Program Administration Memorandum (PAM) Volume 3 ... · Tugas Pembantuan or Co- ... D. GAPS OF...

Program Administration Memorandum (PAM) Volume 3 - Supplementary Appendixes

The program administration memorandum is an active document, progressively updated and revised as necessary, particularly following any changes in project or program costs, scope, or implementation arrangements. This document, however, may not reflect the latest project or program changes.

Ministry of Public Works

BAPPENAS State Ministry of Environment Ministry of Health Ministry of Agriculture Ministry of Forestry

Project Number: 37049 Multitranche Financing Facility (MFF) Number 0027 Loans: 2500 - INO OCR (Registration Number: 10788801)

2501 - INO ADF (Registration Number: 10789501) Technical Assistance 7189 - INO Global Environment Facility Grant 2 September 2009 Republic of Indonesia: Integrated Citarum Water Resources Management Investment Program

CURRENCY EQUIVALENTS (as of 19 June 2008)

Currency Unit – Indonesian rupiah (IDR)

IDR1.00 = $0.00011 $1.00 = IDR 9,300

IMPORTANT NOTE

ALL COSTS AND DETAILS PRESENTED IN THIS DOCUMENT ARE INDICATIVE AND

ANNUAL WORK PLANS WILL SUPPERCEED.

ABBREVIATIONS ADB – Asian Development Bank ADF – Asian Development Fund AMAP – adaptation and mitigation action plan AWP – annual work plan BAPPENAS – National Planning and Development Agency BBWSC – Balai Besar Wilayah Sungai Citarum BER – bid evaluation report BPKP – Badan Pengawasan Keuangan and Pembangunan CCAM – climate change adaptation and mitigation CDD – community driven development CRB – Citarum River basin CSO – civil society organization CSP – country strategy and program CSR – corporate social responsibility DGSP – Directorate General of Spatial Planning DGWR – Directorate General of Water Resources DMF – design and monitoring framework DMI – domestic, manufacturing, and industrial DWRI Directorate of Water Resources and Irrigation DWRM Directorate of Water Resources Management EA – executing agency EARF – environmental assessment and review framework EIA – environmental impact assessment EIRR – economic internal rate of return FFA – framework financing agreement FMS – financial management system GDP – gross domestic product GEF – Global Environmental Facility GIS – geographic information system GOI – Governement of Indonesia IA – implementing agency ICB – international competitive bidding IDR – iindonesian rupiah IEE – initial environmental examination IMEU – independent monitoring and evaluation unit IP – investment program IPPMS – investment program performance management system IPS – international person staff IWRM – integrated water resources management JSM – Java spatial model

LIBOR – London interbank offered rate LIFS – loan information financial system MCV – model conservation village MDG – Millennium Development Goal MFF – multitranche financing facility MIS – management information system MOA – Ministry of Agriculture MOE – Ministry of Environment MOF – Ministry of Finance MOFr – Ministry of Forestry MOH – Ministry of Health MPW – Ministry of Public Works NCB – national competitive bidding NGO – non government organization NPS – national person staff NSCWR – National Steering Committee for Water Resources OCR – ordinary capital resources PA – protected area PCMU – program coordination and management unit PFR – periodic financing request PIU – project implementation unit PJT 2 – Perum Jasa Tirta 2 (CRB operator) PPTA – project preparation technical assistance RBO – river basin organization RCMU – road map coordination and management unit RCWR – Research Center for Water Resources RDA – Research Development Agency RP – resettlement plan RPMS – road map performance management system SEA – strategic environmental assessment SOE – statement of expenditure SRC – staff review committee SRI – system rice intensification TA – technical assistance TACC – technical assistance coordination committee USD – United States Dollar WFPF – Water Financing Partnership Facility WRC – water resources council WRM – water resources management WTC – West Tarum Canal ADB – Asian Development Bank ADF – Asian Development Fund AMAP – adaptation and mitigation action plan AWP – annual work plan BAPPENAS – National Planning and Development Agency BBWSC – Balai Besar Wilayah Sungai Citarum BER – bid evaluation report BPKP – Badan Pengawasan Keuangan and Pembangunan CCAM – climate change adaptation and mitigation CDD – community driven development CRB – Citarum River basin CSO – civil society organization

CSP – country strategy and program CSR – corporate social responsibility DGSP – Directorate General of Spatial Planning DGWR – Directorate General of Water Resources DMF – design and monitoring framework DMI – domestic, manufacturing, and industrial DWRI Directorate of Water Resources and Irrigation DWRM Directorate of Water Resources Management EA – executing agency EARF – environmental assessment and review framework EIA – environmental impact assessment EIRR – economic internal rate of return FFA – framework financing agreement FMS – financial management system GDP – gross domestic product GEF – Global Environmental Facility GIS – geographic information system GOI – Governement of Indonesia IA – implementing agency ICB – international competitive bidding IDR – iindonesian rupiah IEE – initial environmental examination IMEU – independent monitoring and evaluation unit IP – investment program IPPMS – investment program performance management system IPS – international person staff IWRM – integrated water resources management JSM – Java spatial model LIBOR – London interbank offered rate LIFS – loan information financial system MCV – model conservation village MDG – Millennium Development Goal MFF – multitranche financing facility MIS – management information system MOA – Ministry of Agriculture MOE – Ministry of Environment MOF – Ministry of Finance MOFr – Ministry of Forestry MOH – Ministry of Health MPW – Ministry of Public Works NCB – national competitive bidding NGO – non government organization NPS – national person staff NSCWR – National Steering Committee for Water Resources OCR – ordinary capital resources PA – protected area PCMU – program coordination and management unit PFR – periodic financing request PIU – project implementation unit PJT 2 – Perum Jasa Tirta 2 (CRB operator) PPTA – project preparation technical assistance RBO – river basin organization

RCMU – road map coordination and management unit RCWR – Research Center for Water Resources RDA – Research Development Agency RP – resettlement plan RPMS – road map performance management system SEA – strategic environmental assessment SOE – statement of expenditure SRC – staff review committee SRI – system rice intensification TA – technical assistance TACC – technical assistance coordination committee USD – United States Dollar WFPF – Water Financing Partnership Facility WRC – water resources council WRM – water resources management WTC – West Tarum Canal

GLOSSARY integrated water resources management (IWRM)1

– IWRM is a process to promote coordinated development and management of water, land and related resources in river basins, to maximize the economic benefits and social welfare in an equitable manner without compromising the sustainability of vital ecosystems. IWRM therefore focuses on delivering a triple bottom line of economic, social, and environmental benefits that result from an integrated approach.

river basin organization (RBO)

– A general term referring to any government organization with a mandate in water resources development and/or management with responsibilities covering a single or group of rivers.

balai besar (Balai Besar Wilayah Sungai Citarum-BBWSC)

– A central government river basin organization with a broad mandate that includes aspects of water resource planning, development and management operating within a defined river basin territorial area covering either a single large river catchment or group of smaller river catchments. BBWSC operates in the Citarum River Basin territory.

6 Ci’s River Basin Territory (see Map 1)

– River basin territory comprising three river basin organizations Balai Besar Citarum, Balai Besar Ciliwung-Cisadane, and Balai Besar Cidanau-Ciujung-Cidurian located in West Java, DKI-Jakarta, and Banten Provinces, and including the metropolitan conurbation of Jabodetabek as shown in Map 1.

Perum Jasa Tirta II (PJT-II)

– State owned corporation with a water infrastructure management mandate, operating in the Citarum River Basin

District or local government – The third tier of government below, although independent from, provincial and national governments

Regional government – General term referring to provincial and/or district governments Roadmap – The Roadmap is essentially a strategically planned program of

interventions that will, if successfully implemented by stages, lead to the achievement of the agreed vision through stakeholder consultations

Jabodetabek – The greater Jakarta metropolitan area known as (Jakarta, Bogor, Depok, Tangerang, Bekasi) and its surrounding area

Pola – A water resources management strategic plan which is the basic framework for planning, implementation, monitoring and evaluation for water resources conservation, utilization and control.

Rencana – A comprehensive and integrated water resources management plan required for the implementation of water resources management.

Tugas Pembantuan or Co-administered Task

An assignment from (i) the central government to a region and/or a district, (ii) the provincial government to a district/city, with the obligation to report and account for the implementation of the assignment to the central government or the provincial government.

1ADB. 2006. Water Financing Program 2006-2010 Helping to Introduce IWRM in 25 River Basins in the Asia-Pacific Region. Manila. Available at: http://www.adb.org/Water/WFP/basin.asp#4

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TABLE OF CONTENTS

1. Resettlement Framework 2. Environmental Assessment and Review Framework 3. ADB’s Anticorruption Policy 4. Detailed Activities and Schedule for Project 1 Sub Components 5. Detailed cost estimates, financing plan and allocation for Project 1 Loan Funded Sub

Components (Costab Ouputs)

Supplementary Appendix 1 - Resettlement Framework

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Resettlement Framework 37049-INO 08 August 2008

INO: Integrated Citarum Water Resources Management Investment Program

Directorate General Water Resources Ministry of Public Works

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Contents List I. INTRODUCTION.................................................................................................. 7

A. GENERAL BACKGROUND............................................................................. 7 B. ADB ROADMAP SUPPORT.......................................................................... 10 C. INVOLUNTARY RESETTLEMENT ............................................................... 12 D. PURPOSE AND SCOPE OF THE RF ........................................................... 14

II. LEGAL AND POLICY FRAMEWORK................................................................. 16 A. RELEVANT LAWS AND REGULATIONS IN INDONESIA ............................ 16 B. ADB POLICIES ON INVOLUNTARY RESETTLEMENT ............................... 17 C. ADB POLICIES RELEVENT TO RESETTLEMENT PLANNING AND IMPLEMENTATION.............................................................................................. 18 D. GAPS OF INDONESIAN LAWS AND COMPARISON WITH ADB POLICIES19

III. PROJECT OBJECTIVES AND POLICIES ......................................................... 21 A. OBJECTIVES ................................................................................................ 21 B. PRINCIPLES ................................................................................................. 21 C. CUT-OFF DATE OF ELIGIBILITY ................................................................. 23 D. PRINCIPLE OF REPLACEMENT COST....................................................... 24

IV. PROJECT ENTITLEMENTS AND IMPLEMENTATION ARRANGEMENTS ...... 25 V. RELOCATION AND REHABILITATION STRATEGY ......................................... 31

A. RELOCATION STRATEGY........................................................................... 31 B. LIVELIHOOD/INCOME RESTORATION STRATEGY................................... 31

VI. RP PREPARATION AND IMPLEMENTATION................................................... 32 A. INITIAL SCREENING .................................................................................... 32 B. COMMUNITY DRIVEN DEVELOPMENT (CDD)........................................... 34 C. RP PREPARATION....................................................................................... 35 D. RP IMPLEMENTATION................................................................................. 36

VII. VULNERABILITY, GENDER, AND ETHNICITY ISSUES................................... 36 VIII. CONSULTATION AND DISCLOSURE............................................................... 38 IX. GRIEVANCE REDRESS .................................................................................... 38 X. IMPLEMENTATION ARRANGEMENTS ............................................................ 40

A. EXECUTING AND IMPLEMENTING AGENCIES ......................................... 40 XI. MONITORING .................................................................................................... 46

A. INTERNAL MONITORING ............................................................................ 46 B. EXTERNAL MONITORING ........................................................................... 47

XII. RP BUDGET AND IMPLEMENTATION ............................................................. 48

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Appendices Appendix 1: List of potential subprojects with land acquisition and resettlement impacts Appendix 1 Maps of the Project Area Appendix 2: List of consultation meetings for the WTC rehabilitation RP Appendix 3 Indicative ICWRMIP Program Appendix 4 Format and Scope of a full RP and a short RP Appendix 5 Socio-economic Survey Instrument Used in WTC Appendix 6 Resettlement Plan for the WTC List of Tables Table 1.1 Population and Households in Citarum River Basin, 2004 Table 1.2 Indicative ICWRMIP Outputs Table 1.3 Tranche 1 Outputs Table 4.1 Entitlement Matrix Table 6.1 Screening Questions for Resettlement Categorization Table 6.2 Surveys for RP Preparation

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ABBREVIATIONS ADB Asian Development Bank AH Affected Household BAPPEDA Provincial / District Development Planning Agency BAPPENAS National Development Planning Agency COI Corridor of Impact RF Resettlement Framework DMS Detailed Measurement Survey EA Executing Agency EMA External Monitoring Agency ETC East Tarum Canal ICWRMIP Integrated Citarum Water Resources Management Investment Program IA Implementing Agency IOL inventory of losses km kilometer LAC Land Acquisition Committee (Panitia Sembilan or Committee of Nine) LRP Livelihood Restoration Program m2 square meter MFF Multitranche Financing Facility NJOP Nilai Jual Object Pajak (Tax Object Selling Price NTC North Tarum Canal NTP Notice to Proceed PIB Project Information Booklet PJT II Perusahaan Umum Jasa Tirta II (WTC operator) PIU Project Implementation Unit PIC Project Implementing Consultant RCS Replacement Cost Study ROW Right-of-Way RF Resettlement Framework RP Resettlement Plan RWG Resettlement Working Group SES Social and Environmental Section TOR Terms of Reference WTC West Tarum Canal

NOTE

In this report, "$" refers to US dollars

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Definition of Terms

Affected person (AP)

- Refers to any person or persons, household, firm, private or public institution that, on account of changes resulting from the Project, will have its (i) standard of living adversely affected; (ii) right, title or interest in any house, land (including residential, commercial, agricultural, forest and/or grazing land), water resources or any other moveable or fixed assets acquired, possessed, restricted or otherwise adversely affected, in full or in part, permanently or temporarily; and/or (iii) business, occupation, place of work or residence or habitat adversely affected, with or without displacement. In the case of affected household, it includes all members residing under one roof and operating as a single economic unit, who are adversely affected by a project or any of its components.

Adat

This refers to the customary law that governed land ownership prior to the promulgation of the 1960 Basic Agrarian Law (BAL). Usually un-surveyed, un-registered and untitled, ownership over a piece of property was based on community acceptance of boundaries and claims. The 1960 Basic Agrarian Law has since systematized the procedures for documenting and perfecting claims over land; however, the BAL recognizes and protects rights acquired under the adat prior to the promulgation of the 1960 Basic Agrarian Law. (See related concepts: Hak Milik, Hak Guna Usaha, Hak Pakai, and Loss of Land Use)

Construction Works Zone (CWZ)

A CWZ shall be a designated zone defined during detailed design and clearly identified in the RP update that will divide the canal/river into convenient stretches for construction implementation.

Corridor of Impact (COI)

It is the area which is impacted by civil works in the implementation of any subproject of the ICWRMIP, such as the rehabilitation of the West Tarum Canal, and is important in two particular respects: (a) Legally as the area within which AHs will be entitled to compensation and other measures (in general coming under the heading of resettlement) for any loss of land, structures or land use and occupation and of livelihoods and (b) Operationally as the agreed and demarcated area within which construction activities will take place.

Cut-off date

- This refers to the date prior to which the occupation or use of the project area makes residents/users of the same eligible to be categorized as AP. Persons not covered in the census are not eligible for compensation and other entitlements, unless they can show proof that (i) they have been inadvertently missed out during the census and the IOL; or (ii) they have lawfully acquired the affected assets following completion of the census and the IOL and prior to the conduct of the detailed measurement survey (DMS).

Detailed Measurement Survey (DMS)

- With the aid of the approved detailed engineering design, this activity involves the finalization and/or validation of the results of the inventory of losses (IOL), severity of impacts, and list of APs earlier done during RP preparation. The final cost of resettlement can be determined following completion of the DMS.

Encroacher Encroacher is a person who has legal title to land but illegally extends his legal holding onto the public land

Entitlement - Refers to a range of measures comprising compensation, income restoration support, transfer assistance, income substitution, relocation support, etc. which are due to the APs, depending on the type and severity of their losses, to restore their economic and social base.

Hak Guna Usaha and Hak Pakai

Hak guna usaha or right of exploitation, and hak pakai or right of use, are land use rights given by the State to individuals or corporations for a specific use and exploitation of a property or tract of land. These rights have limitations, such as time-bound, and are governed by specific conditions from the State.

Hak Milik

This is the right of ownership, and under applicable land laws of Indonesia (i.e., Basic Agrarian Law of 1960, Presidential Decree No. 55 of 1993, Presidential Decree No. 36 of 2005, and Presidential Decree No. 65 of 2006), it is the most complete form of individual land right (hak atas tanah). The right has no time limit, and the owner can convey the whole right, or convey a secondary interest such as a lease right; it can

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also be used as a security. This right is covered by a certificate (sertipikat) as evidence of title over the property. Acquisition of hak milik rights is only possible for Indonesian citizens. Corporations, whether Indonesian or foreign, cannot have hak milik rights.

Host community - Means the community already in residence at a proposed resettlement or relocation

site. House-cum-store

Locally referred to as “ruko”, this refers to a main structure (i.e., building) that is used principally for residence but at the same time has a mini-grocery or store inside the building or attached to it. Independent Shops These are main structures (i.e., buildings) that are used principally for commerce (locally referred to as “toko”), like groceries, vulcanizing shops (tambal ban), tailoring shops, beauty parlor, karaoke bar, and similar establishments. A related term is “House-cum-store”.

Income restoration - This is the re-establishment of sources of income and livelihood of the affected households.

Inventory of Losses (IOL) - This is the process where all fixed assets (i.e., lands used for residence, commerce, agriculture, including ponds; dwelling units; stalls and shops; secondary structures, such as fences, tombs, wells; trees with commercial value; etc.) and sources of income and livelihood inside the Project right-of-way (ROW) are identified, measured, their owners identified, their exact location pinpointed, and their replacement costs calculated. Additionally, the severity of impact to the affected assets and the severity of impact to the livelihood and productive capacity of APs will be determined.

Land acquisition - Refers to the process whereby an individual, household, firm or private institution is compelled by a public agency to alienate all or part of the land it owns or possesses to the ownership and possession of that agency for public purposes in return for compensation at replacement costs.

Relocation

- This is the physical relocation of an AP from her/his pre-project place of residence and/or business.

Replacement cost

- This is the amount calculated before displacement which is needed to replace an affected asset as follows: (i) Productive land (Agricultural, fishpond, garden, forest) based on market prices that reflect recent land sales, and in the absence of such recent sales, based on productive value; (ii) Residential land based on market prices that reflect recent land sales or, and in the absence of such recent land sales, based on similar location attributes; (iii) Houses and other related structures based on actual current market prices of materials; (iv) Standing crops equivalent current market value of the crop at the time of compensation; (v) Perennial crops and trees, cash compensation equivalent to current market value given the type, age and productive value (future production) at the time of compensation. (vi) Timber trees, based on diameter at breast height at current market prices The replacement cost shall be based on applicable local government regulations if available.

Replacement Cost Study (RCS)

- This refers to the process involved in determining replacement costs of affected assets based on empirical data.

Resettlement

- This includes all measures taken to mitigate any and all adverse impacts of a project on AP property and/or livelihoods, including compensation, relocation (where relevant), and rehabilitation as needed.

Resettlement Plan - This is a time-bound action plan with budget setting out compensation and resettlement strategies, objectives, entitlement, actions, responsibilities, monitoring and evaluation.

Transitional Allowance This is support for severely affected and vulnerable households sufficient to provide the minimum basic needs of a household during the transition period while they are moving and reorganizing at their new sites, to be given to the following AHs: AHs who are physically displaced from housing and/or shops, or who lose 10% or more of productive assets or lose jobs permanently. A single-person household will only receive 1/5 of this amount.

Transport Allowance

This is assistance to be given to AHs who have to relocate their house or store outside of the Project right-of-way (ROW). The assistance is intended to cover for

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transporting the personal belongings of the AHs. Severely affected households - This refers to affected households who will (i) lose 10% or more of their total

productive land and/or assets, (ii) have to relocate; and/or (iii) lose 10% or more of their total income sources due to the Project.

Squatter A squatter is a person who has no legal title to land but illegally occupies and squats upon public land.

Vulnerable groups - These are distinct groups of people who might suffer disproportionately or face the risk of being further marginalized by the effects of resettlement and specifically include: (i) female headed households with dependents, (ii) disabled household heads, (iii) households falling under the generally accepted indicator for poverty, (iv) children and the elderly households who are landless and with no other means of support, and (v) landless households, (vi) indigenous people or ethnic minorities.

ADB Project No. 37049-02-INO: Integrated Citarum Water Resources Management Investment Program (ICWRMIP) Resettlement Framework

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I. INTRODUCTION A. GENERAL BACKGROUND

1. In 2003, the Government of Indonesia, through the Directorate General of Water Resources (DGWR), requested the Asian Development Bank (ADB) for assistance in studying how an integrated management approach for the Citarum River, which along with neighboring river systems have been the main source of water for the Citarum River Basin and of Jakarta, could be designed and carried out. A grant for the purpose was provided by ADB, and project preparation for the Integrated Citarum Water Resources Management Investment Program (ICWRMIP) commenced in February 2005. 2. The water resources of the rivers and groundwater systems in the Citarum River Basin are critical to social and economic development of the country. They are essential for urban and industrial development (particularly in Jabodetabek and Bandung areas) including export industry, agricultural production through major irrigation systems, rural water supplies, electricity generation though hydropower, and fisheries. While the water resources of the Citarum River Basin are relatively abundant, competition for these resources has increased significantly over the past 20 years leading to a situation of acute water stress and depletion of aquifers in some places. Rapid urbanization has significantly increased the exposure to flood risk. Environmental degradation has reached a level that compromises public health and livelihoods, particularly for the urban and rural poor, and incurs additional economic and financial costs related to the source of bulk water supply and its treatment. 3. Citarum River Basin, with a total of 10 districts or regencies plus 6 municipalities lies in the province of West Java. As per available data from the Statistical Office of West Java (SUSENAS), the combined population of these districts and municipalities in 2004 was estimated at 27,863,544, or 72.48% of the provincial total (Table 1.1). (See Appendix 1 for maps of the Project area).

Table 1.1 Population and Households in Citarum River Basin, 2004

District Count District Count Persons Households Persons Households

Bogor 3,795,066 894,128 Indramayu 1,657,614 478,208 Cianjur 2,057,314 535,058 Subang 1,383,831 421,440 Bandung 4,083,108 1,082,176 Purwakarta 757,189 193,667 Garut 2,202,467 553,696 Karawang 1,898,082 488,302 Sumedang 1,025,036 287,568 Bekasi 1,913,534 501,870

Total 13,162,991 3,352,626 Total 7,610,250 2,083,487 Municipality Count Municipality Count

Persons Households Persons Households Bogor 865,231 206,112 Bekasi 1,911,513 466,096 Sukabumi 272,183 68,640 Depok 1,322,387 311,872 Bandung 2,229,392 554,880 Cimahi 489,597 124,320

Total 3,366,806 829,632 Total 3,723,497 902,288 Total Population/Households in Project Area 27,863,544* 7,168,033** Total Population/Households in West Java 38,441,212 10,033,729


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*Representing 72.48% of the provincial population. **Representing 71.44% of the provincial households. Source: SUSENAS 2004 4. A management focus on integrated water resources management (IWRM) and sustainability of the water resource has been emphasized in the 2004 Water Law. The Water Law introduces the concept of management within the boundaries of a river basin and reflects the principles of decentralization and devolvement of authority to local levels as promoted by the program of regional autonomy. 5. Water has been a major area of the Asian Development Bank’s (ADB) assistance to Indonesia, totalling over $1.5 billion in loans and technical assistance (TA). Improving sustainable use of water resources in-line with the ADB “Water for All” policy, together with a strong commitment to build capacity of local government agencies, are key elements of ADB’s operational partnership. In particular this partnership stresses the need to continue implementation of policy reforms, overcome weak coordination among agencies and develop guidance for cooperative working. Sustainability of economic growth and pro-poor development are key pillars of the Country Strategy and Program (CSP) that will be complemented by strengthening capacity for IWRM in the basin. 6. With support from the ADB TA, and with close consultation of basin stakeholders a “Roadmap” (Strategic investment plan) has been prepared for basin-wide integrated water resources management (IWRM) based on a “Vision” of basin stakeholders. The Vision is for “Government and community working together for clean, healthy and productive catchments and rivers, bringing sustainable benefits to all people of the Citarum River Basin”. 7. The Roadmap is essentially a planned program of interventions that will, if successfully implemented, lead to the achievement of the vision. In many cases, projects to be included in the roadmap had already been identified by previous studies. In other cases, it became apparent that interventions were required that had not been identified previously, but will be essential for achieving the objectives. A total of almost 80 Roadmap interventions were identified, with a total base cost of around $3.5 billion, proposed for a 15 year time frame (Table 1.2). 8. It is an ambitious program, and crosses a number of sectors. However, such a complex program is necessary simply because the problems are numerous and inter-related. It is probable that, if this program was to be successfully implemented, it would be one of the most comprehensive basin IWRM programs anywhere in the world.


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Table 1.2 Roadmap

Key Area Component Projects (Outputs) Institutions and Planning for IWRM

Support for IWRM in the 6 Ci’s River Basins (this key area is supported by parallel grant-funded technical assistance)

Water Resource Development and Management

Rehabilitation of West Tarum Canal Water Supply Options and Improved Groundwater Management for Bandung Upgrading of water sources for Bandung System Service Improvement for East and North Tarum Canal

Cisangkuy Irrigation Improvement Curug Run-of-River Power Plant Raising of Cirata Dam Development and Implementation of Preferred Bulk Water Supply Options for Bekasi and Karawang Upgrading of Water Source for Irrigation (Upper Cipunegara)

Implementation of Citarum Watershed Management and Biodiversity Project. Improved on farm soil and water management practices Development and Implementation of a Basin River Quality Improvement Strategy and Action Plans Improvement in water quality in Saguling, Cirata and Jatiluhur Reservoirs through management of fish farming and other polluting activities

Environmental Protection

Development and Implementation of Integrated Coastal Zone Management Strategy and Action Plan for Citarum Coastline

Disaster Management

Upper Citarum Basin Flood Management Project.

Development and implementation of a water entitlements and licensing system for surface water users

Water Sharing

Review of allocation priorities and optimization of operating rules for key sub-basins, including the operation of the river / reservoir system as a whole Support for Community- and NGO-Driven Initiatives for Improved WSS Community

Empowerment Implementation of an Information, Education and Awareness Strategy for capacity building of communities across the basin for improved participation in water resources policy development, planning and management Improvements to water quality monitoring in rivers and reservoirs Development of an integrated water quality and quantity model for basin planning studies, and a decision support tool for improved policy and decision making

Data, Information and Decision Support

Improvements to groundwater monitoring network in the Bandung area 9. Strong coordination among the implementing agencies is required, along with effective monitoring and reporting mechanisms to allow GOI and funding agencies to ensure that the funds are being disbursed in accordance with the plans and in a timely way. In addition, information exchange among the implementing agencies, and other


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basin stakeholders, including communities, civil society organizations (CSOs) and the private sector, will improve performance overall, and minimize wasted effort caused by overlaps. B. ADB ROADMAP SUPPORT

10. The Integrated Citarum Water Resources Management Investment Program (ICWRMP) will support the DGWR in implementation of the Roadmap and will be implemented in tranches, using ADB’s Multitranche Financing Facility (MFF), over a period of about 15 years. ICWRMIP will cover the entire Citarum River Basin, or a total of 10 districts or regencies plus 6 municipalities in the province of West Java. The ICWRMIP will include in tranche Project 1 system improvement of the West Tarum Canal (WTC), which traverses the Districts of Karawang, Bekasi, and the City of Bekasi and feeds about 55,000ha of irrigated land and supplies eighty percent of the surface water household and industrial needs of Jakarta. (See Appendix 1 for maps of the Project area). Project 1 also includes: (i) minor infrastructure works related community driven developments (CDD) activities including community water supply and sanitation, community environmental improvement activities and improved farmer land and water management; (ii) a Global Environmental Fund (GEF) biodiversity program in upper Citarum Basin proteched areas, and (iii) studies and preparatory activities for later ICWRMIP tranche implementation. 11. Table 1.3 below lists the planned subprojects and outputs for the entire Multi-Tranche Financing Program (MFF) (ADB loan and GEF funded components only). Appendix 2 presents the program for the ICWRMIP Indicative MFF (Including Parallel Financed Projects). These are indicative beyond Tranche 1.

12. The actual timing, content and implementation of each Project and indeed the number of subsequent Projects is flexible and shall be developed and scheduled to match funding needs of the government in a cost efficient manner.

13. A Resettlement Plan has been prepared for the West Tarum Canal Rehabilitation based on preliminary design. This RP will be updated following detailed design and will be reviewed and approved by ADB prior to implementation. This Resettlement Framework has been prepared to guide in the preparation and implementation of resettlement plans for potential subprojects with land acquisition and resettlement impacts as listed in Table 1.3.


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Table 1.3: Indicative ICWRMIP Outputs

Tranche Component Projects (Outputs), Resettlement Effects and Documentation

1 Rehabilitation of West Tarum Canal – covered by WTC RP Water Supply Options and Improved Groundwater Management for

Bandung – Studies Improved Water and Land Management –covered by RF Support for Community- and NGO-Driven Initiatives for Improved Water

Supply and Sanitation – covered by WTC RP and RF Development and Implementation of a Basin River Quality Improvement

Strategy and Action Plans– covered by RF Watershed Management and Biodiversity Conservation– covered by RF

Upper Citarum Basin Flood Management Project.-Studies 2 *Upgrading of water source for Bandung and other uses by inter-basin

transfer – covered by RF *System Service Improvement for East Tarum Canal (ETC) – covered by

RF Development and implementation of a water entitlements and licensing

system for surface water users- Studies Review of allocation priorities and optimization of operating rules for key

sub-basins, including the operation of the river / reservoir system as a whole- Studies

Development and implementation of an IEA for capacity building of communities across the basin for improved participation in water resources policy development, planning and management-Studies

3 *System Service Improvement – North Tarum Canal (NTC) – covered by RF

*Upgrading of Water Source for Irrigation (Upper Cipunegara) – RF *Curug Run-of-River Power Plant – covered by RF *Improvement in water quality in Saguling, Cirata and Jatiluhur Reservoirs

through management of fish farming and other polluting activities - RF *Development and Implementation of Integrated Coastal Zone

Management Strategy and Action Plan for Citarum Coastline - RF 4 *Raising of Cirata Dam – RF *Cisangkuy Irrigation Improvement – RF Development and Implementation of Preferred Bulk Water Supply Options

for Bekasi and Karawang-Studies

*Components that will potentially trigger ADB’s Policy on Involuntary Resettlement. This will be confirmed during detailed design.


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C. INVOLUNTARY RESETTLEMENT

1.3.1 Definition of Involuntary Resettlement 14. Involuntary resettlement addresses social and economic impacts that are permanent or temporary and are (i) caused by acquisition of land and other fixed assets, (ii) by change in the use of land, or (iii) restrictions imposed on land as a result of an ADB operation. An affected household (AH) or person (AP) is one who experiences such impacts. 1.3.2 Involuntary Resettlement during the Rehabilitation of WTC, ETC and NTC 15. The rehabilitation of the three canals would require physical works that will involve displacement of informal dwellers 1from homes and occupied land, including the acquisition of other assets, such as structures and trees. It is, however, believed that the rehabilitation of the canals is likely to be confined within the established and acquired right-of-way (ROW) of said waterway and its ancillary facilities. Therefore, acquisition of private land2 may not be required in the rehabilitation of the canals. This is NOT to say, however, that no private land will ever be acquired in subsequent tranches of ICWRMIP. Private properties may have to be acquired for the construction of new facilities and in the implementation of other development components of the ICWRMIP. 16. Project authorities believe that the rehabilitation of the three canals will not require widening of the present surface width of the canal. System improvement of the canals will mainly require dredging and removal of silt, and the rehabilitation of ancillary structures (i.e. flumes that double as canal crossing for people, sluice gates, etc). However, a number of fixed structures, such as houses and shops, are found along the inner slope of the canal embankments; they will have to be removed. Additionally, wooden and bamboo platforms used for toilet, bath and for laundry abound on or above the water surface of the canals. These too have to be removed. 17. With regard to the dredging and removal of silt, an estimated 1.4 million m3 of silt and earth will be removed from the WTC.3 Disposal of said dredged materials is, however, a potential resettlement issue. Project authorities will, and have actually done so in the past, stockpile re-usable dredged earth on the embankments of the canals as a temporary staging area. Said re-usable earth will be used in fortifying or fixing segments of the embankments needing repair. On the other hand, unsuitable dredged materials, such as silt, will be dumped in former river beds that came to be as a result of the re-channeling of the river following the construction of the canals. Over the years, local

1 Informal dwellers are those households who are using or occupying the affected land without formal or customary or traditional rights. Some of the informal dwellers on the banks of the canals had annual lease agreements with the Perusahaan Umum Jasa Tirta II(PJTII) for agriculture in the past, but such leases have been discontinued. 2 For this Project, private land refers to land that is covered by formal legal rights (hak milik), and customary and traditional rights (adat or ulayat). 3 As of the first half of 2006, the estimated amount of earth that has to be removed from the East Tarum Canal (ETC) is calculated at 1.4 million m³, and 1.2 million m³ from North Tarum Canal (NTC). ETC and NTC are less populated than WTC, thus, involuntary resettlement will be less in magnitude and severity in the event the two canals are rehabilitated. There is no feasibility study done yet on ETC and NTC, however.


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residents have developed these ex-river beds into productive farmlands using dredged materials dumped thereat from previous maintenance activities for raising and leveling the ground The dumping of the dredged material in the ex-river beds might deprive some farmers of a cropping season, or longer depending on the length of time it might take for the soil to be restored to its previous productivity. 18. In summary, the following resettlement effects have been identified and will be addressed accordingly as per this RF during the system improvement of the WTC, ETC and NTC and other Project subprojects and components: (i) use of the shoulder of the inspection road for the temporary stock-piling of re-usable dredged materials; (ii) loss of use of areas of the ex-river beds which farmers have made productive over the years with the planned dumping of spoils thereat; (iii) acquisition of a number of structures on the embankments and which are concentrated at bridges and road crossings, including platforms on stilts above the water and which are used for toilet, bath, and laundry; (iv) disruption or loss of income from shops, canal crossing boats/ferries, and other businesses; (v) possible disruption, if not total cutting-off, of the water supply of individual households that tap water directly from the canals with the use of rubber hoses; and (vi) possible restricted access to communal resources for protected area management of the watershed for biodiversity. An RP has been prepared for the WTC. This RF applies to all other subprojects and components, including the Protected Area Management for Biodiversity component of Tranche 1, that may involve restricted access to resources, and the community-driven initiatives for improved water supply and sanitation under Tranche 1 (see Table 1.2 and further details about resource access restrictions in Section 1.3.4). 1.3.3 Associated Social Issues in the Rehabilitation of the Canals 19. Moreover, there are associated social issues that need to be addressed in the system improvement of the canals.4 These issues revolve around health and sanitation in the locality and these are rooted to poverty. While for instance owners of toilet and washing facilities in the canals will be compensated at replacement cost for these structures, these AHs and their communities also need to be provided with alternative facilities that are hygienic and that will last. The AHs cannot be allowed to rebuild their temporary toilet facilities in the waterway following completion of civil works in the canals; it is not just the health of these AHs that is at risk but also those of water users in Jakarta. Another health issue that requires a sustainable alternative with the clearing of the canals of obstructions concerns the need to provide communities adjacent to the embankments with safe household water. Water hoses connected to individual houses abound in the entire stretch of the canal. The third health-related issue concerns the risk of sexually-transmitted diseases (e.g., HIV/AIDS) spreading during rehabilitation works. Water supply and sanitation will be improved under the Project component Support for Community-and NGO-Driven Initiatives for Improved Water Supply and Sanitation; sites for small land needs for this will be minimal and decided by the communities. For the WTC, this is covered under the WTC RP. For the ETC and NTC, this RF will guide in preparation of RPs as needed for this component. HIV/AIDS awareness program is addressed separately from the RF and RPs.

4 There may be other associated resettlement issues that would be identified in future subprojects. If and when they do occur, the RF applies.


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20. The aforementioned are called associated social issues directly attributable to or exacerbated by the Project. For example, water supply access, and use of platforms for washing and toilet will have to discontinue because of the Project. 1.3.4 Resource Access Restrictions due to the GEF Components 21. The GEF-financed Biodiversity Conservation component will include the following subcomponents to improve livelihoods of upper catchment communities and the sustainability of water resources in the Citarum River Basin by: (i) preparing conservation action plans with stakeholders for 7 protected areas (PAs), (ii) identifying important plants and animals, and resource utilization patterns in key habitats in 7 PAs, (iii) preparing strategic conservation biodiversity conservation spatial plans, (iv) working with 148 village communities to develop their own action plans for engaging in conservation activities in this strategic conservation area, and (v) developing compatible biodiversity and land degradation information and databases made compatible with existing CRB management databases. Such activities would involve the communities and other stakeholders identifying current land and forest uses and which ones are socially and environmentally unsustainable and should be discontinued, and designing more sustainable alternative livelihood activities to restore or even improve living conditions. Such restrictions would trigger ADB’s Policy on Involuntary Resettlement. The Conservation Management Action Plans for 7 protected areas will include strategies for addressing resource access restrictions brought about by the need to reduce unsustainable land and forest use practices; such plans to include strategy for communities to participate in identifying the restrictions and designing viable alternatives to restore or improve household livelihoods. Model Conservation Village Action Plans will include detailed resource access restriction plans for addressing resource access restrictions. Such plans will be approved by ADB before implementation and will be disclosed to affected people and communities. Similarly, some other components may also cause such restrictions (as indicated in Table 1.2) and will be addressed the same way. Provisions are included in the Entitlement Matrix. D. PURPOSE AND SCOPE OF THE RF

22. The Directorate General of Water Resources, the Executing Agency, has adopted this Resettlement Framework (RF) to assist the EA and Implementing Agencies to address the adverse resettlement-related impacts of any of the subprojects or components of the ICWRMIP. Specifically, the RF is intended to guide in the preparation, implementation and monitoring of subproject or component resettlement plans (RPs) as identified in Table 1.2, other than the WTC RP which has already been prepared.

1.4 Contents of the RF 23. Other than this section, the other major concerns covered in the RF are as follows:

a. description of existing Government policies and procedures, and those of ADB, for addressing involuntary resettlement (Chapter 2);


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b. principles and policies governing involuntary resettlement, (Chapter 3); c. eligibility criteria and entitlements of the AHs(Chapter 4) and relocation and

income restoration strategies (Chapter5): d. the process for RP preparation and implementation (Chapters 6);

e. vulnerability, gender and ethnic issues are discussed in Chapter 7 and in

Chapter 8 and 9 the RF details the involvement of stakeholders, especially of the AHs, in the preparation and implementation of the RP, including mechanism for grievance redress and disclosure;

f. the resources required to successfully prepare and implement an RP,

underscoring the need for ensuring the timely availability of funds to carry out resettlement. The organizational framework, including responsibilities, required in the preparation and implementation of the RP; and

g. Chapter 10 describes the monitoring and evaluation of resettlement and in

Chapter 11 the RF outlines costing principles.


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II. LEGAL AND POLICY FRAMEWORK A. RELEVANT LAWS AND REGULATIONS IN INDONESIA

24. The key legal instruments currently in force in Indonesia that are most relevant to involuntary resettlement are Presidential Decree No. 36/2005, entitled “Provision of Land for Realizing the Development for Public Interests”, as amended by Presidential Decree No. 65/2006, entitled “On Land Acquisition for Development Purposes in the Public Interest”, and National Land Agency (BPN) Regulation No. 3/2007 on Land Acquisition Implementation Guideline for Presidential Decrees 65/2006 and 36/2005. Superseding Presidential Decree No. 36/2005 that earlier amended Presidential Decree No. 55/1993, the 2006 Presidential Decree provides for various forms of compensation for private assets needed to pursue Government development projects. Both Presidential Decree No. 65/2006 and Presidential Decree No. 36/2005 build on the provisions of the earlier Presidential Decree No. 55/1993. Essentially, the 1993 Decree lays down the rules on how Government could exercise the State’s inherent power of eminent domain. Private properties could be acquired to pave the way for development projects that serve the public interest. In 2005, the 1993 Decree was replaced allowing private corporations to acquire private properties for development projects with public character. Presidential Decree No. 36/2005 was controversial since the power of eminent domain could be used to profit private entities. Presidential Decree No. 65/2006 corrected this by restricting the use of eminent domain for Government development projects only. 25. By and large, however, both Presidential Decree No. 65/2006 and Presidential Decree No. 36/2005 are similar, merely introducing refinements in the provisions of Presidential Decree No. 55/1993. As provided for in Chapter V, Article 21 of Presidential Decree No. 36/2005, technical directives for provisions of Presidential Decree No. 55/1993 that are not contrary to Presidential Decree 36/2005 Decree remain effective.

26. Presidential Decree No. 55/1993 succeeded earlier property laws, including Law Number 5 of 1960, better known as the Basic Agrarian Law, which delineates land ownership and usage based on oftentimes overlapping traditional adat land rights, western concept of land use rights, and recent trends in land tenure. The Regulation of the State Minister of Agrarian Affairs and National Land Agency No. 1 of 1994 on Operational Directives of the Decree 55/93 is the enabling regulation in the implementation of Presidential Decree 55/1993.5 This enabling regulation has been replaced by the BPN Regulation No. 3/2007. 27. Articles 12 and 13 of Presidential Decree No. 55/1993 provides for compensation for land, buildings, plants and other objects related to the land in any of these forms: (i) cash, (ii) land for land, (iii) land in relocation site, (iv) any combination of the above forms of compensation, and (v) any other mode of compensation agreed by the concerned parties.

5 A related administrative order is Government Regulation No. 51 of 1993 (Environmental Impact Assessment) that requires a management and monitoring plan for environmental impacts, including land acquisition and resettlement. It also requires mitigation of social impacts, public disclosure, and community consultation.


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28. In 2003, consistent with the national thrust to devolve central powers to the local governments, Presidential Decree 34/2003 (National Policy on Agrarian Affairs) was issued. Article 2 of said Decree mandates that land acquisition, including determining levels of compensation, for public development projects would be carried out by the district and city governments (Kabupaten/Kota). Where such authority crosses district boundaries within a single province, land acquisition would be carried out by the provincial government. Additionally, the Decree of the Head of the National Land Agency 2/2003 on Mechanisms, Norms, and Standards for Government Authority and Management of Agrarian Affairs provides further detail on how land acquisition and compensation would be carried out. The Bupati (Regent) or Walikota (Mayor) or the Governor would set up a land acquisition committee, the “Committee of Nine”, for the purpose. Members of said Committee of Nine include representatives from the Land Office, Tax Office, Buildings Office, Agriculture Office, the heads of the district and village, and two secretaries. The Committee of Nine has the authority to conduct an inventory of affected land and assets found thereat; to investigate the status of ownership over the affected land; to inform and negotiate with the property owners together with the government agency acquiring the land; to estimate the amount of compensation; and to document and witness payment of compensation. 29. There are 10 district (kabupaten) and 6 city (kota) local governments in the Citarum River Basin all have regulations which to varying degrees may have a bearing on individual resettlement plans. For example at the time of IOL only Kabupaten Bekasi had any specific decision letters/local legislation relating to resettlement along WTC: April 2007. Keputusan Bupati Bekasi Nomor 300/Kep.71-POD. I/2007 tentang Besarnya Bantauan Biaya Pindah Bangunan Di Atas Tanah Bantaran Kalimalang Untuk Kegiatan Penataan Jalan Pasir Limus Tegal Gede Wangun Harja Cikarang Utara Desa Pasir Sari Cikarang Selatan dan Jalur Jalan Desa Suka Rapih Sampai Dengan Sukarahayu Kecamatan Tambelang.(Decision of Head of District Kabupaten Bekasi regarding the payment assistance for moving structures from WTC ROW in relation to road construction in locations Pasir Limus, Tegal Gede, Wangun Harja, Cikarang Utara Desa Pasir Sari Cikarang Selatan road and Suka Rapih until Sukarahayu Kecamatan Tambelang village road) This decision letter defined a level of assistance based on property type (permanent, semi-permanent and ordinary) given for moving buildings affected construction of a road within the WTC ROW. B. ADB POLICIES ON INVOLUNTARY RESETTLEMENT

30. ADB has a set of stringent rules on involuntary resettlement that are aimed at helping ensure that the development initiatives it supports contribute to the reduction of poverty, not otherwise. In other words, projects assisted by the Bank should provide an opportunity for the marginal sectors of the population, especially the affected people, to improve their living standards. Following are the key principles in the Bank’s policy on involuntary resettlement.

a. Involuntary resettlement should be avoided where feasible.

b. Where population displacement is unavoidable, it should be minimized by exploring all viable project options.

c. All compensation is based on the principle of replacement cost.


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d. Each involuntary resettlement is conceived and executed as part of a development project or program

e. Affected people should be fully informed and consulted on compensation and/or resettlement options.

f. Institutions of the affected people, and, where relevant, of their hosts, are to be protected and supported. Affected people are to be assisted to integrate economically and socially into host communities so that adverse impacts on the host communities are minimized and social harmony is promoted.

g. The absence of a formal legal title to land is not a bar to ADB policy entitlements.

h. Affected people are to be identified and recorded as early as possible in order to establish their eligibility through a population record or census that serves as an eligibility cut-off date, preferably at the project identification stage, to prevent a subsequent influx of squatters of others who wish to take advance of such benefits.

i. Particular attention must be paid to the needs of the poorest affected households and other vulnerable groups that may be at high risk of impoverishment. This may include affected households without legal title to land or other assets, households headed by women, the elderly or disabled, and ethnic minority peoples. Appropriate assistance must be provided to help them improve their socio-economic status.

j. The full costs of resettlement and compensation should be included in the presentation of project costs and benefits.

k. Relocation and rehabilitation may be considered for inclusion in ADB loan financing for the project, if requested, to assure timely availability of the required resources and ensure compliance with involuntary resettlement procedures during implementation6.

C. ADB POLICIES RELEVENT TO RESETTLEMENT PLANNING AND

IMPLEMENTATION

31. ADB’s Policy on Indigenous Peoples defines “indigenous peoples” as “those with a social or cultural identity distinct from the dominant or mainstream society”. "Indigenous peoples" is a generic concept that includes cultural minorities, ethnic minorities, indigenous cultural communities, tribal people, natives, and aboriginals. The Policy recognizes the potential vulnerability of ethnic minorities in the development process; that ethnic minorities must be afforded opportunities to participate in and benefit from development equally with other segments of society; and, have a role and be able to participate in the design of development interventions that affect them. 32. The policy on indigenous peoples is “designed to promote the participation of indigenous peoples in project preparation and implementation, to ensure that they

6 The Government has indicated it will not be requesting Loan assistance for relocation but support to livelihood and consulting may be considered for Loan assistance


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benefit from development interventions that would affect them, and to provide effective safeguards against any adverse impacts”. In any ADB interventions, the approaches to be used are as follows: (i) to achieve the greatest possible reduction of poverty among the affected indigenous peoples; (ii) when negative impacts are unavoidable, they should be minimized as much as possible, and appropriate measures will be taken to mitigate the adverse impacts; (iii) in enhancing the benefits of a development intervention for indigenous peoples or reducing negative impacts of a development intervention, clear mechanisms for accurate and objective analysis of their circumstances will be prepared; and (iv) the mechanisms for any intervention must be transparent and should ensure accountability. 33. ADB’s Policy on Gender and Development adopts gender mainstreaming as a key strategy for promoting gender equity, and for ensuring that women participate and that their needs are explicitly addressed in the decision-making process. For projects that have the potential to have substantial gender impacts, a gender plan is prepared to identify strategies to address gender concerns and the involvement of women in the design, implementation and monitoring of the project. 34. Other policies of the ADB that have bearing on resettlement planning and implementation are the (i) Public Communications Policy (March 2005) and OM Section L3/BP (September 2005), and (ii) Accountability Mechanism (OM Section L1/BP, dated 29 October 2003). D. GAPS OF INDONESIAN LAWS AND COMPARISON WITH ADB POLICIES

35. The main limitation of Presidential Decree No. 65/2006, the applicable provisions of Presidential Decree No. 36/2005 and Presidential Decree No. 55/1993, including their enabling decrees, such as the Regulation of the State Minister of Agrarian Affairs and National Land Agency No. 1 of 1994, lies on the fact that they have not been conceived and planned to address a multi-faceted social phenomenon known as involuntary resettlement. Said laws are concerned, more than anything else, with acquiring in the most expeditious way properties needed for the right-of-way (ROW) of government projects. But as explained at length in earlier sections, acquisition and/or clearing of project ROW may involve displacement of people from both material and non-material assets. These people, most of whom are already poor to begin with, are at risk of further impoverishment in the form of landlessness, joblessness, homelessness, economic marginalization, increased morbidity and mortality, food insecurity, loss of access to common property, and disintegration of community and social ties and organizations. Certainly, existing laws and policies on land acquisition cannot address these risks. 36. With regard to comparison of Indonesian Law and ADB policies, to begin with, the two are not similar. On the one hand, Indonesian laws on property acquisition for ROW are principally an exercise of the State power on eminent domain. In the acquisition process, government agencies invoking the State power on eminent domain are guided by other laws and regulations pertaining to ownership over the acquired assets and the level of compensation to be provided. Existing financial and auditing procedures must be followed, notwithstanding the fact that the affected property is not being acquired by Government on a “willing seller – willing buyer” situation. Moreover, the focus of the acquisition activity is the object to be acquired; the social situation of the person to be dispossessed of an asset is, by and large, irrelevant to the whole


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transaction. 37. On the other hand, the focus of ADB Policy is the affected person or household; concerns are raised on whether or not acquiring an asset for the project ROW, regardless of the tenure status of the household, would adversely impact the AHs current living standards. Questions on whether such acquisition would put the AH at risk of impoverishment and on whether it would bring in an opportunity for the AH to improve its present status are asked. Thus, ADB’s Policy on Involuntary Resettlement (1995) seeks to restore the pre-project living standard of the AH through the replacement of lost assets in conjunction with other measures that are all aimed at rehabilitating the affected person. 38. The following legal and operational restrictions quite aptly provide a picture of how wide the gap is between existing Indonesian laws and regulations and ADB’s Policy on Involuntary Resettlement:

a. Government auditing policies compel Executing Agencies not to compensate at replacement rates for affected fixed assets, such as buildings. The value of the affected asset, even if lost involuntarily, is depreciated and the value of salvageable materials deducted from the amount of compensation.

b. In the absence of a law for the purpose, Executing Agencies are not compelled to pay informal settlers any compensation for affected fixed assets. In fact, it is up to the Implementing Agency to decide if these AHs would receive anything at all.

c. In the absence of a law that provides for, or prohibits, the granting of income loss arising from business and work disruption, the Implementing Agency in general would rather not grant said compensation entitlement for fear of any legal backlash.

d. Current legal framework does not include a definition of non-physical losses or how to apply a value to them, no requirement to identify or address vulnerable groups, no provision for any affected people other than title holders, no requirement for disclosure to affected people, and no opportunity for affected people to participate in planning, implementation or monitoring, and no requirement to develop resettlement plans.

39. It is precisely because of the limitations of and gaps in law that could comprehensively address the complex social issues attendant to ROW acquisition that the Project policies in this Resettlement Plan and Resettlement Framework have been adopted. This is discussed in Section III.


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III. PROJECT OBJECTIVES AND POLICIES A. OBJECTIVES

40. The Government of Indonesia will use the Project Resettlement Policy (the Project Policy) for the ICWRMIP specifically because existing national laws and regulations have not been designed to address involuntary resettlement according to international practice, including ADB’s policy. The Project Policy is aimed at filling-in any gaps in what local laws and regulations cannot provide in order to help ensure that AHs are able to rehabilitate themselves to at least their pre-project condition. This section discusses the principles of the Project Policy and the entitlements of the AHs based on the type and degree of their losses. Where there are gaps between the Indonesian legal framework for resettlement and ADB’s Policy on Involuntary Resettlement, practicable mutually agreeable approaches will be designed consistent with Government practices and ADB’s Policy. B. PRINCIPLES

41. The core principle of the Project Policy is anchored on the philosophy that Government development projects must serve the public good and that, in the design and implementation of such projects, all efforts will be exerted to help ensure that AHs are not worse off. Moreover, the ICWRMIP should provide an opportunity for the local population to derive benefits from it. Likewise, the ICWRMIP should serve as an occasion for the local population to participate in its planning and implementation, thereby engendering a sense of ownership over the Project, subprojects and other components. Towards this end, the PIUs will endeavor to carry out the ICWRMIP and any of its subprojects and components based on the following principles:

a. Acquisition of land and other assets, and resettlement of people will be avoided or minimized as much as possible by identifying possible alternative project designs and appropriate social, economic, operation and engineering solutions that have the least impact on populations in the project area.

b. All AHs residing, working, doing business and/or cultivating land within the project impacted areas as of the date of the latest census and inventory of lost assets(IOL), are entitled to compensation for their lost assets (land and/or non-land assets), at replacement cost and restoration of incomes and businesses, and will be provided with rehabilitation measures sufficient to assist them to improve or at least maintain their pre-project living standards, income-earning capacity and production levels.

c. All affected people will be eligible for compensation and rehabilitation assistance, irrespective of tenure status, social or economic standing and any such factors that may discriminate against achievement of the objectives outlined above. Lack of legal rights to the assets lost or adversely affected tenure status and social or economic status will not bar the AH from entitlements to such compensation and rehabilitation measures or resettlement objectives.


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d. AHs will be fully consulted and given the opportunity to participate in matters that will have adverse impacts on their lives during the design, implementation and operation of the Project. Plans for the acquisition of assets will be carried out in consultation with the AHs who will receive prior information of the compensation, relocation and other assistance available to them.

e. Any acquisition of, or restriction on access to, resources owned or managed by the AHs as a common property, e.g., communal forest, communal farm, will be mitigated by arrangements that will ensure access of those AHs to equivalent resources on a continuing basis.

f. Payment for land and/or non-land assets will be based on the principle of replacement cost (local regulations, where available and applicable, shall be fully followed in the implementation process).

g. Shop owners and operators will be encouraged and facilitated to start construction of a replacement of their stalls before fully demolishing the existing ones in order to minimize, if not avoid, income loss arising from the disruption of business operation.

h. AHs that lose only part of their physical assets will not be left with a portion that will be inadequate to sustain their current standard of living. The minimum size of remaining land and structures will be agreed during the resettlement planning process.

i. Temporarily affected land and communal infrastructure will be restored to pre-project conditions.

j. There shall be effective mechanisms for hearing and resolving grievances during implementation of the land acquisition and resettlement plans.

k. Existing cultural and religious practices shall be respected and, to the maximum extent possible, preserved.

l. Special measures will be incorporated in the RPs and in complementary mitigation and enhancement activities to protect socially and economically vulnerable groups at high risk of impoverishment, such as ethnic minorities, women-headed families, disabled-headed households, landless households, children and elderly people without support structures, and people living in poverty. Appropriate assistance will be provided to help them improve their socio-economic status.

m. Adequate resources will be identified and committed during land acquisition and resettlement planning. This includes adequate budgetary support fully committed and made available to cover the costs of land acquisition, compensation, resettlement and rehabilitation within the agreed implementation period for the Project; and, adequate human resources for supervision, liaison and monitoring of land acquisition, resettlement and rehabilitation activities.

n. Appropriate reporting, monitoring and evaluation mechanisms will be identified and set in place as part of the resettlement management system. Monitoring and evaluation of the land acquisition, resettlement and


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rehabilitation processes and the final outcomes will be conducted by an independent monitoring agency and/or NGO.

o. The RPs summary in the form of a Project Information Booklet (PIB) will be translated into Bahasa and placed in the village offices for the reference of AHs as well as other interested groups. A copy of the RP in the local language will be placed in Project Implementation Unit (PIU) and district offices.

p. Whilst Construction Contracts may be awarded EA will not issue notice to proceed for any civil works in any given Construction Works Zone (CWZ) unless the Government has satisfactorily completed, for that given CWZ, payment of compensation for affected assets and facilitate any relocation to new sites, in accordance with the approved RP for that geographic location, or CWZ. Livelihood restoration measures must also be in place but not necessarily completed, as these may be ongoing activities.

q. The PIU will carry out its best efforts to minimize the resettlement transition period. Acquisition of assets, payment of compensation, and the resettlement and start of the livelihood rehabilitation activities of AHs, will be completed prior to any construction activities taking place in a designated constructions works zone7 (CWZ). , except when a court of law orders so in expropriation cases. (See item r below)

r. In the event that the AH and the Implementing Agency fail to agree on the replacement cost for a given property, the procedures on grievance redress spelled out in Section X will be followed. Should a negotiated settlement fail, the Implementing Agency will initiate expropriation proceedings as provided for by Presidential Decree No. 65/2006 and based on the rules of court of Indonesia. Under no circumstance will the AH be evicted from his/her property nor will the Government take over his/her property without the explicit permission of the court. Moreover, the Government will deposit in an escrow account to be designated by the court the proffered replacement cost of the subject property. Within 120 days following the adjudication of the expropriation case, the Implementing Agency will pay the AH the amount decided by the court.

C. CUT-OFF DATE OF ELIGIBILITY

42. The cut-off-date of eligibility refers to the date prior to which the occupation or use of the project area (i.e., area within the COI) makes residents/users of the same eligible to be categorized as AH and be eligible to Project entitlements. The establishment of the eligibility cut-off date is intended to prevent the influx of ineligible non-residents who might take advantage of Project entitlements

7 A CWZ shall be a designated zone defined during detailed design and clearly identified in the RP update that will divide the WTC into convenient stretches for construction implementation. AHs will be resettled from CWZ in a systematic way so as to optimize implementation of project whilst paying due consideration to AHs rights under the RP implementation. Notice to Proceed with civil works for a complete CWZ will only be issued after completion of the aforementioned RP activities.


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D. PRINCIPLE OF REPLACEMENT COST

43. Affected land within government land (e.g. WTC right-of-way <ROW>), all compensation for non-land assets owned by households/shop owners who meet the cut-off-date will be based on the principle of replacement cost and existing government regulations for compensation calculations for building, crops and trees will be used if available. Replacement cost is the amount calculated before displacement which is needed to replace an affected asset as follows:

a. Existing local government regulations for compensation calculations for building, crops and trees will be used where ever available.

b. Houses and other related structures based on actual current market prices of affected materials; c. Annual crops equivalent to current market value of crops at the time of compensation;

d. For perennial crops, cash compensation at replacement cost is equivalent to current market value given the type and age at the time of compensation.

e. For timber trees, cash compensation at replacement cost will be equivalent to current market value for each type and age at the time of compensation based on the diameter at breast height of each tree.

44. In any case that private land will be affected outside government land as per final detailed design, replacement land for affected households households who have formal legal rights (hak milik) and customary and traditional rights (adat or ulayat) and those whose claim over the affected land is under application for full title, replacement cost is the amount calculated before displacement which is needed to replace an affected asset as follows:

a. Productive Land (agricultural, aquaculture, garden and forest) based on actual current market prices that reflect recent land sales in the area, and in the absence of such recent sales, based on recent sales in comparable locations with comparable attributes, fees and taxes or in the absence of such sales, based on productive value;

b. Residential land based on actual current market prices that reflect recent land

sales, and in the absence of such recent land sales, based on prices of recent sales in comparable locations with comparable attributes; fees and taxes.

45. Non-land assets on affected private land will also be at replacement cost as defined above.


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IV. PROJECT ENTITLEMENTS AND IMPLEMENTATION ARRANGEMENTS

46. The project entitlements developed and presented in the entitlement matrix below correspond to the potential impacts identified during the census and inventory of losses. It should be noted that these entitlements may be revised or enhanced, as necessary, following the conduct of detailed measurement survey (DMS) and consultation with APs to ensure that losses are restored, if not improved. Any revisions/enhancement in the entitlements will be reflected in the updated RP for ADB review and approval. Where there is a gap on the local government legal background for compensation to informal settlers or users of land, the Project will consider mutually acceptable mechanisms to cover the difference for example under a “special program” under a Livelihood Restoration Program (LRP).

Table 4.1 Entitlement Matrix ITEM

CATEGORY OF IMPACTS/LOSSES

Entitled Persons PROJECT ENTITLEMENTS

Notes/ Implementation

Arrangement

A. Impacts on LAND 1 Permanent loss of

paddy/residential/commercial land

who have formal legal rights (hak milik) and customary and traditional rights (adat or ulayat) and those whose claim over the affected land is under application for full title

• Cash or in kind compensation at replacement cost which is based on market value that reflect recent land sales and in the absence of such recent sales, based on productive value (for productive/ agricultural) or based on similar location attributes (for residential and commercial land

Local regulations, where available and applicable, shall be fully followed in the implementation process.

2 Temporary loss of paddy/residential/commercial land


• Payment of rent for residential land based on existing or ongoing rental agreement in the area or as per negotiation with AHs. For productive land, rental will be no less than the net income that would have been derived from the affected property during disruption.

• Compensation for affected crops at

Contractor will be responsible for returning land to pre-project/better condition Local regulations, where available and applicable, shall be fully followed in the implementation process.


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ITEM




Arrangement

replacement cost for the duration of the impact, and

• Land will be restored to pre-project condition or better

3 MARGINAL IMPACTS due Permanent Loss of Land Use

Users/Occupants who have NO formal legal rights (hak milik) nor customary and traditional rights (adat or ulayat) : Marginal impacts:

• No compensation for land,

• Compensation for crops and trees based on replacement cost principle

Local regulations, where available and applicable, shall be fully followed in the implementation process. Not their main source of income

4 Temporary Loss of Land Use Due to spoil dumping on ex-river bed or due to construction activities.

Users/Occupants who have NO formal legal rights (hak milik) nor customary and traditional rights (adat or ulayat):


• Compensation for affected crops at replacement cost for the duration of the impact, and

• The project will facilitate formal leasing if requested by user/occupant. The potential identified land will be assessed for any contamination and certified as safe for use.

Local regulations, where available and applicable, shall be fully followed in the implementation process. APs to re-use after dredged material has been dumped and assessed for any contamination and certified safe for use. Should the land be deemed unusable AHs will be entitled to livelihood restoration under a LRP Contractor will be responsible for returning ex-river bed land to pre-project/better condition.

B Relocation of AHs 1 Relocation of AHs

and Shop Owners due to Permanent Loss of Land Use



• Provision of transport allowance based on actual cost of moving to new site (labor, transport cost) or provision of transport assistance will be provided in the form of program within the LRP.

Local regulations, where available and applicable, shall be fully followed in the implementation process. The LRP allowance shall be based on poverty threshold for an average 5 household members. A single person household


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ITEM




Arrangement

• Provision of transition subsistence allowance will be provided in the form of program within the LRP.

• Entitled to participate in Livelihood restoration program

will receive 1/5 of said amount.

2 Relocation of AHs and Shop Owners due to Permanent Loss of Land Use

Informal Dwellers but Have Other Land on Which Outside the Project Area


• Compensation for structures based on replacement cost principle


• Provision of transport allowance based on actual cost of moving to new site (labor, transport cost) or provision of transport assistance will be provided in the form of program within the LRP.

• Provision of transition subsistence allowance will be provided in the form of program within the LRP.

• Entitled to participate in Livelihood restoration program.

Local regulations, where available and applicable, shall be fully followed in the implementation process. The LRP allowance shall be based on poverty threshold for an average 5 household members. A single person household will receive 1/5 of said amount.

• 3 Relocation of AHs

and Shop Owners due to Permanent Loss of Land Use

Informal Dwellers but Have NO Other Land Outside the Project Area

• No compensation for land

• Compensation for structures based on replacement cost principle Compensation for crops and trees based on replacement cost principle

• For house and house-cum-shop, the Project will

Local regulations, where available and applicable, shall be fully followed in the implementation process. Individual or small group relocation sites as per AHs’ final option. AHs have the option to have a access to a place to rent


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ITEM




Arrangement

facilitate to find access to a residential plot (and with commercial advantage for house-cum-shops) within the village or nearby, with affordable renewable lease or lease-to-buy agreement. The area will be with similar or better conditions as before with latrine

• For shops, the Project will facilitate to find access to a place/plot to lease/rent with similar commercial advantage either in existing market sites or a plot of land suitable for putting up stalls/shops (new market). Lease arrangement will be with a provision to renew and shall be facilitated by the project.

Provision of transport allowance based on actual cost of moving to new site (labor, transport cost)or provision of transport assistance will be provided in the form of the LRP. • Provision of

transition subsistence will be provided in the form of the LRP.


outside the residential plot that will be facilitated by the PIU. The Project will assist AHs in the determination of lease amount. For vulnerable AHs who may not have the ability to generate much income, the LRP will be designed to increase income levels sufficiently to be able to pay the full local market leases. The LRP allowance shall be based on poverty threshold for an average 5 household members. A single person household will receive 1/5 of said amount.

C NON-LAND ASSETS

1a Houses/Shops and Secondary Structures

Owners regardless of whether or not the owner has hak guna bangun (building permit)

• Compensation at replacement cost based on actual current market prices of materials and actual cost of



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ITEM




Arrangement

labor for dismantling, transfer and rebuild

•

1b Renters of Structures (house/shops)

• Assistance to tenants/renters to find a new place to live or do business

• Assistance to find new rental property



2 Public Infrastructure and Facilities

Owner (Government) • Rebuild the facilities based on agreement by both parties..

3 Crops and Trees Owners • Annual Crops. If standing crops are destroyed or cannot be harvested, compensation based on replacement cost principle

• Perennial Crops. Compensation based on replacement cost

• Timber Trees. Compensation at current market rates based on type of tree and diameter of trunk at breast height


D INCOME LOSS 1 Significant Impact

Due to Relocation of Shops or House-cum-shops

House-cum-shop and shop-owners whether or not with land outside the Project Area

• Entitled to participate in the Livelihood Restoration Program (LRP)

The LRP allowance shall be based on poverty threshold for an average 5 household members. A single person household will receive 1/5 of said amount.

E HIGH RISK OF IMPOVERISHMENT /HARDSHIP 1 Due to loss of

resource base Poor and vulnerable Households even if marginally affected

• Entitled to participate in the Livelihood Restoration Program and LRP Allowance.

“LRP allowance” will be provided to participants using a poverty threshold for an average 5 household members. A single person household will receive 1/5 of said amount. AHs are taking part


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ITEM




Arrangement

in the program and in the process of restoring their income.

F LOSS OF ACCESS 1 Restricted Use of

Waterway for Toilet and Laundry Purposes and source of HH water

• Provision of Communal Sanitary Toilet and Safe water facilities in selected points along the canal/river as included in the project design activities.

As per consultation with AHs, residents and local government The budget for the planning and construction of the aforementioned will come from the Community Rural Water Supply and Sanitation component of ICWRMIP.

2 Restricted Access to resources

• Community decision

making on what resource use shall be restricted and identification of alternative livelihoods to replace the lost resources.

• Community design of alternative livelihoods to replace the restricted use of resources.

G IMPACTS DURING CONSTRUCTION 1 Non-Land Assets Owners of affected non-

land assets • Compensation at

Replacement Cost as indicated above

47. Implementation arrangements will be based on the entitlement matrix and existing local government regulations, basic considerations for implementation are summarized below:

a. In the case that there are no local regulations available regarding compensation, APs will be entitled to replacement cost as described in the entitlement matrix

b. In the case that there are local regulations available regarding compensation APs will be entitled to compensation as stipulated in the existing local government regulation available at the time of implementation.

c. Any gaps in the local regulation on providing replacement cost compensation will be fulfill in the form of a special program a LRP.


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d. Allowances defined in the entitlement matrix may be provided as cash or in kind or alternatively may be provided in the form the LRP (community empowerment program).

e. Monitoring and evaluation of the resettlement activities should refer to the implementation approach defined in the above points (a), (b), (c) and (d).

V. RELOCATION AND REHABILITATION STRATEGY A. RELOCATION STRATEGY

48. Households will be consulted with regard to their option for relocation. For households who are entitled to payment for land, it will either be land-for-land in a resettlement site or individual site or cash/in-kind compensation or in the form of a special program under the LRP at replacement cost. For those who have no rights to their land, the implementing agencies will facilitate in finding replacement land for these AHs in a resettlement site, group or individual sites. The arrangements will be on a renewable lease agreement, lease-to buy arrangements. The area will be with similar or better conditions as before. They will also be provided transport and transitional assistance in the form of a special program under the LRP while relocating and re-establishing their houses. For independent shops/stalls, the Project will facilitate access to a place/plot to lease/rent with similar commercial advantage either in existing market sites or a plot of land suitable for putting up stalls/shops (new market) with lease arrangement with a provision to renew. They will also be provided transport and transitional assistance in the form of a special program under the LRP while relocating and re-establishing their businesses. Thus, they will be in a position to be able to re-establish and restore their income sources and their income losses will be minimized. 49. The amount of the lease will be determined in consultation with AHs, and will take into account the ability of each AH to pay. For vulnerable AHs who may not have the ability to generate much income, consideration will be given to either adjusting the lease amount accordingly until they are able, in the form of a special program under the LRP, to increase their income level sufficiently to be able to pay the full amount of the lease. B. LIVELIHOOD/INCOME RESTORATION STRATEGY

50. Where the policy requirements and implementation arrangements deem necessary and appropriate the RP will contain a Livelihood Restoration Program tailor made to suit the AHs compensation and livelihood restoration needs and the specific regulations and policies of the local government in which the RP activities are to be implemented. In general a LRP will be divided into two sections: (i) special program (if there is a gap) and (ii) general program. 51. A joint PIU-local government working group (Resettlement Working Group- RWG) will coordinate the identification of those eligible under the LRP, assistance to the RWG may be provided from a Project Implementation Consultant (PIC). 52.Where required a special program under the LRP will include an allocation of an amount to cover any specific gaps inlocal government regulation on providing for


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compensation related to losses from (i) affected structures, crops and trees, required during relocation. The level of actual impacts, costs and level of assistance will be determined during RP preparation and will be assessed in close cooperation with project implementing Unit (PIU) of the implementation agency and local government.. 53. The LRP general program will provide suitable livelihood related activities under the LRP for AHs including the severely affected and vulnerable AHs, and may include: (a) general allowances (e.g. transport and transitional) related to relocation and livelihood restoration, and (b) livelihood activities aimed at income generating and poverty reduction.. The program will be based and designed according to the results of needs assessment to be carried out by the local organization with the AHs during the updating of the RP. In deciding on an appropriate livelihood activities, the following factors will be taken into account: (i) the nature of loss and/or situation of the AH; (ii) preference of the AH, (iii) level of preparedness of the AH to participate in the livelihood activity, and (iv) economic viability of the livelihood activity. The PIU will engage the services of a local NGO or any organization who have expertise in social development and training. Participating AHs will also receive transition subsistence allowance in form of a program for a maximum of 6 months sufficient to provide the minimum basis needs of a household of 5 members. This is also based on the assumption that it will take a maximum of 6 months in order for these AHs to start earning income from the program. It should be noted that the local organization or NGO will review and adjust if necessary depending on the final design of the livelihood activities as per consultation with AHs. To ensure the benefits of the project reach local inhabitants and no social jealousies develop, selective activities under the LRP related to livelihood improvements will be available for poor inhabitants of villages living in the vicinity of the canal. The RWG will coordinate the identification of those eligible with assistance from the PIC.

VI. RP PREPARATION AND IMPLEMENTATION A. INITIAL SCREENING

6.1.1 Screening and Condition for Appraisal of ICWRMIP Subprojects 54. During preparation of each Periodic Financing Request each Project, subproject or project component shall undergo an initial screening to determine the nature of any impact and the need for specific resettlement plans. 55. Any subproject that is to be considered for inclusion in ICWRMIP will be screened and prioritized based on technical and socio-economic criteria agreed between the Government of Indonesia and ADB. Moreover, consistent with the overriding concern of the RF that every effort must be exhausted to ensure that any and all adverse social impacts of subprojects are avoided or mitigated, a candidate subproject will have to be evaluated using the screening matrix in Table 6.1 below. The screening matrix aims to provide the Executing Agency and the ADB preliminary information on involuntary resettlement that will aid them to decide on whether or not a candidate subproject is worth pursuing. Specifically, the screening matrix will provide a preliminary estimate of the scale and magnitude of involuntary resettlement, coupled with an assessment of the


33

capacity and preparedness of the Government to address said adverse social impacts, if there are any.8 Additionally, based on the number and severity of adverse social impacts, the Executing Agency would know whether or not a full or a short RP has to be prepared for the candidate subproject. 56. The Government of Indonesia is aware of the policy of ADB that requires the review and approval by the ADB of the RP for a particular subproject as a precondition for appraisal of the same.

Table 6.1 Screening Questions for Resettlement Categorization9

Probable Involuntary Resettlement Effects Yes No Not Known

Possible

Will the subproject include any physical construction work? Does the subproject include upgrading or rehabilitation of existing physical facilities?

Will carrying out the subproject lead to loss of housing, other assets, resource use or incomes and livelihoods?

Is land acquisition, titled and non-titled properties, required? Is the ownership status and current usage of the land known? Will easements be utilized within the existing Right-of-Way (ROW)? Are there any non-titled people who live or earn their livelihood within the subproject ROW?

Will there be loss of housing? Will there be loss of agricultural plots? Will there be losses of crops, trees, and fixed assets? Will there be loss of businesses or enterprises? Will there be loss of incomes and livelihoods? Will people lose access to facilities, services, or natural resources? Will any social or economic activities be affected by land use-related changes?

If involuntary resettlement impacts are expected: • Is government prepared and willing to provide adequate

resources, either from its own counterpart funds or from loan proceeds, to address said adverse social impacts as provided for in the RF?

• Is there sufficient skilled staff in the Executing Agency for resettlement planning and implementation?

Information on Affected Persons and Households: Any estimate of the likely number of households that will be affected by the Project? [ ] No [ ] Yes If yes, approximately how many? ______ Are any of them poor, female-heads of households, or vulnerable to poverty risks? [ ] No [ ] Yes If yes, briefly describe their situation: _______________________________________________________________________________ Are there affected persons (APs) or households (AHs) from indigenous or ethnic minority groups? Ifyes, briefly describe their situation:

8 A subproject that has high economic returns with minimal or no social costs will naturally be preferred. 9 This is an adaptation of the Involuntary Resettlement Categorization form used by the ADB.


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Project Categorization and Resettlement Planning Requirements [ ] Category A, Significant IR impact, a full Resettlement Plan is required. [ ] Category B, Non-significant IR impact, a short Resettlement Plan is required. [ ] Category C, No IR impact, no resettlement report is required.

6.1.2 Decision on a Full or a Short RP 57. The screening criteria based on the degree of resettlement impacts are:

a. Significant - as a result of the subproject, 200 or more people (approximately 47 households) will experience major impacts, that is, being physically displaced from housing, or losing 10 per cent or more of their productive (income-generating) assets. 10 A full resettlement plan will be required;

b. Not significant - as a result of the subproject, fewer than 200 people will be physically displaced from housing or lose less than 10 per cent of their productive (income-generating) assets. A short resettlement plan or CDD Template Assessment equivalent (see below) will be required; or

c. No resettlement effect - the subproject does not require temporary or permanent land acquisition, and there are no impacts involving the loss of land, structures, crops and trees, businesses or income. No resettlement plan is required.

58. The same essential elements must be addressed in a full and short RP, however, the level of detail will differ depending on the level of impact. (Refer to Appendix 4 for the format and scope of an RP). 59. There is no known ethnic minority group living in the Citarum River Basin which differs from the dominant Sundanese population in terms of culture, economic systems, and social institutions. ADB’s Policy on Indigenous Peoples is not triggered by this Project B. COMMUNITY DRIVEN DEVELOPMENT (CDD)

60. ICWRMIP supports a number of small scale home-based and community based activities which may require the use of small plots of land (e.g. individual or community septic tanks, household waste composting facility). Such activities are identified by communities with Project facilitation through NGOs, the selection criteria for such activities requires communities to participate in the development and also receive the assets and be responsible for future operations and maintenance. Subproject selection criteria also requires the community to provide any land needed for temporary disturbances during construction and that permanently required by the works. The land involved is small but the Project as part of the detailed design will require a short assessment and confirmation of the land required for the works and confirmation no voluntary contributions of land amount to more than 10% of any one individual’s productive assets without compensation. A short template assessing any impacts and confirming conformity with the above selection criteria will be completed jointly with the involved communities with facilitation by the Project NGO, for all CDD, This assessment and community confirmation will be sufficient documentation to support implementation.

10 Paragraph 19, ADB Operational Manual Section F2/OP, issued on 25 September 2006.


35

Should CDD works not meet the above criteria a short RP may be considered as an alternative to rejecting the activities. C. RP PREPARATION

61. If resettlement impacts are unavoidable and preparation of a resettlement plan is therefore required, a RP will be prepared following detailed design using the following procedures:

(i) Undertake a census of all APs. (ii) Undertake detailed measurement survey (DMS)11 of all losses of all APs.

At the same time, inform potential APs (without discrimination) of the subproject, its likely impacts, and principles and entitlements as per the RF.

(iii) Undertake a socioeconomic survey (SES) 12 of at least 10% of all APs, 20% of severely affected AHs and ethnic minorities’ population.

(iv) Undertake a replacement cost survey for various types of affected assets as a basis for determining compensation rates at replacement cost. Determine the losses in accordance with the entitlement matrix.13

(v) Provide project and resettlement information to all persons affected in a form and language that are understandable to them, and closely consult them on compensation and resettlement options, including relocation sites and economic rehabilitation.

(vi) Prepare the draft RP with time-bound implementation schedule, procedures for grievance mechanism and monitoring and evaluation, and a budget.

(vii) Finalize the subproject RP and translate the summary (PIB) in local language.

(viii) Disclose the draft and final RP in accordance with ADB’s policy on public communications14 to the affected communities and on ADB’s website. The draft RP will be disclosed to APs prior to submission to ADB for approval. The final RP will be disclosed after approval.

