risks.
 Identify efforts to address key GSI institutional capacity challenges and opportunities for
various potential project partners involved in the infrastructure developments.
 Develop strategies to tailor gender-responsive and child-friendly workspace pilot projects
that support the implementation of MoWECP Regulation No. 5 of 2015. This includes
shared workspaces, one-stop services, and childcare centers within spaces rehabilitated or
constructed under Good Practice projects
 Devise strategies to enhance opportunities for female skilled labor and economic
participation, with a particular focus on reaching female STEM students
2. Access to Finance for Women-Owned/Micro-, Small, and Medium Enterprises

Project
a. Business Formalization
 Approach in providing technical assistance for W/MSMEs to register their Residential
Identity Number (Nomor Induk Kependudukan/NIK) as a Tax Identification number
(hereinafter referred to as “Tax ID”) and to acquire Business Identification Number
 Strategy aimed at increasing the rate of compliance among W/MSMEs in both tax
registration and payment
 Methods of delivering facilitations for W/MSMEs to obtain additional certifications, such

as intellectual property rights, food safety, climate-smart certifications and other required
regulatory compliance.
b. Business Development Training

 Framework with established start-ups, incubators, accelerators, and buyers to provide
targeted business development services (BDS) to WMSMEs
 Identify GSI specific constraints among start-ups, incubators, and accelerators that may
hinder the participation of women entrepreneurs
c. Transport Project-related MSME Capacity Building

 The appropriate framework for establishing a unified market system that promotes
interaction, knowledge exchange, and resource utilization while offering cashless
solutions and essential equipment will be tailored to the specific needs and characteristics
of the target province
 Specific GSI risks that WMSMEs may encounter within the unified market system might
perpetuate gender gaps and hinder WMSMEs in accessing the full benefits of such a
system
3. Financial Market Development Project
 Methods to address the key institutional capacity challenges related to GSI and WEE that
the BFDM Host will that will use and be set out in the BFDM Operations Manual to
implement the BFDM Activity.
 Strategies to improve the existing GSI and WEE policies of the BFDM Host to ensure
compliance with the MCC Gender Policy and the Government of Indonesia’s mandates
on gender when implementing the BFDM Activity, and which will be set out in the
BFDM Operations Manual.
4. References
MCC Environmental Guidelines can be found at the following link:
https://www.mcc.gov/resources/doc-pdf/environmental-guidelines
The Occupational Health and Safety Guidelines MCC uses can be found at the following link:
https://www.ifc.org/content/dam/ifc/doc/2000/2007-general-ehs-guidelines-occupational-health-
and-safety-en.pdf
Annex 12 – Documents to be provided by MCA-Indonesia II
MCA-Indonesia II will provide the following information and support to the Consultant:
• Relevant studies, designs, bid documents, maps, data, and other documents (unless
prohibited by Non-Disclosure Agreement (NDA) related to the Project;
• Introduction letters to facilitate the access of the PMC’s staff to relevant stakeholder and
government organizations, authorities and agencies whose activities and roles are relevant to
the PMC’s assignment;
• Introduction letters to study, design and consultants engaged by MCA- Indonesia to
implement the relevant projects;
• Facilitation of the delivery of relevant studies, designs, specifications, bid documents,
reports, and other documents (unless prohibited by NDA) submitted by other consultants,
and contractors to MCA- Indonesia in order for the PMC’s staff to carry out their duties in
support of MCA- Indonesia;
• Letter to facilitate entry and exit visas for the CP’s expatriate staff and accompanying
dependents;
• Letter to facilitate any permit required for the CP’s staff to carry out their duties within
Indonesia;
• Letter to facilitate import and export of the PMC’s equipment necessary for the provision of
the consultancy services; and,
• Letter to facilitate Tax reimbursement process for applicable purpose.

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Section V - Terms of Reference (ToR)

SECTION V - TERMS OF REFERENCE (TOR)

ii. MSMEs Financing

i. Advancing Transportation and Logistics Accessibility Services (ATLAS) Project

ii. Financial Market Development Project (FMDP)

2.1 ATLAS Project Summary

Province Potential Proper

(“PIMG”) for infrastructure, designed to improve the effectiveness and efficiency of

(A) Technical assistance and capacity-building to help standardize efforts by

3. PROGRAM IMPLEMENTATION STRUCTURE

7. Handle program implementation publications;

• A government-capacity building Project Lead who will supervise the implementation

4. PROGRAM MANAGEMENT CONSULTANT (PMC) OBJECTIVES AND SCOPE

Program Administrative Support

Technical Advisory Support

ATLAS Technical FMDP Technical MSME Technical

5. PROGRAM ADMINISTRATIVE SUPPORT TASKS

5.1.1 Kick-Off Meeting

communication, and documentation, leading to more effective project implementation and

ensuring that dimensions, metrics, calculations, filters, custom groups,

5.2.2 Document Management Plan

5.2.8 Social and Gender Integration Plan (SGIP)

5.3 Task 3 – Program Management Support

6. TECHNICAL ADVISORY SUPPORT SERVICES

 Reviewing and ensuring incorporation of findings of environmental, social and

 Evaluating existing geotechnical data and develop an investigation

 Public Investment Management Guideline (PIMG)

 Project Preparation Development Facility (PPDF)

 Transport Planning Reform

6.1.2 Task 2 - ATLAS Construction - Management Support

No Delivery Method Parties to the Contract PMC Roles

Civil Works / MCA-Indonesia II and

• Establishing a construction contract administration system for the ATLAS

 Review and approve Project Installation and Operation Qualification and

Defects Liability Period Support

 Coordinating and overseeing all construction contract closeout activities,

6.1.3 Task 3 – Technical Advisory Services

 Specific Technical Advisory Services

MCA-Indonesia II procurement agent is responsible for developing bid packages, advertising

6.2 FMDP Technical Advisory Support Tasks

and provide monitoring & evaluation reports, as well as input and

 Provide technical support and assistance regarding the engagement between

6.4 Special Studies and Additional Work – Technical Advisory Support

commencing any special studies required by MCA-Indonesia II shall provide a written

7. PROGRESS REPORTING AND DELIVERABLE REQUIREMENTS

1. Monthly Progress Report (MPR)

enabling real-time monitoring.

8. CONTRACT PHASING AND MANAGMENT

Schedule for Base Period Deliverables:

1 Inception Report & Mobilization Plan Week 4 15%

2 Operation Manual for Projects and Activities Week 8 10%

3 Program Management Plan Completion

a Document Management Plan 3%

b Project & Activity Plan Week 10 4%

c Operation Risk Management Plan 3%

d Communication Plan Week 6 3%

f Scope and Change Management Plan 3%

4 Program Management Platform Week 12 15%

Schedule for Option Period No.1 Deliverables:

Monthly Reports along with

Quarterly Reports along with

Final Report along with updated

Schedule for Option Period No.2 Deliverables: