DESCRIPTION OF SERVICES

SUB-NATIONAL ROAD SECTOR

STRENGTHENING AND REFORM

Sub-National Road Sector Strengthening

and Reform
1. About KIAT
Kemitraan Indonesia Australia untuk Infrastruktur (KIAT) is a partnership between the Government of Australia
(GOA) and Government of Indonesia (GOI) to support sustainable and inclusive economic growth through
improved access to infrastructure for all people in Indonesia. KIAT works with government partners, multilateral
development banks (MDBs) and civil society providing technical assistance to improve infrastructure policy,
planning and delivery. KIAT also works with sub-national governments to improve the quality of infrastructure
spending and planning.
Through its work with central and sub-national governments, KIAT is working towards 5 End-of-Facility
Outcomes (EOFOs):
1. Improved policies and regulations for infrastructure development
2. High quality projects prepared for financing by GOI, MDBs or the private sector
3. High quality infrastructure delivery, management, and maintenance by GOI
4. Infrastructure policies, design and delivery are more inclusive for women and people with disabilities
5. Improved policy, planning and design results in lower-emission, more climate-resilient infrastructure
The focus of KIAT is on the following areas: Water and Sanitation; Transport; Gender Equality, Disability and
Social Inclusion (GEDSI); Climate Change; and Infrastructure Funding and Financing (IFF).

2. Background

2.1. Indonesian Road Sector

Roads are the most important element of Indonesia’s transport system, carrying over 90 per cent of Indonesia’s
passenger and freight traffic. Indonesia’s total road network is around 534,000 kilometres (km) in length,
consisting of approximately 2,800 km of toll roads, 47,000 km of national roads, 56,000 km of provincial roads
and 429,000 km of kabupaten (regency) and kota (city) roads.
Around 92 per cent of national roads, which attract larger recurrent investment per km than other roads, are in
‘stable’ condition, but this typically drops to between 60 per cent and 70 per cent for provincial and
kabupaten/kota roads. According to the latest version of the World Economic Forum’s Global Competitiveness
Report (2019), the Indonesian road network ranks 59th in terms of quality amongst the 141 countries evaluated.
The condition and slow travel times on Indonesia’s road networks also impact the country’s Logistics
Performance Index (LPI), with a ranking of 63rd out of 139 countries evaluated in the World Bank’s latest 2023
LPI Report.

2.2. Sub-National Roads

Sub-national roads (SNR) constitute around 90 per cent of the road network in Indonesia and carry
approximately 52 per cent of all vehicle-kilometres. Sub-national roads are administered by the country’s 38
provinces, 416 kabupaten and 98 kota (a total of 552 local governments). These roads constitute important links
between local communities, regional centres and national links and nodes, such as toll roads, airports and ports.
Yet despite their importance, typically only around 60 per cent to 70 per cent of sub-national roads are usually

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reported to be in a stable condition. Poor quality roads undermine social and economic development efforts
through higher transport costs for road users, slower journeys and unreliable connectivity.
The Government of Indonesia, for many years, has recognised that the low quality of SNR networks restricts
regional economic growth and lessens the attractiveness of Indonesia for regional investment in comparison to
many of its ASEAN neighbours. Although the problems in SNR condition stem partially from insufficient capital
and recurrent investment, the issues have more fundamentally arisen from a lack of incentive and accountability
for effective governance and management at the local government level, leading to a sector-wide lack of regard
for diligence in the application of engineering standards and a lack of focus on preventative maintenance. This
situation is worsened by low institutional capacity in many local governments.

2.3. Previous Government of Australia Support to Sub-National Roads

In response to these issues, the Government of Australia (GOA), at GOI’s request, has provided significant
support to Indonesia’s sub-national road sector since 2013. Firstly, through the Provincial Road Improvement
and Maintenance (PRIM) Program, and more recently through support of GOI’s Program Hibah Jalan Daerah 1
(PHJD).
PRIM was a nine-year pilot program (2013-2022) that combined AUD 38 million in grants with AUD 23.4 million
of technical assistance, designed to improve the quality of Indonesia’s sub-national road network by
incentivising Local Governments (LGs) to improve approaches to road maintenance by applying performance-
based conditional granting. PRIM also piloted innovative approaches to engage civil society, women, vulnerable
people and people with disabilities in the oversight of roadworks at planning, design and implementation stages.
The program was underpinned by a heavy capacity development component.
In 2017, the Government of Indonesia, encouraged by the success of the PRIM pilot, started to consider its own
conditional road granting program, Program Hibah Jalan Daerah (PHJD), which was designed in 2018 with GOA
support and started in 2019. The program is based on the principles and approaches developed through the
PRIM pilot project.
The PHJD program used the APBN2 to provide up to 100 per cent of the deemed cost of road works 3 to
participating local governments (LGs), as opposed to the 40 per cent reimbursement previously granted under
PRIM. A strategic policy decision was made by GOI to initially use the PHJD program to improve roads along
nationally important corridors to help boost the tourism sector to align with one of the key development
objectives of the Medium-Term Development Plan (RPJMN 2020-2024). The program was delivered in three
phases over the period 2019 to 2023, with each local government being admitted to the program for three
years. KIAT provided direct technical assistance support and verification and technical assessment support to all
Phase I local governments starting in 2019, and indirect support to Phase 2 and Phase 3 areas, which started in
2020 and 2021, by providing general technical support through a Program Implementation Consultant and
training to the Verification and Technical Assessment Support Consultants (VTASC) who were appointed and
funded directly by GOI. This first tranche of PHJD was completed at the end of 2023.
The following outcomes were achieved through the PRIM and PHJD pilot programs:
• successful piloting of performance-based conditional granting mechanisms (with third-party
verification) which incentivised improved performance of local governments;
• improved governance, management structures and capacity within local governments;
• improved and strengthened coordination between national and local governments;

1
In English, Sub-National Roads Grant Program
2
Anggaran Pendapatan dan Belanja Negara/ State Budget
3
‘deemed cost’ because reimbursements were calculated based upon standard unit costs for various types of road work.

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• increased involvement of the general public, women and people with disabilities in decision-making
and monitoring;
• increased employment opportunities in the sector for women and people with disabilities;
• improved technical capacity within subnational governments and the supporting private sector
(consultants and contractors);
• the introduction of rational planning of road maintenance and rehabilitation works, including
prioritisation of important preventative maintenance through a bespoke road asset management tool
called Provincial and Kabupaten Road Management System (PKRMS);
• improved design and construction quality achieved at a lower cost than works under comparator
modalities such as Dana Alokasi Khusus (DAK), and
• increased transparency and public scrutiny of road sector planning, design and delivery, thus
increasing subnational government visibility and accountability.

3. Objectives

3.1. Activity Aim

This activity aims to support GOI counterparts in improving subnational road network governance, management,
planning and construction. The activity will support DGH, other relevant GOI counterparts, and Multilateral
Development Banks (MDBs) to increase the effectiveness of investment in subnational road development and
maintenance by improving governance, institutional structures, intergovernmental fiscal transfers, systems and
business processes. Support will also consider measures to address climate risks, improve resilience and provide
better value for money for investments.

3.2. Activity Outcomes

The key intended outcomes of this activity in case if full scope of the activity is delivered are as described in
Table 1 below.
Table 1: Activity Components and Outcomes

Activity Components Outcomes

Component 1 – IRRTIP Support • By early-2026, the World Bank funded Indonesia Resilient Road Transport
Improvement Program (IRRTIP), based on the PHJD model, will commence

Component 2 –Instruksi Presiden4 (InPres) • By end-2025, GOI will strengthen DAK technical guidelines (Juknis6) by formally
Jalan Daerah5 and DAK Support incorporating selected PRIM and PHJD practices

Component 3 – Sector-Wide Technical • By December 2025, key GOI policy-makers are equipped with evidence of the
Support relative effectiveness and efficiency of PHJD (& IRRTIP), DAK, and Inpres Jalan
Daerah

• By March 2026, DGH and selected local governments will have completed a
beta trial of a web-based subnational road asset management tool (web-
based PKRMS) and central database. This tool and database will eventually
lead to strengthened national government oversight and analysis of
subnational road asset management and subsequent improvement in local
government road asset management performance

4
Presidential Instruction Program
5
Bahasa Indonesia term for Sub-National Roads
6
Petunjuk Teknis / Technical Guidelines

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• By March 2026, DGH will formally endorse a new climate-resilient subnational

road strategy outlining approaches to climate resilience for subnational roads

• By March 2026, GOI will adopt and use an improved Corridor Planning and
Identification Tool (CPIT), resulting in defined strategic corridors that are
subject to higher performance standards and able to attract priority funding

Component 4 – Cross-cutting and Activity • By March 2026, an exit strategy is presented and agreed with the Australian
Management Embassy to transition out of providing technical assistance for the subnational
roads by the end of the next RPJMN period

• By March 2026, the Australian Embassy and GOI counterparts review the PRIM
and PHJD post-evaluation findings and recommendations for future
subnational road programming

An indicative “Activity Logic Model” mapping out general pathways to the achievement of these outcomes is
included in Attachment 1. This is expected to be reviewed and refined during the inception phase and at regular
intervals over the course of implementation of the services.

4. Description

4.1. Introduction and Component Structure

The services shall be delivered by the Contractor over a period of 15-18 months. The KIAT Facility comes to the
end of its term in mid-2026, and may be replaced by a new facility, which may be able to provide further GOA
support to help GOI to achieve its 5-year sub-national road targets to be set out in the 2025-29 RPJMN7. GOA
aims to transition out of technical assistance for the sub-national roads by the end of next RPJMN in 2029.

Figure 1: Strategic Timeline

During PHJD, the key GOI counterpart for sub-national road sector support was Pusat Fasilitasi Infrastruktur
Daerah (PFID) within the Secretariat General of the Ministry of Public Works and Housing (MPWH). PFID will
remain an important counterpart as the lead agency for DAK Jalan, but other GOI agencies/departments are
likely to take a prominent role:
• DGH are likely to take an increasing role in relation to technical management of sub-national roads;

7
RPJMN, Rencana Pembangunan Jangka Menengah Nasional or Medium-Term National Development Plan.

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• Bappenas are likely to provide increased coordination across sub-national road sector and may chair a
sector-wide Steering Committee8, and
• MoF will manage the World Bank loan facility for IRRTIP, on-granting agreements between national and
local governments and any adjustments to ‘transfer ke daerah 9’ mechanisms.
The services to be delivered have been structured as four distinct components. These are further divided into
sub-components as shown in Figure 2.

1. IRRTIP Support
A. Local Government and Project Selection Support
B. Loan Preparation Support
C. Program Preparation Support

2. InPres and DAK Support

A. Inpres Jalan Daerah Support
B. DAK Strengthening Support

3. Sector-Wide Technical Support

A. Comparative Value-for-Money of Road Maintenance Programs
B. Development of Web-Based PKRMS and Training Modules
C. Climate Change Vulnerability Assessment and Resilience Strategy
D. Corridor Planning and Identification Support

4. Cross-cutting and Activity Management Support

A. SNR Exit Strategy
B. GEDSI and M&E

B. Evaluation and Reviews [for information only]

Figure 2: Components and Sub-Components

Tenderers should provide a breakdown of the costs for each component in their financial proposal. Given that
the activity has a budget ceiling, KIAT invites the tenderers to optimise the team structure and resourcing, activity
timeline, and offer value for money within the available indicative budget ceiling. KIAT also provides the
following order of priority for sub-components (see Figure 3) in case the tenderers cannot offer to deliver the
full scope of work within the indicative available budget. As a measure of value for money, the tenderers should
specify how many sub-components in the below order of priority can be delivered within the available time and
budget.

8
Likely to be established as a repurposing of the existing Tim Koordinasi Hibah Jalan Daerah.
9
‘Transfer ke Daerah’ (TKD) means fiscal transfers from national government to local government.

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Order of Priority Component

1 4.A SNR Exit Strategy
2 4. B GEDSI and M&E
3 1. A Local Government and Project Selection Support
4 1. C Program Preparation Support
5 1. B Loan Preparation Support
6 3. A Comparative Value-for-Money of Road Maintenance Programs
7 3. C Climate Change Vulnerability Assessment and Resilience Strategy
8 3. B Development of Web-Based PKRMS and Training Modules
9 3. D Corridor Planning and Identification Support
10 2. A Inpres Jalan Daerah Support
11 2. B DAK Strengthening Support
Figure 3: Order of Priority for sub-components

4.2. Component 1: IRRTIP Support

This component follows on from Government of Australia’s significant support of both PRIM and PHJD over the
period 2013-2023. This component will build on the considerable legacy of success achieved through these
previous programs by ensuring that IRRTIP continues to support GOI priorities and all five of KIAT’s EOFOs. GOA
support through KIAT is now trusted by GOI at a strategic level, helping to shape, innovate and build capacity,
rather than provide support to ongoing program operations. The support for IRRTIP is subdivided into the three
sub-components described below.

4.2.1. Sub-Component 1A: Local Government and Project Selection Support

GOI require immediate urgent support over the coming months to select the first phase of local governments
and associated road projects for Phase 1 of IRRTIP. KIAT has already commenced this work using directly hired
national individual consultants who are familiar with the previous PHJD program and GOI’s methods of project
selection from submissions made by local governments. Criteria for selection of the first year of IRRTIP local
governments and associated road projects should have already been completed prior to the appointment of
the Contractor, but there is a possibility that continued support may be required beyond this time if the task is
incomplete. If further support is required, the Contractor shall continue providing support through nominated
specified personnel with data management experience in the Indonesian road sector.
Selection of local governments and projects is likely to be based on prioritisation of road corridors that support
tourism, food security or other thematic priorities outlined by GOI. Also, GOI has indicated that local
governments that are due to take over responsibility for assets delivered through Inpres Jalan Daerah might be
prioritised for IRRTIP support to build capacity in road management and maintenance, and thereby safeguarding
the significant Inpres Jalan Daerah investment by GOI.
Section 5 of this Description of Services includes summary tables which provide more details of the tasks, and,
deliverables required for each sub-component.

4.2.2. Sub-Component 1B: Loan Preparation Support

Negotiations are underway between GOI and the World Bank (WB) so that IRRTIP may be financed through a
WB loan instrument. The WB instrument may act as a conduit for other lenders, such as the Asian Infrastructure
Investment Bank (AIIB) and the Islamic Development Bank (IsDB), who are also keen to support Indonesia’s sub-
national road sector. DGH requires KIAT support to assist them in establishing the Loan Agreement. However,
this will be in a supporting role, rather than a leading role, as GOI must retain prime responsibility for producing

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all the ‘Borrower’ documents required by WB. The WB loan will possibly be based upon the principles of the
WB’s ‘Program for Results’ (PforR) model, which uses a country’s own institutions and processes and links the
disbursement of funds directly to the achievement of specific agreed program results. The instrument has a
focus on sustainable development by helping to build capacity to enhance effectiveness and efficiency, leading
to the achievement of tangible, sustainable program results. To support these objectives, financing may be used
to support institutional strengthening and capacity development.
The Contractor will, therefore, support GOI with:
• data/information collection and analysis to support the preparation by GOI of documents and studies
to be prepared by the Borrower such as long-term strategy for sub-national roads, program scope,
economic and technical assessments, assessment of existing resilience challenges in SNR and evidence
of value achieved by investing in SNR resilience, financial management and procurement plan, social
and environmental risks, and other safeguarding risks, etc.
• advice on an appropriate institutional/organisational/governance structure for IRRTIP by developing
and analysing options and presenting briefing papers for discussion and agreement with GOI
counterparts and supporting the drafting of the directorate, directorate general or ministry level
regulations, letters/decrees or other necessary instruments. This should include a detailed analysis and
agreement on the clear split of roles and responsibilities between PFID and Directorate General
Highways (DGH), with PFID likely to take a governance and oversight role in relation to the sub-national
roads sector, and DGH likely to provide stronger operational management and technical leadership to
all three SNR programs (Inpres Jalan Daerah, IRRTIP and DAK).
The above support tasks are likely to be undertaken during the remainder of 2024 in readiness for Loan
Agreement signing either before the end of 2024 or early in 2025.

4.2.3. Sub-Component 1C: Program Preparation Support

IRRTIP might need to make adjustments to the PHJD model. The most important adjustment to be undertaken
by the Contractor is an overhaul of the PHJD Program Management Manual (PMM) in readiness for IRRTIP. The
PMM defines the requirements and processes to be followed by each local government. In general terms, the
Contractor shall simplify the PMM so that it is much more user-friendly using graphics and photographs as
necessary to improve understanding for the many non-technical readers in local government. Good graphic
design of the document will be important. The current version is considered to be too technical and difficult to
follow for non-technical staff. If technical instructions are necessary in the PMM these should be included in a
separate technical Volume 2. Other key changes to be incorporated into the new PMM include, but are not
limited to the following:
• explore use of innovative practices through the program;
• develop options and recommendations for calculating grant disbursements either based on actual costs
or standard unit costs; propose a reimbursement mechanism 10 after consulting with GOI;
• In consultation with GOI and World Bank, explore use of pre-requisites for the regions to join the
program. If agreed, each local government may be required to meet pre-requisite output requirements
to unlock granting in the following year. Pre-requisites may include:
o capacity development targets;
o RTTF establishment and a minimum level of operation;
o PKRMS surveys and outputs;
o completion of design documents for road works contracts;

10
The RUC mechanism needs to be adjusted to allow more freedom and flexibility with road design to suit local standards and conditions
for each project, possibly allowing reimbursement against actual contracted values, but with checks and safeguards built into the revised
mechanism to ensure designs are appropriate and contracted costs are reasonable and in line with market rates. Alternatively, the RUC
mechanism could be expanded so that a wider range of standard unit costs are available to cover all eventualities.

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o formal risk management plan setting out succession/mitigation plans;

o establishment of IRRTIP PMU and PIU11 to increase collaboration across local government
agencies (dinas);
o plus others as agreed with GOI;
• through negotiation with GOI and WB explore whether advance capital grants from IRRTIP can be made
available to support local governments meet IRRTIP pre-requisites, perhaps on a cost-sharing basis with
the local government;
• design and incorporate risk management mechanisms in the IRRTIP program design and reflected in
the PMM to deal with the risk of local governments failing to meet reimbursement targets. Intervention
mechanisms could include: moving to a reduced size of program, slowing down the program, providing
additional PIC12 support and/or PFID/DGH support and agreeing Improvement Action Plans. These
mechanisms should not be a dilution of program requirements, but a recognition that some low-
capacity LGs may require more time and support to reach target performance levels;
• through stakeholder engagement and consultation across GOI, identify a suitable grant percentage to
be reimbursed under the program; the percentage could vary based on the fiscal capacity of the local
governments;
• adjust processes to allow local governments the flexibility to procure and contract works using approved
procurement routes that suit the local government context and particular local market situation, for
example, routine maintenance works can be procured through e-catalogue or force account teams to
allow these works to start early in the financial year or use open competitive tendering for medium/large
contracts providing better value for money;
• adjust contracting regulations, processes, contingency budgets and standard forms of contract to allow
local governments the flexibility to adjust road work contracts through contract addenda if justified due
to unforeseen conditions13.
• redesign and simplify the verification processes described in the PHJD PMM to reduce the number of
verification outputs to be checked, moving towards a focus on checking final outputs rather than inputs
or intermediate steps within processes14;
• adjust the verification process so that it is seen to be fairer to local governments, in particular adjusting
details of the verification procedure to allow local governments a short period of time to correct any
minor failings through short-term corrective actions;
• adjust the approach to subnational government budgeting and programming as the planning, surveys
and designs for road projects are generally carried out in the year prior to implementation to avoid the
surveys and design taking up the early part of the year, resulting in delayed procurement and
construction. This will also allow adequate time for improved quality of road designs;
• mainstream climate, and GEDSI priorities in the PMM, and
• after the PMM is finalised and endorsed, work with GOI to ensure its easy availability (online) to local
governments.

11
The PIU is the Program Implementation Unit established across a local government as part of the PMM requirements – it facilitates
coordination and collaboration across a number of LG agencies (dinas).
12
The Program Implementation Consultant (PIC) is a consultant appointed directly by GOI to provide program support to each local
government.
13
Typically PPKs do adjust the quantities of individual items within contracts but increases in the quantity of one item are usually balanced
out by decreasing the quantity of another item, so that the total contract value remains unchanged, but this can have very negative
technical consequences for the final road project, for example, if drainage is deleted. Changing the original intent of the design should not
be possible.

This is a key adjustment requested by GOI because the number of verification points has grown to unsustainable levels requiring too
14

much verification effort.

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The Contractor will also work with GOI to revisit and adjust the Terms of Reference for both the Verification and
Technical Assessment Support Consultant (VTASC) and Program Implementation Consultant (PIC) required as
part of IRRTIP to incorporate the following adjustments:
• include a requirement to have a strengthened training program for in-field LG’s, verifiers and
assessors to ensure an improved understanding of the objectives of the verification and technical
assessment processes in line with the revised IRRTIP PMM;
• make both PIC and VTASC multi-year contracts (preferable) or in conditions using single year, the
contract can be renewable/repeat order contracts which can easily be extended at the start of each
fiscal year, thus avoiding support and verification gaps caused by annual procurement cycles and
avoiding the costly annual retraining of new verifiers and support consultants if new consultant
companies are appointed;
• an earlier start of the PIC contract to provide significant support to local governments;
• incorporate a strengthened training function into the PIC Terms of Reference, which requires the PIC
to provide more capacity development discussions, mentoring and courses throughout the program,
but when socialisation and training should be provided to all units (dinas) involved in IRRTIP, including
as a minimum, Dishub, Dinas PU, Bina Marga, Bappeda, BPKAD and the Sekda Office15;
• incorporate a formal planning and design review function into PIC contracts to strengthen oversight
and quality of designs prior to construction;
• incorporate a stronger monitoring and evaluation function into PIC contracts, with regular reporting
to central GOI and early warning mechanism to raise significant issues to DGH;
• consider incorporating the Road Safety Audit function into PIC contracts, although other options may
also be possible
The Contractor shall also provide support to GOI to develop the TOR for Core Team Consultants (CTC), and on-
granting agreements between national and local governments. The on-granting agreements will need to reflect
the newly developed reimbursement mechanism included in the IRRTIP PMM. This work must also include the
development of risk management strategies to deal with the eventuality of low reimbursement scores so that
funds drawn down from the WB loan are efficiently disbursed to local governments and not held for too long
by the central government without being utilised.

4.3. Component 2: InPres Jalan Daerah and DAK Support

The Contractor may be required to provide services to support the other two major national support programs
for sub-national roads, Inpres Jalan Daerah and Dana Alokasi Khusus (DAK), as described below.

4.3.1. Sub-Component 2A: Inpres Jalan Daerah Support

GOI requires support to select the local governments and associated road projects for all phases of Inpres Jalan
Daerah. KIAT have already commenced this work using directly hired national individual consultants who are
familiar with GOI’s methods of project selection from submissions made by local governments.
This work should be completed before the start of the Contractor’s services but there is a possibility that
continued support may be required if the selection of local governments is not completed on time. The
Contractor may be asked to prepare a report on the implementation of the InPres Jalan Daerah 2024. If this is
the case, the Contractor should take over the provision of this selection function through nominated specified
personnel with data management experience in the Indonesian road sector.

15
Dishub = Dinas Transportation, Dinas PU = Dinas Public Works, Bina Marga = Road Authority, Bappeda = Regional Development
Planning Agency, BPKAD = Regional Financial and Asset Management Agency, Sekda = Regional Secretary’s Office.

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4.3.2. Sub-Component 2B: DAK Strengthening Support

An original objective of the PRIM pilot, and later PHJD, was to demonstrate an improved model of national
granting for subnational roads based upon performance-based granting, and to later mainstream this
mechanism more widely to all ‘transfer ke daerah’ mechanisms, especially DAK Jalan. UU 1/2022 has established
a legal framework that allows such performance-based payment mechanisms to be applied under DAK. There
are differing views within GOI of how the conditionality should be applied to DAK, if at all, in the near future.
It is also possible that DAK could be used as a vehicle for mainstreaming other good practices from PRIM and
PHJD by mandating them within DAK guidance/Juknis. Such good practices could include:
• the use of a strengthened RTTF;
• allowing up to 10 per cent of the cost of physical works for DAK projects to be used to fund ancillary
surveys, consultations, training, design, supervision and testing, with up to 5 per cent available from the
DAK transfer, and up to 5 per cent provided as a matching contribution from APBD16;
• local government applications for DAK funding support to be made on the basis of multi-year plans,
preferably a minimum of three years, leading to meaningful corridor improvements instead of the
uncoordinated single-year interventions which typically arise from DAK. Local governments should then
be fairly confident that DAK funding for future years will be made available if there is sufficient DAK
budget available17;
• strengthening requirements for supervision consultants under contracts which require the Supervision
Consultant to independently certify that works meet specifications before releasing payment to
contractors (i.e. without PPK18 involvement or influence), and
• the Supervision Consultant’s payment certification could be used as evidence of project quality to
support the release of DAK disbursements to the local government.
The Contractor should therefore be prepared to engage in stakeholder discussions across GOI and prepare
briefing papers and presentations as necessary to aid those discussions and to help GOI reach a consensus on
a way forward with adjustments to DAK. The Contractor may also be required to draft implementation guidance
(or to adjust previous DAK guidance/Juknis) and draft associated GOI regulations required to mandate the
agreed changes.
This work can be sequenced in 2025 so that the Contractor can focus on the establishment of the IRRTIP program
during 2024.

4.4. Component 3: Sector-Wide Technical Support

This Component covers technical support which is to be applied across the sub-national roads sector (i.e. not
specific to any particular program modality).

4.4.1. Sub-Component 3A: Comparative Value-for-Money Analysis of Road Maintenance

Programs
During recent discussion forums, GOI have indicated their desire to work towards the creation of a single
simplified national support program for subnational roads which draws upon successful elements from all
current programs: DAK, PHJD and Inpres Jalan Daerah, and to have this single program in place at the start of

16
In other words, the local government should provide half of the funding assigned to ancillary services, with the total cost of ancillary
services capped at 10% of physical works cost.
17
This will also simplify the DAK approval process each year as it will significantly reduce the number of annual applications received by
central government.
18
Pejabat Pembuat Komitmen, PPK, or Commitment-Making Officer, generally seen as the local government’s Project/Contract Manager.

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the 2030-2034 RPJMN planning cycle. To assist GOI’s decision-making in developing its strategic approach, GOI
have requested that the current sub-national road delivery models are compared through a value-for-money
analysis. This in-depth value-for-money study will be pivotal in helping to shape future road maintenance
approaches and programs.
The following principles shall apply to the Value-for-Money Analysis:
• the detailed methodology shall be developed by the Contractor through discussion with GOI
stakeholders, review of program data and visits to potential study areas;
• the outputs from study should be a clear set of value-for-money statements from a GOI perspective in
relation to each of the road maintenance program modalities: DAK, PHJD, and Inpres Jalan Daerah;
• as well as comparing the overall value-for-money of road investments delivered under each program
modality, the study should also compare the value-for money of individual lifecycle components where
possible, such as initial construction or upgrading, road rehabilitation and periodic maintenance19;
• costs and relative value-for-money of routine maintenance cannot be compared across program
modalities because routine maintenance costs are not covered by all programs. Therefore, when
assessing total lifecycle costs, routine maintenance should either be ignored or standardised across all
program modalities;
• although the methodology is to be confirmed with GOI, it is assumed that at least three different model
road projects shall be tested for comparison purposes between programs20.
• a standard lifecycle period shall be agreed with GOI for the analysis but it should not be less than 10
years, and is assumed at this stage to be 20 years;
• as would be usual in a road economic analysis, the performance of model road projects shall be
compared against a ‘do-nothing’ baseline option which is essentially the existing road without the
project intervention taking place;
• likely maintenance regimes over a 20-year lifecycle shall be determined based upon pavement residual
life and deterioration curves typically achieved by each program modality, with deterioration rates
derived from roughness surveys, pavement strength data or typical pavement lives achieved by each
program;
• typical lifecycle costs shall be derived from actual cost data, including initial construction or
rehabilitation, upgrading works, periodic maintenance and routine maintenance costs, discounted to
provide a Present Value of Costs (PVC) over the agreed lifecycle. To provide a fair assessment across
program modalities, costs must include the full cost to GOI of road work projects including all ancillary
costs included within each program such as planning, surveys, design, consultations, supervision,
training, verifications and technical assessments, program implementation consultants, etc.;
• risks to costs should be considered through a risk assessment which takes account of different possible
outcomes and their probability. The key output of the risk assessment will be a ‘risk-adjusted’ PVC;
• impacts refer to the positive and negative impacts of the road asset after improvement and its operation
on the public and include effects on the economy, environment and society. Typical impacts for a road
asset over its lifecycle would typically include: journey time savings, vehicle operating costs, accident
costs21, noise and air quality impacts and greenhouse gas footprint, all measured in comparison to the
baseline do-nothing case. The Contractor shall propose a methodology for monetising impacts based
upon international or Indonesian accepted good practice;
• the derived benefit/impact streams shall be discounted to provide a Present Value of Benefits (PVB);

19
For example, the study may find that road rehabilitation undertaken through PHJD provides better lifecycle value-for-money than if
undertaken through Inpres JD, or DAK, but may find that Inpres JD provides the best value-for-money for periodic maintenance.
20
As an example of a model road project, the study might compare how DAK, Inpres, and PHJD would perform if typically achieved costs
and benefits/impacts over a 20-year period are applied to a 1km length, 7m wide, road rehabilitation project in rolling terrain. Average
actual program costs and typical achieved benefits will be applied to the model to provide a like-for-like comparison across program
modalities;
21
The Contractor’s methodology shall set out how impacts will be calculated.

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• Benefit Cost Ratios shall be expressed as the ratio of PVB to PVC for each scenario tested, and
• the Final Presentation and Final Value-for-Money Study Report shall provide insights into why some
approaches are providing better value for money than others.
During the course of the study, the Contractor is expected to follow these broad steps:
1. Through GOI stakeholder consultation, the Contractor will fully understand GOI’s objectives and
required outputs from the value-for-money study and from this develop a detailed methodology.
2. The Contractor will work with GOI to select target local governments and road projects to be used as
the basis for the study, but with a minimum of two selected projects from each program modality.
3. Undertake extensive data collection22 from each selected project across the various program modalities
to derive typical cost profiles for different types of work, details of pavement residual life after
construction/rehabilitation, road condition deterioration over time, traffic levels and other social and
economic impacts. Cost data will need to be collected in detail and must include all program ancillary
costs as well as the cost of the physical works. This information should be recorded in a separate chapter
titled data collection.
4. Develop at least three road asset models to be applied to each program modality to allow comparison
across programs.
5. Apply costs and monetised impact streams to each road asset model to calculate Benefit Cost Ratios.
6. Undertake sensitivity analysis to test the robustness of findings against a range of uncertainties.
7. Develop a presentation of initial findings and present these to KIAT and then GOI.
8. Based on feedback from KIAT and GOI, develop the Final Study Report, which should conclude with a
clear statement on the relative value-for-money of each program together with an assessment of why
some modalities are providing better value-for-money than others.

4.4.2. Sub-Component 3B: Development of Web-Based PKRMS and Updated Training

Module
The previous version of PKRMS was developed as a pilot tool to be used in a limited number of local
governments. However, in its current form, although it is currently being mainstreamed, it is unsuitable for use
across all local governments in the longer term because it operates as a standalone tool without any central
collection of data or central analysis and reporting function. Conversion of the tool to a web-based solution is
required, with all network data held in a central database which can be accessed by central government through
a reporting dashboard. This will improve the efficiency of central government oversight of sub-national road
programs and the approval of applications for central government funding support through IRRTIP or DAK.
Detailed technical scope of work for this sub-component is provided in Attachment 5. It is expected that the
Contractor will be engaging a software development firm to deliver this component. A separate cost as a line
item in the reimbursable operations cost table should be provided. However, it should be included in the overall
financial proposal and will be evaluated as part of the financial evaluation.

4.4.3. Sub-Component 3C: Climate Change Vulnerability Assessment and Resilience

Strategy
Indonesia's vast subnational road network faces significant threats from climate change impacts. These
impacts can disrupt transportation, damage infrastructure, and hinder economic development. To ensure the
resilience of the road network, a comprehensive strategy is needed to identify vulnerable roads and develop
mitigation measures. Existing standards do not sufficiently address the risks to road performance and
resilience as climate change increases the frequency and magnitude of various climate hazards and impacts

22
At this stage it should be assumed that recent road condition survey information will be made available to the Contractor from GOI
records or that condition surveys will be undertaken by GOI as input to this study.

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the operating conditions, eg ambient temperatures. GOI, therefore, recognise the need for a strategy to
manage and maintain the subnational roads with a greater focus on climate resilience. Key objectives of this
component will be to:
• Identify: Assess and prioritise roads most susceptible to climate change impacts, such as flooding,
landslides, sea level rise, and extreme weather events
• Analyse: Evaluate the potential consequences of climate change on subnational roads, considering
economic, social, and environmental factors
• Develop: Prepare a Climate Change and Disaster Risk Reduction (CCDRR) strategy and action plan to
mitigate risks and enhance the resilience of the road network.
The activity can be subdivided into following components and tasks.
Data Collection and Review:
• Gather and analyse available23 spatial data on the road network, including:
o Road alignments, classifications, and maintenance history
o Bridge locations and capacities
o Topography and elevation data24
• Collect historical climate data for the region 25, including:
o Rainfall patterns and intensity
o Temperature fluctuations
o Wind speed and direction
o Historical flood and landslide events
• Obtain future climate projections for the region from reputable sources 26
• Review existing local hazard maps for information on floodplains, landslide-prone areas, and coastal
inundation zones27
Vulnerability Assessment:
• Develop a vulnerability assessment methodology that considers:
o Exposure: The likelihood of a road being impacted by a specific climate hazard (e.g., location
in a floodplain, proximity to a slope)
o Sensitivity: The degree to which a road is susceptible to damage from a climate hazard (e.g.,
construction materials, drainage capacity). Where road specific data is not available, the
Contractor can make reasonable assumptions for a typical subnational road to assess
sensitivity
• Apply the methodology to assess the vulnerability of all roads available in SiPDJD
• Utilise GIS tools to map and visualise the vulnerability of different road sections
Risk Prioritisation:
• Develop a risk prioritisation framework that considers:
o The severity of potential consequences upon road failure (e.g., economic losses, disruption to
critical services, casualties)
o The vulnerability score of the road sections

23
Data available in Sistem Informasi Database Jalan (SiPDJD)
24
Including data obtained from Digital Elevation Models (DEM)
25
Available from Badan Meterologi, Klimatologi dan Geofisika (BMKG)
26
Including those prepared by KIAT’s Integrating Asset Management and Climate Resilience (IAMCR) and Climate Resilient Infrastructure
(CRI) activities
27
Including those prepared by and available through InaRisk (https://inarisk.bnpb.go.id/)

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• Prioritise road sections based on the calculated risk score, focusing on those with the highest potential
consequences and vulnerability
Resilience Strategy Development:
• Develop a CCDRR strategy outlining a range of potential mitigation measures for different types of
climate hazards and road vulnerabilities. Please note that the Contractor is expected to provide
general guidance for different types of climate change and disaster risk measures with some case
study examples that could be considered by those preparing road design and road maintenance
plans. A customised and targeted treatment plan for each road section to be analysed is beyond the
scope of this assignment. The resilience measures may include:
o Infrastructure improvements:
▪ Raising road embankments in flood-prone areas
▪ Installing improved drainage systems to manage increased precipitation
▪ Strengthening bridges and slopes susceptible to landslides
▪ Using heat-resistant materials for pavements in areas experiencing extreme heat
o Non-structural measures:
▪ Early warning systems for floods and landslides
▪ Emergency preparedness plans and evacuation procedures
▪ Improved maintenance practices considering climate change impacts
• Consider the economic feasibility, social acceptability, and environmental sustainability of proposed
mitigation measures

4.4.4. Sub-Component 3D: Corridor Planning and Identification Support

To improve the planning of road maintenance works on the sub-national road network, DGH has previously
sought KIAT support for the development of a Corridor Planning and Identification Tool (CPIT) which helps to
identify important road corridors based upon considerations of national socio-economic priorities, as defined
in Bappenas’ Medium-Term National Development Plan (RPJMN).
DGH and Bappenas believe this will assist them in screening and ranking the many applications received from
sub-national governments for national funding support, by prioritising those applications relating to identified
important road corridors. However, the identification of important corridors will also support improved local
planning of road maintenance works, with priority given to identified important road corridors.
With KIAT support the CPIT has already been developed to a basic level and DGH now requires further support
to upgrade the tool to an intermediate level. Ultimately, the tool may be upgraded further to an advanced level.
The characteristics of the three levels are:

Basic Low cost and implementable in the short term with available minimal data and GIS
requirements: Operation would be predominately technical evaluation of manually created
(or imported) corridor options with results displayable in a basic GIS platform (e.g., QGIS) if
shapefiles are available and connected to data (though these can be created or edited as
the case requires relatively quickly). Corridor theme assignment, ranking and budget
allocation would be included features.
Intermediate Medium cost and implementable in the medium term. Data requirements as above plus GIS
centrelines: It is possible a degree of automated corridor selection (using Dijkstra’s
algorithm) can be implemented in addition to the basic option.
Advanced High cost and longer-term implementation. Data requirements as above plus full data sets,
data linked to maps, fully connected maps. Automated corridor creation. Requires
maximum amount of effort in data preparation and software development

Technical reports relating to the Corridor Identification Planning Tool will be made available to the Contractor.
The upgrading of the tool from basic to intermediate is estimated to take around 6 months. The Contractor shall
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provide a three-person CPIT Design and Development team over the 6 months as described in Table 2 below.
It is expected that the DGH will provide support to prepare consolidated data and maps for use by the team.
The contractor should consult with GOI on ongoing road data collection (geometry and road condition), data
availability and data quality and timelines to ensure consistency and harmonisation with the data collected. The
team will work with GOI counterparts including DGH and Bappenas to transfer the knowledge.
Table 2: Sub-Component 3D Proposed Staffing and Roles

Position Role

CPIT Designer and Coordinate overall data collection and design. Liaise with agencies on design requirements and design
Coordinator development. Develop the detailed design and lead the programming team to complete, test and document the
CPIT.

CPIT GIS Specialist Assist and guide the DGH team on requirements for map integration. Contribute GIS knowledge to the design
requirements of CPIT, especially the GIS aspects.

CPIT Programmer Implement necessary data management aspects and/or upgrades to the respective data source applications to
ensure the necessary alignment of the CPIT, SIPDJD and PKRMS systems. Complete synchronisation of SIPDJD and
PKRMS.

For Component 3D, the Contractor may subcontract or engage a sub-team to deliver this component. A separate
cost as a line item in the reimbursable operations cost table should be provided. However, it should be included
in the overall financial proposal and will be evaluated as part of the financial evaluation.

4.5. Component 4: Cross-Cutting and Activity Management Support

This Component outlines the cross-cutting and activity management support tasks that cover safeguards,
GEDSI mainstreaming, activity exit strategy and post-evaluation reviews.

4.5.1. Sub-Component 4A: SNR Exit Strategy

By the end of the next RPJMN in 2029, GOI should be able to manage the subnational road network
independently of technical assistance by international development partners, though noting GOI may still
require ongoing financing support. KIAT sees this as an opportunity to support GOI in achieving this target, and
for the planned exit of donor-sponsored technical assistance for subnational roads. KIAT plans to closely develop
and implement this exit strategy with GOI, following confirmation with the Embassy. KIAT will aim to gradually
transition out of providing technical assistance by 2029. The elements of this strategy will include:
1. Agreed transition pathway;
2. Gradual transition/handover plan, including intermediate indicators and targets;
3. Capacity development/knowledge transfer;
4. Knowledge management;
5. Sustainability conditions;
6. Risk management; and
7. Monitoring plan

4.5.2. Sub-Component 4B: GEDSI and Monitoring & Evaluation

Gender Equality, Disability and Social Inclusion (GEDSI)
Gender Equality, Disability, and Social Inclusion (GEDSI) will be mainstreamed in this activity. During the
Inception Phase, the Contractor will consult with KIAT to develop a GEDSI Action Plan (GAP) which will identify
opportunities to mainstream GEDSI aspects.

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Table 3 below sets out the potential opportunities for GEDSI mainstreaming.
Table 3: GEDSI Mainstreaming Opportunities

Sub-Component GEDSI Mainstreaming Opportunities

1B IRRTIP Loan Preparation Support • WB Loan Disbursement Link Indicators could include GEDSI targets as disbursement
triggers.

1C IRRTIP Program Preparation • RTTF to include minimum levels of representation by women and people with
Support disabilities
• RTTF to develop and implement GEDSI Action Plans
• IRRTIP Contractors to encourage work opportunities for women and people with
disabilities
• RTTF Public Consultations to identify GEDSI and community needs as input to road
designs including safe walking routes, improved access, etc.
• Local Governments to encourage females and people with disabilities to work in the
sub-national road sector.

3C Climate Change Vulnerability • The Resilience Strategy will include a specific section on inclusive practices, considering
Assessment and Resilience impacts on women, children and people with disabilities.
Strategy

Monitoring, Evaluation and Learning (MEL)

As part of the inception phase, the Contractor will be responsible for developing and finalising an activity-level
Monitoring, Evaluation and Learning (MEL) framework in reference to the outcomes of the activity, as the basis
for monitoring, evaluating and reporting against the progress and effectiveness of the activity during
implementation. The Contractor will then be responsible for implementing all MEL-related tasks over the course
of the activity.

4.5.3. Sub-Component 4C: Evaluation and Reviews [For information only - will be
conducted independently, not a responsibility of this Contractor and not to be costed]
KIAT interventions in the subnational road sector will be subject to:
• a post-evaluation of PRIM/PHJD in 2025; and
• an ‘End of KIAT’ review for Subnational Roads.
KIAT will engage independent peer review consultants for the post-evaluation of PRIM/PHJD in 2025 and an
End of KIAT review for subnational roads. These evaluations and reviews will document the learnings that could
be used for future subnational road programming. Post-evaluation and end-of-KIAT review of PRIM/PHJD will
build upon the earlier studies undertaken by KIAT. KIAT will also discuss with the World Bank any planned
arrangements for an economic impact analysis for the investment, with a view to confirming arrangements for
KIAT support, if any. These reviews will be conducted by KIAT independently. However, the Contractor may be
required to share information with the independent review team(s).

5. Activity Tasks
The main management and cross-cutting tasks to be conducted by the Contractor are described below. These
are indicative tasks to meet the activity objectives. The Contractor shall elaborate and outline additional required
tasks to meet the activity objectives and outcomes in its Technical Proposal. During the delivery of the services,
the Contractor will need to be flexible in its approach to prepare deliverables and achieve the desired outcomes.
Within each task, the Contractor will be working alongside and supporting GOI and will, therefore, have to adapt
to suit their timeframes and methods of working. It is important that GOI counterparts are kept informed of the
Contractor’s work and agree with the approaches being taken. This could mean attending additional discussions
and meetings, developing additional briefing papers or presentations, and adjusting approaches and
deliverables to meet specific GOI requirements.

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5.1. Mobilisation and Inception Phase

Tenderers should submit an indicative Mobilisation Plan with the tender technical submission, and this should
be updated within one (1) week of the contract commencement date. The Contractor team should mobilise in
accordance with the Mobilisation Plan within 10 calendar days after the contract commencement date, if not
earlier.
The Contractor will receive several induction sessions led by KIAT on the technical and management aspects of
the activity. These inductions may cover technical, program management, MEL, GEDSI, climate change,
safeguarding and Code of Conduct. These inductions should be completed at the latest by the second week
after activity commencement. All relevant team members according to the agreed personnel schedule should
participate in the induction sessions as appropriate. As a minimum it is expected the Team Leader, Deputy Team
Leader and Contractor Representative shall attend all induction sessions.
KIAT will help set up the introductory kick-off meetings for the activity with relevant GOI counterparts. The
Contractor should use the kick-off meetings to raise any issues which require confirmation prior to starting the
services. Following the kick-off meetings, the Contractor shall develop and submit an Inception Report which
includes:
• Detailed work breakdown structure, work schedule and associated resources;
• Details of planned visits by international short-term advisors;
• Names and contact details of key team members;
• Project organisation chart;
• Communications plan showing staff responsible for leading communication with KIAT and each GOI
counterpart agency;
• Confirmed deliverables schedule including draft and final versions for each, and
• Activity Risk Register.

The Contractor shall also prepare a Sustainability Action Plan and Locally Led Development Plan. These plans
should build upon the information shared in the technical proposal. Further details for these plans can be found
in Section 9. Knowledge Transfer.

5.1.1. Monitoring, Evaluation, and Learning (MEL) Design

During the Inception Phase, the Contractor will be responsible for developing a fit-for-purpose MEL approach
to guide MEL implementation over the remainder of the Activity, in consultation with KIAT and GOI counterparts.
The proposed MEL approach should reflect the indicative MEL requirements provided in Attachment 2, and at a
minimum is expected to include the following information:
• An updated ‘Activity Logic Model’ that reflects agreed approaches and key results, and serves as the
basis for the overall MEL approach
• A set of Key Evaluation Questions (KEQs) which frame the overall MEL for the Activity and will be
explicitly assessed and answered upon the completion of the Activity
• A breakdown of the KEQs into more specific monitoring questions and/or indicators that provide a
structure for data collection and analysis
• Any relevant KIAT and/or DFAT standardized indicators that the Activity will report against
• An approach to setting and reviewing 6-monthly performance targets, in line with the KIAT approach
to managing Activity Performance.
• The main methods or approaches to be used to collect and analyse data
• Any supplementary studies/evaluations to be undertaken to understand or document key outcomes or
other aspects, including the timing and allocation of resources for such studies*
• The schedule of all main MEL-related reports

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• An operational workplan for all main MEL-related activities, including the frequency/timing, resource
requirements, and methods/mechanisms.

The MEL approach should be described in a standalone MEL Framework, to be developed based on KIAT
guidance and templates. MEL Framework should be integrated with the overall KIAT approach to performance
and reporting and reflect the core MEL expectations included in Attachment 2. The MEL framework will be
discussed and agreed with KIAT Performance Team during this Inception Phase.

5.1.2. Gender Equality, Disability and Social Inclusion Action Plan (GAP)
In promoting infrastructure that is accessible for all, KIAT has a strong focus on the promotion of gender equality,
disability and social inclusion (GEDSI) in its activities. This means ensuring infrastructure planning, design and
development processes at all stages engage communities, particularly women, people with disabilities and other
vulnerable groups, to ensure that infrastructure benefits all.
The Contractor will prepare a GEDSI Action Plan (GAP) for the overall activity, which is to be submitted as a
deliverable during the Inception Phase. The GAP will outline expected results related to GEDSI outcomes as well
as sub-activities and how these will be planned, delivered, monitored, and reported on within the broader
activity. The GAP should be prepared using the template provided by KIAT and in consultation with the KIAT
GEDSI Team.
The GAP template includes four specific components:
• analysis of the key GEDSI issues (including, where relevant, engagement with civil society) related to the
activity and the identification of key entry points or opportunities that the activity will leverage;
• an approach aligned with the relevant GEDSI Engagement Areas outlined in KIAT's GEDSI Strategy to
conduct targeted and/or mainstreaming of GEDSI into the activity. This may include partnerships
engaged to support sub-activity delivery;
• identification of GEDSI results this activity will contribute to and the performance monitoring and
reporting on progress towards these results as part of the activity MEL Framework, and
• roles of team members implementing the GAP tasks, ensuring that GEDSI is ‘everyone’s business’ and
not the sole responsibility of the GEDSI consultant or GEDSI staff.
An overview of GEDSI mainstreaming for this activity is provided in Attachment 3.

5.1.3. Operations
The Contractor will prepare an Activity Operations Manual which sets out the activity’s Standard Operating
Procedures (SOPs) which may be a derivative of the lead Contractor’s own business processes. At a minimum,
this will contain sections related to:
• Human Resources, which outlines the Contractor’s approach to recruitment, staff retention and
management;
• Financial Management, which outlines the Contractor’s approach to manage all finance-related
responsibilities in the delivery of activity, including forecasting and invoicing, while ensuring Value for
Money, transparency, and accountability;
• Procurement, which outlines the Contractor’s approach to procurement of goods and services required
during activity implementation;
• Occupational Health, Safety and Security, which outlines the approach to ensure health, safety and
security;
• Risk Management, which outlines the Contractor’s management approach to mitigate and deal with
risks;
• Information Technology (IT), which outlines the Contractor’s IT policies and procedures that will be
applied to the activity, and

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• Administration and Travel, which outlines the Contractor’s approach in managing administration and
travel.
As part of the Operations Manual, the Contractor must propose a Value for Money framework based on DFAT’s
Value for Money principles, outlining practical actions on how the tenderer will deliver and ensure Value for
Money throughout the activity.

5.1.4. Mobilisation and Inception Phase Deliverables

The following tasks and deliverables are expected during the mobilisation and inception stages of the activity:
Table 4: Mobilisation and Inception Phase Summary Table

Sub-
Tasks/Outputs/Deliverables Indicative Completion Timeline
Component

Within 2 weeks from the start of

Confirmed Mobilisation Plan
the activity

Within 2 months from the start of

Induction Meetings and Kick-Off Meetings leading to approved Inception Report
the activity

Within 3 months from the start of

Sustainability Action Plan
the activity
Mobilisation
and Within 3 months from the start of
Locally Led Development Plan
Inception the activity
Phase
Within 2 months from the start of
Discussions with KIAT leading to an approved MEL Framework
the activity

Within 2 months from the start of

Develop and gain approval for GEDSI Action Plan (GAP)
the activity

Within 2 months from the start of

Develop and submit Activity Operations Manual
the activity

Note: Deliverables are highlighted in bold text.

5.2. Component 1: IRRTIP Support

Each sub-component is broken down into tasks in the summary tables which follow. Deliverables are highlighted
in bold and are also confirmed in the Deliverable Tables in Section 6.

5.2.1. Sub-Component 1A: Local Government and Project Selection Support

Table 5: Sub-Component 1A Summary Table

Sub- Indicative
Tasks/Outputs/Deliverables
Component Completion Date28

Analysis leading to List of First Year IRRTIP Local Governments and Road Maintenance Within 2 months from
1A
Projects accepted by GOI the start of the activity

28
‘Completion Date’ means the date of approval of the final deliverable so that it is ready for use, not the draft submission date.

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5.2.2. Sub-Component 1B: Loan Preparation Support

Table 6: Sub-Component 1B Summary Table

Sub- Indicative
Tasks/Outputs/Deliverables
Component Completion Date

Data gathering and analysis presented as briefing papers or files to support GOI production Within 4 months from
of WB loan ‘borrower documents’ including Disbursement Link Indicator (DLI) the start of the activity
1B
Develop a report setting out clear institutional/organisational/governance Within 2 months from
arrangements to support the IRRTIP program the start of the activity

5.2.3. Sub-Component 1C: Program Preparation Support

Table 7: Sub-Component 1C Summary Table

Sub- Indicative
Tasks/Outputs/Deliverables
Component Completion Date

Within 6 months from

Develop and Gain Approval of Updated PMM for IRRTIP
the start of the activity

Within 3 months from

Develop updated Training Modules for PIC and VTASC
the start of the activity

Within 3 months from

1C Develop updated Terms of Reference for PIC, CTC and VTASC
the start of the activity

Within 2 months from

Develop an agreed Template for On-Granting Agreements
the start of the activity

Support GOI with the development and finalisation of Phase 1 IRRTIP On-Granting Within 3 months from
Agreements with each Local Government the start of the activity

5.3. Component 2: InPres Jalan Daerah and DAK Support

5.3.1. Sub-Component 2A: Inpres Jalan Daerah Support

Table 8: Sub-Component 2A Summary Table

Sub- Indicative
Tasks/Outputs/Deliverables
Component Completion Date

Support DGH with Data Analysis to evaluate Inpres Jalan Daerah Local Governments and Within 3 months from
2A
Road Projects the start of the activity

5.3.2. Sub-Component 2B: DAK Strengthening Support

Table 9: Sub-Component 2B Summary Table

Sub- Indicative
Tasks/Outputs/Deliverables
Component Completion Date

Update DAK Guidance (Juknis and other DAK guidance documents or standard Within 5 months from
2B
operating procedures, if any) the start of the activity

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5.4. Component 3: Sector-Wide Technical Support

5.4.1. Sub-Component 3A: Comparative Value-for-Money Analysis of Road Maintenance

Programs
Table 10: Sub-Component 3A Summary

Sub- Indicative
Tasks/Outputs/Deliverables
Component Completion Date

Within 2 months from

Stakeholder Consultation leading to a Methodology Report
the start of the activity

Within 4 months from

Data Collection
the start of the activity
3A
Within 7 months from
Research and Comparative Analysis leading to First Presentation of Findings
the start of the activity

Within 8 months from

Develop Final Value-for-Money Study Report
the start of the activity

5.4.2. Sub-Component 3B: Development of Web-Based PKRMS and Updated Training

Module
Table 11: Sub-Component 3B Summary Table

Sub- Indicative
Tasks/Outputs/Deliverables
Component Completion Date

Review of KIAT Technical Specification for Web-Based PKRMS and Consultation leading to Within 2 months from
Final Technical Specification the start of the activity

Provide regular progress updates Monthly

Within 3 months from

Propose a Development Approach, Communications Plan and Risk Management Plan
the start of the activity

Within 12 months from

Prepare Code and Technical Documentation
the start of the activity

Within 12 months from

Prepare Project Documentation
3B the start of the activity

Within 12 months from

Prepare a Training Plan
the start of the activity

Within 12 months from

Develop a fully functional Web-Based PKRMS and prepare Report
the start of the activity

Develop a User Manual and how to guides including video tutorials for data input, Within 14 months from
analysis and report preparation the start of the activity

Within 15 months from

Deliver trainings to a group of users and prepare a Training Report
the start of the activity

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5.4.3. Sub-Component 3C: Climate Change Vulnerability Assessment and Resilience

Strategy
Table 12: Sub-Component 3C Summary Table

Sub- Indicative
Tasks/Outputs/Deliverables
Component Completion Date

Gather and analyse available road network, historical climate data, available climate models Within 4 months from
and hazard risk maps as part of Climate Impact Data Collection and Review Report the start of the activity

Vulnerability Assessment Report outlining vulnerability assessment methodology, results Within 6 months from
3C and risk prioritisation framework and scoring the start of the activity

Climate Resilience Strategy Report detailing the proposed strategy for different kinds of
Within 8 months from
climate risks in different topographic and road infrastructure settings and rationale for
the start of the activity
proposed mitigation measures

5.4.4. Sub-Component 3D: Corridor Planning and Identification Support

Table 13: Sub-Component 3D Summary Table

Sub- Indicative
Tasks/Outputs/Deliverables
Component Completion Date

Within 10 months from

Develop Intermediate Version – Corridor Planning and Identification Tool
the start of the activity
3D
Within 14 months from
Field Testing and Verification Report
the start of the activity

5.5. Component 4: Cross-Cutting and Activity Management Support

5.5.1. Sub-Component 4A: SNR Exit Strategy

Table 14: Sub-Component 4A Summary Table

Sub- Indicative
Tasks/Outputs/Deliverables
Component Completion Date

Within 15 months from

4A Develop SNR Technical Assistance Exit Strategy
the start of the activity

5.5.2. Sub-Component 4B: GEDSI and M&E [Please refer to ongoing management and
operations deliverables]
Table 15: Sub-Component 4B Summary Table

Sub- Indicative
Tasks/Outputs/Deliverables
Component Completion Date

Within 2 months from

Develop GEDSI Action Plan
the start of the activity

Within 2 months from

Develop MEL Framework
4B the start of the activity

Please refer to ongoing

Ongoing regular progress reporting management and
operations deliverables

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 DESCRIPTION OF SERVICES
SUB-NATIONAL ROAD SECTOR
STRENGTHENING AND REFORM

5.5.3. Sub-Component 4C: Evaluation and Reviews [For information only]

Table 16: Sub-Component 4C Summary Table

Sub- Indicative
Tasks/Outputs/Deliverables
Component Completion Date

4C Assist the evaluation and review teams and share information as needed As needed

5.6. Ongoing Management & Operations

In addition to the delivery of the technical tasks described above, over the course of the implementation of the
activity, the Contractor will follow project management and reporting processes required by KIAT. These include
the following:

5.6.1. Financial Management

The Contractor will be responsible for managing the budget and other financial aspects of the activity, in line
with KIAT Standard Operations Procedures. KIAT will provide a Program Management Induction at the start of
the activity to inform the Contractor on the minimum standards.
The Contractor must undertake a Fraud Risk Assessment and develop an associated Fraud Control Strategy
within one month of contract commencement in compliance with the Commonwealth Fraud Control Framework.
The Fraud Control Strategy will be submitted during the inception phase using a template provided by KIAT.
On a monthly basis, the Contractor must deliver a financial forecast that reflects actual and forecast
disbursement plan for the activity, in a format agreed with KIAT. The forecast will be used for monitoring forecast
versus actual expenditure throughout the activity implementation.
Costs for implementing the activity will be reimbursed by KIAT on a monthly basis after submission of sufficient
supporting documents required for each expense category. KIAT will seek clarification for any issues or claims
that are deemed ineligible. At the end of every quarter, the Contractor is due to submit a financial reconciliation
against all invoices to date.
The Contractor must conduct an independent financial audit of the activity prior to the closure of the activity in
agreement with KIAT. The Contractor will procure, contract, and fund the independent audit with KIAT oversight.

5.6.2. Asset Management

The Contractor will maintain Asset and Inventory Registers which shall record any non-consumable supplies.
These registers at a minimum will contain the following information: reference identification number; description
of the asset; date of procurement; cost; location; and status. The Asset Register will record:
• Items categorised as assets - valued at AUD5,000 or more
• Items categorised as inventory - valued at AUD1,000 to AUD4,999
• Items purchased and reimbursed by KIAT - valued at below AUD 1,000,
The Asset and Inventory Registers should be updated at least monthly to reflect recent purchases for the activity.
The Asset and Inventory Registers will be attached to the Final Handover Plan submitted for approval at least
three months before the activity concludes. The Contractor will be responsible for any asset and/or inventory
handover and/or disposal at the conclusion of the activity, unless otherwise instructed by KIAT. The Contractor
should consider the timeline for handover and disposal in developing the work plan and resources. Disposal of
any asset or inventory requires approval in advance.

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 DESCRIPTION OF SERVICES
SUB-NATIONAL ROAD SECTOR
STRENGTHENING AND REFORM

5.6.3. Risk Management

The Contractor must submit a complete and updated Risk Register using DFAT Risk Management Tool as part
of the Inception Report and maintain the Risk Register throughout the activity implementation. The Register
should be updated and submitted to KIAT at least quarterly to meet KIAT’s risk reporting schedule to DFAT.

5.6.4. Gender Equality, Disability and Social Inclusion Action Plan Implementation &
Monitoring
As outlined in Section 5.1.2, the Contractor will be responsible for implementing various GEDSI-related activities
in line with the Activity GAP proposed and agreed during the inception phase.
The agreed GAP will be monitored as part of regular monitoring and performance processes outlined in the
GAP, aligned with the activity MEL Framework. Progress against the GAP, (in particular progress to achieve GEDSI
results,) will be provided in the monthly snapshot and six-monthly progress reports.

5.6.5. Monitoring, Evaluation and Learning Implementation

The Contractor will be responsible for implementing various MEL-related tasks in line with the MEL approach
proposed and agreed during the inception phase (see Attachment 2). At a minimum, this is expected to include:
• Collecting, analysing and reporting data against the KEQs, MQs, indicators and six-monthly performance
targets (“progress markers”) as per the MEL approach
• Proposing and agreeing performance targets (“progress markers”) with KIAT at the start of each six-
monthly performance period
• Preparing a summary of achievement against agreed performance targets (“progress markers”) in a
format agreed with KIAT and participating in six-monthly performance reviews managed by KIAT
• Incorporating MEL information into all progress reports and the Activity Completion Report
• Reviewing and updating the MEL approach to reflect updates to the Activity or its larger operating
context.

5.6.6. Handover Plan

The Contractor will develop a Handover Plan within the first three months of the activity. The Handover Plan is
to be updated at least three months prior to the activity completion date. The Handover Plan should include all
actions to be taken to ensure that the outcomes or benefits of the activity extend beyond the completion of the
contract and the functions to be performed to hand over contract material, supplies, information, documents
and other materials to KIAT and/or relevant GOI partner. The Asset and Inventory Registers should be attached
to the Handover Plan.

5.6.7. Progress and Completion Reporting

Over the course of activity implementation, the Contractor will develop and submit regular progress reports, in
line with formats and guidance to be provided by KIAT. The following progress reports are expected:
• Weekly Updates should summarise in bullet points the work progress during the past week and the
week ahead. This one-pager report should also include any notable meeting and staff updates.
• Monthly Snapshots (in a format to be agreed with KIAT) should provide a summary of work progress
during the previous month, key challenges requiring attention from KIAT, and a summary of the work
program for the next month.
• Six-monthly Progress Reports (in a format to be agreed with KIAT) should summarise the tasks which
have been undertaken or completed in the last six months; all results submitted to KIAT and presented
to GOI counterparts; responses provided by GOI counterparts; progress against the GAP and agreed

24
 DESCRIPTION OF SERVICES
SUB-NATIONAL ROAD SECTOR
STRENGTHENING AND REFORM

activity outcomes; proposed actions to be taken to improve the effectiveness or efficiency of

implementation over the next six-month period. Progress reports will also include a summary of
progress against each of the six-monthly performance targets and the relevant indicators as per the
MEL Framework, as well as a proposed workplan (as an annex) for the next 12 months (with the second
six-month period considered as indicative).
• Activity Completion Report (ACR) (in a format to be provided by KIAT) should summarise and
synthesise relevant information produced or collected over the life of the activity, particularly related to
the implementation of the MEL approach that was developed. The ACR will provide: an overview of the
activity, including the main tasks undertaken and outputs delivered; the extent to which the desired
activity outcomes were achieved; a summary of progress toward cross-cutting issues; actual
expenditures as compared to budgets; observations and insights gained over the life of the activity; and
recommendations or opportunities for KIAT’s future engagement. Prior to the development of the ACR,
the Contractor will develop an outline for the ACR for KIAT’s review and approval. The Contractor will
present and discuss with KIAT the key content from the draft ACR prior to developing the full report.

5.6.8. Ongoing Management and Operations Deliverables

The deliverables listed in Table 17 are expected as part of ongoing management, operations and reporting of
the activity:
Table 17: Ongoing Management and Operations Deliverables

Sub- Indicative Completion

Tasks/Outputs/Deliverables
Component Date29

Undertake a Fraud Risk Assessment and develop an associated Fraud Control Within 1 month from the
Strategy start of the activity

By 10th calendar day each

Monthly Financial Forecast in KIAT format
month

Within 2 months from the

Final Handover Plan, including Asset and Inventory Register
start of the activity

Quarterly Risk Register in KIAT Format Every three months

Weekly Updates Every week

Ongoing By 10th calendar day each

Monthly Snapshot Reports using KIAT format
Management month
and
Collecting, analysing and reporting data against the KEQs, MQs, indicators and six-
Operations
monthly performance targets (“progress markers”) reported in a Six-Monthly Every six months
Summary of Achievement

Six-Monthly Progress Reports using KIAT format Every six months

3 months before the

Final Handover Plan
contract end date

Independent Financial Audit of activity prior to closure Before contract closing

Before contract closing

Activity Completion Report using KIAT format (within 16 months from the
start of the activity)

29
‘Completion Date’ means the date of approval of the final deliverable so that it is ready for use, not the draft submission date.

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 DESCRIPTION OF SERVICES
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6. Deliverables
Table 18 below summarises the key deliverables that the Contractor will have to submit to KIAT in draft and final
versions. The target completion dates shown in the table are for the approved final versions. The Contractor
must allow sufficient time (minimum one month for technical deliverables) between draft and final versions for
review by KIAT and GOI counterparts as required. Target dates for submission of draft versions of deliverables
shall be added to the Inception Plan. Prior to submitting the draft of key deliverables, the Contractor should
provide an outline to KIAT for endorsement to proceed to avoid significant revisions at a later stage.
Table 18: List of Deliverables

Ref. Target Approval or Final

Deliverables Name Language
No. Delivery Date

Management Reports

Mobilisation and Inception Phase

M1 Mobilisation Plan Within 2 weeks from the start of English only

the activity

M2 Inception Report (Inc, Fraud Risk Assessment and Within 2 months from the start of English only
Fraud Control Strategy the activity

M3 Sustainability Action Plan Within 3 months from the start of English and Bahasa Indonesia
the activity

M4 Locally Led Development Plan Within 3 months from the start of English and Bahasa Indonesia
the activity

M5 MEL Framework Within 2 months from the start of English only

the activity

M6 GEDSI Action Plan Within 2 months from the start of English only
the activity

M7 Bi-lingual Activity Operations Manual Within 2 months from the start of English and Bahasa Indonesia
the activity

Management and Operation Deliverables

M8 Draft Handover Plan Within 3 months from the start of English only
the activity

M9 Final Handover Plan including Asset and Inventory 3 months before contract end English only
Register date

M10 Monthly Snapshot Reports 10th calendar day of the following English only
A-K month

M11A- Six-Monthly Summary of Achievement (M+E Data) 10th calendar day of month English only
B following 6-month period

M12A- Six-Monthly Progress Reports 10th calendar day of month English only
B following 6-month period

M13 Before contract closing (within 16 English only

Activity Completion Report months from the start of the
activity)

Component 1: IRRTIP Support - Technical Reports

Sub- Component 1A: Local Government and Project Selection Support

T1A.1 List of First Year IRRTIP Local Governments and Within 2 months from the start of English only
Road Maintenance Projects the activity

Sub-Component 1B: Loan Preparation Support

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 DESCRIPTION OF SERVICES
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STRENGTHENING AND REFORM

Ref. Target Approval or Final

Deliverables Name Language
No. Delivery Date

T1B.1 Report – IRRTIP Within 2 months from the start of English and Bahasa Indonesia
Institutional/Organisational/Governance the activity
Arrangements

Sub-Component 1C: Program Preparation Support

T1C.1 Updated PMM for IRRTIP Within 6 months from the start of Bahasa Indonesia only
the activity

T1C.2 Training Modules for PIC and VTASC Within 3 months from the start of Bahasa Indonesia only
the activity

T1C.3 Terms of Reference for PIC, CTC and VTASC Within 3 months from the start of English only
the activity

T1C.4 Template for On-Granting Agreements Within 2 months from the start of Bahasa Indonesia only
the activity

T1C.5 Phase 1 IRRTIP On-Granting Agreements Within 3 months from the start of Bahasa Indonesia only
the activity

Component 2: InPres and DAK Support – Technical Reports

Sub-Component 2A: Inpres Jalan Daerah Support

T2A.1 Evaluation Report for IJD 2024 Projects Within 3 months from the start of Bahasa Indonesia only
the activity

Sub-Component 2B: DAK Strengthening Support

T2B.2 Updated DAK Guidance (Juknis and standard Within 5 months from the start of Bahasa Indonesia only
operating procedures) the activity

Component 3: Sector-Wide Technical Assistance

Sub-Component 3A: Comparative Value-for-Money Analysis of Road Maintenance Programs

T3A.1 Value for Money Analysis Methodology Report Within 2 months from the start of English only
the activity

T3A.2 Presentation of Findings - Value for Money Analysis Within 7 months from the start of English and Bahasa Indonesia
the activity

T3A.3 Final Value-for-Money Study Report Within 8 months from the start of English and Bahasa Indonesia
the activity

Sub-Component 3B: Development of Web-Based PKRMS and Training Modules

T3B.1 Final Technical Specification for Web-Based PKRMS Within 2 months from the start of English only
the activity

T3B.2 Web-Based PKRMS Development Approach, Within 3 months from the start of English only
Communications Plan and Risk Management Plan the activity

T3B.3 Code and Technical Documentation Within 12 months from the start English and Bahasa Indonesia
of the activity

T3B.4 Project Documentation Within 12 months from the start English and Bahasa Indonesia
of the activity

T3B.5 Training Plan Within 12 months from the start English and Bahasa Indonesia
of the activity

T3B.6 Final Web-Based PKRMS Report Within 12 months from the start English and Bahasa Indonesia
of the activity

T3B.7 User Manual and How to Guides including video Within 14 months from the start English and Bahasa Indonesia
tutorials of the activity

T3B.8 Training Report Within 15 months from the start English and Bahasa Indonesia
of the activity

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 DESCRIPTION OF SERVICES
SUB-NATIONAL ROAD SECTOR
STRENGTHENING AND REFORM

Ref. Target Approval or Final

Deliverables Name Language
No. Delivery Date

Sub-Component 3C: Climate Change Vulnerability Assessment and Resilience Strategy

T3C.1 Climate Impact Data Collection and Review Report Within 4 months from the start of English and Bahasa Indonesia
the activity

T3C.2 Vulnerability Assessment Report Within 6 months from the start of English and Bahasa Indonesia
the activity

T3C.3 Climate Resilience Strategy Report for Sub-National Within 8 months from the start of English and Bahasa Indonesia
Roads the activity

Sub-Component 3D: Corridor Planning and Identification Tool

T3D.1 Fully functional Corridor Planning and Identification Within 10 months from the start English and Bahasa Indonesia
Tool (CPIT) – Intermediate version of the activity

Field Testing and Verification Report Within 14 months from the start
of the activity

Component 3: Sector-Wide Technical Assistance

Sub-Component 4A: SNR Exit Strategy

T4A.1 SNR Technical Assistance Exit Strategy Within 15 months from the start English only
of the activity

All technical reports should include a concise publishing-quality executive summary. Some reports may be
required to be submitted in Bahasa Indonesia, as noted above. The Contractor is responsible for ensuring high-
quality translations are provided either by a third-party service or in-house support, which should be factored
into the tenderer’s Financial Proposal.

28
7. Work Schedule and Staffing

7.1. Work Schedule

The services are anticipated to start in Q4 of 2024 and continue for 16 months.
Figure 4 below provides an indicative schedule.

Sub-National Road Sector Strengthening and Reform

Activity Component Work Schedule

M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 M13 M14 M15 M16 M17 M18

Activity Components, Sub-Components and Tasks

1. IRRTIP Support

A. LG and Project Selection Support

1. Analysis leading to List of First Year IRRTP Local Governments and Road Maintenance Projects accepted by GOI

B. Loan Preparation Support

1. Data gathering and analysis to support GOI production of WB loan ‘Borrower Documents’
2. Briefing papers, presentations and discussions to support GOI with DLI
3. Develop report setting out clear institutional/organizational/governance arrangements to support the IRRTP program

C. Program Preparation Support

1. Develop and Gain Approval of Updated PMM for IRRTP
2. Develop updated Training Modules for PIC and VTASC
3. Develop updated Terms of Reference for PIC, CTC and VTASC
4. Develop agreed Template for On-Granting Agreements
5. Support GOI with development and finalisation of Phase 1 IRRTP On-Granting Agreements with each Local Government

2. InPres and DAK Support

A. Inpres Jalan Daerah Support

1. Support DGH with Data Analysis to evaluate Inpres Jalan Daerah Local Governments and Road Projects

B. DAK Strengthening Support

1. Update DAK Guidance (Juknis and other DAK guidance documents or standard operating procedures, if any)

3. Sector-Wide Technical Support

A. Comparative Value-for-Money Analysis of Road Maintenance Programs

1. Stakeholder Consultation leading to a Methodology Report
2. Data Collection leading to Data Collection Report (around 8 areas)
3. Research and Comparative Analysis leading to First Presentation of Findings
4. Develop Final Value-for-Money Report

B. Development of Web-Based PKRMS and Updated Training Module

1. Review of KIAT Technical Specification for Web-Based PKRMS and Consultation leading to Final Technical Specification
2. Propose a Development Approach, Communications Plan and Risk Management Plan
3. Prepare Code and Technical Documentation
4. Prepare Project Documentation
5. Prepare a Training Plan
6. Develop a fully functional Web-Based PKRMS and prepare Report
7. Develop a User Manual and how to guides including video tutorials for data input, analysis and report preparation
8. Deliver trainings to a group of users and prepare a Training Report

C. Climate Change Vulnerability Assessment and Resilience Strategy

1. Data Collection and Review
2. Consultation with GOI
3. Undertake Vulnerability Assessment
4. Prepare and apply risk prioritisation framework
5. Develop Climate Resilience Strategy

D. Corridor Planning and Identification Support

1. Develop Intermediate Version of Corridor Planning and Identification Tool
1. Field Testing and Verification of Corridor Planning and Identification Tool

4. Cross-Cutting and Activity Management Support

A. Sustainability Action Plan, Locally Led Development Plan and SNR Exit Strategy
1. Develop Sustainability Action Plan
2. Develop Locally Led Development Plan
3. Implement initiatives identified in Sustainability Action Plan and Locally Led Development Plan
4. Develop SNR Technical Assistance Exit Strategy

B. GEDSI and M&E

1. Develop GEDSI Action Plan
2. Develop MEL Framework
3. Ongoing Regular Progress Reporting

C. Evaluation and Reviews [For information only]

1. Assist the evaluation and review teams and share information as needed

Activity Closure

Activity Completion
1. Prepare Activity Completion Report

Figure 4: Indicative Work Schedule

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 DESCRIPTION OF SERVICES
SUB-NATIONAL ROAD SECTOR SUPPORT

7.2. Staffing
The Contractor must provide a team of experts with appropriate experience to carry out the required services
and take responsibility for the preparation of all reports, presentations, technical papers and other deliverables
required by this Description of Services. The Contractor will provide a team of appropriate composition, size,
and inputs to deliver the services. The Technical Proposal of the tenderer must demonstrate the specific skills
and experience of the key team members, using the descriptions in Table 19: Indicative Team Compositionbelow
as a guide to minimum requirements. However, the staff positions given in Table 19: Indicative Team
Compositionare indicative only and tenderers are encouraged to propose the most efficient team structure by
combining roles, utilising specialist sub-consultants, making best use of national resources, etc. as appropriate.
Suggestions for LTA and STA are indicative only and may be adjusted by tenderers to suit the proposed work
plan and associated resourcing. However, the Team Leader and Deputy Team Leader must be assigned full-time
to the activity.
The Contractor will be required to nominate the structure and assignment of a suitable team of specialists,
advisers, and relevant supporting staff for the completion of all tasks outlined under Section 5 and listed
deliverables under Section 6, to the satisfaction of KIAT. It is the responsibility of the Contractor to propose a
team composition that will best utilise relevant skills and knowledge to achieve the objectives and deliverables
of this assignment within the provided timeframe.
Table 19: Indicative Team Composition

LTA/
Role ARF Job Description and Requirements
STA30

Senior Personnel (Open to national and international candidates)

Team Leader C4 LTA The Team Leader will manage all activities of the Team; liaise with KIAT; liaise with
(Key Position) main counterparts including DGH, LGs, PFID, Bappenas, MoF and all other agencies
as required.
The TL will have at least 15 years’ experience in implementing innovative road sector
governance/reforms technical assistance activities of which at least 5 years should
be as a Team Leader (TL) or equivalent. The Team Leader must have excellent
rounded skills to be able to direct and provide quality control of team outputs. The
TL must also have excellent interpersonal skills to establish good working
relationships with counterpart agencies. Experience of working directly with and
providing recommendations to senior government staff in a developing country will
be greatly valued. The TL should have post-graduate or suitable professional
qualifications in a relevant technical field.
Familiarity with the management of donor-funded projects is desirable. Experience
of working in Indonesia and knowledge of Bahasa Indonesia is also desirable.

Road Sector Policy D4 STA Support the Team Leader and other senior team members in developing road sector
and Governance policy and institutional development/strengthening/design activities. Will be
Adviser responsible for preparing SNR Exit Strategy in close consultation with the Team
(Key Position) Leader and KIAT.
Should have academic credentials in a field related to road sector governance or
management. Should have a minimum of 15 years’ professional experience with
appropriate practical experience in similar assignments and levels of responsibility.
He/she should have good communication skills. At least 5 years of the experience
must be in developing countries. Experience in Indonesia and knowledge of Bahasa
Indonesia is highly desirable.

30
Long-term or short-term adviser

30
 DESCRIPTION OF SERVICES
SUB-NATIONAL ROAD SECTOR SUPPORT

LTA/
Role ARF Job Description and Requirements
STA30

Road Asset C3 STA Lead all activities related to PKRMS including the major roll-out of PKRMS to all local
Management System governments and the development of the web-based PKRMS and training for roll-
and Maintenance out and associated capacity development.
Adviser Professional with experience in the design and operation of road asset management
systems with relevant degree-level academic qualifications, such as civil engineering
or an IT-based degree.
At least 10 years’ experience in infrastructure asset management systems with at
least 3 years leading, directing or guiding the design and implementation of such
systems. Competencies should be in road asset management systems and project
management. Familiarity with Indonesia and Bahasa Indonesia would be an
advantage but not necessary.

Senior System C3 STA Provide leadership to all system development tasks including Web-based PKRMS,
Developer/ and Corridor Planning and Identification Tool.
Programming Professional IT System Specialist with at least 10 years’ experience in implementing
Adviser large corporate or government web-based data systems, with relevant degree.
Experience of working in developing countries, especially Indonesia, would be
considered an advantage.

Climate-Resilient C4 STA Responsible for providing technical guidance on climate resilience vulnerability
Road Adviser assessment and development of climate resilience strategy for sub-national roads.
(Key Position) Will be responsible for coordinating all technical inputs.
Professional with experience in road design and construction with a particular
interest and focus on climate resilience. Good knowledge of current advances in
climate resilience of roads including mitigation and adaptation is essential.
Experience of working in developing countries, especially Indonesia, would be
considered an advantage.

Technical C3 STA Responsible for providing technical input as needed. Each specialist should have at
Engineering Adviser least 10 years’ relevant experience in their field and be qualified to degree level.
Pool Experience of working in developing countries, especially Indonesia, would be
considered an advantage.
Tenderers do not need to submit CVs for this Pool. Instead, firm’s in-house capability
to support this input should be demonstrated along with a confirmation that if
needed, these experts will be made available to provide input.
A lumpsum allocation of 50 days of input under the Senior STA table should be
included.

M&E Adviser (to be C4 STA An international specialist with at least ten years of experience monitoring and
nominated by KIAT (MRP) evaluating transport policy projects. The Candidate should have appropriate
during the contract postgraduate academic qualifications in monitoring and evaluation or a related field.
negotiation phase. Preferred experience on road construction or maintenance programs and
The Contractor institutional capacity building in developing countries. The candidate and the Team
should include Leader will be responsible for developing an M&E plan, a six-monthly progress
costing for this role report and an Activity Completion Report. In addition, the candidate will prepare for
at C4 MRP) and participate in the six-monthly progress planning and review sessions.

Transport Economist C3 STA Lead the value for money study of different maintenance programs, and provide
(Key Position) inputs into other sub-components.
Should hold a relevant degree and have at least 10 years’ professional transport
economist experience with at least 5 years related to the economics of the road
sector or road projects. Some experience of dealing with and presenting to senior
government officials and decision-makers would be an advantage.
Some project management competencies would also be desirable. Experience of
working in developing countries, especially Indonesia, would be considered an
advantage. Familiarity with the Indonesian language will also be an advantage.

National Personnel (open to Indonesian nationals only)

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 DESCRIPTION OF SERVICES
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LTA/
Role ARF Job Description and Requirements
STA30

Deputy Team Leader n/a LTA Must have a broad background of at least 15 years working in the Indonesian road
and Stakeholder sector, governance aspect and will take a leading role supporting the Team Leader
Coordination Lead with stakeholder liaison in relation to all components. The Deputy Team Leader
(Key Position) should have a good network of contacts throughout relevant ministries and
agencies, but especially in DGH, and ideally be considered with respect amongst GOI
counterparts.
Must hold a degree in civil engineering or road engineering or other similar subject.
Must be fluent in English and should have experience of working with international
consultants or in organisations working with internationals, such as multi-lateral
development banks.
Must have experience of working on donor funded projects with proven excellence
in liaising and leading communications with government agencies.

PKRMS Specialist n/a STA Will be responsible for leading and coordinating the local inputs to the national roll-
(Incumbent out of PKRMS, the development of the web-based PKRMS and the updating of
Specified PKRMS training. Support other components such as value for money analysis with
Personnel) provision of input data and information. Responsible for final review of all PKRMS
training sessions in Bahasa Indonesia.
Must hold a university degree in civil engineering or other relevant subject and have
at least 10 years’ experience in Indonesia maintenance planning and road
investment/management systems, including the operation of established planning
procedures and tools such as the IRMS, LVRMS and SK-77. Experience in IT-based
road management systems including PKRMS would be a significant advantage.
Fluency in English is essential.

GEDSI and Road n/a STA Will lead the mainstreaming of GEDSI. Environmental and Road Safety elements in
Safety Specialist the program preparation, loan preparation, climate resilience of roads, corridor
(Incumbent planning tool and other components. Will need to be an excellent communicator
Specified working across central and local governments.
Personnel) Should have at least 15 years’ experience with at least 5 years’ experience in road
safety, environmental assessment, gender equality, disability and social inclusion.
Must have experience of working on donor funded projects with proven excellence
in liaising and leading communications with government agencies. Working
knowledge of English is essential.

Road Climate n/a STA Support the Senior Climate Resilient Road Adviser and work closely with GIS/Data
Resilience Specialist Management Specialist to source all data and information to undertake climate
(Key Position) change vulnerability assessment for subnational roads. The specialist should have a
good technical understanding of climate change impacts on roads including
flooding, temperature changes, slope failures and others and familiar with potential
mitigation strategies.
Should be degree qualified in a field related to climate resilience and/or road
engineering.
Should have a minimum of 10 years’ professional experience with appropriate
practical experience in similar assignments and levels of responsibility. He/she
should have good communication skills.
Working knowledge of English is required.

Transport Planner n/a STA Will help support IRRTIP preparation including identification of corridors, and
(Incumbent program preparation including preparation of PMM. Will also provide support for
Specified selection of regions for InPres Jalan Daerah, evaluation and value for money analysis.
Personnel) Should be degree qualified in transport planning and experienced in transport
planning especially for road projects. Familiarity with Indonesian road planning
regulations and systems will be highly valued.
Preferably has experience of working on donor funded projects with proven
excellence in liaising and leading communications with government agencies.
Working knowledge of English is essential.

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LTA/
Role ARF Job Description and Requirements
STA30

Financial and Grants n/a STA Will help prepare the granting agreements, and project preparation and loan
Specialist preparation components as well as support DAK strengthening and preparation of
JUKNIS.
Should be degree qualified in a field related to grant/finance and experienced in
Indonesian fiscal disbursement regulations and mechanisms. Familiarity with
Indonesian financial regulations and systems especially granting mechanisms will be
highly valued.
Must have experience of working on donor funded projects with proven excellence
in liaising and leading communications with government agencies. Working
knowledge of English is essential.

National Technical n/a STA Responsible for providing technical input as needed to relevant sections of either
Engineering PMM, provide training and/or input to climate vulnerability assessment and climate
Specialist Pool change strategy. Each specialist should have at least 10 years’ relevant experience in
their field and be qualified to degree level.
Tenderers do not need to submit CVs for this Pool. Instead, firm’s in-house capability
to support this input should be demonstrated along with a confirmation that if
needed, these experts will be made available to provide input.
A lumpsum allocation of 50 days of input under the national STA table should be
included.

GIS/Data n/a STA Will help support IRRTIP preparation including identification of corridors, and
Management program preparation. Will also provide support for climate resilience vulnerability
Specialist assessment.
Should have academic qualifications and professional experience in the use of GIS
software including QGIS and ArcGIS. Should be able to conduct spatial analysis for
routes and prepare thematic maps.
Experience of working and communicating with GOI counterparts will be preferred.
Working knowledge of English is essential.

Communications n/a STA Will help prepare any comms product as and when needed. Should be familiar with
Specialist copy editing and preparing high quality communications materials including design
briefs, information briefs, pamphlets, posters. Should have the ability to present
technical information to a non-technical audience in an easy to understand manner.
Should have academic qualifications and professional experience in
communications, graphic design and liaison.
Experience of working and communicating with GOI counterparts will be preferred.
Working knowledge of English is essential.

Web-based PKRMS n/a STA or sub Please refer to TOR for web-based PKRMS Development available in Attachment 5.
Developers contracted
to a firm

8. Management of the Services

Key GOI counterpart for this activity will be Directorate General of Highways (Bina Marga). Other counterparts
will include Pusat Fasilitasi Infrastruktur Daerah (PFID), Ministry of Public Works and Housing and Directorate of
Transportation, Bappenas.
A full list of key counterparts is provided in Table 20.
Table 20 Main Counterparts Agencies

Key Counterpart Director Road and Bridge Systems and Strategy, DGH, MPWH

Counterpart agencies: Directorate General of Highways, MPWH

Secretariat General, MPWH

33
 DESCRIPTION OF SERVICES
SUB-NATIONAL ROAD SECTOR SUPPORT

Deputy for Infrastructure, Bappenas

Deputy for Development Funding Bappenas

Directorate General of Fiscal Balance, MOF

Agency sub-units: Director Road and Bridge Systems and Strategy, DGH, MPWH

Office of Regional Infrastructure Facilitation (PFID), MPWH

Directorate Transportation Bappenas

Directorate of Multilateral Funding, Bappenas

Directorate of Special Transfers (MOF)

The Contractor will work under the guidance of the Deputy Director Transport or their delegate to achieve the
required outcomes on time. KIAT and the Contractor will meet weekly to share updates and escalate any issues
as necessary. Day-to-day operational management, technical reviews and clarification of technical matters with
GOI counterparts will be the Contractor's responsibility, supported by KIAT where necessary.
The Contractor shall work closely and develop good working relations with the counterpart agencies listed in
Table 20. The Contractor shall act appropriately under the code of behaviour for personnel operating under the
Australian Government's aid program, including behaving in a culturally appropriate way and ensuring integrity
in undertaking all the work contracted under this activity.
DGH will work closely with the Contractor, and DGH will generally provide the following support to KIAT and
the Contractor:
1. Access to available data, records, maps and other information within DGH that are required to perform
the tasks, and assistance to coordinate with other government stakeholders;
2. Counterpart staff to coordinate with the Contractor, and
3. Staff time to review outputs from the Contractor and to provide feedback.
When a meeting is due to take place between the Contractor and GOI counterpart, the Contractor should note
the following protocols:
Table 21: Meeting Protocols

Type of Meeting Approach

For meeting with GOI counterparts Echelon 1 and above KIAT must be present and DFAT will be informed

For meeting with GOI counterparts at Echelon 2 KIAT must be informed and may be present

For meeting with GOI counterparts below Echelon 2 The Contractor may lead the process and KIAT may be present

9. Knowledge Transfer
KIAT prioritises ensuring an effective transfer of knowledge, skills and expertise to GOI stakeholders. Effective
knowledge transfer requires proper planning and engagement with key stakeholders. The Contractor should
always plan their work and engagement with all counterparts with sustainability as a key focus, so that increased
knowledge and capacity remain in place after the Contractor has completed his services.
The Contractor must therefore allocate adequate time and resources within their workplan to allow GOI agencies
to improve their capacity through their interface with the various Activity components. To assist with this, the
Contractor shall develop a Sustainability Action Plan and Locally Led Development Plan covering sustainability,
capacity building and knowledge transfer in its Technical Proposal (under Approach and Methodology). The
contents and timing of the Sustainability Action Plan and Locally Led Development Plan will be agreed upon
during the Inception Phase. Both plans will be standalone deliverables.

34
 DESCRIPTION OF SERVICES
SUB-NATIONAL ROAD SECTOR SUPPORT

A Sustainability Action Plan is designed to ensure the long-term viability and impact of the program activities
by fostering government ownership and integration into national systems. The plan should outline strategies
and actions to embed sustainability principles into all aspects of the program, focusing on maintaining and
building upon development results beyond the conclusion of the activity. The Plan will align with national
development priorities and policies, and ensure the activity works closely with government agencies to ensure
activities are institutionalised within existing frameworks.
A Locally Led Development Plan aims to build national capacity and foster local leadership in the program.
This plan is more people-focused, concentrating on empowering individuals and organisations to lead
development efforts and ensure the sustainability of project impacts. The Plan will identify and nurture local
leaders who can champion development initiatives, and provide leadership training and mentoring to enhance
skills and confidence. The Plan will outline the processes to be adopted to strengthen the capacity of
government institutions and staff to manage and sustain project outcomes, and include approaches to training,
technical assistance, and mentoring to enhance skills and knowledge.

10. Management Fee

The typical structure of KIAT’s subcontract agreements incorporates an agreed management fee, and all other
expenditure under the contract are reimbursed to the Contractor at cost. Agreement will be reached as to the
structure of how the management fee is payable to the Contractor prior to entering a contract. To encourage
high performance by the Contractor, milestones are utilised as a mechanism to validate and pay a component
of the agreed management fee. In its Financial Proposal, the tenderer will propose the deliverables and/or
milestones that are linked to management fee payments and this will be subject to KIAT approval during the
contract negotiation process. This should comprise a mix of deliverables (such as reports, plans etc.) and activity
outcomes achieved through the activity implementation (known as Performance Milestones). Performance
Milestones based on activity outcomes related to GEDSI and climate change improvements are encouraged,
where possible.
The tenderers are to pay particular attention to the Request for Tender (RFT) for the requirements of
“performance targets” linked to the management fee (in Section 4.3 of the RFT).
The Management Fee shall be structured as follows:
• A management fee linked to management reports (30% of total management fee payable)
• A management fee paid on technical deliverables as nominated by the tenderers in their Financial
Proposal (60% of total management fee payable). The tenderers are to select from specific
outputs/deliverables listed in Section 6 of the Description of Services.
• A management fee paid on achieving at least 5 performance milestones31 as proposed by the tenderers
(in their Financial Proposal), with specific inclusion of at least one GEDSI indicator and at least one
locally-led development indicator (10% of total management fee payable). These performance
milestones and verifiable indicators will be refined and agreed with KIAT during the contract
negotiations stage.

11. Environmental and Social Safeguards

Safeguards are measures taken to avoid or minimise the negative impacts of aid investments on people and the
environment. The Contractor is required to comply with DFAT’s Environmental and Social Safeguard Policies at
all times. This includes:

31
A performance milestone can be a tangible relevant policy change, and/or buy-in from GOI counterparts which is beyond the sphere of
control for the tenderers but within their sphere of influence.

35
 DESCRIPTION OF SERVICES
SUB-NATIONAL ROAD SECTOR SUPPORT

• DFAT’s Environmental and Social Safeguard Policy for the Aid Program. This policy sets out the
requirements for managing five safeguards including when working with partners:
o Environmental protection
o Children, vulnerable and disadvantaged groups
o Displacement and resettlement
o Indigenous peoples
o Health and safety32
• DFAT’s Child Protection Policy. DFAT, DT Global and KIAT have a zero-tolerance approach to child
exploitation or abuse. The Child Protection Policy is part of DFAT’s child protection framework. The
policy is principles based, articulates DFAT’s zero tolerance of child exploitation and abuse, and includes
expectations of DFAT-funded partners in the management of child protection risks. 33
• DFAT’s Preventing Sexual Exploitation, Abuse and Harassment Policy. DFAT, DT Global and KIAT do not
tolerate sexual exploitation, abuse or harassment (SEAH) of any kind. The policy outlines both
expectations and requirements for DFAT partners to manage the risk of SEAH and SEAH incidents,
should they occur in the delivery of DFAT business.
The Contractor, its personnel and any subcontractors of the Contractor must comply with the requirements
outlined in the safeguard policies at all times.
KIAT completed a safeguards screening based on the work expected in this Description of Services and based
on several indicators, the safeguards risk rating for this Activity is LOW. The Contractor will revisit the safeguards
risks at the inception stage and identify aspects of the activity that may pose higher safeguards risks and,
therefore, require additional support from KIAT.
With a low safeguards risk rating, the Contractor is responsible for ensuring any safeguards risk mitigation is
implemented throughout the activity. As a minimum, the Contractor must have:
• A PSEAH34 policy or other documented policies and procedures in place, which clearly meet the
expectations of this Policy. The policy must state how the Contractor will ensure that downstream
partners (sub-contracted entities or individuals) will comply.
• Documented SEAH incident reporting and management processes. Reporting and investigation
processes must include engagement of and reporting to senior management and executive boards.
• Effective risk management processes that include consideration of the risk of SEAH. The process must
document the controls already in place or to be implemented to reduce or remove risks.

12. Climate Resilience

KIAT is committed to supporting the GOI to understand and address the risks of climate change in the
development and management of infrastructure. Indonesia is already highly exposed to natural disasters that
impact the utility of its infrastructure. As Indonesia adapts to increasing physical risks from climate change, the
appropriateness and resilience of infrastructure will be critical. Failure to adequately consider physical climate
risks and disaster risks can reduce the benefit delivered by projects to local communities and user groups, and
may in fact lead to maladaptation, or worsening of climate change and disaster risks.

32Department of Foreign Affairs and Trade, 2018 Environmental and Social Safeguard Policy for the Aid Program
http://dfat.gov.au/about-us/publications/Documents/environmental-social-safeguard-policy-for-the-aid-program.pdf
33Department of Foreign Affairs and Trade, 2018 DFAT Child Protection Policy https://www.dfat.gov.au/sites/default/files/child-
protection-policy.pdf
34 Preventing Sexual Exploitation, Abuse and Harassment

36
 DESCRIPTION OF SERVICES
SUB-NATIONAL ROAD SECTOR SUPPORT

The Contractor will be responsible for ensuring that all project planning decisions, project design, construction
methods and proposed operating procedures take into account the physical risk of climate change, including
both acute risks and new types of chronic risk (e.g., higher average temperatures, reduced rainfall). Climate
resilience assessment and recommendations should be based on robust climate modelling, and should follow
established frameworks for assessing hazard, exposure, sensitivity, vulnerability and adaptative capacity.
Measures to improve climate resilience should be incorporated into the economic and commercial assessment
of projects. Finally, it is important that the climate resilience of infrastructure assets should also enhance and
not undermine the resilience of local communities and user groups.
The Contractor will work with KIAT’s Climate Change Team to ensure that climate risk is properly considered
across the activity, and that the analysis produced is high quality and relevant.

13. Communications
The Contractor is required to comply with the KIAT Communications Strategy, Communications Handbook and
Branding Style Guide.
The Contractor will develop a policy-related communication product related to the activity. The topic will be
discussed and agreed with KIAT during the inception phase. More communication and public diplomacy
activities will be identified through a detailed communication plan during the inception phase for the entire
duration of the activity. Please refer to Attachment 4 Communications Requirements. The plan should include
a tentative timeline and resource allocation to implement it effectively. All media engagement and publicity
related to the activity, including communication with media, the use of social media, and any speaking
engagements related to the activity, must be coordinated with the KIAT Communications Team. Without prior
KIAT approval, the Contractor is not authorised to speak to or invite media representatives to any events
managed or conducted as part of the activity.
Strategies for media engagement through KIAT and/or GOI counterparts should be considered and developed
as part of the Inception Report.

37
 DESCRIPTION OF SERVICES
SUB-NATIONAL ROAD SECTOR SUPPORT

Attachment 1: Initial Activity Logic Model for Subnational Road Support

38
 Attachment 2: MEL Requirements

Name of Sub-National Road Sector Strengthening and Reform

Activity

Activity Sub National Road Network Development and Management

Stream
Activity
Number
Expected 15-16 months
Duration
Activity Goal Improved sub-national road condition and network performance (including in line with RPJMN
2025-29 targets)
Activity Outcome 1: By early 2026, the World Bank funded IRRTIP (based on the PHJD model) will
Outcomes commence
Outcome 2: By December 2025, GOI will strengthen DAK Juknis by formally incorporating
selected PRIM and PHJD practices
Outcome 3: By December 2025, key GOI policy-makers are equipped with evidence of the
relative effectiveness and efficiency of PHJD (& IRRTIP), DAK, and ‘Inpres Jalan Daerah’
Outcome 4: By March 2026, some Balais and LGs will be using web-based PKRMS on a trial basis
Outcome 5: By March 2026, DGH will formally endorse a new climate resilient subnational road
strategy
Outcome 6: By March 2026, DGH will formally use an improved Corridor Planning and
Identification Tool (CPIT)
Outcome 7: By mid-2026, GOA starts transitioning out of providing technical assistance for the
subnational roads sector for an exit by 2029
Expected KIAT EOFO Contribution Summary of Expected Contribution
Contribution
EOFO #1: An improved policy Primary / The Activity will lead to formalisation of
to KIAT End and regulatory framework for Direct output/performance based grants for subnational
of Facility infrastructure development Contribution roads and reform of DAK for a country-wide roll
Outcomes out.

EOFO #2: High quality projects Primary / The Activity will support the preparation of World
are prepared and financed Direct Bank funded IRRTIP.
Contribution

EOFO #3: GOI delivers, Primary / The Activity will develop (i) an integrated web-
manages, and maintains high Direct based road management system for identifying
quality infrastructure Contribution and proposing optimised subnational road
maintenance works with visibility for all
stakeholders and (ii) a Corridor Planning and
Identification Tool (CPIT).
The Activity will also support the implementation of
World Bank funded IRRTIP (tasks TBC).

EOFO #4: Infrastructure policy, Secondary / The Activity will help mainstream GEDSI practices
design and delivery is more Indirect trialled and found effective in PRIM and PHJD,
inclusive for women and Contribution particularly public consultation at pre-construction
people with disabilities under IRRTIP

EOFO #5: Improved policy, Primary / The Activity will develop a climate resilient
planning and design results in Direct subnational road strategy.
Contribution

39
 lower-emission, more climate-
resilient infrastructure

Indicative Key Evaluation Questions (KEQs) and Sub-Questions

KEQ1: To what extent has the Activity effectively supported DGH and the World Bank in preparing the Indonesia
Resilient Roads Transport Improvement Program (IRRTIP)?
Sub-Question 1.1: To what extent have DGH and World Bank agreed to list of IRRTIP Participating Local
Governments and the road maintenance projects for the Phase I prepared by the Activity?
Sub-Question 1.2: To what extent are inputs prepared by the Activity reflected in the Loan Agreement and
other project documents agreed between GoI and the World Bank?
Sub-Question 1.3 [GEDSI]: To what extent have DGH and the World Bank agreed to incorporate GEDSI
considerations recommended by the Activity into the IRRTIP PMM and TORs for IRRTIP Implementation and
Verification Consultants?
KEQ2: To what extent has the Activity effectively supported the GOI in strengthening the DAK?
Sub-question 2.1: What recommendations from the Activity has the GOI incorporated into the adjusted DAK
Juknis?
KEQ3: To what extent has the Activity effectively supported GOI policy-makers to consider various alternatives for
future SNR road maintenance programs?
Sub-question 3.1: How has DGH has responded to the evidence and recommendations from the Activity related
to SNR road maintenance programs?
KEQ4: To what extent has the Activity supported improvements in planning, programming, and budgeting for sub-
national roads through the development and trialling of a web-based PKRMS?
Sub-question 4.1: What is the status of the web-based PKRMS system?
Sub-question 4.2: What are the main results/learnings from the trial of web-based PKRMS for sub-national
roads planning, programming and budgeting by some Balais and Local Governments?
Sub-question 4.3: How well-prepared is DGH to manage and roll-out PKRMS from 2026 and beyond?
KEQ5 [Climate Change]: To what extent has the Activity effectively supported DGH in developing or updating
reference materials on roads for use by Local Governments?
Sub-question 5.1: What is the status of the various reference materials on roads?
Sub-question 5.1.: What has been the response and feedback from DGH and LGs to the new or updated
reference materials, particularly the proposed Climate Resilient Subnational Road Design Guide?
KEQ6: To what extent has the Activity effectively supported DGH to identify and define important road corridors?
Sub-question 6.1: What is the status of the improved Corridor Planning and Identification Tool? To what extent
is this being used by DGH?
KEQ7: To what extent has the Activity effectively supported GOA in providing exit strategy to transition from
providing technical assistance for the subnational roads?
Sub-question 7.1: To what extent has the exit strategy been discussed between the GOA and GOI?
Standardised KIAT Performance Indicators
# Indicator Name Required? Indicative Additional Notes
Target
1 Number of instances of significant Required TBC in the The Activity will support GOI to: (i) update the
changes to the policy or regulatory Activity MEL DAK regulations and supporting operational
framework to which KIAT has Framework documents by formally incorporating selected
contributed PRIM and PHJD practices; and (ii) program the
future SNR road maintenance.

40
2 Number of studies conducted or Required TBC in the The Activity will conduct some studies: i)
supported by KIAT that contribute to Activity MEL Component 2. Review and adjust DAK
evidence for improved policy and Framework Guidance and draft regulations to mandate the
regulatory framework for use of updated DAK guidance; ii) Value-for-
infrastructure development Money study comparing DAK, PHJD and InPres
program.

3 Number of projects where KIAT has Not relevant - -

provided project preparation
support that have been taken to
market and successfully entered the
transaction phase (for PPP projects)
or entered the delivery phase (for
non-PPP projects)

4 Number of feasibility studies and/or Not relevant - -

Detailed Engineering Designs
conducted or supported by KIAT that
contribute to project preparation for
financial support

5 Number of districts with improved Required TBC in the The Activity will contribute to this indicator
practices and policies for Activity MEL through the support for IRRTIP implementation
infrastructure planning, delivery, Framework and the trial of web-based PKRMS.
management, and maintenance

6 Number of improved practices or Required TBC in the This Activity will support improving practices/
approaches for infrastructure Activity MEL approaches for infrastructure planning,
planning, delivery, management or Framework delivery, management or maintenance through
maintenance developed or the adoption of PRIM/PHJD practices in IRRTIP
demonstrated with KIAT support that and the trial of web-based PKRMS.
have been adopted by GOI

7 Number of instances where GOI has Subject to TBC Subject to the contents of Activity GAP, what
used evidence provided by KIAT to confirmation as evidence is expected to be produced through
improve gender mainstreaming or part of MEL this Activity, particularly in Component 1 under
design
disability inclusion the IRRTIP PMM and TORs for Program
Implementation and Technical
Assessment/Verification Consultants; and
potentially in Component 3 under the Climate
Resilient Road Strategy.

8 Number of instances where Subject to TBC Subject to the contents of Activity GAP, what
government and/or contractors have confirmation as evidence is expected to be produced through
used technical inputs to part of MEL this Activity.
design
accommodate the needs of women
and people with disabilities in
infrastructure design or delivery

9 Number of instances supported by Subject to TBC Subject to the contents of Activity GAP, what
KIAT where women and people with confirmation as evidence is expected to be produced through
disabilities are reported to have part of MEL this Activity. Under Component 1, IRRTIP
design
provided input/feedback into participating LGs will be required to hold pre-
infrastructure design and delivery construction public consultation, which may or
may not qualify as “supported by KIAT”.

10 Number of women in KIAT’s sphere Not relevant - -

of influence who have taken up
positions of higher responsibility or
representation in the infrastructure
sector

41
 11 Number of instances where there are Not relevant - -
expanded opportunities for women
and people with disabilities to access
employment and training.

12 Number of instances where GOI has Required TBC in the The Activity, under Component 3, will develop
used evidence or input provided by Activity MEL the Climate Resilient Subnational Roads
KIAT to improve resilience of Framework Strategy.
infrastructure to climate change risks

13 Number of PPP projects where KIAT Not relevant - -

has provided project preparation
support that have been taken to
market and successfully entered the
transaction phase

14 Number of instances where GOI Not relevant - -

policy makers have decide to expand
the use of alternative PPI
instruments for suitable projects

15 Amount of additional financing Required TBC in the The Activity will contribute to this Indicator
(AUD) co-invested for infrastructure Activity MEL through (i) the World Bank investment in
delivery, management or Framework IRRTIP and (ii) GOI investment in SNR adopting
maintenance PRIM/PHJD practices.
Potential funding/financing from MDBs such as
WB, AIIB, IsDB, and ADB that have shown
interest in investing in SNR adopting
PRIM/PHJD practices noting that this will only
be counted if there is a formal commitment.

DFAT Indonesia Indicators

# Indicator Name Required? Indicative Additional Notes
Target
1 Number of ODA funding Not relevant - -
channelled to Women’s Equality
Organisations and Institutions

2 Number of organisations of Not relevant - -

persons with disabilities
(regional/national/state/local)
receiving capacity building support

3 Number of infrastructure projects Not relevant - -

supported that meet G20
Principles for Quality Infrastructure
Investments, or similar
international agreed standards

4 Examples of improved policies and Not relevant - -

regulations in the infrastructure
sector

5 Number and value of investments Not relevant - -

that are:

a. Contributing to low-emissions Not relevant - -

development pathways or are
supporting mitigation activities

42
 b. Improving climate change Not relevant - -
adaptation and disaster resilience

6 Number of people using: basic or Not relevant - -

safely managed drinking water
services; and/or basic or safely
managed sanitation services
and/or a handwashing facility with
soap and water

Indicative MEL Methods / Approaches / Tools

The MEL Framework developed during Activity inception phase is expected to describe the main methods,
approaches and/or tools that will be used to collect and analyse data related to KEQs, MQs, and relevant indicators
over the life of the Activity.
Methods, approaches and tools assessed to be relevant to this Activity are as follows:
• Meeting Log to documenting interaction with and feedback from DGH and other key counterparts
• Post web-based PKRMS TOT training surveys and/or interviews to understand and document the application
of web-based PKRMS in trial regions
• Approach to monitor the finalisation process of new presidential regulation on guidelines for DAK for
reviewing the extent to which the recommendations from the study have been used
Additional studies/reviews/evaluations
- Consideration of focused study on PKRMS use by local governments, and the extent to which DGH is well-
positioned to manage and support PKRMS from 2026 and beyond.
Reporting Requirements / MEL Deliverables
The Activity is expected to provide progress reports and other MEL-related deliverables as follows:
Report / Deliverable Expected Due Date
Activity MEL Framework Draft: Within 6 weeks from the start of the activity
Final: Within 2 months from the start of the activity
Monthly snapshot reports 10th calendar day of the following month
Draft Performance Planning Workbook covering the Dates to be confirmed
upcoming 6-monthly period (Jan-June or July-Dec)
Draft Performance Review Workbook covering the Dates to be confirmed
previous 6-monthly period (Jan-June or July-Dec)
Six Monthly Progress Report SMPR #1 SMPR #2
Draft: Within six months Draft: Within twelve
from start date months from start date
Final: Within seven Final: Within thirteen
months from start date months from start date

Activity Completion Report Outline agreed with KIAT: three months before activity
closing date
Presentation/discussion of key content: Two months
before activity closing date
Draft Activity Completion Report: One month before
activity closing date
Final Activity Completion Report: Two weeks before
activity closing date

43
Attachment 3: GEDSI Screening

Name of Activity Sub-National Road Sector Strengthening and Reform

Activity Stream Sub National Road Network Development and Management

Activity Number
Activity Result 1: GOI is increasingly using evidence to improve its gender
Contribution to mainstreaming efforts in infrastructure policy and guidelines and its
KIAT GEDSI performance monitoring of these efforts.
Results Result 2: Government and contractors ensure appropriate consideration of
gender equality, disability, and social inclusion in infrastructure project design
and delivery.
Result 3: Communities, especially women and people with disabilities are
increasingly influencing local infrastructure processes.

Note: Contractor to submit indicators for GEDSI activities to support above KIAT
GEDSI results.
Gender Equality, GEDSI mainstreaming across the Sub-National Road Sector Strengthening and
Disability, Social Reform will contribute to KIAT EOFO#4: Infrastructure policies, design and
Inclusion (GEDSI) delivery are more inclusive for women and people with disabilities. In promoting
issues in the SNR infrastructure accessible for all, KIAT has a strong focus on promoting GEDSI
Activity.
in its activities. This means ensuring infrastructure development processes, at
all stages engage communities, particularly women, people with disabilities
and other vulnerable groups, to ensure that infrastructure benefits all.

GEDSI mainstreaming on this activity will focus on ensuring clear policy

statements on gender mainstreaming improvement in Sub National Roads
Strengthening and Reform.

National regulations

Key national laws and regulations governing gender, people with disabilities,
child protection and community participation that are relevant to the
integration of GEDSI in this activity include:

1. Law 8/2016 on Persons with Disabilities to fulfil the right of accessibility for
persons with disabilities including the right to access to public facilities.
2. Law 22/2009 on Traffic and Road Transport and Government Regulation
74/2014 on Road Transport refer to the provision of physical and non-
physical facilities and infrastructure of a general nature as well as
information required for persons with disabilities, elderly people, children,
pregnant women, and sick people to have equal opportunities.
3. Government Regulation 42/2020 on Accessibility for people with
disabilities, encompassing road design and facility provision, Part 12 Clause
105 states that the Central and Regional Governments are required to
provide public services that are easily accessible to People with Disabilities
4. Presidential Instruction 9/2000 on Gender Mainstreaming at national and
local levels describes the strategy to integrate gender in planning,
preparation, implementation, monitoring and evaluation of development
policies and programs

44
5. Appendix Letter of Director of Technical Development Directorate General
of Highways UM.01.11-BT / 35 (April 2015) provides typical drawings for
primary and secondary roads that are responsive to environment, safety
and gender
6. Changes to the Decree of the Director General of Highways
55/KPTS/Db/2020 for the gender mainstreaming Working Group of the
Directorate General of Bina Marga.
7. The circular letter SE No.15/SE/Db/2022 on Gender Mainstreaming (PUG)
guideline addressed to SekDir and all DGH Directors, all head of Balais, and
head of Satker DGH. It covers PUG-PPRG concept, policy and strategy, PUG
PUPR and its implementation in DGH as well as the PUG-PPRG Monitoring
and Evaluation
8. National Medium-Term Development Plan (RPJMN) for 2020-2024 includes
strategies to increase community capacity and participation, including for
women, children, youth and people with disabilities

GEDSI entry points

GEDSI mainstreaming entry points for this activity include:

Sub-Component GEDSI Mainstreaming Opportunities

1B IRRTIP Loan • WB Loan Disbursement Link Indicators
Preparation could include GEDSI targets as
Support disbursement triggers
1C IRRTIP Program • RTTF to include minimum levels of
Preparation representation by women and people
Support with disabilities
• RTTF to develop and implement GEDSI
Action Plans
• IRRTIP Contractors to encourage work
opportunities for women and people
with disabilities
• RTTF Public Consultations to identify
GEDSI and community needs as input to
road designs including safe walking
routes, improved access, etc.
• Local Governments to encourage females
and people with disabilities to work in
the sub-national road sector.
3C Climate Resilient The Resilience Strategy will include a
Vulnerability specific section on climate resilient
Assessment and inclusive roads, outlining how to make
Resilience the road corridor facilities and features,
Strategy for women, children and people with
disabilities, resilient to climate change
impacts.

45
Actions to be The Activity will engage a GEDSI and Road Safety Specialist to develop and
taken implement GEDSI Action Plan (GAP) in coordination with relevant activity team
members.

The specialist should be familiar with and experienced in GOI, DFAT/KIAT and
other international donors’ requirements for Gender Equality, Disability and
Social Inclusion.

The Contractor will align the GEDSI mainstreaming principles and objectives
with the KIAT Gender Equality, Disability and Social Inclusion (GEDSI) Strategy
2022-2026.

A GEDSI Action Plan (GAP) will be prepared during the inception phase,
identifying opportunities to mainstream GEDSI. The GAP will identify
stakeholder coordination opportunities to address GEDSI issues and it’s GEDSI
related recommendations.
GEDSI- MQ MQ: What evidence exists that GEDSI is being addressed within activity
implementation?

Note: All data to be sex and disability disaggregated.

Individual progress markers to be developed as part of the GAP for this activity.

46
Attachment 4: Communications Requirements

Name of Activity Sub-National Road Sector Strengthening and Reform

Activity Stream Sub National Road Network Development and Management

Activity Number

Communication Please provide a list of communication and knowledge products that are anticipated
components of the to be created from this activity. Consider the following and add as necessary:
activity
• Photos*

• Activity Factsheet*: to clarify the process and progress to a broader audience

• Videos (timelapse videos for construction, testimonial videos, etc.)

• Event opportunities: kick-off, closing, policy dialogue, etc.

• Human interest stories: can be used for other contents

• Infographics: to explain the activity process and progress to a broader audience.

Kindly note that the items marked with asterisk (*) are minimum requirements.

This section will require collaboration with the Communications unit.

Actions to be taken To provide a Communication Plan including above mentioned components on the
technical proposal

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Attachment 5: ToR Web Based PKRMS Software Development [provided separately as a standalone document]

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