Table 6.2 : Surveys for RP Preparation

Detailed Measurement Survey (DMS)

The census and detailed measurement survey (DMS) of lost assets will collect data on the affected assets from 100% of APs following detailed engineering design. The data collected during the DMS will constitute the formal basis for determining AP entitlements and levels of compensation. For each AP, the scope of the data will include: • Total and affected areas of land, by type of land assets; • Total and affected areas of structures, by type of structure (main or secondary); • Legal status of affected land and structure assets, and duration of tenure and

ownership; • Quantity and types of affected crops and trees; • Quantity of other losses, e.g., business or other income, jobs or other productive

assets; estimated daily net income from informal shops; • Quantity/area of affected common property, community or public assets, by type; • Summary data on AHs, by ethnicity, gender of head of household, household size,

11 Data will be gender and indigenous peoples disaggregated. 12 It will include gender analysis and data will be gender and ethnic minority disaggregated. 13 If there are new categories of APs and/or losses identified during the DMS (other than those described

in the entitlement matrix), the entitlements will be derived in a mutually acceptable way in accordance with Government’s and ADB’s policy and guidelines.

14 ADB, 2005, Public Communications Policy. Manila.


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primary and secondary source of household income viz-a-viz poverty line, income level, whether household is headed by women, elderly, disabled, poor or indigenous peoples;

• Identify whether affected land or source of income is primary source of income; and • AP knowledge of the subproject and preferences for compensation and, as

required, relocation sites and rehabilitation measures. Socioeconomic Survey

At a minimum, the socioeconomic survey (SES) will collect information from a sample of 10% of affected people and 20% of severely affected AHs, disaggregated by gender and ethnicity. The purpose of the socioeconomic survey is to provide baseline data on AHs to assess resettlement impacts, and to be sure proposed entitlements are appropriate, and to be used for resettlement monitoring. The scope of data to be collected includes: A. Household head: name, sex, age, livelihood or occupation, income, education and

ethnicity; B. Household members: number, livelihood or occupation, school age children and

school attendance, and literacy, disaggregated by gender; C. Living conditions: access to water, sanitation and energy for cooking and lighting;

ownership of durable goods; and D. Access to basic services and facilities.

Replacement Cost Survey

The replacement cost survey (RCS) will be done in parallel with DMS and SES activities by collecting information from both secondary sources and primary sources (direct interviews with people in the affected area, material suppliers, house contractors, local governments), and from both those affected and those not affected. Compensation rates will be continuously updated to ensure that APs receive compensation at replacement cost at the time of compensation payment.

D. RP IMPLEMENTATION

62. During the process of completion of detailed design, RP updating will commence. Subsequent resettlement activities will be coordinated with the schedule of civil works. Land acquisition and relocation of affected households cannot commence until the updated RP, for the subproject or designated constructions works zone15 (CWZ)., has been reviewed and Approved by ADB.

The EA will carry out its best efforts to minimize the resettlement transition period and undertake the acquisition of assets, payment of compensation, and the resettlement and rehabilitation of AHs, except for long-term rehabilitation measures, in a timely manner to be completed prior to any construction activities take place in a designated constructions works zone16 (CWZ).

VII. VULNERABILITY, GENDER, AND ETHNICITY

15 A CWZ shall be a designated zone defined during detailed design and clearly identified in the RP update that will divide the river/canal into convenient stretches for construction implementation. AHs will be resettled from CWZ in a systematic way so as to optimize implementation of project whilst paying due consideration to AHs rights under the RP implementation. Notice to Proceed with civil works for a complete CWZ will only be issued after completion of the aforementioned RP activities. 16 A CWZ shall be a designated zone defined during detailed design and clearly identified in the RP update that will divide the river/canal into convenient stretches for construction implementation. AHs will be resettled from CWZ in a systematic way so as to optimize implementation of project whilst paying due consideration to AHs rights under the RP implementation. Notice to Proceed with civil works for a complete CWZ will only be issued after completion of the aforementioned RP activities.


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ISSUES 63. Vulnerable AHs are distinct groups of people who might suffer disproportionately of face the risk of being further marginalized by the effects of resettlement. These are female-headed households with dependents, disabled household heads and households falling under the generally accepted indicator for poverty, children and elderly who are landless and with no other means of support, landless households, ethnic minorities. Particular attention will be given to poor and vulnerable AHs during RP preparation and implementation. Separate consultation meetings will be conducted with these households on specific resettlement concerns, such as compensation and entitlements, rehabilitation of livelihoods and relocation as relevant. All public information and consultation meetings will ensure that vulnerable households are present. 64. With regard to gender strategy, it includes specific activities to ensure project benefits for women as shown below.

a) Consultation meetings on resettlement activities will be held separately with women, female headed households and elderly women;

b) The resettlement working group will include women representatives from affected households;

c) At the inception of the Project, a capacity building training program on resettlement activities will be designed for the women and men local officials, and women and men from affected households to orient them about resettlement activities. Participation of poor women, female headed households in the training will be ensured;

d) The training will include information on resettlement activities, management of cash assistance received, grievance procedures and impact of the project on livelihood activities

e) The capacity building training on resettlement issues will be conducted separately for women including the female-headed households;

f) During the conduct of the DMS, men and women from the households will participate in the said activity;

g) Livelihood activities will be planned with active involvement of women; need assessment for livelihood activities and skill development of livelihood activities will be conducted separately for women members, poor women, female-headed households, and elderly women;

h) Assistance for affected non-land assets and other allowances will be given to both men and women from the households; Specific attention will be provided for the poor women headed households, elderly women in paying the compensation on time and developing suitable livelihood activities for elderly and poor female headed households;

i) Separate discussion with women members, female headed households, elderly women, ethnic minority household for selection of relocation sites, housing structure, and other social infrastructures, including timing of relocation;

j) Special measures will be taken in the relocation of elderly, disabled and female headed households in terms of location of new site together with their extended families/relatives.

k) Disaggregated monitoring indicators by gender will be developed for monitoring of Social benefits, economic opportunities, livelihood program, and resettlement


38

activities.

VIII. CONSULTATION AND DISCLOSURE 65. Consultations will be conducted with the AHs, particularly with the vulnerable and severely affected. All consultation and disclosure activities will be properly documented. All minutes of meetings, photos, attendance sheets will be prepared and recorded. 66. Following the socialization activities with the AHs and concerned groups, the issues and suggestions raised to ensure compliance to the Project policies will be incorporated in the draft RP. The said draft RP will be disclosed to APs prior to submission to ADB for review and approval. The EA will disclose (i) draft RP prior to submission for review and approval by ADB; (ii) final RP approved by both the EA and ADB, and (iii) any revisions to the RP as a result of design layout. Key information in the RP to be disclosed to the affected households will include (i) compensation, relocation and rehabilitation options, (ii) DMS results, (iii) detailed asset valuations, (iv) entitlements and special provisions, (v) grievance procedures, (vi) timing of payments, and (vii) displacement schedule. The information will be made publicly available in Project and commune offices and provided to the affected households in the form of a summary RP, an information leaflet or brochure. Social monitoring reports will also be made available to affected households and will be uploaded on ADB website.

IX. GRIEVANCE REDRESS 67. Grievances related to any aspect of resettlement will be handled through negotiation aimed at achieving consensus within 120 calendar days referring to existing indonesian regulations17. Complaints will pass through 3 stages before they could be elevated to a court of law as a last resort, thus:

1. First Stage

68. An aggrieved AH may bring his/her complaint before any member of the RWG or the area coordinator of SES, either in writing or verbally. It is incumbent upon said member of the RWG to notify the Village Chief about the complaint who, in turn, will inform the Camat. The Sub-district Chief together with the Village Chief will have 40 calendar days following the lodging of the complaint by the aggrieved AH to act on the case. He/she may call, as needed, any member of the LAC, to help him/her come up with an acceptable resolution of the complaint. The Kecamatan (Sub-district government) is responsible for documenting and keeping file of all complaints that it handles. 17 “Peraturan President Republik Indonesia Nomor 65 Tahun 2006 Tentang Perubahan Atas Peraturan President Nomor 36 Tahun 2005 Tentang Pengadaan Tanah Bagi Pelaksanaan Pembangunan Untuk Kepentingan Umum Nomor 36 Tahun 2005” and “Peraturan Kepala Badan Pertanahan Nasional Republik Indonesia Nomor 3 TAHUN 2007, Tentang Ketentuan Pelaksanaan Peraturan Presiden Nomor 36 Tahun 2005 Tentang Pengadaan Tanah Bagi Pelaksanaan Pembangunan Untuk Kepentigan Umum Sebagaimana Telah Diubah Dengan Peraturan Presiden Nomor 65 Tahun 2006 Tentang Perubaan Atas Peraturan Presiden Nomor 36 Tahun 2005 Tentang Pengadaan Tanah Bagi Pelaksanaan Pembangunan Untuk Kepentingan Umum”


39

2. Second Stage

69. If after 40 calendar days the aggrieved AH does not hear from the Camat or the Desa/Lurah about the complaint, or if the AH is not satisfied with the decision taken by the Camat, the AH may bring the complaint, either in writing or verbally, to the Bupati (Head of Regency or District) or the Walikota (City Mayor). The Bupati or Walikota in turn will have 40 calendar days following the lodging of the complaint by the aggrieved AH to act on the case. He/she may call, as needed, any member of the LAC, to help him/her come up with an acceptable resolution of the complaint. The Kabupaten/Kota (Regency/City Government) is responsible for documenting and keeping file of all complaints that it handles.

3. Third Stage

70. If after 40 calendar days the aggrieved AH does not hear from the Kabupaten/Kota, or if the AH is not satisfied with the decision taken by the Bupati or Walikota, the AH may bring the complaint, either in writing or verbally, to the Office of the Provincial Governor. The Governor has 40 calendar days within which to resolve the complaint to the satisfaction of all concerned. The Office of the Governor is responsible for documenting and keeping file of all complaints that reaches the same.

4. Final Stage, the Court of Law Arbitrates

71. If after 40 days following the lodging of the complaint, the aggrieved AH does not hear from the Office of the Provincial Governor of if he/she is not satisfied with the decision taken by the Provincial Governor, the complain may be brought to a court of law for adjudication. The rules of court will be followed in the adjudication of the complaint


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X. IMPLEMENTATION ARRANGEMENTS A. EXECUTING AND IMPLEMENTING AGENCIES

1. Introduction

72. The Directorate General of Water Resources (DGWR) within the Ministry of Public Works (MPW) will be the ICWRMIP Executing Agency. DGWR has established a Project Coordination and Management Unit (PCMU) within the Citarum River Basin Organisation Unit (Balai Besar Wilaya Sungai Citarum) to be responsible for overall management and coordination of all project activities. Program Management Consultants to advise the PCMU on safeguards, provide oversight of safeguard application, and provide long-term capacity building will consist of one national social and one national environmental safeguard specialist and an international resettlement specialist to provide periodic safeguard oversight, guidance and training. Project Implementation Units (PIUs) will be established in each Implementing Agency, and each PIU will establish and staff a Social and Environmental Section. 73. ICWRMIP Tranche 1 will be implemented over six years starting in FY 2009 (see Appendix 3). The PCMU and PIUs have been established; PIUs have commenced advance procurement and preparatory activities. Tranche 1 implementation will commence with (i) full operational effectiveness of PIUs and PCMU; (ii) engagement of Program Management Consultants and Project Implementation Consultants; (iii) detailed engineering design of the WTC; (iv) institutional assessments and diagnostics; (v) civil society organization (CSO) stakeholder analysis and media campaigns, (vi) identification of target villages for community-driven components of the ICWRMIP, (vii) capacity building, and (viii) data gathering, establishment of information systems and setting up PPMS systems and procedures. 74. Consulting support for most of the ICWRMIP component projects will be required. The requirement for consulting services cannot be exactly defined at this stage, due to the inherent flexibility of the MFF modality. However, consultant requirements for the first tranche have been identified, including nation resettlement specialists. 75. The Executing Agency will approve the RP for a particular subproject or component before this is endorsed to ADB for review and concurrence. Likewise, overall responsibility in ensuring that the approved RP is implemented satisfactorily rests on the Executing Agency. In the ICWRMP, the Government bodies that will play a key role in the preparation and implementation of resettlement plans are the Implementing Agencies and the Land Acquisition Committee (LAC). 76. The Government instrumentality that has always taken the lead in land acquisition is the Panitia Sembilan (Committee of Nine) at the local government level. The creation of the Committee of Nine was first mandated by Presidential Decree 55/1995. Subsequent Presidential Decrees (i.e., 36/2005 and 65/2006) replaced the Committee of Nine with the LAC. The members of the LAC are still representative from the same


41

offices that constituted the Panitia Sembilan plus other stakeholders which the local government head (i.e., provincial governor, district regent, or municipal/city mayor) would appoint. The operation of the LAC is guided by existing national and local laws and regulations, some of which are not in accord with ADB’s Policy on Involuntary Resettlement. 77. For each subproject or component of the ICWRMIP that entails involuntary resettlement, the PIU will work closely with the Land Acquisition Committee to ensure mutually agreeable RPs are designed and implemented consistent with the RF.For WTC RP included in the tranche Project 1 in Q1 2009 an interagency Resettlement Working Groups (RWG) was formed from representatives from local government (3 LGs Bekasi District, Karawang District and Bekasi Kota, the WTC Operations management organization PJT-2 , and DGWR). The roll of the RWG is discussed below. 78. At the moment, however, the Executing Agency does not have any unit or section that handles social issues, including involuntary resettlement. For this reason, a section in the PCMU and in each Project Implementation Unit (PIU) that will be set-up for the overall operation and management of the ICWRMIP subprojects will be organized to handle involuntary resettlement. These sections may also handle environmental concerns and, as such, will bear the name Social and Environmental Section. 79. The following subsections present the key bodies involved in the preparation and implementation of subproject RPs. During Tranche Project 1 of the ICWRMIP, technical assistance in the form of institutional strengthening will be extended by the ADB to prepare these bodies to carry out their functions and responsibilities. Likewise, any new Implementing Agencies that enter the Project during subsequent tranches will also require strengthening to be able to address resettlement and other social issues. There is provision under the Project for consultant input and capacity strengthening as required under future tranches.

2. Institutions for Resettlement

a. The Social and Environmental Section

80. The Social and Environment Section at each PIU of the Implementing Agency will be organized and will take the lead in ensuring that an RP for a given subproject or component of ICWRMIP is prepared and implemented in accordance with the RF and the loan agreement. It is for this reason that the SES in each PIU will have at least one (1) senior staff who specializes in social development. Additionally during Tranche 1 of the ICWRMIP, each Tranche 1 PIU Social and Environment Section will be provided training sufficient for its staff to be able to satisfactorily discharge their duties. The task of setting-up and strengthening the Social and Environment Sections will be included in the terms of reference (TOR) of the Project Implementation Consultant of Tranche 1 of the ICWRMIP. Below are the responsibilities of the Social and Environment Section:

a. Discuss the RF with concerned offices at the DGWR; relevant offices of the Provincial Government and concerned District Governments, such as the


42

Development Planning Agency (BAPPEDA); and the members of the LAC/RWG.

b. Assist the district LAC/RWG to conduct census, IOL, and SES as discussed in line with the requirements of the RF.

c. Assist the district LAC/RWG to initiate the conduct of replacement cost study (RCS) in the district where the subproject is located.

d. Process the gathered data (i.e the results of the IOL and the SES of AHs) and set-up and maintain a data retrieval system.

e. Assist the district LAC/RWG to conduct the needed consultations and meetings with stakeholders, especially the AHs, during the preparation of the RP of a subproject or component of the ICWRMIP, specifically discussing with the AHs the results of the impacts assessment, entitlements under the RF, for compensation, resettlement and rehabilitation options.

f. Translate into Bahasa Indonesia the draft RP, the final approved RP, the

summary RP, and the public information booklet (see Item g below).

g. With the assistance of the district LAC/RWG, disclose the draft subproject RP to AHs in a form and manner they can understand and in a place accessible to them. This can be in the form of a summary RP or public information booklet (PIB). The following information will be included in the PIB: (i) a brief background of the ICWRMIP and the subproject, specifically the civil works to be undertaken and the anticipated adverse social impacts; (ii) IOL results, with a statement that detailed information is available at the village office; (iii) basis used for asset valuations, stating also that detailed information is available at the village office; (iv) the entitlements due to the AHs, included in a summary entitlement matrix; (v) timing of payments and displacement schedule; (vi) grievance redress mechanism; and (vii) contact persons at the Implementing Agency. A copy of the RP for the WTC is attached.

h. With assistance from the LAC/RWG, distribute the PIB to the concerned local

government offices and to all AHs the draft RP to the village chiefs for posting in the village office prior to appraisal of a given subproject, the final subproject RP, and any subsequent revised version of the RP that might result from the detailed technical design or change in scope of the subproject..

i. Draft the subproject RPs according to the results of the consultations with the APs and consistent with the RF, and submit the same to the Executing Agency for endorsement to the ADB.

j. Ensure the timely allocation of resources and budgetary provisions from the National Government for use in the preparation (which includes the operation of the Land Acquisition Committee) and implementation of the subproject RPs.


43

k. Assist the LAC/RWG during the conduct of the impacts assessment, negotiation with AHs on compensation and other entitlements, and the implementation of resettlement, ensuring that these are done according to the RF. The Social and Environment Section will report to the Project Director at the Implementing Agency and to the PIU the progress in RP preparation and implementation, including problems encountered for appropriate action.

l. Engage the assistance of experts to help, as necessary, in the planning and

implementation of income restoration measures to help AHs rehabilitate themselves and address associated social issues, such as health and sanitation.

b. Provincial Government

81. The Provincial Government of West Java, through the BAPPEDA, will have the following functions relative to the preparation and implementation of subproject RPs, as requested by the District government or EA:

a. Help ensure that the concerned Districts are able to organize and mobilize the Land Acquisition Committee;

b. Facilitate the release of funds from the National Government needed in the

preparation and implementation of the subproject RPs; and

c. Assist in the expeditious and judicious resolution of complaints of AHs (See Grievance Redress).

c. District/Municipal Government (Kabupaten/Kota)

82. The Kabupaten/Kota, through the Office of the Bupati (Regent) or Walikota (Mayor) will provide the main workforce in the preparation and implementation of the RP. The Kabupaten/Kota will have the following functions:

a. Organize the working group for resettlement by way of a Decree; b. Issue a Decree on the unit costs of affected assets based on replacement

cost and/or market rates;

c. Manage and disburse the funds for paying the compensation of AHs for lost assets; and

d. Assist in the expeditious and judicious resolution of complaints of AHs.

d. Land Acquisition Committee/Resettlement Working Group


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83. The LAC/RWG is the main workforce behind the preparation and implementation of subproject RPs. 84. The functions of the LAC/RWG include the following:

a. Assist in the necessary surveys and field investigation needed in the updating of the RP;

b. Carry out consultation-meetings with the AHs, including the distribution of the

PIB/disclosure of the draft and final updated RP;

c. Review and approve the results of the replacement cost survey;

d. Plan restoration of land to its pre-project condition to ensure that AHs will be allowed to use affected land after it has been assessed for any contamination and certified as safe for use;

e. Prepare relocation plan during RP updating. Activities include, facilitate in

finding replacement plots for residential for all relocating AHs within or nearby villages with affordable and renewable lease or lease-to-buy agreement, with similar or better conditions as before, with latrine. For affected shops, facilitate to find suitable place/plot to lease/rent (existing/new markets) within/nearby villages, with a provision to renew. Ensure that no AHs will be displaced until suitable sites have been found and that updated RP has been approved by ADB;

f. Provide special attention to poor and vulnerable AHs through consultation

and ensure that their concerns and special needs are addressed during RP updating and implementation;

g. Together with the PIC and NGO, design and implement the restoration and

livelihood restoration program, and monitor said activities and provide modifications in the program to improve implementation as and when necessary;

h. Prepare the necessary vouchers and other documentation to facilitate the

expeditious processing of the compensation of the AHs and deliver compensation payment to the AHs;

i. Receive complaints, verbal or written, from the AHs and ensure that these

are brought to the attention of the Bupati or Walikota for appropriate action;

j. Maintain a record of all public meetings, complaints, and actions taken to address complaints and grievances at the District/City level; and

k. Submit quarterly progress reports on RP updating and implementation

(payment, relocation, income restoration) to the PIU.

.


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e. Mobilization Of Project Implementation Consultants

85. The PIC will in general be an integral part of the Detailed Engineering Design and Construction Supervision consultancy and will be composed of a team resettlement consultants to assist the PIU in the updating and implementation of the RP (including detailed measurement surveys and replacement costs surveys). The PIC resettlement consultants will also assess the capacity of the implementing agencies and provide the necessary capacity building interventions (such as orientation, workshops, on-the-job training). Composition of PIC consultants will be assessed during the initial screening of a subproject and may consist as follows:

• Resettlement consultant(s), • Gender/social development consultant, • Training program experts for LRP • NGO subcontract • Independent appraiser subcontract • Detailed Measurement and Replacement Costs Surveyors

f. Mobilization Of NGO/Local Organization

86. To help ensure better management of the design and implementation of the relocation plan and Livelihood Program, the PIC will sub-contract this endeavor with a local NGO or professional group that has track record in resettlement and community-based socio-economic work. 87. The NGO may assist in group will (i) review and finalize special program with regard to supplementary assistance that cannot be covered under the existing laws and regulations of the Government (for example, payment of non-land assets and transition allowances) to meet the project objectives;(ii) design and implement alternative livelihood activities under the Livelihood Restoration Program; and (iii) assist in the design and implementation of relocation plan for affected households as this will be dependent on the design of livelihood activities. 88. This group will have (i) resettlement experts, (ii) social development experts whose field of specialization covers poverty, gender, and ethnic minority concerns; (iii) livelihood experts specializing in community-based micro-livelihood program and micro-financing; (iv) training program experts specializing in the planning and implementation of community-based vocational and skills training programs.

g. Mobilization Of Professional Appraiser For Replacement Cost

89. If there is no existing local government regulations for use in compensation calculations for, the PIC will engage resources to to carry out replacement cost survey (RCS) to verify and establish compensation rates for crops, trees, structures, and other non-land based income e.g. fishponds) to ensure that the APs are compensated at


46

replacement cost at the time of compensation payment. The PIC will review local government regulations and where adequate and appropriate align the updated RP RCS with these regulations. The RCS will be carried out in parallel with the DMS.

XI. MONITORING A. INTERNAL MONITORING

90. The PIU will serve as the Project’s internal monitoring body. Quarterly reports will be submitted to the DGWR starting from the commencement of RP updating, which coincides with the conduct of the detailed measurement survey and other RP updating activities. The DGWR in turn will include updates on resettlement in its regular progress reports to ADB. Social monitoring reports will be made available to the affected households and will be submitted to ADB for web posting. 91. Internal monitoring and supervision will have the following objectives:

a. Compensation and other entitlements are computed at rates and procedures as provided in the approved RP, with no discrimination according to gender, vulnerability, or any other factor;

b. Affected households are paid their compensation and other entitlements as

per approved Updated RP, ensuring that all entitlements are delivered as planned and agreed, including compensation in cash or in kind, allowances, replacement land, resettlement sites developed and people moved onto them;

c. Livelihood restoration programs designed and delivered including

modifications in the programs and provision of additional cash and in-kind assistance to the participating affected households as and when necessary;

d. Public information, public consultation and grievance redress procedures are

followed as described in the approved RP; e. Capacity of APs to restore/re-establish livelihoods and living standards. Special

attention given to severely affected and vulnerable households. Focus will also be given if the objective of improving socio-economic condition of vulnerable households is achieved.

f. Affected public facilities and infrastructure are restored promptly; and g. The transition between resettlement and commencement of civil works is

smooth and that sites are not handed over for civil works until affected households have been satisfactorily compensated and resettled.


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B. EXTERNAL MONITORING

92. The main objective of external monitoring is to provide an independent periodic review and assessment of (i) achievement of resettlement objectives; (ii) changes in living standards and livelihoods; (iii) restoration and/or improvement of the economic and social base of the affected people; (iv) effectiveness and sustainability of entitlements; and (v) the need for further mitigation measures.

93. Strategic lessons for future policy formulation and planning will also be drawn from the monitoring and evaluation of resettlement. This is possible through a Post-Resettlement Implementation Evaluation Study that will be carried out carry out 6-12 months following completion of all resettlement activities.

94. The external monitoring agency (EMA) will be recruited by the PIU or PCMU prior to RP updating activities. Relative to compliance monitoring during resettlement implementation, the main activities of the EMA will revolve around the following:

a. Review existing baseline data and gather additional socio-economic information, as necessary, on sample affected households;

b. Monitor updating and implementation of the RP; c. Identify any discrepancy between policy requirements and actual

implementation of resettlement; d. Monitor the resolution of complaints and grievances of affected households;

and e. Provide recommendations for improving resettlement updating and

implementation. f. Review compliance with regard to use of ADB loan funds for land acquisition

and resettlement. g. Issue certification that each AP has received the full payment. h. Carry out resettlement audit

95. Specific to resettlement updating and implementation activities, the EMA will monitor and evaluate specific issues such as the following:

• Public consultation and awareness of resettlement policy and entitlements; • Coordination of resettlement activities with construction schedule; • Construction/Rebuilding of replacement houses and structures to new

relocation sites (outside the ROW); • Level of satisfaction of AHs with the provisions and implementation of the

RP; • Grievance redress mechanism (documentation, process, resolution); • Effectiveness, impact and sustainability of entitlements and income

restoration programs and the need for further improvement and mitigation measures

• Relocation site development (housing and market) from identification of sites in consultation with AHs, to resettlement site development and relocation of AHs.

• Capacity of affected households to restore/re-establish livelihoods and living standards. Special attention will be given to severely affected households and vulnerable households focusing on achieving project objectives of improving socio-economic stats of vulnerable households;


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• Resettlement impacts caused during construction activities. • Participation of AHs in RP updating and implementation

XII. RP BUDGET AND IMPLEMENTATION 96. The budget will cover compensation costs, allowances, relocation and rehabilitation measures, administration costs, and contingency. RP cost or part of it will either be part of the Government’s counterpart fund or ADB Loan. For counterpart fund, the Government will ensure timely provision of counterpart funds for resettlement to meet any unforeseen obligations in excess of the resettlement budget estimates in order to satisfy resettlement requirements and objectives.

97. The Resettlement Plan prepared for each subproject will identify key activities for which funds will be used, any disbursal milestones and auditing requirements that will facilitate appropriate and timely delivery.

98. The RP will be prepared following detailed design. All resettlement activities will be coordinated with the civil works schedule. Land acquisition and relocation of affected households cannot commence until the RP has been reviewed and approved by ADB. The IA and RWG will not allow construction activities in specific sites until all resettlement activities have been satisfactorily completed, agreed rehabilitation assistance is in place, and that the site is free of all encumbrances.


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Appendix 1 Maps of the Project Area

Political Subdivision of Project Districts

ADB Project No. 37049-02 INO: Integrated Citarum Water Resources Management Investment Program (ICWRMIP)

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Location Map of the Tarum Canals


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Appendix 2: list of consultation meetings for the WTC rehabilitation RP

Number of participant No

District

Sub District

Village

Date/Time

Venue AHs LG PJT

Issues/Raised by AHs and Other G

Consultation Meeting for Preparation Inventory Lost of Impact of WTC Rehabilitation 1 Bekasi Consultation Meeting with Bekasi

District, Preparation Inventory Lost of Impact of West Tarum Canal (WTC) Rehabilitation

2 Oktober 2006 09.00- 12.00

Bekasi Bappeda Hall - 10 2 - Explanation the ADB policy in involuntary resettlement for WTC

- Discussion implementation scheinventory lost of impact of WTC rehabilitation in Bekasi area

- To absorb information and opinifrom district team member in conducting inventory lost of impWTC rehabilitation in Bekasi are

2 Karawang Consultation Meeting with Karawang District, Preparation Inventory Lost of Impact of West Tarum Canal (WTC) Rehabilitation

3 Oktober 2006 09.00- 12.00

Karawang Bappeda Hall

- 24 1 - Explanation the ADB policy in involuntary resettlement for WTC

- Discussion implementation scheinventory lost of impact of WTC rehabilitation in Bekasi area

- To absorb information and opinifrom kabupaten team member inconducting inventory lost of impWTC rehabilitation in Bekasi are

Socialization and Public Meeting RP of WTC Rehabilitation

1 Karawang 6 November 2006 09.00-12.00

Cibeet Syphon, Mulyajaya Village, Teluk Jambe Barat Sub District

71 11 2 - Socialization for WTC Rehabilita- To absorb AHs opinion and

information abaout WTC rehabil


Mulyasari Village Hall, Ciampel Sub District


information about WTC rehabilit3 Bekasi 8 November 2006

09.00-12.00 Cikarang Weir Office, Cikarang Utara Sub District


information abaout WTC rehabil Socialization and Gender Public Meeting RP of WTC Rehabilitation


Cibeet Syphon, Mulyajaya Village, Teluk Jambe Barat

23 1 3 - Socialization for WTC Rehabilita- To absorb special opinion from w

AHs of WTC rehabilitation


53


District

Sub District

Village

Date/Time

Venue AHs LG PJT


Sub District 2 Karawang 16 November 2006

13.00-16.00 Mulyasari Village Hall, Ciampel Sub District

63 13 4 - Socialization for WTC Rehabilita- To absorb special opinion from w

AHs of WTC rehabilitation Focus Group Discussion for Public Facilitation

1 Bekasi Cikarang Pusat Pasir Tanjung Monday, 23 April 2007, 10.00-16.00

House of Chief RT 9 3 2 - Planning of clean water facility - Planning of public sanitary - Planning of septic tank

2 Bekasi Cikarang Selatan Jaya Mukti Monday, 16 April 2007, 09.00-12.00

House of Mr.Ade 3 3 2 No plan for clean water facility, sincpeople have dug wells.

3 Bekasi Cikarang Selatan Cibatu Monday, 16 April 2007, 01.00-04.00


4 Bekasi Cikarang Selatan Pasirsari Wednesday, 18 April 2007, 13.00-16.00


5 Bekasi Cikarang Utara Wangunharja Wednesday, 11 April 2007, 10.00-15.00

House of Chief RT 4 2 2 - Planning of septic tank

6 Bekasi Cikarang Utara Sukadanau Saturday, 7 April 2007, 09.00-12.00

Musholla As Sa’ad Rt 03/02 Sukadanau

43 1 2 To discuss the resolution problemsembankment of WTC (BTB 35-35Awhich domiciled by the Sukadanau people (Madura ethnic)

7 Bekasi Cikarang Utara Sukadanau Thursday, 18 April 2007, 10.00-15.00

House of Chief RT - 1 3 - Purpose to build bridge to crossin BTB 36a-36b, replacing the ccraft

8 Karawang Ciampel Mulyasejati Monday, 09 April 2007, 10.00-12.00

Deliberation Hall 5 1 1 - Planning of water treatment proc(WTP)

- Planning of public sanitary 9 Karawang Ciampel Mulyasari Monday,

09 April 2007, 13.00-16.00

Mulyasari Village Hall 12 1 4 - Planning of water treatment proc(WTP)

- Planning of public sanitary - Purpose to build bridge to cross

in BTB 3b (kampong Situ), replathe old bridge

- Purpose to build bridge to crossin BTB 3, widening the old bridg

10 Karawang Ciampel Kutapohaci Tuesday Deliberation Hall 8 4 4 - Planning of water treatment proc


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District

Sub District

Village

Date/Time

Venue AHs LG PJT


10 April 2007 13.00-16.00

(WTP) - Planning of public sanitary

11 Karawang Ciampel Kutanegara Tuesday 10 April 2007 10.00-13.00 Wednesday 11 April 2007 13.00-16.00

Deliberation Hall 38 3 3 - Planning of water treatment proc(WTP)


in BTB 5 (kampong Karehes), wthe old bridge

- Purpose to build bridge to crossin BTB 6a-6b (kampong Ciparaywidening the old bridge

12 Karawang Ciampel Kutamekar Wednesday 11 April 2007 10.00-13.00 Saturday 14 April 2007 09.00-17.00 Monday 16 April 2007 09.00-13.00

Deliberation Hall, Kutamekar Village Hall

49 2 4 - Planning of water treatment proc(WTP)

- Planning of public sanitary

13 Karawang Ciampel Parungmulya Tuesday 17 April 2007 13.00-15.00 Saturday 21 April 2007 09.00-13.00

Parungmulya Village Hall



14 Karawang Teluk Jambe Timur Pinayungan Tuesday 17 April 2007 13.00-17.00

Public Figure’s house 6 1 2 - Planning of water treatment proc(WTP)

- Planning of public sanitary 15 Karawang Teluk Jambe Timur Sirnabaya Tuesday

17 April 2007 09.00-12.00 15.00-17.30



16. Karawang Teluk Jambe Timur Puseurjaya Wednesday 18 April 2007 09.00-15.00

Public Figure’s house 2 2 1 - Planning of water tower and tanthe height of 4-5m

- Planning of public sanitary 17. Karawang Teluk Jambe Timur Sukaluyu Wednesday

18 April 2007 Public Figure’s house 4 2 1 - Planning of WTP

- Planning of dug well and water p


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District

Sub District

Village

Date/Time

Venue AHs LG PJT


12.00-13.00 Thursday 19 April 2007 13.00-16.00

- Planning of water tower and tanthe height of 2-3m


18 Karawang Teluk Jambe Timur Wadas Thursday 19 April 2007 09.00-13.00


- Planning of public sanitary 19 Karawang Teluk Jambe Barat Margakaya Wednesday

4 April 2007 09.00-14.00

Margakaya Village Hall



in BTB 19c (kampong Cisalak), replacing the emergency bridge (bamboo)

20 Karawang Teluk Jambe Barat Margamulya Thursday 5 April 2007


- Planning of public sanitary 21 Karawang Teluk Jambe Barat Karangligar Wednesday

4 April 2007 13.30-16.00

Karangligar Head Village’s House


- Planning of public sanitary 22 Karawang Teluk Jambe Barat Karangmulya Wednesday

4 April 2007 16.30-18.00 Thursday 5 April 2007 16.00-18.00



23 Karawang Teluk Jambe Barat Wanasari Tuesday 3 April 2007 13.30-17.00


- Planning of public sanitary - Purpose to build new bridge to c

WTC in BTB 22, to connecting Pasircabe and Karangmulya Ha

24 Karawang Teluk Jambe Barat Mulyajaya Tuesday 3 April 2007 09.00-12.00

Saung Cibeet 7 2 1 - Planning of water treatment proc(WTP)

- Planning of septic tank RP Working Group Coordination 1 Bekasi District, Karawang District, Kota Bekasi (RP Friday Bekasi Bappeda Hall - Socialization of resurvey WTC


56


District

Sub District

Village

Date/Time

Venue AHs LG PJT


Working Group) 5 Juni 2008 09.00-11.30

- Facilitation to establish the distrteam work for resurvey WTC

- To get feedback from meeting participant

2 Karawang Teluk Jambe Timur Monday 26 Mei 2008 09.30-12.00

Pinayungan Village Hall

- 18 - - Socialization of resurvey WTC - Facilitation to establish the Sub

team work for resurvey WTC - To get feedback from meeting

participant 3 Karawang Ciampel Monday

26 Mei 2008 13.00-15.00

Ciampel Sub District Hall

- 20 2 - Socialization of resurvey WTC - Facilitation to establish the Sub


participant 4 Karawang Teluk Jambe Barat Tuesday

27 Mei 2008 08.00-10.00

Teluk Jambe Barat Sub District Hall



participant 5 Bekasi Cikarang Pusat,

Cikarg Selatan, Cikarang Utara

Tuesday 27 Mei 2008 10.00-13.00

Bale Rakyat Hall, Cikarang Utara



participant 6 Bekasi Tambun Selatan Wednesday

28 Mei 2008 09.00-12.00

Tambun Selatan Sub District Hall



participant 7 Kota Bekasi Wednesday

28 Mei 2008 09.00-12.00

Kota Bekasi Bappeda Hall

6 13 2 - Socialization of resurvey WTC - Facilitation to establish the Distr


participant 8 Bekasi Cikarang Utara Sukadanau Saturday

7 Juni 2008

Musholla As Sa’ad Rt 03/02 Sukadanau

- Socialization of resurvey WTC tofrom Sukadanau village people (Madura ethnic)

Consultation Meeting with Karawang District, Bekasi District, and Kota Bekasi 1 Karawang District, Bekasi District, and Kota Bekasi (RP Thursday Bekasi Bappeda Hall - 42 1 - Presentation and discussion res


57


District

Sub District

Village

Date/Time

Venue AHs LG PJT


Working Group) 5 Juni 2008 09.00-12.00

resurvey WTC - To discuss rate compensation fo- To get feedback from meeting

participant 2 Karawang District, Bekasi District, and Kota Bekasi (RP

Working Group) Thursday 12 Juni 2008 09.00-14.00

Bekasi Bappeda Hall - 32 1 - Completing result of resurvey W- Following to discuss rate

compensation for AHs - To get feedback from meeting

participant Note: LG : local Government; AHs : Affected Households; PJT : West Tarum Canal (WTC) operator


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59

Appendix 3 Indicative ICWRMIP Program

ICWRMP Indicative ICWRMIP Program

Year PROJECT 20

09 2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

Tranche 1 Loan Financed Program Management Rehabilitation of West Tarum Canal Development and Implementation of a Basin River Quality Improvement Strategy and Action Plans

Water Supply Options Management for Bandung

Land and Water Managment Support for Community- and NGO-Driven Initiatives for Improved Water and Catchment Management

Parallel Financed Institutional Strengthening for IWRM (ADB TA)

Productive Reforestation of Degraded Catchments [Phase 1] (GEF)

Project Preparation for Tranche 2 (ADB TA)

Tranche 2 Loan Financed Program Management Ongoing support for WRC and supporting office(s), and capacity building for WRM agencies at provincial and district level


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Review of allocation priorities and optimization of operating rules for key sub-basins, including the operation of the river / reservoir system as a whole

Upgrading of water source for Bandung and other uses by inter-basin transfer


61

Year PROJECT 20

09 2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

System Service Improvement – East Tarum Canal

Development and implementation of a water entitlements and licensing system for surface water users

Development and implementation of an IEA for capacity building of communities across the basin for improved participation in water resources policy development, planning and management

Parallel Financed (Indicative) Policy development for appropriate water pricing, water allocation and balanced stakeholder participation

Development of strategies and options for demand management and water conservation with respect to industrial and domestic use

Productive Reforestation of Degraded catchments [Phase 2] (GEF)

Protected Area Management (Biodiversity) [Phase 2] (GEF)

Project Preparation for Tranche 3 (ADB TA)

Tranche 3 Loan Financed Program Management Mini- and Micro- Hydropower Basin Study


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Review and updating of River Basin Plan ("Pola")

System Service Improvement – North Tarum Canal

Upgrading of Water Source for Irrigation (Upper Cipunegara)

Curug Run-of-River Power Plant Improvement in water quality in Saguling, Cirata and Jatiluhur Reservoirs through mgt of fish farming and other polluting activities


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Year

PROJECT 2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

Development and Implementation of Integrated Coastal Zone Management Strategy and Action Plan for Citarum Coastline

Parallel Financed Project Preparation for Tranche 4 Tranche 4 Loan Financed Program Management Raising of Cirata Dam Cisankuy Irrigation Improvement Development and Implementation of Preferred Bulk Water Supply Options for Bekasi &Karawang

Parallel Financed Investigation of water supply and sanitation options for urban areas (apart from Bandung, Bekasi and Karawang)

Development of an on-line flow forecasting system on unregulated rivers

589,500 24,600 Procurement of

consultants

61,410 Project implementation 675,510


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65


66

Appendix 4 Format and Scope of a full RP and a short RP

Topic Contents

Executive Summary

Scope of land acquisition and resettlement

• Scope of and rationale for land acquisition • Alternative options, if any, considered to minimize land acquisition

and its effects, and justification for remaining effects • Key effects in terms of land acquired, assets lost, and number of

people affected. • Primary responsibilities for land acquisition and resettlement.

Socioeconomic information

• Population record of people affected • Data on existing economic and social conditions of affected people,

including socio-economic survey. Gender disaggregated socio-economic data is necessary.

• Asset inventory, land assessment and assessment of other losses resulting from land acquisition, taking into account social, cultural, and economic impact on people affected.

• Details on common property resources, if any. • Project impact on the poor, indigenous people, ethnic minorities, and

other vulnerable groups, including women, • Special measures needed to enhance economic and social base of

vulnerable groups. Objectives, policy framework, and entitlements

• Purpose and objectives of land acquisition and resettlement. • Borrower’s policy and legal framework for resettlement, with any gaps

in this framework as compared to ADB policy • Measures proposed to bridge the gap between ADB and borrower’s

policies • Principles, legal and policy commitments from executing agency for

different categories of project impacts. • Eligibility policy and entitlement matrix for all categories of loss,

including compensation rates at replacement costs. • Principles for determining valuation and compensation for assets,

incomes and livelihoods Gender Impact and Mitigati Measures

• Identification of socio-economic condition, needs, and priorities of women

• Measures to ensure that process of land acquisition and resettlement does not disadvantage women

• New land/house titles will be in the name of both spouses. For land/house given as replacement property, titles will be in the name of the person who brought in the original property.


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Topic Contents

Information Dissemination, Consultation, Participatory Approaches and Disclosure Requirements

• Identification of project stakeholders. • Disclosure of project information • Consultations for determining principles • Mechanisms for stakeholder participation in planning, management,

monitoring, and evaluation • Disclosure of RP to people affected • Local institutions or organizations to support people affected.

Potential role of non-government organizations (NGOs), women’s groups and community-based organizations (CBOs).

Grievance Redress Mechanisms • Mechanisms for resolution of conflicts and appeals procedures

Relocation of housing and settlements

• Options for relocation of housing and other structures, including replacement housing, replacement cash compensation, and/or self selection.

• Measures to assist with transfer and establishment at new sites. • Options for developing relocation sites, if required, in terms of

location, quality of site, and development needs. • Plan for layout, design, and social infrastructure and services for

each site. • Measures for planned integration with host communities • Special measures for addressing gender issues and those related to

vulnerable groups. • Environmental risks identification and arrangements for

environmental management and monitoring. Income restoration strategy

• Identification of livelihoods at risk. • Income restoration strategy with options to restore all types of

livelihoods. • Job creation plan, including provisions for income substitution,

retraining, self-employment and pensions, where required. • Business relocation and restoration plan, including income

substitution, where required. • Environmental risks identification and arrangements for

environmental management and monitoring.


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Topic Contents

Institutional framework

• Main tasks and responsibilities in planning, negotiating, consulting, approving, coordinating, implementing, financing, monitoring and evaluating land acquisition and resettlement.

• Review of mandate of the land acquisition and resettlement agencies and their capacity to plan and manage these tasks.

• Provision for capacity building, including technical assistance, if required.

• Role of NGOs, if involved, and organizations of affected persons in resettlement planning and management.

• Involvement of women’s groups in resettlement planning, management and operations, job creation and income generation

• Female staff will be hired by the resettlement agency to work with and assist women in all aspects of resettlement activities, including planning and implementation of income restoration programs.

Resettlement budget and financing

• Cost estimates, budgets and cash flows for meeting the objectives of the RP according to established schedules

• Land acquisition and resettlement costs. • Annual budget and timing for release of funds. • Sources of funding for all land acquisition and resettlement activities.

Implementation schedule

• Time schedule showing start and finish dates for major resettlement tasks.

• Time bound actions for projected activities to ensure that people affected are compensated and assisted before award of civil works contracts or similar milestone, ensuring as a minimum that affected people will be provided with entitlements, such as land and asset compensation and transfer allowances, prior to their displacement

Monitoring and evaluation

• Plan for internal monitoring of resettlement targets, specifying key indicators of progress, mechanisms for reporting, resource requirements and database maintenance.

• Plan for external and independent M&E • Participation of affected people in M&E • Impacts on women


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70

Appendix 5 Socio-economic Survey Instrument Used in WTC

Appendix 4

CENSUS OF AHs 1. Information on Head of Affected Household (AH) 1.1 Name of respondent: ………………………………………. 1.2 Is the respondent the household head? [1] Yes (If yes, go to 1.4) [2] No If no, what is the relationship to the household head? ………………………… 1.3 Name of household head: ………………………………………………………… 1.4 Gender of household head …………… [1] Male [2] Female 1.5 Age of household head: …………….. 1.6 Primary Occupation of household head: ………………

1- Farming/livestock 5- Retired 2- Business/Trader/Vendor/Shop Owner 6- Unemployed looking for work 3- Driver/Laborer 7- Other: (specify) ………… 4- Employee (private / government)

1.7 Educational attainment of household head: 1- No education 5- Completed High School 2- Not completed Elementary 6- Not completed College 3- Completed Elementary 6- Finished College

4- Not Completed High School 1.8 Religious Affiliation:

1- Islam 2- Christian 3- Hindu 4- Buddhist 5- Other: (specify) … 2. Ownership status household over the affected assets 2.1 Ownership status over the affected assets (fill in as appropriate)

Status of Ownership Owner Yes or No

Renter Yes or No

Occupy with permission Yes or No

Encroacher/ Informal dweller

Yes or No

Occupied since

Land House/Building Temporary Stall (warung)

Other structures (fence, toilet, etc.)

Crops and Tress 2.2 If the AP is not the owner of the house/building ask information about the owner

Census No. __/ __/ __/ ________/ Kelurahan: …….…………………… Kecamatan: ………………………… Kabupaten: ………………………….

Station: …………………... km Location of Affected Assets/s: Left Embankment Left side Right side Right Embankment Left side Right side


71

2.2.a Name of the owner: ……………………. 2.2.b Address of the owner: No. … Kecamatan: ………. Kabupaten: …………. Province/City: ………………. 2.2.c Occupation of the owner: ………………… 2.2.d If renting the affected structure/stall, how much do you pay per month? Rp ……… 2.3 If AH is not the owner of the affected land, ask information about the owner 2.3.a Name of the owner: ……………………. 2.3.b Address of the owner: No. ………. Kecamatan: ………….. Kabupaten: …………. Province/City: ………………. 2.3.c Occupation of the owner: ………………… 2.3.d If renting the affected land, how much do you pay per month? Rp ……… 3. Type of use of the affected land and building/house by the household 3.1 Use of land: [1] Residence [2] Commerce 3] Residence-cum-commerce

[4] Agriculture [5] Other ……………….. 3.2 Use of main building/house: [1] Residence Only [2] Commerce [3] Residence-cum-business [4] Government building [5] Other …..(specify)

3.3 Do you have sufficient land outside of the COI to re-organize? [1] Yes [2] No 3.4 Do you have sufficient land outside the ROW to shift back? [1] Yes [2] No 3.5 Do you have other lands located elsewhere that are not affected by this project? 4. Information about Household members, income, and expenditure 4.1 Number of people living with the household: ……………………. 4.2 What is your household’s primary source of income? …………………………… 4.3 Distance to primary source of income from home: [1] at home [2] less than 1km

[3] between 1 to 2km [4] between 2 to 4km [5] more than 4km 4.4 What is the average monthly income of your household? Rp …………… 4.5 What is the average monthly expenditure of your household? Rp ………… 4.6 Rank the following household expenses according to priority (1 = Top priority, 2 = Second priority, 3 = Third priority, 4 = Least priority): Food:____ Shelter (housing):_____ Health:_____ Education:______ 4.7 Profile of household members

HH Members

Relation

with HH

head*

Sex 2* Age

Marital Status

3*

Educa-

tion

4*

Primary Occupati

on 5*

Monthly income

(Rp) Work place

6*

Physical

Condition 7*

1 2 3 4 5 6 7 8 9


72

10 11

1* Relation with the HH head: [1] head [2] spouse [3] child [4] parents [5] other relatives 2* Sex: [M] male [F] female 3* Marital status: [1] single [2] married [3] divorced 4* Education attainment: [1] No education [2] Not completed Elementary [3] Completed Elementary [4] Not Completed High School [5] Completed High School [6] Not completed College [7] Finished College 5* Occupation: [1] Farming/ livestock [2] Business/Trader/Shop Owner [3] Driver / Laborer [4] Employee (private/government [5] Retired [6] Unemployed looking for work [7] Other: (specify) ………… 6* Workplace: [1] at home [2] less than 1km [3] between 1 to 2km [4] between 2 to 4km [5] more than 4km 7* Physical condition: [1] normal [2] disabled [3] very old/chronically ill

5. Loss of Business and Other Income (for AHs with affected businesses)

With Business

License? Type of business (code)

Number of years the

business has been

operating? Yes No

Average monthly gross

income (Rp)

1 2 2 3 6 5.1

5.2 5.3

Type of business: 1- Small mobile kiosk 4- Other services (e.g., barber) 2- Market stall / Retail store 5- Garage / vehicle repair / Tire repair 3- Restaurant / guest house 6- Other: …………….. (specify) 6. Sanitary Facilities

6.1 Where does the household get its water for drinking? [1] Pump well [2] Piped water from public utility company [3] Private water seller [4] Canal [5] Other__________ (specify)

6.2 Where does the household get its water for washing/bathing? [1] Pump well [2] Piped water from public utility company [3] Private water seller [4] Canal [5] Other__________ (specify)

6.3 Where does the household discharge/throw its used water? [1] Septic tank [2] Public drainage [3] Directly outside the house [4] Other________ (specify)

6.4 What toilet facility does the household use? [1] Own toilet inside household property [2] Public toilet [3] In the field/open space [4] In the canal [5] Other__________ (specify)

6.5 How does the household get rid of its garbage? [1] Through the government garbage


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collector [2] Burn it [3] Throw anywhere [4] Throw in the canal


74

INVENTORY OF LOSSES

1. Plot of Land, 2. Ground floor of the Structure Left hand side of Embankment

(…….) from CL

0 m Centerline

Right hand side of Embankment

Sketch indicates: [1] Plot of land [2] Floor of the structure[3] other structure [4] Crop/trees Add Sketches here

3. Other structures Affected Type of

Structure Unit LM/

m² Type of

Structure Unit L

M/m² 4. Affected annual/perennial crops

Crop Area (m²) Crop Area (m²)

Trees Number Trees Number

Total Number of Trees Total Number of Trees


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Date: ………………………

……………………………… Signature and name of enumerator

Certifying that Mr./Ms. .................................... is truly the owner/occupier/user of the affected assets.


76

Appendix 6 Resettlement Plan for the WTC

Supplementary Appendix 2 - Environmental Assessment and Review Framework

Integrated Citarum Water Resources Management Program (ICWRMP) (ADB TA4381-INO Phase III)

ENVIRONMENTAL ASSESSMENT AND REVIEW FRAMEWORK

(EARF)

7 December 2006

i

CONTENTS

ABBREVIATIONS

I. INTRODUCTION.......................................................................................................................... 1

II. OVERVIEW OF PROGRAM COMPONENTS AND PROJECTS ............................................. 2

A. STAKEHOLDER-DRIVEN PROGRAM FORMULATION ................................................................... 2 B. ENVIRONMENTAL CRITERIA FOR PROGRAM DESIGN ................................................................ 4 C. KEY PROGRAM COMPONENTS................................................................................................... 5

III. INSTITUTIONAL ARRANGEMENTS...................................................................................... 8

A. PPTA-PROPOSED BASIN MANAGEMENT SYSTEM..................................................................... 8 B. ROLES AND RESPONSIBILITIES .................................................................................................. 9 C. ENVIRONMENTAL MANAGEMENT OFFICE............................................................................... 11

III. EARF PROCEDURE AT THE TRANCHE LEVEL................................................................. 12

A. TIERED SYSTEM FOR ENVIRONMENTAL ASSESSMENT ............................................................ 12 B. CRITERIA FOR PROJECT INCLUSION INTO TRANCHE................................................................ 12 C. PROCEDURE FOR TRANCHE-LEVEL ENVIRONMENTAL ASSESSMENT....................................... 13

IV. GOI AND ADB ENVIRONMENTAL REQUIREMENTS AT THE PROJECT LEVEL ......... 14

A. CORRESPONDENCE OF AMDAL AND ADB ENVIRONMENT CATEGORIZATION OF PROJECTS . 14 B. AMDAL PROCEDURES ............................................................................................................ 16 C. STAFFING AND BUDGET REQUIREMENTS ................................................................................ 18 D. TOWARD A PROGRAMMATIC AMDAL FOR ICWRMP............................................................. 18

ANNEXES

ANNEX A. PROGRAM SETTING AND ENVIRONMENT ISSUES .......................................... 21

A. PHYSICAL SETTING.................................................................................................................. 21 B. SOCIO-ECONOMIC SETTING..................................................................................................... 22 A. WATER AVAILABILITY/SCARCITY ............................................................................................ 24 B. GROUNDWATER EXPLOITATION ............................................................................................... 25 C. EROSION AND SEDIMENTATION ............................................................................................... 25 D. FLOODING AND WATER-RELATED DISASTERS......................................................................... 26 F. ECOLOGICAL RESOURCES ........................................................................................................ 28 G. POLICIES AND INSTITUTIONS ................................................................................................... 30

ANNEX B. SEA METHODOLOGY AND LINK TO EARF ......................................................... 32

ANNEX C. ICWRMP/ROADMAP ENVIRONMENT MANAGEMENT STRATEGIES ............ 33

A. REMEDIATION MEASURES FOR EXISTING ENVIRONMENTAL PROBLEMS................................ 33 1. Groundwater Management .................................................................................................. 33 2. Basin-wide Water Quality Management .............................................................................. 34 3. Area Pollution Sources Management................................................................................... 36 4. Control of Pollution from Riverine Communities ................................................................ 37 5. Rehabilitation of Degraded Watersheds .............................................................................. 38

B. CAPACITY DEVELOPMENT FOR ENVIRONMENTAL MANAGEMENT.......................................... 39

1. Improved Basin Management Organization ........................................................................ 39 2. Improvement of Regulatory and Enforcement System ......................................................... 39

ii

3. New Management Strategies (e.g., Raw Water and Wastewater Pricing) ........................... 41 4. Water Quality Monitoring.................................................................................................... 42 5. Development of Database and Decision Support Tools....................................................... 43

C. ENVIRONMENTAL IMPACT MITIGATION AND MONITORING MEASURES.................................. 44

ANNEX D. TEMPLATE ENVIRONMENTAL MANAGEMENT AND MONITORING PLAN. 48

ANNEX E. EXCERPTS FROM TRANCHE 1 IEE ILLUSTRATING EMMP.............................. 49

ANNEX F. AMDAL GUIDELINES ............................................................................................... 55

A. TOR OF ANDAL.................................................................................................................. 55 B. ENVIRONMENT IMPACT ASSESSMENT (ANDAL)................................................................. 55 C. ENVIRONMENTAL MANAGEMENT PLAN (UKL)................................................................... 56 D. ENVIRONMENTAL MONITORING PLAN (UPL)...................................................................... 56

REFERENCES ................................................................................................................................ 58

TABLES AND FIGURES Table 1. Environmental Criteria Used in Initial Project Identification .............................................. 3 Table 2. Criteria for Program Design and Project Identification ....................................................... 4 Table 3. Program Areas and Aspects ................................................................................................. 5 Table 4. Project Environmental Impact Categories ........................................................................... 6 Table 5. Proposed Roles for Basin Organizations.............................................................................. 9 Table 6. Proposed Assignment of Basin Management Responsibilities .......................................... 10 Table 7. Correspondence of ADB and AMDAL Project Categories................................................ 15 Table 8. Relevant Project Types Required to Comply with EIA-ANDAL ..................................... 16 Figure 1. Problem Tree ...................................................................................................................... 3 Figure 2. Proposed Composition of the Citarum Basin Council ....................................................... 9 Figure 3. SEA and EARF Link ........................................................................................................ 12 Figure 4. Process Flow of AMDAL................................................................................................. 20

iii

ABBREVIATIONS

ADB Asian Development Bank AMDAL Analisis Mengenai Dampak Lingkungan Hidup (Indonesia Environmental

Impact Assessment System) ANDAL Analisis Dampak Lingkungan Hidup (AMDAL Environmental Impact

Analysis) BAPPEDA Badan Perencanaan Pembangunan Daerah (Provincial Development

Planning Board) BAPEDAL Badan Pengendalian Dampak Lingkungan (Agency for Control over

Environmental Impacts) BAPEDALDA Badan Pengendalian Dampak Lingkungan Daerah (Regional Agency for

Control over Environmental Impacts) BAPPENAS Badan Perencanaan Pembangunan Nasional (National Development

Planning Agency) BB Balai Besar (Basin Management Organization) BLU Badan Layanan Umum (Public Service Institution) BWRC Basin Water Resources Council BPLHD Badan Pengendalian Lingkungan Hidup Daerah (Provincial Level

Environmental Management Agency) BOD Biochemical Oxygen Demand CBWRC Citarum Basin Water Resources Council COD Chemical Oxygen Demand DGWR Directorate General of Water Resources DKI Daerah Khusus Ibukota (Metropolitan Jakarta) DLH Dinas Lingkungan-Hidup (District Environment Protection Agency) DMI Domestic, Municipal and Industrial (water supply) DO Dissolved Oxygen DPU Departemen Pekerjaan Umum (Ministry of Public Works) EA Executing Agency/ Environmental Assessment EARF Environmental Assessment and Review Framework EIA Environmental Impact Assessment EMMP Environmental Management and Monitoring Plan EMO Environmental Management Office EMP Environmental Management Plan EMS Environmental Management System EMU Environmental Management Unit ETC Saluran Tarum Timur (East Tarum Canal) GEF Global Environment Facility GOI Government of Indonesia GR Peraturan Pemerintah = PP (Government Regulation) HATHI Himpunan Ahli Tehnik Hidrolika Indonesia (Indonesian Association on

Hydraulic Engineering) IA Implementing Agency ICWRMP Integrated Citarum Water Resources Management Project IEC Information, Education and Communication IEE Initial Environmental Examination IPC Indonesia Power Corporation IPM Integrated Pest Management ITB Institut Teknologi Bandung (Bandung Institute of Technology) IUCN International Union for Conservation of Nature IWRM Integrated Water Resources Management JICA Japan International Cooperation Agency

iv

KA-ANDAL Kerangka Acuan ANDAL (Terms of Reference for ANDAL Study) MENLH Kementerian Negara bidang Lingkungan Hidup (Ministry of

Environment) MENPAN Kementerian Negara bidang Pendayagunaan Aparatur Negara (Ministry

of State Apparatus) MFF Multi-tranche Financing Facility MOE Ministry of Environment MOF Ministry of Finance MOHA Ministry of Home Affairs NGO Non-Government Organization NTC Saluran Tarum Utara (North Tarum Canal) O&M Operation and Maintenance PCB Polychlorinated Biphenyl PDAM Perusahaan Daerah Air Minum (District Water Supply Company) PMU Program Management Unit PIU Project Implementation Unit PJB Pembangkit Listrik Jawa – Bali (Jawa-Bali Power Corporation) PJT II Perum Jasa Tirta II (Jasa Tirta Public Corporation II) PLN Perusahaan Listrik Negara (Indonesia State Power Corporation) PMC Project Management Consultant PMU Project Management Unit PPTA Project Preparatory Technical Assistance PPTPA Basin Water Resources Management Implementing Committee PROKASIH Program Kali Bersih (Clean Rivers Program) PROPER Program Penilaian Peringkat Kinerja Perusahaan (Program for Pollution

Control Evaluation and Rating) PTPA Provincial Water Resources Management Committee R&D Research and Development RKL Rencana Pengelolaan Lingkungan (Environmental Management Plan) RPL Rencana Pemantauan Lingkungan (Environmental Monitoring Plan) SEA Strategic Environmental Assessment SRI System of Rice Intensification SS Suspended Sediment SUPERKASIH Surat Pernyataan Kali Bersih (Expanded Clean Rivers Program) SWS Satuan Wilayah Sungai (River Basin Regional Unit) TOR Kerangka Acuan (Terms of Reference) TPH Total Petroleum Hydrocarbons UKL Upaya Pengelolaan Lingkungan (AMDAL Environmental Management

Efforts) UPL Upaya Pemantauan Lingkungan (AMDAL Environmental Monitoring

Efforts) UPLDP Upper Plantation and Land Development Project WB World Bank WRMP Water Resource Management Project WTC Saluran Tarum Barat (West Tarum Canal) WUA Water Users Association WWF World Wildlife Fund

Nippon Koei Co., Ltd. and Associates ICWRMP EARF

1

ENVIRONMENTAL ASSESSMENT AND REVIEW FRAMEWORK (EARF) FOR THE INTEGRATED CITARUM WATER RESOURCES MANAGEMENT PROGRAM (ICWRMP)

I. INTRODUCTION 1. ICWRMP is a 15-year program designed to address the multiple and inter-related concerns of water supply sustainability and water quality degradation within the Citarum river basin. The basin covers 13,000 square kilometers and is home to 10 million people. It is considered one of the most strategically important for Indonesia—the basin supplies 80% of Jakarta’s water needs, provides irrigation for 240,000 ha, and generates 1,400 MW of electricity. Inadequate institutional arrangements, deteriorating infrastructure, competing water demands, and rapid urban and industrial growth have led to water supply shortages and unhealthy environmental conditions throughout the basin, hence the need for an integrated program intervention. The program setting and baseline environment assessment is described in Annex A. 2. With assistance from ADB, the Ministry of Public Works’ Directorate General for Water Resources prepared a strategic plan (also referred to as “road map”) for the Citarum basin’s integrated development and management. The goal is sustainable management of water resources for economic and social development. The immediate objective is to improve water availability and capacity for integrated/participatory water resources management. The roadmap is considered the GOI’s basin strategic plan—vital for facilitating implementation of the recently passed law on water (Law #7/20004), and for programming and coordinating assistance from various sources. Key elements of the road map are to be implemented with assistance from ADB through a Multi-tranche Financing Facility (MFF), in turn divided into several packages or tranches. 3. Described below are the criteria used in formulating the road map’s key interventions and the resulting program areas/themes—including projects identified under each key area--developed in consultation with basin stakeholders. 4. A strategic environmental assessment (SEA) was carried out in parallel with the basin road map formulation (refer to methodology in Annex B). The SEA’s aim was to systematically integrate environmental management concerns into the basin strategy/plan and to provide a tiered approach to environmental assessment and planning—starting at the program (basin) level, then the tranche (package) level, and finally the project or subproject level. 5. Through the SEA, a strategic environmental management plan (EMP) was developed as an integral part of the roadmap. The EMP is divided into three sets of program interventions: (i) activities to remediate existing environment problems that significantly impact water supply and quality, and measures to enhance overall environment quality; (ii) activities to strengthen environmental management capacity (i.e., regulatory enforcement, complementary policy instruments, monitoring system, databases and decision support tools), and (iii) activities to mitigate possible adverse environmental impacts of some roadmap projects—particularly those under the water utilization sub-program/component. (Refer to Annex C) 6. The first two EMP components above (i.e., environment remediation/enhancement and capacity strengthening interventions) have been incorporated directly into the program design as well as in the Tranche 1 package. The third EMP component (i.e., mitigation measures for possible adverse impacts of some projects) is the focus of this report on environmental assessment and review framework (EARF), intended to guide environmental assessments of tranche packages (sub-program level) and individual projects/subprojects (project level)—specifically those included in the MFF or ADB-assisted part of the roadmap. The EARF’s use is to ensure: (i) that project level assessments take into consideration the broader environment management issues/objectives in the basin and the implications in terms of interactive and cumulative environmental effects, and (ii)


2

that projects comply with ADB’s EIA guidelines and GOI (AMDAL) environmental review and regulatory clearance requirements for individual projects. 7. This report was prepared as part of the Phase 3 Project Preparatory Technical Assistance to design the ICWRMP and ADB/MFF Tranche 1 package. It builds upon the earlier environmental assessment conducted during PPTA Phases 1 and 2 by Nippon Koie Co. Ltd. The report follows ADB’s guidelines for EARF of sector-type programs and contains: (i) an overview of the types of projects included in the basin roadmap; (ii) environment criteria used for project identification and selection of projects for inclusion in the ADB/MFF Tranche 1 package; (iii) institutional arrangements/responsibilities for program implementation and conduct of follow-on environmental assessments at the tranche-level and project level; (iv) procedures for environmental screening and initial impact assessment of projects under the tranche packages; (v) description of Indonesia environmental assessment and review procedures (AMDAL) to be used in project level assessments, including justification/confirmation that these procedures conform with ADB’s guidelines and safeguards.1

II. OVERVIEW OF PROGRAM COMPONENTS AND PROJECTS A. Stakeholder-driven Program Formulation 8. Stakeholders in water resource and environment management within the Citrum basin are numerous and diverse. They include: (i) national and regional policy/planning bodies (BAPPENAS, BAPPEDA , Public Works Ministry, Environment Ministry, Agriculture Ministry, Forest Ministry); (ii) basin resource managers and infrastructure operators (DGWR, Citarum River Basin Development Office, Balai PSDA of West Java Province, PJT II); (iii) regulators (BPLHD, District governments and their respective licensing and environmental service/protection agencies); (iv) water users (PDAMs that supply municipal water, industries, Indonesia Power which generates electricity from the Saguling and Cirata hydropower plants, numerous households, and farmers) and (v) interest groups (NGOs such as LMDH, WPL, PHBM, FPL, YHD; academic institutions such as the Bandung Institute of Technology, and professional organizations such as the Indonesian Association of Hydraulic Engineers). Strong stakeholder interest in the program has considerably influenced its evolution during the course of the PPTA. 9. During PPTA Phase 1, an assessment of the water resource and environment management problems in the basin was conducted by the PPTA Team, and this was used to draw up a package of measures to counter the primary causes of the problems. A “problem tree” analysis identified 11 main problems, 27 causes and 97 countermeasures. The countermeasures were then grouped into a long list of 18 projects. These were then ranked using multiple criteria that took into account social, environmental, economic-financial, institutional and technical considerations. The environmental criteria used during this initial selection/prioritization are listed in Table 1. 10. During Phase 2, detailed studies were carried out on the priority projects identified: specifically the rehabilitation of the Jatiluhur Irrigation System main canals, with the West Tarum Canal as the immediate priority due to its importance for Jakarta’s raw water supply.

1 Staffing/budgeting requirements for the project level environmental assessments and AMDAL review are provided in report on the Tranche 1 IEE.


3

Table 1. Environmental Criteria Used in Initial Project Identification B. Environmental Issues Description Measurement Indicator

1 Conservation of resources Reduced consumption of natural resources Reduction in water consumption, m3/s, orReduction in petroleum consumption, '000 m3/yr

2 Water quality Improvement of raw water quality Decreased concentration of BOD, mg/l3 Water quantity River maintenance flow Increase in base flow, m3/s4 Flora and fauna Minimized negative impact on flora and fauna Increase in base flow in dry season, m3/s5 Land pollution Minimized land pollution Decrease in area affected, ha.

6 Air pollution Concentration of NOx (NO2, NO3) and SOx and H2SNo. of gas concentrations reduced out of 3 kinds of gases

7 Global environment Minimized concentration of CO2 and methane gas Increase in greened area, ha.8 Cultural heritage Minimized disruption of cultural heritage No. of heritage affected9 Conservation of nature Conservation of forests, wetlands Increase in forest or wetland, ha

10 Surface soil Minimized damage to fertile soil Decrease in area damaged, ha.

Source: PPTA Phase 1, Interim Report 11. However, in the course of completing Phase 2, the PPTA recommendations came under criticism for what some stakeholders claimed was an over-emphasis on physical (engineering) issues and a perceived bias in favor of the lower basin (the location of the top-priority system improvement project). One criticism was that, since the project is an integrated approach, policy and institutional concerns should also be prioritized. Stakeholders from Bandung, in particular, pressed for issues affecting their part of the upper basin to also be prioritized. To address stakeholder concerns, a re-assessment of the basin water resources and environment management problems was done, with the revised problem-tree shown in Figure 1 validated by stakeholders.

Figure 1. Problem Tree


4

12. From the problem assessment, new projects were identified. From the original list of 18 projects the expanded program grew to more than 60 possible projects, reflecting clamor by stakeholders for a truly integrated approach to basin management – inclusive (in being able to address issues raised by multiple stakeholders in different parts of the basin) and holistic (in terms of scope of interventions). B. Environmental Criteria for Program Design 13. Environmental criteria and sustainability considerations used in program design included: (i) balanced concern for water quantity and water quality management, including remediation of existing pollution problems; (ii) importance of institutional capacity development and the vital importance of a strong regulatory enforcement capacity; (iii) concern for ecological protection beyond serving human use values; (iv) community participation and empowerment; and (v) need for economic instruments and pricing mechanism to influence water use and pollution behavior. The application of these criteria is explained in Table 2.

Table 2. Criteria for Program Design and Project Identification Criteria Rationale and Indicators

Balanced concern for water quantity and quality management, including remediation and enhancement of environment quality

Quantitative water supply concerns (for irrigation, power generation and urban water supply) are closely tied up with issues related to water quality and environment protection. These aspects are interwoven as reflected in the resource management problems affecting the Citarum basin. As described in the preceding assessment, poor water quality is making the available water unfit for use—as in the case of Bandung where the polluted condition of the nearby Saguling reservoir prevents its use for urban water supply. Here, the available surface water now rendered unfit for use because of pollution forces excessive reliance on groundwater leading to unsustainable mining of the water resource. In turn, lack of protection for the watersheds (to combat pollution and erosion) is the principal cause of water quality degradation. Given this context, an essential indicator of effectiveness and sustainability for the roadmap is its ability to balance concerns for water utilization with an equal concern for water quality and environment protection.

Capacity development for integrated water resources and environmental management

The need to manage water resources within an integrated framework is occurring at a time when authorities and administrative bodies mandated to manage the resource are still grappling with organizational and adjustment problems. District governments tasked to take on resource and environmental management functions in the wake of the 1999 decentralization are still weak in their planning, regulation and enforcement capacities. Institution-building is thus an important criteria for roadmap sustainability. The relevant development indicator is inclusion of capacity development activities, not only for the local government implementing units but also for an apex management body that should provide policy direction and coordination of basin-wide planning and implementation.

Broader program concern to include ecological protection values

A holistic management approach, in addition to simultaneously addressing water quantity and quality concerns, also needs to give importance to the management of the basin for the protection of biodiversity in the watersheds and aquatic ecosystems. Water utilization objectives in basin management are still predominantly driven by human use considerations. For instance, the existing water classification scheme is biased toward use of water to meet drinking, recreation, irrigation, fishing and industrial uses. A balanced approach to basin management that addresses human use values alongside ecological values is an important criteria for program design. An program design indicator is inclusion into the roadmap of ecological protection components whose value/importance goes beyond helping ensure sustainability of water supplies for human benefit.

Community empowerment for water and environment management

Entities responsible for misusing or impacting water resources are not just industrial or institutional entities but also numerous individual households and communities. Unlike industrial entities that can be managed through regulation and incentives, communities are beyond the reach of conventional controls and they impact the water system in small, often unnoticed ways -- but whose cumulative result is highly significant. Households and farms are the primary source of oxygen-depleting pollutants in the basin, including nutrient pollutants responsible for eutrophication. And much of the eroded soil brought down from the watershed come from smallholder farms cultivating steep slopes. Their unsustainable practices are due to lack of know-how, resources and options (e.g., for viable upland farming, or safe waste disposal). The roadmap thus needs to address their needs, and one indicator of program effectiveness and sustainability is inclusion of components aimed at community participation and empowerment.

Strengthened environmental regulatory structure

Strengthening traditional “command and control systems" is essential to achieving water resources management objectives. Indonesia’s highly innovative and effective voluntary industrial wastewater emissions reduction program, PROKASIH launched in 1989, together


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with PROPER in 1993, have brought about large declines in biological oxygen demand loads. However, these voluntary programs were essentially devised to get around a weak capacity for command and control regulation. They do not encompass the true number of polluters who need to be controlled, and they are not a permanent substitute for establishing an institutionalized environmental regulatory and enforcement system. Thus, a criterion for program design is need for strengthening regulatory enforcement as a foundation of sustainable water quality management. This includes strengthening ability to impose sanctions on polluters.

Use of economic instruments for managing water use and polluting activities

An essential aspect of IWRM is a call for water to be treated as an economic resource. Economic incentives that induce voluntary restraint on water use and water pollution are tools that should complement traditional command-and-control mechanisms. Proper pricing does not necessarily mean getting the prices exactly "right" in terms of economic theories. It is mainly an application of management principle—that water is not a free resource and that pricing is an efficient way of capturing scarcity values and competition among users.

C. Key Program Components 14. The resulting stakeholder-driven program package covers—in addition to physical development works involving water resource development and infrastructure improvements—institutional/policy reforms, water allocation and decision support systems, capacity-building and community involvement. In this context, environmental aspects are incorporated into the roadmap both as pro-active measures to protect environmental values (e.g., bio-diversity) as well as safeguards for possible adverse impacts of some of the roadmap elements. In particular, water resources development or utilization activities require safeguards to mitigate potential and inadvertent adverse impacts (e.g., disposal of sediments removed from canals to be dredged). Many of the project ideas in the resulting roadmap are environmental management and enhancement measures. Key program areas and aspects are summarized in Table 3.

Table 3. Program Areas and Aspects Component Aspects and Activities

Institutions and Planning for IWRM

The term “institutions” is used in its broadest sense to refer to organizations, legislation, policies and other protocols that define relations among organizations. Aspects include: (i) organization restructuring; (ii) organizational capacity building; (iii) policy development; (iv) Legislation; (v) planning for IWRM; (vi) regulation such as licensing of water utilization and wastewater discharge; (vi) setting of water tariffs; (vii) institutions for participatory irrigation management.


Includes activities related to exploiting water resources – that is, increasing water availability and operating and maintaining infrastructure. Aspects covered are: (i) project planning, including “master planning” (that is, planning that focuses on development of infrastructure, and distinct from broader basin planning); (ii) construction of infrastructure for storing and delivering water (including reservoirs, canals and pipeline systems); (iii) operation and maintenance of infrastructure; (iv) promoting efficient and effective utilization of water; (v) drilling of wells for use of groundwater.

Water Sharing Covers the process of establishing and protecting water rights and allocating water among competing uses and users, as well as setting priorities for water entitlement during times of shortage. Such allocations may be among sectors (irrigation, urban water supply and hydropower, for example), or geographically (upstream/ downstream and inter-basin transfers).

Environmental Protection

Included here are activities for the protection of the environment (that have an impact on water management) and rehabilitation of already degraded environments. Aspects cover combination of structural and non-structural measures that include infrastructure (e.g., gully plugs), improved institutional (regulatory) arrangements, and community participation. Provisions for mitigating the potential adverse effects of water development projects (for example, the impacts of dredging) are built into the projects themselves. The enhancement of environment management capacity in the organizations charged with this responsibility is included under the institutional key area. Water quality and environmental monitoring and research activities are included in “Data, Information and Decision Support”. Legislation and other regulatory processes aimed at minimizing adverse impacts are included in an environment assessment and review procedure, and therefore come under “institutions”.

Disaster Management

Covers disasters related to water, such as floods and mud flows. While drought must also be classified as a water-related disaster, the strategic response to drought mitigation is through increasing water availability, which is included above under the water resource development key area. Activities related to disaster management under this definition include: (i) planning and construction of structural measures to control flood and mud flows, such as levees (dikes), flood control reservoirs; and (ii) development and implementation of disaster preparedness plans.


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Component Aspects and Activities

Community Empowerment

This key area includes: (i) education and awareness raising (capacity building) of communities and individuals on water management issues; (ii) activities aimed at providing information to all that need it on water resource management and related activities; (iii) implementing measures to facilitate participation of the community in water planning and management; and (iv) developing community-based “self-help” programs and specific projects to provide local improvement in water supply, the environment, water quality and so on.

Data and Information

Covered here are: (i) data collection, including: surface and groundwater quantity and quality; other natural resources data, such as soils, geology, land cover, ecosystems and so on; and socio-economic data, such as population, poverty, land use, and so on; (ii) data archiving and management, including collation of data from various sources, validation, computerization; (iii) data sharing and dissemination among government agencies, research establishments and so on, and providing public access to data; (iv) research to increase knowledge in such fields as catchment processes, demography, and so on, as well as the development of new technologies for water conservation and environmental protection; (v) development and implementation of decision support tools, including GIS systems, hydrologic and hydraulic models, and other analytical tools.

D. Environmental Impact Categories of Projects 15. Error! Reference source not found. presents a preliminary classification of the projects according to nature and potential significance of environmental impacts using ADB’s categorization system.

• Category A: Projects with potential for significant adverse environmental impacts.

• Category B: Projects judged to have some adverse environmental impacts, but of lesser degree and/or significance than those for category A projects.

• Category C: Projects unlikely to have adverse environmental impacts.

16. In Error! Reference source not found., some projects are classified as A or B, and B or C. This is because these projects as currently identified in the roadmap are still mainly project ideas. Their actual categorization will depend on the project specifications (scheme, engineering design, size or scale of the project, location) to follow. The latter are to be specified during the feasibility planning of each project (as packaged under each tranche). For instance, the implementation of the bulk water supply alternative for Bandung would be a Category A project if inter-basin water transfer was selected. On the other hand, it would be Category B if the project strategy adopted is watershed rehabilitation or an approach involving reallocation of irrigation water for municipal use (e.g., through SRI). It is also not possible at this stage to classify the projects according the GOI’s AMDAL classification as the latter is based on numerical project size categories that are not yet known at this stage.

Table 4. Project Environmental Impact Categories AREA PROJECT CATEGORY

Institutional strengthening for integrated water resources management C

Policy development for appropriate water pricing, water allocation and balanced stakeholder participation C

Development of an enhanced Citarum River Basin Plan for IWRM C

Institutions and Planning for IWRM

Improvements to organizational capacity for environmental assessment C

Upgrading of Water Source for Irrigation (Upper Cipunegara) A

Upgrading of Water Source for Irrigation (Cipancuh) A

Upgrading of Water Source for Irrigation (Ciherang) A

Cisankuy Irrigation Improvement B

Raising of Cirata Dam A

Investigation of bulk water supply options for Bandung urban area C

Implementation of preferred bulk water supply alternatives for Bandung urban area A or B


Investigation of bulk water supply options for Bekasi and Karawang C


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Implementation of preferred bulk water supply alternatives for Bekasi and Karawang A or B

Upgrading of water source for Bandung and other uses by inter-basin transfer A

Development of the surface water of the upper catchment of the Cikapundung River A

Construction of Sukawana Reservior on the Cimahi River A

Development of an action plan for sustainable groundwater management in the Citarum River Basin C

Implementation of the action plan for sustainable groundwater management C

Improved implementation of regulations for sustainable groundwater management in Bandung C

Improvement of Raw Water Supply for Bandung B or C

Rehabilitation of the West Tarum Canal for improved water resource utilization B

West Tarum “Canal 2” Project A or B

Irrigation Modernisation – West Tarum Canal C

System Service Improvement and Irrigation Modernisation – East Tarum Canal B or C

System Service Improvement and Irrigation Modernisation – North Tarum Canal B or C

Development of strategies and options for demand management and water conservation with respect to industrial and domestic use C

Development of improved asset management and O&M procedures for hydraulic infrastructure C

Rajamandala Run-of-River Power Plant (Citarum River below Saguling Reservoir) A or B

Curug Run-of-River Power Plant A or B

Water Sharing

Review of allocation priorities and optimization of operating rules for key sub-basins, including the operation of the river/ reservoir system as a whole C

Development and implementation of conservation action plans for model conservation villages in Citarum River Basin C

Watershed management community educational program for CRB C

Productive Reforestation (1): Spatial planning for reforestation

C

Productive Reforestation (2): Implementation

C

Improvement to village land tenure arrangements with Perum Perhutani C

Alternative livelihoods for displaced upland forest villagers C

Protected area management in CRB C

Alternative finance mechanisms for sustainable community watershed management C

Riparian zone management to reduce sediment loads in rivers C

Integrated Erosion Management for Upper Bekasi River, Upper Citarum River and Upper Cipunegara River C

Development and (initial) implementation of a River Quality Improvement Action Strategy Plan for the basin C

Development and (initial) implementation of a Water Pollution Control Plan for the Bandung area C

Sewerage and wastewater treatment upstream of Saguling Reservoir A or B

Development and (initial) implementation of a Water Pollution Control Plan for the Bekasi and Karawang areas C

Development and implementation of a solid waste management strategy and action plans for the Bandung, Bekasi, Cikarang and Karawang areas B or C

Introduction of System Rice Intensification (SRI) practices in the upper and lower basin to conserve water and improve productivity C

Improvement in water quality in Saguling, Cirata and Jatiluhur Reservoirs through management of fish farming and other polluting activities C

EnvironmentProtection

Planning and Implementation of ICZM Action Plan C

Integrated Management of Water-Related Disaster (basin-wide) C Disaster Management Disaster (mud flow and landslide) management for Upper Bekasi River, Upper Citarum River

and Upper Cipunegara River C


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Strategic options for flood mitigation in Bandung C

Implementing recommended options for flood mitigation in Bandung A or B

Review of dam safety for dams in the basin C

Development of an Information, Awareness and Education Strategy (IEAS) for capacity building of communities across the basin C

Implementation of the Information, Awareness and Education Strategy C

Support for community- and NGO-driven initiatives for improved water and catchment management for livelihood improvement, including rural water supply and sanitation for riparian communities

C

Community Empower-ment

Establishment of, and ongoing support for a Stakeholder Forum for Bandung Sub-Basin C

Improvements to water quality monitoring in rivers and reservoirs C

Improvements to groundwater monitoring network in the Bandung area C

Improvements to water and natural resource data management and dissemination C

Land degradation and biodiversity database for CRB C

Development of an on-line flow forecasting system on unregulated rivers C

Establishment of an annual “state of the basin” report C

Development of an integrated water quality and quantity model for basin planning studies, and a decision support tool for improved policy and decision making C

Institutional strengthening and capacity building of water research organizations C

Data and Information

Benchmarking of water resource data collection and management agencies C

III. Institutional Arrangements A. PPTA-Proposed Basin Management System 17. The Water Law states that the coordinating institution for the basin—the Citarum Basin Water Resources Council (CBWRC)--will assume “the main task of preparing and formulating water resources policies and strategies.” This role does not include final authority to approve the policies or strategies themselves, which remains with the relevant authority—in this case, the Ministry of Public Works. The regulatory authorities for environmental management would still be the environment protection agencies at national, provincial or district levels depending on the jurisdiction where activities are located. 18. In the current draft of the Presidential Decree on Organizational Structure and Work Programs of Coordinating Institutions for the water law implementation, the terminology used for the Basin Council is Tim Koordinasi PDSA which creates the impression of a mere discussion forum rather than as a policy formulation body. It has been suggested that the basin council be modeled after the existing PTPA and PPTPA, and that what remains to be changed in them is for representation of non-governmental organizations to be increased as mandated under the water law. However, the existing PTPA and PPTPA have mainly served as discussion forums focused on developing recommendations on issues related to irrigation and flood/drought management, and as such may not be appropriate models for the basin council whose scope of concern would be considerably larger. 19. The PPTA Phase 3 institutional study recommended that the basin council to be set up should go beyond the current scope of the PTPA and PPTPA and that it should tackle a broader scope encompassing watershed management, remediation of groundwater over-use, pollution load reduction, demand side management, and mechanisms for sustainable financing of water infrastructure . This necessitates adopting a modality that moves beyond that of a discussion forum to a policy formulating body. This role would also be reflected in the name of the organization using terminology such as Council or Board (Dewan) rather than that of ‘Coordination Team’ (Tim Koordinasi). Capacity building for the basin council is a key program component under Tranche 1. The proposed structure and composition of the council is shown in Figure 2.


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Figure 2. Proposed Composition of the Citarum Basin Council

B. Roles and Responsibilities 20. The CBWRC would prepare and formulate draft policies and strategies covering the full range of IWRM issues– effectively a new and integrated master plan for the basin. It would also monitor and review their implementation. Sub-committees (as standing bodies or temporary groups) could cover task groups on: watershed management, environment/water quality improvement, disaster management, new water supply development, dispute resolution related to water sharing, demand side management, infrastructure operations, public awareness and communications. 21. Below the basin council are the regulation/enforcement agencies and the operational management bodies. Responsibilities for policy development, regulation and management in the Basin are outlined in Table 5. As noted earlier, the responsibility for environmental regulation would remain with the national, provincial and district environmental protection units. The following section deals with the aspect of management.

Table 5. Proposed Roles for Basin Organizations Policy development and strategic planning Basin Water Resources Council

Regulation and enforcement Existing line agencies at national, provincial and district levels

Management • Strategic basin manager • System operators

A combination of public agencies (at national, basin, provincial and district levels), state owned enterprises, and Water User Associations (WUA)

22. The PPTA study underscored the importance of separating the roles of basin manager and that of system operator, and the need to shift focus from project development to that of management. The water resources infrastructure in basin is already largely developed and future challenges have more to do with sustainable management, distribution of benefits, and water quality. 23. The current intention, although not yet confirmed by the Ministry for Efficient Use of State Apparatus (MENPAN), is for the establishment of a ‘Technical Implementation Office to be referred to as the Balai Besar Wilayah Sungai (BBWS). The function of the Balai Besar would be to “manage water resources covering planning, construction, operation and maintenance in the


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framework of conservation of water resources, efficient use of water resources and control of water damaging risks in river areas.” 24. Issues still being considered include the resulting overlap of responsibilities for operation and maintenance, and the need for clear lines of responsibility between the Balai Besar , PJT II and the existing Citarum River Basin Development Project (Proyek Citarum, which is supposed to develop new infrastructure and implement rehabilitation projects). It has been proposed that the Balai Besar act the “strategic basin manager”and implementor of policy directions set by the basin council encompassing all activities in the roadmap (including new infrastructure development and rehabilitation activities, thus absorbing the function of Proyek Citarum). PJT II would focus on the role of “operator” and specifically as a supply of bulk water.2 25. Main functions of the Balai Besar are to: (i) act as secretariat for the basin council; (ii) prepare strategic plans and manage the basin’s water resources based on policy guidance from the council; (iii) plan, commission and oversee rehabilitation works and new infrastructure development; (iv) commission/oversee the daily operation and maintenance of water resources infrastructure by various “operators”; (v) delegate to province or district where appropriate (e,g., management of secondary irrigation canals), and (vi) promote public awareness and involvement. The proposed assignment of basin management responsibilities is shown in Table 6.

Table 6. Proposed Assignment of Basin Management Responsibilities Type of

infrastructure Location Strategic management

and oversight Operator : conduct of daily

O&M activities

Source of budget or income to cover O&M

Existing area of PJT II* Balai Besar

Contracted to PJT II or new public body (BLU) by Balai Besar

Bulk water & electricity revenues, ABPN River

headwords Outside area covered by PJT II

Balai Besar

Newly established BLU (or possibly direct management by subsidiary of Balai Besar)

Bulk water revenues and ABPN

WTC, ETC, NTC Balai Besar

Contracted to PJT II or BLU by Balai Besar or some sections contracted to private sector

Bulk water & electricity revenues and ABPN

Main Systems >3,000ha

Other irrigation areas Balai Besar Delegated to Province PSDA

by Balai Besar ABPN

>3000 ha Balai Besar Delegated to Province PSDA by Balai Besar ABPN

1000 to 3000 ha, Province (DPU) Province PSDA (UPTD) APBD Secondary canals

< 1000 ha District (DPU) District PSDA District Budget Tertiary Canals District or Province WUAs Water Users

Saguling Basin Council** Indonesia Power Electricity revenues

Cirata Basin Council** PJB Electricity revenues Hydropower

Djuanda Basin Council* PJT II or BLU Electricity revenues

* PJT II or a new BLU would become a supplier of bulk water to irrigation areas at the head of the secondary canal and relinquish involvement in irrigation management.3 Under the proposed arrangement, operation and maintenance of secondary canals currently under PJT II control would be delegated to provincial and district level water resources services depending on size and scale. This delegation would include areas greater than 3,000ha. ** Operation of hydropower facilities would be subject to operating rules agreed by the Basin Council

26. To ensure that the project development and project implementation functions of the Balai Besar do not dominate its other management and coordination activities, an option is to separate

2 In the event that a solution to this issue or overlapping roles cannot be found, there is a further possibility that the functions of the two organizations could be undertaken by a newly formed Public Service Institution (Badan Layanaan Umum). 3 Note that partial government funding for the ‘public service obligation’ elements related to delivery of bulk water for irrigation may be required and is permissible for a state owned corporation Act 19/2000


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the project development functions and assign these to a separate Project Implementation Unit (PIU) which could either remain under DGWR or be a unit under the Balai Besar. In either case, the Balai Besar would act as the overall Program Management Unit (PMU) under which environmental management tasks will be coordinated.

C. Environmental Management Office 27. Based on the PPTA-proposed institutional set up above, the Balai Besar PMU would establish an Environmental Management Office (EMO) that would play a lead role in implementing the EARF provisions of program and requirements for AMDAL compliance as described in the next section.

28. The EMO shall be manned by a local environment management specialist and a water quality specialist who would also be involved in implementing the water quality improvement project (a component of the tranche package). An international environment and water quality management (program) consultant will also be provided on an intermittent basis to assist in capacity building and to advise on technical issues. Capacity-building activities and budget, for environmental management, in particular for training and equipment needs related to managing water quality, are incorporated into the component projects on water quality improvement and watershed rehabilitation. Note that the preparation of AMDAL-required studies will be contracted to local consultants (as explained in Chapter III).

29. The main tasks of the EMO are as follows:

• Oversee implementation of the environmental management and monitoring plan, and ensure that institutional arrangements and responsibilities are followed;

• Consolidate environmental performance and impact monitoring reports on behalf of the Balai Besar, for submission to the basin council, provincial and district environment units, relevant government ministries, and public information channels;

• Advise the PMU on environmental aspects and impacts of projects, including those requiring corrective action during project implementation;

• Assist the PMU in coordinating with the MOE and provincial/district environment agencies for the AMDAL compliance of projects (further described below);

• Assist the PMU in drawing up terms of reference for the AMDAL teams, based on assessment scope agreed with the responsible AMDAL oversight agency;

• Update the information system on the basin’s baseline environment conditions, and advise/assist project-based AMDAL teams to adopt a basin approach for project impact assessment;

• Prepare the environmental assessment for Tranche 2 of the program. 30. The EMO, through a program management consultant, will also develop environmental management guidelines/templates for types of projects identified in the roadmap. These include guidelines (for screening, assessment, mitigation, monitoring) relevant to bulk water source development, water supply and sanitation projects, river training/channeling or dredging works, agro-ecosystem improvement in watersheds, and improvement of irrigation and drainage facilities. The program consultant shall train PMU-EMO staff in using the guidelines, not only to facilitate conduct of assessments but also to ensure that safeguards identified in the guidelines are actually built into the project designs.


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III. EARF Procedure at the Tranche Level A. Tiered System for Environmental Assessment 31. As mentioned, in addition to mainstreaming environment concerns in program design, the SEA was intended to also provide for a tiered approach to environmental impact assessment: at the strategic/roadmap level, tranche (package) level, and project level. The EARF is focused on procedures for environmental assessment at the trance and project levels, inasmuch as the SEA already provided an assessment at the level of the basin program and produced a strategic environmental management plan already built into the roadmap. Figure 3 clarifies the EARF scope.

Figure 3. SEA and EARF Link

32. It should be noted that the approach in packaging the roadmap elements into tranches (for the ADB-MFF portion) is such that the tranches do not have the effect of sub-dividing the basin into separate areas or selecting only a thematic aspect of the program. That is, the program area covered by each MFF tranche is still the entire basin, and—consistent with the integrated nature of the roadmap/program—the composition of projects under each tranche combines institutional, environmental, and infrastructural elements to reflect the integrated program. Thus, each tranche is a microcosm of the entire program, and the baseline environmental assessment for the program applies to that of the tranche. As such, the basinwide environmental baseline should be updated as each tranche comes into stream. B. Criteria for Project Inclusion into Tranche 33. ADB would select components or projects within the overall roadmap—for inclusion in the MFF package--that are consistent with the bank’s country strategy for Indonesia and its development assistance thrust (notably poverty alleviation), as well as specific screening criteria that include environmental considerations. 34. For packaging of the MFF Tranche 1, the following criteria for project inclusion were adapted, as validated by basin stakeholders:

• Project included in the tranche package must have a have high government priority;

• Tranche package must together cover a range of key program aspects/areas and not concentrate on a single key area;


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• Tranche package must together address issues affecting the upper basin as well as lower basin;

• Projects must be supported by a range of stakeholder groups, and not only by “special interest” groups;

• The tranche package must have built-in environmental and social safeguards;

• Projects in the package must be at a sufficiently advanced stage of preparation (with feasibility studies) so that they can be commenced with minimal delay; and

• Must not be proposed for funding by other donors.

35. The SEA recommended that—in addition to the environmental management components already built into the program design--the following criteria be adopted as additional environmental safeguards/provisions in screening projects for inclusion in each MFF tranche package. As such, these criteria are intended to reflect ADB’s environmental policy guidelines.

• Project design should adhere to the environmental management guidelines reflected in the program SEA and Tranche IEE (, e.g., measures for proper disposal of dredged materials, which should be incorporated also in tender documents and construction work programs).

• Projects should take advantage of opportunities to expand design concepts to generate complementary environmental benefits, e.g., combining upland agro-ecosystem improvement (to control erosion) with measures to link fragmented forest patches through re-vegetation along riverine corridors or to generate carbon credits from reforestation projects as financial incentive for participating communities.

• If there are past projects that have caused adverse environmental impacts (e.g., impact of irrigation diversions on reducing dry season flows needed for river flushing), then design of the rehabilitation of these projects should include measures to remediate past impacts (e.g., mandating adequate minimum compensation flow for the river during dry season).

• No project shall be pursued that would degrade or adversely impact areas designated for protection/conservation or as cultural/historical heritage sites, or that would involve conversion of critical natural habitats. (See Annex A, Section F, for location of protected areas.)

• For projects with significant indirect negative impacts that cannot be mitigated directly under the same project (e.g., generation of additional wastewater as a result of expanding the domestic water supply system), assessment must show that there are complementary projects in the program package to deal with the negative impact (e.g., provisions for sanitation improvement under a separate project located in the same area).

C. Procedure for Tranche-level Environmental Assessment

36. The Balai Besar PMU (through its Environmental Management Office), supported by a Program Management Consultant, shall be responsible for conducting an environmental assessment of the Tranche package. (In the case of the MFF Tranche 1, the environmental assessment has been carried out as part of the PPTA Phase 3. Future tranche assessments would be done within the purview of the PMU.) 37. The tranche-level environmental impact assessment would serve as a programmatic impact assessment of the various projects taken together in the tranche, and assess impacts with regard to inter-active effects among projects or their cumulative characteristics. Since the tranche package is a set of projects, the approach to and format of the tranche-level environmental assessment shall follow ADB’s guidelines for sector type activities. The tranche-based environmental assessment would be conducted within an IEE framework that allows flexibility to more closely examine


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aspects/impacts of specific projects within the tranche package as warranted by the nature of the project. This means that although an overall IEE approach is taken, a detailed assessment for the environmentally critical component projects will be made (e.g., the West Tarum Canal rehabilitation component under Tranche 1 due to the impact of dredging). If the IEE findings warrant a more thorough assessment for the tranche package because of interactive or cumulative adverse impacts involving a variety of projects, then an EIA would be conducted for the tranche. 38. The procedure for the tranche-level environmental assessment (which also incorporates project-level assessments) is as follows. Note that this impact assessment is to be carried out alongside the planning activities for the tranche so that mitigation and enhancement measures can be incorporated into the design of the projects included in the tranche.

• Review and update the environmental setting description and baseline assessment for the basin (refer to the SEA).

• Screen the projects included in the proposed tranche for compliance/consistency with the environmental criteria described earlier.

• Assess each project taking into consideration interactive and cumulative environmental impacts, as well as stakeholder concerns (derived from consultations).

• Categorize the projects in the tranche package according to nature and potential significance of environmental impacts based on ADB and GOI regulations and procedures.

• Formulate a general environmental management and monitoring plan for the tranche projects/activities based on the any findings of potentially significant adverse impacts.

• Incorporate important mitigation and enhancement measures into the design of the projects. • Prepare justifications for exempt projects so that these can qualify for exemption from

ADB environmental policy and GOI AMDAL requirements. • Identify critical aspects/impacts of projects and mitigation measures based on a template

tranche-level environmental management and monitoring plan (EMMP; see appendix D) and for tranche level projects using the template EMMP of tranche 1, so that these can be incorporated into the follow-on AMDAL terms of reference and detailed assessment (see AMDAL procedures below) which would meet both GOI and ADB requirements..

39. Excerpts from the environmental assessment carried out for Tranche 1 component projects are provided in Annex E, which also illustrates the use of the EMMP template.

IV. GOI and ADB Environmental Requirements at the Project Level A. Correspondence of AMDAL and ADB Environment Categorization of Projects 40. Under Indonesia’s environment regulations, all projects must comply with the review and clearance procedures specified under Indonesia’s AMDAL (EIA) system, as defined under GOI Regulation No. 27, 1999, and Decree of the Environment Ministry No. 17, 2001. 41. The AMDAL system generally conforms in intent to ADB’s environmental management guidelines and requires all projects to undergo AMDAL clearance before proceeding to implementation. Table 7 shows the correspondence between the ADB environmental categorization and projects and that under AMDAL. Essentially, an ANDAL study corresponds to an EIA, and an UKL/UPL study corresponds to an IEE. However, although content wise, the ANDAL and EIA are somewhat equivalent, categorization of a project requiring ANDAL under the Government of Indonesia’s AMDAL procedure may not be same as that of ADB categorization criteria. For example, Government of Indonesia’s AMDAL procedure classifies projects based on specific selection criteria, whereas ADB’s environmental guidelines determines category A projects based on “significance of impact” criteria based on a initial environment examination study.


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Table 7. Correspondence of ADB and AMDAL Project Categories

ADB Project Categories AMDAL Project Categories Category A: Projects with potential for significant adverse environmental impacts, requiring an environmental impact assessment (EIA)

ANDAL: Projects requiring Environmental Impact Analysis*

Category B: Projects judged to have some adverse environmental impacts, but of lesser degree and/or significance than those for category A projects, and requiring an initial environmental examination (IEE)

UKL/UPL: Projects requiring Environmental Management Efforts/Plan (UKL) and Environmental Monitoring Efforts/Plan (UPL)

Category C: Projects unlikely to have adverse environmental impacts.

Exempt: Projects that do not require ANDAL or UKL/UPL.

*Refer to Annex D for AMDAL-issued guidelines on preparing ANDAL and UKL/UPL reports. 42. It is recommended that the EARF at the project level be based on AMDAL as the latter is already well-established with legally-mandated steps for screening and review of projects, issuance of project clearance for implementation, requirements for public consultation and information disclosure, and follow-on monitoring of projects. ADB Requirement 1. In accordance with ADB Environment Policy (2002), ADB environmental assessment classifies projects into A, B, C category status. The specifications for these categories are as follows:

Category Specifications A Potential for significant adverse environmental impact B Projects judged to have some adverse environmental impacts, but of lesser degree and/or

significance than those for category A projects. An initial environmental examination (IEE) is required to determine whether or not significant environmental impacts warranting an EIA are likely. If an EIA is not needed, the IEE is regarded as the final environmental assessment report.

C Projects unlikely to have adverse environmental impacts. No EIA or IEE is required, although environmental implications are still reviewed.

Procedures 2. A Rapid Environmental Assessment (REA) to support classification of all types of projects. The categorization is based upon the Most Sensitive Component, meaning that if one part of the project poses a potential for significant adverse environmental impact, the project is classified as Category A regardless of the project’s other impacts. 3. For category A an EIA is required prior to Appraisal. For category B an IEE may be sufficient. Both documents should be prepared by the borrower. The differences between the two documents are indicated in the following paragraphs. Usually an IEE is prepared initially, as part of the feasibility study, and based on the findings of that document, it is decided whether a more detailed EIA is required.


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4. A typical IEE Report should be carried out along with the feasibility study. It should come to the conclusion as to whether or not significant environmental impacts warranting an EIA are likely. Sometimes an IEE can result in a recommendation for a full EIA; if so, it should also provide a draft scope and TOR for the EIA. An IEE follows the same general steps as for a full EIA except for a number of differences:

(i) more limited scope and content; (ii) less public consultation is required; and

no specific requirement for an EMP, and no adherence to the 120-day rule B. Government of Indonesia AMDAL Procedures 43. The Balai Besar as the project implementing unit of the program (and acting as proponent) will be responsible for undertaking or commissioning the environmental assessment for AMDAL compliance and clearance. The project management consultant will assist the Balai Besar’s environment management unit/office in identifying specific AMDAL requirements for each project, such as the type of assessment required (ANDAL or UKL/UPL) and the public consultation and review steps required under AMDAL procedures. It will advise on key issues to examine, use of available baseline information and decision tools to expedite assessments, and safeguards that should be incorporated into the project. 44. MOE Decree No. 17 cited above requires screening of projects and specifies the types and sizes of activities requiring EIA (ANDAL projects). For example, dredging of rivers involving removal of more that 500,000 m3 of sediments, or flood channel development longer than 5 km require preparation of EIA. Even in cases where the scale of the proposed activities are smaller than the size categories requiring an EIA, and where the activities are deemed to have significant impacts considering the conditions of the local environment-- the district head or mayor may still require an EIA. Table 8 lists types of activities related to the program components that would be required to prepare EIA under AMDAL.

Table 8. Relevant Project Types Required to Comply with EIA-ANDAL Project Type Criteria*

Construction of dams or other types of water impoundment

Dam height greater than 15 m, or if extent of area inundated greater than 200 ha

Development of new irrigated areas Area greater than 2,000 ha

Improvement with expansion of existing irrigated areas

Area greater than 1,000 ha

River normalization and flood channel construction Depending on size of city: for metropolitan city, if channel length affected greater than 5 km; for medium-sized city, if greater than 10 km; and for rural areas, if greater than 15 km. For dredging activities, EIA is required if volume is greater than 500,000 m3

Solid waste management For all types of open dumping; for sanitary landfill, if area is greater than 10 ha or capacity greater than 10,000 tons

Construction of fecal sludge processing plant Plant size greater than 2 ha

Construction of wastewater treatment plant for domestic wastes

Plant size greater than 3 ha, and/or if the size of the wastewater collection network is greater than 500 ha

Development of urban sewerage system Sewerage length is greater than 5 km for metropolitan areas, or if greater than 10 km for medium-sized cities

Development of piped water supply distribution system

Length of water distribution network is greater than 10 km, or if service area covered is more than 500 ha

Abstraction/diversion of water from reservoir, river, spring or other surface water sources

Rate of abstraction greater than 250 liters/sec

Pumping of groundwater Pumping rate greater than 50 liters/sec

Cultivation of food crops and seasonal horticultural Project area greater than 2,000 ha


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crops in watershed areas, with or without a processing unit

Floating fishery cultivation in reservoirs Project area greater than 2.5 ha, or if the number of units exceeds 500

Forest products utilization (THBP/Tebang Habis Permudaan Buatan)

Project area greater than 5,000 ha

Source: Decree of the Environment Ministry No. 17, 2001 * Thresholds should, more specifically, be read as “greater than or equal to.” 45. Specific guidelines in preparing EIA documents under AMDAL are based on MOE Regulation No. 8, 2006. These consist of Guidelines for Preparing Terms of Reference for Environmental Impact Assessment, Guidelines for Preparing Environmental Impact Assessment (ANDAL), and Guidelines for Preparing Environmental Management Plan as well as Guidelines for Preparing Environmental Monitoring Plan (UKL/UPL). These guidelines are summarized in Annex F. AMDAL steps are summarized below and are also presented in diagram form in Figure 4.

• In consultation with the relevant agency, the proponent determines if the AMDAL oversight body/agency for the project will be either: (i) the district level environmental protection agency in the case of projects located entirely within the district boundary; (ii) the BPLHD for projects that span several districts within the province, or (iii) the MOE for projects that have national significance or cross provincial boundaries.

• Based on the AMDAL project screening criteria shown above, a project categorized by the responsible agency into one of three types: (i) project requiring an Environmental Impact Analysis (ANDAL); (ii) project requiring Environmental Management Efforts/Plan (UKL) and Environmental Monitoring Efforts/Plan (UPL); and (iii) projects that do not require AMDAL or UKL/UPL.

• If ANDAL is required, the project proponent is instructed to prepare a Terms of Reference (TOR) for the Environmental Impact Assessment (i.e. KA-ANDAL). The ToR serves to formalize the scope of the assessment, i.e., identifying the main issues to be addressed. Before preparing the ToR, the proponent is required to make a public announcement of the proposed project through publication in a local newspaper. Within a month of such publication, stakeholders may submit their comments and suggestions for the ToR. A public consultation is held prior to finalizing the TOR. During this consultation meeting, the project proponent is expected to present a full description of the project and the potential impacts it may trigger.

• An AMDAL committee for the project is organized to evaluate the TOR. Ideally, the same committee is tasked to evaluate the subsequent ANDAL document. This committee is formed by the district environment agency (in the case of district projects), BPLHD (in the case of provincial projects) or MOE (in the case of projects spanning provincial boundaries) to review the TOR and recommend approval.

• Based on the approved TOR, the proponent prepares the ANDAL document and submits it for evaluation by the AMDAL commission assigned to the project.

• During the review of the ANDAL document, another public consultation is held to disclose the assessment findings and to obtain feedback from stakeholders. Comments received from the AMDAL commission and public/stakeholders are considered in revising/finalizing the ANDAL.

• The AMDAL committee again reviews the final ANDAL document and makes a recommendation to District/BPLHD/MOE for issuance or non-issuance of an AMDAL clearance. Further changes to the ANDAL document may be required by the committee prior to recommending approval.


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• During project implementation, the proponent is required to submit monitoring reports to District/BPLHD/MOE to keep track of impacts and implementation of mitigation measures.

C. Staffing and Budget Requirements

46. For projects requiring ANDAL, AMDAL procedures require that the composition of the study team be determined on the basis of the ANDAL terms of reference and be subject to approval by the AMDAL oversight agency (e.g., the MOE in the case of the West Tarum Canal rehabilitation project). An ANDAL team typically comprises at least 5 members: an AMDAL-licensed team leader, subject matter specialist (e.g., hydrologist for water infrastructure projects), ecologist, environment specialist, and sociologist (or settlements specialist). Each is allotted six person-months of effort. The estimated budget for an ANDAL study is itemized below (UKL and UPL studies are estimated to cost Rp 300 to 500 million per project):

Public notification (national and local newspapers) Rp 80,000,000 Public consultation ( “socialization”) Rp 120,000,000 Professional fees of ANDAL team Rp 750,000,000 Meetings/activities of the AMDAL review commission Rp 100,000,000

TOTAL: Rp 1,050,000,000 per project

D. Toward a Programmatic AMDAL for ICWRMP

47. It is not expected that AMDAL can be applied to the ICWRMP on a program level at this time (the term “programmatic” is used here to mean clustering of projects for AMDAL clearance). It is unlikely that BPLHD/MOE will agree to issue programmatic AMDAL clearance for clusters of projects as many of the roadmap projects have not been fully developed to be able to accurately predict and evaluate their impacts. Initial projects in the implementation pipeline (e.g., WTC rehabilitation) will have to be dealt with on a project-to-project basis. 48. However, in the course of implementing tranche 1 -- during which environmental data systems and action plans are to be developed, and at which time details of the pipeline projects would be more fully fleshed out -- arrangements could be made with BPLHD/MOE toward a more programmatic and tiered approach to AMDAL. This approach would allow multiple (related) projects (e.g., within one water quality management area for those whose significant aspects are related to pollution) to be assessed as a package so that inter-active and cumulative impacts are more readily taken into account. 49. Development of a programmatic AMDAL approach suitable for IWRM-type of activities should be seen as part of the capacity development thrust of the roadmap. The program management consultant working under the PMU should examine the feasibility (in consultation with BPLHD/MOE) of a programmatic IWRM approach to AMDAL. This would be done alongside the development of basinwide decision support tools (e.g. databases and water quality modeling) and the formulation of action plans (for watershed protection, river quality management, and pollution hotspots management). If, for example, WQ decision support tools prove viable for determining/allocating pollution load carrying capacity in the river, then programmatic assessments of projects inside a river catchment are possible to undertake—one that allows cumulative impacts of individual projects to be examined more fully. 50. The program management consultant should develop appropriate methodologies for programmatic EIA taking advantage of decision support tools developed under the roadmap, and then assist the PMU in institutionalizing said approach if found viable (and acceptable to BPLHD/MOE) beginning in Tranche 2.


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Figure 4. Process Flow of AMDAL

Public Notice of the Project

Discussions

Implementation of the projectwith monitoring and checking

the management plan.

Questions, Opinionsand/or Requests

Preparation ofANDAL, RKP and RPL

Notice of EIA Procedure

Preparation ofKA- ANDAL

Appraisal of KA-ANDALby AMDAL Commisiion

(within 75 days)

Decision Making of ProjectImplementation based of the

Validity of the Proposed Project

Appraisal of ANDAL, RKL,RPL by AMDAL Commission

(within 75 days)

Local Residents and NGOs Competent Authority Project Proponents

Submission and approval




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ANNEXES

Annex A. Program Setting and Environment Issues

A. Physical Setting 1. The program area, located on Java Island and covering a total of about 13,000 km2, is a cluster of river basins consisting of: (i) the 6,600 km2 Citarum river basin which straddles the central part of the program area and flows from south to north into the Java Sea; (ii) the 4,400 km2 cluster of small basins whose drainage areas are connected to the Citarum river system through the East Tarum Canal (i.e., Ciherang, Cilamaya, Ciasem, Cipunegara and Cipancuh rivers); and (iii) the Cikarang and Bekasi rivers, with a combined drainage area of 2,000 km2 which are also connected with the Citarum river through the West Tarum Canal. Together, these inter-connected river basins make up the SWS Citarum. 2. The impact zone of the program extends beyond the boundaries of the cluster of basins that comprise the SWS Citarum. For instance, eastern Jakarta whose water supply comes from the Citarum system through the West Tarum Canal is a key impact area of the program. Also, the forest patches that lie along the watershed divide, particularly to the south, are included in the program’s impact zone. Figure A-1 shows the program area and impact zone.

Figure A-1. Program Area

3. The 270-km Citarum River originates from Gunung Wayang (Elevation 2,198 m amsl) south of Bandung. In its first 25 km, the river follows a steep slope (1:30). It then flows onto the middle part of the basin starting at Bandung for another 150 km; here the average riverbed slope is around 1:300. Then the river meanders across an alluvial plain for about 70 km before reaching the Java Sea. The average annual precipitation in the region is 2,400 mm. Upstream catchment areas of Ciherang and Cilamaya rivers, and the Cipunegara watershed, receive the heaviest rainfall exceeding 4,000 mm per year. The coastal alluvial plain receives the lowest rainfall. 4. The program area covers 9 districts and 2 cities. Of the 9 districts, 5 lie wholly within the program area. Figure A-2 shows the district boundaries. The population in 2003 was 17.8 million, with 4.1 million households: 30% derived livelihood from agriculture, 25% from industry, and


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45% from services. The population in the program area is projected to rise to 21.3 million by 2010. The dynamism of the region’s economy is shown by 2003 data indicating West Java province’s GRDP growth rate (4.97%) outperforming that of Jakarta (4.39%). Nonetheless, poverty is still pervasive in the basin, as shown in Figure A-2 on percentage of population living below the poverty line.

Figure A-2. Administrative Boundaries and Poverty Incidence

District Boundaries Percent of Population Below Poverty Line

B. Socio-Economic Setting 5. The Bekasi and Bandung regions are the most heavily populated and urbanized. Bekasi essentially acts as a satellite city of Jakarta, absorbing most of the industrial and population expansion to the east. The catchment of the Bekasi River is rapidly transforming into numerous housing subdivisions and industrial estates—with development pressure coming from both north (Jakarta) and south (Bogor). Paddy fields to the north of Bekasi are also being converted to residential and industrial uses. 6. The Bekasi area in particular has been experiencing rapid population growth and urbanization. A 2000 census shows that 22% of Bekasi City residents and 18.5% of Bekasi District residents are migrants who moved into the area only within the last five years of the census. 7. Industrial locations are generally interwoven with settlements and there is no clear zoning or separation of these land uses in the basin. Although settlements and industry make up only 8.2% of the program area, their impact on land use change in the region is significant. The mixed industry-settlement land uses are clustered along a rapidly urbanizing corridor defined by the recently completed expressway linking Jakarta and Bandung, which passes through Bekasi, Karawang and Purwakarta. The arrowheads in the urban corridor depicted in Figure A-3 show the direction of urban sprawl stimulated by the new highway corridor. In the coming years, urbanization will take place both in the form of continued expansion toward the upper catchments (in Bekasi and Bandung) and via a more recent but accelerating expansion toward the coast in Karawang. 8. Bekasi City and Bekasi District, for example, are projected to grow in terms of population by 20% in 2010, compared with Year 2005 figures (around 2 million each). Karawang’s population, too, is projected to grow from 1.97 million in 2005 to 2.15 million in 2010 (9% growth). Between 2000 and 2005, Karawang’s population grew by 11%. In the Upper Citarum region settlement areas increased from 25,000 ha in 1992 to 46,000 ha in 2001. This corresponded


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with a 40% decline in paddy field areas, from 125,000 ha in 1992 to 75,000 ha in 2001. As in Bekasi, the upper basin is experiencing a rapid conversion of paddy fields into settlements.

Figure A-3. Urban Land Use

Settlements Industrial Establishments 9. The pattern of urbanization in the region has a significant impact on the water supply system, not only because of the projected increased demand, but also because much of the domestic and industrial water supply to Bekasi and Jakarta passes through the same corridor (i.e., West Tarum Canal). Settlements and commercial establishments are gradually encroaching on the canal easements, threatening both water quality and water supply security. 10. The area is a key rice producer for the country (Figure A-4). There are a total of 390,000 ha of irrigated paddies, with 240,000 ha served by the Juanda reservoir and canal system in the lower basin. Land devoted to rice production make up nearly half (47.5%) of the program area, with 70% of these fully irrigated. Rainfed areas cover 43,000 ha, or only about 10% of the land use.

Figure A-4. Agriculture and Forest Map

Rice Producing Areas Forest Areas


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11. In the Upper Citarum watershed around Bandung District, hillyland farming is pervasive and many of the farmers still prefer to plant vegetables and annual crops that do not provide adequate cover and protection from soil erosion. The population density in Bandung District is 32 persons per ha, growing at 3.45% annually. By Year 2010, the population in the district is projected to reach 7.4 million. Forty percent of the population is presently engaged in agriculture. In the Upper Citarum as a whole, upland farming areas increased from 6,000 ha in 1992 to 37,000 ha in 2001. 12. In the Upper Citarum, the expansion of urban settlements is taking place largely through conversion of the surrounding paddy fields. On the other hand, the expansion of the upland farming areas (which increased by 31,000 ha from 1992 to 2001) is taking place at the expense of the forest. Thus, forested areas in the Upper Citarum have declined from 35,000 ha in 1992 to 19,000 ha in 2001 (45% reduction). 13. Remaining forests cover only about 10.2% of the program area—100,600 ha of primary forest, and 34,800 of secondary forest—far less than the 30% mandated in the 1999 national forestry law. While nearly all of the remaining primary forests are designated for protection and conservation, secondary forests are still considered as production forests where harvesting of forest products and timber is allowed. Much of the remaining primary forest is in fragmented condition. Fragmentation reduces ecosystem viability and makes these areas vulnerable to continuing encroachment and conversion for upland farming. Establishing vegetated corridors to link these fragmented forests is important for ensuring their ability to support biodiversity. A. Water Availability/Scarcity 14. Average annual demand from the Jatiluhur reservoir has increased from 140 m3/sec in 1996 to156 m3/sec in 2004. In 1996, the Jatiluhur system supplied adequate water releases for irrigation and domestic/industrial supply (through the West, North and East Tarum Canals). However, in 2001, the system failed to meet water needs for 1.5 months during the dry season, and in 2005, it failed to meet water needs for 5 months. 15. Inflow into the Saguling reservoir has been decreasing. Between 1986 and 1991, dry season flow into the Saguling reservoir was 38% of the average annual flow. This percentage went down to 36% between 1992 and 1997, and declined further to 34% starting in 1998. Watershed degradation is seen as the principal cause. Denuded catchments have reduced capacity to capture rainwater, resulting in high peak flows during the rainy months. In turn, the lower water retention capacity reduces the amount of water available for release as “base flow” during the summer months. 16. It is not certain to what extent water scarcity at the source (catchment areas and reservoir storage) is the real problem. One view is that, even if reservoir storage volumes and releases are adequate, the poor condition of the water distribution system results in a lot of water being lost or wasted, thereby failing to meet water needs at the users’ end. This is particularly true for the lower basin area. The PPTA report indicates that hydraulic control structures in the lower basin are defective or are malfunctioning due to lack of maintenance. Nonetheless, continued watershed degradation combined with increasing water demands for agriculture, industry and drinking water are bound to create water scarcity problems in the coming years. 17. In the Bandung area, however, the effects of water scarcity are already widely felt. Most of the water supply for households and industry there currently come from groundwater, which is already overused. Indeed, much of the criticism directed at the earlier PPTA recommendations had to do with the perceived lack of attention to the water supply concerns of Bandung. Groundwater extraction is excessive and unsustainable. There are few river catchments upstream that are suitable for reservoir development. It is thought that the long term solution lies in tapping the


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existing Saguling reservoir, if pollution problems can be addressed. Tapping the Saguling will require a watershed-wide intervention to arrest pollution, undesirable hydrologic regimes and excessive sediment loading. B. Groundwater Exploitation 18. Surface water provides only for part of the basin’s water needs. A considerable portion of the region’s water demand, in particular that of Jakarta and Bandung, is supplied by groundwater. The rate of groundwater extraction is believed to be considerably under-estimated, since a large portion of the extraction activities are not registered. Actual abstraction is believed to be at least 3 times the quantity reflected in official records.

19. As early as 1997, a JICA study had estimated groundwater abstraction in DKI Jakarta to be around 8 m3/sec. This is about half of the surface water supplied to the metropolitan area by the West Tarum Canal. As reported in the JICA study, domestic use accounted for almost 90% of total groundwater abstraction in Jakarta. As a result, groundwater is thought to have exceeded sustainable levels. In both Jakarta and Bandung, over-exploitation of groundwater is reported to have caused land subsidence. In turn, this has caused structural damage to some buildings and, more significantly, exacerbated local drainage and flooding problems. 20. In Bandung, an estimated 90% of the population, and 98% of the industries, rely on groundwater. Modeling studies done in 2002 suggest that recorded groundwater extraction is only about one-third of the actual amount. The lowering of the groundwater level is reportedly up to 5 meters per year in some places. The cumulative water level decline since 1920 has been 85 m. In 2005, it was estimated that land subsidence had reached 0.8 m. In order to get clean water, industrial wells have to be drilled to beyond 150 m. 21. Industrial groundwater abstraction in Bandung has also had a devastating effect on shallow wells on which numerous households depend. Most industrial and domestic effluent are not treated, and the infiltration of polluted water has caused a deterioration in the water quality of shallow wells, indicated by black an yellowish water color. 22. Correcting the groundwater mining problem, particular in Bandung, will necessitate finding alternative water supply sources for the large number of industries and households that currently depend on groundwater. Especially as pollution effects render shallow wells unsafe, replacement sources for water supply are expected to intensify. It is thought that improved management of the surface water resource will provide long term remedy. For groundwater levels to also recover, rehabilitation of the watershed recharge areas is necessary including measures using artificial recharge (e.g., recharge well systems). C. Erosion and Sedimentation 23. Watershed erosion is a serious problem in the upper river basin where hillsides are steep and the catchment denuded. Even on steep slopes, farmers cultivate non-perennial crops which do not provide adequate ground cover from the heavy monsoon rains. The soils, derived from volcanic tuff, are easily erodible and are prone to land slides. High peak flows have also increased the rate of river bank erosion. 24. Hydrologic flow regimes have been adversely changed by land degradation, notably the loss of adequate forest cover and the prevalence of hillside farming in the upper catchments. The degraded catchments have reduced capacity to capture rainwater, resulting in high peak flows during the rainy months which carry large amounts of eroded soil. At the entrance to Saguling Reservoir, the ratio of wet season high flows to dry season low flows has increased from 3.4 recorded in 1992 to 7.4 in 2003. As a result, landslides and mud flows are frequent during the rainy


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season. Figure A-5 shows the extent of degraded areas in the basin (around 25% of the basin area). These areas have erosion rates in excess of 60 tons per ha per year. 25. Wet season floods carry large amounts of sediment into the three reservoirs, especially at Saguling. Here, the average annual sediment inflow was estimated at 8 million cubic meters (based on bathymetric surveys of the reservoir conducted by Indonesia Power, a state-owned company, in 2004). Relative to the Saguling reservoir’s catchment area, the sediment load is equivalent to an erosion rate of 3 mm per year, nearly times the original design rate. A similar alarming rate of watershed erosion is reported for the Cirata reservoir.

Figure A-5. Degraded and Flood-prone Areas

Degraded/Eroded Areas Areas Prone to Flooding and Mud Flows

26. The three cascading reservoirs (Saguling, Cirata and Jatiluhur) were built to regulate flows, provide hydropower, and store/supply water for irrigation, industrial and domestic use. They also trap sediments. The rate at which sediments are being deposited in the reservoirs is rapidly reducing storage capacity and shortening their useful life. 27. In the lower Citarum basin, regulated discharges coming from the Jatiluhur reservoir combine with the flow from the Cikao River. The latter transports considerable quantities of sediment into the Curug diversion weir. Although much of the sediment is prevented from entering the canals (WTC, NTC and ETC), the large quantities of sediment are transported downstream by the Citarum River. The Cibeet River, which joins the Citarum River, adds a significant volume to the latter’s sediment load. This load is then deposited in the delta where it silts up the river outlet and exacerbates flooding.

28. Within the WTC, sediment is brought into the canal at the confluence with the Cibeet, Cikarang and Bekasi Rivers. Occuring mainly during the rainy season, the sediment load has silted up the canal bed and caused reduction in canal conveyance capacity. Whereas the source of sediment load in the upper basin is watershed denudation due to upland farming, the sediment load from the Cibeet and Bekasi Rivers come from land conversion to support urban development activities taking place in the catchment. D. Flooding and Water-Related Disasters 29. Flooding is a consequence mainly of changes in the river flow regime, in turn caused by changes in watershed conditions. Areas affected by flooding and related landslides and mudflows are shown in Figure A-5. As water retention capacity of the river catchments is reduced by denudation and land conversion for urban development, flood peaks have increased. As mentioned above, the ratio of wet season peak flows to dry season low flows in the upper basin has increased


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from 3.4 in 1992 to 7.3 in 2003. The increased flood frequency and severity are also invariably associated with destructive landslides and mud flows. In the upper basin (Bandung area), recent severe flooding and mud flows occurred in February 2005 affected an area covering 2,000 ha. The flooding submerged parts of the area for 7 days and up to 2 meters deep; 50,000 inhabitants had to be evacuated. 30. Flooding around Bandung has become more frequent and severe. Here, however, there is no single cause. The problem is due to a combination of: (i) watershed denudation, (ii) effects of past re-alignment/straightening of the Citarum river (through cutoffs) which, while alleviating flooding upstream, increase peak flows downstream, (iii) localized land subsidence due to groundwater over-pumping that impair drainage, and (iv) clogging of drainage canals and streams by garbage. Flood-prone areas around Bandung are located in the south area of the city along the Citarum River (Dayeuh Kolot). 31. Currently, measures to reduce or mitigate flooding problems in the upper basin are being undertaken through the Upper Citarum Flood Control Project. Remediation measures include re-greening/reforestation and introduction of structural erosion control measures in the watershed, as well as improvement of the urban drainage system around Bandung. 32. At the lower basin (near Jakarta) where the Cikeas and Cileungsi Rivers join to become the Bekasi River, converging floodwater from the two tributaries have caused perennial flooding in Bekasi City. Already naturally prone to flooding due to the area’s location downstream of the confluence of two rivers, the flooding problem is expected to worsen as more of Bekasi’s upper catchment is subjected to land conversion for urban and industrial development. 33. Along the lower Citarum River levees/embankments built during the Dutch period help confine flooding within the river’s meander zone and provide protection to the surrounding settlements. However, areas of the floodway within the levees have been planted with crops and fruit trees that have the effect of retarding flow, contributing to high water levels. Also, a long term effect of the river embankments has been to raise the riverbed due to sediment accumulation, as levees prevent the spilling of sediments onto the surrounding plain. Consequently, floodwater levels inside the levees are frequently higher than the level of the surrounding land, putting surrounding settlements at risk in case of levee failure. 34. At the Citarum river mouth, the build-up of deposited sediments has created sand dunes that impede floodwater discharge. Combined with the effect of high tides, the constricted river outlet causes perennial inundation of the lower basin near the delta as floodwater is forced to back up into the alluvial plain. E. Water Pollution 35. The population within the program area is growing at more than 3% annually, attributed in part to influx of migrants attracted by the region’s rapid development. The combined effects of untreated domestic sewage, solid waste disposal and industrial effluents have significantly increased pollution loads in the Citarum river system. In the upper basin, river water polluted by domestic and industrial waste from Bandung flows into the Saguling reservoir. At the inlet to the reservoir, water quality monitoring in the late 1990s showed average annual BOD concentrations as high as 300 mg/l. Control measures reduced the BOD load to 200 mg/l by year 2000, and further reduced to 55 mg/l during subsequent years. However, as reported by Indonesia Power in 2004, BOD concentrations at the Saguling reservoir inlet still go up to as high as 130 mg/l during the dry season. In recent years, the BOD concentrations in the Cikapunding River (a major tributary of the Saguling River which flows through Bandung) were reported to reach as high as 100 mg/l.


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36. Runoff from hillside farms, in addition, bring in massive amounts of plant nutrients (nitrogen and phosphorus) that induce eutrophication in the reservoirs. At Saguling where the problem is most significant, nitrogen loading has been estimated at 33,350 tons per year, and for Phosphorus, 4,370 tons per year. Algal blooms and their subsequent decay have been blamed for the regular occurrence of fish kills and considerable damage to the floating fish cage industry (although some fish kills have been attributed to other causes, e.g., virus/bacteria). In turn, the uncontrolled expansion of fish cage operations has added to the effects of polluted water coming into the reservoir. Improper or excessive fish feeding in the floating cages increases the waste load as unconsumed feed accumulates on the reservoir bed. When these organic deposits are disturbed and resuspended (e.g., at the start of the rainy season when increased inflows induce mixing in the reservoir and during temperature-induced inversion) oxygen demand becomes excessive. This is thought to be a key factor in causing perennial fish kills. 37. Whereas pollution of the (upper basin) Saguling reservoir poses a serious threat to the viability of fishery activities and potential future use of the reservoir to supply water to Bandung, the pollution in the lower basin—particularly in the downstream portion of the West Tarum Canal—poses an equally urgent water quality problem. The WTC supplies 80% of Jakarta’s (surface) raw water supply, and hence is vital to the well-being of 8 million inhabitants. On its route to Jakarta, the WTC intersects the Bekasi River which drains an area rapidly being developed for residential and industrial use. At the Bekasi River’s confluence with the WTC, the average annual BOD concentration in 2004 was 48 mg/l (measured at the weir site). The pollution load in the Bekasi River is caused by untreated household sewage, industrial wastewater, and solid waste dumped along the river banks. 38. Lack of proper solid waste management contributes to both pollution and flooding. Garbage deposited along canals and riverbanks contribute to the high BOD. They also clog drains and accumulate on riverbeds reducing discharge capacity. According to the PD Kebersihan of Bandung City, average daily solid waste generation is 6,500 m3/day, of which an estimated 1,500 m3/day is not collected and properly disposed. Thus the annual uncollected garbage that invariably end up accumulating in the drainage system and rivers amounts to 500,000 m3. According to the Saguling Dam office, the estimate inflow of solid waste into the reservoir is 250,000 m3 per year. 39. Along the West Tarum Canal, reduction in conveyance capacity is due both to sediment deposits and the prolific growth of aquatic plants (which create friction in water flow). Apart from contributing to the bottom detritus, aquatic plants trap silt and accelerate canal shallowing. Plant growth is promoted by the use of the canal as toilet and bathing/washing area for residents, which adds substantial quantities of plant nutrients in the water. 40. Residential and commercial establishments along the canal are dense particularly downstream of the waterway from Cikarang and Bekasi to Jakarta. There is open access to the canal (only the Jakarta portion is fenced). Where the canal width has narrowed and more land has been exposed on the water side of the road embankment, food stalls, scavenging shops, and other small-scale commercial establishments have sprouted. Wastewater and garbage from these establishments are disposed of directly into the canal. F. Ecological Resources 41. Ecosystem transformation is usually divided into these five phases: an initially pristine area is perforated by patches of disturbance (forest clearing, farming, settlement), then dissected by roads as areas become more urbanized, then fragmentation into patches of remaining natural ecosystems, followed by shrinkage of these remaining patches and their gradual disappearance by attrition. West Java and the Citarum basin may be characterized as having reached the fragmentation stage and, in the more vulnerable areas, shrinkage of its remaining natural ecosystem patches—notably forests--is a continuing trend. Radical land use changes over the last 150 years have left only scattered remnants of natural forest ecosystems. All low-lying protected


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areas are currently being further degraded by human activities. Forested areas and areas with endangered flora and fauna, including important bird areas, are shown in Figure A-6.

Figure A-6. Remaining Forest and Areas of Endangered Biodiversity

42. Two national parks are located in the upper catchment of the Citarum River: Gunung Gede Pangrango (15,000 ha), and Gunung Halimum (40,000 ha). Both are classified as Category II –managed for ecosystem protection and recreation -- under IUCN’s protected area management classification system. Gunung Halimum has one of the most extensive area of evergreen torpical rainforest remaining in the island of Java. Gunung Gede Pangrango national park is primarily covered with sub-montane and montane forests that exemplify the primary rainforests of Indonesia. It forms the core of the Cibodas biosphere reserve. Gunung Gede is the source of numerous streams and rivers that drain into Jakarta Bay and Java Sea, including the Citarum River. The rivers flowing from the park provide water worth an estimated $1.5 billion annually for domestic and agricultural uses. 43. The WWF has underscored the international biodiversity importance of Java’s remaining sub-alpine and montane forests as these are among the most ecologically intact areas of forest remaining in Java. Further, these areas contain both a number of endemic species and many lowland species found in lower montane zones. For this reason, all the mountainous protected areas in the Citarum river basin are of a high priority for conservation actions. As such, all extensive remaining patches of natural vegetation in the Citarum basin, even if secondary growth, are of the highest conservation significance. 44. Streams in the upper catchment areas in the Citarum River Basin, particularly in the area of Gunung Wayang, are relatively unpolluted and retain a moderately diverse macro benthic fauna. However, pollution in these areas is also occurring as a consequence of cattle excrement and soil erosion. The mid stream areas are heavily polluted by factory effluent which dramatically lowers macro benthic faunal diversity, which also effects water quality further down stream.


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Figure A-7. Locations of Protected Areas (National Parks)

45. A wealth of biodiversity also exists in village gardens that are found extensively throughout the basin. These places retain important relict populations of a lowland biota that has all but disappeared from many areas in Java. Soemarwoto and Conway (1992) studied village gardens in the Citarum river basin at various altitudes from sea level to 3,000 m, including near the Saguling and Cirata dams. They reported the biological richness of village gardens. Village gardens are also a good habitat for small wild animals such as birds, reptiles, and amphibians. G. Policies and Institutions 46. Without intending to oversimplify the complexity of the problems related to policies and institutions for managing the basin, the main problems may be summarized as follows. Although PJT II is mandated to manage the whole Citarum river basin, its actual scope of management is limited to “in-stream” river management and raw water supply (up to the secondary canal level). However, many of the basin’s management problems are “off-stream” in nature (e.g., watershed degradation, urban and industrial pollution). The latter are the purview mainly of the local governments (district level) or central government entities (e.g., the Forest Department) over which PJT II has no control (besides coordination) 47. Apart from its primarily in-stream management functions (i.e., maintenance of hydraulic facilities and dredging of canals), PJT II is only a recommendatory body on water allocation and water quality management matters. On the other hand, the existing basin management council (PPTPA, which in turn is a recommendatory body to the Provincial Governors of West Java and Jakarta) is dominated by the public sector (national and local government entities) and do not represent the true variety of sectors with important stakes in basin management (industries, communities, NGOs). This is expected to be corrected with the implementation of Law 7/2004 which mandates creation of more representative national and basin-wide water resources


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management bodies. A more inclusive basin management council for Citarum is to be created on the basis of Law 7/2004. 48. PJT II’s management weaknesses ultimately boil down to inadequate resources with which to perform its in-stream management and water quality monitoring functions, let alone initiate or contribute to off-stream activities such as reforestation or pollution control. PJT II is authorized to charge water for hydropower generation (by PLN) and raw water supplies for drinking and industrial use (at the WTC, for example). However, water rates are believed to be well below the economic value (scarcity/opportunity cost) of the water provided, and, more fundamentally, not enough to even cover basic costs of infrastructure maintenance. Raw water fees reportedly recover only 40% of actual O&M expenditures. Water for irrigation, on the other hand, is not charged. 49. Proper water pricing as a (demand) management concept has been around in the Citarum basin since about ten years ago. For instance, the Jatiluhur WRMP study of 1998 provided specific recommendations on water supply pricing. However, the implementation obstacles appear to be driven—not so much by a lack of appreciation for the concept on the part of DPU and the Finance Ministry—but by a still widely-held public notion of water as a “God-given” free resource. Hence the understandable reluctance of the government to apply it. Public support for water pricing first needs to be raised, and this will require innovative approaches in public information and stakeholder involvement (e.g., in the river basin council). 50. Pricing of pollution (based on the “polluters-pay-principle, for example as applied to BOD loads) is also a familiar management concept. However, it has not been applied in the Citarum basin, and its introduction will require dialogue with the (influential) industry sectors that could be expected to challenge it. Arbitrarily setting the charge will be resisted. Some form of decision support system—essentially a water quality model to examine effects of effluent reductions on meeting agreed-on water quality targets—may be necessary to provide “scientific” basis for a pollution charge system that is acceptable to industry. 51. Water pricing, whether for raw water or use of the water as sink for pollutants, is bound to be debated not just on economic grounds but also with regard to equity and fairness considerations. Industrial polluters are bound to question why they should be required to pay for pollution even though an even larger share of the problem is coming from households (e.g., households are estimated to account for 60 % of the BOD load in Bandung). In the case of raw water, Jakarta users are likely to challenge why they have to pay increased raw water charges (currently set at Rp117 per cubic meter) even though farmers are getting irrigation water from the same source for free. This is where a more inclusive basin management council will need to play a vital conflict resolution role. For future stakeholder debates to be informed, an effective information system (linked to a decision-support system) is necessary. 52. While the PROKASIH-PROPER (Clean Rivers Program) showed big promise as an innovative cooperation-based approach to industrial pollution control during its introduction in the late 1980s, it apparently has not been sustained in the basin (and throughout the country following the change of government in 1998). In Bandung where there are at least 500 large factories (mostly textile) discharging large quantities of water pollutants, only 100 are participating in the program (according to BPLHD-West Java). Large industries facing pollution sanctions often slip through by arguing that sanctions (e.g., closure) would affect the livelihood of vast numbers of people. Regulatory enforcement needs to be combined with public education and support in order to be effective.


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Annex B. SEA Methodology and Link to EARF


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Annex C. ICWRMP/Roadmap Environment Management Strategies 1. Three sets of environmental management activities are discussed below:

• Remediation or amelioration of adverse water-related environmental conditions that already exist in the basin and pose a risk to program sustainability (e.g., watershed degradation, excessive groundwater use, pollution); these measures have been incorporated into the roadmap.

• Capacity development in environmental management as support to IWRM (e.g., integrated basin management system, strengthening of water quality regulatory system through improved monitoring and enforcement, as well as strategic policy interventions).

• Mitigation measures to address some potential adverse impacts resulting mainly from the water utilization program key area (as discussed in the preceding section).

A. Remediation Measures for Existing Environmental Problems

1. Groundwater Management 2. The program priority for managing the over-used groundwater resources in the Bandung basin is development of surface water sources to replace groundwater—in particular to address industry over-dependence on groundwater and to prioritize groundwater use for domestic needs. Groundwater abstraction control is constrained by the current limited availability of surface water supplies from the PDAMs to substitute for groundwater. Only 1% of industrial water demand is supplied by the PDAMs. At present, industrial groundwater abstraction is intensive and concentrated in pockets (e.g., Cimanhi). Industry accounts for 80% of groundwater use in the Bandung basin; textile factories consume the most volume. 3. The general approach is combined or conjunctive management of groundwater and surface water supply, in particular the provision of alternative surface water source for industries currently mining the area’s deep groundwater on a large scale. The objective is to enable groundwater levels to recover. This will reduce the cost of pumping for domestic use (through the PDAMs). Domestic use should be the priority allocation for groundwater. Re-allocating groundwater away from industry is also economically advantageous in that surface water supplies need to be treated mainly to meet industrial requirements, which is significantly lower than standards for domestic use. In contrast, deep groundwater is less expensive to treat to meet drinking standards compared with surface water, and is therefore a preferred source for the PDAMs. Furthermore, by removing the competition for groundwater use coming from industry, numerous households that now depend on polluted shallow groundwater to augment the limited supply from the PDAM can be adequately provided with clean water. 4. Thus, the groundwater management strategy for Bandung basin would combine: (i) remedial measures to mitigate ongoing problems caused by excessive groundwater extraction; (ii) strategic measures to develop alternative surface water sources to supply industry need so that groundwater can be reserved for domestic use; and (iii) implementation of measures to induce industry users to actually shift to surface water supply. 5. The severity of the groundwater problem is well known in the Bandung basin and there are already measures being taken by the local governments to remedy the problem. Remedial measures have been promulgated under Provincial Regulation 16/ 2001 and licensing is now strictly controlled. A 10-year integrated groundwater resources plan for West Java has also been prepared by the (West Java) Provincial Mining and Energy Agency with technical advice from the Bandung Institute of Technology. Extensive groundwater modeling has been done to simulate/assess the extent of critical groundwater areas under different scenario conditions. As a


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result , the Bandung basin has been zoned into three, designated as critical, vulnerable or safe—with stringent measures to control pumping in the critical zones. Related remedial measures taken since 2003 have reduced abstraction by about 70 liters/sec. These include: (i) restriction on issuance of groundwater abstraction licenses; (ii) requiring industries renewing their licenses to reduce abstraction by 10%; (iii) closure of unregistered wells; (iv) introduction of water conservation measures, and (v) rehabilitation of groundwater recharge areas in the watershed, including artificial recharge methods. 6. However, the remedial measures above will not eliminate the problem unless industries are weaned away from dependence on groundwater. Alternative surface water sources need to be developed to specifically target industry users. The Bandung case is an example of where solution to a water resource conservation problem (groundwater) lies in development—that of developing alternative surface water sources. In the case of Bandung this solution is not as straightforward as it seems because the available surface water is expensive to treat due to high turbidity and pollution. A strategic solution requires a package: surface water development plus watershed protection, plus pollution control. On the other hand, as noted earlier, the cost of treating surface water for industrial use is considerably lower compared with similar treatment for domestic use. 7. There are four alternatives for developing surface water sources to augment water supply in Bandung—as presented in the previous section--specifically so as to provide for the needs of industry and relieve the pressure on the latter on the over-used groundwater: (i) Rehabilitation of watersheds to increase the DMI supply from rivers and springs; (ii) System Rice Intensification (SRI) to divert excess water from paddy irrigation to DMI water supply; (iii) Utilization of Saguling reservoir; (iv) Interbasin water transfer from the Cibatarua watershed. 8. The preferred scheme, taking into account technical, financial, environmental and social feasibility, will be examined during a Tranche 1 formulation of a water supply action plan for the Bandung area. Immediate emphasis should be on water demand management and conservation, particularly the potential for reducing irrigation requirements through innovative water-saving cropping systems such as SRI (System Rice Intensification), to make more surface water available for DMI from existing sources. Whichever strategic option is favored, it would be important to incorporate into the plan a watershed rehabilitation and protection component—for while the positive effects of augmenting water supply though watershed protection may take time to become noticeable, it is essential for long term sustainability. Also, any option to develop new water sources should be combined with measures to reduce losses in the water supply system—at the production, distribution and demand sides. 9. Finally, once an alternative surface water supply source has been developed, it will be necessary to implement measures to induce industry users to shift from groundwater to surface water supply by connecting to the PDAM. At present, despite the cost of pumping from the deep aquifer, it is still a less expensive option for industries as compared to connecting to the PDAM. For instance, the groundwater tax in Bandung ranges from Rp 1,750 to 3,138 per cubic meter, whereas the PDAM water tariff is considerably higher at between Rp 2,725 to 9,600. A combination of price inducements (by raising the tax on groundwater) and mandatory connection to the PDAM through regulation (particularly for those industries located in the designated critical zones) would be needed to force the desired shift.

2. Basin-wide Water Quality Management 10. Development of a basin-wide water quality action plan should follow the same principles of integrated water resource management -- emphasizing multi-stakeholder participation, appropriate delineation of planning boundaries, and adoption of holistic approaches to problem solving. The latter includes simultaneously addressing varied sources of pollution and developing management schemes that combine use of regulatory methods (command-and-control),


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cooperation (PROKASIH PROPER), and market-oriented instruments (raw water fees and pollution charges). These principles and strategies serve as framework for action planning. 11. The river quality improvement plan—guided by the framework above---will specifically address two major problem aspects. One pertains to water pollution caused by point sources (e.g., industries) that are already subject to regulation; the basinwide plan would identify ways to strengthen regulatory control over these point sources so that current reliance on voluntary and cooperation-based approaches is complemented by equally strong and direct regulatory control. On the other hand, success in regulating industrial point sources is not enough. Pollutants coming from diffuse sources, notably domestic wastewater and farm wastes, are also significant (at least as far as conventional pollutants like BOD are concerned). In Bandung District, for example, household BOD load accounts for 70% of the total load in the river. These sources lie outside the reach of traditional regulation. Addressing this problem requires coordinated measures involving district governments, infrastructure agencies (e.g., responsible for sewerage provision), water services providers (e.g. PDAMs), and communities The basin plan should enable coordination and complementary action. 12. Through this plan, the basin could be divided into several water quality management areas depending on the specific nature and cause of water quality management problems. Urban areas, such as Bandung and Bekasi, would be managed as areas with focus on industrial pollution as well as pollution coming from settlements—affecting not only surface waters but also the groundwater. Hotpots with serious pollution problems, e.g., Nanjung, would be targeted. The reservoirs could define management areas for dealing with pollution caused by aquaculture activities (e.g., caused by artificial fish feeding), and in the case of Saguling, because of pollution from upstream textile factories. Areas that are predominantly agricultural, or that lie in degraded watersheds, have their own water quality management concerns (e.g., chemical residues from farms, and sediments from degraded watersheds) and could be managed also as water quality management areas. The control strategies and water quality parameters to be monitored for each area would thus be dictated by the characteristics of the area and the dominant sources of pollution. In these areas, stakeholders can more effectively participate in drawing up and implementing solutions as the problems are much closer to their day-to-day concerns. 13. River monitoring should thus be based on land use and nature of water quality concerns/threats in the area. A plan for water quality monitoring in each water quality management area should be developed as part of the basinwide water quality action plan -- identifying the priority parameters, and with protocols to ensure that monitoring results are used to support regulatory enforcement and community awareness-building programs. Standardized procedures for water and sediment sampling, laboratory analysis, reporting and data banking should be developed. 14. The staff of the district environment protection agencies need to be equipped with basic water sampling, monitoring and testing kits that they can use to conduct rapid water quality analysis of rivers (e.g., in response to community complaint), as well as to do independent verification of water quality reports from pollution discharge sources. They can also assist in gathering data for calibrating water quality models.


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3. Area Pollution Sources Management 15. Particularly for the areas with high density of industries (notably Bandung and Bekasi), an area action plan should be drawn up to more effectively deal with pollution problems at the source. Such plans should be oriented around combination of strategies that involve expansion of cooperation schemes under PROKASIH PROPER, strengthening of regulatory (command-and-control) systems, and use of incentives. The latter would include a phasing in of pollution charge schemes accompanied by measures to provide industries with a wider set of options for managing pollution, for instance, by adopting preventive rather than end-of-pipe measures. Self-regulation schemes using environmental management system (EMS) standards could also be promoted and rewarded. 16. In areas with high industrial density, there is need for more targeted pollution reduction planning. Bandung, for instance, is the most heavily industrialized part of the basin and produces high amounts of pollutants, mostly from the textile industry which make up 85% of industrial establishments in the district. Process wastewater from these factories are typically high in oxygen-depleting substances (BOD and COD), even though this contribution is small in comparison with that coming from household sewage. However, Phenol and Chromium are more toxic pollutants generated almost entirely from the textile industry in Bandung. Managing pollution from these industries needs to address toxic pollutant discharges, not just BOD/COD that are being addressed under the PROKASIH/SUPERKASIH program. 17. Aspects of an action plan to manage pollution from textile factories in Bandung could include: (i) setting up centralized waste treatment facilities for more effective and economical treatment of wastewater from textile factories, (ii) incentives and support to encourage textile firms to adopt waste minimization and pollution prevention methods, and to set up environmental management systems. Pollution prevention in the case of toxic pollutants is more important than end-of-pipe treatment. The lack of adequate industrial sludge disposal facilities means that toxic pollutants removed during wastewater treatment might simply be shifted from water to land due to improper sludge disposal. Pollution prevention techniques in the textile industry are quite well developed. The challenge is to make these attractive and viable for textile factory owners to adopt. 18. The proposal for centralized/common waste treatment facilities is not new in Bandung. There is an existing centralized industrial wastewater treatment plant at Cisirung and feasibility studies are being prepared for other areas with dense industrial activity: South Cimahi, Majalaya, and Rancaekek. Aside, however, from providing the physical infrastructure, incentives need to be put in place to ensure that factories are induced to connect to the system and are willing to pay user fees to maintain the service. Such incentives could include technical and financial assistance. Another form of incentive, perhaps the more important, is stringent regulatory enforcement of effluent standards. 19. A targeted approach to other sources of pollution should be built into the area water quality management plan. This should start with categorization of sources. Water pollution sources are generally classified into point and non-point (diffuse) sources. Much of the effort in controlling water pollution, whether by using traditional regulatory tools or relatively newer economic instruments, has focused on point sources as these are easier to identify and regulate. However, even with effective control of pollution coming from point sources, there is no guarantee that water quality will improve if no interventions are made to also control non-point sources. Within the point source category (mostly industrial and commercial establishments), a further categorization can be done according to type or size of sources and their wastewater characteristics. Such categorization will: (i) provide environmental managers (i.e., BPLHD, DLH) with information on the extent to which diffuse or non-point sources are contributing to pollution; (ii) for diffuse sources, facilitate identification of priorities for which targeted interventions can be developed (e.g., managing waste loads from riverside communities); and (iii) for point sources, classify the


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sources so that appropriate industry-specific controls can be developed (as in the case of Bandung). 20. The industry categorization is important in targeting support or incentives and in prioritizing regulatory enforcement. The current limited capacity of district environmental protection agencies necessitate that pollution sources be prioritized (e.g., for inspections). Assistance should be given to the districts in identifying: (i) establishments required to immediately comply with effluent standards; (ii) those for whom regulatory procedures can be simplified due to small size, non-toxic wastes, or good housekeeping (as evidenced by an EMS); and (iii) those that can be given flexibility to exceed standards temporarily subject to agreements on progressive demonstration of effort to meet standards (e.g., under PROKASIH) either by installing end-of-pipe controls, or by implementing environmental management systems and pollution prevention programs. The prioritization of pollution sources would also help focus the work of multi-sectoral monitoring teams—i.e., set up for each water quality management area—to assist district regulatory agencies in conducting surveillance of water pollution sources. 21. District environmental agencies maintain records on the establishments they regulate; these records are derived from past permit applications and self-monitoring reports. However, existing inventories only cover those establishments that have applied for license/permits. They only make up a portion of the total number that is actually discharging wastewater. District agencies need to expand the inventory of pollution sources, beginning with point sources--e.g., factories, commercial establishments, institutional facilities, sewerage collection and treatment systems. While it is not possible to set up direct inventories of non-point sources, indirect methods are possible. For instance, an examination of land use and settlements could identify zones according to type of domestic sewage management (e.g., absent, by septic tank or sewer), whereas an inventory of agricultural sources could classify these according to crop zones/types, degree of erosion (as sources of sediment) and agro-chemicals used. 22. Enforcement cannot happen in the absence of strong monitoring capability. The monitoring of discharges from pollution sources is the job of the district environment agencies. In pollution hotspots where pollution load quotas/limits should be imposed, compliance monitoring will have to go beyond measuring pollutant concentrations. Monitoring of pollutant loads (e.g., kilograms of BOD) require portable flow metering equipment to measure discharge rates. Yet even with additional equipment and vehicles, it may not be possible to greatly increase the compliance monitoring coverage given the large number of pollution sources. It is important, thus, for district units to come up with a program to prioritize coverage and compliance inspections. Priorities for inspections will be dictated not only by the size of the source’s discharge, but the impact of the discharge on the surrounding water bodies. As such, the monitoring will require a careful balancing of effort between monitoring of ambient water quality and monitoring of source-specific discharges.

4. Control of Pollution from Riverine Communities 23. Poor sanitation is a big contributor to water pollution in the basin. Sewerage service level (coverage) in 2003 was only 7.4% in Kabupaten Bandung, 23.5% in Kabupaten Karawang, 19.5% in Kabupaten Bekasi and 39.5% in Kodya Bekasi. The most common domestic effluent treatment system is the septic tank. Yet septic tank coverage is not as widespread as might be expected. Nor are the existing household septic tanks properly constructed and maintained. In Bandung City, for example, only 20% of about 60,000 septic tanks are thought to be properly constructed. In Bandung District, only 47% of households have septic tanks. The remainder use leaching pits (22%) or use open areas and watercourses (29%). 24. For communities close to the river banks, including those along the West Tarum Canal, traditional disposal of (liquid and solid) wastes directly into waterways is still widely practiced. As these wastes have the shortest path to the rivers, the source communities are a logical focus of


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sanitation improvement initiatives under the program. The preferred approach is provision of communal septic tanks. At Bandung City, there are now 4 pilot communal septic tanks, each serving around one hundred households. More are planned to be built, and one expected benefit—apart from water quality improvement-- is that these communal tanks would also supply treated water into the Citarum, thus augmenting flows in the dry season. 25. Three important lessons in water and sanitation have been learned over the last 30 years by the international community; these are: (i) to put people at the center of water and sanitation development; (ii) to respond to demand, rather than be driven by supply; and (iii) to recognize water as an economic good. These principles will guide sanitation improvements in tandem with water supply provision. Sanitation improvement initiatives under the program, targeted initially at riverine communities, are to be pursued in partnership with NGOs and community organizations. 26. A community-based organization active in the Bandung area, Warga Peduli Lingkungan (WPL), has been facilitating improvements to sanitation (domestic wastewater and solid waste management) by promoting public awareness and developing pilot communal septic tanks and solid waste disposal sites. The organization is active in 16 locations. WPL’s activities—after which the program interventions will be patterned—cover: (i) construction of communal sanitation and clean water systems; (ii) replication, promotion and development of community-based solid waste management; (iii) Re-greening and conservation of old riverbeds left over from previous re-channeling of the Citarum River through construction of cutoffs/by-passes; (iv) eco-education programs for communities; (v) riverbank conservation and refurbishment (waterfront gardens); and (vi) conduct of socialization and public awareness campaigns.

5. Rehabilitation of Degraded Watersheds 27. Watershed management under the program is premised principally on the need to rehabilitate the extensively denuded upper catchments in order to abate adverse effects on basin water supply and water quality. On the other hand, the most effective strategies for rehabilitating degraded watersheds are those that aim to re-establish basic ecosystem processes rather than those that rely too much on engineering measures. For instance, riverbank re-vegetation creates corridors for linking fragmented forest patches that help regenerate biodiversity and at the same time effectively combat (riverbank) erosion, a major cause of water turbidity in rivers. Measures that involve landform modification and engineering (e.g., land terracing, construction of check dams and gully plugs) are best applied as stop-gap solutions alongside longer term strategies for ecosystem restoration. 28. Spatial planning solutions to watershed rehabilitation and ecological protection, making use of landscape ecological planning principles, will be applied. The “re-greening“ areas would be carefully chosen to provide the best long-term possibility to protect water quality and quantity (riparian areas and spring catchment areas) and restore other landscape ecological functions. Degraded lands in riparian zones will be re-vegetated with bamboos and mixed assemblages of fruit trees that provide increased income opportunities for upland communities, as well as reduce erosion and contribute to conserving biodiversity. A landscape ecological assessment will be made to determine the best way to link vegetated areas to maximize watershed ecological functions. 29. The watershed spatial plan for “re-greening” will be compared with the West Java Provincial and District spatial plans (tata ruang) to assess concordance and resolution of any conflicts between the proposed zonations. The plan will then be subjected to multi-stakeholder for to accommodate stakeholder concerns and ensure wide acceptance prior to implementation. The steps are outlined as follows:

• Identify priority areas for rehabilitation (i.e., in terms of importance for sustainability of

water resources);


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• Develop spatial plan to link priority degraded areas to be rehabilitated to forested zones through vegetated riverine corridors;

• Develop a strategic “re-greening’ spatial plan for the targeted areas/corridors; • Establish network of conservation model villages, and conservation groups within these

model villages, in the target areas; • Conduct village preparation education in partnership with NGOs; • Prepare village action plans; • Implement village action plans and conservation activities.

B. Capacity Development for Environmental Management

1. Improved Basin Management Organization 30. The roadmap’s institutional component is designed to address current institutional arrangements that are characterized by highly sectoral divisions of work and lack of coordination, as well as weak enforcement despite the fact that regulatory frameworks and standards are generally in place (e.g. for pollution control). At present, responsibilities of water authorities (e.g., Directorate General of Water Resources, Jasa Tirta Public Corporation II) are limited to in-stream activities related mainly to irrigation, flood and drought management. They have little influence in off-stream management aspects dealing with problems of watershed deterioration, waste disposal and pollution and groundwater exploitation. A lack of coordination exists across sectors in the planning process with each agency developing its own plan in relative isolation of others. Examples include procedures for land use planning, zoning or spatial planning at district or city levels that do not adequately integrate constraints imposed by water availability. 31. Proposed institutional interventions are aligned with the objectives of the 2004 Water Law, centered on the establishment of an apex body to plan and coordinate water resources management in the basin. The apex body, in the form of a multi-sectoral water resources council, will have the task of preparing and formulating water resources policies and strategies. The roadmap institutional development component will enable the council to broadening basin management concerns beyond the current focus on irrigation, flood and drought management to cover watershed management, pollution control, water demand management, reducing over-use of groundwater, and development of sustainable financing mechanisms. Beyond providing a multi-sectoral forum to discuss issues, the council is expected to commission and oversee preparation of policy and strategy papers. As a priority, the council would commission a strategic review of the alternative options for meeting future water demand in the region. 32. The basin council will be supported by a proposed basin technical support organization, or Balai Besar, that will have the task of strategic basin planning based on policy guidance from the basin council. It will also provide regulatory oversight on the operation of water management functions, services and infrastructure works performed by state enterprises, local government units or even private entities under management contracts. Acting as a secretariat for the council, the Balai Besar would ensure broad-based participation by promoting stakeholder awareness. It will also provide guidelines and review spatial development plans prepared by local governments to ensure consistency with basin water and environment policy. Greater integration of land and water issues in spatial plan development, land use planning, land zoning procedures and conjunctive use of groundwater will be promoted through the council and Balai Besar basin organizations.

2. Improvement of Regulatory and Enforcement System 33. The State Ministry for Environment (MOE) established in 1982 essentially plays a policy and coordinating role and is not involved in on-ground regulatory enforcement. BAPEDAL, set up in 1990, was in charge of enforcement. However, its enforcement revolved mainly around the AMDAL process. Enforcement of pollution control laws was mandated to the provincial


40

governments. Measures have been taken to clarify the relationship between MOE and BAPEDAL. The latter is now considered an integral arm of MOE. The regional BAPEDALDAs became BPLHDs (Badan Pengendalian Lingkungan Hidup Daerah) and were placed under the provincial government. 34. Historically, provincial governments exercised substantial powers in implementing environmental laws. With regard to water pollution control, Government Regulation (GR) #20 vested regulatory authority to the provincial governors who were also assigned to carry out water quality monitoring and surveillance of pollution sources. However, although the provincial governors were given regulatory power, so did various sectoral ministries that also have environmental management functions. For example, the Ministries of Industry and Agriculture have water quality-related mandates of their own, including their own penalty or sanction mechanisms. These powers overlapped with the authority of the governor. Throughout most of the 1990s, the enforcement of water pollution control regulations was often a joint task of the provincial government and the sectoral ministries, which was inefficient and not so effective. 35. Faced with a weak and fragmented regulatory enforcement system, BAPEDAL turned to cooperation approaches for dealing with polluters. It launched PROKASIH (clean rivers) program which used voluntary pollution reduction agreements with industrial water polluters. BAPEDAL subsequently turned the program into an environmental rating and public disclosure system called PROPER PROKASIH. These programs have only a limited focus (large polluters). Despite the early success of PROPER PROKASIH, the need for a strong regulatory system remains. 36. The decentralization drive in the late 1990s shifted authority over environmental management to the district level. Districts now assumed the tasks of (i) making inventories of water quality, (ii) establishing water quality standards (if standards need to be more stringent than MOE’s national standards), (iii) classifying water bodies according to beneficial uses and standards, (iv) determining effluent standards based on the water body classification, and (v) issueing permits to discharge wastewater. 37. The current weakness in the water quality regulatory system should thus be seen in light of the effects of the rapid decentralization that has thrust the districts into the frontline of environment regulation. Faced with simultaneous devolution of various public functions, environmental management has had to compete for the district government’s attention and limited resources. In some cases, organizational structures, staffing and capacity of the districts have not fully reflected these changes. Further changes will inevitably be required as a result of implementing the Water Law. Most districts are still in the process of formulating local regulations and system and procedures, or awaiting guidelines for how to streamline and coordinate these functions. 38. Although water quality standards are relatively well developed, enforcement is weak – in large part because district governments have yet to establish effective systems and procedures. It is proposed for the Basin Water Resources Council, through the Balai Besar, to set up a task force to prepare a basin-wide water quality management action plan. The latter would be developed along the following IWRM principles: (i) coordinated but decentralized planning of using a basin approach, (ii) multi-stakeholder participation in setting water quality management objectives, and (iii) capacity-building through awareness-raising combined with information systems for participatory and informed decision making. The aim is to enhance basinwide coordination and provide support to standardize and streamline district-level functions. Awareness raising and incentives to influence current behavior patterns of households, municipal agents and industry would be incorporated into the plan. It is also expected to give importance to managing water quality for the protection of water-based ecosystems, not just for human use. Permitting or licensing activities by the districts will be strengthened. For activities whose impacts cross district boundaries, the Balai Besar would provide a review role by screening licensing or permit applications to ensure compliance with the basin management plan.


41

3. New Management Strategies (e.g., Raw Water and Wastewater Pricing) 39. Revenues from the sale of bulk water and hydro-electricity in the Citarum basin are insufficient to cover the full costs of water system operation and maintenance because: (i) not all water users contribute to financing O&M, (ii) the tariff for bulk water supply is too low, and (iii) the price paid for electricity generated is also low. As a result, inadequate maintenance has led to deterioration of the water infrastructure. A clear policy and legal framework is needed that sets out future principles for pricing, cost recovery, financing of externalities and subsidies. In the medium term, a more independent regulatory arrangement is required for setting of bulk water tariffs and the sale of electricity. 40. The basin water quality management framework proposed to be formulated under the roadmap is expected to introduce combined use of conventional regulatory methods, existing cooperation-based approaches (e.g., PROKASIH PROPER), and phasing in of economic instruments and other forms of incentives/disincentives. Proper pricing, which should cover both raw water and wastewater, are based on mechanisms intended to induce voluntary restraint on water use and wastewater disposal. Here, proper pricing does not mean setting prices exactly "right" (as in determining the scarcity value of raw water or the damage cost of water pollution). For an integrated water quality management framework, the aim is primarily to establish the principle that water resources have competing uses and, if used as waste sinks, entail costs that should be borne by the polluter. The basic principle is that the price charged for water should be set equal to its economic and environmental costs of supply, plus the cost of disposing wastewater. 41. Water supply sources in the basin come from surface water and groundwater. In theory, water use optimization means that the optimal mix of sources should be such that the marginal supply costs are about equal for both groundwater and surface water sources. For groundwater, the situation is that it is already over-exploited (physically in terms of pumping exceeding recharge) as well as economically in the sense that the marginal benefit from additional pumping outweighs the marginal cost, if such cost includes not just pumping cost but also economic externalities (e.g., ground subsidence and effect of worsening flood damage). 42. Raw water pricing means recovering the full supply cost of delivering raw water—the direct cost of the infrastructure, as well as the indirect cost of maintaining the source of water (watershed). Direct supply costs are relatively straightforward to estimate. They include building costs and operation and maintenance cost. The concept of indirect supply cost means actual costs associated with maintaining the raw water supply level or capacity. Indirect supply costs can be derived from cost of maintaining watersheds. In introducing a pricing mechanism to cover indirect supply costs, the assumption is that those costs will be included in the water price and that receipts will in fact be used to protect the watershed, not go to the general treasury. At present, Citarum water agencies engaged in revenue-generating activities (i.e. hydropower and bulk water supply) do not apportion a percentage of those revenues for watershed protection. 43. For industrial wastewater, pricing would be based on actual wastewater volumes and pollutant loads measured at the discharge point. The premise is not revenue generation for its own sake. Rather, because of the great variation in wastewater control costs across firms, there would be substantial savings in using economic instruments (in particular, a pollution charge system) as compared with reliance on uniform regulatory controls. The system forces polluters to choose the most economically efficient abatement method in order to reduce the wastewater charge they have to pay. The effect is to encourage polluters to develop cheaper, more effective means of pollution abatement. 44. However, wastewater pricing based on economic theories alone is quite impractical and difficult to explain in the public and political arena. An alternate approach is to set charges in relation to a target overall reduction in pollution load. This can be done if modeling support, through the Balai Besar, is available. Given data on pollution loads as well as treatment costs of


42

target firms, one could model how individual firms would respond to various levels of the pollution charge. From this, the Balai Besar could derive a relationship between the level of the charge and the overall treatment achieved, which then translates to overall pollution load reduction. Yet a third approach is to simply set the charge to meet a target revenue. Such target revenue might be determined from the cost of administering the system and the budget for a water quality improvement program. This is the most straightforward approach, but also the least ideal in the sense of not being aimed at inducing “behavioral” change among polluters. If the charge is set too low, many firms will simply opt to pay, turning the charge into a “license” to pollute. Nonetheless, most countries with pollution charge systems use these primarily for revenue generation (to support water quality programs). 45. Properly set up, an advantage of a pollution charge system is that, unlike a system that relies exclusively on regulatory sanctions, a charge system creates an incentive to reduce pollution even below levels permitted by effluent standards because charges are applied on all units of the target pollutant (i.e., mass load or pollution load, rather than concentration). In case the discharge concentration violates the effluent standard, regulatory sanctions could still be applied, however. This means that the wastewater charge system is not to be seen as a substitute for regulatory instruments, and regulatory safeguards should still be in place to prevent misuse of the charge system.

4. Water Quality Monitoring 46. Water quality is a key indicator of IWRM effectiveness and sustainability. Although traditional water quality monitoring is usually set up to support regulatory enforcement, within an IWRM framework the objectives of water quality monitoring should be expanded to address policy and planning needs, specifically for area-based water quality management and development of new management strategies. Ambient water quality monitoring will have to be correlated closely with effluent/discharge monitoring, e.g., through modeling, so that pollution carrying capacities (for the intended beneficial use of the water body) are not exceeded. In the same manner that raw water is allocated to different uses, so too should the pollution carrying capacity of the water system be allocated to different sources. And whereas users of raw water are required to pay for its use, so too should polluters pay for using the water system as a sink for wastes. 47. Provincial and district environment agencies are usually focused on monitoring point sources of pollution, notably regulated establishments. However, a monitoring system that supports area-wide water quality management needs to cover not just industry sources, but various diffuse and unregulated (therefore undocumented) sources. In the context of an integrated water quality management framework, the monitoring system should also be supported by scientific tools and data management systems that enable examination of interactive effects of various pollution sources. 48. Under the leadership of the Basin Council and supported by the Balai Besar, the proposed area-based water quality action planning will focus on rationalizing the water quality monitoring system in the basin so that the scope of monitoring gradually expands to cover point and non-point pollution sources correlated with surface water quality (inland and coastal) and groundwater quality. The purpose of monitoring would go beyond regulatory enforcement, and would be designed to support policy and planning needs, scientific analysis (modeling), as well as public information and education needs. The formatting of water quality data would also have to change so that both time series and spatial attributes (locations) of pollution sources are captured in the monitoring system. Finally, the monitoring system should be comprehensively designed around key indicators so that reporting is systematic and comparison of performance across areas can be made easily. 49. There is also a need to establish mechanisms for collaborative monitoring and information management involving various agencies represented in the basin council, public stakeholder


43

groups, and district government units. Public access to consolidated monitoring results using key indicators could be provided through the Internet.

5. Development of Database and Decision Support Tools 50. The database management system should be designed to enable district environment protection agencies to upload data on a regular basis to a central database covering the whole basin. The central database would be maintained by the Balai Besar, which in turn would link its database to the provincial database of BPLHD. Database contents will include water quality (ambient) conditions, and the sources of pollution (and their locations). 51. The database will have two sub-systems. One is for planning and management support that will track data on pollution sources and water quality, and linked to the modeling and mapping systems. The other sub-system supports the regulatory activities of the area, including the discharge licensing system and compliance monitoring system. Ideally, the database would be capable of generating: (i) summary reports; (ii) key indicator reports; (iii) reports in response to specific requests for information, and (iv) reports when a situation is detected by the system as unusual (e.g., water quality exceeding standards or critical thresholds for specific parameters). As such, the database would serve not just as a data processing and storage system, but more importantly as a management and decision-making support. 52. Relational databases alone are not very useful for planning and especially for public information and management support. Much of the information to be contained in the database is location-specific (e.g., point sources of pollution, differences in water quality along the stretch of a long river system). The database should thus be linked to a GIS so that information can be displayed visually, and reports generated in map format. Preferably, the water quality model, database, and GIS should all be linked. 53. The database system should also be designed to facilitate access to socio-economic information via meta-databases, i.e., databases that provide information on where to find the actual data. This enables users to track not just the status of water quality, but also the socio-economic conditions that act as driving forces or sources of pressure on the environment. BAPEDA-held databases could provide information on population and distribution, land uses, industrial development corridors and other economic activities. 54. Especially in the pollution “hot spots”, it will be necessary for district environmental protection agencies to build capability to relate water quality ambient conditions to water pollution loads – or to access a technical support unit that can provide such kind of analysis (e.g., through the Balai Besar). In polluted areas, pollution loads will have to be allocated (e.g., using pollution load quotas for identified sources). These quotas would have to be set so as to meet water quality targets. One way to do this is by trial and error, i.e., adjust pollution loads until the desired water quality targets are met. However, this is inefficient and time consuming. Industries also will have difficulty planning their pollution control activities if discharge quotas change very often. A better approach to correlating water quality with pollution loads is through modeling. 55. The main uses of water quality model (working in tandem with water quantity/balance models) are to guide decisions on allocating limits on pollution load particularly in hotspots, and as a means of educating stakeholders and informing the Basin Council on the impact of various policy options. Figure C-1 illustrates the use of modeling as a decision tool. Using the water quality model for an area, alternatives programs can be evaluated based on the impact on water quality. For example, a management option that does not include interventions in household wastewater management can be compared with one that includes sewage control. Also the effect of different options for allocating pollution loads can be predicted in terms of improvement in water quality in various parts of a river system. A GIS can be linked to the model which makes it easier


44

to communicate results, and also makes it useful as a public information and policy decision-support tool.

Figure C-1. Modeling for Decision Support

Data from ambient water

quality monitoring

Data from monitoring of

pollution sources

Model

Water

Quality Model

Policy/Regulatory Options • Discharge standards • Wastewater charges • Effluent quotas • Technologies

Projected impact on water

quality, other model

parameters

Guidance for

decision-making

Water quality

management plans and scenarios

C. Environmental Impact Mitigation and Monitoring Measures 56. Shown in Table C-1 are safeguard/mitigation measures for the identified projects under the roadmap that may have some adverse environmental impacts, notably the program items under the water utilization key area. An assessment of the significance of these impacts was presented in the preceding chapter. Also shown are key impact monitoring parameters. 57. Only two projects in the ICWRMP roadmap have feasibility studies which were prepared during Phase II of the PPTA: the West Tarum Canal rehabilitation and the Cisangkuy watershed rehabilitation. 58. The other projects identified in the roadmap do not yet have detailed specifications to allow for systematic impact assessment, mitigation planning, impact monitoring and institutional arrangements. The Environmental Assessment and Review Framework (EARP) described in the next chapter will be prescribed for use in these subsequent project planning activities. Note that the monitoring arrangements developed following the EARP focus on the potentially significant adverse environmental impacts. Beneficial environmental impacts associated with many of the roadmap projects – including sustainability indicators -- will be identified and monitored within the project design (logframe) and implementation frameworks developed individually for these projects.

Table C-1. Mitigation Measures and Monitoring Parameters for Roadmap Projects ACTIVITIES SAFEGUARDS AND MITIGATION MEASURES MONITORING PARAMETERS

Upgrading of Water Sources for Irrigation at:

• Upper Cipunegara • Cipancuh

As tunneling debris are expected to be mainly coarse materials, these should be deposited in areas not vulnerable to flooding and washout, and located on stable ground/slopes to prevent slumping. Use of temporary spoil sites should be avoided. At the tunneling areas closest to the river diversion and inter-connection points, silt traps should be used to prevent excessive water turbidity. Around the debris disposal areas, adequate drainage should be provided. Tunneling work should be maximized during the dry season.

Use the spoils as a resource where possible. Depending on their actual grain size composition, these could be used as base material for improving service/inspection roads in the irrigation area proposed

• Clearing of worksite, particularly stripping of vegetation

• Handling and disposal of debris from diversion tunnel construction

• Timing of construction work, particularly tunneling

• Bidding documents, contractor plans and compliance reports for disposal of construction waste

• Communities affected by construction

• Water turbidity caused by construction activities and provision


45

ACTIVITIES SAFEGUARDS AND MITIGATION MEASURES MONITORING PARAMETERS to be expanded.

Bidding documents should include technical specifications for the prevention of adverse effects from construction. Each contractor invited to bid will have to explain the methods of construction to be used and the measures to avoid or reduce negative impacts. The soundness of these measures should be part of the selection criteria for awarding the contract. Affected communities should be informed of the disruptions to be expected and their duration, and contractor should be required to prepare debris disposal and nuisance minimization plans. Contractor should also plan works without need for cutting-off the downstream flow.

of silt traps to minimize dispersal of sediment

Upgrading of the water source for irrigation at Ciherang

Disposal areas for the sediments removed from the irrigation canals should be properly sited so that these areas are not susceptible to washout or slumping, and these areas should be re-vegetated. Before areas are designated as spoil grounds, the contractor should examine the physical suitability of the site and also assess possible beneficial uses of the material, e.g., for canal embankments.

It is preferable that spoil be disposed in areas with similar sediment characteristics as these are likely to be more stable. Also, plant and biological communities are likely to become re-established more rapidly.

• Handling and disposal of sediment removed from the irrigation canals

• Water turbidity caused by canal desilting works

• Bidding documents, contractor plans and compliance reports for disposal of construction waste and sediment spoil


Implementation of bulk water supply alternative for Bandung through:

• Inter-basin water transfer from Cibatarua

• Pumping from the Saguling reservoir

Construction debris from tunneling should be deposited in areas not vulnerable to flooding and washout, and located on stable ground to prevent slumping. Use of temporary spoil sites should be avoided. At the tunneling areas closest to the river inter-connection points, silt traps should be used to prevent excessive water turbidity. Around the debris disposal areas, adequate drainage should be provided.

Adoption of inter-basin water transfer scheme would require parallel improvement in water use efficiency in the Cibatarua irrigation areas to adjust for diminished water supply. Measures to compensate for loss of supplies to the Cibatarua system need to be developed, e.g., parallel development of a water impounding reservoir at Santosa to ensure adequate water supply for Cibatarua, or establishment of scheme for payment of the bulk water transfers. If the transfer scheme is implemented, water treatment plant and downstream distribution works for Bandung will need to be enlarged.

If the Saguling option is selected, the point of abstraction should be located as far as possible from the polluted part of the reservoir inlet (Nanjung). The reservoir’s starfish shape may allow selection of a relatively less polluted “arm” of the reservoir to be used as diversion point—although this could increase the pipeline distance and pumping head. The alignment of the pipeline should minimize dislocation of settlements. Any option selected for increasing the raw water supply of Bandung should incorporate the following safeguards:

• All stakeholders should be actively involved in the planning, design and implementation of program components (stakeholder-driven process).

• Emphasis should also directed at water demand management and conservation, particularly the reduction of urban water system losses as well as irrigation requirements.

• Wastewater and sewerage systems in Bandung should be improved, as increased water supply means more wastewater generation.

For inter-basin transfer option: • Clearing of worksite and removal of

vegetation • Handling and disposal of debris

from tunnel construction and timing of works, including turbidity in affected rivers


• Bidding documents and contractor plans/compliance reports on construction method and debris disposal

• Irrigated area at Cibatarua irrigation system during summer season (to monitor effect of reduced water supply caused by diversion)

For Saguling pumping option:

• Dislocation caused by alignment and construction of pipeline

• Clearing of worksites and removal of vegetation

• Water quality after treatment to ensure removal of any toxic contaminants

• Reduction in power generation capacity at the hydro-electric plant

For any option selected for increasing Bandung’s raw water supply:

• Shifting of industry users to surface water source (by connection to PDAM) and capping of industry wells

• Management of wastewater


46

ACTIVITIES SAFEGUARDS AND MITIGATION MEASURES MONITORING PARAMETERS

• More vigorous law enforcement on industrial pollution, and the application of economic incentives in favor of investments in wastewater treatment plants by industries.

• Demand management, including reduction of losses in the water system

Rehabilitation of the West Tarum Canal for improved water resource utilization

Disposal areas for the sediments removed from the canal should be properly sited so that these are not susceptible to washout or slumping. Possible beneficial uses of the material should be maximized, including use for topping of service road embankments. The proposed spoil grounds at the old riverbeds (for disposal of the fine fraction of dredged materials) should be examined for impacts on local drainage. Dredging spoils must be dewatered before moving so that these are dry enough to be transported without excessive spilling on canal banks and roads. It is preferable that dredging spoil be disposed in areas with similar sediment characteristics as these are likely to be more stable. Also, plant and biological communities are likely to become re-established more rapidly.

As the West Tarum Canal is close to urbanized areas (around Cikarang and Bekasi), the potential contamination status of sites to be dredged should be established prior to dredging. Concentration in the sediment of a range of organic and heavy metal contaminants must be measured before dredging is started. The selection of the sediment contaminants to be checked should be based on an assessment of the surrounding land use and potential sources of contamination.

Implement measures to minimize effect of disruption due to dredging and road construction works and impact on any communities affected by restricting the current open access to the canal.

Require contractor to prepare spoil and other debris disposal plan and to post bond to ensure compliance. Require also to include in plan various measures to minimize nuisance to nearby communities. The contractor should plan works without need for cutting-off the downstream flow.

• Handling and disposal of sediment and vegetation debris removed from the canal, including safeguard provisions in bidding documents, contractor plans and compliance reports

• Presence of toxic contaminants in the dredged sediment

• Provision of adequate silt traps to prevent sediment dispersion downstream

• Water turbidity • Canal discharge to monitor

reduction of water flow caused by rehabilitation works

• Adequacy of drainage for access/service road improvement works

• Communities affected by rehabilitation works, including impact on households affected by limiting the open access to the canal (e.g., provision of alternate water source, toilet facilities)

• Nuisance caused by rehabilitation works including noise, dust, traffic congestion on service roads

Irrigation system modernization and service improvement for areas covered by: • West Tarum Canal • East Tarum Canal • North Tarum Canal

Alternatives to exclusive chemical pest control should be promoted, e.g., integrated pest management (IPM). The latter is essentially a strategy of more than one method of pest control, with chemical control (pesticides) resorted to only as a last resort and based on economic thresholds.

Studies at the International Rice Research Institute show that farmers practicing IPM can significantly reduce insecticide usage with no reduction in crop yield. Yield and profit were found more stable from IPM practices compared to traditional practice of prophylactic (frequent) treatment.

IPM should be combined with System Rice Intensification (SRI). Both are knowledge-based practices. Adoption and success depend on training farmers (including extension workers). An investment in developing an SRI-IPM package using a farming systems approach would be required. Requirements for effective SRI-IPM are probably site-specific. These requirements include carrying out crop loss assessments to pinpoint prime pests and determine economic thresholds; understanding the pest and their natural enemies' ecology; selection of resistant varieties; and coordination of farm activities including the timing of intermittent flooding under SRI. The mode of extending the technology to farmers must be carefully planned.

• Changes in cropping intensity in relation to use of agricultural chemicals (fertilizers and pesticides)

• Concentration of nutrients that cause eutrophication (N and P), and pesticide residues in farm drainage water

• Water use rates (to monitor effectiveness of SRI)


47

ACTIVITIES SAFEGUARDS AND MITIGATION MEASURES MONITORING PARAMETERS

Implementation of flood mitigation measures

Preferred approach is a flood management strategy that focuses on non-structural measures and which enable adjustment of land use and settlement patterns, including adjustment of farming systems to adapt to the perennial flooding. This strategy entails not relying on building large infrastructure for flood protection—except for the urgent/necessary flood defense in areas subject to destructive mudflows that put lives at risk, as in Bandung, and rehabilitation of existing flood protection works to accommodate bigger floods.

The strategy should incorporate a combination of watershed rehabilitation and flood plain management through land use controls that reduce risks to populated areas. Conservation of wetlands should also be emphasized. These help to absorb floods while providing benefit of habitat protection.

Depending on the flood mitigation measure adopted, if structural:

• Long term effect of engineering measures on the river morphology, e.g., riverbed accretion due to effect of embankments

• Inadvertent effect of shifting flooding problem from upstream to downstream, e.g., due to effect of constructing river cutoffs

Community-driven initiatives for improved rural water supply and sanitation, especially for riparian communities

Improvement of individual or communal sanitation facilities (e.g., excavation of septic tanks), as well as construction of community garbage collection facilities, may temporarily cause neighborhood disruption and nuisance. To the extent that these are unavoidable, provide adequate planning for community involvement in planning activities. Septic tanks should not be constructed closer than 15 m from wells and creeks used for water supply.

A stakeholder forum should be established specifically to address the water supply and sanitation issues confronting the Bandung sub-basin. Such a forum could be in the form of a standing committee or working group within the river basin organization.

• Disposal of construction waste • Neighborhood nuisance

minimization • Distance of septic tanks from

creeks and wells used for water supply


48

Annex D. Template Environmental Management and Monitoring Plan (EMMP)

Environmental Impacts

Mitigation Measures

Implementation Arrangements

Monitoring Parameters

Monitoring Frequency

and Locations

Responsibility Resources

and Budget


49

Annex E. Excerpts from Tranche 1 IEE Illustrating EMMP 1. Based on the project selection criteria and as validated by stakeholders, the priority ICWRMP activities selected for inclusion in Tranche 1, over a five-year implementation period, are as follows:

Table E-1. Tranche 1 Project Components

Tranche 1 Project Component Main Activities Institutional Strengthening for IWRM • Capacity Building and Support

• Data and Modeling • "State-of-the-Basin" Reporting • Basin Planning

Water Supply Options and Improved Groundwater Management for Bandung.

• Options for Increase in Surface Water Supplies • Improved implementation of regulations for sustainable groundwater • management in Bandung • Improvements to groundwater monitoring network • Establishment of, and ongoing support for, a stakeholder forum for • Bandung Sub-Basin under Citarum Basin WRC

Rehabilitation of the West Tarum Canal • Detailed Engineering Design • Tendering • Construction of Improvement Works

Roll-Out of System Rice Intensification • Appraisal of Target Areas • Capacity Building • Progressive implementation of SRI

Community-driven Initiatives for Improved Water and Catchment Management

• Capacity Building and Planning • Implementation and Ongoing Support

Basin Water Quality Improvement Strategy and Action Plans

• Policies and Procedures for Water Quality Management • Improvements to Water Quality Monitoring and Data Management • Development of Organizational Capacity • Preparation of Basin-Wide River Quality Improvement Strategy • Preparation and Implementation of Area-Based Pollution Sources • Management Action Plans

Productive Reforestation of Degraded Catchments

• Spatial planning for reforestation • Village action plans for reforestation • Institutional development • Improvement of village land tenure arrangements with Perum

Perhutani • Alternative livelihoods for displaced upland forest villagers

Protected Area Management (Biodiversity) • Data gathering, investigations and action planning • Implementation

2. Summarized in Table E-2 are the environmental impacts expected from the various Tranche 1 components, considering both positive and negative impacts and their significance. Also shown is the environmental impact category, based on the IEE findings.

Table E-2. Impact Assessment Summary for Tranche 1 Component Projects ENVIRONMENTAL IMPACT

COMPONENT Beneficial Adverse NOTES EXPECTED ADB ENVIRONMENT

IMPACT CATEGORY

Institutional Strengthening for IWRM

Indirect, highly significant and long term None

Monitoring and evaluation of beneficial impact will be incorporated in the component’s implementation framework

C

Water Supply Options and

Indirect, highly significant in terms of

None (as far the planning for options

Adverse impacts of implementing the selected C


50

ENVIRONMENTAL IMPACT COMPONENT Beneficial Adverse NOTES

EXPECTED ADB ENVIRONMENT

IMPACT CATEGORY

Improved Groundwater Management for Bandung

groundwater management (to relieve excessive pressure on the resource)

is concerned). option will be addressed during planning itself

Rehabilitation of the West Tarum Canal

Direct, significant in terms of water quality improvement especially for supply to Jakarta

Moderately significant in relation to canal dredging to restore capacity,; adverse impacts can be mitigated

Adverse impacts due mainly to construction works; no new adverse impacts are expected from continued operation of the rehabilitated canal

B

Roll-Out of System Rice Intensification (SRI)

Direct, significant in terms of water conservation and shift to organic fertilizers (required for improving paddy soil structure for SRI effectiveness)

Somewhat uncertain (depending on intensity of future chemical pesticide use); adverse impacts related to pesticide use can be mitigated

The EMP describes measures to combine SRI with integrated pest management in order to reduce reliance on chemical pesticides

C

Community-driven Initiatives for Improved Water and Catchment Management

Direct, highly significant cumulative benefits for improving water supply and water quality in areas occupied by riverine communities (basinwide, including areas along the WTC)

Minimal, localized and can be mitigated

Localized impacts related to construction of communal septic tanks; the provision of community water supply also serves to mitigate community water supply disruption due to WTC rehabilitation, i.e., for residents that draw water from the canal

C

Development and Implementation of Basin River Quality Improvement Strategy and Action Plans

Indirect, highly significant and long-term None

Improvement in capacity for water quality management and monitoring will also apply to the operation of the rehabilitated West Tarum Canal

C

Productive Reforestation and Biodiversity Protection (GEF-funded)

Direct, highly significant cumulative benefits in terms of ameliorating watershed degradation (to sustain water supply and mitigate flooding) and enhancing biodiversity

None

Environmental management objectives go beyond protection of water resources and encompasses the overall basin environment; beneficial effects are synergistic

C

3. The Tranche 1 activity with the most significant potential adverse environmental impact is the dredging works associated with the West Tarum Canal rehabilitation. Summarized in Table E-3 are the potential adverse impacts of this activity.

Table E-3 Potential Adverse Impacts of Dredging as Part of WTC Rehabilitation During Pre-Rehabilitation

Pre-rehabilitation activities involving maintenance dredging is already creating turbidity impacts. However, there are no reports of adverse effects on the operation of the irrigation facilities and PDAM-Bekasi abstraction of water from the canal.

During Rehabilitation

Increased water turbidity downstream of the canal undergoing dredging and rehabilitation; Increased water turbidity downstream of the Bekasi River during construction of Bekasi

siphon; Odor, nuisance and traffic disruption due to sediment piling on canal banks for drying before

hauling to disposal sites; Reduction in area available for rice farming, as well as silt runoff onto the paddy fields due to

sediment disposal on ex-riverbeds; Area disruption and nuisance due to increased traffic, noise and odor from dredging

activities; and Reduced access by residents that draw water from the canal or use it for cleaning/bathing.


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During Operation

Fencing of the populated sections of the canal from (Cikarang to Bekasi) will restrict people’s access to the waterway for drawing water and washing purposes.

4. Table E-4 summarize the safeguard/mitigation measures for specific activities under Tranche 1 that, based on the assessment, have some adverse impacts, i.e., the component on rehabilitation of the West Tarum Canal, particularly due to the required dredging works. Shown in Table E-5 are the important monitoring parameters related to the mitigation measures.

Table E-4. Mitigation Measures Mitigation Measures Implementation

Minimize the need for and volume of dredging by taking into account the reduction in projected water supply requirement for irrigation. Although WTC’s present conveyance capacity is insufficient to cope with future peak water demands, it may not be necessary to restore its dimensions to the original 1960s design, particularly in the lower reaches where the future peak demand from irrigation is projected to decrease to due land conversion from agriculture to urban use. Therefore, the waterway area need not be dredged or excavated to restore the original flow capacity, thus reducing the volume of the dredging works.

During the detailed design of the WTC rehabilitation, PMU shall re-examine the assumptions for the projection of peak water demand to be supplied by the canal. If projected future water demand is lower than the canal’s original design capacity, then the volume of dredging and excavation required can be reduced.

Each section of the canal should be tested for bottom sediment contamination prior to dredging. If contaminants are present, double silt traps should be used to prevent dispersion of sediment.

Until PJT II is able to routinely monitor heavy metals and other toxics, sediment testing and monitoring shall be done by the PMU (through its EMO) and a contracted service laboratory.

Dredging spoils must be dewatered before moving to allow the foul smell to subside and so that these are dry enough to be transported to the spoil banks without excessive spilling on roads.

Use dredging spoils as resource. Coarse sediments could be used as base material for improving inspection roads in the irrigation service areas.

The ex-riverbed dump sites for the soft sediments could be developed as nurseries to supply seedlings for reforestation or urban greening. At the ex-riverbed disposal areas for spoil, adequate drainage should be provided to prevent flooding and washout of deposited sediments. The area allocated for sediment disposal should be surrounded by protective embankment/bunds to prevent silt runoff into the surrounding areas. A security fence should be installed to prevent contact between farmers/residents and fresh sediments.

Contractor shall be required to submit turbidity control and spoil disposal plans and contingency measures, which will be included in the bid proposals and evaluation. Plan for works shall include the development of the ex-riverbed dumpsites for tree nursery (Curug, Cibeet and Cikarang) and park (Bekasi). The cost of these measures will be built into the contractor’s budget. Contractor shall be required to post bond to ensure compliance.

Odor from dredged anaerobic sediment is to be expected. Although the smell subsides within a few days of exposure to air, residents in the immediate vicinity of the dredging should be informed and assured that the foul smell is temporary.

Contractor plan shall include measures to minimize nuisance to nearby communities. Contractor will also be responsible for notifying communities of temporary nuisance to be expected, and for providing adequate signs and detours in the work areas.

Affected communities should be informed of the disruptions to be expected and their duration, and contractor should be required to prepare spoil disposal and nuisance minimization plans. Contractor should also plan the works without need for cutting-off the downstream flow. Alternative source of water supply should be provided to communities along the canal that tap water from the stream or use it for washing/bathing purposes.

The bid documents shall require contractor to plan works without need for cutting-off the downstream flow. The soundness of these measures should be part of the criteria for awarding work contracts.

The PMU, through the community initiatives component of Tranche1 and assisted by a community water supply consultant, shall develop design and construction guidelines—to be used by NGOs assisting the communities in constructing the alternative water supply facilities (groundwater wells). Cost built into the Tranche component on community initiatives for water supply and sanitation improvement.

Alternatives to exclusive chemical pest/weed control should be promoted, e.g., integrated pest management (IPM). The latter is essentially a strategy of more than one method of pest control, with chemical control (pesticides) resorted to only as a last resort and based on economic thresholds.

IPM should be combined with System Rice Intensification (SRI). Both are knowledge-based practices. Requirements for effective SRI-IPM

The Directorate-General for Land and Water under the Ministry of Agriculture (as the envisioned project implementing agency), with support from a project consultant (expert on SRI-IPM), will implement the combined SRI-IPM approach to enhance environmental soundness and sustainability of the project.


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Mitigation Measures Implementation

are site-specific. The mode of extending the technology to farmers must be carefully planned.

Provide adequate measures for community information and involvement in water supply and sanitation planning.

Septic tanks should have sealed bottoms and should not be constructed closer than 15 m from wells and creeks used for water supply.

Stakeholder forums should be established to address community water supply and sanitation issues and options confronting the Bandung sub-basin and communities along the WTC.

The PMU, through the community initiatives component of Tranche 1 and assisted by sanitation consultant, shall develop design and construction guidelines for communal septic tanks—to be used by partner NGOs assisting the communities in properly constructing the facilities.

Budget is built into the Tranche 1 component on community initiatives (for water supply and sanitation improvement)

Table E-5. Monitoring Parameters, Responsibilities and Resources

Monitoring Items/Parameters Location and Frequency Responsibilities Resources and

Budget Construction Method/Activities • Equipment and method used

for dredging • Conformity to safeguards

built into contractor’s contract (see Annex 7)

• Handling of sediment and water hyacinth removed from the canal for drying along canal banks prior to hauling

• Provision of adequate silt traps to prevent sediment dispersion downstream; use of double silt traps for sections where contaminated sediments are found based on results of bottom sediment analysis done prior to dredging each section

Monitor at all sections of the canal that are contracted for construction, dredging or excavation. Monitoring to be done through unannounced visits and inspection of construction or dredging sites at least once every three days.

Contractor(s) will be required to submit detailed construction plan considering the safeguards in Annex 7, including specific plan for handling of construction debris, including dredged sediment and water hyacinths removed. Contractor shall be required to post bond to ensure compliance. Construction supervisor of the PMU will be responsible for ensuring compliance and corrective action by contractor.

Cost of measures will be built into the contractor’s bid/budget for the works. Cost of monitoring activity by construction supervisor shall be incorporated into the budget for the PMU.

Nuisance Impacts • Odor from dredging of

anaerobic sediments, and from dewatering of dredging spoils on canal banks before hauling to disposal sites.

• Other nuisance caused by rehabilitation works including noise, dust, traffic congestion on service roads

Monitor for occurrence and severity of nuisance impacts at the actual construction and dredging sites. Monitor through unannounced visits and inspection of construction or dredging sites at least once every three days.

Contractor plan shall include measures to minimize nuisance to nearby communities. Contractor will also be responsible for notifying communities of temporary nuisance to be expected, and for providing adequate signs and detours in the work areas.

The cost of nuisance control and public information measures will be built into the contractor’s bid/budget. Cost of monitoring activity by construction supervisor shall be incorporated into the budget for the PMU.

Disruption of Water Conveyance • Canal flow/discharge to

monitor any reduction of water flow caused by rehabilitation works, e.g., due to possible flow constriction around the silt curtains in the dredging sites

Same as water flow monitoring schedule used by PJT II, at the existing water flow measurement points along the canal.

Based on the construction schedule, PJT II shall give advance information to irrigation managers and water supply utilities on any expected water flow disruption or reduction.

Cost of WTC flow monitoring/measurement is built into the operating budget of PJT II.


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Budget Water Quality • Conventional parameters

(color, temperature, pH, DO, BOD, total suspended solids, total dissolved solids, surfactants, oil and grease, Nitrogen, Phosphorus, Phenols, total Coliform, fecal Coliform

• Water turbidity at and near construction sites (suspended solids)

• Heavy metals (Arsenic, Cadmium, Chromium, Lead, Mercury, Zinc)

• Other toxic substances (PCB, Phenols, Cyanide)

• Pesticides (based on parameters listed in Governor of West Java Decree No 38/1991 and 39/2000 for Class B, C, D water bodies).

Conventional parameters to be monitored according to PJT II’s ongoing monthly schedule of water sampling and analysis at 14 points along the WTC and two points downstream of the Bekasi River. Water turbidity at three points of 1 km interval downstream of construction and dredging sites to be monitored on a weekly basis for the duration of works. Heavy metals, other toxic substances and pesticide residues shall be monitored at least once every quarter at PJT II’s 14 sampling points along the canal.

Monthly monitoring of conventional water quality parameters shall continue to be done by PJT II using its personnel and laboratory facilities at Curug. PJT II shall provide monthly reports to the PMU who shall alert contractor of water quality degradation and require corrective measures. The PMU shall be responsible for more frequent monitoring of water turbidity affected by construction activities. Until PJT II is able to routinely monitor heavy metals and other toxics, such monitoring shall be done by the PMU (through its EMO) and a contracted service laboratory.

Cost of PJT II monitoring of conventional parameters is incoprated in its operating budget (assistance in training, capacity building and facilities will be provided under a $6.45 M Tranche 1 water quality improvement project, described in Annex 8). Budget for turbidity monitoring is Rp 3M per month over the construction period. Budget for monitoring of heavy metals and toxics is Rp 30M per quarter over the construction period.

Sediment Contamination • Heavy metals (Arsenic,

Cadmium, Chromium, Lead, Mercury, Zinc)

• Other possible contaminants (TPH, PCB, fecal Coliform)

Since there are no Indonesian standards for sediment contamination, it is recommended that USEPA Guide to Part 503 Biosolids Rule be used as basis for determining significant levels of sediment contaminants.

Prior to the works, testing for bottom sediment contaminants shall be done once for each section of canal to be dredged. If for, example, fecal coliform levels exceed 2 million MPN per gram (the limit set for Class B biosolids under the USEPA guideline) then dredged sediments should not be disposed in the Bekasi and Cikarang dumpsites which are close to human settlements and for the dredged sediments to be sprayed with chlorine prior to transport to the Curug or Cibeet dump sites.

The PMU (through its Environment Management Office) shall contract an accredited laboratory to carry out bottom sediment sampling and analysis. Results are to be communicated formally to the dredging contractor so that measures to minimize sediment dispersal (installation of double silt screens in the affected areas if significant levels of contaminants are present) are implemented.

For each of the four sections of the canal to be dredged: Rp 50M (total Rp 200M)

Disposal of Dredged Sediments • Drying and hauling of spoil • Adequacy of drainage for

access/service road improvement works

• Adequacy of measures to control erosion of sediments in ex-riverbed sites.

• Use of dredging spoils, e.g., as base material for improving inspection roads in the irrigation service areas and development of the ex-riverbed spoil dump sites as nurseries to supply seedlings for reforestation or urban greening.

Monitoring shall be done at the roadside embankments and ex-riverbed sites. Monitoring to be done through unannounced visits and inspection of sediment disposal areas.

Based on the bottom sediment testing results for sections of canal to be dredged (i.e., grain size, composition, contaminants), contractor will determine location of sediment disposal and appropriate handling/transport precautions. The PMU through the construction supervisor shall review and approve the contractor’s handling and disposal of sediments for each section of the canal to be dredged.

Cost of disposal of sediments are built into the contractor’s budget for dredging, which will include (as provided in the bid documents) protection/development of ex-riverbed dumpsites for tree nurseries or other beneficial land use.

Disruption of Community Water Supply • Adequate provision of

alternative water supply sources and sanitation facilities for WTC residents

Monitoring of community complaints shall be done at all populated sections of the canal.

Monitoring shall be done by NGOs engaged under the Tranche 1 component on provision of community water supply through community

Both mitigation and monitoring cost are built into the Tranche 1 component on community initiatives (for


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Budget that use the canal mobilization. water supply and

sanitation improvement)

Community Health • Incidence of water-related

illnesses

Monitoring locations and frequency shall follow health survey protocols used by the district health offices.

The PMU shall be responsible for consolidating community health data from the district health offices to detect any deviation/increase in reported incidence of water-related illnesses from the norm (based on past records).

Cost of monitoring shall be incorporated into the budget for the PMU.

Siting and construction of communal septic tanks • Distance of septic tanks from

creeks and wells used for water supply

• Disposal of septic tank construction waste

• Neighborhood nuisance minimization during construction

• Maintenance of communal toilets and septic tanks

Monitoring shall be done at the community sites on a weekly basis over the duration of the activity.

The PMU, through the community initiatives component of Tranche 1 and assisted by sanitation consultant, shall develop design and construction guidelines for communal septic tanks—to be used by NGOs assisting the communities in monitoring construction of facilities.

Both mitigation and monitoring cost are built into the Tranche 1 component on community initiatives (for water supply and sanitation improvement)

System Rice Intensification • Cropping intensity • Change in quantity and

frequency of pesticide use • Water use rates (to monitor

effectiveness of SRI in water conservation)

• Allocation of water saved through SRI

Monitoring to be done at each pilot site for the SRI introduction. Each SRI site to be monitored at least three times during each cropping season.

Directorate-General for Land and Water under the Ministry of Agriculture (as the envisioned project implementing agency), with support from a project consultant (expert on SRI-IPM).

Cost of SRI-IPM integration (or other measures to improve pest management without reliance on chemical pesticides) built into the design of the project

5. The expected AMDAL classification of the Tranche 1 components is shown in Table E-6.

Table E-6. Expected AMDAL Classification of Tranche 1 Projects

Component AMDAL Classification Notes

Institutional Strengthening for IWRM Exempt Mainly centered on basin council

establishment/strengthening

Water Supply Options and Improved Groundwater Management for Bandung

Exempt

Insofar as the project mainly involves planning for options and monitoring of groundwater; during project development for the selected option, EIA-ANDAL may be required

Rehabilitation of West Tarum Canal

EIA-ANDAL Based on the AMDAL criteria of dredging involving removal of more than 500,000 m3 of sediment

Roll-Out of System Rice Intensification (SRI) Exempt May be required to prepare IEE-UKL/UPL focused on

pesticides management Community-driven Initiatives for Improved Water and Catchment Management

IEE-UKL/UPL IEE would assess localized impacts related to construction of communal septic tanks in Bandung and Bekasi

Development and Implementation of Basin River Quality Improvement Strategy and Action Plans Exempt Project is essentially capacity strengthening and

environmental remediation Productive Reforestation and Biodiversity Protection (GEF-funded)

Exempt Project is environmental remediation


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Annex F. AMDAL Guidelines These guidelines give a brief description of the information expected to be covered in the environment management plan and environment monitoring plan under AMDAL. A. TOR of ANDAL 1. Determine Scope of the Study: (i) activity status; (ii) alternatives (location, design, process,

etc); (iii) initial environment description; (iv) proposed scoping, and (v) result of scoping workshop. The procedure for scoping is as follows:

During scoping, project proponent must clearly identify: (i) all activity components, (ii) activity components that may have adverse environmental impact; (iii) nature of potential impacts, (iv) parameter/aspect of the environment expected to be affected, (v) impact source/cause, (vi) sampling location (if any), (vii) data collection and analysis method, and (viii) impact assessment and expertise need (including time durations).

2. Specify Study Method: (i) data collection & analysis method; (ii) impact prediction method (including profession judgment), and (iii) impact evaluation method.

3. Provide Implementation Information on the Study: (i) proponent identity; (ii) identity of the study preparer; (iii) financing for the study, and (iv) time schedule for study.

B. Environment Impact Assessment (ANDAL)

1. Activity Plan: (i) identity of the proponent and preparer of the study; (ii) explanation of the

boundary activity, location, map, activity for each phase (pre-construction, construction and operation); (iii) alternatives plan (e.g., alternative location, design, process, etc.); (iv) relationship with other activities.

2. Baseline environment assessment: describe/explain the current status/state of the environment.

3. Scope of the Study: (i) identify all important impacts, (ii) area of the study and time schedule

4. Impact Assessment: Items required to be analyzed here is the difference of environment condition (with and without the proposed activity) and also various kinds of impacts (direct and indirect). The study preparer must pay attention to the various aspects of the impact analysis (social aspects, physico-chemical aspects, biology, etc).

5. Important Impact Evaluation: from the impact assessment, identify the most significant impacts and mitigation measures and provide recommendations.

Evaluation of Potential Impact

Classification & Priority

Hypothetic Important Impact

Priority o Hypothetic Impact

Activity descrpition

Initial Environment

Potential Impact

Identification of Potential Impact


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C. Environmental Management Plan (UKL)

1. Significant impact and source of impact: (i) Environmental component or parameter affected with significant impact; (ii) Source of impact; types of activity resulting to big and significant impact.

2. Standard units to measure impact: must be based on the standards stipulated by government regulations.

3. Purpose of environmental management plan: the description of the purpose of the environmental management plan should be specific. For example, the strategic impact to manage in a pulp and paper industrial plant is water pollution. The specific purpose of environmental management is to control quality of waste disposed in the environment, particularly BOD, COD, TSS and pH parameters, so as not to exceed the existing quality standards.

4. Environmental management: environmental management can be made through technological, socio-economic and/or institutional approaches.

5. Location of environmental management: the location to be covered by the environmental management plan shall take into account the spread of impact. A map/sketch/drawing with sufficient scale should be prepared in this regard.

6. Environmental management period: when and how long this activity is to be implemented.

7. Environmental management institutions: responsibilities lie on two personalities, namely: the management executive and the management supervisor. Relationships and coordination with relevant institutions are to be included in the plan.

D. Environmental Monitoring Plan (UPL)

1. Big and significant impact monitored: (i) Types of environmental parameters considered

strategic to be monitored; (ii) Indicators of components to be monitored, i.e., the relevant indicators for waste water quality are pH, BOD, temperature, color, smell, oil, and presence of heavy metals.

2. Sources of impact: (i) Direct impact: describe any activity resulting in impact; (ii) Indirect impact: change in other environmental parameters due to the indirect effects of the source of impact.

3. Environmental parameters that are to be monitored: covers biological, chemical, physical as well socio-economic and cultural parameters.

4. Purpose of environmental monitoring plan: the description of the purpose of the environmental monitoring plan should be specific. For example, the strategic impact to monitor in a pulp and paper industrial plant is water pollution. The specific purpose of environmental monitoring is to control quality of waste disposed in the environment, particularly BOD, COD, TSS and pH parameters, so as not to exceed the existing quality standards.

5. The methods of environmental monitoring consist of: (i) Data collection and analysis method: data collection, types of equipment and instruments to be used, level of accuracy of instruments, formulae used in data analysis; (ii) Location of environmental monitoring; a precise location has to be determined to be accompanied by map with appropriate scale; (iii) Duration and frequency of monitoring: duration or period of monitoring (for example one year) with the frequency per time unit (twice a year, each once in the rainy season and dry season).

6. Environmental monitoring institutions: indicate in the plan the relevant institutions dealing with, interested in and relating to environmental monitoring activities, and should consist of:


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(i) Implementor of the environmental monitoring plan: the responsible institution and fund donor in monitoring activity, namely the project initiator; (ii) Environmental monitoring supervisor: Agency or agencies tasked as environmental monitoring supervisors. Environmental monitoring supervision can be implemented by more than one agency; (iii) Reporting of environmental monitoring results: agencies receiving regular reports on monitoring results in accordance with their respective tasks.


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REFERENCES

ADB. Environmental Safeguards: Evaluation Study, Operations Evaluation Department, September 2006. ADB. Environmental Assessment Guidelines, 2003. Badan Pengendalian Lingkungan Hidup Daerah (BPLHD), Western Java Province Environmental Strategy, Western Java Environmental Management Project. Bird, Jeremy. Institutional Assessment and Proposed Arrangements for ICWRMP, Discussion Note, PPTA Phase 3, September 2006. Ministry of Environment Republic of Indonesia, Decree of State Minister for the Environment Number : 17 of 2001 on Types of Business and/or Activity Plans that are Required to be Completed with the Environmental Impact Assessment. Ministry of Environment Republic of Indonesia, Decree of State Minister for the Environment Number : 2 of 2000 on Guidelines for AMDAL Document Evaluation. Ministry of Environment Republic of Indonesia, Decree of State Minister for the Environment Number : 08 of 2000 on Community Involvement Openness in the Process of Environmental Impact Assessment. Ministry of Environment Republic of Indonesia, Decree of State Minister for the Environment Number : 09 of 2000 on Guidelines for Preparation of Environmental Impacts Assessment Study. Ministry of Environment Republic of Indonesia, Decree of State Minister for the Environment Number : 40 of 2000 on Guidelines for Work System of Evaluator Committee for Environmental Impact Assessment. Ministry of Environment Republic of Indonesia, Decree of State Minister for the Environment Number : 41 of 2000 on Guidelines for Establishment of Regencial / Municipal Evaluator Committee for Environmental Impact Assessment. Nippon Koie Co., Ltd. Integrated Citarum Water Resources Management Project, Draft Final Report (including annexes), March 2006. Nippon Koie Co., Ltd. Integrated Citarum Water Resources Management Project—Strategic Environmental Assessment, Consultant’s Report, October 2006. Nippon Koie Co., Ltd. Integrated Citarum Water Resources Management Project—Initial Environmental Impact Assessment of Tranche 1, Consultant’s Report, October 2006.

Supplementary Appendix 3 - ADB’s Anticorruption Policy

ADB’s Anticorruption Policy2 July 1998

24 Anticorruption and Integrity

ABBREVIATIONS

ADB Asian Development Bank

BPMSD Budget, Personnel and Management Systems Department

COSO Central Operations Services Office

DMC developing member country

GDP gross domestic product

IMF International Monetary Fund

MDB multilateral development bank

NGO nongovernment organization

OAS Organization of American States

OECD Organisation for Economic Co-operation and Development

OGA Office of the General Auditor

OGC Office of the General Counsel

SPD Strategy and Policy Department

TA technical assistance

NOTESince the document was prepared, the Offfice of the General Auditor has become the Office of

the Auditor General.

In this report, “$” refers to US dollars.

This document has been edited for publication.

ADB’s Anticorruption Policy (2 July 1998) 25

I. INTRODUCTION

1. The problem of corruption, here defined as the misuse of public or private office for personalgain, has been one of the most enduring dilemmas confronting governments throughout history.Although differences may exist in the nature and scope of corrupt behavior, and the extent to whichanticorruption measures are enforced, the phenomenon can be found at all times and within virtuallyevery political system. It can also be found within the private sector. Indeed, the linkage betweenpublic and private sector corruption is an area of particular concern for both developed and developingcountries in the Asia and Pacific region.

2. Historically, concern about corruption has tended to run in cycles, in which revelations of officialabuses prompted anticorruption campaigns and administrative countermeasures that subsequentlyfaded from view until the next round of scandals provided further impetus for reform. The desire toreduce or eliminate corruption was at the core of many enduring innovations for good governance.The major public administration reforms of the late nineteenth and early twentieth centuries—such as the introduction of a meritocratic civil service system, and professional management ofgovernment ministries and departments, or the creation of more formalized budget, procurement,and audit processes and agencies—had their roots in the desire to avoid earlier abuses of graft andpolitical patronage.

3. Recently, the effort to combat corruption has moved to the center of the debate about goodgovernance and economic growth. The impetus behind this move has come from many sources.On the donor side, the end of the Cold War has reduced the willingness of countries providing aidto overlook financial improprieties in light of broader geopolitical interests. Donor fatigue hasplaced increasing pressure upon foreign assistance agencies to demonstrate that they are deliveringmaximum value for the money. Many multinational corporations have come to believe their interestsare better served by open and transparent competition. At the extremes, the negative example ofa handful of “kleptocratic” regimes has underscored the danger of political and social collapse ifwidespread corruption is allowed to fester unchecked.

4. On the recipient side, in countries throughout the Asia and Pacific region, the citizenry hasserved notice that it is no longer willing to tolerate gross abuses of the public trust for private gain.The liberalization of the press in many parts of the world has enabled journalists to write more freelyabout official indiscretions. Improvements in education and increased information flow betweencountries have made their public more aware of anticorruption efforts in other countries and lesswilling to tolerate systematic abuses at home. The rise of new global nongovernment organizations(NGOs) dedicated to fighting corruption has helped bring and keep the issue in the spotlight in boththe developed and the developing world.

5. Many of these dynamics are likely to exist for at least the next decade or more, resulting in afundamental change in the context within which multilateral development banks (MDBs) operate.Pressure for more active measures against graft and corruption is no longer likely to be isolated andsporadic. Like questions relating to the environment or women in development, influential and well-connected constituencies both within and outside of the MDB community will press hard to ensurethat issues of corruption and good governance remain an important and ongoing element of thedevelopment debate.


6. In response to these pressures, many international organizations are adopting more robustanticorruption measures:

(i) At a Summit of the Americas in May 1994, the Organization of American States (OAS)pledged to outlaw cross-border bribery and the “illicit enrichment” of officials in thehemisphere. In March 1996, 21 member states of OAS signed the Caracas Convention,which calls for energetic collective action in four principal areas: preventative measuresand international cooperation, transnational bribery, illicit enrichment, and extradition.The Caracas Convention is now in force between the countries that have ratified it:Bolivia, Costa Rica, Ecuador, Mexico, Paraguay, Peru, and Venezuela.

(ii) The Organisation for Economic Co-operation and Development (OECD) MinisterialCouncil approved a resolution encouraging its member states to end the tax deductibilityof foreign bribes and commissions for their multinational corporations in May 1996. Ayear later, it approved a full set of recommendations for criminalizing transnationalbribery, enacting stricter accounting requirements and external and internal auditcontrols, tighter public procurement, and enhanced international controls. In December1997, OECD ratified a convention making the bribery of foreign officials a criminaloffense, on a par with the bribery of local government officials in the country where thecorporation is based.

(iii) The International Chamber of Commerce recently approved revised rules of conductthat prohibit bribes and recommended that its member associations around the globe,and their member corporations, adopt and apply these tighter rules.

(iv) In December 1996, the United Nations General Assembly passed the Declaration AgainstCorruption and Bribery in International Commercial Transactions.

7. One of the most forceful proponents of a tough stance on anticorruption issues is the WorldBank’s President, James Wolfensohn. At the annual meetings of the World Bank and the InternationalMonetary Fund (IMF) in October 1996, Wolfensohn characterized corruption as a “cancer” on theglobal economy and emphasized that it was time to “put teeth” into the World Bank’s efforts toaddress it. The Managing Director of IMF, Michel Camdessus, was equally blunt, noting that IMFofficials will henceforth regard it as their duty to press for anticorruption reforms in countries seekingto borrow money. In the wake of the annual meetings, a working group was established under theDevelopment Economics Vice Presidency of the World Bank to develop an integrated anticorruptionstrategy. The final report, along with accompanying staff guidelines, was endorsed by the WorldBank’s Board of Executive Directors on 2 September 1997.

8. The World Bank’s approach envisions a balanced strategy to combat corruption resting uponfour pillars: (i) preventing fraud and corruption in World Bank-financed projects; (ii) helping countriesthat request World Bank support in their efforts to reduce corruption; (iii) taking corruption moreexplicitly into account in country assistance strategies, policy dialogue, analytical work, and thechoice and design of projects; and (iv) adding voice and support to international efforts to reducecorruption.1

1 See World Bank. 1997. Helping Countries Combat Corruption: The Role of the World Bank, Washington DC.


9. In August, IMF took the unprecedented step of suspending the second tranche of an EnhancedStructural Adjustment Facility when one of its member countries failed to demonstrate that it waspursuing adequate measures to reduce the problem of corruption. The World Bank has stronglysupported IMF’s move and warned that its own lending will be “substantially reduced” failing decisiveaction on the part of that government.2 At the annual meetings of the World Bank and IMF in HongKong, China in September 1997, the commitment of both institutions to combat corruption wasstrongly reaffirmed.

10. The 1997 summit of the Group of Seven industrial nations in Denver, United States, placedparticular emphasis upon the role of the MDBs in combating corruption. The communique from thepreliminary meeting of finance ministers and central bankers in April maintained, “in view of thecorrosive effects of bribery and corruption generally on the achievement of sustainable economicdevelopment, growth, and stability, we welcome the increased attention to these problems on behalfof international financial institutions and the OECD.” In June, the final summit statement urged IMFand the MDBs to strengthen their activities to help countries fight corruption, including measuresto ensure the rule of law, improve the efficiency and accountability of the public sector, and increaseinstitutional capacity and efficiency. The international financial institutions were also encouragedto promote good governance in their respective areas of competence and to collaborate fully withthe World Bank’s effort to establish procurement guidelines that meet the highest standards fortransparency and rigor.

11. Many of the developing member countries (DMCs) of the Asian Development Bank (ADB) haveplayed an integral role in the growing anticorruption movement. In East Asia, several countries thathave enjoyed high growth rates in the past have expressed concern that perceptions of corruptioncan hamper their ability to attract future investment. In 1995, the People’s Republic of China passedlegislation requiring leading Communist Party cadre levels above the country level to declare theirincome. Thailand’s Prime Minister pledged in January 1997 to clean up the Customs Department,which was creating numerous “hidden costs” for foreigners seeking to do business in Thailand. Thatsame month, the President of the Philippines characterized “the nightmare of corruption in publicservice” as one of the country’s most persistent afflictions and ordered all government departmentsto submit monthly progress reports on their fight against corruption within their offices.

12. On the South Asian subcontinent, the problem of corruption has become one of the mostpressing issues confronting government leaders today. In Pakistan, the Prime Minister has madethe effort to clean up government one of the key goals of his new administration. India’s Presidentrecently characterized corruption as one of the greatest challenges now confronting his country.3

2 Cited in Oxford Analytica. 1997. Asia Pacific Daily Brief, 14 August. Other problems cited by IMF include the failure toprosecute the perpetrators of a multimillion dollar financial fraud; irregularities surrounding the award of contracts fortwo power projects; and the use of extrabudgetary funds to purchase a presidential jet and build an international airportin the president’s hometown.

3 K.R. Narayanan. 1997. “Next an India for All, Tolerant and Uncorrupt,” editorial, International Herald Tribune, 13 August.


II. ADB’S RESPONSE

13. As a major multilateral development institution and one of the leading sources of developmentfunding in Asia, ADB welcomes this emphasis on combating corruption as part of its broader workon issues of governance and capacity building. ADB’s Board paper, Governance: Sound Development Management, recognizes the importance of accountability for public officials, and transparencyand predictability in government operations–critical principles in the fight against corruption.4 Thepolicy’s emphasis upon strengthening the essential prerequisites for effective public administration isdesigned to ensure that the fundamental building blocks for transparent, predictable, and accountableadministration are in place. These building blocks include an appropriate legal framework andeffective enforcement mechanisms; a professional, competent, motivated, and meritocratic civilservice; transparent procurement practices; effective internal control systems; and a well-functioningindependent audit office. Participation, the fourth major principle in the ADB’s governance policy,is also of relevance. The experience of Hong Kong, China, and Singapore demonstrates that publicsupport is a critical asset in the long-term struggle against official malfeasance.

14. At the broadest level, ADB’s stance on anticorruption issues is intended to reduce the burdenthat widespread, systemic corruption exacts upon the governments and economies of the region.More specifically, ADB’s approach is centered upon three objectives:

(i) supporting competitive markets and efficient, effective, accountable, and transparentpublic administration as part of ADB’s broader work on good governance and capacitybuilding;

(ii) supporting promising anticorruption efforts on a case-by-case basis and improvingthe quality of our dialogue with the DMCs on a range of governance issues, includingcorruption; and

(iii) ensuring that ADB projects and staff adhere to the highest ethical standards.

15. The third and fourth sections will set the stage for the discussion of these objectives byaddressing the definitional questions that have surrounded the topic and the costs that corruptionimposes upon development. The remainder of the paper will consider the nature of ADB’s response.The fifth section outlines ADB’s position on anticorruption issues and describes the current ADBprograms with significant anticorruption components. It also highlights the implications of the ADB’santicorruption policy for current ADB operations. The last section concludes by highlighting specificnext steps for ADB to take in implementing this policy.

4 R151-95: Governance: Sound Development Management, 17 August.


III. DEFINITIONS OF CORRUPTION

16. The term “corruption” is used as a shorthand reference for a large range of illicit or illegalactivities. Although there is no universal or comprehensive definition as to what constitutes corruptbehavior, the most prominent definitions share a common emphasis upon the abuse of public power orposition for personal advantage. The Oxford Unabridged Dictionary defines corruption as “perversionor destruction of integrity in the discharge of public duties by bribery or favor.” The Merriam Webster’s Collegiate Dictionary defines it as “inducement to wrong by improper or unlawful means (as bribery).”The succinct definition utilized by the World Bank is “the abuse of public office for private gain.” Thisdefinition is similar to that employed by Transparency International (TI), the leading NGO in the globalanticorruption effort:

“Corruption involves behavior on the part of officials in the public sector, whetherpoliticians or civil servants, in which they improperly and unlawfully enrich themselves,or those close to them, by the misuse of the public power entrusted to them.”5

17. These definitions are useful but, in the ADB’s judgment, they do not give adequate attentionto the problem of corruption in the private sector or to the role of the private sector in fosteringcorruption in the public sector. As a shorthand definition, ADB defines corruption as “the abuse ofpublic or private office for personal gain.” A more comprehensive definition is as follows:

Corruption involves behavior on the part of officials in the public and privatesectors, in which they improperly and unlawfully enrich themselves and/or thoseclose to them, or induce others to do so, by misusing the position in which they areplaced.

18. A list of illicit behavior typically referred to as “corruption” is presented in Box 1. This catalogueis not exhaustive and is intended to illustrate the areas of greatest interest and concern to ADB.Some types of corruption are internal, in that they interfere with the ability of a government agencyto recruit or manage its staff, make efficient use of its resources, or conduct impartial in-houseinvestigations. Others are external, in that they involve efforts to manipulate or extort money fromclients or suppliers, or to benefit from inside information. Still others involve unwarranted interferencein market operations, such as the use of state power to artificially restrict competition and generatemonopoly rents.

19. More narrow definitions of corruption are often necessary to address particular types of illicitbehavior. In the area of procurement fraud, for example, the World Bank defines corrupt practice as“the offering, giving, receiving, or soliciting of any thing of value to influence the action of a publicofficial in the procurement process or in contract execution.” Fraudulent practice is defined as “amisrepresentation of facts in or to influence a procurement process or the execution of a contractto the detriment of the Borrower, and includes collusive practices among bidders ... designed to

5 See World Bank 1997, p. 8. See also Transparency International. 1996. The TI Sourcebook, edited by Jeremy Pope. Berlin:TI, p.1. The World Bank definition includes the activities of private agents who subvert public policies and processes forcompetitive advantage.


establish bid prices at artificial, noncompetitive levels and to deprive the Borrower of the benefits offree and open competition.”6

20. It is often useful to differentiate between grand corruption, which typically involvessenior officials, major decisions or contracts, and the exchange of large sums of money;and petty corruption, which involves low-level officials, the provision of routine servicesand goods, and small sums of money. It is also useful to differentiate between systemiccorruption, which permeates an entire government or ministry; and individual corrup-tion, which is more isolated and sporadic. Finally, it is useful to distinguish between syndi-cated corruption in which elaborate systems are devised for receiving and disseminatingbribes, and nonsyndicated corruption, in which individual officials may seek or competefor bribes in an ad hoc and uncoordinated fashion.

6 In the movement to harmonize ADB procurement standards with those of the World Bank on the topic of corruption,these definitions may also be adopted by ADB. See the last section of this paper.

Box 1. An illustrative list of corrupt behaviors

The design or selection of uneconomical projects because of opportunities for financial kickbacksand political patronage.

Procurement fraud, including collusion, overcharging, or the selection of contractors, suppliers, andconsultants on criteria other than the lowest evaluated substantially responsive bidder.

Illicit payments of "speed money" to government officials to facilitate the timely delivery of goodsand services to which the public is rightfully entitled, such as permits and licenses.

Illicit payments to government officials to facilitate access to goods, services, and/or informationto which the public is not entitled, or to deny the public access to goods and services to which it islegally entitled.

Illicit payments to prevent the application of rules and regulations in a fair and consistent manner,particularly in areas concerning public safety, law enforcement, or revenue collection.

Payments to government officials to foster or sustain monopolistic or oligopolistic access to marketsin the absence of a compelling economic rationale for such restrictions.

The misappropriation of confidential information for personal gain, such as using knowledge aboutpublic transportation routings to invest in real estate that is likely to appreciate.

The deliberate disclosure of false or misleading information on the financial status of corporationsthat would prevent potential investors from accurately valuing their worth, such as the failure todisclose large contingent liabilities or the undervaluing of assets in enterprises slated for privatiza-tion.

The theft or embezzlement of public property and monies.

The sale of official posts, positions, or promotions; nepotism; or other actions that undermine thecreation of a professional, meritocratic civil service.

Extortion and the abuse of public office, such as using the threat of a tax audit or legal sanctions toextract personal favors.

Obstruction of justice and interference in the duties of agencies tasked with detecting, investigating,and prosecuting illicit behavior.


IV. THE COSTS OF CORRUPTION

21. Corruption has not always been perceived as having a negative impact upon development. Inearlier decades, arguments were advanced that it could have beneficial effects. In countries wherepublic sector wages are often low and in some cases may not even be enough to live on, somemaintained that it was natural for civil servants to augment their salaries by other means. It was allegedthat corruption could advance economic efficiency by helping restore artificial and administrativelydetermined prices to market-clearing levels. Others maintained that corruption played a usefulredistributive role, transferring resources from wealthy individuals and corporations to those of moremodest means, or that it could serve as a tool of national integration by allowing ruling elites toentice or co-opt fractious political, ethnic, or religious groups. Finally, some scholars have arguedthat corruption is a natural stage of development. They note that it was generally widespread inmany advanced countries until recently, when it was reduced (but not eliminated) through the gradualimposition of public sector reforms over the last century.

22. Robert Klitgaard, one of the most astute students of the problem of corruption in development,notes that these arguments have several common features.7 First, they often refer to the benefitsstemming from specific illicit acts and do not consider the systemic impact of corruption. Althougha given incident or transaction may have positive results, it may also generate negative externalitiesthat degrade the performance of the system as a whole and compromise the economy’s long-termdynamic efficiency.

23. Second, many of the alleged benefits from corruption, such as streamlining governmenttransactions or enhancing civil service pay, only appear as such against the background of a publicsector that is failing to perform effectively. The experience of economies such as Singapore indicatesthat patient and persistent efforts toward improved public sector management, by streamliningcustoms procedures or by paying wages that are competitive with the private sector, for example,are likely to result in greater benefits over time than tolerating relatively high levels of corruption tocompensate for these deficiencies.

24. Third, corruption encourages people to avoid both good regulations and bad. There is noguarantee that an importer who bribes a customs official to expedite the clearance of badly neededmedication one week will not bribe the official to expedite the clearance of illegal narcotics thenext.

25. The task of evaluating the practical impact of corruption upon a country’s development is acomplicated one that is now being subject to increasing scholarly attention. Although there areinstances when illicit acts can improve the economic rates of return, the bulk of the evidence indicatesthat corrupt actions typically generate far more costs than benefits. A study of corruption in one Africancountry, for example, concluded that corruption intensified ethnic conflict, ruined the efficiency ofmunicipal government and federal agencies, crippled the merit system of hiring and promotion, andgenerated an “atmosphere of distrust which pervades all levels of administration.” A study of an

7 Robert Klitgaard. 1988. Controlling Corruption. Berkeley and Los Angeles: University of California Press, p. 32.


Asian country found that in none of the cases under consideration was the money raised throughcorruption “directly and productively invested.”8 An extensive study of corruption in another Asiancountry concluded:

Graft and corruption has strongly affected development efforts negatively,belying the so-called “revisionist hypothesis” prevalent in the West which considerscorruption as either a necessary step in the development process or a means ofspeeding it up. Instead [our research] found that corruption leads to the favoringof inefficient producers, the unfair and inequitable distribution of scarce publicresources, and the leakage of revenue from government coffers to private hands.Less directly, but no less perniciously, corruption leads to loss of confidence ingovernment.9

26. Upon closer inspection, many of corruption’s alleged distributive, efficiency, and political benefitsturn out to be illusory. Rather than enhancing a more equitable distribution of income, corruptiondistorts the allocation of social resources away from those who are legally entitled to them and towardthe rich, the powerful, and the politically well connected. Rather than compensating civil servantsfor poor pay, corruption undermines the merit system and compromises service professionalism andesprit de corps. At times, it can even foster additional inefficiencies within the public sector.10 Insteadof cementing political loyalties, corruption more often breeds public cynicism and resentment towardthe political process and those associated with it.

27. Many studies of the cost of corruption in individual cases paint a disturbing picture of resourceslost, squandered, or devoted to suboptimal uses:

(i) Some estimates calculate that as much as $30 billion in aid for Africa has ended up inforeign bank accounts. This amount is twice the annual gross domestic product (GDP)of Ghana, Kenya, and Uganda combined.11

(ii) Over the last 20 years, one East Asian country is estimated to have lost $48 billion dueto corruption, surpassing its entire foreign debt of $40.6 billion.12

(iii) An internal report of another Asian government found that over the past decade, stateassets have fallen by more than $50 billion, primarily because corrupt officials havedeliberately undervalued them in trading off big property stakes to private interests or tointernational investors in return for payoffs.13

8 The African citation is from Herbert Werlin. 1979. “The Consequences of Corruption: The Ghanaian Experience,” inMonday U. Ekpo, ed. Bureaucratic Corruption in Sub-Saharan Africa: Toward a Search for Causes and Consequences.Washington DC: University Press of America, p. 253. The second citation is from Kang Sintaek. 1978. “Conclusions andRecommendations,” in a paper prepared for the Fourth Working Meeting on Bureaucratic Behavior and Development,Hong Kong, China, August, cited in Klitgaard. 1988. p. 37.

9 Ledivina V. Carino and Josie H. de Leon. 1983. Final Report for the Study of Graft and Corruption, Red Tape and Inefficiency in Government, cited in Klitgaard. 1988. p. 38.

10 In one African country, for example, each imported container shipment is inspected three times by custom officersbecause of the opportunity for graft and speed payments, rather than conducting a spot check based upon the previoushistory of the importer, as is the practice in many other countries.

11 Michelle Celarier. 1996. “The Search for the Smoking Gun,” Euromoney (September): 49.12 Philippine Government estimate, cited from Reuter Newswire. 1997. “Philippines Corruption a ‘Nightmare’ -Ramos,” 11

January. See also Philippine Star. 1997. “Commission on Audit: P1.2 B Lost to Graft Each Year,” 12 June.13 Internal report, cited from Business Week. 1993. “The Destructive Costs of Greasing Palms,” 6 December, p.133.


(iv) In one South Asian country, recent government reports indicate that $50 million dailyis misappropriated due to mismanagement and corruption. The Prime Minister statedpublicly recently that the majority of bureaucrats and the administrative machinery fromtop to bottom are corrupt.14

(v) In one North American city, businesses were able to cut $330 million from an annualwaste disposal bill of $1.5 billion by ridding the garbage industry of Mafia domination.A particular problem was the permeation of regulatory bodies by organized crime.15

(vi) Studies of the impact of corruption upon government procurement policies in severalAsian countries reveal that these governments have paid from 20% to 100% more forgoods and services than they would have otherwise.16

(vii) Corruption can cost many governments as much as 50% of their tax revenues. Whencustoms officials in a Latin American country were allowed to receive a percentage ofwhat they collected, there was a 60% increase in customs revenues within 1 year.17

(viii) Some estimates of the role of corruption in a European country concluded that it hasinflated this country’s total outstanding government debt by as much as 15% or $200billion. In one city, anticorruption initiatives have reduced the cost of infrastructureoutlays by 35-40%, allowing the city to significantly increase its outlays for the mainte-nance of schools, roads, street lamps, and social services.18

28. Although almost impossible to value accurately, the indirect costs of corruption can oftendwarf its direct costs. Scarce resources are squandered on uneconomical projects because of theirpotential to generate lucrative payoffs, and priority sectors such as education or health sufferdisproportionately. Legitimate entrepreneurial activity is hindered or suppressed. Public safety isendangered by substandard products and construction. Capital is redirected toward more transparentand predictable investment sites. Individuals who would not otherwise engage in illicit behaviordecide they have no alternative, and intellectual energy is diverted from more productive pursuits tofiguring out ways to “get around the system.” In extreme cases, the legitimacy of the public sector itselfis called into question, and governments may be confronted with political instability or collapse.

29. Although corruption is costly, its impact upon development is not uniform. Some countriescan tolerate relatively high levels of bribery and graft and continue to maintain respectable rates ofeconomic growth, whereas others cannot. Several factors influence the extent to which corruptionserves as a brake upon the process of development. At the most basic level, a state’s naturalresource base and the sources of its comparative advantage play a critical role in its ability toattract investment.19 A second factor is the form in which corruption is practiced. In some countries,corruption is highly routinized. Payoffs are generally known in advance and concentrated at the top

14 The News. 1997. 28 March.15 The Financial Times. 1997. 6 June.16 Thinapan Nakata. 1978. “Corruption in the Thai Bureaucracy. Who Gets What, How and Why in Its Public Expenditures.”

Thai Journal of Public Administration 18 (January): 120–128; Clive Gray. 1979. “Civil Service Compensation in Indonesia.Bulletin of Indonesian Economic Studies 15 (March): 85–113; and Robert Wade. 1982. “The System of Administrative andPolitical Corruption: Canal Irrigation in India.” Journal of Development Studies 18 (April): 287–328. Cited in Klitgaard.1988. pp. 39–40.

17 Business Week. 1993. “The Destructive Costs of Greasing Palms.” 6 December, pp. 134–135.18 Business Week. 1993. “The Destructive Costs of Greasing Palms.” 6 December, p. 135.19 States with rare or valuable natural resources can generally attract more investment than those seeking to compete as

a source of low wage, labor-intensive manufacturing. Ironically, such resource-rich countries also often enjoy lowergrowth rates than their poorer counterparts. See Philip R. Lane and Aaron Tornell. 1996. “Power, Growth and the VoracityEffect.” Journal of Economic Growth, 1 (June): 213–241.


in a “one-stop” fashion. Such an approach may reduce transaction costs and add a measure ofpredictability to investment decisions, making the country inherently more attractive than otherswhere many different officials can demand unspecified and unanticipated payments. Finally, theextent to which money remains in the country and is invested in productive economic activity, orflows abroad into foreign bank accounts, will also have an impact upon a nation’s ability to toleraterelatively high levels of corruption and still enjoy decent rates of economic growth.

30. In spite of these caveats, the most recent and innovative empirical research demonstrates that--even correcting for variables such as bureaucratic efficiency—countries that tolerate relatively highlevels of corruption are unlikely to perform as well economically as they would have otherwise. In astudy of over 70 countries during the late 1970s and early 1980s, IMF economist Paolo Mauro foundthat corruption “is strongly negatively associated with the investment rate, regardless of the amountof red tape.” Mauro’s model indicates that a one standard deviation improvement in the “corruptionindex” will translate into an increase of 2.9% of GDP in the investment rate and a 1.3% increase in theannual per capita rate of GDP growth.20

31. This analysis is supported by other recent studies. Using data from 39 industrial and developingcountries that controlled for income, education, and policy distortion, two World Bank researchersfound that countries that were perceived to have relatively low levels of corruption were always able toattract significantly more investment than those perceived to be more prone to corrupt or illicit activity.This result held true for both countries where corruption was highly syndicated and predictable, andcountries where it was not.21 Another recent study, which utilized econometric analysis to examinethe impact of corruption upon foreign direct investment in East Asia, found that perceptions ofcorruption had a strong and negative impact upon the flow of foreign investment. According to thestudy’s findings, East Asia is no different from any other region in this regard.22

20 Paolo Mauro. 1995. “Corruption and Growth.” Quarterly Journal of Economics. (August): 681–711. The citations are frompages 695 and 683, respectively. It should be noted that many of these cross-country econometric studies are based onlevels of perceived (versus actual) corruption, and that such studies can have problems in desegregating corruption’seffects from those of other variables related to the quality of governance.

21 The analysis was conducted by Jose Eduardo Campos and Sanjay Pradhan in conjunction with the 1997 World DevelopmentReport. Washington DC: World Bank, pp. 102–109.

22 Shang-Jin Wei. 1997. “How Taxing is Corruption on International Investors.” Working Paper 6030, National Bureau ofEconomic Research, Cambridge, MA.


V. ADB’S POSITION ON ANTICORRUPTION ISSUES

32. In light of the discussion above, ADB affirms that corrupt and illicit behavior is a serious brakeupon the development process. ADB rejects the argument that corruption’s beneficial effects outweighits negative consequences, or that it is inappropriate for international financial institutions to addresssuch issues. ADB notes that experience drawn from the Asia and Pacific region and elsewheredemonstrates that significant progress can be made in the struggle against corruption if the properlegal, institutional, and policy reforms are in place. ADB welcomes the growing focus upon anticor-ruption issues as part of its broader effort to advance the principles of transparency, predictability,accountability, and participation under its governance policy.

33. At the broadest level, ADB’s stance on anticorruption issues is intended to reduce the burden thatwidespread, systemic corruption exacts upon the economies of the region and the development ofADB’s DMCs. In keeping with Article 36(2) of the Charter, ADB initiatives regarding corruption will begrounded solely upon economic considerations and concerns of sound development management.They will not involve interference in the political affairs of a DMC or be influenced by its politicalcharacter.

34. More specifically, ADB’s approach is centered upon three basic objectives:

(i) supporting competitive markets and efficient, effective, accountable, and transparentpublic administration as part of ADB’s broader work on good governance and capacitybuilding;

(ii) supporting promising anticorruption efforts on a case-by-case basis and improvingthe quality of our dialogue with the DMCs on a range of governance issues, includingcorruption; and

(iii) ensuring that ADB projects and staff adhere to the highest financial and ethicalstandards.

Objective no. 1: Supporting competitive markets and efficient, effective, accountable, and transparent public administration

35. As a matter of policy, the major thrust of the Bank’s anticorruption effort will address thisproblem as a part of its broader work on governance and capacity building. ADB’s approach seeksto be proactive and to place a premium upon continuous efforts to upgrade the efficiency of marketsand the quality of the public sector as a whole. This focus upon prevention over prosecution reflectsthe belief that most priority governance initiatives have significant positive externalities in thestruggle against corruption. Long-term success is more likely to come through patient and persistenteconomic, legal, and institutional reforms rather than short-term and largely reactive efforts topunish wrongdoers.23

23 The detection and prosecution of illicit activities has been an important part of successful anticorruption efforts.However, the most effective approaches have combined efforts toward prosecution with an even stronger emphasis uponprevention. ADB’s own experience and comparative advantage fall strongly on the side of prevention.


36. There are two priority areas where ADB will concentrate its broader governance effort: policydialogue directed toward economic liberalization and public administration reform. Regardingthe former, ADB can use its dialogue with the DMCs to advance policy recommendations that willhelp eliminate market distortions and reduce opportunities for rent seeking on the part of firmsor officials. The liberalization of licensing regimes, the opening up of access to foreign exchangemarkets, the reduction of administered prices, the expansion of credit opportunities for smallfarmers and businesspeople, the removal of subsidies and soft loans to favored companies, and theintroduction of a clear distinction between production and regulatory functions are all ways in whichpolicy changes can level the playing field and reduce opportunities for corrupt or illicit behavior. ADBis already pursuing many of these initiatives in its dialogue with the DMCs (Box 2).

Box 2. Examples of ADB loans and grants supporting market liberalization and policy reforms

Loan 1444 and TA 2587: Kyrgyz Road Rehabilitation Project and Institutional Strengthening of the Road Sector: In June 1996, the Board approved a loan for $50 million to the Kyrgyz Republic for road rehabilita-tion. A component of this project and its associated technical assistance (TA) were designed to open thetransport sector to competition, so that customers are free to choose between competing alternatives onthe basis of price and quality of service, and there is no government discrimination (through regulations,price controls, discriminatory licensing practices, or other interventions) between government-ownedand private operators of transport services.

Loan 1506: Gujarat Public Sector Resource Management Program: In December 1996, the Board approveda loan of $250 million and an additional TA grant to the Indian state of Gujarat to improve the quality of itspublic sector management, to support the disinvestment of selected state enterprises, and to improve itsinfrastructure. A critical objective of the Bank’s policy dialogue was to reverse the impact of past policiesand regulations that discriminated against private sector participation in infrastructure, including a lackof transparency of the decision-making system; the absence of regulations governing entry, evaluation ofbids, and tenders; problems related to pricing and regulatory issues in monopolistic conditions; and weak-ness of the legal system, dispute resolution, and arbitration. The goal was to reduce the involvement of thepublic sector in the direct provision of certain goods and services, while reorienting and strengthening itsregulatory role in ensuring a level playing field for public-private sector operations.

37. There are several ways in which the ADB’s work in enterprise reform and financial marketsdevelopment, along with its private sector operations, is contributing to increased competitiveness,transparency, and accountability. ADB is supporting a range of policy-based reforms in many countriesthat are intended to amend banking regulations to allow greater competition and to reduce directedlending while strengthening the capacity of regulatory agencies. This is also true in the area of capitalmarkets, where ADB is seeking to enhance disclosure practices and improve market surveillance.Through its private sector operations, ADB invests in catalytic projects such as ratings agencies, whichprovide transparency in the capital market by publishing independent judgments on the investmentquality of debt instruments, thus helping investors make informed investment decisions. ADB is alsobecoming increasingly involved in strengthening corporate governance in the private companies andinvestment funds where it has an equity interest. In the wake of the financial crisis that has affectedmany countries in the Asian and Pacific region, these efforts are being rapidly expanded. ADB is alsoconsidering providing support for new initiatives in areas such as money laundering.


24 Daniel Kaufmann and Paul Siegelbaum. 1996. “Privatization and Corruption in Transition Economies.” Journal of Interna-tional Affairs 50 (2): 419–458.

38. Particular care must be taken in dealing with issues of privatization. There are often powerfulfinancial and economic rationales for the state divesting from activities where it has little comparativeadvantage. Preliminary research also indicates that, when done properly, privatization can also helplower the level of corruption.24 However, in many countries the privatization process has often beenfraught with allegations of bribery, theft, and embezzlement. To avoid this problem, it is criticalthat transparent, unbiased, and fully contestable procedures be utilized in the sale of state assets.When the sale involves a natural monopoly, it is also important that capable, independent regulatoryagencies be established to provide adequate oversight prior to privatization. Issues of best practiceinvolving corporate governance will also be an important component of ADB loans and TA grantsaddressing issues of privatization, corporatization, and public enterprise management.

39. Many basic public administration reforms during the late nineteenth and early twentiethcenturies came about in response to official malfeasance. By focusing as a first priority uponcomprehensive public sector reform, ADB can help its DMCs effect changes that will make corruptbehavior more difficult to engage in and more readily detected once it occurs. A breakdown ofbroader reform initiatives with significant anticorruption components is presented in Appendix 1.

40. Turning first to the executive branch, there are several priority areas where efforts to upgradethe quality of a country’s public administration will pay significant dividends in the struggle againstcorruption. Efforts to strengthen information systems, particularly those relating to financialmanagement, should enhance transparency and accountability, and strengthen the capacity ofgovernments to monitor their expenditures. Measures to strengthen internal audit functions and toensure adequate control over disbursements can play the dual role of helping monitor and improveperformance while making theft and embezzlement more easily detected. Procurement reform, whichADB is already pursuing in a number of DMCs, can reduce costs while simultaneously making it moredifficult to perpetrate fraud and abuse.

41. Another area where significant progress can be made is civil service reform. As ADB’s Boardpaper, Governance: Sound Development Management notes, the cumulative effect of poor salaries,low morale and productivity, uncertain prospects for career development, and insufficient linkage ofmerit to promotion can foster pervasive corruption among public officials.

42. ADB can support a number of initiatives to redress these problems. Measures to strengthenestablishment management and control for civil service positions will help ensure that there are no“ghost employees” on the payroll. Efforts to decompress pay scales and improve employment condi-tions throughout the civil service will lower the incentive for illicit behavior. Initiatives to reduce thenumber of exemptions and special allowances will make remuneration more transparent. Measuresto improve procedures for recruitment and promotion should help avoid abuses of patronage, nepo-tism, and favoritism, and help to foster the creation of an independent, meritocratic civil service.Efforts to draft and enforce a code of ethics will clarify what is expected of civil servants and ensureadherence to appropriate norms of behavior.


43. Finally, one can improve the efficiency and effectiveness of the public sector while simultaneouslyreducing opportunities for corruption by narrowing its scope for intervention. Within ministries,agencies, and departments, one of the best approaches is the re-engineering of business processes.As procedures are simplified and streamlined, the need for “speed money” payments to expediteservices disappears. At a broader level, deregulation, commercialization, and privatization can, underappropriate circumstances, achieve similar objectives. As the sphere of state activity decreases, thenas a general rule the opportunity for soliciting bribes will also go down.

44. Several “good governance” initiatives relating to the legislative and judicial branches can alsohelp in the fight against corruption. One important means to enhance accountability is to strengthenthe parliament’s oversight function and improve the capacity of parliamentary institutions, such assupreme audit agencies, to function effectively. Measures for legal and judicial reform, such as effortsto reduce judicial backlogs through alternate dispute resolution techniques, or to improve courtroommanagement to ensure cases can be tried in a timely fashion, or to enhance the independence andprofessionalism of the judiciary, will all have positive externalities in the struggle against corruption. Thesame is true for efforts to reduce critical skill gaps in areas such as accounting and audit.

45. These initiatives are noncontroversial and widely recognized to be the building blocks of solidpublic sector management. ADB is already pursuing a number of such initiatives within its existingportfolio of loans and TA grants (Box 3). They will serve as the core of the ADB’s anticorruption effortas part of its broader program for strengthening governance and capacity building.

Box 3. Examples of ADB loans and grants for good governance with anticorruption components

RETA 5688: Regional Long-Term Audit Training Program for Members of the Asian Organization of Supreme Audit Institutions: This initiative for $1.0 million was approved by the Board in June 1996. Itenvisions a 5-year program to strengthen regional training programs for supreme audit institutions andto upgrade the training and technical audit skills of individual audit institutions.

TA 2186: Strengthening the Legal Framework for Customs Administration in the People’s Republic of China: This TA program for $646,000 was approved by the Board in October 1994. Its objectiveswere to assist the Customs General Administration (CGA) in (i) proposing new effective legislation andregulations relating to border control of international property rights, antidumping countervailing duties,anticommercial fraud measures, and external auditing; (ii) establishing a legal information system forcustoms legislation and regulations; and (iii) training for CGA staff in implementing these measures.

TA 2616: Public Administration Reform in Sri Lanka: In July 1996, the President approved a grant of$275,000 to the Government of Sri Lanka to help reverse a lengthy decline in the quality and capabilityof the public sector. Two of the goals of this initiative were to rationalize public sector cadres andto enhance the accountability of government employees by introducing results-based managementsystems and procedures.

Loan 1513: Support for the Public Sector Reform Program in the Republic of the Marshall Islands: InJanuary 1997, the Board approved a loan of $12 million to support the implementation of a public sectorreform program intended to stabilize the Government’s financial situation, improve the efficiency ofits public sector, and enhance its ability to provide an enabling environment for private sector growth.Third tranche conditions in the loan place a premium upon making procedures for issuing business andforeign investment licenses more transparent and predictable. They also provide for the establishmentof the Office of the Ombudsman to ensure the fair and independent arbitration of disputes between theGovernment and public at large.


Objective no. 2: Supporting promising anticorruption efforts on a case-by-case basis and improving the quality of dialogue on governance issues

46. ADB may also be called upon to assist its DMCs in pursuing explicit anticorruption programs.Such assistance could include efforts to develop a national anticorruption strategy; improve the abilityof the courts to try corruption cases; respond to requests from legislators and government officialsfor legal or TA in drafting anticorruption statutes or professional codes of conduct; strengthen thelegal mechanisms for review of administrative action, e.g., the creation of an ombudsman or provisionfor judicial review; or improve the capacity of anticorruption agencies to detect or prosecute illicitbehavior.

47. ADB will give careful consideration to any request from a DMC for assistance in developing ananticorruption effort. Since these activities are likely to be politically delicate and require detailedknowledge of the particular circumstances surrounding each case, ADB will provide staff with flexibilityand discretion in pursuing such initiatives on a case-by-case basis. ADB assistance should be guidedby three principles: ( i ) the assistance must be requested by the DMC government; (ii) the requestmust be consistent with ADB’s broader country operational strategy and ongoing efforts in the fieldof governance and capacity building; and (iii) the request should fall in an area where ADB has or canprovide relevant expertise.

48. In a similar fashion, ADB will consider supporting regional anticorruption efforts; workshops,seminars, conferences, and training activities; research and publications dealing with anticorruptionissues; and possible collaboration with local and international NGOs whose mission or work programadvances such initiatives.

49. Staff should exercise caution in addressing several sets of initiatives that will typically remainbeyond ADB’s scope of involvement. They include efforts to influence the domestic debate within itsDMCs regarding a particular anticorruption strategy or set of anticorruption initiatives; anticorruptionprograms that are highly politicized and targeted at a particular individual or political party; andinitiatives that are largely cosmetic in nature and designed to foster the illusion of progress withoutthe substance. ADB should not provide assistance to any anticorruption measure unless there is anunderstanding with its DMC over the nature and scope of these initiatives and their importance withinthat country’s overall development strategy.

50. ADB has several mechanisms for engaging in dialogue with its DMCs on issues of governance(including corruption), ranging from the country operational strategy and the country assistanceprogram discussions, to country portfolio review missions, to project appraisal, implementation, andreview missions. ADB staff charged with country strategy and program formulation, including thedrafting of the country strategy and program documents, as well as staff responsible for loan orTA projects, should address corruption in the context of broader governance and capacity-buildingissues. They should be knowledgeable about issues of corruption and its impact within their particulargeographic and/or sectoral sphere of operations. They will use these mechanisms to discuss andrecommend ways in which ADB can help advance the principles of sound development management,including measures that would help combat corruption, in any country where corruption affects ADBprojects and the country’s general prospects for economic growth.


51. The country portfolio review missions and project review missions provide a useful venue fordiscussing the policies and practices that impede the efficient implementation of ADB projects. Undermost circumstances, staff who suspect that corruption may have occurred or be occurring withina given ADB project should follow the procedures outlined in paragraph 64 and report the matterto the Office of the General Auditor (OGA), who will determine the optimal course of action. In rarecases where rapid follow-up actions may be needed, staff can address such issues explicitly with therelevant company, executing agency, or appropriate investigative agencies after clearance from theirdirector and the Office of the General Counsel (OGC). Any discussion with a given firm or governmentagency should, however, be limited to a specific ADB operation or set of operations.

52. Consistent with the ADB’s Media Guidelines, the President, vice-presidents, and heads of officesor departments can speak to the press about issues of corruption as they deem necessary in theconduct of ADB operations. Other ADB staff are free to discuss issues of corruption in general terms,provided they follow the procedures prescribed in the Media Guidelines. However, they should notspeak to the press about either specific examples of corruption among ADB suppliers or in DMCs, orthe general level of corruption within a company or nation without previously receiving clearancefrom the vice-president concerned or, in his or her absence, ADB’s chief information officer.

Objective no. 3: Ensuring ADB projects and staff adhere to the highest ethical standards

53. If ADB efforts to reduce illicit behavior between its DMCs and suppliers and contractors are tobe credible, it is essential that ADB staff be beyond reproach, and the ADB’s internal regulations andprocedures support the highest ethical standards. Toward this end, the third pillar of the ADB’s anti-corruption policy calls for more robust internal measures to enhance the integrity of ADB operations.These measures will take place along five dimensions: ( i ) maintaining the integrity of ADB lendingand TA operations; (ii) strengthening the ADB’s procurement policy; (iii) updating the ADB’s Code ofConduct and creating independent internal reporting mechanisms to address allegations of corruptionamong ADB staff or within ADB operations; (iv) improving the quality of oversight and managementof ADB loans and TA grants; and (v) ensuring that all ADB staff are familiar with the anticorruptionpolicy and act in a manner consistent with both the letter and the spirit of this policy.

1. Maintaining the integrity of ADB lending and TA operations

54. If there is credible evidence of corruption in an ADB-financed loan or TA grant, ADB will addressthe issue in consultation with the relevant country during project review or country portfolio reviewmissions. Breaches of specific loan regulations or covenants could result in a decision by Managementto blacklist the firm involved, suspend disbursements, or cancel the loan.

55. In keeping with the evolving practice of IMF and the World Bank, Management and staff willconsider issues of corruption more explicitly in the formulation of the country strategy and program.Cases may occur in which corruption has reached such proportions that it poses a significant impedi-ment to the probity of ADB operations or the attainment of a country’s fundamental developmentobjectives. Under such circumstances, Management could elect to lower or suspend ADB lending andTA operations to that country after consultation with the country and the Board.


56. Conversely, situations may also exist where a given country has made significant progress inimproving the efficiency, effectiveness, and integrity of its public and private sectors. Under suchcircumstances, Management may elect to accelerate the lending program or provide additional TAresources to ensure sustainability of the reforms.

57. In light of the complex and highly differentiated nature of corruption, it is important that ADBManagement and staff be granted some degree of flexibility in dealing with individual cases withinthe parameters laid out in this policy. While acknowledging the need for fairness and consistencyin its operations, and strongly affirming the importance of a “zero tolerance” policy when credibleevidence of corruption exists among ADB staff or projects, ADB notes that different types of corruptionwill require different responses. There is a need for careful judgment based on accurate informationand the specifics of the situation. ADB’s anticorruption effort will place particular emphasis upon theimplementation of practical and cost-effective prevention control measures, in a fashion consistentwith the Charter principle of “economy and efficiency.”

2. Procurement reform

58. An Anticorruption Task Force chaired by the Central Operations Services Office (COSO)was recently convened to examine ADB procurement policy. The Task Force considered variousanticorruption measures adopted by the World Bank in July 1996, in which it is required thatborrowers, bidders, suppliers, and contractors “observe the highest standard of ethics” duringthe procurement and execution of contracts.25 In implementing this approach, the World Bankwill

(i) reject a proposal for an award if it determines that the bidder recommended for theaward has engaged in corrupt or fraudulent practices in competing for the contract inquestion;

(ii) cancel the portion of the loan allocated to a contract for goods or works if it at any timedetermines that corrupt or fraudulent practices were engaged in by representatives of theborrower or a beneficiary of the loan during the procurement or the execution of thatcontract, without the borrower having taken timely and appropriate action satisfactoryto the World Bank to remedy the situation;

(iii) declare a firm ineligible, either indefinitely or for a stated period, to be awarded a WorldBank-financed contract if it at any time determines that the firm has engaged in corruptor fraudulent practices in competing for, or in executing, a World Bank-financed contract;and

(iv) have the right to require that in contracts financed by a World Bank loan a provision beincluded requiring suppliers and contractors to permit the World Bank to inspect theiraccounts and records relating to the performance of the contract and to have themaudited by auditors appointed by the World Bank.

25 R96-112/1 Proposed Amendments in the Bank’s Loan Documents for the Purpose of Making Them More Effective in the Fight Against Fraud and Corruption, International Bank for Reconstruction and Development, 23 July 1996.


59. Similar provisions were introduced in the World Bank’s Guidelines for Selection and Employment of Consultants. On 2 September 1997, the World Bank’s Board agreed to an amendment to procurementguidelines to accommodate a “no bribery pledge” in the bid form, which can be inserted into WorldBank-financed projects at the request of the borrower and will obligate firms to observe local lawswith respect to the bribing of government officials.

60. The Task Force considered these and other measures, which were discussed with Management.In line with the recommendation of the Group of Seven industrial nations, and having taken intoaccount the advantages of harmonizing practice among the MDBs with regard to procurement andthe engagement of consultants, ADB will introduce anticorruption provisions effectively identicalto those adopted by the World Bank for the rejection of proposals, loan cancellation, declarationof ineligibility, and inspection rights, as set forth in the previous page. ADB will also introduce anoptional “no bribery pledge” in the bid form that will be similar to that of the World Bank. Following theadoption of the anticorruption policy paper by the Board, changes to this effect will be incorporatedin the ADB’s Guidelines for Procurement and the Guidelines on the Use of Consultants by the Asian Development Bank and its Borrowers and submitted to the Board for approval. The text for thesechanges is provided in Appendix 2. The guidelines will further be supplemented by provisions inthe ADB’s Loan Regulations allowing ADB to cancel loans where there is evidence of corruption orfraud in connection with the award of a contract being financed by ADB.26 The text of these changesis provided in Appendix 3.

61. In addition to introducing these new measures, existing ADB guidelines will be applied morerigorously and systematically to ensure greater fairness and transparency in the procurementprocess. Particular attention will be devoted to eliminating delays and requests for extensions in theprequalification, bid evaluation, contract award, advance payment, project start-up, and progresspayment phases. Greater effort will also be devoted to scrutinizing the number and scope of changeorders, including the introduction of random audits, with the aim of ensuring the appropriateness ofsuch requests. When the contract is to be financed wholly or partly by ADB, the contract documentsshall include an undertaking by the contractor that no fees, gratuities, rebates, gifts, commissions orother payments, other than those shown in the bid, will be given or received in connection with theprocurement process or in the contract execution.

62. With regard to the ADB’s private sector operations, procurement issues are most relevant in thefinancing of infrastructure projects. In a fashion consistent with the Working Paper, Review of Private Sector Operations, sponsors for infrastructure projects must have been selected by the host govern-ment in a transparent manner, preferably through competitive bidding. If it is a negotiated project, theengineering, procurement, and construction contract for the project must be competitively bid.

3. Updating code of conduct and creating independent internal reporting mechanisms

63. OGC, in consultation with the Budget, Personnel and Management Systems Department(BPMSD), drafted amendments of Section 4 of Administrative Order No. 2.02 to extend its scope tocover matters concerning business affiliations and private activities, financial interests, investmentsand trading activities, and the disclosure of financial and business interests. The purpose of these

26 OGC 1986. Ordinary Operations Loan Regulations. ADB, Manila. OGC. 1982. Special Operations Loan Regulations. ADB,Manila.


amendments was to prevent the occurrence of a conflict, or the appearance of such a conflict,among staff members between their personal interests and their duties and responsibilities as staffmembers. On 28 May 1998, Management endorsed these changes, and Section 4 has now become acomprehensive Code of Conduct applicable to all staff members of ADB.

64. Additional measures are necessary to ensure that the ADB’s internal policies and proceduresfor addressing issues of corrupt or illicit behavior are consistent with those of the other MDBs andevolving best practice. Currently, there are no publicized independent channels whereby incidents ofcorruption can be reported for investigation. Under this policy, OGA will serve as the initial point ofcontact for allegations of fraud and corruption in ADB projects or among staff. In consultation withthe Strategy and Policy Department (SPD), OGC, BPMSD, COSO, and other relevant departments,OGA will consider appropriate measures to be adopted under this policy to ensure that all ADB staffand projects adhere to the highest standards of ethical conduct.

65. In the event that ADB staff or external parties are not satisfied by OGA’s preliminary finding ona particular case, they can bring it to the attention of Management, who can determine if the caseshould be resubmitted to OGA for further review, sent to an independent investigator or audit firmfor examination, or dismissed if no further action is warranted. A subset of potential cases couldalso qualify for consideration by the Inspection Committee, provided that they met the criteriafor inspection outlined in Establishment of an Inspection Function and the Inspection Procedures approved by the Inspection Committee on 9 October 1996.27

4. Improving the quality of oversight

66. ADB will undertake a number of measures to enhance the quality of project monitoring andaudit. These measures will improve the overall quality and effectiveness of ADB-financed projects,thereby ensuring the integrity of ADB operations and making corrupt or illicit behavior more difficultto perpetrate and more readily detected should it occur.

67. The capacity of OGA will be strengthened to enable it to address anticorruption issues effectively.Specialized training in forensic accounting and other investigative techniques will be provided, and beextended to select financial analysts and project implementation officers. Additional staff with specificskills in these areas will be recruited. Ongoing OGA efforts to streamline internal work procedures tofree up greater resources for audits of high-risk and high-impact areas will continue. OGA will devotemore time to conducting audits of project procurement-related activities, which will help preventand detect corruption or other forms of fraud. In collaboration with supreme audit institutions inthe ADB’s DMCs, OGA will also begin a series of random audits of ADB projects to monitor financialcompliance and physical progress. OGA will strengthen its exchange of information with supremeaudit institutions in ADB DMCs, and—working in collaboration with other ADB departments—it willplay an active role in assessing the need to upgrade the audit capability of such institutions. OGA willalso consider ways in which project audit reports can be made more accessible and user-friendlyto operations staff. The effectiveness of these measures will be evaluated after the first year andadditional steps will be considered as needed.

27 Doc. R225-95, Establishment of an Inspection Function. 10 November. Since many areas where corruption is most likelyto occur (such as procurement or the selection of consultants) fall beyond ADB Inspection Committee’s mandate, staffanticipate that relatively few cases of alleged corruption are likely to be brought before the Committee.


68. In the context of the recommendations of the Task Force on Improving Project Quality, moreresources are already being made available to improve the frequency, duration, and quality of projectadministration missions.28 Care will be taken to broaden the technical expertise of these missions andto ensure that staff with relevant qualifications participate, particularly in the financial, managerial,and policy areas. Although it may not be possible to upgrade the quality of supervision for allprojects across the board, additional resources will be directed toward upgrading the supervision ofprojects that are particularly at risk and to initiating a program of random audits to monitor projectimplementation.29

69. The relevant sections in the Project Administration Instructions and the Loan Disbursement Handbook will be revised to require that qualified accountant(s) be recruited by the executing orimplementing agency and that robust internal control systems and accounting systems be in place fora project before loan disbursement can be made. Consideration will be given to designing and utilizingappropriate efficiency indicators to monitor financial and physical progress on a quarterly basis, andany variances between targeted efficiency performance and actual performance must be justified. Thequality of the ADB’s management information systems will be enhanced to provide managers withmore timely information for monitoring project processing, loan administration, and the status ofmission budget utilization.

70. When there is compelling evidence that corrupt or illicit activities have hampered theeffectiveness of ADB projects or lowered their rate of return, this problem should be explicitly notedin ADB documentation, including project supervisory reports, project completion reports, projectevaluation reports, performance audit reports, and other relevant documents so that appropriateremedial action can be considered. Managers and staff should avoid using opaque or euphemisticlanguage that may obscure the nature of the problem.30

5. Advancing staff awareness

71. These measures will be ineffective if ADB staff are unfamiliar with the provisions of ADB’sAnticorruption Policy and Code of Conduct or fail to exercise due diligence in the performance of theirduties. While it is not the intention of this policy to turn ADB staff into “police officers,” or to make theobjective of reducing corruption paramount over other development goals, all departments and staffhave a compelling obligation to ensure the integrity of ADB operations within their respective areas ofresponsibility. ADB staff will be required to familiarize themselves with the content of this policy andstaff guidelines, and be prepared to respond appropriately as required.

72. The integrity of ADB staff is one of the institution’s greatest assets, and staff violations of theADB’s Code of Conduct or other relevant guidelines will be dealt with severely. Any allegation ofcorrupt or illicit behavior by ADB staff should be turned over to OGA, who—in conjunction withthe relevant ADB departments—will determine the credibility of the accusations and the need forfurther investigation. Credible claims will be investigated promptly, thoroughly, and confidentiallyby OGA and BPMSD who can draw upon additional expertise within or outside of ADB as needed. In

28 ADB. 1995. Report of the Task Force on Improving Project Quality. Manila, pp. 22–26.29 Guidelines will be issued for implementation of the proposed Anticorruption Policy. Prior to this, staff will examine the

ways in which ADB operations can be streamlined and cost-effective measures for strengthening project monitoring andsupervision can be introduced.

30 For an excellent example of how the topic of corruption can be dealt with candidly yet diplomatically in Bank documents,see Post-Evaluation Office. 1997. Special Study on Issues Pertaining to the Engagement of Consultants in Bank Loan Projects and Their Effect on Project Performance. ADB, Manila.


accordance with the disciplinary procedures outlined in Administrative Order No. 2.04, staff foundguilty of such behavior will be subject to a number of sanctions, including reassignment, demotion,suspension without pay, restitution and/or forfeiture of pay, termination, and summary dismissal.31

These sanctions will apply equally to situations in which staff improperly and unlawfully enrich them-selves and/or those close to them, and circumstances in which they induce others to do so.

73. To advance staff awareness, SPD, OGC, OGA, and BPMSD will collaborate in producing a seriesof internal training workshops and seminars to inform staff about ADB’s policy and to address theissues and options involved in assisting the efforts of DMC governments, suppliers, and contractorsto combat corruption.

31 Section 5 of Administrative Order No. 2.04 provides for appeals procedures to the Appeals Committee and ultimately tothe Administrative Tribunal.


VI. CONCLUSIONS AND RECOMMENDATIONS

74. This paper recommends a number of concrete measures for establishing ADB’s anticorruptionpolicy. These measures can be broken down along three lines: revisions of ADB policy and staffguidelines, new programming and project management initiatives, and internal administrativechanges.

75. The following policy recommendations are submitted for consideration and approval by theBoard:

(i) Adopt the approach and recommendations contained within this document as a policypaper and as a Management directive in the form of staff instructions.

(ii) Approve the revisions to the ADB’s guidelines for procurement and on the use ofconsultants and the proposed amendment to ADB’s ordinary and special operationsloan regulations as set forth in Appendixes 2 and 3.

(iii) Consider additional changes in the Project Administration Instructions and Loan Disbursement Handbook to strengthen financial controls and improve reportingrequirements.

76. The paper recommends the following changes in ADB programming and project management:

(i) Continue to expand ADB’s assistance on issues of governance and capacity building,with particular attention to promoting market liberalization and public administrationreform.

(ii) Give increased emphasis to strengthening key institutions for advancing transparencyand accountability in the DMCs (such as supreme audit agencies, procurement agencies,regulatory agencies, ombudsman offices, etc.) as part of ADB’s broader emphasis upongovernance and capacity building.

(iii) Where appropriate, support regional initiatives and research on advancing accountabilityand transparency in the Asia and Pacific region through TA grants.

(iv) Upgrade the quality of supervision during project implementation and strengthen projectreview missions, with particular emphasis upon those projects most at risk.

(v) Develop a series of training seminars, workshops, etc., on the ADB’s anticorruption policyand how staff can best advance integrity within ADB operations and in collaborativework with the DMCs.

(vi) Publish a simplified brochure and other information materials describing the ADB’santicorruption policy for public dissemination.

77. Finally, the paper recommends the following administrative changes in ADB operations at thedepartment/office level:

(i) Enforce current procurement guidelines more rigorously to avoid unnecessary delays,extensions, and excessive change orders.

(ii) Designate OGA as the initial point of contact for alleged incidents of corruption among


ADB projects and staff, and instruct OGA to work out appropriate procedures forperforming this function in consultation with relevant ADB departments.

(iii) In consultation with BPMSD, consider increasing OGA’s staff complement to enable it tobetter fulfill its responsibilities under this policy.

(iv) In consultation with BPMSD and COSO, consider cost-effective ways to strengthenproject monitoring and supervision, and any additional resources that may be necessaryto perform these tasks.

(v) Direct OGA and BPMSD to collaborate in providing training in forensic accountingand other investigative techniques to select OGA staff, financial analysts, and projectimplementation officers.

(vi) Direct OGC and BPMSD to conduct a series of seminars and/or other informationalactivities to inform ADB staff about the revisions to Administrative Order No. 2.02;Section 4 regarding the staff Code of Conduct, which were endorsed by Management on28 May 1998.

78. To monitor and coordinate the ADB’s efforts with respect to anticorruption initiatives andprogramming, the departments and offices concerned will be requested to provide SPD, OGA, andOGC (in respect of legal frameworks and legal issues of relevance to other areas of action) withperiodic appraisals on ways in which they are implementing the policy’s provisions.

79. After Board approval of the ADB’s operational policy on anticorruption issues, a Boardpaper will be circulated in due course analyzing the ADB’s experience with the AnticorruptionPolicy, proposing modifications to the operational approach as necessary, and indicating morespecific budgetary and other resource implications.


VII. APPENDIXES

1 Breakdown of Governance and Capacity-Building Initiatives with Anticorruption Elements

2 Proposed Revisions to ADB’s Guidelines for Procurement Related to Anticorruption

3 Proposed Amendment to Ordinary and Special Operations Loan Regulations


Appendix 1

Breakdown of Governance and Capacity-Building Initiatives with Strong Anticorruption Elements

Target Entity

Executive BranchCivil Service Commission

Ministry of Finance/ Ministry of Development

Various executive branch ministries, agencies, and departments

Legislative BranchSupreme Audit Agency

Parliamentary research institutions

Ombudsman Office, etc.

Judicial BranchReducing judicial backlog

Strengthening primary institutions: the judiciary and Ministry of Justice

Strengthening secondary institutions: law schools and local legal research

Civil SocietyBusiness-government councils

Example

TA 2616 to Sri Lanka for Public Administration Reform

TA 2538 Improved Budget Management in Micronesia

Loan 1506 for India Gujarat Public Sector Resource Management Program

TA 2701 Institutional Strengthening of the National Office for Procurement Evaluation in Viet Nam

TA 2186 Strengthening the Legal Framework for Customs Administration in the People’s Republic of China

TA 2459 Technical Assistance to Nepal for Efficiency Enhancement of Customs Operations

RETA 5688 Regional Long-Term Audit Training Program for Members of the Asian Organization of Supreme Audit Institutions

TA 2463 for Institutional Strengthening of the Office of the Auditor General in Fiji Islands

USAID/CRS Efforts to Strengthen Parliamentary Capacity in Economies in Transition

TA 2599 Civil Service Reform Implementation for Marshall Islands UNDP Project on Policy Coordination and Governance in the South Pacific

TA 2521 for Alternative Dispute Resolution in India

TA 2727 Restructuring and Capacity Building in Mongolia’s Ministry of Justice

Type of Intervention

• Revise pay and benefits to ensure comparability with alternative employment opportunities

• Strengthen measures for establishment monitoring and control

• Develop and widely publicize civil service code of ethics

• Strengthen management control and information systems

• Strengthen expenditure monitoring and control

• Support strengthening procurement guidelines

• Streamline and reengineer business processes to reduce opportunities for the payment of speed money

• Institute measures to make the agency/citizen interface more transparent and user-friendly, through name tags, document requirements, posted fee schedules, etc.

• Enhance capacity and independence of Supreme Audit Agency

• Strengthen capacity of Parliament to serve independent watchdog function

• Strengthen access of citizens for independent redress of grievances

• Develop mechanisms for alternative dispute resolution

• Support continuing education for judges and lawyers

• Introduce updated court management and information systems

• Provide feedback loops between business and government on general good governance issues


Appendix 2

Proposed Revisions to ADB’s Guidelines for Procurement Related to Anticorruption38

In keeping with evolving best practice among multilateral development banks, Sections 2.14, 2.15,and 2.16 of ADB’s Guidelines for Procurement will be modified as follows:

Fraud and Corruption

2.14 It is the ADB’s policy to require that borrowers (including beneficiaries of ADB loans) as well asbidders/suppliers/contractors under ADB-financed contracts observe the highest standard of ethicsduring the procurement and execution of such contracts. In pursuance of this policy, ADB:

(a) defines, for the purposes of this provision, the terms set forth below as follows:

(i) “corrupt practice” means behavior on the part of officials in the public or privatesectors by which they improperly and unlawfully enrich themselves and/or those close tothem, or induce others to do so, by misusing the position in which they are placed, and itincludes the offering, giving, receiving, or soliciting of any thing of value to influence theaction of any such official in the procurement process or in contract execution; and

(ii) “fraudulent practice” means a misrepresentation of facts in order to influence aprocurement process or the execution of a contract to the detriment of the borrower, andincludes collusive practices among bidders (prior to or after bid submission) designed toestablish bid prices at artificial, noncompetitive levels and to deprive the borrower of thebenefits of free and open competition;

(b) will reject a proposal for award if it determines that the bidder recommended foraward has engaged in corrupt or fraudulent practices in competing for the contracts inquestion;

(c) will cancel the portion of the loan allocated to a contract for goods or works if it at anytime determines that corrupt or fraudulent practices were engaged in by representativesof the borrower or of a beneficiary of the loan during the procurement or the executionof that contract, without the borrower having taken timely and appropriate action sat-isfactory to ADB to remedy the situation;

(d) will declare a firm ineligible, either indefinitely or for a stated period, to be awarded anADB-financed contract if it at any time determines that the firm has engaged in corruptor fraudulent practices in competing for, or in executing, an ADB-financed contract;and

(e) will have the right to require that, in contracts financed by an ADB loan, a provision beincluded requiring suppliers and contractors to permit ADB to inspect their accountsand records relating to the performance of the contract and to have them audited byauditors appointed by ADB.

38 Similar provisions will be inserted into ADB’s Guidelines on the Use of Consultants by the Asian Development Bank and its Borrowers.


2.15 With the specific agreement of ADB, a borrower may introduce, into bid forms for large contractsfinanced by ADB, an undertaking of the bidder to observe, in competing for and executing a contract,the country’s laws against fraud and corruption (including bribery), as listed in the bidding documents.A footnote should also be inserted into documents where such a pledge has been inserted, notingthat it has been placed there at the request of the borrower.

2.16 When the contract is to be financed wholly or partly by ADB the contract documents shallinclude an undertaking by the contractor that no fees, gratuities, rebates, gifts, commissions or otherpayments, other than those shown in the bid, have been given or received in connection with the pro-curement process or in the contract execution.


Appendix 3

Proposed Amendment to the Ordinary and Special Operations Loan Regulations

Section 8.03 of the Ordinary Operations Loan Regulations and the Special Operations LoanRegulations will be amended to read as follows. The relevant revisions have been underlined.

Section 8.03. Cancellation by ADB. If (i) the right of the Borrower to make withdrawals from theLoan Account shall have been suspended with respect to any amount of the Loan for a continuousperiod of thirty (30) days, or (ii) at any time ADB determines, after consultation with the Borrower,that any amount of the Loan will not be required for the purposes of the Project, or (iii) at any timeADB determines, with respect to any contract to be financed out of the proceeds of the Loan, thatcorrupt or fraudulent practices were engaged in by representatives of the Borrower or of a beneficiaryof the Loan during the procurement/consultant selection or the execution of such contract, withoutthe Borrower having taken timely and appropriate action satisfactory to ADB to remedy the situation,or (iv) at any time ADB determines that the procurement of any contract to be financed out ofthe proceeds of the Loan is inconsistent with the procedures set forth or referred to in the LoanAgreement, or (v) by the date specified in the Loan Agreement as the closing date for withdrawalsan amount of the Loan shall remain unwithdrawn from the Loan Account, ADB may by notice tothe Borrower and the Guarantor, if any, terminate the right of the Borrower to make withdrawalswith respect to such amount or contract. Upon giving of such notice, the amount of the Loan or therelevant portion thereof shall be canceled.

Supplementary Appendix 4 - Detailed Activities and Schedule for Project 1 Sub Components 1.1 - Roadmap Management 1.2 - Roadmap Institutional Strengthening (TA A1) 1.3 - Institutional Strengthening for IWRM in 6 Ci’s River Basin Territory (TA B1) 1.4 - Spatial Planning for The 6 CIs River Basin Territory (TA B2) 2.1 - West Tarum Canal Rehabilitation Project 2.2 - Improved Land and Water Management 2.3 - Support for Community and CSO Driven Initiatives for Improved Water Supply and Sanitation 2.6 - Detailed Engineering Design for Upgrading Bandung Water Sources 3.1 - Development of Key Policies and Strategies for Water Resources Management in CRB (TA B3) 4.1 - Development and Implementation of a Basin River Quality Improvement Strategy and Action Plans 5.1 - Upper Citarum Basin Flood Management (TA C1) 5.2 – Climate Change Adaptation and Mitigation (TA E1) 7.1 - Decision Support System for Integrated Water Resources Management in Citarum River Basin (TA D1) 8.1 - Program Management 8.2 - Independent Monitoring and Evaluation

Supplementary Appendix 4 - Detailed Activities and Schedule for Sub Component 1.1 - Roadmap Management

ID WBS Task Name EstimatedDuration

0 Project 1 and Parallel Financed Activities 36 months(exclude

Procurement)1 1 Sub Component 1.1 : Roadmap Management MFF Project 1 - Road

Map Coordination Management Unit - BAPPENAS36 months

(intermitent)2 1.1 Procurement of Consultants3 1.1.1 Advance procurement of consultants 9 months4 1.2 Main Activity 1 : Coordination among Road Map component

projects

5 1.2.1 Prepare stakeholder mapping including Government agencies, CSOsand private sector at national, provincial and district levels

3 months

6 1.2.2 Facilitate for coordination among sectors at national, provincial anddistrict levels (vertical and horizontal integration of agencies)

intermitent

7 1.2.3 For the Investment Program, assist the RCMU in defining the task ofeach project implementing agencies

3 months

8 1.2.4 Facilitate for coordinating loan allocations and support RCMUInvestment Program budgeting process

intermitent

9 1.2.5 Prepare inventories overlap of tasks, gaps, and facilitate roll sharingarrangements amongst government agencies and other stakeholders(Roadmap and Investment Program)

intermitent

####1.2.6 Assist RCMU to disseminate and follow up key issues to Bappeda atProvincial and District levels and across Bappenas Sectoral Divisions

3 months

####1.2.7 Assist RCMU for the preparation of Annual Work Program 3 months/year####1.2.9 Prepare an interagency coordination mechanism (Central and

Regional Governance) in formulating the Investment Program3 months

####1.2.10 Assist the policy and program coordination related toICWRMIP-Project I program implementation (intermittent)

intermitent

####1.2.11 Facilitate coordination of Roadmap AWPs (intermittent) intermitent

####1.2.12 Identify potential non-government funding sources (loans and grants)for Road map implementation

intermitent

####1.2.13 Identify grant funding e.g CDM, CSR, bilateral and multilateral agencyfor assisting Road map implementation

intermitent

####1.2.14 Support the implementation of RCMU AWP intermitent

####1.3 Main Activity 2 : Studies, Dialogue and Preparation for FutureProjects Implementation

####1.3.1 Review prioritization of activities MFF and other funding 3 months####1.3.2 Review the establishment of provincial and district government

project funding mechanisms and select activities for MFF andnon-MFF funding

3 months

####1.3.3 Assist consultations with stakeholders and planners under RCMUcoordination

intermitent

####1.3.4 Review priority activities in accordance with Rencana and fundingGaps

4 months

####1.3.5 Facilitate the formulation of Project 2 concept activities and ProjectImplementing Unit (PIUs) and those delayed activities for future

4 months

####1.3.6 Review mechanisms of implementation and lessons learned from P1 4 months

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D JHalf 2, 2008 Half 1, 2009 Half 2, 2009 Half 1, 2010 Half 2, 2010 Half 1, 2011 Half 2, 2011 Half 1, 2012 Half 2, 2012 H

Integrated Citarum Water Resources Management Investment Program - Project 1

Page 1


####1.3.7 Update program implementation procedures and quality assuranceprocesses

3 months

####1.3.8 Update through RCMU management information system fundingpriorities and gaps for the Rencana

intermitent

####1.3.9 Review budgets allocations for sectoral agency planning and feasibilitystudies detailed design, and advance preparation (e.g.environmental and social safeguards) for Road map subprojects

intermitent

####1.4 Main Activity 3 : Support the RCMU and its secretariat operation

####1.4.1 Organize routine meetings intermitent

####1.4.2 Assist RCMU for the preparation of policy issues papers includingfollow up action after meetings

intermitent

####1.4.3 Support the management of Road map planning and implementationincluding M & E reporting

intermitent

####1.5 Main Activity 4 : Funding allocations management

####1.5.1 Establishment of a Funding Database for Roadmap implementation 4 months####1.5.2 Assist in planning and management of funding allocations in a timely

coordinated way across Agenciesintermitent

####1.5.3 Facilitate the funding allocations coordination with regional Bappeda intermitent

####1.5.4 Support liaison with bilateral and multilateral donors intermitent

####1.5.5 Assist in evaluation of funding gaps and assessment of the effect onRoad map implementation

intermitent

####1.5.6 Support financial awareness and fund raising lobbying initiative intermitent

####1.5.7 Monitoring and evaluate the effectiveness of community andCorporate Social Responsibility (CSR) financing and promoteappropriate CSR action in CRB

intermitent

####1.5.8 Identify and facilitate the development of private sector funding inputsto the Road map

intermitent

####1.5.9 Identify and facilitate the development of community drivendevelopment and financing for Road map implementation

intermitent

####1.5.10 Develop mechanisms for evaluation of most effect financing andimplementation arrangements for cost efficient Road map

intermitent

####1.6 Main Activity 5 : Assistance with Capacity Building for Road mapManagement

####1.6.1 Assistance with capacity building for Road map management activitieswill cover planning, programming, finance, budgeting, GOI and ADBpolicy

intermitent

####1.7 Main Activity 6 : Coordination and Synergetic Planning ofICWRMIP Initiatives with Other National and RegionalGovernments, Private Sector (CSR) and/or CSOs



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####1.7.1 Coordinate the Roadmap between program in ICWRMIP Project I withanother program initiatives (intermittent)

intermitent

####1.7.2 Review and monitor GN-KPA implementing models (or similarinitiatives) and identify any synergies and collaborative activities withthe Road map implementation

3 months

####1.8 Main Activity 7 : Development of Road map Data and InformationSystem

####1.8.1 Working in close coordination with Excecuting Agency (EA), PCMUand coordination with Directorate General of Spatial Planning (DGSP)to develop an integrated Management Information System (MIS) forCRB

3 months

####1.8.2 Collect spatial planning data in related agencies 3 months####1.8.3 Design a dedicated geographic database for exisiting facilities

agencies coordination, on going and proposed projects (includingGovernment, CSOs and CSRs initiatives) for planning purposes

6 months

####1.8.4 Integrate and disseminate through internet information related toproject planning and spatial planning

intermitent

####1.9 Main Activity 8 : Identification and development of private sectorinvestment opportunities

####1.9.1 Identify specific private sector investment opportunities on waterresources infrastructure and watershed conservation in CRB

4 months/year

####1.9.2 Prepare a plan defining synergy between public and private sectorpartners in CRB

4 months/year

####1.9.3 Preparation of PPP projects for Citarum 4 months/year####1.9.4 Identify private sector partners in CRB 2 months/year####1.9.5 Work with PCMU provincial agencies review the inventory of the

current large ground water users in CRB and engage in dialogue for3 months/year

####1.9.6 Work jointly with PCMU and MOE review an inventory of the currentlarge private sector polluters and engage in dialogue for waste water

3 months/year

####1.10 Main Activity 9 : Identification and Development of CommunityLead Investment Opportunities

####1.10.1 Identify specific Community Driven Development (CDD) investmentopportunities on water resources infrastructure in CRB

3 months

####1.10.2 Prepare a plan defining synergy between Communities NGOs andpublic sector agencies in CRB

6 months

####1.10.3 Facilitate preparation of CDD projects for Citarum 27 months

####1.10.4 Identify key NGO and CSO partners in CRB 3 months####1.10.5 Prepare an inventory of the current large ground water users in CRB

and engage in dialogue for surface water replacement schemes3 months

####1.10.6 Prepare an inventory of the current large community polluters andengage in dialogue for waste water treatment

3 months

####1.11 Main Activity 10 : Road map Media communication Plan,Information Dissemination and Implementation



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####1.11.1 Prepare and introduce a road map media communication planrelated to ICWRMIP P1 and Road map implementation in closecollaboration with PCMU

6 months

####1.11.2 Execute the media plan for the Road map intermitent

####1.11.3 Disseminate the overall ICWRMIP P1 performance through internetand other communication media

intermitent

####1.12 Main Activity 11 : Quality Assurance Systems####1.12.1 Implement in RCMU and support PIU’s implementation of

performance management using modern practices for qualitymanagement and document control including Office ProceduresManual (OPM), Document Control System (DCS), QualityManagement Manual (QMM)

3 months

####1.12.2 Provide oversight monitoring and evaluation of results based outputsQuality Control (QC)/Quality Assurance (QA) activities on programservices, assess value of outputs for given inputs and build lessonslearned into new activities and ongoing programs

intermitent

####1.12.3 Provide oversight monitoring and evaluation of Results Based OutputsQC/QA activities on physical works assess value of outputs for giveninputs and build lessons learned into new activities and ongoingprograms

intermitent

####1.13 Main Activity 12 : Preparation of Parallel Road map Activities####1.13.1 Update planning for Road map funding programs with national and

regional governments3 months

####1.13.2 Review private sector, CSR, and CSO financial inputs to Road map 5 months####1.13.3 Update Road map financing targets 2 months####1.13.4 Assess how financing options affect river performance benchmark

targets2 months/year

####1.13.5 Provide decision makers with update financial reporting on ongoingRoad map implementation and make recommendations for any

2 months

####1.13.6 Provide stakeholders with updated financial plans 2 months



Page 4

Supplementary Appendix 4 - Detailed Activities and Schedule for Sub Component 1.2 - Roadmap Institutional Strengthening (TA A1)


0 Project 1 and Parallel Financed Activities 36 months(excluding

Procurement)1 1 Sub Component 1.2 : Roadmap Institutional Strengthening TA 7189

Road Map Coordination Management Unit DIWR - BAPPENAS36 months

2 1.1 Procurement of Consultants3 1.1.1 ADB procurement of consultants4 1.2 Main Activity 1 : Coordination and Communication Strengthening

among Stakeholders5 1.2.1 Review of the effectiveness of Roll Sharing between CRB

management organizations2 months

6 1.2.2 Review of the cost effectiveness of existing Roll Sharing betweencommunity and government in planning and implementation of

3 months

7 1.2.3 Stakeholder identification 3 months8 1.2.4 Roadmap working Group establishment (cover all stakeholder) 3 months9 1.2.5 Prepare guidelines on assessment of Institutional Development and

Organizational Strengthening3 months

####1.2.6 Agenda and material preparation for working group meeting intermitent####1.2.7 Working Group meeting on regular basis intermitent####1.2.8 Prepare follow up action after meeting intermitent####1.2.9 Prepare and submission required reporting regarding the result of

working group meetingintermitent

####1.4 Main Activity 2 : Strengthening of RCMU and Regional BAPPEDA####1.4.1 Capacity Development Action Plans of RCMU and regional BAPPEDA

related to IWRM planning, management and policy activities6 months

####1.4.2 Selective Capacity Building Activities based on CDAPs intermitent####1.4.3 Conduct workshops, seminars and conferences intermitent####1.14 Main Activity 3 : Dissemination of Roadmap Mechanisms####1.14.7 Funding and fiscal planning mechanisms gaps identification within the

6 Ci’s river basin territory4 months

####1.14.8 Carry out roadmap funding and fiscal planning mechanismsdissemination campaign

4 months

####1.14.9 Prepare recommendations for roadmap development (extension ofthe Citarum road map) to cover the entire 6 Ci’s river basin territory

3 months

####1.5 Main Activity 4 : Best Practices####1.5.1 Review of International experience in implementation of IWRM

planning and financing in river basins3 months

####1.5.2 Review of best practices in Indonesia 3 months####1.5.3 Stakeholder workshops developing ad exchanging best practices intermitent####1.5.4 Community and CSOs best program awards 1 month/year####1.5.5 Workshops, seminars conferences intermitent####1.5.6 CSR best programs awards 1 month/year####1.5.7 Exchange of knowledge and identification of knowledge and

experience gapsintermitent

####1.5.8 Participation of key stakeholders in national and international events intermitent

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N DHalf 2, 2008 Half 1, 2009 Half 2, 2009 Half 1, 2010 Half 2, 2010 Half 1, 2011 Half 2, 2011 Half 1, 2012 Half 2, 2012


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Supplementary Appendix 4 - Detailed Activities and Schedule for Sub Component 1.3 - Institutional Strengthening for IWRM in 6 Ci’s River Basin Territory (TA B1)



Procurement)1 1 Sub Component 1.3 : Institutional Strengthening for IWRM in 6 Ci's

River Basin Territory TA 7189 DWRM - MoPW36 months

2 1.1 Procurement of Consultants3 1.1.1 ADB procurement of consultants4 1.2 Main Activity 1 : Capacity Building and Support5 1.2.1 Surveys, analysis, dialogue and empowerment of communities and

their representatives4 months

6 1.2.2 Capacity building for stakeholders, CSOs involved in water resourcesmanagement in the three river basins

intermitent

7 1.2.3 Assistance in establishing the Water Resources Councils, river basinmanagement offices and support unit(s) for improved policy

4 months

8 1.2.4 Ongoing support and capacity building for the Councils, river basinmanagement offices and support unit(s)

intermitent

9 1.2.5 Support to the development of capacity for water resources O & Mand asset management

6 months

####1.3 Main Activity 2 : Implementation of the Capacity Building####1.3.1 Implementation of capacity building action plan management, human

resources management, institutional arrangements, legal frameworkfor river basin management, river basin coordination and IWRM,monitoring and evaluation and action plans including peer re

intermitent

####1.3.2 Skills development including executive development, managementand team leadership, administrative and technical skills for staff andknowledge management

intermitent

####1.3.3 Job skills development including conflict resolution and negotiation,community consultation and participation

intermitent

####1.3.4 River basin coordination including IWRM awareness andimplementation, river basin coordination and consultation, rolesharing, communications strategy and communications andawareness programs, river basin exchange program, river basin

intermitent

####1.3.5 Iinfrastructure development and management including infrastructureasset management, and support for river basin planning activitiesroadmapping and a strategic river basin plan (pola) and basin master

6 months

####1.3.6 Technical capacity strengthening including hydrological modeling,gender and poverty targeting, and water data collection and

intermitent

####1.4 Main Activity 3 : Data and Information####1.4.1 Collect and collate existing available data related to basin surface and

groundwater, and a comprehensive database thereof3 months

####1.4.2 Develop an Internet-based metadatabase (data inventory) for water,land and related data in the 6 Ci’s River Basin Territory in close

6 months

####1.4.3 Design and implement a web-based MIS for 6 Ci’s stakeholders 6 months####1.5 Main Activity 4 : River Basin Modeling####1.5.1 Identify potentially useful modeling packages for an integrated river

basin water quantity (water balance) model, and assist DGWR in theselection the most suitable model or models (each Balai Besar (andalso PJT-2 in the Citarum River Basin) may have exi

3 months



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####1.5.2 Develop, calibrate and validate (and or upgrade) a water balancemodel for the 6 Ci’s River Basin Territory for use by relevant agenciesfor policy and planning

6 months

####1.5.3 Run water resource development and management scenariosinterrogating water-related resources and services outputs (includefuture climate change and spatial planning scenarios)

4 months

####1.5.4 Provide on the job training for modeling use and update intermitent####1.6 Main Activity 5 : Basin Planning and Development of Pola and

Rencana####1.6.1 Develop a stakeholder assessment and map out in a participatory

manner the stakeholder driven consultative mechanisms for Pola andRencana development

3 months

####1.6.2 Develop a roadmap vissionary planning framework in collaborationwith stakeholders to include the preparation of a strategic river basinplan (pola) and basin master plans (rencana) that will facilitateimproved and more integrated water resource manageme

6 months

####1.6.3 Facilitate the process leading to development of the Pola and for waterresources development and management in the 6 Cis River BasinTerritory (with the Citarum River Basin an initial priority)

intermitent

####1.6.4 Assist stakeholders in preparation the Rencana based on the Pola 6 months####1.6.5 Development and implementation of a mechanism for monitoring the

implementation (Rencana) of the river basin plan by line agenciesand CSOs with that responsibility, and reporting progress togovernment and Water Council

####1.7 Main Activity 6 : State of the Basin Reporting####1.7.1 Review of “state of the basin” existing/best practices reporting

procedures3 months

####1.7.2 Development of an appropriate process and guidelines to produceand disseminate a “state of the basin” report to identify problem areas,cause/sources and needed remedies

3 months

####1.7.3 Initial state of the basin benchmarking and definition of targets 3 months####1.7.4 Facilitate Peer review of 'basin benchmarking' intermitent####1.7.5 Produce first annual state of the basin reports jointly with

stakeholders develop with stakeholders process for routine annualreporting

3 months/year

####1.7.6 Assist in dissemination and dialogue of state of the basin reports intermitent####1.7.7 External independent monitoring of the basin reporting mechanisms intermitent



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Supplementary Appendix 4 - Detailed Activities and Schedule for Sub Component 1.4 - Spatial Planning for The 6 CIs River Basin Territory (TA B2)



Procurement)1 1 Sub Component 1.4 : Spatial Planning in 6 Ci's River Basin Territory

TA 7189 DGSP - MoPW18 months

2 1.1 Procurement of Consultants3 1.1.1 ADB procurement of consultants4 1.2 Main Activity 1 : Provide internally consistent future projections5 1.2.1 The spatial distribution at village level of the population and employment 4 months6 1.2.2 The urban area growth needed to accommodate human activities 4 months7 1.2.3 The land-use changes caused by the urban area growth 4 months8 1.2.4 Support the development of capacity for water resources O & M and

Asset Management4 months

9 1.3 Main Activity 2 : Provides in particular a consistent projection ofurban/rural land-use with important consequences for total waterdemand

####1.3.1 Socio-economic projection of population/employment at Kabupatenlevel based on economic growth scenarios

3 months

####1.3.2 Spatial allocation of population and land-use for West Java at desalevel

3 months

####1.3.3 Post processing module to calculate water indicators, such as waterdemands, and pollutant emissions at water district level within the

4 months

####1.3.4 River Basin Coordination including IWRM Awareness andImplementation , River basin coordination and consultation, RoleSharing, Communications Strategy, River Basin Exchange Program,River basin status reporting

intermitent

####1.4 Main Activity 3 : Spatial model in river basin studies####1.4.1 Identification of spatially related interests and planned developments

in different sectors (i.e. housing, industry, agriculture, forestry,transport, etc.) for the river basin; quantification of spatial claims fromdifferent sectors

4 months

####1.4.2 Preparation of overall consistent spatial scenario’s for the river basininvolving resolution of conflicts in spatial claims

6 months

####1.4.3 Quantification of the spatial scenario’s using the zoning for the differentsectors, resulting in a projected land-use and spatial distribution ofresidents and employment, leading to the impact on water demandsand emissions

6 months

####1.4.4 Quantification of water-related zoning on land-use in the basin(low-flow and peak-flow conservation zoning, flood zoning, erosionzoning, groundwater protection zoning, etc), based on the waterresources analysis for the river basin

####1.4.5 Strategic assessment of the impacts of water related zoning on othersectors

####1.5 Main Activity 4 : Data Collection Needs for the Spatial Model####1.5.1 Improved land-use start year (2000) data by desa####1.5.2 Population and employment data at desa level from PODES 2000####1.5.3 Study area specific land demands and zoning plans from other

sectors

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M JHalf 2, 2008 Half 1, 2009 Half 2, 2009 Half 1, 2010 Half 2, 2010 Half 1, 2011


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Supplementary Appendix 4 - Detailed Activities and Schedule for Sub Component 2.1 - West Tarum Canal Rehabilitation Project


0 Project 1 and Parallel Financed Activities

1 1 Sub Component 2.1 : Rehabilitation of the West Tarum Canal MFF P1- Balai Besar Wilayah Sungai Citarum - Ministry of Public Works

53 months(exclude

Procurement)2 1.1 Procurement of Consultants3 1.1.1 Procurement of consultants 21 months4 1.2 Main Activity 1: Detailed Engineering Design5 1.2.1 Carry out detailed engineering design of WTC rehabilitation 12 months6 1.3 Main Activity 2 : Bekasi Syphon works tenders and urgent

maintenance7 1.3.1 Prequalification of contractors for Bekasi syphon 6 months8 1.3.2 Tendering, selection of contractors and contract negotiation for Bekasi

syphon3 months

9 1.3.3 Mobilisation, pre-construction survey and setting out for Bekasisyphon

6 months

####1.3.4 Construction supervision for Bekasi syphon 20 months####1.4 Main Activity 3 : Tendering main packages####1.4.1 Prequalification of contractors 6 months####1.4.2 Tendering, selection of contractors and contract negotiation 12 months####1.5 Main Activity 4: Construction of Rehabilitation Works####1.5.1 Mobilisation, pre-construction survey and setting out 6 months####1.5.2 Construction supervision 21 months####1.5.3 Removal and disposal of sediments from the WTC canal bed,

strengthening of embankments21 months

####1.5.4 Concrete and masonry works 21 months####1.5.5 Hydro-mechanical equipment procurement and manufacturing 9 months####1.5.6 Installation of hydro-mechanical equipment 12 months####1.5.7 Improved O&M support of existing WTC facilities during DED and

Construction6 months

(intermitent)####1.5.9 System level operations distribution planning with water users 53 months

(intermitent)####1.5.10 Water delivery scheduling and M&E 53 months

(intermitent)####1.5.11 Water Quality M&E and updating of exisiting WTC WQ model (PJT II) 53 months

(intermitent)####1.5.12 M&E of conveyance capacity and WQ delivery 53 months

(intermitent)####1.5.13 Priority maintenance work during construction 53 months

(intermitent)####1.5.14 Managing community WSS systems along the WTC 52 months

(intermitent)####1.5.15 Managing the water delivery services with water users participation 52 months

(intermitent)

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q32007 2008 2009 2010 2011 2012 2013 2014


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####1.5.16 Training and workshops 52 months(intermitent)

####1.5.8 Completion Activities: trial (O & M provision during trial), trainning,provision of guidelines for O & M and handover

3 months

####1.6 Main Activity 5: Associated Activities####1.6.1 Capacity building of PJT II for improved management and operation

of WTC12 months

####1.7 Main Activity 6 : Data and Information Management####1.7.1 Surveys and data collection 3 months####1.7.2 Develop and/or Update WTC Geographic Information Systems 3 months####1.7.3 Provide on the job training and support for Geographic based

database maintenance and development with integration of spatialplanning data

53 months(intermitent)

####1.8 Main Activity 7 : Safeguards Implementation####1.8.1 Prepare AMDAL for the Bekasi works 2008 6 months####1.8.2 Prepare AMDAL for the Main Works 2009 6 months####1.8.3 Environmental Management Plan Implementation 12 months####1.8.4 Support for the Resettlement Plan Implementation 53 months

(intermitent)####1.9 Main Activity 8 : Community Empowernment####1.9.1 Coordination and support for existing local government community

empowerment program53 months

(intermitent)

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q32007 2008 2009 2010 2011 2012 2013 2014


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Supplementary Appendix 4 - Detailed Activities and Schedule for Sub Component 2.2 - Improved Land and Water Management



Procurement)1 1 Sub Component 2.2 : Improved Land and Water Management MFF P1

- Ministry of Agriculture27 months

2 1.1 Procurement of Consultants3 1.1.1 Consultants Procurement 9 months4 1.2 Main Activity 1: Identification and Appraisal of Target Areas5 1.2.1 Identification of target farmer groups6 1.2.1.1 Coordination with Agriculture Provincial and District Agencies 2 months7 1.2.1.2 Establish criteria for selection of water management sites 2 months8 1.2.2 Participatory Rural Appraisal for 3 districts9 1.2.2.1 Survey of Main Canal and drainage system works 2 months####1.2.2.2 Review ongoing agricultural extension support programs 1 months####1.2.2.3 Collect and analyze data about rural participation from farmer

groups recommended by the Agricultural Provincial and DistrictAgencies

1 months

####1.3 Main Activity 2 : Capacity Building####1.3.1 Community Empowerment####1.3.1.1 Engagement with Water Users Associations WUAs 3 months####1.3.1.2 Assessment of WUAs capacity to improved water management 1 months####1.3.1.3 WUAs agreements for management of equipment and livestock 1 months####1.3.1.4 Train WUAs in M&E 1 months####1.3.2 Provision of training of trainers for extension service staff

and key facilitators####1.3.2.1 Development and production of training material 1 month####1.3.2.2 Selection of participants 1 month####1.3.2.3 Provision of the training 3 months

(intermitent)####1.3.3 Training for farmers (Farmer empowerment)####1.3.3.1 Selection of participants 1 month####1.3.3.2 Provision of the training 5 months

(intermitent)####1.3.4 Comparative Studies####1.3.4.1 Prepare a comparative Studies for West Java 2 months####1.3.4.2 Prepare comparative Studies for GOI staff and NGOs 2 months

####1.3.4.3 Provision of workshops at district and Provincial level intermitent

####1.4 Main Activity 3: Progressive implementation of System RiceIntencification (SRI) within pilot plots

####1.4.1 Civil work (construction of chooper and organic material storage) intermitent

J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M JHalf 1, 2009 Half 2, 2009 Half 1, 2010 Half 2, 2010 Half 1, 2011 Half 2, 2011 Half 1, 2012


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####1.4.2 Production of organic fertilizer – distribution of units intermitent####1.4.3 Acquisition and distribution of livestock cows intermitent####1.4.4 Acquisition and distribution of selected seeds intermitent####1.4.5 Implementation ofSystem Rice Intencification (SRI) in

demonstration plots####1.4.5.1 Preparation of System Rice Intencification (SRI) implementation

plans with farmers and Agricultural Provincial & district Agencies2 months

####1.4.5.2 Implementation of System Rice Intencification (SRI) demonstration Plots13 months####1.5 Main Activity 4: Associated Activities####1.5.1 Monitoring and evaluation program####1.5.1.1 Prepare procedure and mechanism for monitoring and

evaluation3 months

####1.5.1.2 Engage local university to lead water management M&E withlocal schools and university students


####1.5.1.3 Coordinate water management M&E 6 months####1.5.2 Preparation of System Rice Intencification (SRI) program for

Project 2####1.5.2.1 Review implementation System Rice Intencification (SRI) of

Project 12 months

####1.5.2.2 Planning System Rice Intencification (SRI) for Project 2 3 months####1.5.3 Preparation of Improvement of Agriculture Management

program for Project 2####1.5.3.1 Identification of target area 2 months####1.5.3.2 Detailed design of onfarm facilities 3 months####1.5.4 Preparation of Farming System Management for Sustainable

Upland Conservation program for Project 2####1.5.4.1 Identification of target area 2 months####1.5.4.2 Detailed Design for Project 2 Implementation 3 months####1.5.5 Information dissemination through media and adjacent

communities####1.5.5.1 Preparation of a media strategy information dissemination 1 month####1.5.5.2 Information dissemination through media and adjacent

communities18 months

####1.5.5.3 SRI National Workshop 1 week

J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M JHalf 1, 2009 Half 2, 2009 Half 1, 2010 Half 2, 2010 Half 1, 2011 Half 2, 2011 Half 1, 2012


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Supplementary Appendix 4 - Detailed Activities and Schedule for Sub Component 2.3 - Support for Community and CSO Driven Initiatives for Improved Water Supply and Sanitation

ID WBS Task Name Estimated Duration


Procurement)1 1 Sub Component 2.3 : Support for Community and CSO Driven

Initiatives for Improved Water Supply and Sanitation MFF P1 -24 months

2 1.1 Procurement of Consultants3 1.1.1 Procurement of Consultants 9 months4 1.2 Main Activity 1: Community Empowerment and Local Institutional

Development

5 1.2.1 Implementation of CDD processes at community level6 1.2.1.1 Review existing documentation from current WSS projects 2 months7 1.2.1.2 Develop supporting policies, guidelines and manuals for the

community process3 months

8 1.2.1.3 Identification and selection of CSOs 3 months9 1.2.1.4 Identification and selection of community facilitators 2 months####1.2.1.5 Training to community facilitators for water engineering, hygiene

and sanitation and community development/social3 months

####1.2.1.6 Provision of training for community group 2 months####1.2.1.7 Support implementation of CDD processes Intermitent####1.2.1.8 Provide ongoing coaching and mentoring for community facilitators Intermitent####1.2.2 Development of mechanisms and capacities of provincial,

district and sub-district institutions for quality program####1.2.2.1 Review of existing materials and subsequent development of

guidelines and manuals, orientations and training to ensureprogram administration complies with program rules and

3 months

####1.2.2.2 Develop an annual capacity building plan to address systemic,institutional and skill gaps for program management, based onan institutional mapping exercise of roles and responsibilities (M& E, Technical, O & M, Institutional, financial)

3 months

####1.2.2.3 Review guidelines, workshops, generic TORs and mastercurriculum and training modules, which can be tailored for localneeds and training of trainers (TOT) to ensure the quality andrelevance of delivery

1 month

####1.2.2.4 Prepare an annual program of workshops, training includingregular training and coaching for community facilitators

1 month

####1.2.2.5 Carry out annual institutional assessments using MPA:performance assessment of district agencies and policyenvironment assessment (done annually at national level)

3 months/years

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q42009 2010 2011 2012


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####1.2.2.6 Develop a knowledge management plan in the first 6 months byPIU for ensuring dissemination of lessons learnt and goodpractice. This would include developing an integrated approachfor M&E capacity building using a range of training

4 months

####1.2.2.7 Provide training of trainer programs to strengthen the capacity oflocal CSOs and firms

1 month

####1.2.3 Development of mechanisms and capacities of provincial anddistrict institutions for scaling up and mainstreamingcommunity driven WSS

####1.2.3.1 Advocacy to district leadership (i.e. Bupati and DPRD) on districtperformance and resourcing for community-based WSS throughexchange visits, advocacy packages and promotional activitieson achievements of PAMSIMAS (and other participatory WSS

Intermitent

####1.2.3.2 Review provincial and district local policies, financingarrangements and legislation in relation to WSS to identifychanges to bring these together into a more effective frameworkfor scaling up and replication to other districts.

3 months

####1.2.3.3 Develop an institutional capacity building plan for implementationof provincial and district plans and development of deliverymechanisms for such capacity building.

3 months

####1.2.3.4 Conduct a review to identify and strengthen linkages with otherlocal development strategies for poverty reduction, villagedevelopment and health improvements to leverage otheravailable resources and programs.

1 month

####1.2.3.5 Develop provincial action plans and supporting materials toenhance civil society participation in local government planningand service delivery for WSS, including IEC on local economicand social benefits of WSS, multi-stakeholder forums, etc

3 months

####1.2.3.6 Identify and provide training of local trainers to provide accreditedcommunity facilitator training to meet anticipated increaseddemand and to market their services to local government.

1 month

####1.3 Main Activity 2: Improving Hygiene and Sanitation Behaviour andServices

####1.3.1 Total Sanitation Program based on the Community Let TotalSanitation (CLTS) method

####1.3.1.1 Review Manual for Total Sanitation Campaign for District andSub-District team; Advocacy for Province/District Stakeholdersand/or Informal Leaders; and Sanitation Options

1 month

####1.3.1.2 Provide Training of Trainers for Provincial/District Team 1 month####1.3.1.3 Provision of Provincial Workshops 1 week####1.3.1.4 Supervision & Technical Assistance Intermitent####1.3.1.5 Provide advocacy/orientation with decision makers and opinion

makers to explain approach and obtain support for CLTSIntermitent

####1.3.1.6 Review Province specific sanitation options 1 month



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####1.3.1.7 Provide Training for Sub-District/Village Team/Social intermediaries 1 month####1.3.1.8 Implement Village Facilitation process Intermitent####1.3.1.9 Monitoring and Evaluation of Village Implementation Intermitent####1.3.2 Sanitation & Hygiene Marketing Program####1.3.2.1 Review guidelines and prototypal design for: Provincial

Market/Consumer/Supplier Studies1 month

####1.3.2.2 Review guidelines for supply chain building based on otherexperiences

1 month

####1.3.2.3 Implement Provincial sanitation and hygiene demand-generationcampaigns

Intermitent

####1.3.2.4 Provide technical Assistance for implementation of Sanitation andHygiene Marketing in provinces and districts

Intermitent

####1.3.2.5 Provide advocacy/orientation with decision makers and opinionmakers to explain approach and obtain support for marketing

Intermitent

####1.3.2.6 Study of local sanitation market, consumers and supplier foridentifying messages and communication methods/media forsegmented beneficiaries, and supply chain facilitation

3 months

####1.3.3 School Hygiene and Sanitation Program####1.3.3.1 Province/District workshops on school hygiene and sanitation Intermitent (each

year)####1.3.3.2 Review School Hygiene / Health curricula 1 month####1.3.3.3 Review Manual for Teacher and Children Training 1 month####1.3.3.4 Review Teacher Manual 1 month####1.3.3.5 Provide Training for Trainers for Teacher and Children training 1 month####1.3.3.6 Provide Training for Teacher and Children 1 month####1.3.3.7 Provide District Workshops for inserting curricula Intermitent (each

year)####1.3.3.8 Provide Awareness campaign for school communities (children,

teachers, parents)Intermitent

####1.3.4 Strengthening Local Sanitation and Hygiene Units####1.3.4.1 Review TOR and guidelines for building capacity of Provincial

and District Units responsible for Environmental Health andHygiene Promotion

1 month

####1.3.4.2 Review Design for Monitoring Impact of Sanitation and HygieneIntervention

1 month

####1.3.4.3 Provide training for District staffs responsible for Environmentalhealth and Hygiene promotion in implementing Performance andImpact Monitoring

1 month

####1.3.4.4 Provide training for Puskesmas Sanitarian/ Pustu staff / BidanDesa for sanitation and hygiene program performancemonitoring and access monitoring at community level throughparticipatory monitoring

1 month

####1.3.4.5 Implement annual two-week surveillance for water bornediseases (diarrhoea, etc) at selected program/non—program

2 weeks/year



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####1.3.5 Support implementation of existing environmentalmanagement initiative, especially in industrial area

####1.4 Main Activity 3: Water Supply and Peri-Urban InstitutionalSanitation Infrastructure

####1.4.1 Planning Assistance and Technical support####1.4.1.1 Rapid Technical Assessment (RTA) and Community WSS

situation analysis (MPA-PHAST) to determine water demand andsystem options

3 months

####1.4.1.2 Develop Village Action Plans (including commitment for inkind/cash participation)

2 months

####1.4.1.3 Technical survey and development of the detailed engineeringdesign (DED)

2 months

####1.4.1.4 Provide O&M training covering management, technical andfinancial skills required for system sustainability

1 month

####1.4.1.5 Water quality monitoring to increase awareness of the communityon the impact of safe water supply and good practice for storageand handling of drinking water

Intermitent

####1.4.2 Implementation of Physical Works####1.4.2.1 Procurement of goods and equipment needed for construction; 1 month####1.4.2.2 Develop construction schedule and labor management plan,

including identification of external skilled labor and civil works1 month

####1.4.2.3 Construction (contractor/communities) Interment####1.4.2.4 Supervision and quality control Interment####1.5 Main Activity 4 : Implementation Support and Project Management####1.5.2 Conduct baseline and impact evaluation Study for included districts

(social, health, institutional)3 months

####1.5.3 Prepare procedure and mechanism for monitoring and evaluation 3 months####1.5.4 Implementation Monitoring & Evaluation project Intermitent####1.5.5 Implement MIS (from Pamsimas) 3 months####1.5.6 Provide on the job training for MIS Intermitent####1.5.7 Update and maintain MIS Intermitent



Page 4

Supplementary Appendix 4 - Detailed Activities and Schedule for Sub Component 2.6 - Detailed Engineering Design for Upgrading Bandung Water Sources



Procurement)1 1 Sub Component 2.6 : Detailed Engineering Design for Upgrading of

Bandung Water Sources MFF P1 Balai Besar Wilayah Sungai Citarum- Ministry of Public Works

18 months

2 1.1 Procurement of Consultants 9 months3 1.1.1 Procurement of consultants 9 months4 1.2 Main Activity 1: Survey and Investigations 6 months5 1.3 Main Activity 2 : Water Options Modelling 6 months

6 1.4 Main Activity 3: Structure Design 10 months

7 1.5 Main Activity 4: BoQs 4 months

8 1.6 Main Activity 5: Tendering main packages preparation 4 months9 1.7 Main Activity 7 : Safeguards Implementation 9 months####1.7.1 Prepare AMDAL for the Main Works 6 months####1.7.2 Environmental Management Plan Implementation intermitent####1.7.3 Support for the Resettlement Plan Implementation intermitent

####1.8 Main Activity 8 : Community Empowernment####1.8.1 Coordination and support for existing local government community

empowerment programintermitent

J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N DHalf 1, 2011 Half 2, 2011 Half 1, 2012 Half 2, 2012 Half 1, 2013 Half 2, 2013


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Supplementary Appendix 4 - Detailed Activities and Schedule for Sub Component 3.1 - Development of Key Policies and Strategies for Water Resources Management in CRB (TA B3)



Procurement)1 1 Sub Component 3.1 : Development of Key Policies and Strategies for

IWRM TA Project 1 BBWS Citarum - MoPW14 months

2 1.1 Procurement of Consultants3 1.1.1 ADB procurement of consultants4 1.2 Main Activity 1 : Development and implementation of a water

entitlements and licensing system for surface water users5 1.2.1 Review of existing governmental policies and regulations regarding

allocation of water entitlements to surface water users, and systemsfor water user registration and licensing

3 months

6 1.2.2 Review of international best practice regarding allocation of waterentitlements to surface water users, and systems for water userregistration and licensing

3 months

7 1.2.3 Development of a recommended policy for allocation of waterentitlements to agricultural users and licensing of users to managethose entitlements

4 months

8 1.2.4 Development of a system for registration of water users, licensing ofthose users, and managing compliance with licence conditions

4 months

9 1.2.5 Formulation of an implementation plan for the implementation of therecommended system

intermitent

####1.3 Main Activity 2 : Policy development for appropriate waterpricing, water allocation and balanced stakeholder participation

####1.3.1 Review of existing governmental policies and regulations regardingwater allocation among uses and water pricing

3 months

####1.3.2 Review of international best practice regarding water allocationamong uses and water pricing

3 months

####1.3.3 Development of a recommended policy for water pricing for uses ofwater including domestic, industrial and agricultural

4 months

####1.3.4 Development of a recommended policy for water allocation amongcompeting uses of water, including during times of water shortage

4 months

####1.3.5 Development of a recommended strategy for balanced stakeholderparticipation in decisions related to water allocation among uses andwater pricing; and

4 months

####1.3.6 Formulation of an implementation plan for approved policy for waterallocation among competing uses of water, and strategy for balancedstakeholder participation

4 months

####1.4 Main Activity 3 : Development of strategies and options fordemand management and water conservation with respect to

####1.4.1 Review of existing strategies and options for demand managementand water conservation with respect to agricultural, industrial anddomestic use

3 months

####1.4.2 Review of international best practice regarding demand managementand water conservation

3 months

####1.4.3 Development of a recommended new strategy for demandmanagement and water conservation with respect to agricultural,industrial and domestic use

4 months

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N DHalf 2, 2008 Half 1, 2009 Half 2, 2009 Half 1, 2010 Half 2, 2010


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####1.4.4 Formulation of an implementation plan for strategy for demandmanagement and water conservation with respect to agricultural,industrial and domestic use

4 monthsJ A S O N D J F M A M J J A S O N D J F M A M J J A S O N D

Half 2, 2008 Half 1, 2009 Half 2, 2009 Half 1, 2010 Half 2, 2010


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Supplementary Appendix 4 - Detailed Activities and Schedule for Sub Component 4.1 - Development and Implementation of a Basin River Quality Improvement Strategy and Action Plans



Procurement)1 1 Sub Component 4.1 : Development and Implementation of a Basin River

Quality Improvement Strategy and Action Plans MFF P1 - Ministry of24 months

2 1.1 Procurement of Consultants3 1.1.1 Advance Procurement 9 months4 1.2 PART A - Main Activity 1: Preparation of Basin-Wide River Quality

Improvement Strategy5 1.2.1 Establish Stakeholder Forums intermitent6 1.2.2 Review current policies , information systems, decision systems and

financing to WQ in CRB1 months

7 1.2.3 Policy study and provide recommendations on the use ofincentives/pollution charges for water quality management, including

1 months

8 1.2.4 Assess performance and effectiveness of existing cooperation basedprograms and identify complementary regulatory measures within the

1 months

9 1.2.5 Review current WQ data collection systems, WQ data analysis systemsand River Basin WQ modeling capacities of Water Management, R&D

1 months

10 1.2.6 Development of Strategic Environmental Assessment (SEA) 1 months

11 1.2.7 Prepare guidelines/procedures for establishing institutional mechanismto manage water quality

1 months

12 1.2.8 Prepare guidelines/procedures for assessment of pollution sources,delineating water quality management areas and prepare action plans

1 months

13 1.2.9 Prepare strategic options for river water quality improvement includingtechnical, institutional and legal aspects

1 months

14 1.2.10 Design and develop a basin-wide water quality monitoring strategy 1 months15 1.3 PART B - Main Activity 2: Improvements to Water Quality

Monitoring and Data Management16 1.3.1 Review the existing water quality information system and available data 2 months17 1.3.2 Design and develop a water quality and pollution database

management system, with capability for mapping pollution sources6 months

18 1.3.3 Design and develop an internet-based WQM information system to linkthe district enviroment agencies with other key agencies

3 months

19 1.3.4 Data collection and data entry for the detailed Mapping of Citarum Riverfrom upstream to downstream, including Physical measurement ofCitarum river on monitoring site point (width and depth, slope, side and

intermittent

20 1.3.5 Implementation of water quality information system for Citarum BasinWR management on job training

intermittent

21 1.3.6 Develop a set of costed WQ improvement scenarios for discussionswith planners

2 months

22 1.3.7 Update WQ model and finalise runs for CRB WQ Action Plans 2 months

23 1.3.8 Implement an integrated water quality and quantity monitoring andreporting system based on action plans (which identify priority pollutants,sources, control measures, targets)

intermittent

24 1.3.9 Compile and integrate water quality and quantity data from environmentagencies

intermittent

J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D JHalf 1, 2009 Half 2, 2009 Half 1, 2010 Half 2, 2010 Half 1, 2011 Half 2, 2011


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25 1.3.10 Design and develop a basin-wide information campaign for raisingpublic awareness of water quality management issues

2 months

26 1.3.11 Implementation of water quality management campaign 12 months27 1.4 Main Activity 3 : Strengthening of Organisational Capacity28 1.4.1 Coordination among agencies for water quality management intermittent

29 1.4.2 Design and implement a training program on the various guidelines fordistrict environment protection agencies

3 months

30 1.5 Main Activity 4 : Preparation and Implementation of Area-BasedPollution Sources Management Action Plans

31 1.5.1 Conduct pollution sources inventories and pollution load assessment inkey water quality management areas

3 months

32 1.5.2 Identify stakeholders (including universities and research organizations)and conduct a survey of technical knowledge and capabilities

1 months

33 1.5.3 Identify opportunities for involvement of universities and researchorganizations to participate in the development and implementation of

1 months

34 1.5.4 Develop a basin wide River Quality Improvement strategy for basin as aframework for action planning in priority water quality management

1 months

35 1.5.5 Policy review and re-planning 2 months36 1.5.6 Formulate the water quality management action plans combining

cooperation and regulation1 months

37 1.5.7 Identify specific initiative for Private Sector involvement 1 months38 1.5.8 Identify activities suitable for CSR 1 months39 1.5.9 Identify Large scale Biogas Plant Projects for GOI investment 1 months40 1.6 Main Activity 5 : Initial Implementation of Citarum River WQ

Improvements41 1.6.1 Initial implementation of Citarum River water quality improvement 3 months42 1.6.2 Develop shallow and infiltration well (at household and office scale) and

pore infiltration well in the upper Citarum river basin14 months

43 1.6.3 Identification of Offices and Factories to participate under CSR initiative 15 months

44 1.6.4 Develop biogas plant/installation in CRB 15 months

45 1.6.5 Implement garbage management by 3-R concept(reduce-reuse-recycle), composting, garbage cut-off, provide garbage

15 months

46 1.6.6 River bank garden improvement (along the river in the upper Citarumriver basin)

15 months

47 1.6.7 Develop Communal septic tank and WC Communal at upper site CRB 15 months

48 1.6.8 Roll out an awarness campaign for rehabilitation/reforestation of the CRBcritical land

15 months

49 1.6.9 Develop pilot Garbage Trapping at upper site CRB 15 months50 1.6.10 Awarness campaign for Rehabilitasi/Penghijauan di Daerah Tangkapan

Air (Catchment Area) dan lahan kritis DAS Citarum15 months

51 1.7 Main Activity 6 : Knowledge Dissemination

52 1.7.1 Preparation of knowledge products 4 months53 1.7.2 Media dissemination of WQ enhancement projects intermittent



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54 1.7.3 Schools information program intermittent

55 1.7.4 CSR information dissemination program intermittent

56 1.7.5 CSO awareness and knowledge building intermittent

57 1.7.6 Workshops and Training Participation Nationally intermittent

58 1.7.7 R&D knowledge products dissemination within the basin intermittent

59 1.8 Main Activity 7 : Monitoring and evaluation



Page 3

Supplementary Appendix 4 - Detailed Activities and Schedule for Sub Component 5.1 - Upper Citarum Basin Flood Management (TA C1)



Procurement)1 1 Sub Component 5.1 : Upper Citarum Basin Flood Management TA

7189 RCWR - MoPW15 months

2 1.1 Procurement of Consultants3 1.1.1 ADB procurement of consultants4 1.2 Main Activity 1 : Completion of Current River Model Studies 1D5 1.2.1 Topographical Survey at The Selected Location 3 months6 1.2.2 Modelling and Calibration 1D 4 months7 1.2.3 Flood Routing of Small Dam and Sediment Trap 3 months8 1.2.4 Concept design of Floodway Options 3 months9 1.2.5 Concept Design of Polder System 2 months####1.2.6 Deep Recharge Well Prototype 2 months####1.2.7 Prepare ToR for FS and Preparation Studies 1 month####1.2.8 Prepare Prefeasibillity Report 2 months####1.2.9 Study Report and Meeting for FS 2 months####1.3 Main Activity 2 : Prepare for Floodplain Modelling Studies####1.3.1 Topographic Surveys 3 months####1.3.2 Sediment Studies 3 months####1.3.3 Geological Site Investigation 2 months####1.3.4 Survey Investigation 2 months####1.3.5 Survey Investigation (SI) and Topographical Survey for Pilot Polder

Design2 months

####1.3.6 Social Surveys 2 months####1.3.7 Hydrology Data Collecting and Analysis 3 months####1.4 Main Activity 3 : Floodplain Modelling Studies and Floodplain 2D####1.4.1 Modelling and Calibration 2D 4 months####1.4.2 Design Studies with Modelling 3 months####1.4.3 Upper Tributary and Groundwater Conservation 3 months####1.4.4 Update Flood and Management Strategy 3 months####1.4.5 impact on Regional and Spatial Planning 2 months####1.4.6 Operation and Maintenance Operational Plan 2 months####1.4.7 Prepare ToR for Detailed Design by Others 1 month####1.4.8 Prepare Stage 2 Report 1 month

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N DHalf 2, 2008 Half 1, 2009 Half 2, 2009 Half 1, 2010 Half 2, 2010 Half 1, 2011 Half 2, 2011


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Supplementary Appendix 4 - Detailed Activities and Schedule for Sub Component 5.2 – Climate Change Adaptation and Mitigation (TA E1)



Procurement)1 1 Sub Component 5.2 : Climate Change Adaption and Mitigation in the

6 Ci's River Basin Territory TA 7189 DWRM - MoPW24 months

2 1.1 Procurement of Consultants3 1.1.1 ADB procurement of consultants4 1.2 Main Activity 1 : Formulation of climate change adaptation and

mitigation policies to be adopted within the river basin5 1.2.1 Review and development of modelling and statistical projections, and

estimate the probability of hazardous climate events occurringspecifically in CRB

3 months

6 1.2.2 Identify the potential vulnerabilities and risks of the CRB (and inparticular its water resources system) to climate, and theirsignificance in relation to other factors of uncertainty such aspopulation growth and economic development

3 months

7 1.2.3 Review of current national policies and undertake assessments of CCcapacities of organizations within CRB

4 months

8 1.2.4 Prepare broad sector guidelines for mitigation and adaptation,covering implications for infrastructure (urban and rural), land useand ecosystem management and economic development, povertyreduction, and social dimensions

5 months

9 1.2.5 Formulate a climate risk management strategy for the CRB 3 months####1.3 Main Activity 2 : Mainstreaming of climate change concerns in at

local development planning, sector, and program level####1.3.1 Preparation of guidelines for mainstreaming climate change at both

policy and operational levels within the CRB3 months

####1.3.2 Preparation of a booklet “Summary for Policy and Decision Makers”on mainstreaming climate risk management in CRB developmentplans (including budgetary and fiscal planning)

1 month

####1.3.3 Conduct meetings and workshops with local Government partners todisseminate the results of climate change adaptation and mitigation(CCAM) policies and discuss their relevance to current situations

intermitent

####1.4 Main Activity 3 : Preparation of adaptation and mitigation actionplans (AMAP)

####1.4.1 Preparation of adaptation and mitigation action plans (including plansfor carbon sequestration in the upper part of the basin throughafforestation and reforestation, biofuel and biogas development,wastewater and solid waste management, capacity enhance

6 months

####1.4.2 Identify potential pilot activities, including stakeholder participation andcommunity empowerment through partnership approaches with localagencies, communities and the private sector

6 months

####1.4.3 Prepare applications for other climate change funds (both within andoutside ADB) including design, application, selection, supervision, andmonitoring, in close coordination with the selected entities

3 months

####1.5 Main Activity 4 : Recommendations and inputs for the othercomponents of the ICWRMIP

####1.5.12 Preparation of guidelines for “climate-proofing” of the Roadmap 4 months



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####1.5.13 Update the Citarum Roadmap to be consistent with the climate riskmanagement strategy (“climate-proofing” the Roadmap

4 months

####1.5.14 Integrate identified measures location and information into theRoadmap Information System

intermitent



Page 2

Supplementary Appendix 4 - Detailed Activities and Schedule for Sub Component 7.1 - Decision Support System for Integrated Water Resources Management in Citarum River Basin (TA D1)



Procurement)1 1 Sub Component 7.1 : Decision Support System for IWRM in Citarum

River Basin TA 7189 DWRM - MoPW36 months

2 1.1 Procurement of Consultants3 1.1.1 ADB procurement of consultants4 1.2 Main Activity 1 : Data Collection5 1.2.1 Surface and groundwater quantity and quality 3 months6 1.2.2 Other natural resources data, such as soils, geology, land cover,

ecosystems and so on3 months

7 1.2.3 Socio-economic data, such as population, poverty, land use, and soon

3 months

8 1.3 Main Activity 2 : Data archiving and management9 1.3.1 Collection of data from various sources, validation, computerization,

and so on4 months

####1.4 Main Activity 3 : Data sharing and dissemination amonggovernment agencies

####1.4.1 Research establishments intermitent####1.4.2 Providing public access to data intermitent


Integrated Citarum Water Resources Investment Program - Project 1

Page 1

Supplementary Appendix 4 - Detailed Activities and Schedule for Sub Component 8.1 - Program Management



Procurement)1 1 Sub Component 8.1 : Program Management MFF P1 Balai Besar

Wilayah Sungai Citarum - Ministry of Public Works51 months

2 1.1 Procurement of Consultants3 1.1.1 Advance procurement of consultants 9 months4 1.2 Main Activity 1: Coordination and planning among component

projects (integrated short and long term AWP)5 1.2.1 Define the task of each project implementing agencies and their

consultants to avoid duplication of activities and function3 months

6 1.2.2 Coordinate with RCMU the coordination among sectors at national,provincial and district levels (vertical and horizontal integration of

3 months

7 1.2.3 Provide guidance for project management, performancemanagement using modern practices for quality management and

3 months

8 1.2.4 Develop appropriate office working procedures leading to the writing ofthe Office Procedures Manual

3 months

9 1.2.5 Prepare budgets for each activity within each component andcategory based on the agreed loan allocation

3 months

####1.2.6 Assistance to Project 1 (MoA/MoH/MoE) PIUs during Year 1implementation in establishment of management systems, technicalsupport, initiation of activities and procurement


####1.2.7 Support the PCMU and its secretariat operation including preparationof issues papers for meetings and follow up action after


####1.2.8 Preparation of Annual Work Program for PCMU activities 3 months/year(intermitent)

####1.2.9 Collect and consolidate the Annual Work Program from all PIUs 3 months/year(intermitent)

####1.2.10 Assist in implementation of PCMU's AWP (intermittent) 51 months(intermitent)

####1.2.11 Attend the meetings related to implementation of ICWRMIP Project I(intermittent)


####1.2.12 Facilitate coordination and cooperation among the implementingagencies (intermittent)


####1.3 Main Activity 2 : Data and Information Systems

####1.3.1 Collect project related data including base maps, project locations andrelated informations from PIUs, CSOs and private sector (CSR)

3 months

####1.3.2 Collect spatial planning data from related institutions 3 months####1.3.3 Compile and standardize collected data into a geographic database 3 months####1.3.4 Design a dedicated interface for data entry and projects monitoring 6 months####1.3.5 Prepare metadabase for all integrated data 6 months####1.3.6 Design a dedicated web based system for data dissemination 6 months####1.3.7 Provide training on information system to PIUs 1 month

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q42009 2010 2011 2012 2013 2014 2015


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####1.3.8 On going updating of the projects GIS based database 42 months(intermitent)

####1.4 Main Activity 3 : Monitoring and evaluation of projects (Project1) performance, including financial management (PCMU)

####1.4.1 Prepare and maintain a performance monitoring and evaluationmechanism for the component projects, including financial

3 months

####1.4.2 Develop a Document Control System DCS 3 months####1.4.3 Develop a Quality Management System QMM 3 months####1.4.4 Provide training on PPMS, DCS and QMM to PIUs 1 month####1.4.5 Monitor the financial and physical progress related to agreed

implementation targets (quarterly)42 months

(intermitent)####1.4.6 Identify problems and constraints which affect the implementation of all

project components financed under ICWRMIP Project I and feedback,hold dialogue and enhance implementation based on lessonslearned from the M&E program


####1.4.7 Prepare relevant progress reports for submission to the ADB 42 months(intermitent)

####1.4.8 Monitor and report disbursement status of the loan proceed in closedcoordination with the MOF and the concerned IAs to assist in solvingthe backlog of payment from the load proceed


####1.4.9 Prepare report for each components for coordination amongimplementing agencies


####1.5 Main Activity 4 : Social and environment safeguards oversight(PCMU)

####1.5.1 Dissemination of safeguards frameworks (resettlement andenvironmental) to PIUs

3 months

####1.5.2 Monitor social and environment implementation related to agreedsafeguard frameworks


####1.5.3 Provide oversight and assistance in Project implementation ofsafeguard policy, specifically ensuring quality in compliance withimplementation of Resettlement plans, IEE/EIAs in a timely way.


####1.5.4 Coordinate and ensure adequate and timely funding for safeguardimplementation


####1.5.5 Ensure full disclosure to stakeholders of documents and relatedactivities related to safeguards


####1.6 Main Activity 5 : Media communication plan, informationdissemination and implementation (intermittent)

####1.6.1 Prepare media communication plan in collaboration with RCMUrelated to ICWRMIP Project I implementation

3 months

####1.6.2 Information dissemination (intermittent) 42 months(intermitent)

####1.7 Main Activity 6 : Quality Control and Quality Assurance Systems



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####1.7.1 Implement in PCMU and support PIUs implementation ofperformance management using modern practices for qualitymanagement and document control including Office ProceduresManual. OPM and Document Control System DCS Quality

6 months

####1.7.2 Support and monitor full adherence to Program AdministrationMemorandum PAM Program Performance Monitoring and Reporting


####1.7.3 Quarterly Reporting on Procurement Status in accordance withProcurement Implementation Schedules


####1.7.4 Provision of oversight monitoring and evaluation of Results BasedOutputs QC/QA activities on Program Services, assess value ofoutputs for given inputs and build lessons learned into new activitiesand ongoing programs.


####1.7.5 Provision of oversight monitoring and evaluation of Results BasedOutputs QC/QA activities on physical works assess value of outputs forgiven inputs and build lessons learned into new activities and ongoing


####1.7.6 Periodic Review and update QC/QA and Program implementationdocuments (PAM/PPMS)




Page 3

Supplementary Appendix 4 - Detailed Activities and Schedule for Sub Component 8.2 - Independent Monitoring and Evaluation



Procurement)1 1 Sub Component 8.2 : Independent Monitoring and

Evaluation MFF P1 Road Map Coordination60 months

(intermitent)2 1.1 Procurement of Consultants3 1.1.1 Advance procurement of consultants 9 months4 1.2 Main Activity 1: Establishing a RPMS for the

overall Roadmap investments

5 1.2.1 Review of the exisiting PPMS from each PIUs 1 month

6 1.2.2 Define the monitoring and evaluation performancebenchmark and indicators

2 months

7 1.2.3 Design the RPMS in line with available PPMS andperformance indicators

3 months

8 1.2.4 Develop the RPMS software and manual 3 months

9 1.2.5 Provide training to RCMU staff and socialize it withrelated agencies

1 month

####1.3 Main Activity 2 : Monitor the Roadmap’s social,environmental, and economic impacts, includingthe establishment of benchmark using existing

####1.3.1 Collect existing government information and datasystems social, environmental, and economic

3 months

####1.3.2 Establish social, environmental, and economicimpacts benchmarks

3 months

####1.3.3 Standardize benchmarking indicators and socialize itto related PIUs

2 months

####1.4 Main Activity 3 : Develop a mechanism for makingnecessary adjustments in the Roadmap design and

####1.4.1 Identify problems and constraints which affect theimplementation of all project components financed

2 months

####1.4.2 Prepare a mechanism guideline for makingadjustments on the roadmap design and

2 months

####1.4.3 Socialize the guideline to related PIUs and users 1 month

####1.5 Main Activity 4 : Monitor the Roadmap physicaland financial processes as well as theeffectiveness and efficiency in achieving major

####1.5.1 Monitor the financial and physical progress related toagreed implementation targets (quarterly)

intermitent

####1.5.2 Identify problems and constraints which affect theimplementation of all project components financedunder the Roadmap and feedback, hold dialogue

intermitent

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q42009 2010 2011 2012 2013 2014


Page 1


####1.5.3 Prepare relevant progress reports for submission tothe GOI

intermitent

####1.5.4 Monitor and report disbursement status of the funds inclosed coordination with the MOF and the concernedIAs to assist in solving the backlog of funds proceeds

intermitent

####1.5.5 Prepare report for each components for coordinationamong implementing agencies

intermitent

####1.5.6 Monitor the financial and physical progress related toagreed implementation targets (quarterly)

intermitent

####1.5.7 Identify problems and constraints which affect theimplementation of all project components financedunder the Roadmap and feedback, hold dialogueand enhance implementation based on lessons

intermitent

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q42009 2010 2011 2012 2013 2014


Page 2

Supplementary Appendix 5 - Detailed cost estimates, financing plan and allocation for Project 1 Loan Funded Sub Components (Costab Ouputs) 1.1 - Roadmap Management 2.1 - West Tarum Canal Rehabilitation Project 2.2 - Improved Land and Water Management 2.3 - Support for Community and CSO Driven Initiatives for Improved Water Supply and Sanitation 2.6 - Detailed Engineering Design for Upgrading Bandung Water Sources 4.1 - Development and Implementation of a Basin River Quality Improvement Strategy and Action Plans 8.1 - Program Management 8.2 - Independent Monitoring and Evaluation

Supplementary Appendix 5 - Detailed cost estimates, financing plan and allocation for Project 1 Loan Funded Sub Component 1.1 - Roadmap Management (Costab Ouputs)

ICWRMIP Details 090724 (loan).xls

IndoesiaICWRMIP Project 1Table 1. 1.1. Roadmap ManagementDetailed Costs Quantities Unit Cost Unit Cost Base Cost (US$)

Unit 2009 2010 2011 2012 2013 Total (Rupiah) (US$) 2009 2010 2011 2012 2013 Total

I. Investment CostsA. Consulting Services

1. Remunerationa. International Professional Staffs

Co-TL IWRM Planning Programming Specialist man-month 3 12 9 - - 24 194,370,000 20,900 62.700 250.800 188.100 - - 501.600Environment Financing Specialist man-month - 3 - - - 3 179,025,000 19,250 - 57.750 - - - 57.750WR-PPP Specialist man-month - 3 - - - 3 179,025,000 19,250 - 57.750 - - - 57.750

Subtotal International Professional Staffs 62.700 366.300 188.100 - - 617.100b. National Professional Staffs

Team Leader/IWRM Specialist man-month 3 12 12 9 - 36 20,971,500 2,255 6.765 27.060 27.060 20.295 - 81.180Co-TL/IWRM Planning and Programming Specialist man-month 3 12 12 9 - 36 18,414,000 1,980 5.940 23.760 23.760 17.820 - 71.280GIS/Database Management Specialist man-month 3 12 9 - - 24 18,414,000 1,980 5.940 23.760 17.820 - - 47.520WR Public Private Partnership Specialist man-month - 6 6 - - 12 16,879,500 1,815 - 10.890 10.890 - - 21.780WR Investment Program/Economist Specialist man-month 3 12 9 - - 24 16,879,500 1,815 5.445 21.780 16.335 - - 43.560Prov./District Planning and Programming Specialist man-month 3 12 9 - - 24 16,879,500 1,815 5.445 21.780 16.335 - - 43.560CSO Coordination Specialists /a man-month 6 24 24 18 - 72 16,879,500 1,815 10.890 43.560 43.560 32.670 - 130.680CSR Fund-raising Specialist man-month - 6 6 - - 12 16,879,500 1,815 - 10.890 10.890 - - 21.780Information and Communication Specialist man-month 3 12 9 - - 24 16,879,500 1,815 5.445 21.780 16.335 - - 43.560Junior IWRM Specialists /b man-month 6 24 24 18 - 72 5,115,000 550 3.300 13.200 13.200 9.900 - 39.600Junior GIS Specialist man-month 3 12 12 9 - 36 5,115,000 550 1.650 6.600 6.600 4.950 - 19.800Junior QA Specialist man-month 3 12 12 9 - 36 5,115,000 550 1.650 6.600 6.600 4.950 - 19.800Junior CSO Coordination Specialists /c man-month 6 24 24 18 - 72 4,603,500 495 2.970 11.880 11.880 8.910 - 35.640Junior Information & Communication Specialists /d man-month 6 24 24 18 - 72 4,603,500 495 2.970 11.880 11.880 8.910 - 35.640

Subtotal National Professional Staffs 58.410 255.420 233.145 108.405 - 655.380Subtotal Remuneration 121.110 621.720 421.245 108.405 - 1.272.4802. Travel, Housing, Office, Transport and Other Costs

International Travel R-trips 1 4 1 - - 6 30,699,000 3,301 3.301 13.204 3.301 - - 19.806OSA and Housing days 90 540 270 - - 900 1,125,300 121 10.890 65.340 32.670 - - 108.900NPS Housing months 48 204 192 108 - 552 1,278,750 138 6.600 28.050 26.400 14.850 - 75.900Supporting Staffs /e mm 12 48 48 36 - 144 4,092,000 440 5.280 21.120 21.120 15.840 - 63.360Office Rental, Communication, Running Cost ets months 3 12 12 9 - 36 16,879,500 1,815 5.445 21.780 21.780 16.335 - 65.340Office Furniture and Equipment package 1 - - - - 1 187,209,000 20,130 20.130 - - - - 20.130Transport months 6 24 24 18 - 72 10,230,000 1,100 6.600 26.400 26.400 19.800 - 79.200Reporting times 1 6 6 8 - 21 3,375,900 363 363 2.178 2.178 2.904 - 7.623Out-of-station and Various Costs months 3 12 12 9 - 36 9,718,500 1,045 3.135 12.540 12.540 9.405 - 37.620

Subtotal Travel, Housing, Office, Transport and Other Costs 61.744 190.612 146.389 79.134 - 477.8793. Sub-contract

a. Minor StudiesStudy Report on Proposed ICWRMIP Phase 2 package - 1 - - - 1 511,500,000 55,000 - 55.000 - - - 55.000Study Report on Private Sector Investment Opportunity in CRB package - 1 - - - 1 511,500,000 55,000 - 55.000 - - - 55.000Study Report on Community-based Project Development in CRB package - 1 - - - 1 511,500,000 55,000 - 55.000 - - - 55.000Study Report on Environmental Services Sustainable Financing in CRB package - 1 - - - 1 511,500,000 55,000 - 55.000 - - - 55.000

Subtotal Minor Studies - 220.000 - - - 220.000Subtotal Consulting Services 182.854 1.032.332 567.634 187.539 - 1.970.359B. Socialization and Community Development

1. Program Material Development lump-sum 1 - - - - 1 204,600,000 22,000 22.000 - - - - 22.0002. Program Material Campaign and Implementation lump-sum 1 8 8 3 - 20 30,690,000 3,300 3.300 26.400 26.400 9.900 - 66.0003. Workshop Related to PPP times - 4 4 2 - 10 20,460,000 2,200 - 8.800 8.800 4.400 - 22.000

Subtotal Socialization and Community Development 25.300 35.200 35.200 14.300 - 110.000C. Project Coordination and Management

1. Coordination Meeting times 1 3 3 3 - 10 15,400,000 1,656 1.656 4.968 4.968 4.968 - 16.5592. District Consinyering /f times 3 12 12 12 - 39 9,900,000 1,065 3.194 12.774 12.774 12.774 - 41.5163. Communities Consinyering /g times 5 30 30 25 - 90 3,300,000 355 1.774 10.645 10.645 8.871 - 31.9354. National/Provincial Workshop /h times 1 1 1 - - 3 55,000,000 5,914 5.914 5.914 5.914 - - 17.7425. District Workshop /i times 5 5 5 - - 15 18,700,000 2,011 10.054 10.054 10.054 - - 30.161

Subtotal Project Coordination and Management 22.591 44.355 44.355 26.613 - 137.914D. Project Administration Support

1. Salaries for Financial StaffsKPA - RCMU man-month 3 12 12 9 - 36 4,000,000 430 1.290 5.161 5.161 3.871 - 15.484Koordinator Sekretariat RCMU /j man-month 9 36 36 27 - 108 2,800,000 301 2.710 10.839 10.839 8.129 - 32.516PIU - RCMU man-month 3 12 12 9 - 36 3,200,000 344 1.032 4.129 4.129 3.097 - 12.387Treasury man-month 3 12 12 9 - 36 2,900,000 312 935 3.742 3.742 2.806 - 11.226Administrative Assistant man-month 3 12 12 9 - 36 2,800,000 301 903 3.613 3.613 2.710 - 10.839Technical Assistant man-month 3 12 12 9 - 36 2,800,000 301 903 3.613 3.613 2.710 - 10.839Urusan Pengujian, Verifikasi etc man-month 3 12 12 9 - 36 1,800,000 194 581 2.323 2.323 1.742 - 6.968PPK man-month 3 12 12 9 - 36 3,050,000 328 984 3.935 3.935 2.952 - 11.806Pelaksana Administrasi man-month 3 12 12 9 - 36 2,100,000 226 677 2.710 2.710 2.032 - 8.129Pelaksana Teknik man-month 3 12 12 9 - 36 2,100,000 226 677 2.710 2.710 2.032 - 8.129Counterparts /k man-month 12 48 48 36 - 144 1,900,000 204 2.452 9.806 9.806 7.355 - 29.419

Subtotal Salaries for Financial Staffs 13.145 52.581 52.581 39.435 - 157.7422. Secretariat

Secretary/Office Manager man-month 3 12 12 9 - 36 3,720,000 400 1.200 4.800 4.800 3.600 - 14.400Computer Operator man-month 3 12 12 9 - 36 3,720,000 400 1.200 4.800 4.800 3.600 - 14.400Office Boy and Security /l man-month 6 24 24 18 - 72 1,500,000 161 968 3.871 3.871 2.903 - 11.613

Subtotal Secretariat 3.368 13.471 13.471 10.103 - 40.4133. Transport months 3 12 12 9 - 36 9,300,000 1,000 3.000 12.000 12.000 9.000 - 36.0004. Procurement package 1 - - - - 1 93,000,000 10,000 10.000 - - - - 10.0005. Office Rental, Communication, Running Cost etc months 3 12 12 9 - 36 55,800,000 6,000 18.000 72.000 72.000 54.000 - 216.000

Subtotal Project Administration Support 47.513 150.052 150.052 112.539 - 460.155278.258 1.261.938 797.240 340.991 - 2.678.428

Remarks: a 2 persons, b 2 personns, c 2 persons, d 2 persons, e 4 persons, f 4 times/year x 1 day x 30 persons, g 6 times/year/district x 1 day x 30 persons,h 2 times/year x 2 days x 30 persons, i 2 times/year x 2 days x 30 persons,j 3 persons, k persons (1 in provincial bappeda), l 2 persons

Page 1


IndoesiaICWRMIP Project 1Table 1. 1.1. Roadmap ManagementDetailed Costs



Co-TL IWRM Planning Programming SpecialistEnvironment Financing SpecialistWR-PPP Specialist

Subtotal International Professional Staffsb. National Professional Staffs

Team Leader/IWRM SpecialistCo-TL/IWRM Planning and Programming SpecialistGIS/Database Management SpecialistWR Public Private Partnership SpecialistWR Investment Program/Economist SpecialistProv./District Planning and Programming SpecialistCSO Coordination Specialists /aCSR Fund-raising SpecialistInformation and Communication SpecialistJunior IWRM Specialists /bJunior GIS SpecialistJunior QA SpecialistJunior CSO Coordination Specialists /cJunior Information & Communication Specialists /d

Subtotal National Professional StaffsSubtotal Remuneration2. Travel, Housing, Office, Transport and Other Costs

International TravelOSA and HousingNPS HousingSupporting Staffs /eOffice Rental, Communication, Running Cost etsOffice Furniture and EquipmentTransportReportingOut-of-station and Various Costs

Subtotal Travel, Housing, Office, Transport and Other Costs3. Sub-contract

a. Minor StudiesStudy Report on Proposed ICWRMIP Phase 2Study Report on Private Sector Investment Opportunity in CRBStudy Report on Community-based Project Development in CRBStudy Report on Environmental Services Sustainable Financing in CRB

Subtotal Minor StudiesSubtotal Consulting ServicesB. Socialization and Community Development

1. Program Material Development2. Program Material Campaign and Implementation3. Workshop Related to PPP

Subtotal Socialization and Community DevelopmentC. Project Coordination and Management

1. Coordination Meeting2. District Consinyering /f3. Communities Consinyering /g4. National/Provincial Workshop /h5. District Workshop /i

Subtotal Project Coordination and ManagementD. Project Administration Support

1. Salaries for Financial StaffsKPA - RCMUKoordinator Sekretariat RCMU /jPIU - RCMUTreasuryAdministrative AssistantTechnical AssistantUrusan Pengujian, Verifikasi etcPPKPelaksana AdministrasiPelaksana TeknikCounterparts /k

Subtotal Salaries for Financial Staffs2. Secretariat

Secretary/Office ManagerComputer OperatorOffice Boy and Security /l

Subtotal Secretariat3. Transport4. Procurement5. Office Rental, Communication, Running Cost etc

Subtotal Project Administration Support


Parameters (in %)Breakdown of Totals Incl. Cont. (US$) Phy. Summary Divisions

Totals Including Contingencies (US$) Local (Excl. Duties & Cont. For. Gross Expenditure Disb.2009 2010 2011 2012 2013 Total For. Exch. Taxes) Taxes Total Rate Exch. Tax Rate Component Account Acct. Fin. Rule

66.757 272.338 206.704 - - 545.799 491.219 - 54.580 545.799 5,0 90,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )- 62.709 - - - 62.709 56.438 - 6.271 62.709 5,0 90,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )- 62.709 - - - 62.709 56.438 - 6.271 62.709 5,0 90,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )

66.757 397.757 206.704 - - 671.218 604.096 - 67.122 671.218

7.334 31.092 32.802 25.955 - 97.183 - 87.464 9.718 97.183 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )6.440 27.300 28.802 22.789 - 85.331 - 76.798 8.533 85.331 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )6.440 27.300 21.601 - - 55.341 - 49.807 5.534 55.341 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )

- 12.513 13.201 - - 25.713 - 23.142 2.571 25.713 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )5.903 25.025 19.801 - - 50.730 - 45.657 5.073 50.730 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )5.903 25.025 19.801 - - 50.730 - 45.657 5.073 50.730 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )

11.806 50.051 52.803 41.781 - 156.441 - 140.796 15.644 156.441 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )- 12.513 13.201 - - 25.713 - 23.142 2.571 25.713 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )

5.903 25.025 19.801 - - 50.730 - 45.657 5.073 50.730 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )3.578 15.167 16.001 12.661 - 47.406 - 42.666 4.741 47.406 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )1.789 7.583 8.001 6.330 - 23.703 - 21.333 2.370 23.703 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )1.789 7.583 8.001 6.330 - 23.703 - 21.333 2.370 23.703 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )3.220 13.650 14.401 11.395 - 42.666 - 38.399 4.267 42.666 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )3.220 13.650 14.401 11.395 - 42.666 - 38.399 4.267 42.666 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )

63.324 293.478 282.618 138.636 - 778.055 - 700.250 77.806 778.055130.080 691.235 489.322 138.636 - 1.449.273 604.096 700.250 144.927 1.449.273

3.515 14.338 3.627 - - 21.480 19.332 - 2.148 21.480 5,0 90,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )11.806 75.076 39.602 - - 126.484 - 113.836 12.648 126.484 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )7.155 32.230 32.002 18.991 - 90.378 - 81.340 9.038 90.378 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )5.724 24.267 25.602 20.257 - 75.850 - 68.265 7.585 75.850 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )5.903 25.025 26.402 20.890 - 78.220 - 70.398 7.822 78.220 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )

21.823 - - - - 21.823 - 19.641 2.182 21.823 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )7.155 30.334 32.002 25.322 - 94.812 - 85.331 9.481 94.812 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )

394 2.503 2.640 3.714 - 9.250 - 8.325 925 9.250 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )3.399 14.408 15.201 12.028 - 45.036 - 40.532 4.504 45.036 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )

66.874 218.180 177.078 101.202 - 563.334 19.332 487.669 56.333 563.334

- 63.195 - - - 63.195 - 56.876 6.320 63.195 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )- 63.195 - - - 63.195 - 56.876 6.320 63.195 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )- 63.195 - - - 63.195 - 56.876 6.320 63.195 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )- 63.195 - - - 63.195 - 56.876 6.320 63.195 5,0 0,0 10,0 RM_CA ADF_CS_OCS_EA CS_DA ADF (81% )- 252.780 - - - 252.780 - 227.502 25.278 252.780

196.954 1.162.195 666.400 239.838 - 2.265.387 623.428 1.415.421 226.539 2.265.387

23.851 - - - - 23.851 - 21.466 2.385 23.851 5,0 0,0 10,0 RM_CA ADF_SCD_EA SCD_DA ADF (81% )3.578 30.334 32.002 12.661 - 78.574 - 70.717 7.857 78.574 5,0 0,0 10,0 RM_CA ADF_SCD_EA SCD_DA ADF (81% )

- 10.111 10.667 5.627 - 26.406 - 23.765 2.641 26.406 5,0 0,0 10,0 RM_CA ADF_SCD_EA SCD_DA ADF (81% )27.428 40.445 42.669 18.288 - 128.830 - 115.947 12.883 128.830

1.710 5.436 5.735 6.051 - 18.932 - 17.038 1.893 18.932 0,0 0,0 10,0 RM_CA ADF_PCM_EA PCM_DA ADF (81% )3.297 13.979 14.747 15.559 - 47.582 - 42.824 4.758 47.582 0,0 0,0 10,0 RM_CA ADF_PCM_EA PCM_DA ADF (81% )1.832 11.649 12.290 10.805 - 36.575 - 32.917 3.657 36.575 0,0 0,0 10,0 RM_CA ADF_PCM_EA PCM_DA ADF (81% )6.106 6.472 6.828 - - 19.405 - 17.465 1.941 19.405 0,0 0,0 10,0 RM_CA ADF_PCM_EA PCM_DA ADF (81% )

10.381 11.002 11.607 - - 32.989 - 29.690 3.299 32.989 0,0 0,0 10,0 RM_CA ADF_PCM_EA PCM_DA ADF (81% )23.326 48.537 51.206 32.414 - 155.483 - 139.934 15.548 155.483

1.332 5.648 5.959 4.715 - 17.653 - 17.653 - 17.653 0,0 0,0 0,0 RM_CA PAS_EA PAS_DA GOVT2.798 11.861 12.513 9.901 - 37.072 - 37.072 - 37.072 0,0 0,0 0,0 RM_CA PAS_EA PAS_DA GOVT1.066 4.518 4.767 3.772 - 14.123 - 14.123 - 14.123 0,0 0,0 0,0 RM_CA PAS_EA PAS_DA GOVT

966 4.095 4.320 3.418 - 12.799 - 12.799 - 12.799 0,0 0,0 0,0 RM_CA PAS_EA PAS_DA GOVT933 3.954 4.171 3.300 - 12.357 - 12.357 - 12.357 0,0 0,0 0,0 RM_CA PAS_EA PAS_DA GOVT933 3.954 4.171 3.300 - 12.357 - 12.357 - 12.357 0,0 0,0 0,0 RM_CA PAS_EA PAS_DA GOVT600 2.542 2.681 2.122 - 7.944 - 7.944 - 7.944 0,0 0,0 0,0 RM_CA PAS_EA PAS_DA GOVT

1.016 4.307 4.543 3.595 - 13.461 - 13.461 - 13.461 0,0 0,0 0,0 RM_CA PAS_EA PAS_DA GOVT699 2.965 3.128 2.475 - 9.268 - 9.268 - 9.268 0,0 0,0 0,0 RM_CA PAS_EA PAS_DA GOVT699 2.965 3.128 2.475 - 9.268 - 9.268 - 9.268 0,0 0,0 0,0 RM_CA PAS_EA PAS_DA GOVT

2.531 10.731 11.321 8.958 - 33.542 - 33.542 - 33.542 0,0 0,0 0,0 RM_CA PAS_EA PAS_DA GOVT13.572 57.538 60.703 48.031 - 179.845 - 179.845 - 179.845

1.239 5.253 5.541 4.385 - 16.418 - 16.418 - 16.418 0,0 0,0 0,0 RM_CA PAS_EA PAS_DA GOVT1.239 5.253 5.541 4.385 - 16.418 - 16.418 - 16.418 0,0 0,0 0,0 RM_CA PAS_EA PAS_DA GOVT

999 4.236 4.469 3.536 - 13.240 - 13.240 - 13.240 0,0 0,0 0,0 RM_CA PAS_EA PAS_DA GOVT3.477 14.741 15.552 12.305 - 46.076 - 46.076 - 46.0763.098 13.131 13.854 10.962 - 41.044 - 41.044 - 41.044 0,0 0,0 0,0 RM_CA PAS_EA PAS_DA GOVT

10.325 - - - - 10.325 - 10.325 - 10.325 0,0 0,0 0,0 RM_CA PAS_EA PAS_DA GOVT18.585 78.789 83.122 65.770 - 246.266 - 246.266 - 246.266 0,0 0,0 0,0 RM_CA PAS_EA PAS_DA GOVT49.057 164.200 173.231 137.069 - 523.556 - 523.556 - 523.556

296.766 1.415.376 933.507 427.608 - 3.073.256 623.428 2.194.859 254.970 3.073.256

Page 2


IndoesiaICWRMIP Project 1Table 1. 1.1. Roadmap ManagementDetailed Costs



Co-TL IWRM Planning Programming SpecialistEnvironment Financing SpecialistWR-PPP Specialist


Team Leader/IWRM SpecialistCo-TL/IWRM Planning and Programming SpecialistGIS/Database Management SpecialistWR Public Private Partnership SpecialistWR Investment Program/Economist SpecialistProv./District Planning and Programming SpecialistCSO Coordination Specialists /aCSR Fund-raising SpecialistInformation and Communication SpecialistJunior IWRM Specialists /bJunior GIS SpecialistJunior QA SpecialistJunior CSO Coordination Specialists /cJunior Information & Communication Specialists /d


International TravelOSA and HousingNPS HousingSupporting Staffs /eOffice Rental, Communication, Running Cost etsOffice Furniture and EquipmentTransportReportingOut-of-station and Various Costs


a. Minor StudiesStudy Report on Proposed ICWRMIP Phase 2Study Report on Private Sector Investment Opportunity in CRBStudy Report on Community-based Project Development in CRBStudy Report on Environmental Services Sustainable Financing in CRB

Subtotal Minor StudiesSubtotal Consulting ServicesB. Socialization and Community Development

1. Program Material Development2. Program Material Campaign and Implementation3. Workshop Related to PPP

Subtotal Socialization and Community DevelopmentC. Project Coordination and Management

1. Coordination Meeting2. District Consinyering /f3. Communities Consinyering /g4. National/Provincial Workshop /h5. District Workshop /i

Subtotal Project Coordination and ManagementD. Project Administration Support

1. Salaries for Financial StaffsKPA - RCMUKoordinator Sekretariat RCMU /jPIU - RCMUTreasuryAdministrative AssistantTechnical AssistantUrusan Pengujian, Verifikasi etcPPKPelaksana AdministrasiPelaksana TeknikCounterparts /k

Subtotal Salaries for Financial Staffs2. Secretariat

Secretary/Office ManagerComputer OperatorOffice Boy and Security /l

Subtotal Secretariat3. Transport4. Procurement5. Office Rental, Communication, Running Cost etc



Other Accounts Expenditures by Financiers (US$)Impl. Proj. Manag. Cost ADB ADF Loan Central Government

Agency Area Unit Center 2009 2010 2011 2012 2013 Total 2009 2010 2011 2012 2013 Total

RCMU_IA RM_PA RCMU_MU RM_CCA 54.073 220.594 167.431 - - 442.097 12.684 51.744 39.274 - - 103.702RCMU_IA RM_PA RCMU_MU RM_CCA - 50.795 - - - 50.795 - 11.915 - - - 11.915RCMU_IA RM_PA RCMU_MU RM_CCA - 50.795 - - - 50.795 - 11.915 - - - 11.915

54.073 322.183 167.431 - - 543.686 12.684 75.574 39.274 - - 127.531

RCMU_IA RM_PA RCMU_MU RM_CCA 5.941 25.185 26.570 21.023 - 78.718 1.393 5.907 6.232 4.931 - 18.465RCMU_IA RM_PA RCMU_MU RM_CCA 5.216 22.113 23.329 18.459 - 69.118 1.224 5.187 5.472 4.330 - 16.213RCMU_IA RM_PA RCMU_MU RM_CCA 5.216 22.113 17.497 - - 44.826 1.224 5.187 4.104 - - 10.515RCMU_IA RM_PA RCMU_MU RM_CCA - 10.135 10.693 - - 20.828 - 2.377 2.508 - - 4.886RCMU_IA RM_PA RCMU_MU RM_CCA 4.781 20.270 16.039 - - 41.091 1.122 4.755 3.762 - - 9.639RCMU_IA RM_PA RCMU_MU RM_CCA 4.781 20.270 16.039 - - 41.091 1.122 4.755 3.762 - - 9.639RCMU_IA RM_PA RCMU_MU RM_CCA 9.563 40.541 42.771 33.842 - 126.717 2.243 9.510 10.033 7.938 - 29.724RCMU_IA RM_PA RCMU_MU RM_CCA - 10.135 10.693 - - 20.828 - 2.377 2.508 - - 4.886RCMU_IA RM_PA RCMU_MU RM_CCA 4.781 20.270 16.039 - - 41.091 1.122 4.755 3.762 - - 9.639RCMU_IA RM_PA RCMU_MU RM_CCA 2.898 12.285 12.961 10.255 - 38.399 680 2.882 3.040 2.406 - 9.007RCMU_IA RM_PA RCMU_MU RM_CCA 1.449 6.143 6.480 5.128 - 19.200 340 1.441 1.520 1.203 - 4.504RCMU_IA RM_PA RCMU_MU RM_CCA 1.449 6.143 6.480 5.128 - 19.200 340 1.441 1.520 1.203 - 4.504RCMU_IA RM_PA RCMU_MU RM_CCA 2.608 11.057 11.665 9.230 - 34.559 612 2.594 2.736 2.165 - 8.106RCMU_IA RM_PA RCMU_MU RM_CCA 2.608 11.057 11.665 9.230 - 34.559 612 2.594 2.736 2.165 - 8.106

51.292 237.717 228.920 112.295 - 630.225 12.032 55.761 53.697 26.341 - 147.830105.365 559.900 396.351 112.295 - 1.173.911 24.715 131.335 92.971 26.341 - 275.362

RCMU_IA RM_PA RCMU_MU RM_CCA 2.847 11.614 2.938 - - 17.399 668 2.724 689 - - 4.081RCMU_IA RM_PA RCMU_MU RM_CCA 9.563 60.811 32.078 - - 102.452 2.243 14.264 7.524 - - 24.032RCMU_IA RM_PA RCMU_MU RM_CCA 5.796 26.106 25.922 15.383 - 73.206 1.359 6.124 6.080 3.608 - 17.172RCMU_IA RM_PA RCMU_MU RM_CCA 4.637 19.656 20.737 16.408 - 61.438 1.088 4.611 4.864 3.849 - 14.411RCMU_IA RM_PA RCMU_MU RM_CCA 4.781 20.270 21.385 16.921 - 63.358 1.122 4.755 5.016 3.969 - 14.862RCMU_IA RM_PA RCMU_MU RM_CCA 17.677 - - - - 17.677 4.146 - - - - 4.146RCMU_IA RM_PA RCMU_MU RM_CCA 5.796 24.570 25.922 20.510 - 76.798 1.359 5.763 6.080 4.811 - 18.014RCMU_IA RM_PA RCMU_MU RM_CCA 319 2.027 2.139 3.008 - 7.493 75 475 502 706 - 1.758RCMU_IA RM_PA RCMU_MU RM_CCA 2.753 11.671 12.313 9.742 - 36.479 646 2.738 2.888 2.285 - 8.557

54.168 176.726 143.433 81.974 - 456.301 12.706 41.454 33.645 19.228 - 107.033

RCMU_IA RM_PA RCMU_MU RM_CCA - 51.188 - - - 51.188 - 12.007 - - - 12.007RCMU_IA RM_PA RCMU_MU RM_CCA - 51.188 - - - 51.188 - 12.007 - - - 12.007RCMU_IA RM_PA RCMU_MU RM_CCA - 51.188 - - - 51.188 - 12.007 - - - 12.007RCMU_IA RM_PA RCMU_MU RM_CCA - 51.188 - - - 51.188 - 12.007 - - - 12.007

- 204.752 - - - 204.752 - 48.028 - - - 48.028159.533 941.378 539.784 194.268 - 1.834.964 37.421 220.817 126.616 45.569 - 430.424

RCMU_IA RM_PA RCMU_MU RM_CCA 19.319 - - - - 19.319 4.532 - - - - 4.532RCMU_IA RM_PA RCMU_MU RM_CCA 2.898 24.570 25.922 10.255 - 63.645 680 5.763 6.080 2.406 - 14.929RCMU_IA RM_PA RCMU_MU RM_CCA - 8.190 8.641 4.558 - 21.389 - 1.921 2.027 1.069 - 5.017

22.217 32.760 34.562 14.813 - 104.353 5.211 7.685 8.107 3.475 - 24.478

RCMU_IA RM_PA RCMU_MU RM_CCA 1.385 4.403 4.645 4.901 - 15.335 325 1.033 1.090 1.150 - 3.597RCMU_IA RM_PA RCMU_MU RM_CCA 2.671 11.323 11.945 12.602 - 38.541 626 2.656 2.802 2.956 - 9.041RCMU_IA RM_PA RCMU_MU RM_CCA 1.484 9.436 9.955 8.752 - 29.626 348 2.213 2.335 2.053 - 6.949RCMU_IA RM_PA RCMU_MU RM_CCA 4.946 5.242 5.530 - - 15.718 1.160 1.230 1.297 - - 3.687RCMU_IA RM_PA RCMU_MU RM_CCA 8.408 8.911 9.402 - - 26.721 1.972 2.090 2.205 - - 6.268

18.894 39.315 41.477 26.255 - 125.941 4.432 9.222 9.729 6.159 - 29.542

RCMU_IA RM_PA RCMU_MU RM_CCA - - - - - - 1.332 5.648 5.959 4.715 - 17.653RCMU_IA RM_PA RCMU_MU RM_CCA - - - - - - 2.798 11.861 12.513 9.901 - 37.072RCMU_IA RM_PA RCMU_MU RM_CCA - - - - - - 1.066 4.518 4.767 3.772 - 14.123RCMU_IA RM_PA RCMU_MU RM_CCA - - - - - - 966 4.095 4.320 3.418 - 12.799RCMU_IA RM_PA RCMU_MU RM_CCA - - - - - - 933 3.954 4.171 3.300 - 12.357RCMU_IA RM_PA RCMU_MU RM_CCA - - - - - - 933 3.954 4.171 3.300 - 12.357RCMU_IA RM_PA RCMU_MU RM_CCA - - - - - - 600 2.542 2.681 2.122 - 7.944RCMU_IA RM_PA RCMU_MU RM_CCA - - - - - - 1.016 4.307 4.543 3.595 - 13.461RCMU_IA RM_PA RCMU_MU RM_CCA - - - - - - 699 2.965 3.128 2.475 - 9.268RCMU_IA RM_PA RCMU_MU RM_CCA - - - - - - 699 2.965 3.128 2.475 - 9.268RCMU_IA RM_PA RCMU_MU RM_CCA - - - - - - 2.531 10.731 11.321 8.958 - 33.542

- - - - - - 13.572 57.538 60.703 48.031 - 179.845

RCMU_IA RM_PA RCMU_MU RM_CCA - - - - - - 1.239 5.253 5.541 4.385 - 16.418RCMU_IA RM_PA RCMU_MU RM_CCA - - - - - - 1.239 5.253 5.541 4.385 - 16.418RCMU_IA RM_PA RCMU_MU RM_CCA - - - - - - 999 4.236 4.469 3.536 - 13.240

- - - - - - 3.477 14.741 15.552 12.305 - 46.076RCMU_IA RM_PA RCMU_MU RM_CCA - - - - - - 3.098 13.131 13.854 10.962 - 41.044RCMU_IA RM_PA RCMU_MU RM_CCA - - - - - - 10.325 - - - - 10.325RCMU_IA RM_PA RCMU_MU RM_CCA - - - - - - 18.585 78.789 83.122 65.770 - 246.266

- - - - - - 49.057 164.200 173.231 137.069 - 523.556200.644 1.013.453 615.824 235.337 - 2.065.257 96.122 401.923 317.683 192.271 - 1.007.999

Page 3

Supplementary Appendix 5 - Detailed cost estimates, financing plan and allocation for Project 1 Loan Funded Sub Component 2.1 - West Tarum Canal Rehabilitation Project (Costab Ouputs)


IndonesiaICWRMIP Project 1Table 5. 2.1. Rehabilitation of the West Tarum CanalDetailed Costs Quantities Unit Cost Base Cost (US$)

Unit 2009 2010 2011 2012 2013 Total Unit Cost (Rupiah) (US$) 2009 2010 2011 2012 2013 Total

I. Investment CostsA. Land Acquisition and Resettlement Plan

1. Replacement Cost (Main Structure)Permanent m2 - 711 - - - 711 520,208 56 - 39.771 - - - 39.771Semi Permanent m2 - 2.846 - - - 2.846 336,620 36 - 103.013 - - - 103.013Temporary m2 - 3.996 - - - 3.996 132,664 14 - 57.003 - - - 57.003

Subtotal Replacement Cost (Main Structure) - 199.787 - - - 199.7872. Compensation for Crop

Annual Crops ls - 23.072 - - - 23.072Trees ls - 54.401 - - - 54.401

Subtotal Compensation for Crop - 77.473 - - - 77.4733. General Program

Capacity Building SHGs - 22 22 - - 44 45,000,000 4,839 - 106.452 106.452 - - 212.903Matching Grant SHGs - 22 22 - - 44 44,590,909 4,795 - 105.484 105.484 - - 210.968Vocational Training SHGs - 22 22 - - 44 36,818,182 3,959 - 87.097 87.097 - - 174.194

Subtotal General Program - 299.032 299.032 - - 598.0654. Administrative Cost ls 561 12.718 12.718 12.718 12.718 51.4345. Implementing NGO for RP & LRP ls 0,19 0,33 0,33 0,15 - 1 3,227,600,000 347,054 65.940 114.528 114.528 52.058 - 347.0546. External Monitoring ls 0,25 0,25 0,25 0,25 - 1 460,000,000 49,462 12.366 12.366 12.366 12.366 - 49.462

Subtotal Land Acquisition and Resettlement Plan 78.866 715.904 438.644 77.142 12.718 1.323.274B. Civil Works

1. Bekasi Siphon Constructiona. General Works ls 0,034 0,2 0,766 - - 1 1,027,441,800 110,478 3.756 22.096 84.626 - - 110.478b. Structural Works ls 0,4 0,6 - - - 1 30,807,940,900 3,312,682 1.325.073 1.987.609 - - - 3.312.682c. New Trash Rack and Gates Bekasi Siphon ls 0,2 0,8 - - - 1 1,100,000,000 118,280 23.656 94.624 - - - 118.280

Subtotal Bekasi Siphon Construction 1.352.485 2.104.328 84.626 - - 3.541.4392. R&U Works for WTC (ICB)

a. Construction of Civil WorksMobilization Cost ls - 0,24 0,76 - - 1 35,762,163,800 3,845,394 - 922.895 2.922.499 - - 3.845.394Excavation/Dredging of Canal and Sediment Trap ls - 0,2 0,6 0,2 - 1 117,207,647,040 12,602,973 - 2.520.595 7.561.784 2.520.595 - 12.602.973Excavation Fill ls - 0,2 0,6 0,2 - 1 3,465,924,000 372,680 - 74.536 223.608 74.536 - 372.680Rehabilitation Slope Between Curug-Cibeet ls - 0,2 - 0,4 0,4 1 17,366,878,683 1,867,406 - 373.481 - 746.963 746.963 1.867.406Construction of Side Drain along WTC ls - 0,2 - 0,4 0,4 1 8,368,552,269 899,844 - 179.969 - 359.938 359.938 899.844Construction of Lining above Major Culverts ls - 0,2 0,8 - - 1 10,336,184,331 1,111,418 - 222.284 889.134 - - 1.111.418Bekasi Siphon and Link Canal ls - - - - - - - - - - - -Cikarang Siphon and Link Canal ls - - - - - - - - - - - -Cibeet Partition Wall and BTb23 Siphon ls - 0,2 0,4 0,4 - 1 24,368,585,307 2,620,278 - 524.056 1.048.111 1.048.111 - 2.620.278Improvement and Pavement of Maintenance Road ls - - - - - - - - - - - -Construction of Road Bridges ls - 0,2 0,4 0,4 - 1 7,135,999,926 767,312 - 153.462 306.925 306.925 - 767.312Construction of Gas Pipe Bridge ls - 0,2 - 0,4 0,4 1 1,577,591,829 169,634 - 33.927 - 67.853 67.853 169.634Building - Spoil Bank Yards ls - 0,2 0,8 - - 1 11,000,000,000 1,182,796 - 236.559 946.237 - - 1.182.796

Subtotal Construction of Civil Works - 5.241.763 13.898.298 5.124.920 1.174.754 25.439.734b. Procurement and Installation of Hydro-mechanical Equipment

General Items ls - 0,21 0,79 - - 1 3,894,386,100 418,751 - 87.938 330.813 - - 418.751Refurbishment of Hydraulic Pumps at Curug HPS ls - 0,2 0,8 - - 1 23,441,574,420 2,520,599 - 504.120 2.016.480 - - 2.520.599Repair of Trash Rack at Intake Curug HPS ls - 0,2 - 0,4 0,4 1 4,955,821,200 532,884 - 106.577 - 213.154 213.154 532.884Cibeet Weir Spillway Gates ls - 0,2 - 0,4 0,4 1 22,556,728,524 2,425,455 - 485.091 - 970.182 970.182 2.425.455Repair of Flushing Gates ls - 0,2 - 0,4 0,4 1 827,624,391 88,992 - 17.798 - 35.597 35.597 88.992BTb 34b Flood Gates Cikarang ls - 0,2 - 0,4 0,4 1 2,467,985,454 265,375 - 53.075 - 106.150 106.150 265.375Repair of Gates ls - 0,2 - 0,4 0,4 1 4,671,199,071 502,279 - 100.456 - 200.912 200.912 502.279Repair of Trash Rack at Cawang ls - 0,2 - 0,4 0,4 1 3,315,415,125 356,496 - 71.299 - 142.599 142.599 356.496Replacement of Trash Rack Pulogadung ls - 0,2 - 0,4 0,4 1 3,602,085,300 387,321 - 77.464 - 154.928 154.928 387.321New Trash Rack and Gates BTb 23 Siphon ls - 0,2 - 0,4 0,4 1 3,159,437,292 339,724 - 67.945 - 135.890 135.890 339.724New Trash Rack and Gates Cikarang Siphon ls - - - - - - - - - - - -Procurement and Installation Slice Gates ls - 0,2 - 0,4 0,4 1 2,502,892,260 269,128 - 53.826 - 107.651 107.651 269.128Repair and Replace Irrigation Offtake Gates ls - 0,2 - 0,4 0,4 1 1,856,745,000 199,650 - 39.930 - 79.860 79.860 199.650

Subtotal Procurement and Installation of Hydro-mechanical Equipment - 1.665.519 2.347.293 2.146.922 2.146.922 8.306.655c. Fencing

Fencing km - - - 27 27 54 198,000,000 21,290 - - - 574.839 574.839 1.149.677d. Works - contingencies lumpsum 2.723.656 - - - - 2.723.656

Subtotal R&U Works for WTC (ICB) 2.723.656 6.907.281 16.245.591 7.846.681 3.896.514 37.619.723Subtotal Civil Works 4.076.141 9.011.609 16.330.217 7.846.681 3.896.514 41.161.162C. Equipment

1. Equipment/Furniture package 1 - - - - 1 204,600,000 22,000 22.000 - - - - 22.000D. Consulting Services - Detailed Design and Construction Supervision


Team Leader/Water Resources Engineer man-months 11 8 8 8 6 41 231,198,000 24,860 273.460 198.880 198.880 198.880 149.160 1.019.260Senior Hydrologist man-months 2 - - - - 2 184,140,000 19,800 39.600 - - - - 39.600Senior Geotechnical Engineer man-months 4 - - - - 4 184,140,000 19,800 79.200 - - - - 79.200Water Resource Planner/Irrigation Engineer man-months 2 - - - - 2 184,140,000 19,800 39.600 - - - - 39.600Senior Hydraulic Engineer man-months 4 - - - - 4 184,140,000 19,800 79.200 - - - - 79.200Remote Sensing Specialist man-months 1 - - - - 1 184,140,000 19,800 19.800 - - - - 19.800Operation and Management Specialist man-months 3 - - - - 3 184,140,000 19,800 59.400 - - - - 59.400Senior Structural Design Engineer man-months 4 - 2 - - 6 184,140,000 19,800 79.200 - 39.600 - - 118.800Hydro-mechanical Specialist man-months 4 - - 4 - 8 184,140,000 19,800 79.200 - - 79.200 - 158.400Dredging Expert man-months 2 - 2 - - 4 184,140,000 19,800 39.600 - 39.600 - - 79.200Water Quality Expert man-months 1 - - - - 1 184,140,000 19,800 19.800 - - - - 19.800Agricultural Water Management Specialist man-months 1 - - - - 1 184,140,000 19,800 19.800 - - - - 19.800Senior Economist man-months 1 - - - - 1 184,140,000 19,800 19.800 - - - - 19.800Senior Sedimentologist man-months 1 - - - - 1 184,140,000 19,800 19.800 - - - - 19.800

Subtotal International Professional Staffs 867.460 198.880 278.080 278.080 149.160 1.771.660

Page 1


IndonesiaICWRMIP Project 1Table 5. 2.1. Rehabilitation of the West Tarum CanalDetailed Costs Quantities Unit Cost Base Cost (US$)

Unit 2009 2010 2011 2012 2013 Total Unit Cost (Rupiah) (US$) 2009 2010 2011 2012 2013 Total

b. National Professional StaffsDeputy Team Leader man-months 11 12 12 12 6 53 19,250,000 2,070 22.769 24.839 24.839 24.839 12.419 109.704Topographical Engineer man-months 10 - 10 10 6 36 19,250,000 2,070 20.699 - 20.699 20.699 12.419 74.516Geotechnical Engineer man-months 7 - 6 3 - 16 19,250,000 2,070 14.489 - 12.419 6.210 - 33.118Water Quality Engineer man-months 4 - - - - 4 19,250,000 2,070 8.280 - - - - 8.280Hydrologist man-months 6 - - - - 6 19,250,000 2,070 12.419 - - - - 12.419Remote Sensing Specialist man-months 1 - 2 - - 3 19,250,000 2,070 2.070 - 4.140 - - 6.210O & M Expert man-months 4 - - 2 - 6 19,250,000 2,070 8.280 - - 4.140 - 12.419Irrigation Design Engineer man-months 4 - - - - 4 19,250,000 2,070 8.280 - - - - 8.280Hydraulic Engineer man-months 5 - - - - 5 19,250,000 2,070 10.349 - - - - 10.349Irrigation O&M Engineer man-months 4 - - - - 4 19,250,000 2,070 8.280 - - - - 8.280Sedimentologist man-months 3 - - - - 3 19,250,000 2,070 6.210 - - - - 6.210Dredging Expert man-months 3 - 6 3 - 12 19,250,000 2,070 6.210 - 12.419 6.210 - 24.839Structural Engineer man-months 6 - 6 6 - 18 19,250,000 2,070 12.419 - 12.419 12.419 - 37.258Hydro-mechanical Engineer man-months 4 - - 4 4 12 19,250,000 2,070 8.280 - - 8.280 8.280 24.839Civil Engineer man-months 6 - - - - 6 19,250,000 2,070 12.419 - - - - 12.419Contract Engineer man-months - 4 - - - 4 19,250,000 2,070 - 8.280 - - - 8.280Environmental Specialist man-months 6 - - - - 6 19,250,000 2,070 12.419 - - - - 12.419Sociologist/Public Participation Specialist man-months 9 6 - - - 15 19,250,000 2,070 18.629 12.419 - - - 31.048Economist man-months 4 - - - - 4 19,250,000 2,070 8.280 - - - - 8.280Spatial Planner 1 man-months 1,5 - - - - 1,5 19,250,000 2,070 3.105 - - - - 3.105Spatial Planner 2 man-months 1,5 - - - - 1,5 19,250,000 2,070 3.105 - - - - 3.105Site Engineers /a man-months - - 36 36 18 90 19,250,000 2,070 - - 74.516 74.516 37.258 186.290Resettlement Specialist man-months 11 12 12 - - 35 19,250,000 2,070 22.769 24.839 24.839 - - 72.446

Subtotal National Professional Staffs 229.758 70.376 186.290 157.312 70.376 714.113Subtotal Remuneration 1.097.218 269.256 464.370 435.392 219.536 2.485.7732. Travel, Housing, Office, Transport and Other Costs

International Travel R-trips 14 1 3 2 1 21 30,690,000 3,300 46.200 3.300 9.900 6.600 3.300 69.300OSA and Housing IP for Long-term months 11 8 8 8 6 41 4,400,000 473 5.204 3.785 3.785 3.785 2.839 19.398OSA and Housing for IP Short-term days 900 - 120 120 - 1.140 552,420 59 53.460 - 7.128 7.128 - 67.716NPS Housing months 111 34 90 76 34 345 818,400 88 9.768 2.992 7.920 6.688 2.992 30.360Sub-professional and Technical Staffs mm 45 48 48 48 24 213 4,400,000 473 21.290 22.710 22.710 22.710 11.355 100.774Supporting Staffs mm 33 36 36 36 18 159 3,836,250 413 13.613 14.850 14.850 14.850 7.425 65.588Office Rent, Communication, Running Cost etc months 11 12 12 12 6 53 21,725,000 2,336 25.696 28.032 28.032 28.032 14.016 123.809Office Furniture and Equipment package 1 - - - - 1 613,800,000 66,000 66.000 - - - - 66.000Transport months 66 72 72 72 36 318 2,813,250 303 19.965 21.780 21.780 21.780 10.890 96.195Reporting times 1 1 1 1 1 5 51,150,000 5,500 5.500 5.500 5.500 5.500 5.500 27.500Out-of-station and Various Cost months 11 12 12 12 6 53 20,460,000 2,200 24.200 26.400 26.400 26.400 13.200 116.600

Subtotal Travel, Housing, Office, Transport and Other Costs 290.896 129.349 148.005 143.473 71.517 783.2403. Subcontract

Topographical Survey package 1 - - - - 1 613,800,000 66,000 66.000 - - - - 66.000Geotechnical Investigation package 1 - - - - 1 204,600,000 22,000 22.000 - - - - 22.000Hydrometric Survey and Sediment Sampling package 1 - - - - 1 306,900,000 33,000 33.000 - - - - 33.000Sediment Sampling Program package 1 - - - - 1 153,450,000 16,500 16.500 - - - - 16.500Satellite Imagery and Documentation package 1 - - - - 1 255,750,000 27,500 27.500 - - - - 27.500

Subtotal Subcontract 165.000 - - - - 165.0004. Workshop and Training

Maintenance of Canal and Sediment Traps ls - - - 0,5 0,5 1 30,690,000 3,300 - - - 1.650 1.650 3.300Subtotal Consulting Services - Detailed Design and Construction Supervision 1.553.114 398.605 612.375 580.515 292.703 3.437.313E. Survey and Investigation

1. AMDALAMDAL Public Notification ls 1 - - - - 1 88,000,000 9,462 9.462 - - - - 9.462AMDAL Socialization for TOR, ANDAL,RKL,RPL /b ls 1 - - - - 1 132,000,000 14,194 14.194 - - - - 14.194Sampling for Pollution (Water and Soil Sediment, Noise etc) ls 1 - - - - 1 102,300,000 11,000 11.000 - - - - 11.000AMDAL Securing Exemption and Clearance ls 1 - - - - 1 550,000,000 59,140 59.140 - - - - 59.140

Subtotal AMDAL 93.796 - - - - 93.796F. Project Administration Support

1. Salaries for Project Financial ManagementKPA man-month 12 12 12 12 12 60 - - - - - -Treasury man-month 12 12 12 12 12 60 - - - - - -Administration Assistant man-month 12 12 12 12 12 60 - - - - - -Urusan Pengujian, Verifikasi etc man-month 36 36 36 36 36 180 - - - - - -PPK man-month 12 12 12 12 12 60 3,050,000 328 3.935 3.935 3.935 3.935 3.935 19.677Pelaksana Teknis/Pengawas Utama/Site Eng. man-month 60 60 60 60 60 300 2,100,000 226 13.548 13.548 13.548 13.548 13.548 67.742Pelaksana Administrasi man-month 12 12 12 12 12 60 2,100,000 226 2.710 2.710 2.710 2.710 2.710 13.548Inspectors man-month 180 180 180 180 180 900 1,800,000 194 34.839 34.839 34.839 34.839 34.839 174.194Pengawas Pengukuran man-month 60 60 60 60 60 300 1,800,000 194 11.613 11.613 11.613 11.613 11.613 58.065

Subtotal Salaries for Project Financial Management 66.645 66.645 66.645 66.645 66.645 333.2262. Secretariat

Secretary/Office Manager mm 12 12 12 12 12 60 3,720,000 400 4.800 4.800 4.800 4.800 4.800 24.000Computer Operator mm 12 12 12 12 12 60 3,720,000 400 4.800 4.800 4.800 4.800 4.800 24.000Office Boy and Security /c mm 24 24 24 24 24 120 1,500,000 161 3.871 3.871 3.871 3.871 3.871 19.355

Subtotal Secretariat 13.471 13.471 13.471 13.471 13.471 67.3553. Transport months 12 12 12 12 12 60 9,300,000 1,000 12.000 12.000 12.000 12.000 12.000 60.0004. Procurement package 1 - - - - 1 93,000,000 10,000 10.000 - - - - 10.000

Subtotal Project Administration Support 102.116 92.116 92.116 92.116 92.116 470.581Total 5.926.033 10.218.234 17.473.352 8.596.454 4.294.052 46.508.125 _________________________________\a 3 persons\b At least 1 meeting at Karawang and Berkasi District, Bekasi Town and East Jakarta.\c 2 persons

Page 2


IndonesiaICWRMIP Project 1Table 5. 2.1. Rehabilitation of the West Tarum CanalDetailed Costs


1. Replacement Cost (Main Structure)PermanentSemi PermanentTemporary

Subtotal Replacement Cost (Main Structure)2. Compensation for Crop

Annual CropsTrees

Subtotal Compensation for Crop3. General Program

Capacity BuildingMatching GrantVocational Training

Subtotal General Program4. Administrative Cost5. Implementing NGO for RP & LRP6. External Monitoring

Subtotal Land Acquisition and Resettlement PlanB. Civil Works

1. Bekasi Siphon Constructiona. General Worksb. Structural Worksc. New Trash Rack and Gates Bekasi Siphon

Subtotal Bekasi Siphon Construction2. R&U Works for WTC (ICB)

a. Construction of Civil WorksMobilization CostExcavation/Dredging of Canal and Sediment TrapExcavation FillRehabilitation Slope Between Curug-CibeetConstruction of Side Drain along WTCConstruction of Lining above Major CulvertsBekasi Siphon and Link CanalCikarang Siphon and Link CanalCibeet Partition Wall and BTb23 SiphonImprovement and Pavement of Maintenance RoadConstruction of Road BridgesConstruction of Gas Pipe BridgeBuilding - Spoil Bank Yards

Subtotal Construction of Civil Worksb. Procurement and Installation of Hydro-mechanical Equipment

General ItemsRefurbishment of Hydraulic Pumps at Curug HPSRepair of Trash Rack at Intake Curug HPSCibeet Weir Spillway GatesRepair of Flushing GatesBTb 34b Flood Gates CikarangRepair of GatesRepair of Trash Rack at CawangReplacement of Trash Rack PulogadungNew Trash Rack and Gates BTb 23 SiphonNew Trash Rack and Gates Cikarang SiphonProcurement and Installation Slice GatesRepair and Replace Irrigation Offtake Gates

Subtotal Procurement and Installation of Hydro-mechanical Equipmentc. Fencing

Fencingd. Works - contingencies

Subtotal R&U Works for WTC (ICB)Subtotal Civil WorksC. Equipment

1. Equipment/FurnitureD. Consulting Services - Detailed Design and Construction Supervision


Team Leader/Water Resources EngineerSenior HydrologistSenior Geotechnical EngineerWater Resource Planner/Irrigation EngineerSenior Hydraulic EngineerRemote Sensing SpecialistOperation and Management SpecialistSenior Structural Design EngineerHydro-mechanical SpecialistDredging ExpertWater Quality ExpertAgricultural Water Management SpecialistSenior EconomistSenior Sedimentologist

Subtotal International Professional Staffs

Parameters (in %)Breakdown of Totals Incl. Cont. (US$) Phy.

Totals Including Contingencies (US$) Local (Excl. Duties & Cont. For. Gross Summary Divisions2009 2010 2011 2012 2013 Total For. Exch. Taxes) Taxes Total Rate Exch. Tax Rate Component Expenditure Account

- 47.873 - - - 47.873 - 47.873 - 47.873 10,0 0,0 0,0 RWTC_CA SETTLE_EA- 123.999 - - - 123.999 - 123.999 - 123.999 10,0 0,0 0,0 RWTC_CA SETTLE_EA- 68.615 - - - 68.615 - 68.615 - 68.615 10,0 0,0 0,0 RWTC_CA SETTLE_EA- 240.486 - - - 240.486 - 240.486 - 240.486

- 27.772 - - - 27.772 - 27.772 - 27.772 10,0 0,0 0,0 RWTC_CA SETTLE_EA- 65.483 - - - 65.483 - 65.483 - 65.483 10,0 0,0 0,0 RWTC_CA SETTLE_EA- 93.255 - - - 93.255 - 93.255 - 93.255

- 128.138 135.185 - - 263.323 - 263.323 - 263.323 10,0 0,0 0,0 RWTC_CA SETTLE_EA- 126.973 133.956 - - 260.929 - 260.929 - 260.929 10,0 0,0 0,0 RWTC_CA SETTLE_EA- 104.840 110.606 - - 215.446 - 215.446 - 215.446 10,0 0,0 0,0 RWTC_CA SETTLE_EA- 359.950 379.747 - - 739.697 - 739.697 - 739.697

637 15.309 16.151 17.040 17.977 67.114 - 67.114 - 67.114 10,0 0,0 0,0 RWTC_CA SETTLE_EA74.892 137.859 145.441 69.746 - 427.937 - 427.937 - 427.937 10,0 0,0 0,0 RWTC_CA SETTLE_EA14.044 14.885 15.703 16.567 - 61.199 - 61.199 - 61.199 10,0 0,0 0,0 RWTC_CA SETTLE_EA89.573 861.745 557.043 103.352 17.977 1.629.690 - 1.629.690 - 1.629.690

3.847 23.588 93.640 - - 121.076 46.091 62.878 12.108 121.076 0,0 40,0 10,0 RWTC_CA MOPW_CW_EA1.357.243 2.121.907 - - - 3.479.150 1.359.658 1.771.577 347.915 3.479.150 0,0 40,0 10,0 RWTC_CA MOPW_CW_EA

24.230 101.017 - - - 125.247 48.738 63.985 12.525 125.247 0,0 40,0 10,0 RWTC_CA MOPW_CW_EA1.385.320 2.246.513 93.640 - - 3.725.473 1.454.486 1.898.440 372.547 3.725.473

- 985.252 3.233.804 - - 4.219.056 1.605.221 2.191.930 421.906 4.219.056 0,0 40,0 10,0 RWTC_CA MOPW_CW_EA- 2.690.905 8.367.264 2.892.073 - 13.950.242 5.276.148 7.279.070 1.395.024 13.950.242 0,0 40,0 10,0 RWTC_CA MOPW_CW_EA- 79.572 247.427 85.521 - 412.520 156.020 215.248 41.252 412.520 0,0 40,0 10,0 RWTC_CA MOPW_CW_EA- 398.717 - 857.048 889.066 2.144.830 791.203 1.139.144 214.483 2.144.830 0,0 40,0 10,0 RWTC_CA MOPW_CW_EA- 192.129 - 412.984 428.413 1.033.526 381.256 548.918 103.353 1.033.526 0,0 40,0 10,0 RWTC_CA MOPW_CW_EA- 237.303 983.845 - - 1.221.147 464.171 634.862 122.115 1.221.147 0,0 40,0 10,0 RWTC_CA MOPW_CW_EA- - - - - - - - - - 0,0 0,0 0,0 RWTC_CA MOPW_CW_EA- - - - - - - - - - 0,0 0,0 0,0 RWTC_CA MOPW_CW_EA- 559.465 1.159.756 1.202.579 - 2.921.800 1.099.594 1.530.026 292.180 2.921.800 0,0 40,0 10,0 RWTC_CA MOPW_CW_EA- - - - - - - - - - 0,0 0,0 0,0 RWTC_CA MOPW_CW_EA- 163.831 339.618 352.158 - 855.608 322.001 448.047 85.561 855.608 0,0 40,0 10,0 RWTC_CA MOPW_CW_EA- 36.219 - 77.853 80.762 194.834 71.872 103.479 19.483 194.834 0,0 40,0 10,0 RWTC_CA MOPW_CW_EA- 252.543 1.047.030 - - 1.299.572 493.981 675.634 129.957 1.299.572 0,0 40,0 10,0 RWTC_CA MOPW_CW_EA- 5.595.937 15.378.742 5.880.216 1.398.241 28.253.136 10.661.466 14.766.357 2.825.314 28.253.136

- 93.880 366.052 - - 459.931 174.866 239.072 45.993 459.931 0,0 40,0 10,0 RWTC_CA HYD_EA- 538.182 2.231.275 - - 2.769.457 1.052.699 1.439.812 276.946 2.769.457 0,0 40,0 10,0 RWTC_CA HYD_EA- 113.778 - 244.568 253.704 612.050 225.778 325.067 61.205 612.050 0,0 40,0 10,0 RWTC_CA HYD_EA- 517.867 - 1.113.165 1.154.751 2.785.783 1.027.643 1.479.562 278.578 2.785.783 0,0 40,0 10,0 RWTC_CA HYD_EA- 19.001 - 40.843 42.369 102.213 37.705 54.286 10.221 102.213 0,0 40,0 10,0 RWTC_CA HYD_EA- 56.661 - 121.794 126.344 304.799 112.437 161.882 30.480 304.799 0,0 40,0 10,0 RWTC_CA HYD_EA- 107.243 - 230.522 239.134 576.899 212.811 306.398 57.690 576.899 0,0 40,0 10,0 RWTC_CA HYD_EA- 76.117 - 163.614 169.727 409.458 151.044 217.468 40.946 409.458 0,0 40,0 10,0 RWTC_CA HYD_EA- 82.698 - 177.761 184.402 444.862 164.104 236.271 44.486 444.862 0,0 40,0 10,0 RWTC_CA HYD_EA- 72.536 - 155.917 161.742 390.194 143.938 207.237 39.019 390.194 0,0 40,0 10,0 RWTC_CA HYD_EA- - - - - - - - - - 0,0 0,0 0,0 RWTC_CA HYD_EA- 57.463 - 123.517 128.131 309.110 114.027 164.172 30.911 309.110 0,0 40,0 10,0 RWTC_CA HYD_EA- 42.628 - 91.630 95.053 229.310 84.590 121.789 22.931 229.310 0,0 40,0 10,0 RWTC_CA HYD_EA- 1.778.054 2.597.326 2.463.329 2.555.356 9.394.065 3.501.643 4.953.016 939.407 9.394.065

- - - 659.557 684.197 1.343.754 489.989 719.390 134.375 1.343.754 0,0 40,0 10,0 RWTC_CA FEN_EA2.789.780 - - - - 2.789.780 1.104.715 1.406.087 278.978 2.789.780 0,0 40,0 10,0 RWTC_CA WORKS_CONTINGENCIES2.789.780 7.373.990 17.976.069 9.003.102 4.637.793 41.780.735 15.757.812 21.844.850 4.178.073 41.780.7354.175.100 9.620.503 18.069.709 9.003.102 4.637.793 45.506.208 17.212.298 23.743.289 4.550.621 45.506.208

23.613 - - - - 23.613 11.712 9.540 2.361 23.613 5,0 50,0 10,0 RWTC_CA ADF_EQUI_EA

275.374 202.874 205.309 207.773 157.699 1.049.029 944.126 - 104.903 1.049.029 0,0 90,0 10,0 RWTC_CA ADF_CS_OCS_EA39.877 - - - - 39.877 35.889 - 3.988 39.877 0,0 90,0 10,0 RWTC_CA ADF_CS_OCS_EA79.754 - - - - 79.754 71.779 - 7.975 79.754 0,0 90,0 10,0 RWTC_CA ADF_CS_OCS_EA39.877 - - - - 39.877 35.889 - 3.988 39.877 0,0 90,0 10,0 RWTC_CA ADF_CS_OCS_EA79.754 - - - - 79.754 71.779 - 7.975 79.754 0,0 90,0 10,0 RWTC_CA ADF_CS_OCS_EA19.939 - - - - 19.939 17.945 - 1.994 19.939 0,0 90,0 10,0 RWTC_CA ADF_CS_OCS_EA59.816 - - - - 59.816 53.834 - 5.982 59.816 0,0 90,0 10,0 RWTC_CA ADF_CS_OCS_EA79.754 - 40.880 - - 120.634 108.571 - 12.063 120.634 0,0 90,0 10,0 RWTC_CA ADF_CS_OCS_EA79.754 - - 82.741 - 162.496 146.246 - 16.250 162.496 0,0 90,0 10,0 RWTC_CA ADF_CS_OCS_EA39.877 - 40.880 - - 80.757 72.682 - 8.076 80.757 0,0 90,0 10,0 RWTC_CA ADF_CS_OCS_EA19.939 - - - - 19.939 17.945 - 1.994 19.939 0,0 90,0 10,0 RWTC_CA ADF_CS_OCS_EA19.939 - - - - 19.939 17.945 - 1.994 19.939 0,0 90,0 10,0 RWTC_CA ADF_CS_OCS_EA19.939 - - - - 19.939 17.945 - 1.994 19.939 0,0 90,0 10,0 RWTC_CA ADF_CS_OCS_EA19.939 - - - - 19.939 17.945 - 1.994 19.939 0,0 90,0 10,0 RWTC_CA ADF_CS_OCS_EA

873.532 202.874 287.069 290.514 157.699 1.811.689 1.630.520 - 181.169 1.811.689

Page 3



b. National Professional StaffsDeputy Team LeaderTopographical EngineerGeotechnical EngineerWater Quality EngineerHydrologistRemote Sensing SpecialistO & M ExpertIrrigation Design EngineerHydraulic EngineerIrrigation O&M EngineerSedimentologistDredging ExpertStructural EngineerHydro-mechanical EngineerCivil EngineerContract EngineerEnvironmental SpecialistSociologist/Public Participation SpecialistEconomistSpatial Planner 1Spatial Planner 2Site Engineers /aResettlement Specialist


International TravelOSA and Housing IP for Long-termOSA and Housing for IP Short-termNPS HousingSub-professional and Technical StaffsSupporting StaffsOffice Rent, Communication, Running Cost etcOffice Furniture and EquipmentTransportReportingOut-of-station and Various Cost

Subtotal Travel, Housing, Office, Transport and Other Costs3. Subcontract

Topographical SurveyGeotechnical InvestigationHydrometric Survey and Sediment SamplingSediment Sampling ProgramSatellite Imagery and Documentation

Subtotal Subcontract4. Workshop and Training

Maintenance of Canal and Sediment TrapsSubtotal Consulting Services - Detailed Design and Construction SupervisionE. Survey and Investigation

1. AMDALAMDAL Public NotificationAMDAL Socialization for TOR, ANDAL,RKL,RPL /bSampling for Pollution (Water and Soil Sediment, Noise etc)AMDAL Securing Exemption and Clearance

Subtotal AMDALF. Project Administration Support

1. Salaries for Project Financial ManagementKPATreasuryAdministration AssistantUrusan Pengujian, Verifikasi etcPPKPelaksana Teknis/Pengawas Utama/Site Eng.Pelaksana AdministrasiInspectorsPengawas Pengukuran

Subtotal Salaries for Project Financial Management2. Secretariat

Secretary/Office ManagerComputer OperatorOffice Boy and Security /c

Subtotal Secretariat3. Transport4. Procurement

Subtotal Project Administration SupportTotal _________________________________\a 3 persons\b At least 1 meeting at Karawang and Berkasi District, Bekasi Town and East Jakarta.\c 2 persons



23.224 26.284 27.204 28.156 14.571 119.440 - 107.496 11.944 119.440 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA21.113 - 22.670 23.464 14.571 81.818 - 73.636 8.182 81.818 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA14.779 - 13.602 7.039 - 35.420 - 31.878 3.542 35.420 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA8.445 - - - - 8.445 - 7.601 845 8.445 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA

12.668 - - - - 12.668 - 11.401 1.267 12.668 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA2.111 - 4.534 - - 6.645 - 5.981 665 6.645 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA8.445 - - 4.693 - 13.138 - 11.824 1.314 13.138 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA8.445 - - - - 8.445 - 7.601 845 8.445 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA

10.556 - - - - 10.556 - 9.501 1.056 10.556 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA8.445 - - - - 8.445 - 7.601 845 8.445 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA6.334 - - - - 6.334 - 5.700 633 6.334 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA6.334 - 13.602 7.039 - 26.975 - 24.278 2.698 26.975 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA

12.668 - 13.602 14.078 - 40.348 - 36.313 4.035 40.348 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA8.445 - - 9.385 9.714 27.545 - 24.790 2.754 27.545 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA

12.668 - - - - 12.668 - 11.401 1.267 12.668 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA- 8.761 - - - 8.761 - 7.885 876 8.761 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA

12.668 - - - - 12.668 - 11.401 1.267 12.668 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA19.002 13.142 - - - 32.144 - 28.929 3.214 32.144 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA8.445 - - - - 8.445 - 7.601 845 8.445 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA3.167 - - - - 3.167 - 2.850 317 3.167 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA3.167 - - - - 3.167 - 2.850 317 3.167 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA

- - 81.613 84.469 43.713 209.795 - 188.815 20.979 209.795 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA23.224 26.284 27.204 - - 76.713 - 69.042 7.671 76.713 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA

234.353 74.472 204.032 178.324 82.569 773.750 - 696.375 77.375 773.7501.107.885 277.347 491.101 468.838 240.268 2.585.439 1.630.520 696.375 258.544 2.585.439

46.523 3.366 10.220 6.895 3.489 70.494 63.444 - 7.049 70.494 0,0 90,0 10,0 RWTC_CA ADF_CS_OCS_EA5.308 4.005 4.145 4.291 3.331 21.080 - 18.972 2.108 21.080 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA

54.529 - 7.807 8.080 - 70.416 - 63.375 7.042 70.416 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA9.963 3.166 8.674 7.581 3.510 32.895 - 29.606 3.290 32.895 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA

21.716 24.031 24.872 25.743 13.322 109.685 - 98.717 10.969 109.685 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA13.885 15.714 16.264 16.834 8.711 71.408 - 64.267 7.141 71.408 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA26.210 29.664 30.702 31.777 16.444 134.797 - 121.317 13.480 134.797 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA67.320 - - - - 67.320 - 60.588 6.732 67.320 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA20.364 23.048 23.854 24.689 12.777 104.732 - 94.259 10.473 104.732 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA5.610 5.820 6.024 6.235 6.453 30.141 - 27.127 3.014 30.141 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA

24.684 27.936 28.914 29.926 15.487 126.948 - 114.253 12.695 126.948 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA296.114 136.751 161.478 162.050 83.524 839.916 63.444 692.480 83.992 839.916

67.320 - - - - 67.320 - 60.588 6.732 67.320 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA22.440 - - - - 22.440 - 20.196 2.244 22.440 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA33.660 - - - - 33.660 - 30.294 3.366 33.660 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA16.830 - - - - 16.830 - 15.147 1.683 16.830 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA28.050 - - - - 28.050 - 25.245 2.805 28.050 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA

168.300 - - - - 168.300 - 151.470 16.830 168.300

- - - 1.870 1.936 3.806 - 3.426 381 3.806 0,0 0,0 10,0 RWTC_CA ADF_CS_OCS_EA1.572.299 414.098 652.579 632.758 325.728 3.597.461 1.693.964 1.543.751 359.746 3.597.461

10.258 - - - - 10.258 - 9.233 1.026 10.258 5,0 0,0 10,0 RWTC_CA ADF_SID_EA15.388 - - - - 15.388 - 13.849 1.539 15.388 5,0 0,0 10,0 RWTC_CA ADF_SID_EA11.925 - - - - 11.925 - 10.733 1.193 11.925 5,0 0,0 10,0 RWTC_CA ADF_SID_EA64.115 - - - - 64.115 - 57.703 6.411 64.115 5,0 0,0 10,0 RWTC_CA ADF_SID_EA

101.686 - - - - 101.686 - 91.518 10.169 101.686

- - - - - - - - - - 0,0 0,0 0,0 RWTC_CA PAS_EA- - - - - - - - - - 0,0 0,0 0,0 RWTC_CA PAS_EA- - - - - - - - - - 0,0 0,0 0,0 RWTC_CA PAS_EA- - - - - - - - - - 0,0 0,0 0,0 RWTC_CA PAS_EA

4.063 4.307 4.543 4.793 5.057 22.764 - 22.764 - 22.764 0,0 0,0 0,0 RWTC_CA PAS_EA13.989 14.826 15.641 16.502 17.409 78.366 - 78.366 - 78.366 0,0 0,0 0,0 RWTC_CA PAS_EA2.798 2.965 3.128 3.300 3.482 15.673 - 15.673 - 15.673 0,0 0,0 0,0 RWTC_CA PAS_EA

35.971 38.124 40.220 42.432 44.766 201.514 - 201.514 - 201.514 0,0 0,0 0,0 RWTC_CA PAS_EA11.990 12.708 13.407 14.144 14.922 67.171 - 67.171 - 67.171 0,0 0,0 0,0 RWTC_CA PAS_EA68.811 72.929 76.940 81.172 85.636 385.488 - 385.488 - 385.488

4.956 5.253 5.541 5.846 6.168 27.764 - 27.764 - 27.764 0,0 0,0 0,0 RWTC_CA PAS_EA4.956 5.253 5.541 5.846 6.168 27.764 - 27.764 - 27.764 0,0 0,0 0,0 RWTC_CA PAS_EA3.997 4.236 4.469 4.715 4.974 22.390 - 22.390 - 22.390 0,0 0,0 0,0 RWTC_CA PAS_EA

13.909 14.741 15.552 16.407 17.310 77.919 - 77.919 - 77.91912.390 13.131 13.854 14.616 15.419 69.410 - 69.410 - 69.410 0,0 0,0 0,0 RWTC_CA PAS_EA10.325 - - - - 10.325 - 10.325 - 10.325 0,0 0,0 0,0 RWTC_CA PAS_EA

105.435 100.802 106.346 112.195 118.365 543.142 - 543.142 - 543.1426.067.707 10.997.147 19.385.676 9.851.408 5.099.863 51.401.801 18.917.974 27.560.930 4.922.897 51.401.801

Page 4






Annual CropsTrees

















Other AccountsImpl. Manag. ADB ADF Loan

Disb. Acct. Fin. Rule Agency Proj. Area Unit Cost Center 2009 2010 2011 2012 2013 Total

SETTLE_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -SETTLE_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -SETTLE_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -

- - - - - -

SETTLE_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -SETTLE_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -

- - - - - -

SETTLE_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -SETTLE_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -SETTLE_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -

- - - - - -SETTLE_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -SETTLE_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -SETTLE_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -

- - - - - -

CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 967 5.931 23.544 - - 30.442CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 341.251 533.511 - - - 874.763CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 6.092 25.399 - - - 31.491

348.311 564.841 23.544 - - 936.696

CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - 247.722 813.075 - - 1.060.797CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - 676.574 2.103.781 727.154 - 3.507.509CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - 20.007 62.210 21.503 - 103.720CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - 100.249 - 215.488 223.538 539.275CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - 48.307 - 103.837 107.716 259.859CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - 59.665 247.368 - - 307.033CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - 140.666 291.597 302.364 - 734.628CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - 41.192 85.390 88.543 - 215.126CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - 9.107 - 19.575 20.306 48.987CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - 63.497 263.255 - - 326.751

- 1.406.986 3.866.677 1.478.463 351.560 7.103.686

CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - 23.604 92.036 - - 115.640CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - 135.315 561.009 - - 696.325CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - 28.607 - 61.492 63.789 153.888CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - 130.207 - 279.883 290.339 700.429CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - 4.777 - 10.269 10.653 25.699CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - 14.246 - 30.623 31.767 76.636CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - 26.964 - 57.960 60.125 145.050CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - 19.138 - 41.138 42.674 102.950CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - 20.793 - 44.695 46.364 111.852CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - 18.238 - 39.202 40.667 98.107CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - 14.448 - 31.056 32.216 77.720CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - 10.718 - 23.038 23.899 57.655

- 447.056 653.046 619.355 642.493 2.361.950

CW_DA ADF (25.143% ), OCR ( 46.82% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - 165.832 172.028 337.860CW_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -

- 1.854.042 4.519.723 2.263.650 1.166.080 9.803.496348.311 2.418.883 4.543.267 2.263.650 1.166.080 10.740.192

VE_DA ADF (77.9387% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 18.404 - - - - 18.404

CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 223.053 164.328 166.300 168.296 127.736 849.714CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 32.301 - - - - 32.301CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 64.601 - - - - 64.601CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 32.301 - - - - 32.301CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 64.601 - - - - 64.601CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 16.150 - - - - 16.150CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 48.451 - - - - 48.451CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 64.601 - 33.113 - - 97.714CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 64.601 - - 67.020 - 131.621CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 32.301 - 33.113 - - 65.413CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 16.150 - - - - 16.150CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 16.150 - - - - 16.150CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 16.150 - - - - 16.150CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 16.150 - - - - 16.150

707.561 164.328 232.526 235.316 127.736 1.467.468

Page 5

















Other AccountsImpl. Manag. ADB ADF Loan

Disb. Acct. Fin. Rule Agency Proj. Area Unit Cost Center 2009 2010 2011 2012 2013 Total

CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 18.812 21.290 22.035 22.807 11.802 96.747CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 17.101 - 18.363 19.006 11.802 66.272CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 11.971 - 11.018 5.702 - 28.690CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 6.841 - - - - 6.841CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 10.261 - - - - 10.261CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 1.710 - 3.673 - - 5.383CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 6.841 - - 3.801 - 10.642CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 6.841 - - - - 6.841CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 8.551 - - - - 8.551CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 6.841 - - - - 6.841CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 5.130 - - - - 5.130CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 5.130 - 11.018 5.702 - 21.850CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 10.261 - 11.018 11.403 - 32.682CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 6.841 - - 7.602 7.868 22.311CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 10.261 - - - - 10.261CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - 7.097 - - - 7.097CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 10.261 - - - - 10.261CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 15.391 10.645 - - - 26.036CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 6.841 - - - - 6.841CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 2.565 - - - - 2.565CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 2.565 - - - - 2.565CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - 66.106 68.420 35.407 169.934CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 18.812 21.290 22.035 - - 62.137

189.826 60.323 165.266 144.442 66.881 626.738897.387 224.651 397.792 379.759 194.617 2.094.205

CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 37.684 2.727 8.278 5.585 2.826 57.100CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 4.300 3.244 3.358 3.475 2.698 17.075CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 44.169 - 6.324 6.545 - 57.037CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 8.070 2.565 7.026 6.141 2.843 26.645CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 17.590 19.465 20.147 20.852 10.791 88.845CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 11.247 12.729 13.174 13.635 7.056 57.841CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 21.230 24.028 24.869 25.739 13.320 109.185CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 54.529 - - - - 54.529CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 16.495 18.669 19.322 19.998 10.349 84.833CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 4.544 4.714 4.879 5.050 5.227 24.415CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 19.994 22.629 23.421 24.240 12.544 102.828

239.852 110.768 130.797 131.261 67.654 680.332

CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 54.529 - - - - 54.529CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 18.176 - - - - 18.176CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 27.265 - - - - 27.265CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 13.632 - - - - 13.632CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 22.721 - - - - 22.721

136.323 - - - - 136.323

CS_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - 1.515 1.568 3.0831.273.562 335.419 528.589 512.534 263.839 2.913.944

SID_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 8.309 - - - - 8.309SID_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 12.464 - - - - 12.464SID_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 9.660 - - - - 9.660SID_DA ADF (81% ) PCMU_IA RWTC_PA PCMU_MU RWTC_CCA 51.933 - - - - 51.933

82.366 - - - - 82.366

PAS_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -PAS_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -PAS_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -PAS_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -PAS_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -PAS_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -PAS_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -PAS_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -PAS_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -

- - - - - -

PAS_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -PAS_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -PAS_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -

- - - - - -PAS_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -PAS_DA GOVT PCMU_IA RWTC_PA PCMU_MU RWTC_CCA - - - - - -

- - - - - -1.722.643 2.754.302 5.071.856 2.776.184 1.429.920 13.754.905

Page 6






Annual CropsTrees

















Expenditures by Financiers (US$)ADB OCR Loan Central Government

2009 2010 2011 2012 2013 Total 2009 2010 2011 2012 2013 Total

- - - - - - - 47.873 - - - 47.873- - - - - - - 123.999 - - - 123.999- - - - - - - 68.615 - - - 68.615- - - - - - - 240.486 - - - 240.486

- - - - - - - 27.772 - - - 27.772- - - - - - - 65.483 - - - 65.483- - - - - - - 93.255 - - - 93.255

- - - - - - - 128.138 135.185 - - 263.323- - - - - - - 126.973 133.956 - - 260.929- - - - - - - 104.840 110.606 - - 215.446- - - - - - - 359.950 379.747 - - 739.697- - - - - - 637 15.309 16.151 17.040 17.977 67.114- - - - - - 74.892 137.859 145.441 69.746 - 427.937- - - - - - 14.044 14.885 15.703 16.567 - 61.199- - - - - - 89.573 861.745 557.043 103.352 17.977 1.629.690

1.801 11.044 43.842 - - 56.688 1.079 6.613 26.254 - - 33.946635.461 993.477 - - - 1.628.938 380.530 594.919 - - - 975.44911.345 47.296 - - - 58.641 6.793 28.322 - - - 35.116

648.607 1.051.817 43.842 - - 1.744.267 388.402 629.855 26.254 - - 1.044.511

- 461.295 1.514.067 - - 1.975.362 - 276.235 906.662 - - 1.182.897- 1.259.882 3.917.553 1.354.068 - 6.531.503 - 754.449 2.345.930 810.850 - 3.911.229- 37.256 115.845 40.041 - 193.142 - 22.310 69.371 23.977 - 115.658- 186.679 - 401.270 416.261 1.004.209 - 111.788 - 240.290 249.267 601.346- 89.955 - 193.359 200.583 483.897 - 53.867 - 115.788 120.114 289.770- 111.105 460.636 - - 571.741 - 66.533 275.841 - - 342.373- - - - - - - - - - - -- - - - - - - - - - - -- 261.941 542.998 563.047 - 1.367.987 - 156.857 325.161 337.167 - 819.185- - - - - - - - - - - -- 76.706 159.009 164.881 - 400.596 - 45.933 95.219 98.735 - 239.887- 16.958 - 36.451 37.813 91.221 - 10.155 - 21.828 22.643 54.626- 118.241 490.219 - - 608.460 - 70.805 293.556 - - 364.361- 2.620.017 7.200.327 2.753.117 654.656 13.228.118 - 1.568.933 4.311.738 1.648.636 392.025 7.921.332

- 43.954 171.385 - - 215.340 - 26.321 102.630 - - 128.951- 251.977 1.044.683 - - 1.296.660 - 150.890 625.582 - - 776.473- 53.271 - 114.507 118.784 286.562 - 31.900 - 68.569 71.131 171.600- 242.466 - 521.184 540.654 1.304.304 - 145.194 - 312.098 323.757 781.050- 8.896 - 19.123 19.837 47.856 - 5.327 - 11.451 11.879 28.657- 26.529 - 57.024 59.154 142.707 - 15.886 - 34.147 35.423 85.457- 50.211 - 107.930 111.962 270.104 - 30.068 - 64.631 67.046 161.745- 35.638 - 76.604 79.466 191.708 - 21.341 - 45.873 47.586 114.800- 38.719 - 83.228 86.337 208.284 - 23.186 - 49.839 51.701 124.726- 33.961 - 73.000 75.727 182.689 - 20.337 - 43.714 45.348 109.399- - - - - - - - - - - -- 26.904 - 57.830 59.991 144.725 - 16.111 - 34.630 35.924 86.665- 19.958 - 42.901 44.504 107.363 - 11.952 - 25.690 26.650 64.292- 832.485 1.216.068 1.153.331 1.196.418 4.398.301 - 498.513 728.212 690.644 716.445 2.633.814

- - - 308.804 320.341 629.146 - - - 184.920 191.828 376.748- - - - - - 2.789.780 - - - - 2.789.780- 3.452.502 8.416.395 4.215.253 2.171.415 18.255.565 2.789.780 2.067.446 5.039.950 2.524.200 1.300.298 13.721.674

648.607 4.504.320 8.460.238 4.215.253 2.171.415 19.999.832 3.178.182 2.697.301 5.066.204 2.524.200 1.300.298 14.766.185

- - - - - - 5.209 - - - - 5.209

- - - - - - 52.321 38.546 39.009 39.477 29.963 199.316- - - - - - 7.577 - - - - 7.577- - - - - - 15.153 - - - - 15.153- - - - - - 7.577 - - - - 7.577- - - - - - 15.153 - - - - 15.153- - - - - - 3.788 - - - - 3.788- - - - - - 11.365 - - - - 11.365- - - - - - 15.153 - 7.767 - - 22.921- - - - - - 15.153 - - 15.721 - 30.874- - - - - - 7.577 - 7.767 - - 15.344- - - - - - 3.788 - - - - 3.788- - - - - - 3.788 - - - - 3.788- - - - - - 3.788 - - - - 3.788- - - - - - 3.788 - - - - 3.788- - - - - - 165.971 38.546 54.543 55.198 29.963 344.221

Page 7

















Expenditures by Financiers (US$)ADB OCR Loan Central Government

2009 2010 2011 2012 2013 Total 2009 2010 2011 2012 2013 Total

- - - - - - 4.413 4.994 5.169 5.350 2.768 22.694- - - - - - 4.011 - 4.307 4.458 2.768 15.545- - - - - - 2.808 - 2.584 1.337 - 6.730- - - - - - 1.605 - - - - 1.605- - - - - - 2.407 - - - - 2.407- - - - - - 401 - 861 - - 1.263- - - - - - 1.605 - - 892 - 2.496- - - - - - 1.605 - - - - 1.605- - - - - - 2.006 - - - - 2.006- - - - - - 1.605 - - - - 1.605- - - - - - 1.203 - - - - 1.203- - - - - - 1.203 - 2.584 1.337 - 5.125- - - - - - 2.407 - 2.584 2.675 - 7.666- - - - - - 1.605 - - 1.783 1.846 5.233- - - - - - 2.407 - - - - 2.407- - - - - - - 1.665 - - - 1.665- - - - - - 2.407 - - - - 2.407- - - - - - 3.610 2.497 - - - 6.107- - - - - - 1.605 - - - - 1.605- - - - - - 602 - - - - 602- - - - - - 602 - - - - 602- - - - - - - - 15.506 16.049 8.305 39.861- - - - - - 4.413 4.994 5.169 - - 14.575- - - - - - 44.527 14.150 38.766 33.882 15.688 147.013- - - - - - 210.498 52.696 93.309 89.079 45.651 491.233

- - - - - - 8.839 640 1.942 1.310 663 13.394- - - - - - 1.009 761 788 815 633 4.005- - - - - - 10.361 - 1.483 1.535 - 13.379- - - - - - 1.893 602 1.648 1.440 667 6.250- - - - - - 4.126 4.566 4.726 4.891 2.531 20.840- - - - - - 2.638 2.986 3.090 3.198 1.655 13.568- - - - - - 4.980 5.636 5.833 6.038 3.124 25.611- - - - - - 12.791 - - - - 12.791- - - - - - 3.869 4.379 4.532 4.691 2.428 19.899- - - - - - 1.066 1.106 1.145 1.185 1.226 5.727- - - - - - 4.690 5.308 5.494 5.686 2.942 24.120- - - - - - 56.262 25.983 30.681 30.790 15.870 159.584

- - - - - - 12.791 - - - - 12.791- - - - - - 4.264 - - - - 4.264- - - - - - 6.395 - - - - 6.395- - - - - - 3.198 - - - - 3.198- - - - - - 5.330 - - - - 5.330- - - - - - 31.977 - - - - 31.977

- - - - - - - - - 355 368 723- - - - - - 298.737 78.679 123.990 120.224 61.888 683.518

- - - - - - 1.949 - - - - 1.949- - - - - - 2.924 - - - - 2.924- - - - - - 2.266 - - - - 2.266- - - - - - 12.182 - - - - 12.182- - - - - - 19.320 - - - - 19.320

- - - - - - - - - - - -- - - - - - - - - - - -- - - - - - - - - - - -- - - - - - - - - - - -- - - - - - 4.063 4.307 4.543 4.793 5.057 22.764- - - - - - 13.989 14.826 15.641 16.502 17.409 78.366- - - - - - 2.798 2.965 3.128 3.300 3.482 15.673- - - - - - 35.971 38.124 40.220 42.432 44.766 201.514- - - - - - 11.990 12.708 13.407 14.144 14.922 67.171- - - - - - 68.811 72.929 76.940 81.172 85.636 385.488

- - - - - - 4.956 5.253 5.541 5.846 6.168 27.764- - - - - - 4.956 5.253 5.541 5.846 6.168 27.764- - - - - - 3.997 4.236 4.469 4.715 4.974 22.390- - - - - - 13.909 14.741 15.552 16.407 17.310 77.919- - - - - - 12.390 13.131 13.854 14.616 15.419 69.410- - - - - - 10.325 - - - - 10.325- - - - - - 105.435 100.802 106.346 112.195 118.365 543.142

648.607 4.504.320 8.460.238 4.215.253 2.171.415 19.999.832 3.696.457 3.738.525 5.853.583 2.859.971 1.498.529 17.647.064

Page 8

Supplementary Appendix 5 - Detailed cost estimates, financing plan and allocation for Project 1 Loan Funded Sub Component 2.2 - Improved Land and Water Management (Costab Ouputs)


Indonesia ICWRMIP Project 1 Table 6. 2.2. Improved Land and Water Management Detailed Costs Quantities Unit Cost Unit Cost Base Cost (US$)


I. Investment Costs A. Civil Work

1. Rehabilitation of Tertiary System Ha 3.000 - - - - 3.000 1,650,000 177 532.258 - - - - 532.258B. Vehicles and Equipment

1. R4 (Cars) units 2 - - - - 2 204,600,000 22,000 44.000 - - - - 44.0002. R3 Cars units - 150 - - - 150 17,902,500 1,925 - 288.750 - - - 288.7503. Field Level Water Management Equipment units - 30 - - - 30 2,046,000 220 - 6.600 - - - 6.6004. Flow Meters units - 1 - - - 1 20,460,000 2,200 - 2.200 - - - 2.2005. Organic Fertilizer Production Equipment units 300 - - - - 300 11,000,000 1,183 354.839 - - - - 354.8396. Office Equipment/Furniture package 1 - - - - 1 186,710,480 20,076 20.076 - - - - 20.076

Subtotal Vehicles and Equipment 418.915 297.550 - - - 716.465C. Training and Demonstration

1. Identification and Appraisal of Target Area times 5 - - - - 5 51,150,000 5,500 27.500 - - - - 27.5002. Training of Trainers packages 6 - - - - 6 132,990,000 14,300 85.800 - - - - 85.8003. Training for Farmers (Field) FG - 150 - - - 150 13,750,000 1,478 - 221.774 - - - 221.7744. Training for Farmers (School Farmers) packages - 150 - - - 150 13,750,000 1,478 - 221.774 - - - 221.7745. Farmers Empowerment packages - 150 - - - 150 8,800,000 946 - 141.935 - - - 141.9356. Organic Fertilizer Storage units 150 - - - - 150 55,000,000 5,914 887.097 - - - - 887.0977. Seed Assistance kg - 30.000 15.000 - - 45.000 12,100 1 - 39.032 19.516 - - 58.5488. Acquisition and Distribution of Livestock Cows nos - 450 - - - 450 7,672,500 825 - 371.250 - - - 371.2509. Farmers Adviser man-month 450 1.800 1.800 - - 4.050 275,000 30 13.306 53.226 53.226 - - 119.75810. Supervision years 0,25 1 1 - - 2,25 570,248,100 61,317 15.329 61.317 61.317 - - 137.96311. Comparative Studies lumpsum - 1 - - - 1 613,800,000 66,000 - 66.000 - - - 66.000

Subtotal Training and Demonstration 1.029.032 1.176.309 134.059 - - 2.339.400D. Consulting Services

1. Remuneration a. National Professional Staffs

Team Leader/Agriculturist man-month 3 12 12 - - 27 25,575,000 2,750 8.250 33.000 33.000 - - 74.250Land and Water Management Specialist man-month 2 4 4 - - 10 22,506,000 2,420 4.840 9.680 9.680 - - 24.200Agricultural Socioeconomic Specialist man-month 1 4 4 - - 9 22,506,000 2,420 2.420 9.680 9.680 - - 21.780Entomologist man-month 1 2 2 - - 5 17,902,000 1,925 1.925 3.850 3.850 - - 9.625Monitoring and Evaluation Specialist man-month 2 6 4 - - 12 17,902,000 1,925 3.850 11.550 7.700 - - 23.099

Subtotal National Professional Staffs 21.285 67.760 63.910 - - 152.9542. Travel, Housing, Office, Transport and Other Costs

NPS Housing months 9 28 26 - - 63 1,278,750 138 1.238 3.850 3.575 - - 8.663Sub-professional and Technical Staffs /a man-months 15 60 60 - - 135 7,161,000 770 11.550 46.200 46.200 - - 103.950Support Staffs /b man-months 9 36 36 - - 81 4,092,000 440 3.960 15.840 15.840 - - 35.640Office Communication, Running Cost etc months 3 12 12 - - 27 6,649,500 715 2.145 8.580 8.580 - - 19.305Purchase of Office Furniture and Equipment package 1 - - - - 1 102,300,000 11,000 11.000 - - - - 11.000Transport /c months 3 12 12 - - 27 6,138,000 660 1.980 7.920 7.920 - - 17.820Reporting times - 1 1 - - 2 51,150,000 5,500 - 5.500 5.500 - - 11.000Media Material times - 1 - - - 1 51,150,000 5,500 - 5.500 - - - 5.500Out-of-station and Various Cost man-months 9 28 26 - - 63 8,800,000 946 8.516 26.495 24.602 - - 59.613

Subtotal ravel, Housing, Office, Transport and Other Costs 40.389 119.885 112.217 - - 272.4903. Sub-contracted

Provisional Sum of NGO Services pm 15 - - - - 15 8,000,000 860 12.903 - - - - 12.903Subtotal Consulting Services 74.577 187.644 176.127 - - 438.348E. Socialization and Community Development

1. Socialization for Farmers times 100 - - - - 100 2,200,000 237 23.656 - - - - 23.6562. Socialization for District Level times 3 - - - - 3 55,000,000 5,914 17.742 - - - - 17.7423. Workshop for District Level times - 3 3 - - 6 55,000,000 5,914 - 17.742 17.742 - - 35.4844. Workshop for National Level times - - 1 - - 1 184,446,900 19,833 - - 19.833 - - 19.833

Subtotal Socialization and Community Development 41.398 17.742 37.575 - - 96.715F. Project Coordination and Management

1. Coordination Meeting times - - - - - - - - - - - -G. Project Administration Support

1. Salaries for Project Financial Management KPA man-months 3 12 12 - - 27 4,000,000 430 1.290 5.161 5.161 - - 11.613Koordinator Sekretariat man-months 3 12 12 - - 27 2,800,000 301 903 3.613 3.613 - - 8.129PIU man-months 3 12 12 - - 27 2,700,000 290 871 3.484 3.484 - - 7.839Treasury man-months 3 12 12 - - 27 2,900,000 312 935 3.742 3.742 - - 8.419Administration Assistant man-months 3 12 12 - - 27 2,800,000 301 903 3.613 3.613 - - 8.129Technical Assistant man-months 3 12 12 - - 27 2,800,000 301 903 3.613 3.613 - - 8.129Urusan Pengujian, Verifikasi etc man-months 3 12 12 - - 27 1,800,000 194 581 2.323 2.323 - - 5.226PPK man-months 3 12 12 - - 27 3,050,000 328 984 3.935 3.935 - - 8.855Pelaksana Teknik man-months 3 12 12 - - 27 2,100,000 226 677 2.710 2.710 - - 6.097Pelaksana Administrasi man-months 3 12 12 - - 27 2,100,000 226 677 2.710 2.710 - - 6.097Counterpart man-months 3 12 12 - - 27 1,900,000 204 613 2.452 2.452 - - 5.516

Subtotal Salaries for Project Financial Management 9.339 37.355 37.355 - - 84.0482. Secretariat

Secretary/Office Manager man-months 3 12 12 - - 27 3,720,000 400 1.200 4.800 4.800 - - 10.800Computer Operator /d man-months 9 36 36 - - 81 3,720,000 400 3.600 14.400 14.400 - - 32.400Office Boy and Security /e man-months 6 24 24 - - 54 1,500,000 161 968 3.871 3.871 - - 8.710

Subtotal Secretariat 5.768 23.071 23.071 - - 51.9103. Office Rent, Communication, Running Cost etc months 3 12 12 - - 27 4,650,000 500 1.500 6.000 6.000 - - 13.5004. Transport months 3 12 12 - - 27 9,300,000 1,000 3.000 12.000 12.000 - - 27.0005. Administration Project Management months 3 12 12 - - 27 6,587,500 708 2.125 8.500 8.500 - - 19.1256. Materials months 3 12 12 - - 27 3,255,000 350 1.050 4.200 4.200 - - 9.4507. Reporting times 1 2 2 - - 5 23,250,000 2,500 2.500 5.000 5.000 - - 12.500

Subtotal Project Administration Support 25.281 96.126 96.126 - - 217.533H. Farmers Contribution

1. O&M Costs for Chopper, Fuel eq-month 900 3.600 3.600 - - 8.100 750,000 81 72.581 290.323 290.323 - - 653.2262. O&M Costs for Motorcycle, Fuel eq-month - 1.800 1.800 - - 3.600 750,000 81 - 145.161 145.161 - - 290.3233. Wages for SRI Cultivation ha 1.500 6.000 6.000 - - 13.500 500,000 54 80.645 322.581 322.581 - - 725.806

Subtotal Farmers Contribution 153.226 758.065 758.065 - - 1.669.355Total 2.274.687 2.533.435 1.201.951 - - 6.010.074 a 5 persons, b 3 persons, c only OM, d 3 persons, e 2 persons

Page 1


IndonesiaICWRMIP Project 1Table 6. 2.2. Improved Land and Water ManagementDetailed Costs

I. Investment CostsA. Civil Work

1. Rehabilitation of Tertiary SystemB. Vehicles and Equipment

1. R4 (Cars)2. R3 Cars3. Field Level Water Management Equipment4. Flow Meters5. Organic Fertilizer Production Equipment6. Office Equipment/Furniture

Subtotal Vehicles and EquipmentC. Training and Demonstration

1. Identification and Appraisal of Target Area2. Training of Trainers3. Training for Farmers (Field)4. Training for Farmers (School Farmers)5. Farmers Empowerment6. Organic Fertilizer Storage7. Seed Assistance8. Acquisition and Distribution of Livestock Cows9. Farmers Adviser10. Supervision11. Comparative Studies

Subtotal Training and DemonstrationD. Consulting Services

1. Remunerationa. National Professional Staffs

Team Leader/AgriculturistLand and Water Management SpecialistAgricultural Socioeconomic SpecialistEntomologistMonitoring and Evaluation Specialist

Subtotal National Professional Staffs2. Travel, Housing, Office, Transport and Other Costs

NPS HousingSub-professional and Technical Staffs /aSupport Staffs /bOffice Communication, Running Cost etcPurchase of Office Furniture and EquipmentTransport /cReportingMedia MaterialOut-of-station and Various Cost

Subtotal ravel, Housing, Office, Transport and Other Costs3. Sub-contracted

Provisional Sum of NGO ServicesSubtotal Consulting ServicesE. Socialization and Community Development

1. Socialization for Farmers2. Socialization for District Level3. Workshop for District Level4. Workshop for National Level

Subtotal Socialization and Community DevelopmentF. Project Coordination and Management

1. Coordination MeetingG. Project Administration Support

1. Salaries for Project Financial ManagementKPAKoordinator SekretariatPIUTreasuryAdministration AssistantTechnical AssistantUrusan Pengujian, Verifikasi etcPPKPelaksana TeknikPelaksana AdministrasiCounterpart


Secretary/Office ManagerComputer Operator /dOffice Boy and Security /e

Subtotal Secretariat3. Office Rent, Communication, Running Cost etc4. Transport5. Administration Project Management6. Materials7. Reporting

Subtotal Project Administration SupportH. Farmers Contribution

1. O&M Costs for Chopper, Fuel2. O&M Costs for Motorcycle, Fuel3. Wages for SRI Cultivation

Subtotal Farmers ContributionTotal a 5 persons, b 3 persons, c only OM, d 3 persons, e 2 persons

Parameters (in %)Breakdown of Totals Incl. Cont. (US$) Phy. Summary Divisions Other Accounts

Totals Including Contingencies (US$) Local (Excl. Duties & Cont. For. Gross Expenditure Disb. Impl.2009 2010 2011 2012 2013 Total For. Exch. Taxes) Taxes Total Rate Exch. Tax Rate Component Account Acct. Fin. Rule Agency Proj. Area

570.804 - - - - 570.804 226.030 287.693 57.080 570.804 4,7 40,0 10,0 ISWM_CA MOA_CW_EA CW_DA ADF (81% ) MOA_IA ISWM_PA

47.227 - - - - 47.227 23.423 19.081 4.723 47.227 5,0 50,0 10,0 ISWM_CA ADF_EQUI_EA VE_DA ADF (77.9387% ) MOA_IA ISWM_PA- 321.648 - - - 321.648 156.773 132.710 32.165 321.648 5,0 50,0 10,0 ISWM_CA ADF_EQUI_EA VE_DA ADF (77.9387% ) MOA_IA ISWM_PA- 7.352 - - - 7.352 3.583 3.033 735 7.352 5,0 50,0 10,0 ISWM_CA ADF_EQUI_EA VE_DA ADF (77.9387% ) MOA_IA ISWM_PA- 2.451 - - - 2.451 1.194 1.011 245 2.451 5,0 50,0 10,0 ISWM_CA ADF_EQUI_EA VE_DA ADF (77.9387% ) MOA_IA ISWM_PA

380.860 - - - - 380.860 188.898 153.876 38.086 380.860 5,0 50,0 10,0 ISWM_CA ADF_EQUI_EA VE_DA ADF (77.9387% ) MOA_IA ISWM_PA21.549 - - - - 21.549 10.688 8.706 2.155 21.549 5,0 50,0 10,0 ISWM_CA ADF_EQUI_EA VE_DA ADF (77.9387% ) MOA_IA ISWM_PA

449.636 331.451 - - - 781.086 384.561 318.417 78.109 781.086

29.669 - - - - 29.669 - 26.702 2.967 29.669 5,0 0,0 10,0 ISWM_CA ADF_T&D_EA TD_DA ADF (77.85% ) MOA_IA ISWM_PA92.567 - - - - 92.567 - 83.311 9.257 92.567 5,0 0,0 10,0 ISWM_CA ADF_T&D_EA TD_DA ADF (77.85% ) MOA_IA ISWM_PA

- 239.821 - - - 239.821 - 215.839 23.982 239.821 0,0 0,0 10,0 ISWM_CA ADF_T&D_EA TD_DA ADF (77.85% ) MOA_IA ISWM_PA- 251.812 - - - 251.812 - 226.631 25.181 251.812 5,0 0,0 10,0 ISWM_CA ADF_T&D_EA TD_DA ADF (77.85% ) MOA_IA ISWM_PA- 161.160 - - - 161.160 - 145.044 16.116 161.160 5,0 0,0 10,0 ISWM_CA ADF_T&D_EA TD_DA ADF (77.85% ) MOA_IA ISWM_PA

957.067 - - - - 957.067 - 861.360 95.707 957.067 5,0 0,0 10,0 ISWM_CA ADF_T&D_EA TD_DA ADF (77.85% ) MOA_IA ISWM_PA- 42.209 22.159 - - 64.368 - 57.931 6.437 64.368 0,0 0,0 10,0 ISWM_CA ADF_T&D_EA TD_DA ADF (77.85% ) MOA_IA ISWM_PA- 401.460 - - - 401.460 - 361.314 40.146 401.460 0,0 0,0 10,0 ISWM_CA ADF_T&D_EA TD_DA ADF (77.85% ) MOA_IA ISWM_PA

14.014 58.996 61.946 - - 134.956 - 121.460 13.496 134.956 2,5 0,0 10,0 ISWM_CA ADF_T&D_EA TD_DA ADF (77.85% ) MOA_IA ISWM_PA16.538 69.622 73.103 - - 159.263 - 143.337 15.926 159.263 5,0 0,0 10,0 ISWM_CA ADF_T&D_EA TD_DA ADF (77.85% ) MOA_IA ISWM_PA

- 74.939 - - - 74.939 - 67.445 7.494 74.939 5,0 0,0 10,0 ISWM_CA ADF_T&D_EA TD_DA ADF (77.85% ) MOA_IA ISWM_PA1.109.856 1.300.019 157.208 - - 2.567.083 - 2.310.375 256.708 2.567.083

8.518 36.111 38.098 - - 82.727 - 74.455 8.273 82.727 0,0 0,0 10,0 ISWM_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOA_IA ISWM_PA4.997 10.593 11.175 - - 26.765 - 24.089 2.677 26.765 0,0 0,0 10,0 ISWM_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOA_IA ISWM_PA2.499 10.593 11.175 - - 24.267 - 21.840 2.427 24.267 0,0 0,0 10,0 ISWM_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOA_IA ISWM_PA1.988 4.213 4.445 - - 10.645 - 9.580 1.064 10.645 0,0 0,0 10,0 ISWM_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOA_IA ISWM_PA3.975 12.639 8.889 - - 25.503 - 22.953 2.550 25.503 0,0 0,0 10,0 ISWM_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOA_IA ISWM_PA

21.977 74.148 73.782 - - 169.907 - 152.916 16.991 169.907

1.278 4.213 4.127 - - 9.618 - 8.656 962 9.618 0,0 0,0 10,0 ISWM_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOA_IA ISWM_PA12.194 51.694 54.537 - - 118.424 - 106.582 11.842 118.424 2,3 0,0 10,0 ISWM_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOA_IA ISWM_PA

4.170 17.680 18.653 - - 40.503 - 36.453 4.050 40.503 2,0 0,0 10,0 ISWM_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOA_IA ISWM_PA2.325 9.858 10.401 - - 22.585 - 20.326 2.258 22.585 5,0 0,0 10,0 ISWM_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOA_IA ISWM_PA

11.925 - - - - 11.925 - 10.733 1.193 11.925 5,0 0,0 10,0 ISWM_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOA_IA ISWM_PA2.147 9.100 9.601 - - 20.847 - 18.763 2.085 20.847 5,0 0,0 10,0 ISWM_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOA_IA ISWM_PA

- 6.320 6.667 - - 12.987 - 11.688 1.299 12.987 5,0 0,0 10,0 ISWM_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOA_IA ISWM_PA- 6.320 - - - 6.320 - 5.688 632 6.320 5,0 0,0 10,0 ISWM_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOA_IA ISWM_PA

9.233 30.442 29.823 - - 69.498 - 62.548 6.950 69.498 5,0 0,0 10,0 ISWM_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOA_IA ISWM_PA43.272 135.627 133.808 - - 312.706 - 281.435 31.271 312.706

13.323 - - - - 13.323 - 11.990 1.332 13.323 0,0 0,0 10,0 ISWM_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOA_IA ISWM_PA78.571 209.775 207.590 - - 495.936 - 446.342 49.594 495.936

25.646 - - - - 25.646 - 23.081 2.565 25.646 5,0 0,0 10,0 ISWM_CA ADF_SCD_EA SCD_DA ADF (81% ) MOA_IA ISWM_PA19.234 - - - - 19.234 - 17.311 1.923 19.234 5,0 0,0 10,0 ISWM_CA ADF_SCD_EA SCD_DA ADF (81% ) MOA_IA ISWM_PA

- 20.386 21.507 - - 41.892 - 37.703 4.189 41.892 5,0 0,0 10,0 ISWM_CA ADF_SCD_EA SCD_DA ADF (81% ) MOA_IA ISWM_PA- - 24.042 - - 24.042 - 21.637 2.404 24.042 5,0 0,0 10,0 ISWM_CA ADF_SCD_EA SCD_DA ADF (81% ) MOA_IA ISWM_PA

44.880 20.386 45.548 - - 110.814 - 99.733 11.081 110.814

- - - - - - - - - - 0,0 0,0 0,0 ISWM_CA ADF_PCM_EA PCM_DA ADF (81% ) MOA_IA ISWM_PA

1.332 5.648 5.959 - - 12.939 - 12.939 - 12.939 0,0 0,0 0,0 ISWM_CA PAS_EA PAS_DA GOVT MOA_IA ISWM_PA933 3.954 4.171 - - 9.057 - 9.057 - 9.057 0,0 0,0 0,0 ISWM_CA PAS_EA PAS_DA GOVT MOA_IA ISWM_PA899 3.812 4.022 - - 8.734 - 8.734 - 8.734 0,0 0,0 0,0 ISWM_CA PAS_EA PAS_DA GOVT MOA_IA ISWM_PA966 4.095 4.320 - - 9.381 - 9.381 - 9.381 0,0 0,0 0,0 ISWM_CA PAS_EA PAS_DA GOVT MOA_IA ISWM_PA933 3.954 4.171 - - 9.057 - 9.057 - 9.057 0,0 0,0 0,0 ISWM_CA PAS_EA PAS_DA GOVT MOA_IA ISWM_PA933 3.954 4.171 - - 9.057 - 9.057 - 9.057 0,0 0,0 0,0 ISWM_CA PAS_EA PAS_DA GOVT MOA_IA ISWM_PA600 2.542 2.681 - - 5.822 - 5.822 - 5.822 0,0 0,0 0,0 ISWM_CA PAS_EA PAS_DA GOVT MOA_IA ISWM_PA

1.016 4.307 4.543 - - 9.866 - 9.866 - 9.866 0,0 0,0 0,0 ISWM_CA PAS_EA PAS_DA GOVT MOA_IA ISWM_PA699 2.965 3.128 - - 6.793 - 6.793 - 6.793 0,0 0,0 0,0 ISWM_CA PAS_EA PAS_DA GOVT MOA_IA ISWM_PA699 2.965 3.128 - - 6.793 - 6.793 - 6.793 0,0 0,0 0,0 ISWM_CA PAS_EA PAS_DA GOVT MOA_IA ISWM_PA633 2.683 2.830 - - 6.146 - 6.146 - 6.146 0,0 0,0 0,0 ISWM_CA PAS_EA PAS_DA GOVT MOA_IA ISWM_PA

9.642 40.877 43.125 - - 93.644 - 93.644 - 93.644

1.239 5.253 5.541 - - 12.033 - 12.033 - 12.033 0,0 0,0 0,0 ISWM_CA PAS_EA PAS_DA GOVT MOA_IA ISWM_PA3.717 15.758 16.624 - - 36.099 - 36.099 - 36.099 0,0 0,0 0,0 ISWM_CA PAS_EA PAS_DA GOVT MOA_IA ISWM_PA

999 4.236 4.469 - - 9.704 - 9.704 - 9.704 0,0 0,0 0,0 ISWM_CA PAS_EA PAS_DA GOVT MOA_IA ISWM_PA5.955 25.246 26.635 - - 57.836 - 57.836 - 57.8361.549 6.566 6.927 - - 15.041 - 15.041 - 15.041 0,0 0,0 0,0 ISWM_CA PAS_EA PAS_DA GOVT MOA_IA ISWM_PA3.098 13.131 13.854 - - 30.083 - 30.083 - 30.083 0,0 0,0 0,0 ISWM_CA PAS_EA PAS_DA GOVT MOA_IA ISWM_PA2.194 9.301 9.813 - - 21.309 - 21.309 - 21.309 0,0 0,0 0,0 ISWM_CA PAS_EA PAS_DA GOVT MOA_IA ISWM_PA1.084 4.596 4.849 - - 10.529 - 10.529 - 10.529 0,0 0,0 0,0 ISWM_CA PAS_EA PAS_DA GOVT MOA_IA ISWM_PA2.581 5.471 5.772 - - 13.825 - 13.825 - 13.825 0,0 0,0 0,0 ISWM_CA PAS_EA PAS_DA GOVT MOA_IA ISWM_PA

26.103 105.189 110.975 - - 242.267 - 242.267 - 242.267

74.940 317.696 335.170 - - 727.806 - 727.806 - 727.806 0,0 0,0 0,0 ISWM_CA BC_EA BC_DA BEN ( 100% ) MOA_IA ISWM_PA- 158.848 167.585 - - 326.433 - 326.433 - 326.433 0,0 0,0 0,0 ISWM_CA BC_EA BC_DA BEN ( 100% ) MOA_IA ISWM_PA

83.266 352.996 372.411 - - 808.673 - 808.673 - 808.673 0,0 0,0 0,0 ISWM_CA BC_EA BC_DA BEN ( 100% ) MOA_IA ISWM_PA158.206 829.541 875.165 - - 1.862.911 - 1.862.911 - 1.862.911

2.438.055 2.796.360 1.396.486 - - 6.630.901 610.591 5.567.738 452.572 6.630.901

Page 2


IndonesiaICWRMIP Project 1Table 6. 2.2. Improved Land and Water ManagementDetailed Costs

I. Investment CostsA. Civil Work

1. Rehabilitation of Tertiary SystemB. Vehicles and Equipment

1. R4 (Cars)2. R3 Cars3. Field Level Water Management Equipment4. Flow Meters5. Organic Fertilizer Production Equipment6. Office Equipment/Furniture

Subtotal Vehicles and EquipmentC. Training and Demonstration

1. Identification and Appraisal of Target Area2. Training of Trainers3. Training for Farmers (Field)4. Training for Farmers (School Farmers)5. Farmers Empowerment6. Organic Fertilizer Storage7. Seed Assistance8. Acquisition and Distribution of Livestock Cows9. Farmers Adviser10. Supervision11. Comparative Studies


1. Remunerationa. National Professional Staffs

Team Leader/AgriculturistLand and Water Management SpecialistAgricultural Socioeconomic SpecialistEntomologistMonitoring and Evaluation Specialist

Subtotal National Professional Staffs2. Travel, Housing, Office, Transport and Other Costs

NPS HousingSub-professional and Technical Staffs /aSupport Staffs /bOffice Communication, Running Cost etcPurchase of Office Furniture and EquipmentTransport /cReportingMedia MaterialOut-of-station and Various Cost

Subtotal ravel, Housing, Office, Transport and Other Costs3. Sub-contracted

Provisional Sum of NGO ServicesSubtotal Consulting ServicesE. Socialization and Community Development

1. Socialization for Farmers2. Socialization for District Level3. Workshop for District Level4. Workshop for National Level

Subtotal Socialization and Community DevelopmentF. Project Coordination and Management

1. Coordination MeetingG. Project Administration Support

1. Salaries for Project Financial ManagementKPAKoordinator SekretariatPIUTreasuryAdministration AssistantTechnical AssistantUrusan Pengujian, Verifikasi etcPPKPelaksana TeknikPelaksana AdministrasiCounterpart


Secretary/Office ManagerComputer Operator /dOffice Boy and Security /e

Subtotal Secretariat3. Office Rent, Communication, Running Cost etc4. Transport5. Administration Project Management6. Materials7. Reporting

Subtotal Project Administration SupportH. Farmers Contribution

1. O&M Costs for Chopper, Fuel2. O&M Costs for Motorcycle, Fuel3. Wages for SRI Cultivation

Subtotal Farmers ContributionTotal a 5 persons, b 3 persons, c only OM, d 3 persons, e 2 persons

Expenditures by Financiers (US$)Manag. ADB ADF Loan Central Government Beneficiaries

Unit Cost Center 2009 2010 2011 2012 2013 Total 2009 2010 2011 2012 2013 Total 2009 2010 2011 2012 2013 Total

MOA_MU ISWM_CCA 462.351 - - - - 462.351 108.453 - - - - 108.453 - - - - - -

MOA_MU ISWM_CCA 36.808 - - - - 36.808 10.419 - - - - 10.419 - - - - - -MOA_MU ISWM_CCA - 250.688 - - - 250.688 - 70.960 - - - 70.960 - - - - - -MOA_MU ISWM_CCA - 5.730 - - - 5.730 - 1.622 - - - 1.622 - - - - - -MOA_MU ISWM_CCA - 1.910 - - - 1.910 - 541 - - - 541 - - - - - -MOA_MU ISWM_CCA 296.838 - - - - 296.838 84.023 - - - - 84.023 - - - - - -MOA_MU ISWM_CCA 16.795 - - - - 16.795 4.754 - - - - 4.754 - - - - - -

350.440 258.328 - - - 608.768 99.195 73.122 - - - 172.318 - - - - - -

MOA_MU ISWM_CCA 23.097 - - - - 23.097 6.572 - - - - 6.572 - - - - - -MOA_MU ISWM_CCA 72.064 - - - - 72.064 20.504 - - - - 20.504 - - - - - -MOA_MU ISWM_CCA - 186.701 - - - 186.701 - 53.120 - - - 53.120 - - - - - -MOA_MU ISWM_CCA - 196.036 - - - 196.036 - 55.776 - - - 55.776 - - - - - -MOA_MU ISWM_CCA - 125.463 - - - 125.463 - 35.697 - - - 35.697 - - - - - -MOA_MU ISWM_CCA 745.076 - - - - 745.076 211.990 - - - - 211.990 - - - - - -MOA_MU ISWM_CCA - 32.859 17.251 - - 50.110 - 9.349 4.908 - - 14.258 - - - - - -MOA_MU ISWM_CCA - 312.537 - - - 312.537 - 88.923 - - - 88.923 - - - - - -MOA_MU ISWM_CCA 10.910 45.928 48.225 - - 105.063 3.104 13.068 13.721 - - 29.893 - - - - - -MOA_MU ISWM_CCA 12.875 54.201 56.911 - - 123.987 3.663 15.421 16.192 - - 35.277 - - - - - -MOA_MU ISWM_CCA - 58.340 - - - 58.340 - 16.599 - - - 16.599 - - - - - -

864.023 1.012.065 122.387 - - 1.998.474 245.833 287.954 34.822 - - 568.609 - - - - - -

MOA_MU ISWM_CCA 6.900 29.250 30.859 - - 67.009 1.618 6.861 7.239 - - 15.718 - - - - - -MOA_MU ISWM_CCA 4.048 8.580 9.052 - - 21.680 949 2.013 2.123 - - 5.085 - - - - - -MOA_MU ISWM_CCA 2.024 8.580 9.052 - - 19.656 475 2.013 2.123 - - 4.611 - - - - - -MOA_MU ISWM_CCA 1.610 3.412 3.600 - - 8.622 378 800 844 - - 2.023 - - - - - -MOA_MU ISWM_CCA 3.220 10.237 7.200 - - 20.657 755 2.401 1.689 - - 4.846 - - - - - -

17.801 60.060 59.763 - - 137.625 4.176 14.088 14.019 - - 32.282 - - - - - -

MOA_MU ISWM_CCA 1.035 3.413 3.343 - - 7.791 243 800 784 - - 1.827 - - - - - -MOA_MU ISWM_CCA 9.877 41.872 44.175 - - 95.923 2.317 9.822 10.362 - - 22.501 - - - - - -MOA_MU ISWM_CCA 3.378 14.321 15.109 - - 32.808 792 3.359 3.544 - - 7.696 - - - - - -MOA_MU ISWM_CCA 1.884 7.985 8.425 - - 18.293 442 1.873 1.976 - - 4.291 - - - - - -MOA_MU ISWM_CCA 9.660 - - - - 9.660 2.266 - - - - 2.266 - - - - - -MOA_MU ISWM_CCA 1.739 7.371 7.776 - - 16.886 408 1.729 1.824 - - 3.961 - - - - - -MOA_MU ISWM_CCA - 5.119 5.400 - - 10.519 - 1.201 1.267 - - 2.467 - - - - - -MOA_MU ISWM_CCA - 5.119 - - - 5.119 - 1.201 - - - 1.201 - - - - - -MOA_MU ISWM_CCA 7.478 24.658 24.156 - - 56.293 1.754 5.784 5.666 - - 13.205 - - - - - -

35.050 109.858 108.384 - - 253.292 8.222 25.769 25.423 - - 59.414 - - - - - -

MOA_MU ISWM_CCA 10.791 - - - - 10.791 2.531 - - - - 2.531 - - - - - -63.643 169.918 168.148 - - 401.708 14.928 39.857 39.442 - - 94.228 - - - - - -

MOA_MU ISWM_CCA 20.773 - - - - 20.773 4.873 - - - - 4.873 - - - - - -MOA_MU ISWM_CCA 15.580 - - - - 15.580 3.655 - - - - 3.655 - - - - - -MOA_MU ISWM_CCA - 16.512 17.420 - - 33.933 - 3.873 4.086 - - 7.960 - - - - - -MOA_MU ISWM_CCA - - 19.474 - - 19.474 - - 4.568 - - 4.568 - - - - - -

36.353 16.512 36.894 - - 89.759 8.527 3.873 8.654 - - 21.055 - - - - - -

MOA_MU ISWM_CCA - - - - - - - - - - - - - - - - - -

MOA_MU ISWM_CCA - - - - - - 1.332 5.648 5.959 - - 12.939 - - - - - -MOA_MU ISWM_CCA - - - - - - 933 3.954 4.171 - - 9.057 - - - - - -MOA_MU ISWM_CCA - - - - - - 899 3.812 4.022 - - 8.734 - - - - - -MOA_MU ISWM_CCA - - - - - - 966 4.095 4.320 - - 9.381 - - - - - -MOA_MU ISWM_CCA - - - - - - 933 3.954 4.171 - - 9.057 - - - - - -MOA_MU ISWM_CCA - - - - - - 933 3.954 4.171 - - 9.057 - - - - - -MOA_MU ISWM_CCA - - - - - - 600 2.542 2.681 - - 5.822 - - - - - -MOA_MU ISWM_CCA - - - - - - 1.016 4.307 4.543 - - 9.866 - - - - - -MOA_MU ISWM_CCA - - - - - - 699 2.965 3.128 - - 6.793 - - - - - -MOA_MU ISWM_CCA - - - - - - 699 2.965 3.128 - - 6.793 - - - - - -MOA_MU ISWM_CCA - - - - - - 633 2.683 2.830 - - 6.146 - - - - - -

- - - - - - 9.642 40.877 43.125 - - 93.644 - - - - - -

MOA_MU ISWM_CCA - - - - - - 1.239 5.253 5.541 - - 12.033 - - - - - -MOA_MU ISWM_CCA - - - - - - 3.717 15.758 16.624 - - 36.099 - - - - - -MOA_MU ISWM_CCA - - - - - - 999 4.236 4.469 - - 9.704 - - - - - -

- - - - - - 5.955 25.246 26.635 - - 57.836 - - - - - -MOA_MU ISWM_CCA - - - - - - 1.549 6.566 6.927 - - 15.041 - - - - - -MOA_MU ISWM_CCA - - - - - - 3.098 13.131 13.854 - - 30.083 - - - - - -MOA_MU ISWM_CCA - - - - - - 2.194 9.301 9.813 - - 21.309 - - - - - -MOA_MU ISWM_CCA - - - - - - 1.084 4.596 4.849 - - 10.529 - - - - - -MOA_MU ISWM_CCA - - - - - - 2.581 5.471 5.772 - - 13.825 - - - - - -

- - - - - - 26.103 105.189 110.975 - - 242.267 - - - - - -

MOA_MU ISWM_CCA - - - - - - - - - - - - 74.940 317.696 335.170 - - 727.806MOA_MU ISWM_CCA - - - - - - - - - - - - - 158.848 167.585 - - 326.433MOA_MU ISWM_CCA - - - - - - - - - - - - 83.266 352.996 372.411 - - 808.673

- - - - - - - - - - - - 158.206 829.541 875.165 - - 1.862.9111.776.809 1.456.823 327.428 - - 3.561.061 503.040 509.996 193.893 - - 1.206.929 158.206 829.541 875.165 - - 1.862.911

Page 3

Supplementary Appendix 5 - Detailed cost estimates, financing plan and allocation for Project 1 Loan Funded Sub Component 2.3 - Support for Community and CSO Driven Initiatives for Improved Water Supply and Sanitation (Costab Ouputs)


IndonesiaICWRMIP Project 1Table 7. 2.3. Support for Community and CSO Driven InitiativesDetailed Costs Quantities Unit Cost Unit Cost Base Cost (US$)


I. Investment CostsA. Civil Works

1. Construction Worksa. Water Supply Facilities Construction units - 6 4 - - 10 767,250,000 82,500 - 495.000 330.000 - - 825.000b. Sanitation Facilities Construction units - 18 12 - - 30 184,140,000 19,800 - 356.400 237.600 - - 594.000c. Solid Waste Facilities Construction units - 18 12 - - 30 385,000,000 41,398 - 745.161 496.774 - - 1.241.935

Subtotal Construction Works - 1.596.561 1.064.374 - - 2.660.935B. Equipment

1. Equipment/Furniture package 1 - - - - 1 204,600,000 22,000 22.000 - - - - 22.000C. Training and Demonstration

1. Program Material Campaign by CSO's package - 1 - - - 1 204,600,000 22,000 - 22.000 - - - 22.0002. Training of Trainers packages - 5 - - - 5 122,760,000 13,200 - 66.000 - - - 66.0003. Trainings packages - 5 - - - 5 122,760,000 13,200 - 66.000 - - - 66.000

Subtotal Training and Demonstration - 154.000 - - - 154.000D. Consulting Services


Water Supply and Sanitation Planner Specialist man-months - - 3 - - 3 179,025,000 19,250 - - 57.750 - - 57.750b. National Professional Staffs

Team Leader/Strategic and Community (Regional) Development Expert man-months 3 12 9 - - 24 25,575,000 2,750 8.250 33.000 24.750 - - 66.000O & M Expert man-months - 3 5 - - 8 22,506,000 2,420 - 7.260 12.100 - - 19.360Community Health and Environment Specialist man-months 3 6 6 - - 15 22,506,000 2,420 7.260 14.520 14.520 - - 36.300Water Supply and Sanitation Specialist man-months 2 5 5 - - 12 17,902,500 1,925 3.850 9.625 9.625 - - 23.1003R Specialist man-months 3 9 - - - 12 17,902,500 1,925 5.775 17.325 - - - 23.100Community Empowerment Specialist man-months 3 12 5 - - 20 22,506,000 2,420 7.260 29.040 12.100 - - 48.400Media/Public Campaign Specialist man-months 1 4 1 - - 6 17,902,500 1,925 1.925 7.700 1.925 - - 11.550Participatory Training and Curriculum Specialist man-months 1 4 1 - - 6 22,506,000 2,420 2.420 9.680 2.420 - - 14.520District WATSAN Specialist /a man-months 3 33 24 - - 60 17,902,500 1,925 5.775 63.525 46.200 - - 115.500District Community Empowerment and Health Specialist /b man-months 3 33 24 - - 60 22,506,000 2,420 7.260 79.860 58.080 - - 145.200Financial and Accounting Specialist man-months 1 11 8 - - 20 22,506,000 2,420 2.420 26.620 19.360 - - 48.400MIS Specialist man-months 3 6 6 - - 15 22,506,000 2,420 7.260 14.520 14.520 - - 36.300

Subtotal National Professional Staffs 59.455 312.675 215.600 - - 587.730Subtotal Remuneration 59.455 312.675 273.350 - - 645.4802. Travel, Housing, Office, Transport and Other Costs

International Travel R-trips - - 1 - - 1 30,690,000 3,300 - - 3.300 - - 3.300OSA and Housing days - - 90 - - 90 1,023,000 110 - - 9.900 - - 9.900NPS Housing months 26 138 94 - - 258 1,278,750 138 3.575 18.975 12.925 - - 35.475Supporting Staff /c months 12 48 36 - - 96 4,092,000 440 5.280 21.120 15.840 - - 42.240Office Rent, Communication, Running Cost etc months 3 12 9 - - 24 28,644,000 3,080 9.240 36.960 27.720 - - 73.920Office Furniture and Equipment package 1 - - - - 1 409,200,000 44,000 44.000 - - - - 44.000Transport /d months 12 48 36 - - 96 10,230,000 1,100 13.200 52.800 39.600 - - 105.600Reporting times - 1 1 - - 2 51,150,000 5,500 - 5.500 5.500 - - 11.000Out-of-station and Various Cost months 3 12 9 - - 24 10,230,000 1,100 3.300 13.200 9.900 - - 26.400

Subtotal Travel, Housing, Office, Transport and Other Costs 78.595 148.555 124.685 - - 351.8353. Sub-contract

a. CSO (Facilitators) years - 1 1 - - 2 1,989,121,200 213,884 - 213.884 213.884 - - 427.768Subtotal Consulting Services 138.050 675.114 611.919 - - 1.425.083E. Socialization and Community Development

1. Workshop times 1 1 - - - 2 66,000,000 7,097 7.097 7.097 - - - 14.1942. Participation in National/International Events time - 1 - - - 1 204,600,000 22,000 - 22.000 - - - 22.0003. Monitoring and Evaluation packages - 1 1 - - 2 1,023,000,000 110,000 - 110.000 110.000 - - 220.000

Subtotal Socialization and Community Development 7.097 139.097 110.000 - - 256.194F. Project Administration Support

1. Salaries for Project Financial ManagementKPA man-months 3 12 9 - - 24 4,000,000 430 1.290 5.161 3.871 - - 10.323Koordinator Sekretariat /e man-months 9 36 27 - - 72 2,800,000 301 2.710 10.839 8.129 - - 21.677PIU /f man-months 9 36 27 - - 72 3,200,000 344 3.097 12.387 9.290 - - 24.774Treasury man-months 3 12 9 - - 24 2,900,000 312 935 3.742 2.806 - - 7.484Administration Assistant man-months 3 12 9 - - 24 2,800,000 301 903 3.613 2.710 - - 7.226Technical Assistant man-months 3 12 9 - - 24 2,800,000 301 903 3.613 2.710 - - 7.226Urusan Pengujian, Verifikasi etc /g man-months 9 36 27 - - 72 1,800,000 194 1.742 6.968 5.226 - - 13.935PPK man-months 3 12 9 - - 24 3,050,000 328 984 3.935 2.952 - - 7.871Pelaksana Teknik man-months 3 12 9 - - 24 2,100,000 226 677 2.710 2.032 - - 5.419Pelaksana Administrasi man-months 3 12 9 - - 24 2,100,000 226 677 2.710 2.032 - - 5.419Counterpart /h man-months 12 48 36 - - 96 1,900,000 204 2.452 9.806 7.355 - - 19.613

Subtotal Salaries for Project Financial Management 16.371 65.484 49.113 - - 130.9682. Secretariat

Secretary/Office Manager man-months 3 12 9 - - 24 3,720,000 400 1.200 4.800 3.600 - - 9.600Computer Operator /i man-months 9 36 27 - - 72 3,720,000 400 3.600 14.400 10.800 - - 28.800Office Boy and Security /j man-months 6 24 18 - - 48 1,500,000 161 968 3.871 2.903 - - 7.742

Subtotal Secretariat 5.768 23.071 17.303 - - 46.1423. Transport months 3 12 9 - - 24 9,300,000 1,000 3.000 12.000 9.000 - - 24.0004. Office, Communication etc months 3 12 9 - - 24 4,650,000 500 1.500 6.000 4.500 - - 12.0005. Procurement package 1 - - - - 1 37,200,000 4,000 4.000 - - - - 4.000

Subtotal Project Administration Support 30.639 106.555 79.916 - - 217.110

Page 1


IndonesiaICWRMIP Project 1Table 7. 2.3. Support for Community and CSO Driven InitiativesDetailed Costs Quantities Unit Cost Unit Cost Base Cost (US$)


G. Beneficiaries Contribution1. Construction Work

Water Supply Facilities m2 - 2.400 1.600 - - 4.000 65,100 7 - 16.800 11.200 - - 28.000Sanitation Facilities m2 - 3.600 2.400 - - 6.000 65,100 7 - 25.200 16.800 - - 42.000Solid Waste Facilities m2 - 1.800 1.200 - - 3.000 65,100 7 - 12.600 8.400 - - 21.000

Subtotal onstruction Work - 54.600 36.400 - - 91.0002. Manpower/cash

Water Supply Facilities units - 6 4 - - 10 76,725,000 8,250 - 49.500 33.000 - - 82.500Sanitation Facilities units - 18 12 - - 30 18,414,000 1,980 - 35.640 23.760 - - 59.400Solid Waste Facilities units - 18 12 - - 30 38,500,000 4,140 - 74.516 49.677 - - 124.194

Subtotal anpower/cash - 159.656 106.437 - - 266.094Subtotal Beneficiaries Contribution - 214.256 142.837 - - 357.094

Total 197.785 2.885.583 2.009.047 - - 5.092.415 _________________________________Remarks: a 3 persons, b 3 persons, c 4 persons, d 4 cars (one in MoA, 3 in the districts), e 3 persons, f 3 persons, g 3 persons, h 4 persons, i 3 persons, j 2 persons

Page 2


IndonesiaICWRMIP Project 1Table 7. 2.3. Support for Community and CSO Driven InitiativesDetailed Costs


1. Construction Worksa. Water Supply Facilities Constructionb. Sanitation Facilities Constructionc. Solid Waste Facilities Construction

Subtotal Construction WorksB. Equipment

1. Equipment/FurnitureC. Training and Demonstration

1. Program Material Campaign by CSO's2. Training of Trainers3. Trainings



Water Supply and Sanitation Planner Specialistb. National Professional Staffs

Team Leader/Strategic and Community (Regional) Development ExpertO & M ExpertCommunity Health and Environment SpecialistWater Supply and Sanitation Specialist3R SpecialistCommunity Empowerment SpecialistMedia/Public Campaign SpecialistParticipatory Training and Curriculum SpecialistDistrict WATSAN Specialist /aDistrict Community Empowerment and Health Specialist /bFinancial and Accounting SpecialistMIS Specialist


International TravelOSA and HousingNPS HousingSupporting Staff /cOffice Rent, Communication, Running Cost etcOffice Furniture and EquipmentTransport /dReportingOut-of-station and Various Cost


a. CSO (Facilitators)Subtotal Consulting ServicesE. Socialization and Community Development

1. Workshop2. Participation in National/International Events3. Monitoring and Evaluation

Subtotal Socialization and Community DevelopmentF. Project Administration Support

1. Salaries for Project Financial ManagementKPAKoordinator Sekretariat /ePIU /fTreasuryAdministration AssistantTechnical AssistantUrusan Pengujian, Verifikasi etc /gPPKPelaksana TeknikPelaksana AdministrasiCounterpart /h


Secretary/Office ManagerComputer Operator /iOffice Boy and Security /j

Subtotal Secretariat3. Transport4. Office, Communication etc5. Procurement




- 528.446 365.152 - - 893.598 342.914 461.324 89.360 893.598 0,0 40,0 10,0 SCCD_CA MOH_CW_EA CW_DA ADF (81% ) MOH_IA SCCD_PA- 380.481 262.909 - - 643.390 246.898 332.153 64.339 643.390 0,0 40,0 10,0 SCCD_CA MOH_CW_EA CW_DA ADF (81% ) MOH_IA SCCD_PA- 795.510 549.691 - - 1.345.201 516.214 694.467 134.520 1.345.201 0,0 40,0 10,0 SCCD_CA MOH_CW_EA CW_DA ADF (81% ) MOH_IA SCCD_PA- 1.704.437 1.177.751 - - 2.882.188 1.106.025 1.487.944 288.219 2.882.188

23.613 - - - - 23.613 11.712 9.540 2.361 23.613 5,0 50,0 10,0 SCCD_CA ADF_EQUI_EA VE_DA ADF (77.9387% ) MOH_IA SCCD_PA

- 25.278 - - - 25.278 - 22.750 2.528 25.278 5,0 0,0 10,0 SCCD_CA ADF_T&D_EA TD_DA ADF (77.85% ) MOH_IA SCCD_PA- 75.834 - - - 75.834 - 68.251 7.583 75.834 5,0 0,0 10,0 SCCD_CA ADF_T&D_EA TD_DA ADF (77.85% ) MOH_IA SCCD_PA- 75.834 - - - 75.834 - 68.251 7.583 75.834 5,0 0,0 10,0 SCCD_CA ADF_T&D_EA TD_DA ADF (77.85% ) MOH_IA SCCD_PA- 176.946 - - - 176.946 - 159.252 17.695 176.946

- - 64.018 - - 64.018 57.616 - 6.402 64.018 5,9 90,0 10,0 SCCD_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOH_IA SCCD_PA

9.022 38.249 30.265 - - 77.536 - 69.783 7.754 77.536 5,9 0,0 10,0 SCCD_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOH_IA SCCD_PA- 8.415 14.796 - - 23.211 - 20.890 2.321 23.211 5,9 0,0 10,0 SCCD_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOH_IA SCCD_PA

7.940 16.830 17.755 - - 42.525 - 38.272 4.252 42.525 5,9 0,0 10,0 SCCD_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOH_IA SCCD_PA4.210 11.156 11.770 - - 27.136 - 24.423 2.714 27.136 5,9 0,0 10,0 SCCD_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOH_IA SCCD_PA6.316 20.081 - - - 26.397 - 23.757 2.640 26.397 5,9 0,0 10,0 SCCD_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOH_IA SCCD_PA7.940 33.659 14.796 - - 56.395 - 50.756 5.640 56.395 5,9 0,0 10,0 SCCD_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOH_IA SCCD_PA2.105 8.925 2.354 - - 13.384 - 12.046 1.338 13.384 5,9 0,0 10,0 SCCD_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOH_IA SCCD_PA2.647 11.220 2.959 - - 16.826 - 15.143 1.683 16.826 5,9 0,0 10,0 SCCD_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOH_IA SCCD_PA6.316 73.630 56.494 - - 136.440 - 122.796 13.644 136.440 5,9 0,0 10,0 SCCD_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOH_IA SCCD_PA7.940 92.563 71.021 - - 171.524 - 154.372 17.152 171.524 5,9 0,0 10,0 SCCD_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOH_IA SCCD_PA2.647 30.854 23.674 - - 57.175 - 51.457 5.717 57.175 5,9 0,0 10,0 SCCD_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOH_IA SCCD_PA7.940 16.830 17.755 - - 42.525 - 38.272 4.252 42.525 5,9 0,0 10,0 SCCD_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOH_IA SCCD_PA

65.021 362.412 263.640 - - 691.073 - 621.966 69.107 691.07365.021 362.412 327.658 - - 755.091 57.616 621.966 75.509 755.091

- - 3.658 - - 3.658 3.292 - 366 3.658 5,9 90,0 10,0 SCCD_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOH_IA SCCD_PA- - 12.106 - - 12.106 - 10.895 1.211 12.106 5,9 0,0 10,0 SCCD_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOH_IA SCCD_PA

3.910 21.993 15.805 - - 41.708 - 37.537 4.171 41.708 5,9 0,0 10,0 SCCD_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOH_IA SCCD_PA5.774 24.480 19.369 - - 49.623 - 44.661 4.962 49.623 5,9 0,0 10,0 SCCD_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOH_IA SCCD_PA

10.105 42.839 33.897 - - 86.841 - 78.157 8.684 86.841 5,9 0,0 10,0 SCCD_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOH_IA SCCD_PA48.119 - - - - 48.119 - 43.308 4.812 48.119 5,9 0,0 10,0 SCCD_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOH_IA SCCD_PA14.436 61.199 48.424 - - 124.058 - 111.652 12.406 124.058 5,9 0,0 10,0 SCCD_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOH_IA SCCD_PA

- 6.375 6.725 - - 13.100 - 11.790 1.310 13.100 5,9 0,0 10,0 SCCD_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOH_IA SCCD_PA3.609 15.300 12.106 - - 31.015 - 27.913 3.101 31.015 5,9 0,0 10,0 SCCD_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOH_IA SCCD_PA

85.953 172.186 152.090 - - 410.229 3.292 365.914 41.023 410.229

- 247.906 261.541 - - 509.448 - 458.503 50.945 509.448 5,9 0,0 10,0 SCCD_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOH_IA SCCD_PA150.975 782.504 741.289 - - 1.674.767 60.908 1.446.382 167.477 1.674.767

7.761 8.226 - - - 15.987 - 14.388 1.599 15.987 5,9 0,0 10,0 SCCD_CA ADF_SCD_EA SCD_DA ADF (81% ) MOH_IA SCCD_PA- 25.500 - - - 25.500 - 22.950 2.550 25.500 5,9 0,0 10,0 SCCD_CA ADF_SCD_EA SCD_DA ADF (81% ) MOH_IA SCCD_PA- 127.498 134.510 - - 262.008 - 235.807 26.201 262.008 5,9 0,0 10,0 SCCD_CA ADF_SCD_EA SCD_DA ADF (81% ) MOH_IA SCCD_PA

7.761 161.223 134.510 - - 303.494 - 273.145 30.349 303.494

1.332 5.648 4.469 - - 11.449 - 11.449 - 11.449 0,0 0,0 0,0 SCCD_CA PAS_EA PAS_DA GOVT MOH_IA SCCD_PA2.798 11.861 9.385 - - 24.043 - 24.043 - 24.043 0,0 0,0 0,0 SCCD_CA PAS_EA PAS_DA GOVT MOH_IA SCCD_PA3.197 13.555 10.725 - - 27.478 - 27.478 - 27.478 0,0 0,0 0,0 SCCD_CA PAS_EA PAS_DA GOVT MOH_IA SCCD_PA

966 4.095 3.240 - - 8.301 - 8.301 - 8.301 0,0 0,0 0,0 SCCD_CA PAS_EA PAS_DA GOVT MOH_IA SCCD_PA933 3.954 3.128 - - 8.014 - 8.014 - 8.014 0,0 0,0 0,0 SCCD_CA PAS_EA PAS_DA GOVT MOH_IA SCCD_PA933 3.954 3.128 - - 8.014 - 8.014 - 8.014 0,0 0,0 0,0 SCCD_CA PAS_EA PAS_DA GOVT MOH_IA SCCD_PA

1.799 7.625 6.033 - - 15.456 - 15.456 - 15.456 0,0 0,0 0,0 SCCD_CA PAS_EA PAS_DA GOVT MOH_IA SCCD_PA1.016 4.307 3.408 - - 8.730 - 8.730 - 8.730 0,0 0,0 0,0 SCCD_CA PAS_EA PAS_DA GOVT MOH_IA SCCD_PA

