Section 7. Terms of Reference
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Section 7. Terms of Reference
National Urban Development Project (NUDP, IBRD Loan No. P163896):
Technical Assistance for System Development for National Urban Development
Project (NUDP)
CENTRAL PROJECT IMPLEMENTATION UNIT (CPIU)
DIRECTORATE GENERAL OF REGIONAL DEVELOPMENT (DGRD)
MINISTRY OF HOME AFFAIRS (MOHA)
2022
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Section 7. Terms of Reference
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TERMS OF REFERENCE (TOR)
SYSTEM DEVELOPMENT (SD) FOR NATIONAL URBAN
DEVELOPMENT PROJECT (NUDP)
Table of Contents
1
BACKGROUND ................................................................................................................3
1.1. NUDP Project Description ..........................................................................................4
1.2. System Development Consultancy under NUDP........................................................5
2
CONSULTANCY OBJECTIVES AND SCOPE OF WORK ...........................................6
2.1. Context for System Development Consultancy ..........................................................6
2.2. Objectives of the System Development Consultancy .................................................6
2.3. Minimum Requirement on Measuring Planning Alignment and System Development 7
3
TASKS AND DELIVERABLES OF THE CONSULTANCY .........................................9
3.1. Tasks and Duties .........................................................................................................9
3.2. Deliverables ...............................................................................................................11
4
OTHER PROVISIONS ....................................................................................................13
4.1. Timeframe for Tasks .................................................................................................13
4.2. Firm Qualification .....................................................................................................13
4.3. Qualifications of Key Personnel ...............................................................................13
Annex 1: National Urban Development Program Description ................................................17
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Section 7. Terms of Reference
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BACKGROUND
Rapid urbanization has placed cities at the centre stage of Indonesia’s development trajectory
however returns from urbanization have not yet reached their full potential. Indonesia ranked
among the top ten fastest urbanizing countries in the world from 1990-2014 and has the secondlargest urban population in East Asia after China. The country has approximately 137 million
urban dwellers that make up 53.7 percent of the total population. The urban population of
Indonesia increased at an average rate of 4.1 percent per year between 2000 and 2010, faster than
in any other country in Asia. By 2025, an estimated 68 percent of Indonesians will live in cities.
But Indonesia has not benefited fully from the positive returns to urbanization that other countries
in the region have experienced. From 1970 to 2006, every one percent increase in share of urban
population correlated with an average 6-10 percent increase in several middle-income Asian
countries such as China, Thailand, Vietnam and India. In Indonesia, similar rates of increase in
urbanization resulted in a less than 2 percent increase in per capita GDP.
A persistent infrastructure gap remains a significant barrier to an enabling economic environment
that will enhance prosperity for all urban populations. The last decade has seen little increase in
infrastructure investment with combined total investments by the central government, subnational
governments, state-owned enterprises and private sector remaining consistently at only 3 to 4
percent of GDP. As a point of comparison, China and India invested 10 percent and 7.5 percent of
GDP respectively. Firms consistently identify inadequate infrastructure as a constraint on their
operations and investment in Indonesia. If the infrastructure capital stock had grown by 5 percent
annually over 2001-2011 instead of the actual rate of 3 percent, real GDP growth would have
averaged at estimated 5.8 percent, a difference of 0.5 percentage points. If the infrastructure stock
had grown by 10 per cent annually, annual real GDP growth would have reached 7 percent.
Underinvestment in infrastructure is coupled with inadequate spatial prioritization and weak
management of existing infrastructure.
Efficient implementation and maintenance of
infrastructure is further impeded by bottlenecks ranging from inefficient procurement methods,
insufficient multi-year contracting, low quality project management, cumbersome land acquisition
procedures, and chronic issues of sub-standard regulation and lack of transparency.
Fast growing secondary and large cities are worst hit by infrastructure financing gaps with little
capacity to access alternative sources of financing. Infrastructure gaps are largest in these fastgrowing cities, which are the focus of this project. While disproportionate amounts of overall subnational revenues come from intergovernmental transfers (approximately 78%), the transfer
system, which assumes that sub-national governments have the same absolute expenditure needs,
is inequitable for urban areas. Fast growing, secondary cities are particularly disadvantaged as
their populations continue to grow and the infrastructure financing gap worsens. National transfers
are also on a downward trajectory, with urban local governments being expected to raise more
revenue for their investment needs. However, city governments having limited ability to access
alternative financing. Poor project preparation, low creditworthiness, lack of clean audits, and
capacity to carry out competitive, multi-year procurement processes have been major factors in
the low utilization of alternative public and private financing mechanisms. The World Bank3
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supported Regional Infrastructure Development Facility (RIDF, P154947) has highlighted these
bottlenecks as a constraint to effective lending to cities.
This project interventions lays the foundation for more efficient and effective spending of billions
on financing infrastructure, especially under national sectoral infrastructure investment programs.
By design, it supports the development of city governments’ capacity for making informed,
sectoral integrated and prioritized capital investment decisions and enhances their ability to access
alternative sources of financing in the long term. One of the fundamental requirements is to be
able to identify a range of key stakeholders who can be meaningfully consulted and whose
experience and recommendations can be brought to bear in making these decisions. Concerted
efforts need to be made to organize meaningful and well facilitated consultations with multiple
stakeholders that help provide considered advice and strategic direction to the overall process. The
project recognizes the challenge of ensuring that stakeholder consultations lead to meaningful
practical recommendations worthy of consideration and the need for professional facilitation by
subject matter specialists who have the requisite facilitation skills.
The National Urban Development Program (NUDP) is envisioned as a collaboration platform for
coordinating urban planning and infrastructure development across various national sectoral
programs and several ongoing and pipeline World Bank engagements. Most importantly, a clear
city-led prioritization of investments that references spatial plans as the basis for prioritization will
significantly increase the effectiveness of infrastructure financing.
Spatially informed capital investment plans will identify investment priorities for sectoral projects,
and in turn, enable strategic infrastructure investments across multiple sectors. In the future, having
an integrated spatially informed capital investment plan can be an entry criterion for the Bank’s
and other donor projects and help avoid ad-hoc, uncoordinated interventions. Such a shift will not
only put cities in a stronger position to drive their development trajectories based on a set of
integrated informed processes, but also allow the national government to be more effective at
delivering platform-based infrastructure programs and establishing national frameworks for
eligibility for inclusion of cities in programs. Spatially informed capital investment plans will
allow for better alignment of simultaneous infrastructure works within cities, increasing efficiency
of public works while also taking into account the environmental carrying capacity for sustainable
development.
1.1.
NUDP Project Description
The National Urban Development Program (NUDP) is a USD 49.6 million Investment Project
Finance (IPF) operation in the form of a technical assistance loan to the Government of Indonesia.
NUDP will develop a platform that brings together sectoral infrastructure investment programs in
three ways: 1) encouraging institutional and policy coherence within the national urban
development agenda to enable efficient functioning of Local Governments (LGs); 2) enhancing
integrated planning for urban investments based on a spatial development framework; and 3)
establishing mechanisms and criteria for prioritizing investments, identifying financing gaps, and
enhancing the fiscal management capacity of LGs to direct capital investments to strategic urban
areas.
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NUDP includes four components, namely, (1) National Urban Institutional and Policy
Development; (2) Integrated Planning for Urban Development; (3) City Financial Management
Capacity Development; and (4) Project Implementation Support. Component 2 is at the core of the
NUDP operation, while Components 1 and 3 are enabling components to ensure sustainability.
Component 2 interventions will address the quality of spatial plans in cities and introduce a shift
towards a strategic spatial vision within existing statutory plans. It will further leverage strategic
spatial guidance as the basis for the prioritization of capital investments by implementing a
spatially-informed, medium-term Capital Investment Planning and Budgeting process in selected
local governments, including annual tracking mechanisms for implementation of budgeted
investments. This approach to integrated spatial and capital investment planning will together
contribute to reducing the vulnerability of infrastructure investments and urban residents to
climate-related hazards. Component 1 aims to create an enabling national environment by
addressing inter-ministerial coordination and policy issues that prevent city governments from
being the agents of sustainable urban development. Component 3 will focus on addressing the
demand side constraints at the city level to accessing alternative sources of financing and effective
implementation of capital investments, including capacity building for better project management,
financial management, expenditure efficiency and creditworthiness.
Detailed description on NUDP sub-components is provided in Annex 1.
1.2.
System Development Consultancy under NUDP
This TOR for the System Development Consultancy relates to the following components of the
NUDP (see Annex 1 for a more detailed project description of NUDP):
Component 2: Integrated Planning for Urban Development: This component aims to
strengthen the quality, strategic approach and implementation of integrated spatial
planning within the participating cities, and links spatial planning with the prioritization of
capital investments. In addition, a spatially informed, medium-term, annually rolling
capital investment planning and budgeting framework will be developed and implemented
under this component. Component 2 activities will jointly strengthen the capacity of cities
to make spatial planning more effective, forward-looking and increase strategic
prioritization of infrastructure and services to enhance sustainability and environmental
and social resilience of cities.
Sub-component 2.2: Support for integrated spatial planning: This subcomponent will
finance a combination of key strategic/analytical studies required for integrated spatial and
socio-economic planning, development of Spatial Development Framework (SDF) to
strengthen RTRW (20-year city level spatial plan) and RPJP/RPJMD (city’s long term and
medium term socio-economic development plan), and Strategic Area Framework (SAF) to
strengthen RDTRs (detailed spatial plans for priority areas, 20-year horizon). Activities
under this component will build the capacity of participating local governments to design
and implement integrated spatial plans and boost the spatial planning linkages with socioeconomic plans (RPJMD).
The System Development package needs to take note of and coordinate with other NUDP
workstreams in sub-components 2.1, 2.3, and 2.4 related to spatial frameworks and spatial data
platforms. The System Development Consultant must participate in any coordination forums that
will be instituted as part of the NUDP.
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CONSULTANCY OBJECTIVES AND SCOPE OF WORK
2.1.
Context for System Development Consultancy
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Aligned with the NUDP agenda, the Government of Indonesia has declared the synchronization
and harmonization of national and local planning as one of their priorities. The mandate for the
implementation of this policy is stipulated in Presidential Decree 11/2015 assigned to the
Directorate of Regional Development in the Ministry of Home Affairs, supported by several other
regulations on information system5.
Currently, the Regional Development Information System (SIPD-Bangda) and e-planning tools
are the instruments at hand to monitor the planning synchronization of local governments and their
performance. However, the system has not achieved its full potential as it does not allow for
automated comparative analysis of programs and policies across planning documents, nor does it
provide comparative analysis of policies against empirical studies.
The outcome of this TOR is therefore a web-based, automated assessment of alignments across
planning documents in Indonesia, including spatial and nonspatial development planning, from a
shared database of planning data and information between central and regional governments. In
addition to that, the planning documents will also be assessed against the information and policy
recommendation generated from the City Positioning Studies (CPS) package which contains a suit
of plans that support sustainable development principles and direct capital investment.
The results of this System Development package will also provide input to other NUDP
components and packages. For example, the assessment results of planning documents alignments
will inform the Capital Investment Planning (CIP) package under SUPD II. The process of
improving SIPD-Bangda will involve data collection on planning documents, which will be
beneficial for CIP package as well.
The consultancy will be implemented using data and information from 5 NUDP phase 1 cities:
Semarang, Balikpapan, Denpasar, Banjarmasin, and Surakarta. The application, however, will be
hosted by Ministry of Home Affairs.
2.2.
Objectives of the System Development Consultancy
The main objective of the System Development consulting service proposed in this TOR is to
develop and improve SIPD-Bangda as an information system on planning data and information
which primarily serves to evaluate alignments of spatial and aspatial development planning
documents. The development of the application should be guided by the prevailing laws and
regulations, and remain attentive to the existing information systems related to national and
regional planning and data platform.
5
Presidential Regulation 95/2018 on Electronic-based Government System, Presidential
Regulation 39/2019 on One Data, and Minister of Home Affairs Regulation 70/2019 on Regional
Government Information Systems.
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In particular, the main objective of this consultancy could be scrutinized further into three specific
objectives as the following:
1. Develop the methodology and the framework to measure the degree of alignment between
planning documents across types and government levels. The analysis should refer to the laws
and regulations related to the procedures of regional development planning in Indonesia. In
addition to that, the methodology should abide to the detail description provided in the next
section.
2. Develop a data warehouse for spatial and aspatial development planning documents.
The analysis described on (1) above will be pulling information from an integrated database of
spatial and aspatial development planning documents. All of these documents should be
collected, especially for the pilot regions, through an information system-based integration
mechanism. However, for documents that have not been digitized, there will be a mechanism
for normalization and data structuring, so that the data can be analysed in database and in
spatial form where applicable.
3. Develop an interactive web-based solution as part of SIPD-Bangda to implement objective (1)
and (2), aiming for automation of the process. The solution should contain the functionality to
share data and analysis results, such as the Application Programming Interface (API), to be
able to inform and connect with other information systems including CIP, while ensuring its
security.
2.3.
Minimum Requirement on Measuring Planning Alignment and System Development
The planning documents to be evaluated in this consultancy service should cover alignment
between sectoral, development, and spatial planning in Indonesia, which minimally include:
1. Long Term National Development Plan (RPJPN)
2. Medium Term National Development Plan (RPJMN)
3. Annual National Government Work Plan (RKP)
4. Municipal Spatial Plan (RTRW)
5. Municipal Detailed Spatial Plan (RDTR)
6. Long Term Local Development Plan (RPJPD)
7. Medium Term Local Development Plan (RPJMD)
8. Annual Local Government Work Plan (RKPD)
9. Medium Term Local Government Agency Strategic Plan (Renstra OPD)
10. Annual Local Government Agency Work Plan (Renja OPD)
All the documents mentioned above should be evaluated against each other, as well as their
alignment with national and priority areas planning documents, e.g. National Spatial Plan
(RTRWN), Spatial Plan Provinces (RTRW Provinsi), Detailed Spatial Plan for Priority Areas
(RDTR Kawasan Prioritas), Long Term National Development Plan (RPJPN), Medium Term
National Development Plan (RPJMN), Annual Government Work Plan (RKP).
The evaluation should minimally address the following issue:
1. Alignment between visions, targets, priorities, programs, or activities across plans
2. Spatial alignment between programs and activities across plans, with inputs from Ministry of
Home Affairs
3. Conformity of the plans to regional comparative advantage based on CPS results
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The analysis carried out by the methodology developed should aim for automation, e.g.
automatically update results using updated data or documents, through the solution provided as
per Objective (3). In addition to that, the methodology and the solution should both refer to the
laws and regulations related to the procedures of regional development planning, data sharing, and
implementation of information system for government in Indonesia:
1. Law 23/2014 on Local Goverment
2. Law 26/2007 on Spatial Planning
3. Presidential Regulation 95/2018 on Electronic-based Government System
4. Presidential Regulation 39/2019 on One Data
5. Minister of Home Affairs Regulation 70/2019 on Regional Government Information System
The output of the methodology could be either in categorical variables (i.e. aligned / not aligned;
high / medium / low alignment; etc.) or in continuous variables (i.e. percentage of alignment, etc.).
For both types of output, additional explanation/description on the results such as decomposition
or break down of the results should be included.
Furthermore, based on the minimum methodology mentioned above, some of the minimum
requirements for system development are as follows:
1. The information system is developed on a web-based basis;
2. Provide a centralized database related to development planning at the national, provincial and
district/city levels;
3. Facilitate data import functions, especially in the form of excel, word, pdf, csv, etc.;
4. The information system has a role account which includes at least the administrator, central
government, internal Ministry of Home Affairs, Regional Government, and other relevant
stakeholders;
5. Has features of spatial and aspatial analysis based on documents and minimum methodological
requirements;
6. The information system can provide an overview related to the evaluation of the alignment of
regional development planning documents in spatial and aspatial forms;
7. The information system can be integrated with other information systems, particularly with the
Regional Development Information System through the Application Programming Interface
(API) methodology;
8. The information system is developed in Cloud Server Development, the costs of which are
charged to consultant services; and
9. Provide other required features in the framework of the objective corridor of information
system development.
Eventually, the consultants should include the methodology in measuring the alignments and
system development and storage options in the technical proposal during the bidding.
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TASKS AND DELIVERABLES OF THE CONSULTANCY
3.1.Tasks and Duties
The consultants are required to develop the solutions aiming for the stated objectives using agile
approach, allowing user feedback to be incorporated through an iterative process of the solution
development and user feedback collection.
The scope of the consultancy consists of three main phases, namely Strategic Planning, Solution
Development, and Change Management. Each phase consists of one or more stages where some
of the stages are iterative processes, displayed in Figure 1.
Figure 1. Phasing in System Development Consultancy
3.1.1. Strategic Planning Phase
This phase aims to develop the design of the system, including the methodology or framework
stated on objective (1) above, and the solution for data warehouse as described in objective (2),
and to develop implementation planning for the next phase, the Solution Development phase. The
strategic plan of the system development should be built through various method, including but
not limited to: desk review, technical considerations, and collaborative workshops with national
government officials and local government officials. This phase consists of two stages that are
conducted for a minimum of six iterations (two iterations with local governments) within a span
of 8 months:
Stage 1: Requirement Gathering.
The solution requirements should minimally cover the following topics:
a) Legal frame as the solution development guidance.
b) Planning alignment measurement methodology that satisfies 2.3. Minimum
Requirement on Measuring Planning Alignment and System Development
c) Data inventory. In parallel with point b) above, the consultant should map out the data
and information needed including their sources, type of data (e.g.analog or digital),
ways to collect, other information systems or platforms containing information needed,
etc. An inventory of the needs and the gaps in data availability should inform the
architecture of the information system developed. The results will inform the
development of the data warehouse stated in objective (2).
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d) Infrastructure technology required. The consultant will conduct a needs assessment to
support the sustainability of the solution including internet, software, hardware, cloud
computing service, server, hosting environment options, and security.
e) System architecture
f) Solution’s User Experience and User Interface
Stage 2: Design and Prototyping.
Based on the gathered requirement, the consultants are to design and develop a prototype
of the solution, after which the consultant will reiterate stage 1.
The output from the Strategic Planning phase will be disseminated to the Ministry of Home Affairs
and relevant local governments for final feedback collection before moving forward to the System
Development phase.
3.1.2. Solution Development Phase
Similar to the Strategic Planning phase, this phase also contains an iterative process between
stages. This phase consists of the following stages:
Stage 3: Implementation: Application Development
Stage 4: User Feedback Collection
Stage 5: Deployment to Production
Iteration should take place between the application development (Stage 3) and user feedback
(Stage 4), for a minimum of ten iterations (four iterations with local governments) over the span
of 12 months. Both stages are to cover the following tasks:
a) Data warehouse development:
i.
Database development
ii.
Feature development
iii.
Data cleaning and synchronization
iv.
User interface design
v.
API development from data source
vi.
User Acceptance Test (UAT)
b) Data analytics development:
i.
Data analysis feature development
ii.
User interface design for data analysis
iii.
Data analysis visualization
iv.
API development
v.
UAT
3.1.3. Change Management Phase
During this phase, the consultant will focus on the monitoring and the maintenance of the solution
developed, aiming for the sustainability of the solution beyond the consultancy period, as well as
options and preparations for scaling up the pilot to other cities. Activities under this phase are the
followings:
1. Output dissemination
2. Monitoring
3. Provide maintenance support during the consultancy period
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4.
5.
6.
7.
8.
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Provide hosting of the system for one year after project completion
Develop maintenance plan beyond the consultancy period
Provide advisory capacity for maintenance and preparations for scaling up
Help Desk operations
Conclude the handover process to the designated local service provider
3.2.Deliverables
Strategic Planning Phase
Stage 1. Requirement and Gathering
D1. Use case scenario
Stage 2. Design and Prototyping
D2. Proof of concept, focusing on the measure of planning alignment methodology and data
warehousing.
D3. User Interface prototype
After the iterations are completed, D1-D3 are to be submitted as deliverables by the consultant,
which include all feedback collected in each iteration. After a minimum of five iterations as stated
above, the consultant should produce the following deliverable before moving to the next phase:
D4. Minimum Viable Product (MVP), consisting of:
D4.1. Prototype
D4.2. Implementation strategy report
D4.3. System Requirement Specification
D4.4. Methodology report on alignment analysis framework
Solution Development Phase
Stage 3. Implementation: Application Development
D5. Application
D6. Source code documentation
Stage 4. User Feedback collection
D7. User feedback documentation
Stage 5. Deployment to Production
D8. Installation report
D9. Development and operation in production environment
After the iterations are completed, D5-D7 are to be submitted as deliverables by the consultant,
which include all feedback collected in each iteration. By the end of this Solution Development
phase, the consultant should have the final version of the application, fully functional with all the
required features.
Change Management Phase
Stage 6. Maintenance and Monitoring
D10. Maintenance support documentation
D11. Evidence of output dissemination and provision of advisory capacity
D12. Maintenance plan beyond consultancy period
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D13. Handover documentation
D14. User and technical manual
D15. Help Desk documentation and manual for handover
All reports must be submitted both in Bahasa and English.
Payment is made based on the deliverable has been agreed in the contract.
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4
OTHER PROVISIONS
4.1.
Timeframe for Tasks
Activity
Months
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
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Strategic Planning (D1 – D4)
Stage 1. Requirement Gathering
Stage 2. Design and Prototyping
Solution Development (D5 – D9)
Stage 3. Application Development
Stage 4. User Feedback Collection
Stage 5. Deployment to Production
Change Management (D10 – D15)
Stage 6. Maintenance & Monitoring
4.2.
Firm Qualification
The firm should at least satisfy the following minimum qualifications:
1. Experience in projects with intersections in digital innovation related to regional development for at least 5 years
2. Extensive experience in regional planning analysis in Indonesia for at least 5 years
3. The firm should have similar experience in information system development for at least 5 years.
4. Had previously worked with government institutions, preferably in Indonesia
5. Have skills related to information systems especially, network management and security
6. Possess outlook in scalable system with multi-national experience.
7. Must be tax orderly as evidenced by tax reporting for the last 2 years, (this requirement is only applicable for National/Indonesian
Consultant).
4.3.
Qualifications of Key Personnel
The Consultant needs to demonstrate expertise in all disciplines and technical areas of the TOR. The Consultant further needs to
demonstrate proven ability to integrate all multi-disciplinary inputs into a coherent development strategy.
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A proven record of normative publications in the regional planning field is essential. The team leader should demonstrate a thorough
understanding of regional spatial, sectoral, development planning and system development in this context.
Key Expert Fields
Project Team Leader (PTL)
Urban Planning Expert
Scope of Services
● Lead and coordinate all activities of the work team members in carrying out the work
until declared complete
● Responsible for coordination and assistance with the assignor and the technical team
● Responsible as the supervisor of the system analysis, design, implementation and
testing process
● Take responsibility for the progress of work at each stage of implementation.
● Responsible for the final handover
● Lead overall project implementation
● Coordinate with stakeholders regarding activity plans
● Coordinate with Bangda CPIU and other consultants
● Coordinate with external stakeholders such as Bappenas, the Ministry of Public Works
and Housing, and the provincial and Regency / Municipality governments
● Coordinate the preparation of activity reports both preliminary reports, intermediate
reports, annual reports, and final reports.
●
●
●
●
●
Lead the development of the planning alignment measurement methodology
Lead the data inventory mapping related to data and information required for the
analysis and for the data warehouse development
Review policies/regulations related to regional planning
Take part in various workshops/knowledge transfer activities under this contract
Ability to lead the digital transformation project for urban planning in national / multinational scale (under the direction of PTL)
Minimum Qualifications
● Advance degree (Master / PhD) in computer
science / computer engineering / information
system / STEM (Science Technology
Engineering and Math) field with knowledge in
urban planning.
● At least 8 years’ experience in team
leadership/project management for projects of
similar scope and complexity, including
experience in urban planning and/or digital
technology.
● Demonstrated leadership and management
quality in national and/or multi-national
private/government projects.
● Extensive knowledge of regional planning and
e-government practice in Indonesia is a plus
●
Have an international experience as evidenced
through certification or work experience letters
is preferred
●
Bachelor / Master / PhD degree in urban
planning, urban development, or other
discipline relevant to the assignment
At least 7 years of experience in urban planning
field, experience in modelling is a plus.
At least 5 years of experience in alignment
measurement, data inventory mapping, policies
and regulations for regional and national urban
planning.
Able to demonstrate extensive understanding of
regional planning in Indonesia
●
●
●
Urban Planning & GIS
Analyst
●
●
●
Work closely with Urban Planning Expert and will be responsible for the planning
alignment measurement methodology and data inventory mapping
Take part in various workshops/knowledge transfer activities under this contract
Ability to work in in the digital transformation project for urban planning in national /
multi-national scale (under the direction of PTL and Urban Planning Expert)
●
●
Bachelor / Master / PhD degree in urban
planning, urban development, GIS, or other
discipline relevant to the assignment
At least 5 years of experience
in urban
planning field, preferably in Indonesia, with
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●
Technology Lead
●
●
●
●
●
Lead the design, planning, development, application, and the implementation of the
technological solution
Identify, direct, and coordinate the engineering team
Work closely with Urban Planning Expert, Legal Analyst, and Product Manager to
implement urban planning evaluation framework and database into the proposed
solution
Take part in various workshops/knowledge transfer activities under this contract
Other tasks identified by PTL
●
●
●
●
●
●
Product Manager
●
●
●
●
Identify internal governance policies and regularly monitor compliance of the solution
development to the relevant policies
Maintain current knowledge of alterations in legislations
Apply effective risk management techniques and offer proactive advice on possible
legal issues
Collaborate with urban planning expert and engineering team on product (the solution)
planning and execution to ensure the product achieves the package goal
Define product requirement details from research and workshops
Support PTL in collecting user feedback and collaborate with the team to ensure it is
incorporated to the product/solution development.
Perform product demo to MOHA and stakeholders
Prior exposure to
●
urban planning, data
governance, and spatial analysis is highly
desired
Experience
working
with government
institution is preferred
Bachelor / Master degree in law
●
At
●
Legal Analyst
extensive experience and knowledge of GIS
packages
Familiarity with the concept of planning
alignment measurement and data inventory
mapping
Master / PhD in computer science / computer
engineering / information system / STEM
(Science Technology Engineering and Math)
field.
At least 3 Years of experience in leading and
managing the team in information and system
development
●
●
●
●
●
least 3 years of relevant experience in
legal/regulation consultation for government
information system or e-government
Deep understanding of regional planning in
Indonesia is a plus
Bachelor / Master degree in urban planning or
computer science with digital experience
At least 5 years as product manager in
information system, with urban planning
projects as a plus
Experience
working
with government
institution is preferred
Fluency in Bahasa is highly preferred
In addition to the key personnel defined above, the PTL should also hire an Engineering Team, in which the personnel should be hired
per need basis on the PTL’s discretion and inputs from the Technology Lead. The overall scope of services from the Engineering Team
would be to:
●
●
●
Provide backend engineering expertise from model design in database, infrastructure service, to API implementations
Provide front end engineering expertise for the customer facing app implementation
Provide UI/UX design for the app
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●
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Provide deployment expertise (dev-ops) for the operation of the app
Provide an organized app development methodology
The PTL should provide the plan for hiring the engineering team in the bidding proposal, which includes the structure/positions, the job
description, and the qualifications of the team.
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Annex 1: National Urban Development Program Description
Component 1: National Urban Institutional and Policy Development: (USD 5.0 million of
IBRD Loan) This component will support the strengthening of inter-ministerial coordination
on cross-sectoral urban issues at the national level. It will also support the development of
national policies, guidelines and strategies to promote efficient, sustainable and climateresilient urban development. The capacities of local governments to plan strategically, prioritize
capital investments and access alternative sources of finance will be significantly enhanced
through an enabling national policy environment pertaining to strategic planning and urban
management. Activities under this component will promote better vertical coordination and
develop appropriate approaches to address constraints to integrated planning and efficient urban
management at national and local levels. This component will also support the development of
national policies, guidelines and strategies to promote efficient, sustainable and climateresilient urban development.
Sub-component 1.1: Strengthening the capacity of an Urban Platform for Inter-Ministerial
Coordination. The Inter-Ministerial Steering Committee at the national level will provide the
basis for coordination of several national sectoral programs, including NUDP. The GOI has
expressed the need to re-structure, elevate and enhance the effectiveness of the existing TKPPN.
NUDP will support the strengthening of the Standard Operating Procedures (SOPs) and work
plans to operationalize the platform’s inter-sectoral coordination function, for instance, through
the establishment of a Technical Secretariat under BAPPENAS. The technical secretariat will
provide capacity building activities including trainings to enhance cross-agency urban
coordination, mapping of national urban programs to identify the need for geographical
alignment, review of city level outputs, convening of a panel of advisors on urban interventions
etc. This platform will have the mandate to draw lessons from project implementation and
provide inputs for relevant policies, guidelines and regulations, including those to promote low
carbon and resilient development planning. Knowledge sharing with provinces and cities will
be financed through periodic national workshops and trainings.
Sub-component 1.2: Support for the formulation of the national urban policies for promoting
integrated urban development. This component will finance analytical studies, position papers
and assessments pertaining to national urban policy making, including support for RPJMN and
policies aimed at enhancing the environmental sustainability and resilience to climate-related
disasters of Indonesian cities. Support for operationalizing relevant findings of the Indonesia
Urbanization Flagship Report will be included and policy dialogue will be facilitated through
workshops to support the operationalization of the RPJMN. A key output will be the City
Positioning and Economic Development Study, which will provide strategic view of the
competitive advantage of cities that have a regional and national important based on their
relative regional location, demographic characteristics, economic growth, climate vulnerability
etc.
Sub-component 1.3: Formulation of National Urban Infrastructure Strategy Plan: A strategy
paper with robust analysis to support the articulation of a National Urban Infrastructure Strategy
Plan, including urban infrastructure strategies that promote climate resilience, low-carbon
development, densification, transit-oriented development etc.
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Component 2: Integrated Planning for Urban Development: (USD 32.6 million of IBRD
Loan): This component aims to strengthen the quality, strategic approach and implementation
of integrated spatial planning within the participating cities, and links spatial planning with the
prioritization of capital investments. In addition, a spatially informed, medium-term, annually
rolling capital investment planning and budgeting framework will be developed and
implemented under this component. Component 2 activities will jointly strengthen the capacity
of cities to make spatial planning more effective, forward-looking and increase strategic
prioritization of infrastructure and services to enhance sustainability and environmental and
social resilience of cities.
A key principle under NUDP is to enhance the quality of existing statutory plans/mechanisms
in Indonesia and focus on bridging the gap from plan to implementation. Mainstreaming the
interventions within the existing planning and regulatory frameworks will ensure institutional
sustainability of the proposed interventions. Discussions with relevant Ministries to reform the
existing frameworks based on findings of first phase of interventions have been positive, with
the aim to review regulations based on early implementation results. Activities also build upon
several ongoing trust funded activities that have been tested and tailored to the Indonesian
context, including activities being carried out under IDSUN, particularly the TA on City
Planning Labs (CPL) and Municipal Finance, as well as the Indonesia Urbanization Flagship
Report.
Sub-component 2.1: Support for strengthening quality of data and institutional capacity for
data governance. This sub-component will finance data development and maintenance,
capacity building for data analysis, integrated data platforms and drafting of municipal data
governance policies (e.g. Municipal Spatial Data Infrastructure- MSDI-Mayoral Decree to
ensure sustainability of data driven development). These activities will serve as the backbone
of evidence-driven urban planning and focus on developing foundational geospatial capacity of
local governments through trainings, knowledge exchange and skills development. Within data
development for integrated planning, there will also be attention to datasets pertaining to
adaptation to and mitigation of climate risks (e.g. datasets needed for land suitability and
carrying capacity analyses that include climate change risks, forested areas, urban footprint
etc.).
Key activities under this subcomponent include:
● Enhancing Data Quality, Production, Management and Maintenance: Through the
design of a hands-on, on-the-job training program, cities’ capacity to produce and manage
high-quality data and conduct analytics will be boosted. This component will include data
production through various means based on city need, including remote sensing and dronebased data production.
● Facilitating Data Sharing through establishment of a robust data governance
framework under the MSDI framework: This will include advisory support for
development of regulatory framework to be mandated through a Mayoral Decree (Perwali)
that will include protocols for data sharing, data custodianship, data publishing, etc.
● Integrated Data Portal: Support will be provided to the target cities to establish a single
data platform in line with Indonesian geospatial standards and utilizing cutting edge
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19
international technologies, to ensure that spatial data is better managed and integrated with
other sources of planning data. Forms of support will include software packages, data
storage systems (including cloud based options), integration between geoportals, data
production and management training, automated urban planning tools and related advisory
services.
Sub-component 2.2: Support for integrated spatial planning: This subcomponent will finance
a combination of key strategic/analytical studies required for integrated spatial and socioeconomic planning, development of Spatial Development Framework (SDF) to strengthen
RTRW (20-year city level spatial plan) and RPJP/RPJMD (city’s long term and medium term
socio-economic development plan), and Strategic Area Framework (SAF) to strengthen RDTRs
(detailed spatial plans for priority areas, 20-year horizon). Activities under this component will
build the capacity of participating local governments to design and implement integrated spatial
plans and boost the spatial planning linkages with socio-economic plans (RPJMD). This subcomponent will also finance stakeholder consultations in the development of integrated
planning inputs (including community consultation), peer-to-peer learning among local
governments and capacity building activities to support institutional strengthening for
integrated planning and implementation. As far as possible, interventions will be aligned to city
planning cycles, to maximize the absorption of inputs. Activities will also include studies on
improving effectiveness of existing development control mechanisms, pilots on new
development control approaches (including restrictions or standards on hazard prone areas),
training and related capacity building activities. (see Annex 2 for further detail)
Analytical inputs: Examples of key studies financed under this sub-component include:
Economic Strategy Study, Baseline Survey and Analytics Study, Environmental Zoning and
Land Suitability Study, Integrated Transport and Land Use Planning Study (including urban
mobility approach) (see Annex 2 for detailed explanation of key studies). All studies under this
sub-component will be conducted per participating city to boost the quality of the statutory and
sectoral plans. Analytical outputs will be coupled with capacity building activities for local
governments, along with the consolidation of TORs and detailed methodology manuals made
available to cities as a long-term resource.
Spatial Development Framework (SDF) approach will address the gaps identified in the
development of RTRWs in Indonesian cities in terms of quality of analytics, integrated strategic
vision and organization of the document. This activity will create a consolidated, strategic
spatial planning vision in the form of a synthesis document that is endorsed by multiple
stakeholders at the city level to steer the city’s development towards the achievement of key
socio-economic targets. The SDF approach emphasizes the spatial prioritization of investments
by identifying development corridors that link people with jobs and services, nodes/priority
areas for development and focuses on hotspots of infrastructure gaps for spatial targeting. The
process combines a robust synthesis of analytical inputs and consultative processes across line
departments as well as with citizens. Consultative processes will aim to enhance the existing
processes included within RTRW development and in doing so, SDF approach will build upon
the existing foundations of the Indonesian planning system to enhance its effectiveness rather
than creating a parallel system of planning. Outputs will include an SDF synthesis document, a
manual (detailing methods and process) based on Phase 1 of implementation, which will
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internalize lessons learnt during implementation and become the basis of scale up in subsequent
phases. Hands-on support of consultants to carry out the analytical studies, will be combined
with embedded capacity building trainings and workshops for local governments along with
support for institutionalization of the SDF approach into RTRW and RPJP/RPJMD (see Annex
2 for further detail).
Institutionalization of the SDF approach can take place using one of the following mechanisms:
(1) full revision of the RTRW statutory document (including the re-organization of chapters),
or (2) SDF as a consolidated input for the technical document (Matek) that informs the statutory
RTRW, and/or (3) SDF linkage to RPJP/RPJMD (e.g. chapter or Annex). For option (1) to be
fully realized, changes to the spatial planning regulations will be required, which the
government is open to considering based on the results of phase one implementation. Under
option (2), the SDF will influence the direction of long-term spatial planning through the
technical, back-end document that forms the backbone of the statutory plan, and under Option
(3), SDF with enhance the inclusion of spatial aspects and direction within the socio-economic
development plans that currently lack such direction. In all cases, the SDF synthesis document
will be made accessible to all stakeholders (including citizens) to ensure a common
understanding of the city’s spatial development strategy, potentially supported by a Mayoral
Decree (Perwali). (see Annex 2 for further detail).
Strategic Area Frameworks (SAF) financed under this sub-component zoom into the strategic
priority areas identified by the SDF (development corridors, nodes/hubs and settlement areas)
and undertake detailed spatial planning within these strategic areas to align community
priorities with the overall direction of development of the city. SAF approach will be used to
revise the statutory detailed spatial plan, RDTR, to address the gaps in the current RDTR
approach and structure that constrain it from providing strategic spatial locations for optimal
infrastructure investment. SAF approach will also aim to strengthen the operationalization the
development control function of the RDTR. Given the extensive backlog of RDTRs (see para
9), the SAF document is expected to provide a direct input to participating cities’ RDTR.
Similar to SDF, this consolidated document utilizing the integrated planning approach at the
sub-city level will also be available for all stakeholders as a standalone, interim spatial
development strategy document for priority areas. See Annex 2 for more details.
Review spatial planning regulations and guidelines to integrate SDF and SAF approaches. The
project will finance the review of relevant spatial planning policy and regulatory frameworks
to propose revisions that can allow the absorption of implementation-based lessons from SDF
and SAF approaches into RTRW and RDTR respectively, with an aim to institutionalize these
approaches once they have been tested in a critical number of cities and tailored to the
Indonesian context.
Sub-component 2.3: Support for Precinct Planning. Precinct Plans (PP) financed under this
component are a more detailed, neighbourhood level infrastructure and urban design plan that
is sub-SAF/sub-RDTR) level. These plans map out and visualize where capital investments are
needed within the boundaries of an identified functional high priority area. The first objective
is to clearly define a development vision and objectives for the precinct. The second objective
is to provide urban design guidelines that will catalyse the achievement of the desired urban
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form and function and the development vision. It is a “bridging document” between statutory
spatial plans and investment projects, on which investment implementation plans are built on
(i.e. feasibility studies and detailed engineering designs). The majority of identification of
capital investments under local government mandate are identified at this level. This bridging
document linking plans to investments does not currently exist in Indonesia.
Under Sub-component 2.4: Capital Investment Planning and Budgeting (CIP), the task is to
establish as an investment prioritization, budget fit and reporting/tracking system. This subcomponent, which forms the basis of these TORs, will finance: (i) development of a CIP
framework (methodology and process), associated tools and work-flow under BAPPEDA; (ii)
hands-on support for implementation of the CIP framework throughout the annual planning and
budgeting cycle across the project lifetime to ensure absorption by the local government; and
(iii) training for local governments, universities and private vendors to support local
governments; (iv) formulation of supplemental regulation on guidance of CIP for RPJMD under
the Home Affairs Ministerial Regulation (Permendagri) 86/2017 (v) capacity building and
technical assistance to MoHA. The CIP sub-component needs to take note of, and coordinate
with other NUDP workstreams in sub-components 2.1, 2.2 and 2.3 related to spatial frameworks
and spatial data platforms. The CIP Consultant must participate in any coordination forums that
will be instituted as part of NUDP.
Under the CIP framework, the cities will move beyond piecemeal identification of investment
priorities towards investments within strategic areas highlighted by spatial plans. The CIPs will
be multi-year rolling plans for capital investments (including retrofitting and maintenance),
prioritized by year, with anticipated beginning and completion dates, annual estimated costs,
proposed financing mechanisms for the investment life cycle, and identification of the overall
financing gap. Four key steps under the implementation of the CIP framework will be: project
capture, prioritization, budget fit, and monitoring and reporting. Optional models on climateresilient infrastructure investment projects can be implemented within this approach. See Annex
2 for more information on the cyclical CIP approach and its relationship with local
governments’ planning and budgeting cycle.
The proposed CIP framework ensures effective operationalization of spatial plans into
investments through spatial targeting of investments in high priority areas with a clear
understanding of budgets and by tracking implementation progress annually. Prioritization from
the long list of projects (all captured within a unified database in the system prior to filtering)
is based on pre-agreed, city-specific objective criteria. In the context of this project, investment
prioritization scoring will include higher score for infrastructure aligned with spatial priority
areas/corridors highlighted by the suite of planning documents, linkage with articulated
mayoral visions and targets, environmental and socio-economic considerations, climateresilient aspects, among other city-specific priorities. Based on ongoing discussions with the
Ministry of Home Affairs (MOHA), upon successful implementation, CIP will be subsumed
within a city’s RPJMD and RKPD (city’s annual budget plan) to provide it a statutory basis,
mandating its development and implementation by local governments to enhance sustainability.
Development of CIP framework and system can start in parallel to the spatial planning activities
under sub-component 2.2 integrating inputs as they become available in the subsequent years
of implementation. The CIP framework and its implementation, together with the development
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of SDF/SAFs/PPs, form the core of the interventions within Component 2.
Component 3 City Financial Management Capacity Development: (5.0 million of IBRD
Loan): Component 3 will finance capacity building activities and support necessary systems,
equipment and tools for local governments to address constraints to effective implementation
of prioritized capital investments, including demand side constraints to accessing alternative
sources of finance beyond national government transfers. Activities under Component 3 will
create an enabling environment for the implementation of the prioritized strategic capital
investments identified within the CIP process in Component 2. Participating cities will
develop additional financial, fiscal and project management capacity, including tools needed to
sustain the capacity building. Overall, Component 3 will strengthen the capacity of participating
cities to improve infrastructure asset management, M&E mechanisms and better management
of fiscal and financial resources to enhance access to alternative financing.
Subcomponent 3.1: City level assessment of financial and project management capacity. The
assessment will support the cities in understanding their capacity constraints on infrastructure,
financial and project management and identify a set of capacity building interventions from the
available menu of options to address them. The assessment will encompass analysis of fiscal
position, debt and revenue situation, readiness to manage capital investments on a mediumterm basis, bottlenecks in project management, expenditure efficiency, M&E mechanisms,
asset management, operation and maintenance etc. It will identify areas of weaknesses,
inconsistency of budget decisions with city priorities and infrastructure implementation
challenges specific to the city. The results of the assessment will be jointly workshopped with
relevant city departments led by BAPPEDA to develop an action plan for addressing
constraints. The action plan and the assessment will become the entry point for the design of
training, the selection of capacity building activities from the menu of options and any
supportive tools. In addition, under this sub-component, a mapping of relevant national level
trainings will be undertaken to avoid duplications and ensure advanced trainings building upon
the existing resources. Existing materials will be enhanced and updated as necessary in close
collaboration with relevant ministries.
Subcomponent 3.2 Enhancing capacity for accessing alternative sources of finance. The
assessments and action plan under component 3.1, along with the results from CIP
implementation from component 2, will be used to determine the specific capacity building
activities jointly with the local governments to ensure a demand driven design. This activity
will introduce cities to innovations in municipal finance, along with training and capacity
building support on topics including creditworthiness, debt management, municipal bonds, land
value capture approaches etc. A menu of options including selected products and tools that have
been piloted in Indonesia will be available to the city, including trainings for Creditworthiness,
Medium-term Fiscal Framework (MTFF) (methodology and tools), investment portfolio
assessments for private financing potential, and use of new technological solutions such as asset
management technology and tools etc. The menu of options will not only offer new, advanced
trainings but also promote and strengthen access to the existing national government trainings,
to ensure sustainability and avoid duplication. Deriving from the city-level assessments, this
sub-component will also finance equipment, software systems and tools aimed to support local
government capacity strengthening.
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Component 4: Project Implementation Support: (7.0 million of IBRD): For successful
implementation of the complex project activities, a strong implementation support framework
is needed. To operationalize this implementation support, this component will finance the costs
of Project Management Support (PMS) for the Central Project Management Unit (CPMU),
Technical Management Consultants (TMCs) for all PIUs and Oversight Service Providers
(OSPs) to strengthen the capacity of the CPMU and the PIUs to oversee implementation of the
program at national, provincial and city levels. It will include contract supervision, financial
and technical audit, oversight on the inclusion of environmental and social safeguards aspects
(including citizen engagement), monitoring and evaluation etc.
Jakarta, 27 Juli 2022
Pejabat Pembuat Komitmen
Direktorat Perencanaan, Evaluasi Dan Informasi
Pembangunan Daerah
Bagus Agung Herbowo, ST, MT
Pembina Tingkat I (IV/b)
NIP. 19701130 199603 1 001
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Section 8. Conditions of Contract and Contract Forms
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PART II
Section 8. Conditions of Contract and Contract Forms
Foreword
1. Part II includes two types of standard Contract forms for Consulting Services (a Time-Based
Contract and a Lump-Sum Contract) that are based on the contract forms included in the
harmonized Request for Proposals (RFP) (Master Document for Selection of Consultants
prepared by participating Multilateral Development Banks (MDBs).
2. Time-Based Contract. This type of contract is appropriate when it is difficult to define or
fix the scope and the duration of the services, either because they are related to activities carried
out by others for which the completion period may vary, or because the input of the consultants
required for attaining the objectives of the assignment is difficult to assess. In time-based
contracts the Consultant provides services on a timed basis according to quality specifications,
and Consultant’s remuneration is determined on the basis of the time actually spent by the
Consultant in carrying out the Services and is based on (i) agreed upon unit rates for the
Consultant’s experts multiplied by the actual time spent by the experts in executing the
assignment, and (ii) reimbursable expenses using actual expenses and/or agreed unit prices.
This type of contract requires the Client to closely supervise the Consultant and to be involved
in the daily execution of the assignment.
3. Lump-Sum Contract. This type of contract is used mainly for assignments in which the
scope and the duration of the Services and the required output of the Consultant are clearly
defined. Payments are linked to outputs (deliverables) such as reports, drawings, bill of
quantities, bidding documents, or software programs. Lump-sum contracts are easier to
administer because they operate on the principle of a fixed price for a fixed scope, and
payments are due on clearly specified outputs and milestones. Nevertheless, quality control
of the Consultant’s outputs by the Client is paramount.
4. The templates are designed for use in assignments with consulting firms and shall not be
used for contracting of individual experts. These standard Contract forms are to be used for
complex and/or large value assignments, and/or for contracts above US$300,000 equivalent
or more unless otherwise approved by the Bank.
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