699 2.965 2.346 - - 6.011 - 6.011 - 6.011 0,0 0,0 0,0 SCCD_CA PAS_EA PAS_DA GOVT MOH_IA SCCD_PA699 2.965 2.346 - - 6.011 - 6.011 - 6.011 0,0 0,0 0,0 SCCD_CA PAS_EA PAS_DA GOVT MOH_IA SCCD_PA

2.531 10.731 8.491 - - 21.753 - 21.753 - 21.753 0,0 0,0 0,0 SCCD_CA PAS_EA PAS_DA GOVT MOH_IA SCCD_PA16.903 71.658 56.700 - - 145.261 - 145.261 - 145.261

1.239 5.253 4.156 - - 10.648 - 10.648 - 10.648 0,0 0,0 0,0 SCCD_CA PAS_EA PAS_DA GOVT MOH_IA SCCD_PA3.717 15.758 12.468 - - 31.943 - 31.943 - 31.943 0,0 0,0 0,0 SCCD_CA PAS_EA PAS_DA GOVT MOH_IA SCCD_PA

999 4.236 3.352 - - 8.587 - 8.587 - 8.587 0,0 0,0 0,0 SCCD_CA PAS_EA PAS_DA GOVT MOH_IA SCCD_PA5.955 25.246 19.976 - - 51.178 - 51.178 - 51.1783.098 13.131 10.390 - - 26.619 - 26.619 - 26.619 0,0 0,0 0,0 SCCD_CA PAS_EA PAS_DA GOVT MOH_IA SCCD_PA1.549 6.566 5.195 - - 13.310 - 13.310 - 13.310 0,0 0,0 0,0 SCCD_CA PAS_EA PAS_DA GOVT MOH_IA SCCD_PA4.130 - - - - 4.130 - 4.130 - 4.130 0,0 0,0 0,0 SCCD_CA PAS_EA PAS_DA GOVT MOH_IA SCCD_PA

31.634 116.602 92.261 - - 240.497 - 240.497 - 240.497

Page 3




Water Supply FacilitiesSanitation FacilitiesSolid Waste Facilities

Subtotal onstruction Work2. Manpower/cash


Subtotal anpower/cashSubtotal Beneficiaries Contribution

Total _________________________________Remarks: a 3 persons, b 3 persons, c 4 persons, d 4 cars (one in MoA, 3 in the districts), e 3 persons, f 3 persons, g 3 persons, h 4 persons, i 3 persons, j 2 persons



- 18.384 12.930 - - 31.314 - 31.314 - 31.314 0,0 0,0 0,0 SCCD_CA BC_EA BC_DA BEN ( 100% ) MOH_IA SCCD_PA- 27.576 19.395 - - 46.971 - 46.971 - 46.971 0,0 0,0 0,0 SCCD_CA BC_EA BC_DA BEN ( 100% ) MOH_IA SCCD_PA- 13.788 9.698 - - 23.486 - 23.486 - 23.486 0,0 0,0 0,0 SCCD_CA BC_EA BC_DA BEN ( 100% ) MOH_IA SCCD_PA- 59.748 42.023 - - 101.771 - 101.771 - 101.771

- 54.167 38.098 - - 92.265 - 92.265 - 92.265 0,0 0,0 0,0 SCCD_CA BC_EA BC_DA BEN ( 100% ) MOH_IA SCCD_PA- 39.000 27.430 - - 66.431 - 66.431 - 66.431 0,0 0,0 0,0 SCCD_CA BC_EA BC_DA BEN ( 100% ) MOH_IA SCCD_PA- 81.542 57.351 - - 138.893 - 138.893 - 138.893 0,0 0,0 0,0 SCCD_CA BC_EA BC_DA BEN ( 100% ) MOH_IA SCCD_PA- 174.710 122.879 - - 297.589 - 297.589 - 297.589- 234.458 164.902 - - 399.360 - 399.360 - 399.360

213.984 3.176.170 2.310.713 - - 5.700.866 1.178.645 4.016.120 506.101 5.700.866

Page 4




1. Construction Worksa. Water Supply Facilities Constructionb. Sanitation Facilities Constructionc. Solid Waste Facilities Construction


1. Equipment/FurnitureC. Training and Demonstration

1. Program Material Campaign by CSO's2. Training of Trainers3. Trainings



Water Supply and Sanitation Planner Specialistb. National Professional Staffs

Team Leader/Strategic and Community (Regional) Development ExpertO & M ExpertCommunity Health and Environment SpecialistWater Supply and Sanitation Specialist3R SpecialistCommunity Empowerment SpecialistMedia/Public Campaign SpecialistParticipatory Training and Curriculum SpecialistDistrict WATSAN Specialist /aDistrict Community Empowerment and Health Specialist /bFinancial and Accounting SpecialistMIS Specialist


International TravelOSA and HousingNPS HousingSupporting Staff /cOffice Rent, Communication, Running Cost etcOffice Furniture and EquipmentTransport /dReportingOut-of-station and Various Cost


a. CSO (Facilitators)Subtotal Consulting ServicesE. Socialization and Community Development

1. Workshop2. Participation in National/International Events3. Monitoring and Evaluation

Subtotal Socialization and Community DevelopmentF. Project Administration Support

1. Salaries for Project Financial ManagementKPAKoordinator Sekretariat /ePIU /fTreasuryAdministration AssistantTechnical AssistantUrusan Pengujian, Verifikasi etc /gPPKPelaksana TeknikPelaksana AdministrasiCounterpart /h


Secretary/Office ManagerComputer Operator /iOffice Boy and Security /j

Subtotal Secretariat3. Transport4. Office, Communication etc5. Procurement




MOH_MU SCCD_CCA - 428.041 295.773 - - 723.814 - 100.405 69.379 - - 169.784 - - - - - -MOH_MU SCCD_CCA - 308.190 212.956 - - 521.146 - 72.291 49.953 - - 122.244 - - - - - -MOH_MU SCCD_CCA - 644.363 445.249 - - 1.089.613 - 151.147 104.441 - - 255.588 - - - - - -

- 1.380.594 953.978 - - 2.334.573 - 323.843 223.773 - - 547.616 - - - - - -

MOH_MU SCCD_CCA 18.404 - - - - 18.404 5.209 - - - - 5.209 - - - - - -

MOH_MU SCCD_CCA - 19.679 - - - 19.679 - 5.599 - - - 5.599 - - - - - -MOH_MU SCCD_CCA - 59.037 - - - 59.037 - 16.797 - - - 16.797 - - - - - -MOH_MU SCCD_CCA - 59.037 - - - 59.037 - 16.797 - - - 16.797 - - - - - -

- 137.753 - - - 137.753 - 39.194 - - - 39.194 - - - - - -

MOH_MU SCCD_CCA - - 51.855 - - 51.855 - - 12.163 - - 12.163 - - - - - -

MOH_MU SCCD_CCA 7.308 30.982 24.514 - - 62.805 1.714 7.267 5.750 - - 14.732 - - - - - -MOH_MU SCCD_CCA - 6.816 11.985 - - 18.801 - 1.599 2.811 - - 4.410 - - - - - -MOH_MU SCCD_CCA 6.431 13.632 14.382 - - 34.445 1.509 3.198 3.374 - - 8.080 - - - - - -MOH_MU SCCD_CCA 3.410 9.036 9.533 - - 21.980 800 2.120 2.236 - - 5.156 - - - - - -MOH_MU SCCD_CCA 5.116 16.266 - - - 21.381 1.200 3.815 - - - 5.015 - - - - - -MOH_MU SCCD_CCA 6.431 27.264 11.985 - - 45.680 1.509 6.395 2.811 - - 10.715 - - - - - -MOH_MU SCCD_CCA 1.705 7.229 1.907 - - 10.841 400 1.696 447 - - 2.543 - - - - - -MOH_MU SCCD_CCA 2.144 9.088 2.397 - - 13.629 503 2.132 562 - - 3.197 - - - - - -MOH_MU SCCD_CCA 5.116 59.640 45.760 - - 110.516 1.200 13.990 10.734 - - 25.924 - - - - - -MOH_MU SCCD_CCA 6.431 74.976 57.527 - - 138.935 1.509 17.587 13.494 - - 32.590 - - - - - -MOH_MU SCCD_CCA 2.144 24.992 19.176 - - 46.312 503 5.862 4.498 - - 10.863 - - - - - -MOH_MU SCCD_CCA 6.431 13.632 14.382 - - 34.445 1.509 3.198 3.374 - - 8.080 - - - - - -

52.667 293.554 213.548 - - 559.769 12.354 68.858 50.092 - - 131.304 - - - - - -52.667 293.554 265.403 - - 611.624 12.354 68.858 62.255 - - 143.467 - - - - - -

MOH_MU SCCD_CCA - - 2.963 - - 2.963 - - 695 - - 695 - - - - - -MOH_MU SCCD_CCA - - 9.806 - - 9.806 - - 2.300 - - 2.300 - - - - - -MOH_MU SCCD_CCA 3.167 17.815 12.802 - - 33.783 743 4.179 3.003 - - 7.925 - - - - - -MOH_MU SCCD_CCA 4.677 19.828 15.689 - - 40.195 1.097 4.651 3.680 - - 9.428 - - - - - -MOH_MU SCCD_CCA 8.185 34.700 27.456 - - 70.341 1.920 8.139 6.440 - - 16.500 - - - - - -MOH_MU SCCD_CCA 38.977 - - - - 38.977 9.143 - - - - 9.143 - - - - - -MOH_MU SCCD_CCA 11.693 49.571 39.223 - - 100.487 2.743 11.628 9.200 - - 23.571 - - - - - -MOH_MU SCCD_CCA - 5.164 5.448 - - 10.611 - 1.211 1.278 - - 2.489 - - - - - -MOH_MU SCCD_CCA 2.923 12.393 9.806 - - 25.122 686 2.907 2.300 - - 5.893 - - - - - -

69.622 139.470 123.193 - - 332.285 16.331 32.715 28.897 - - 77.943 - - - - - -

MOH_MU SCCD_CCA - 200.804 211.848 - - 412.653 - 47.102 49.693 - - 96.795 - - - - - -122.290 633.828 600.444 - - 1.356.562 28.685 148.676 140.845 - - 318.206 - - - - - -

MOH_MU SCCD_CCA 6.287 6.663 - - - 12.949 1.475 1.563 - - - 3.038 - - - - - -MOH_MU SCCD_CCA - 20.655 - - - 20.655 - 4.845 - - - 4.845 - - - - - -MOH_MU SCCD_CCA - 103.273 108.953 - - 212.226 - 24.225 25.557 - - 49.781 - - - - - -

6.287 130.590 108.953 - - 245.830 1.475 30.632 25.557 - - 57.664 - - - - - -

MOH_MU SCCD_CCA - - - - - - 1.332 5.648 4.469 - - 11.449 - - - - - -MOH_MU SCCD_CCA - - - - - - 2.798 11.861 9.385 - - 24.043 - - - - - -MOH_MU SCCD_CCA - - - - - - 3.197 13.555 10.725 - - 27.478 - - - - - -MOH_MU SCCD_CCA - - - - - - 966 4.095 3.240 - - 8.301 - - - - - -MOH_MU SCCD_CCA - - - - - - 933 3.954 3.128 - - 8.014 - - - - - -MOH_MU SCCD_CCA - - - - - - 933 3.954 3.128 - - 8.014 - - - - - -MOH_MU SCCD_CCA - - - - - - 1.799 7.625 6.033 - - 15.456 - - - - - -MOH_MU SCCD_CCA - - - - - - 1.016 4.307 3.408 - - 8.730 - - - - - -MOH_MU SCCD_CCA - - - - - - 699 2.965 2.346 - - 6.011 - - - - - -MOH_MU SCCD_CCA - - - - - - 699 2.965 2.346 - - 6.011 - - - - - -MOH_MU SCCD_CCA - - - - - - 2.531 10.731 8.491 - - 21.753 - - - - - -

- - - - - - 16.903 71.658 56.700 - - 145.261 - - - - - -

MOH_MU SCCD_CCA - - - - - - 1.239 5.253 4.156 - - 10.648 - - - - - -MOH_MU SCCD_CCA - - - - - - 3.717 15.758 12.468 - - 31.943 - - - - - -MOH_MU SCCD_CCA - - - - - - 999 4.236 3.352 - - 8.587 - - - - - -

- - - - - - 5.955 25.246 19.976 - - 51.178 - - - - - -MOH_MU SCCD_CCA - - - - - - 3.098 13.131 10.390 - - 26.619 - - - - - -MOH_MU SCCD_CCA - - - - - - 1.549 6.566 5.195 - - 13.310 - - - - - -MOH_MU SCCD_CCA - - - - - - 4.130 - - - - 4.130 - - - - - -

- - - - - - 31.634 116.602 92.261 - - 240.497 - - - - - -

Page 5








Total _________________________________Remarks: a 3 persons, b 3 persons, c 4 persons, d 4 cars (one in MoA, 3 in the districts), e 3 persons, f 3 persons, g 3 persons, h 4 persons, i 3 persons, j 2 persons



MOH_MU SCCD_CCA - - - - - - - - - - - - - 18.384 12.930 - - 31.314MOH_MU SCCD_CCA - - - - - - - - - - - - - 27.576 19.395 - - 46.971MOH_MU SCCD_CCA - - - - - - - - - - - - - 13.788 9.698 - - 23.486

- - - - - - - - - - - - - 59.748 42.023 - - 101.771

MOH_MU SCCD_CCA - - - - - - - - - - - - - 54.167 38.098 - - 92.265MOH_MU SCCD_CCA - - - - - - - - - - - - - 39.000 27.430 - - 66.431MOH_MU SCCD_CCA - - - - - - - - - - - - - 81.542 57.351 - - 138.893

- - - - - - - - - - - - - 174.710 122.879 - - 297.589- - - - - - - - - - - - - 234.458 164.902 - - 399.360

146.980 2.282.766 1.663.375 - - 4.093.121 67.004 658.946 482.436 - - 1.208.386 - 234.458 164.902 - - 399.360

Page 6

Supplementary Appendix 5 - Detailed cost estimates, financing plan and allocation for Project 1 Loan Funded Sub Component 2.6 - Detailed Engineering Design for Upgrading Bandung Water Sources (Costab Ouputs)

ICWRMIP Details 090724 (loan).xlsIndonesia ICWRMIP Project 1 Table 10. 2.6. Detailed Engineering Design for Upgrading of Bandung Water Sources Detailed Costs Quantities Unit Cost Unit Cost Base Cost (US$)


I. Investment Costs A. Consulting Services

1. Remuneration a. International Professional Staffs

Team Leader/Integrated Water Resources Management Specialist man-months - - - 12 6 18 235,290,000 25,300 - - - 303.600 151.800 455.400Economist Specialist man-months - - - 2 4 6 179,025,000 19,250 - - - 38.500 77.000 115.500Hydrologist man-months - - - 6 - 6 179,025,000 19,250 - - - 115.500 - 115.500Hydraulic Structure Design Engineer man-months - - - 8 4 12 179,025,000 19,250 - - - 154.000 77.000 231.000Geotechnical Expert man-months - - - 6 2 8 179,025,000 19,250 - - - 115.500 38.500 154.000Dam Engineer man-months - - - 4 3 7 179,025,000 19,250 - - - 77.000 57.750 134.750

Subtotal International Professional Staffs - - - 804.100 402.050 1.206.150b. National Professional Staffs

Deputy Team Leader/Integrated Water Resources Management Specialist man-months - - - 12 6 18 25,575,000 2,750 - - - 33.000 16.500 49.500Geodetic Engineer man-months - - - 12 6 18 17,902,500 1,925 - - - 23.100 11.550 34.650Geotechnical Specialist man-months - - - 9 4 13 18,700,000 2,011 - - - 18.097 8.043 26.140Water Quality/Treatment Specialist man-months - - - 6 6 12 17,902,500 1,925 - - - 11.550 11.550 23.100Water Resources/O & M Engineer man-months - - - 12 6 18 18,700,000 2,011 - - - 24.129 12.065 36.194Structural Design Engineer man-months - - - 12 6 18 18,700,000 2,011 - - - 24.129 12.065 36.194Hydrologist man-months - - - 12 - 12 18,700,000 2,011 - - - 24.129 - 24.129Irrigation Engineer man-months - - - 12 6 18 18,700,000 2,011 - - - 24.129 12.065 36.194Irrigation Drainage Design Engineer man-months - - - 10 6 16 18,700,000 2,011 - - - 20.108 12.065 32.172Agronomist/Rice Cropping Specialist (SRI) man-months - - - 6 - 6 18,700,000 2,011 - - - 12.065 - 12.065Cost Estimate/BoQ Specialist /a man-months - - - 2 6 8 18,700,000 2,011 - - - 4.022 12.065 16.086Tender Document Specialist man-months - - - - 6 6 18,700,000 2,011 - - - - 12.065 12.065Water Supply Specialist man-months - - - 3 4 7 18,700,000 2,011 - - - 6.032 8.043 14.075Community Development Specialist man-months - - - 8 6 14 17,902,500 1,925 - - - 15.400 11.550 26.950Watershed and Forestry Specialist man-months - - - 3 6 9 18,700,000 2,011 - - - 6.032 12.065 18.097Socio Economic Specialist man-months - - - 6 - 6 18,700,000 2,011 - - - 12.065 - 12.065P3A Specialist man-months - - - 6 6 12 22,506,000 2,420 - - - 14.520 14.520 29.040Environment Specialist man-months - - - 12 - 12 17,902,500 1,925 - - - 23.100 - 23.100Resetlement & Safeguard Specialist man-months - - - 12 6 18 22,506,000 2,420 - - - 29.040 14.520 43.560Dam Engineer man-months - - - 9 3 12 22,506,000 2,420 - - - 21.780 7.260 29.040Hydro Mechanical Engineer man-months - - - 6 4 10 22,506,000 2,420 - - - 14.520 9.680 24.200Junior Design Engineer /b man-months - - - 48 24 72 15,345,000 1,650 - - - 79.200 39.600 118.800Junior Hydrologist man-months - - - 12 - 12 15,345,000 1,650 - - - 19.800 - 19.800Assistant Community Development Specialist /c man-months - - - 60 30 90 12,276,000 1,320 - - - 79.200 39.600 118.800

Subtotal National Professional Staffs - - - 539.145 276.868 816.013Subtotal Remuneration - - - 1.343.245 678.918 2.022.1632. Travel, Housing, Office, Tranport and Other Costs

International Travel R-trips - - - 5,5 5,5 11 25,575,000 2,750 - - - 15.125 15.125 30.250IPS Housing (Monthly Base) months - - - 12 6 18 7,161,000 770 - - - 9.240 4.620 13.860IPS OSA and Housing (short-term) days - - - 780 390 1.170 1,023,000 110 - - - 85.800 42.900 128.700NPS Housing months - - - 281 141 422 1,278,750 138 - - - 38.638 19.388 58.025Sub-professional and Technical Staff months - - - 108 54 162 7,161,000 770 - - - 83.160 41.580 124.740Supporting Staff months - - - 108 54 162 4,092,000 440 - - - 47.520 23.760 71.280Office Rental, Communication, Running Cost etc months - - - 12 6 18 22,000,000 2,366 - - - 28.387 14.194 42.581Office Furniture and Equipment package - - - 1 - 1 511,500,000 55,000 - - - 55.000 - 55.000Transport months - - - 72 36 108 10,230,000 1,100 - - - 79.200 39.600 118.800Reporting times - - - 4 4 8 51,150,000 5,500 - - - 22.000 22.000 44.000Purchase of Documents, Satelite Image etc package - - - 1 - 1 255,750,000 27,500 - - - 27.500 - 27.500Out-of-station and Various Cost months - - - 12 6 18 10,230,000 1,100 - - - 13.200 6.600 19.800

Subtotal Travel, Housing, Office, Tranport and Other Costs - - - 504.770 229.766 734.5363. Subcontract

a. Topographical Surveys package - - - 4 - 4 613,800,000 66,000 - - - 264.000 - 264.000b. Geotechnical and Geological Surveys /d package - - - 4 - 4 204,600,000 22,000 - - - 88.000 - 88.000c. Socio Economic Surveys package - - - 4 - 4 204,600,000 22,000 - - - 88.000 - 88.000

Subtotal Subcontract - - - 440.000 - 440.000Subtotal Consulting Services - - - 2.288.015 908.684 3.196.699

Page 1

ICWRMIP Details 090724 (loan).xlsIndonesia ICWRMIP Project 1 Table 10. 2.6. Detailed Engineering Design for Upgrading of Bandung Water Sources Detailed Costs Quantities Unit Cost Unit Cost Base Cost (US$)


B. Survey and Investigation 1. AMDAL Study packages - - - 4 - 4 306,900,000 33,000 - - - 132.000 - 132.000

C. Socialization and Community Development 1. NGO for Facilitator Mobilization /e package - - - 0,6 0,4 1 1,046,000,000 112,473 - - - 67.484 44.989 112.473

D. Project Coordination and Management 1. Coordination Meeting /f times - - - 12 6 18 10,150,000 1,091 - - - 13.097 6.548 19.645

E. Project Administration Support 1. Salaries for Project Financial Management

Administration Manager man-month - - - 12 12 24 2,100,000 226 - - - 2.710 2.710 5.419Technical Manager man-month - - - 12 12 24 2,100,000 226 - - - 2.710 2.710 5.419Counterpart /g man-month - - - 96 96 192 1,900,000 204 - - - 19.613 19.613 39.226

Subtotal Salaries for Project Financial Management - - - 25.032 25.032 50.0652. Secretariat

Secretary/Office Manager man-months - - - 12 12 24 3,720,000 400 - - - 4.800 4.800 9.600Computer Operator man-months - - - 12 12 24 3,720,000 400 - - - 4.800 4.800 9.600Office Boy and Security /h mm - - - 24 24 48 1,500,000 161 - - - 3.871 3.871 7.742

Subtotal Secretariat - - - 13.471 13.471 26.9423. Transport months - - - 12 12 24 9,300,000 1,000 - - - 12.000 12.000 24.0004. Office, Communication etc months - - - 12 12 24 4,650,000 500 - - - 6.000 6.000 12.0005. Procurement ICB package - - 1 - - 1 37,200,000 4,000 - - 4.000 - - 4.0006. Procurement LCB package - - - 5 - 5 18,600,000 2,000 - - - 10.000 - 10.000

Subtotal Project Administration Support - - 4.000 66.503 56.503 127.006Total - - 4.000 2.567.099 1.016.725 3.587.823 _________________________________\a Bill of Quantity\b for design and quantity taking, 3 persons\c 6 persons\d and investigation (including sediment, soil, geological for dam)\e community development and sanitation health behaviour changes\f 30 persons\g 8 persons\h 2 persons

Page 2

ICWRMIP Details 090724 (loan).xlsIndonesiaICWRMIP Project 1Table 10. 2.6. Detailed Engineering Design for Upgrading of Bandung Water SourcesDetailed Costs



Team Leader/Integrated Water Resources Management SpecialistEconomist SpecialistHydrologistHydraulic Structure Design EngineerGeotechnical ExpertDam Engineer


Deputy Team Leader/Integrated Water Resources Management SpecialistGeodetic EngineerGeotechnical SpecialistWater Quality/Treatment SpecialistWater Resources/O & M EngineerStructural Design EngineerHydrologistIrrigation EngineerIrrigation Drainage Design EngineerAgronomist/Rice Cropping Specialist (SRI)Cost Estimate/BoQ Specialist /aTender Document SpecialistWater Supply SpecialistCommunity Development SpecialistWatershed and Forestry SpecialistSocio Economic SpecialistP3A SpecialistEnvironment SpecialistResetlement & Safeguard SpecialistDam EngineerHydro Mechanical EngineerJunior Design Engineer /bJunior HydrologistAssistant Community Development Specialist /c

Subtotal National Professional StaffsSubtotal Remuneration2. Travel, Housing, Office, Tranport and Other Costs

International TravelIPS Housing (Monthly Base)IPS OSA and Housing (short-term)NPS HousingSub-professional and Technical StaffSupporting StaffOffice Rental, Communication, Running Cost etcOffice Furniture and EquipmentTransportReportingPurchase of Documents, Satelite Image etcOut-of-station and Various Cost

Subtotal Travel, Housing, Office, Tranport and Other Costs3. Subcontract

a. Topographical Surveysb. Geotechnical and Geological Surveys /dc. Socio Economic Surveys

Subtotal SubcontractSubtotal Consulting Services



- - - 337.632 170.842 508.473 457.626 - 50.847 508.473 5,0 90,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 42.816 86.659 129.474 116.527 - 12.947 129.474 5,0 90,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 128.447 - 128.447 115.602 - 12.845 128.447 5,0 90,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 171.262 86.659 257.921 232.129 - 25.792 257.921 5,0 90,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 128.447 43.329 171.776 154.599 - 17.178 171.776 5,0 90,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 85.631 64.994 150.625 135.563 - 15.063 150.625 5,0 90,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 894.235 452.483 1.346.717 1.212.046 - 134.672 1.346.717

- - - 42.203 22.262 64.465 - 58.018 6.446 64.465 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 29.542 15.583 45.125 - 40.613 4.513 45.125 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 23.143 10.852 33.995 - 30.596 3.400 33.995 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 14.771 15.583 30.354 - 27.319 3.035 30.354 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 30.858 16.278 47.135 - 42.422 4.714 47.135 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 30.858 16.278 47.135 - 42.422 4.714 47.135 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 30.858 - 30.858 - 27.772 3.086 30.858 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 30.858 16.278 47.135 - 42.422 4.714 47.135 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 25.715 16.278 41.992 - 37.793 4.199 41.992 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 15.429 - 15.429 - 13.886 1.543 15.429 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 5.143 16.278 21.420 - 19.278 2.142 21.420 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - - 16.278 16.278 - 14.650 1.628 16.278 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 7.714 10.852 18.566 - 16.710 1.857 18.566 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 19.695 15.583 35.278 - 31.750 3.528 35.278 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 7.714 16.278 23.992 - 21.593 2.399 23.992 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 15.429 - 15.429 - 13.886 1.543 15.429 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 18.569 19.590 38.160 - 34.344 3.816 38.160 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 29.542 - 29.542 - 26.588 2.954 29.542 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 37.138 19.590 56.729 - 51.056 5.673 56.729 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 27.854 9.795 37.649 - 33.884 3.765 37.649 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 18.569 13.060 31.629 - 28.467 3.163 31.629 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 101.286 53.429 154.715 - 139.243 15.471 154.715 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 25.322 - 25.322 - 22.789 2.532 25.322 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 101.286 53.429 154.715 - 139.243 15.471 154.715 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 689.496 373.551 1.063.047 - 956.742 106.305 1.063.047- - - 1.583.730 826.034 2.409.764 1.212.046 956.742 240.976 2.409.764

- - - 16.820 17.022 33.843 30.458 - 3.384 33.843 5,0 90,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 11.817 6.233 18.050 - 16.245 1.805 18.050 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 109.727 57.881 167.608 - 150.847 16.761 167.608 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 49.412 26.158 75.570 - 68.013 7.557 75.570 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 106.351 56.100 162.451 - 146.206 16.245 162.451 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 60.772 32.057 92.829 - 83.546 9.283 92.829 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 36.303 19.150 55.453 - 49.908 5.545 55.453 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 70.338 - 70.338 - 63.304 7.034 70.338 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 101.286 53.429 154.715 - 139.243 15.471 154.715 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 28.135 29.683 57.818 - 52.036 5.782 57.818 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 35.169 - 35.169 - 31.652 3.517 35.169 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 16.881 8.905 25.786 - 23.207 2.579 25.786 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 643.011 306.617 949.628 30.458 824.207 94.963 949.628

- - - 337.621 - 337.621 - 303.859 33.762 337.621 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 112.540 - 112.540 - 101.286 11.254 112.540 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 112.540 - 112.540 - 101.286 11.254 112.540 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA- - - 562.702 - 562.702 - 506.432 56.270 562.702- - - 2.789.443 1.132.651 3.922.095 1.242.504 2.287.381 392.209 3.922.095

Page 3


B. Survey and Investigation1. AMDAL Study

C. Socialization and Community Development1. NGO for Facilitator Mobilization /e

D. Project Coordination and Management1. Coordination Meeting /f

E. Project Administration Support1. Salaries for Project Financial Management

Administration ManagerTechnical ManagerCounterpart /g


Secretary/Office ManagerComputer OperatorOffice Boy and Security /h

Subtotal Secretariat3. Transport4. Office, Communication etc5. Procurement ICB6. Procurement LCB

Subtotal Project Administration SupportTotal _________________________________\a Bill of Quantity\b for design and quantity taking, 3 persons\c 6 persons\d and investigation (including sediment, soil, geological for dam)\e community development and sanitation health behaviour changes\f 30 persons\g 8 persons\h 2 persons



- - - 168.811 - 168.811 - 151.929 16.881 168.811 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA

- - - 86.303 60.700 147.003 - 132.302 14.700 147.003 5,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA

- - - 15.951 8.414 24.366 - 21.929 2.437 24.366 0,0 0,0 10,0 DEDBWS_CA ADF_CS_DED_BWS_EA

- - - 3.300 3.482 6.782 - 6.782 - 6.782 0,0 0,0 0,0 DEDBWS_CA PAS_EA- - - 3.300 3.482 6.782 - 6.782 - 6.782 0,0 0,0 0,0 DEDBWS_CA PAS_EA- - - 23.888 25.202 49.090 - 49.090 - 49.090 0,0 0,0 0,0 DEDBWS_CA PAS_EA- - - 30.489 32.165 62.654 - 62.654 - 62.654

- - - 5.846 6.168 12.014 - 12.014 - 12.014 0,0 0,0 0,0 DEDBWS_CA PAS_EA- - - 5.846 6.168 12.014 - 12.014 - 12.014 0,0 0,0 0,0 DEDBWS_CA PAS_EA- - - 4.715 4.974 9.689 - 9.689 - 9.689 0,0 0,0 0,0 DEDBWS_CA PAS_EA- - - 16.407 17.310 33.717 - 33.717 - 33.717- - - 14.616 15.419 30.035 - 30.035 - 30.035 0,0 0,0 0,0 DEDBWS_CA PAS_EA- - - 7.308 7.710 15.018 - 15.018 - 15.018 0,0 0,0 0,0 DEDBWS_CA PAS_EA- - 4.618 - - 4.618 - 4.618 - 4.618 0,0 0,0 0,0 DEDBWS_CA PAS_EA- - - 12.180 - 12.180 - 12.180 - 12.180 0,0 0,0 0,0 DEDBWS_CA PAS_EA- - 4.618 80.999 72.604 158.221 - 158.221 - 158.221- - 4.618 3.141.507 1.274.370 4.420.495 1.242.504 2.751.763 426.227 4.420.495

Page 4




Team Leader/Integrated Water Resources Management SpecialistEconomist SpecialistHydrologistHydraulic Structure Design EngineerGeotechnical ExpertDam Engineer


Deputy Team Leader/Integrated Water Resources Management SpecialistGeodetic EngineerGeotechnical SpecialistWater Quality/Treatment SpecialistWater Resources/O & M EngineerStructural Design EngineerHydrologistIrrigation EngineerIrrigation Drainage Design EngineerAgronomist/Rice Cropping Specialist (SRI)Cost Estimate/BoQ Specialist /aTender Document SpecialistWater Supply SpecialistCommunity Development SpecialistWatershed and Forestry SpecialistSocio Economic SpecialistP3A SpecialistEnvironment SpecialistResetlement & Safeguard SpecialistDam EngineerHydro Mechanical EngineerJunior Design Engineer /bJunior HydrologistAssistant Community Development Specialist /c

Subtotal National Professional StaffsSubtotal Remuneration2. Travel, Housing, Office, Tranport and Other Costs

International TravelIPS Housing (Monthly Base)IPS OSA and Housing (short-term)NPS HousingSub-professional and Technical StaffSupporting StaffOffice Rental, Communication, Running Cost etcOffice Furniture and EquipmentTransportReportingPurchase of Documents, Satelite Image etcOut-of-station and Various Cost

Subtotal Travel, Housing, Office, Tranport and Other Costs3. Subcontract

a. Topographical Surveysb. Geotechnical and Geological Surveys /dc. Socio Economic Surveys

Subtotal SubcontractSubtotal Consulting Services

Other Accounts Expenditures by Financiers (US$)Disb. Impl. Manag. ADB ADF Loan Central GovernmentAcct. Fin. Rule Agency Proj. Area Unit Cost Center 2009 2010 2011 2012 2013 Total 2009 2010 2011 2012 2013 Total

CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 15.193 7.688 22.881 - - - 322.438 163.154 485.592CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 1.927 3.900 5.826 - - - 40.889 82.759 123.648CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 5.780 - 5.780 - - - 122.667 - 122.667CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 7.707 3.900 11.606 - - - 163.556 82.759 246.315CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 5.780 1.950 7.730 - - - 122.667 41.380 164.046CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 3.853 2.925 6.778 - - - 81.778 62.069 143.847

- - - 40.241 20.362 60.602 - - - 853.994 432.121 1.286.115

CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 1.899 1.002 2.901 - - - 40.304 21.260 61.564CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 1.329 701 2.031 - - - 28.212 14.882 43.095CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 1.041 488 1.530 - - - 22.102 10.363 32.465CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 665 701 1.366 - - - 14.106 14.882 28.988CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 1.389 732 2.121 - - - 29.469 15.545 45.014CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 1.389 732 2.121 - - - 29.469 15.545 45.014CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 1.389 - 1.389 - - - 29.469 - 29.469CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 1.389 732 2.121 - - - 29.469 15.545 45.014CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 1.157 732 1.890 - - - 24.558 15.545 40.103CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 694 - 694 - - - 14.735 - 14.735CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 231 732 964 - - - 4.912 15.545 20.457CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - - 732 732 - - - - 15.545 15.545CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 347 488 835 - - - 7.367 10.363 17.731CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 886 701 1.588 - - - 18.808 14.882 33.690CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 347 732 1.080 - - - 7.367 15.545 22.912CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 694 - 694 - - - 14.735 - 14.735CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 836 882 1.717 - - - 17.734 18.709 36.442CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 1.329 - 1.329 - - - 28.212 - 28.212CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 1.671 882 2.553 - - - 35.467 18.709 54.176CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 1.253 441 1.694 - - - 26.600 9.354 35.955CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 836 588 1.423 - - - 17.734 12.473 30.206CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 4.558 2.404 6.962 - - - 96.728 51.024 147.753CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 1.139 - 1.139 - - - 24.182 - 24.182CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 4.558 2.404 6.962 - - - 96.728 51.024 147.753

- - - 31.027 16.810 47.837 - - - 658.468 356.742 1.015.210- - - 71.268 37.172 108.439 - - - 1.512.463 788.863 2.301.325

CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 757 766 1.523 - - - 16.063 16.256 32.320CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 532 280 812 - - - 11.285 5.953 17.238CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 4.938 2.605 7.542 - - - 104.789 55.276 160.065CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 2.224 1.177 3.401 - - - 47.189 24.981 72.169CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 4.786 2.524 7.310 - - - 101.565 53.575 155.140CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 2.735 1.443 4.177 - - - 58.037 30.615 88.652CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 1.634 862 2.495 - - - 34.670 18.288 52.958CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 3.165 - 3.165 - - - 67.173 - 67.173CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 4.558 2.404 6.962 - - - 96.728 51.024 147.753CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 1.266 1.336 2.602 - - - 26.869 28.347 55.216CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 1.583 - 1.583 - - - 33.586 - 33.586CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 760 401 1.160 - - - 16.121 8.504 24.625

- - - 28.936 13.798 42.733 - - - 614.076 292.819 906.895

CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 15.193 - 15.193 - - - 322.428 - 322.428CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 5.064 - 5.064 - - - 107.476 - 107.476CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 5.064 - 5.064 - - - 107.476 - 107.476

- - - 25.322 - 25.322 - - - 537.380 - 537.380- - - 125.525 50.969 176.494 - - - 2.663.918 1.081.682 3.745.600

Page 5


B. Survey and Investigation1. AMDAL Study

C. Socialization and Community Development1. NGO for Facilitator Mobilization /e

D. Project Coordination and Management1. Coordination Meeting /f

E. Project Administration Support1. Salaries for Project Financial Management

Administration ManagerTechnical ManagerCounterpart /g


Secretary/Office ManagerComputer OperatorOffice Boy and Security /h

Subtotal Secretariat3. Transport4. Office, Communication etc5. Procurement ICB6. Procurement LCB

Subtotal Project Administration SupportTotal _________________________________\a Bill of Quantity\b for design and quantity taking, 3 persons\c 6 persons\d and investigation (including sediment, soil, geological for dam)\e community development and sanitation health behaviour changes\f 30 persons\g 8 persons\h 2 persons

Other Accounts Expenditures by Financiers (US$)Disb. Impl. Manag. ADB ADF Loan Central GovernmentAcct. Fin. Rule Agency Proj. Area Unit Cost Center 2009 2010 2011 2012 2013 Total 2009 2010 2011 2012 2013 Total

CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 7.596 - 7.596 - - - 161.214 - 161.214

CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 3.884 2.731 6.615 - - - 82.419 57.968 140.388

CS_DA ADF (4.5% ) PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - 718 379 1.096 - - - 15.234 8.036 23.269

PAS_DA GOVT PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - - - - - - - 3.300 3.482 6.782PAS_DA GOVT PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - - - - - - - 3.300 3.482 6.782PAS_DA GOVT PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - - - - - - - 23.888 25.202 49.090

- - - - - - - - - 30.489 32.165 62.654

PAS_DA GOVT PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - - - - - - - 5.846 6.168 12.014PAS_DA GOVT PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - - - - - - - 5.846 6.168 12.014PAS_DA GOVT PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - - - - - - - 4.715 4.974 9.689

- - - - - - - - - 16.407 17.310 33.717PAS_DA GOVT PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - - - - - - - 14.616 15.419 30.035PAS_DA GOVT PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - - - - - - - 7.308 7.710 15.018PAS_DA GOVT PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - - - - - - 4.618 - - 4.618PAS_DA GOVT PCMU_IA DEDUBWS_PA PCMU_MU DEDUBWS_CCA - - - - - - - - - 12.180 - 12.180

- - - - - - - - 4.618 80.999 72.604 158.221- - - 137.723 54.079 191.802 - - 4.618 3.003.784 1.220.290 4.228.692

Page 6

Supplementary Appendix 5 - Detailed cost estimates, financing plan and allocation for Project 1 Loan Funded Sub Component 4.1 - Development and Implementation of a Basin River Quality Improvement Strategy and Action Plans (Costab Ouputs)

ICWRMIP Details 090724 (loan).xlsIndonesia ICWRMIP Project 1 Table 12. 4.1. Development and Implementation of a Basin River Quality Improvement Strategy Detailed Costs Quantities Unit Cost Unit Cost Base Cost (US$)


I. Investment Costs A. Civil Works

1. Construction Works a. Biogas Plant units - - 275 69 - 344 15,345,000 1,650 - - 453.750 113.850 - 567.600b. Biogas Enceng Gondok units - - 120 30 - 150 15,345,000 1,650 - - 198.000 49.500 - 247.500c. 3R Garbage Bins units - - 200 50 - 250 10,230,000 1,100 - - 220.000 55.000 - 275.000d. River Bank Gardening units - - 1 - - 1 511,500,000 55,000 - - 55.000 - - 55.000e. Communal Septitanc and WC units - - 36 10 - 46 15,345,000 1,650 - - 59.400 16.500 - 75.900f. Communal/Individual Waste Water Plant units - - 38 10 - 48 204,600,000 22,000 - - 836.000 220.000 - 1.056.000

Subtotal Construction Works - - 1.822.150 454.850 - 2.277.000B. Equipment

1. Telemetric Equipment unit - - 1 - - 1 255,750,000 27,500 - - 27.500 - - 27.5002. Equipment/Furniture package - 1 - - - 1 173,910,000 18,700 - 18.700 - - - 18.700

Subtotal Equipment - 18.700 27.500 - - 46.200C. Training and Demonstration

1. Training times - 1 1 1 - 3 265,980,000 28,600 - 28.600 28.600 28.600 - 85.800D. Consulting Services


Part A: Environmental/Water Resources Specialist man-month - 2 - - - 2 179,025,000 19,250 - 38.500 - - - 38.500Part B: Environmental/Water Resources Specialist man-month - 3 3 - - 6 179,025,000 19,250 - 57.750 57.750 - - 115.500Part B: Environmental Economist Specialist man-month - 3 3,5 - - 6,5 179,025,000 19,250 - 57.750 67.375 - - 125.125

Subtotal International Professional Staffs - 154.000 125.125 - - 279.125b. National Professional Staffs

Part A: Team Leader/Environmental Management Specialist man-month - 6 - - - 6 25,575,000 2,750 - 16.500 - - - 16.500Part A: Environmental Economist/Financial Specialist man-month - 3 - - - 3 17,902,500 1,925 - 5.775 - - - 5.775Part A: Water Quality Engineer man-month - 2 - - - 2 17,902,500 1,925 - 3.850 - - - 3.850Part A: Watershed Management Specialist man-month - 2 - - - 2 17,902,500 1,925 - 3.850 - - - 3.850Part A: Sociologist/Community Empowerment Specialist man-month - 2 - - - 2 18,700,000 2,011 - 4.022 - - - 4.022Part A: Institutional Specialist man-month - 2 - - - 2 18,700,000 2,011 - 4.022 - - - 4.022Part B: Team Leader/Environmental Management Specialist man-month - 9 12 3 - 24 25,575,000 2,750 - 24.750 33.000 8.250 - 66.000Part B: Environmental Economist/Financial Specialist man-month - 6 12 2,5 - 20,5 17,902,500 1,925 - 11.550 23.100 4.813 - 39.463Part B: Water Quality Engineer man-month - 5 6 2 - 13 17,902,500 1,925 - 9.625 11.550 3.850 - 25.025Part B: Laboratory WQ Expert man-month - 3 3 2 - 8 17,902,500 1,925 - 5.775 5.775 3.850 - 15.400Part B: Watershed Management Specialist man-month - 2 5 - - 7 17,902,500 1,925 - 3.850 9.625 - - 13.475Part B: Database and GIS Specialist man-month - 2 5 1 - 8 17,902,500 1,925 - 3.850 9.625 1.925 - 15.400Part B: Information Communication Technology man-month - 2 4 - - 6 17,902,500 1,925 - 3.850 7.700 - - 11.550Part B: Sociologist/Community Empowerment Specialist man-month - 6 6 - - 12 18,700,000 2,011 - 12.065 12.065 - - 24.129Part B: Institutional Specialist man-month - 3 3 - - 6 18,700,000 2,011 - 6.032 6.032 - - 12.065Part B: Solid Waste Specialist man-month - 3 3 - - 6 17,902,500 1,925 - 5.775 5.775 - - 11.550Part B: Biogaz Specialist man-month - 3 3 - - 6 17,902,500 1,925 - 5.775 5.775 - - 11.550Part B: Training Specialist man-month - 2 2 - - 4 18,700,000 2,011 - 4.022 4.022 - - 8.043Part B: Quality Control Specialist man-month - 3 7 - - 10 18,700,000 2,011 - 6.032 14.075 - - 20.108Part B: Community Contracting Specialist man-month - 4 8 - - 12 18,700,000 2,011 - 8.043 16.086 - - 24.129

Subtotal National Professional Staffs - 149.012 164.205 22.688 - 335.904Subtotal Remuneration - 303.012 289.330 22.688 - 615.0292. Travel, Housing, Office, Transport and Other Costs

International Travel R-trips - 3 2 - - 5 25,575,000 2,750 - 8.250 5.500 - - 13.750OSA and Housing days - 240 195 - - 435 1,023,000 110 - 26.400 21.450 - - 47.850NPS Housing months - 70 79 10,5 - 159,5 1,023,000 110 - 7.700 8.690 1.155 - 17.545Sub-professional and Technical Staffs /a months - 36 48 12 - 96 7,161,600 770 - 27.722 36.963 9.241 - 73.926Supporting Staffs /b months - 27 36 9 - 72 4,092,000 440 - 11.880 15.840 3.960 - 31.680Office Rental, Communication, Running Cost etc months - 9 12 3 - 24 16,368,000 1,760 - 15.840 21.120 5.280 - 42.240Office Furniture and Equipment package - 1 - - - 1 153,450,000 16,500 - 16.500 - - - 16.500Transport /c months - 18 24 6 - 48 10,230,000 1,100 - 19.800 26.400 6.600 - 52.800Reporting times - 1 1 - - 2 25,575,000 2,750 - 2.750 2.750 - - 5.500Out-of-station and Various Cost months - 9 12 3 - 24 10,230,000 1,100 - 9.900 13.200 3.300 - 26.400

Subtotal Travel, Housing, Office, Transport and Other Costs - 146.742 151.913 29.536 - 328.191Subtotal Consulting Services - 449.754 441.243 52.223 - 943.220E. Survey and Investigation

1. Water Sampling and Testing times - 1 1 - - 2 102,300,000 11,000 - 11.000 11.000 - - 22.000F. Socialization and Community Development

1. Workshops Districts and Villages times - 6 6 1 - 13 44,000,000 4,731 - 28.387 28.387 4.731 - 61.5052. Community Meetings/Workshop times - 2 2 1 - 5 38,500,000 4,140 - 8.280 8.280 4.140 - 20.6993. CSOs CDD Support Facilitation package - 0,5 0,5 - - 1 1,286,615,000 138,346 - 69.173 69.173 - - 138.3464. District Planning Meetings packages - 6 6 2 - 14 102,300,000 11,000 - 66.000 66.000 22.000 - 154.0005. Media Campaign Material package - 1 - - - 1 818,400,000 88,000 - 88.000 - - - 88.000

Subtotal Socialization and Community Development - 259.840 171.840 30.871 - 462.550G. Project Administration Support

1. Salaries for Project Financial Management KPA man-months - 9 12 3 - 24 4,000,000 430 - 3.871 5.161 1.290 - 10.323Koordinator Sekretariat /d man-months - 27 36 9 - 72 2,800,000 301 - 8.129 10.839 2.710 - 21.677PIU man-months - 9 12 3 - 24 3,200,000 344 - 3.097 4.129 1.032 - 8.258Treasury man-months - 9 12 3 - 24 2,900,000 312 - 2.806 3.742 935 - 7.484Administration Assistant man-months - 9 12 3 - 24 2,800,000 301 - 2.710 3.613 903 - 7.226Technical Assistant man-months - 9 12 3 - 24 2,800,000 301 - 2.710 3.613 903 - 7.226Urusan Pengujian, Verifikasi etc /e man-months - 27 36 9 - 72 1,800,000 194 - 5.226 6.968 1.742 - 13.935PPK man-months - 9 12 3 - 24 3,050,000 328 - 2.952 3.935 984 - 7.871Pelaksana Teknik man-months - 9 12 3 - 24 2,100,000 226 - 2.032 2.710 677 - 5.419Pelaksana Administrasi man-months - 9 12 3 - 24 2,100,000 226 - 2.032 2.710 677 - 5.419Counterpart /f man-months - 36 48 12 - 96 1,900,000 204 - 7.355 9.806 2.452 - 19.613

Subtotal Salaries for Project Financial Management - 42.919 57.226 14.306 - 114.452

Page 1

ICWRMIP Details 090724 (loan).xlsIndonesia ICWRMIP Project 1 Table 12. 4.1. Development and Implementation of a Basin River Quality Improvement Strategy Detailed Costs Quantities Unit Cost Unit Cost Base Cost (US$)


2. Secretariat Secretary/Office Manager man-months - 9 12 3 - 24 3,720,000 400 - 3.600 4.800 1.200 - 9.600Computer Operator man-months - 9 12 3 - 24 3,720,000 400 - 3.600 4.800 1.200 - 9.600Office Boy and Security /g man-months - 18 24 6 - 48 1,500,000 161 - 2.903 3.871 968 - 7.742

Subtotal Secretariat - 10.103 13.471 3.368 - 26.9423. Transport months - 9 12 3 - 24 9,300,000 1,000 - 9.000 12.000 3.000 - 24.0004. Office Rent, Communication, Running Cost etc months - 9 12 3 - 24 4,650,000 500 - 4.500 6.000 1.500 - 12.0005. Procurement package - 1 - - - 1 93,000,000 10,000 - 10.000 - - - 10.0006. Telemetric O & M years - 1 1 - - 2 23,250,000 2,500 - 2.500 2.500 - - 5.000

Subtotal Project Administration Support - 79.023 91.197 22.174 - 192.394H. Beneficiaries Contribution

1. Construction Work a. Biogas Plant m2 - - 41.250 10.350 - 51.600 65,100 7 - - 288.750 72.450 - 361.200b. Biogas Enceng Gondok m2 - - 18.000 4.500 - 22.500 65,100 7 - - 126.000 31.500 - 157.500c. 3R Garbage Bins units - - 30.000 7.500 - 37.500 65,100 7 - - 210.000 52.500 - 262.500d. River Bank Gardening m2 - - - - - - - - - - - -e. Communal Septitanc and WC m2 - - 21.600 6.000 - 27.600 65,100 7 - - 151.200 42.000 - 193.200f. Communal/Individual Waste Water Plant m2 - - 11.400 3.000 - 14.400 65,100 7 - - 79.800 21.000 - 100.800

Subtotal onstruction Work - - 855.750 219.450 - 1.075.2002. Manpower/cash

Biogas Plant units - - 331 83 - 414 1,534,500 165 - - 54.615 13.695 - 68.310Biogas Enceng Gondok units - - 144 36 - 180 1,534,500 165 - - 23.760 5.940 - 29.7003R Garbage Bins units - - 240 60 - 300 1,023,000 110 - - 26.400 6.600 - 33.000River Bank Gardening units - - 1 - - 1 51,150,000 5,500 - - 5.500 - - 5.500Communal Septitanc and WC units - - 44 12 - 56 1,534,500 165 - - 7.260 1.980 - 9.240Communal/Individual Waste Water Plant units - - 46 12 - 58 20,460,000 2,200 - - 101.200 26.400 - 127.600

Subtotal anpower/cash - - 218.735 54.615 - 273.350Subtotal Beneficiaries Contribution - - 1.074.485 274.065 - 1.348.550

Total - 846.916 3.668.014 862.783 - 5.377.713 _________________________________\a 4 persons\b 3 persons\c 2 cars\d 3 persons\e 3 persons\f 4 persons\g 2 persons

Page 2

ICWRMIP Details 090724 (loan).xlsIndonesiaICWRMIP Project 1Table 12. 4.1. Development and Implementation of a Basin River Quality Improvement StrategyDetailed Costs


1. Construction Worksa. Biogas Plantb. Biogas Enceng Gondokc. 3R Garbage Binsd. River Bank Gardeninge. Communal Septitanc and WCf. Communal/Individual Waste Water Plant


1. Telemetric Equipment2. Equipment/Furniture

Subtotal EquipmentC. Training and Demonstration

1. TrainingD. Consulting Services


Part A: Environmental/Water Resources SpecialistPart B: Environmental/Water Resources SpecialistPart B: Environmental Economist Specialist


Part A: Team Leader/Environmental Management SpecialistPart A: Environmental Economist/Financial SpecialistPart A: Water Quality EngineerPart A: Watershed Management SpecialistPart A: Sociologist/Community Empowerment SpecialistPart A: Institutional SpecialistPart B: Team Leader/Environmental Management SpecialistPart B: Environmental Economist/Financial SpecialistPart B: Water Quality EngineerPart B: Laboratory WQ ExpertPart B: Watershed Management SpecialistPart B: Database and GIS SpecialistPart B: Information Communication TechnologyPart B: Sociologist/Community Empowerment SpecialistPart B: Institutional SpecialistPart B: Solid Waste SpecialistPart B: Biogaz SpecialistPart B: Training SpecialistPart B: Quality Control SpecialistPart B: Community Contracting Specialist


International TravelOSA and HousingNPS HousingSub-professional and Technical Staffs /aSupporting Staffs /bOffice Rental, Communication, Running Cost etcOffice Furniture and EquipmentTransport /cReportingOut-of-station and Various Cost

Subtotal Travel, Housing, Office, Transport and Other CostsSubtotal Consulting ServicesE. Survey and Investigation

1. Water Sampling and TestingF. Socialization and Community Development

1. Workshops Districts and Villages2. Community Meetings/Workshop3. CSOs CDD Support Facilitation4. District Planning Meetings5. Media Campaign Material

Subtotal Socialization and Community DevelopmentG. Project Administration Support

1. Salaries for Project Financial ManagementKPAKoordinator Sekretariat /dPIUTreasuryAdministration AssistantTechnical AssistantUrusan Pengujian, Verifikasi etc /ePPKPelaksana TeknikPelaksana AdministrasiCounterpart /f

Subtotal Salaries for Project Financial Management



- - 506.015 132.073 - 638.088 - 574.279 63.809 638.088 0,0 0,0 10,0 DIBR_CA MOE_CW_EA CW_DA ADF (81% ) MOE_IA DIBR_PA- - 220.806 57.423 - 278.230 - 250.407 27.823 278.230 0,0 0,0 10,0 DIBR_CA MOE_CW_EA CW_DA ADF (81% ) MOE_IA DIBR_PA- - 245.341 63.804 - 309.144 - 278.230 30.914 309.144 0,0 0,0 10,0 DIBR_CA MOE_CW_EA CW_DA ADF (81% ) MOE_IA DIBR_PA- - 61.335 - - 61.335 - 55.202 6.134 61.335 0,0 0,0 10,0 DIBR_CA MOE_CW_EA CW_DA ADF (81% ) MOE_IA DIBR_PA- - 66.242 19.141 - 85.383 - 76.845 8.538 85.383 0,0 0,0 10,0 DIBR_CA MOE_CW_EA CW_DA ADF (81% ) MOE_IA DIBR_PA- - 932.294 255.214 - 1.187.508 - 1.068.757 118.751 1.187.508 0,0 0,0 10,0 DIBR_CA MOE_CW_EA CW_DA ADF (81% ) MOE_IA DIBR_PA- - 2.032.033 527.656 - 2.559.689 - 2.303.720 255.969 2.559.689

- - 30.508 - - 30.508 14.822 12.635 3.051 30.508 3,0 50,0 10,0 DIBR_CA ADF_EQUI_EA VE_DA ADF (77.9387% ) MOE_IA DIBR_PA- 20.239 - - - 20.239 9.960 8.255 2.024 20.239 3,0 50,0 10,0 DIBR_CA ADF_EQUI_EA VE_DA ADF (77.9387% ) MOE_IA DIBR_PA- 20.239 30.508 - - 50.747 24.782 20.890 5.075 50.747

- 31.565 32.851 34.173 - 98.589 - 88.730 9.859 98.589 3,0 0,0 10,0 DIBR_CA ADF_T&D_EA TD_DA ADF (77.85% ) MOE_IA DIBR_PA

- 41.707 - - - 41.707 37.536 - 4.171 41.707 4,8 90,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 62.560 63.311 - - 125.871 113.284 - 12.587 125.871 4,8 90,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 62.560 73.863 - - 136.423 122.780 - 13.642 136.423 4,8 90,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 166.827 137.173 - - 304.000 273.600 - 30.400 304.000

- 18.520 - - - 18.520 - 16.668 1.852 18.520 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 6.482 - - - 6.482 - 5.834 648 6.482 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 4.321 - - - 4.321 - 3.889 432 4.321 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 4.321 - - - 4.321 - 3.889 432 4.321 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 4.514 - - - 4.514 - 4.062 451 4.514 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 4.514 - - - 4.514 - 4.062 451 4.514 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 27.780 38.549 10.025 - 76.354 - 68.719 7.635 76.354 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 12.964 26.984 5.848 - 45.796 - 41.217 4.580 45.796 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 10.803 13.492 4.678 - 28.974 - 26.077 2.897 28.974 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 6.482 6.746 4.678 - 17.906 - 16.116 1.791 17.906 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 4.321 11.243 - - 15.565 - 14.008 1.556 15.565 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 4.321 11.243 2.339 - 17.904 - 16.114 1.790 17.904 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 4.321 8.995 - - 13.316 - 11.985 1.332 13.316 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 13.541 14.093 - - 27.635 - 24.871 2.763 27.635 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 6.771 7.047 - - 13.817 - 12.436 1.382 13.817 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 6.482 6.746 - - 13.228 - 11.905 1.323 13.228 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 6.482 6.746 - - 13.228 - 11.905 1.323 13.228 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 4.514 4.698 - - 9.212 - 8.290 921 9.212 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 6.771 16.442 - - 23.213 - 20.892 2.321 23.213 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 9.028 18.791 - - 27.819 - 25.037 2.782 27.819 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 167.254 191.816 27.569 - 386.640 - 347.976 38.664 386.640- 334.081 328.990 27.569 - 690.640 273.600 347.976 69.064 690.640

- 8.937 6.030 - - 14.967 13.470 - 1.497 14.967 4,8 90,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 29.632 25.057 - - 54.689 - 49.220 5.469 54.689 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 8.643 10.151 1.404 - 20.197 - 18.178 2.020 20.197 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 31.116 43.179 11.229 - 85.524 - 76.972 8.552 85.524 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 13.334 18.504 4.812 - 36.650 - 32.985 3.665 36.650 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 17.779 24.671 6.416 - 48.867 - 43.980 4.887 48.867 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 18.520 - - - 18.520 - 16.668 1.852 18.520 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 22.224 30.839 8.020 - 61.083 - 54.975 6.108 61.083 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 3.087 3.212 - - 6.299 - 5.669 630 6.299 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 11.112 15.420 4.010 - 30.542 - 27.488 3.054 30.542 4,8 0,0 10,0 DIBR_CA ADF_CS_OCS_EA CS_DA ADF (81% ) MOE_IA DIBR_PA- 164.384 177.063 35.891 - 377.338 13.470 326.134 37.734 377.338- 498.465 506.053 63.460 - 1.067.978 287.070 674.110 106.798 1.067.978

- 12.639 13.334 - - 25.973 - 23.376 2.597 25.973 5,0 0,0 10,0 DIBR_CA ADF_SID_EA SID_DA ADF (81% ) MOE_IA DIBR_PA

- 32.275 34.050 5.987 - 72.313 - 65.081 7.231 72.313 3,9 0,0 10,0 DIBR_CA ADF_SCD_EA SCD_DA ADF (81% ) MOE_IA DIBR_PA- 9.414 9.931 5.239 - 24.584 - 22.125 2.458 24.584 3,9 0,0 10,0 DIBR_CA ADF_SCD_EA SCD_DA ADF (81% ) MOE_IA DIBR_PA- 78.647 82.973 - - 161.620 - 145.458 16.162 161.620 3,9 0,0 10,0 DIBR_CA ADF_SCD_EA SCD_DA ADF (81% ) MOE_IA DIBR_PA- 75.040 79.167 27.840 - 182.047 - 163.842 18.205 182.047 3,9 0,0 10,0 DIBR_CA ADF_SCD_EA SCD_DA ADF (81% ) MOE_IA DIBR_PA- 100.053 - - - 100.053 - 90.048 10.005 100.053 3,9 0,0 10,0 DIBR_CA ADF_SCD_EA SCD_DA ADF (81% ) MOE_IA DIBR_PA- 295.428 206.121 39.066 - 540.616 - 486.554 54.062 540.616

- 4.148 5.756 1.497 - 11.400 - 11.400 - 11.400 0,0 0,0 0,0 DIBR_CA PAS_EA PAS_DA GOVT MOE_IA DIBR_PA- 8.710 12.087 3.143 - 23.941 - 23.941 - 23.941 0,0 0,0 0,0 DIBR_CA PAS_EA PAS_DA GOVT MOE_IA DIBR_PA- 3.318 4.605 1.197 - 9.120 - 9.120 - 9.120 0,0 0,0 0,0 DIBR_CA PAS_EA PAS_DA GOVT MOE_IA DIBR_PA- 3.007 4.173 1.085 - 8.265 - 8.265 - 8.265 0,0 0,0 0,0 DIBR_CA PAS_EA PAS_DA GOVT MOE_IA DIBR_PA- 2.903 4.029 1.048 - 7.980 - 7.980 - 7.980 0,0 0,0 0,0 DIBR_CA PAS_EA PAS_DA GOVT MOE_IA DIBR_PA- 2.903 4.029 1.048 - 7.980 - 7.980 - 7.980 0,0 0,0 0,0 DIBR_CA PAS_EA PAS_DA GOVT MOE_IA DIBR_PA- 5.600 7.770 2.021 - 15.391 - 15.391 - 15.391 0,0 0,0 0,0 DIBR_CA PAS_EA PAS_DA GOVT MOE_IA DIBR_PA- 3.163 4.389 1.141 - 8.693 - 8.693 - 8.693 0,0 0,0 0,0 DIBR_CA PAS_EA PAS_DA GOVT MOE_IA DIBR_PA- 2.178 3.022 786 - 5.985 - 5.985 - 5.985 0,0 0,0 0,0 DIBR_CA PAS_EA PAS_DA GOVT MOE_IA DIBR_PA- 2.178 3.022 786 - 5.985 - 5.985 - 5.985 0,0 0,0 0,0 DIBR_CA PAS_EA PAS_DA GOVT MOE_IA DIBR_PA- 7.881 10.936 2.844 - 21.661 - 21.661 - 21.661 0,0 0,0 0,0 DIBR_CA PAS_EA PAS_DA GOVT MOE_IA DIBR_PA- 45.989 63.817 16.596 - 126.403 - 126.403 - 126.403

Page 3


2. SecretariatSecretary/Office ManagerComputer OperatorOffice Boy and Security /g

Subtotal Secretariat3. Transport4. Office Rent, Communication, Running Cost etc5. Procurement6. Telemetric O & M

Subtotal Project Administration SupportH. Beneficiaries Contribution

1. Construction Worka. Biogas Plantb. Biogas Enceng Gondokc. 3R Garbage Binsd. River Bank Gardeninge. Communal Septitanc and WCf. Communal/Individual Waste Water Plant


Biogas PlantBiogas Enceng Gondok3R Garbage BinsRiver Bank GardeningCommunal Septitanc and WCCommunal/Individual Waste Water Plant


Total _________________________________\a 4 persons\b 3 persons\c 2 cars\d 3 persons\e 3 persons\f 4 persons\g 2 persons



- 3.857 5.353 1.392 - 10.602 - 10.602 - 10.602 0,0 0,0 0,0 DIBR_CA PAS_EA PAS_DA GOVT MOE_IA DIBR_PA- 3.857 5.353 1.392 - 10.602 - 10.602 - 10.602 0,0 0,0 0,0 DIBR_CA PAS_EA PAS_DA GOVT MOE_IA DIBR_PA- 3.111 4.317 1.123 - 8.550 - 8.550 - 8.550 0,0 0,0 0,0 DIBR_CA PAS_EA PAS_DA GOVT MOE_IA DIBR_PA- 10.826 15.023 3.907 - 29.755 - 29.755 - 29.755- 9.644 13.382 3.480 - 26.506 - 26.506 - 26.506 0,0 0,0 0,0 DIBR_CA PAS_EA PAS_DA GOVT MOE_IA DIBR_PA- 4.822 6.691 1.740 - 13.253 - 13.253 - 13.253 0,0 0,0 0,0 DIBR_CA PAS_EA PAS_DA GOVT MOE_IA DIBR_PA- 10.715 - - - 10.715 - 10.715 - 10.715 0,0 0,0 0,0 DIBR_CA PAS_EA PAS_DA GOVT MOE_IA DIBR_PA- 2.679 2.788 - - 5.467 - 5.467 - 5.467 0,0 0,0 0,0 DIBR_CA PAS_EA PAS_DA GOVT MOE_IA DIBR_PA- 84.675 101.701 25.724 - 212.099 - 212.099 - 212.099

- - 322.009 84.047 - 406.056 - 406.056 - 406.056 0,0 0,0 0,0 DIBR_CA BC_EA BC_DA BEN ( 100% ) MOE_IA DIBR_PA- - 140.513 36.542 - 177.055 - 177.055 - 177.055 0,0 0,0 0,0 DIBR_CA BC_EA BC_DA BEN ( 100% ) MOE_IA DIBR_PA- - 234.189 60.903 - 295.092 - 295.092 - 295.092 0,0 0,0 0,0 DIBR_CA BC_EA BC_DA BEN ( 100% ) MOE_IA DIBR_PA- - - - - - - - - - 0,0 0,0 0,0 DIBR_CA BC_EA BC_DA BEN ( 100% ) MOE_IA DIBR_PA- - 168.616 48.723 - 217.339 - 217.339 - 217.339 0,0 0,0 0,0 DIBR_CA BC_EA BC_DA BEN ( 100% ) MOE_IA DIBR_PA- - 88.992 24.361 - 113.353 - 113.353 - 113.353 0,0 0,0 0,0 DIBR_CA BC_EA BC_DA BEN ( 100% ) MOE_IA DIBR_PA- - 954.319 254.576 - 1.208.895 - 1.208.895 - 1.208.895

- - 60.906 15.887 - 76.793 - 76.793 - 76.793 0,0 0,0 0,0 DIBR_CA BC_EA BC_DA BEN ( 100% ) MOE_IA DIBR_PA- - 26.497 6.891 - 33.388 - 33.388 - 33.388 0,0 0,0 0,0 DIBR_CA BC_EA BC_DA BEN ( 100% ) MOE_IA DIBR_PA- - 29.441 7.656 - 37.097 - 37.097 - 37.097 0,0 0,0 0,0 DIBR_CA BC_EA BC_DA BEN ( 100% ) MOE_IA DIBR_PA- - 6.134 - - 6.134 - 6.134 - 6.134 0,0 0,0 0,0 DIBR_CA BC_EA BC_DA BEN ( 100% ) MOE_IA DIBR_PA- - 8.096 2.297 - 10.393 - 10.393 - 10.393 0,0 0,0 0,0 DIBR_CA BC_EA BC_DA BEN ( 100% ) MOE_IA DIBR_PA- - 112.857 30.626 - 143.482 - 143.482 - 143.482 0,0 0,0 0,0 DIBR_CA BC_EA BC_DA BEN ( 100% ) MOE_IA DIBR_PA- - 243.930 63.357 - 307.287 - 307.287 - 307.287- - 1.198.249 317.933 - 1.516.182 - 1.516.182 - 1.516.182- 943.011 4.120.850 1.008.012 - 6.071.872 311.852 5.325.661 434.359 6.071.872

Page 4



1. Construction Worksa. Biogas Plantb. Biogas Enceng Gondokc. 3R Garbage Binsd. River Bank Gardeninge. Communal Septitanc and WCf. Communal/Individual Waste Water Plant


1. Telemetric Equipment2. Equipment/Furniture

Subtotal EquipmentC. Training and Demonstration

1. TrainingD. Consulting Services


Part A: Environmental/Water Resources SpecialistPart B: Environmental/Water Resources SpecialistPart B: Environmental Economist Specialist


Part A: Team Leader/Environmental Management SpecialistPart A: Environmental Economist/Financial SpecialistPart A: Water Quality EngineerPart A: Watershed Management SpecialistPart A: Sociologist/Community Empowerment SpecialistPart A: Institutional SpecialistPart B: Team Leader/Environmental Management SpecialistPart B: Environmental Economist/Financial SpecialistPart B: Water Quality EngineerPart B: Laboratory WQ ExpertPart B: Watershed Management SpecialistPart B: Database and GIS SpecialistPart B: Information Communication TechnologyPart B: Sociologist/Community Empowerment SpecialistPart B: Institutional SpecialistPart B: Solid Waste SpecialistPart B: Biogaz SpecialistPart B: Training SpecialistPart B: Quality Control SpecialistPart B: Community Contracting Specialist


International TravelOSA and HousingNPS HousingSub-professional and Technical Staffs /aSupporting Staffs /bOffice Rental, Communication, Running Cost etcOffice Furniture and EquipmentTransport /cReportingOut-of-station and Various Cost

Subtotal Travel, Housing, Office, Transport and Other CostsSubtotal Consulting ServicesE. Survey and Investigation

1. Water Sampling and TestingF. Socialization and Community Development

1. Workshops Districts and Villages2. Community Meetings/Workshop3. CSOs CDD Support Facilitation4. District Planning Meetings5. Media Campaign Material

Subtotal Socialization and Community DevelopmentG. Project Administration Support

1. Salaries for Project Financial ManagementKPAKoordinator Sekretariat /dPIUTreasuryAdministration AssistantTechnical AssistantUrusan Pengujian, Verifikasi etc /ePPKPelaksana TeknikPelaksana AdministrasiCounterpart /f

Subtotal Salaries for Project Financial Management



MOE_MU DIBR_CCA - - 409.872 106.979 - 516.851 - - 96.143 25.094 - 121.237 - - - - - -MOE_MU DIBR_CCA - - 178.853 46.513 - 225.366 - - 41.953 10.910 - 52.864 - - - - - -MOE_MU DIBR_CCA - - 198.726 51.681 - 250.407 - - 46.615 12.123 - 58.737 - - - - - -MOE_MU DIBR_CCA - - 49.681 - - 49.681 - - 11.654 - - 11.654 - - - - - -MOE_MU DIBR_CCA - - 53.656 15.504 - 69.160 - - 12.586 3.637 - 16.223 - - - - - -MOE_MU DIBR_CCA - - 755.158 206.724 - 961.882 - - 177.136 48.491 - 225.627 - - - - - -

- - 1.645.947 427.401 - 2.073.348 - - 386.086 100.255 - 486.341 - - - - - -

MOE_MU DIBR_CCA - - 23.778 - - 23.778 - - 6.730 - - 6.730 - - - - - -MOE_MU DIBR_CCA - 15.774 - - - 15.774 - 4.465 - - - 4.465 - - - - - -

- 15.774 23.778 - - 39.551 - 4.465 6.730 - - 11.195 - - - - - -

MOE_MU DIBR_CCA - 24.573 25.575 26.604 - 76.752 - 6.992 7.277 7.569 - 21.838 - - - - - -

MOE_MU DIBR_CCA - 33.782 - - - 33.782 - 7.924 - - - 7.924 - - - - - -MOE_MU DIBR_CCA - 50.674 51.282 - - 101.955 - 11.886 12.029 - - 23.915 - - - - - -MOE_MU DIBR_CCA - 50.674 59.829 - - 110.502 - 11.886 14.034 - - 25.920 - - - - - -

- 135.130 111.110 - - 246.240 - 31.697 26.063 - - 57.760 - - - - - -

MOE_MU DIBR_CCA - 15.001 - - - 15.001 - 3.519 - - - 3.519 - - - - - -MOE_MU DIBR_CCA - 5.250 - - - 5.250 - 1.232 - - - 1.232 - - - - - -MOE_MU DIBR_CCA - 3.500 - - - 3.500 - 821 - - - 821 - - - - - -MOE_MU DIBR_CCA - 3.500 - - - 3.500 - 821 - - - 821 - - - - - -MOE_MU DIBR_CCA - 3.656 - - - 3.656 - 858 - - - 858 - - - - - -MOE_MU DIBR_CCA - 3.656 - - - 3.656 - 858 - - - 858 - - - - - -MOE_MU DIBR_CCA - 22.502 31.225 8.120 - 61.847 - 5.278 7.324 1.905 - 14.507 - - - - - -MOE_MU DIBR_CCA - 10.501 21.857 4.737 - 37.095 - 2.463 5.127 1.111 - 8.701 - - - - - -MOE_MU DIBR_CCA - 8.751 10.929 3.790 - 23.469 - 2.053 2.564 889 - 5.505 - - - - - -MOE_MU DIBR_CCA - 5.250 5.464 3.790 - 14.504 - 1.232 1.282 889 - 3.402 - - - - - -MOE_MU DIBR_CCA - 3.500 9.107 - - 12.608 - 821 2.136 - - 2.957 - - - - - -MOE_MU DIBR_CCA - 3.500 9.107 1.895 - 14.502 - 821 2.136 444 - 3.402 - - - - - -MOE_MU DIBR_CCA - 3.500 7.286 - - 10.786 - 821 1.709 - - 2.530 - - - - - -MOE_MU DIBR_CCA - 10.969 11.416 - - 22.384 - 2.573 2.678 - - 5.251 - - - - - -MOE_MU DIBR_CCA - 5.484 5.708 - - 11.192 - 1.286 1.339 - - 2.625 - - - - - -MOE_MU DIBR_CCA - 5.250 5.464 - - 10.715 - 1.232 1.282 - - 2.513 - - - - - -MOE_MU DIBR_CCA - 5.250 5.464 - - 10.715 - 1.232 1.282 - - 2.513 - - - - - -MOE_MU DIBR_CCA - 3.656 3.805 - - 7.461 - 858 893 - - 1.750 - - - - - -MOE_MU DIBR_CCA - 5.484 13.318 - - 18.802 - 1.286 3.124 - - 4.410 - - - - - -MOE_MU DIBR_CCA - 7.312 15.221 - - 22.533 - 1.715 3.570 - - 5.286 - - - - - -

- 135.476 155.371 22.331 - 313.178 - 31.778 36.445 5.238 - 73.462 - - - - - -- 270.605 266.482 22.331 - 559.418 - 63.475 62.508 5.238 - 131.222 - - - - - -

MOE_MU DIBR_CCA - 7.239 4.884 - - 12.123 - 1.698 1.146 - - 2.844 - - - - - -MOE_MU DIBR_CCA - 24.002 20.296 - - 44.298 - 5.630 4.761 - - 10.391 - - - - - -MOE_MU DIBR_CCA - 7.001 8.223 1.137 - 16.360 - 1.642 1.929 267 - 3.838 - - - - - -MOE_MU DIBR_CCA - 25.204 34.975 9.096 - 69.274 - 5.912 8.204 2.134 - 16.250 - - - - - -MOE_MU DIBR_CCA - 10.801 14.988 3.898 - 29.687 - 2.534 3.516 914 - 6.964 - - - - - -MOE_MU DIBR_CCA - 14.401 19.984 5.197 - 39.582 - 3.378 4.688 1.219 - 9.285 - - - - - -MOE_MU DIBR_CCA - 15.001 - - - 15.001 - 3.519 - - - 3.519 - - - - - -MOE_MU DIBR_CCA - 18.001 24.980 6.496 - 49.478 - 4.223 5.859 1.524 - 11.606 - - - - - -MOE_MU DIBR_CCA - 2.500 2.602 - - 5.102 - 586 610 - - 1.197 - - - - - -MOE_MU DIBR_CCA - 9.001 12.490 3.248 - 24.739 - 2.111 2.930 762 - 5.803 - - - - - -

- 133.151 143.421 29.072 - 305.644 - 31.233 33.642 6.819 - 71.694 - - - - - -- 403.756 409.903 51.403 - 865.062 - 94.708 96.150 12.057 - 202.916 - - - - - -

MOE_MU DIBR_CCA - 10.238 10.801 - - 21.038 - 2.401 2.533 - - 4.935 - - - - - -

MOE_MU DIBR_CCA - 26.143 27.581 4.850 - 58.573 - 6.132 6.470 1.138 - 13.739 - - - - - -MOE_MU DIBR_CCA - 7.625 8.044 4.243 - 19.913 - 1.789 1.887 995 - 4.671 - - - - - -MOE_MU DIBR_CCA - 63.704 67.208 - - 130.912 - 14.943 15.765 - - 30.708 - - - - - -MOE_MU DIBR_CCA - 60.782 64.125 22.551 - 147.458 - 14.258 15.042 5.290 - 34.589 - - - - - -MOE_MU DIBR_CCA - 81.043 - - - 81.043 - 19.010 - - - 19.010 - - - - - -

- 239.297 166.958 31.644 - 437.899 - 56.131 39.163 7.423 - 102.717 - - - - - -

MOE_MU DIBR_CCA - - - - - - - 4.148 5.756 1.497 - 11.400 - - - - - -MOE_MU DIBR_CCA - - - - - - - 8.710 12.087 3.143 - 23.941 - - - - - -MOE_MU DIBR_CCA - - - - - - - 3.318 4.605 1.197 - 9.120 - - - - - -MOE_MU DIBR_CCA - - - - - - - 3.007 4.173 1.085 - 8.265 - - - - - -MOE_MU DIBR_CCA - - - - - - - 2.903 4.029 1.048 - 7.980 - - - - - -MOE_MU DIBR_CCA - - - - - - - 2.903 4.029 1.048 - 7.980 - - - - - -MOE_MU DIBR_CCA - - - - - - - 5.600 7.770 2.021 - 15.391 - - - - - -MOE_MU DIBR_CCA - - - - - - - 3.163 4.389 1.141 - 8.693 - - - - - -MOE_MU DIBR_CCA - - - - - - - 2.178 3.022 786 - 5.985 - - - - - -MOE_MU DIBR_CCA - - - - - - - 2.178 3.022 786 - 5.985 - - - - - -MOE_MU DIBR_CCA - - - - - - - 7.881 10.936 2.844 - 21.661 - - - - - -

- - - - - - - 45.989 63.817 16.596 - 126.403 - - - - - -

Page 5


2. SecretariatSecretary/Office ManagerComputer OperatorOffice Boy and Security /g

Subtotal Secretariat3. Transport4. Office Rent, Communication, Running Cost etc5. Procurement6. Telemetric O & M

Subtotal Project Administration SupportH. Beneficiaries Contribution

1. Construction Worka. Biogas Plantb. Biogas Enceng Gondokc. 3R Garbage Binsd. River Bank Gardeninge. Communal Septitanc and WCf. Communal/Individual Waste Water Plant


Biogas PlantBiogas Enceng Gondok3R Garbage BinsRiver Bank GardeningCommunal Septitanc and WCCommunal/Individual Waste Water Plant


Total _________________________________\a 4 persons\b 3 persons\c 2 cars\d 3 persons\e 3 persons\f 4 persons\g 2 persons



MOE_MU DIBR_CCA - - - - - - - 3.857 5.353 1.392 - 10.602 - - - - - -MOE_MU DIBR_CCA - - - - - - - 3.857 5.353 1.392 - 10.602 - - - - - -MOE_MU DIBR_CCA - - - - - - - 3.111 4.317 1.123 - 8.550 - - - - - -

- - - - - - - 10.826 15.023 3.907 - 29.755 - - - - - -MOE_MU DIBR_CCA - - - - - - - 9.644 13.382 3.480 - 26.506 - - - - - -MOE_MU DIBR_CCA - - - - - - - 4.822 6.691 1.740 - 13.253 - - - - - -MOE_MU DIBR_CCA - - - - - - - 10.715 - - - 10.715 - - - - - -MOE_MU DIBR_CCA - - - - - - - 2.679 2.788 - - 5.467 - - - - - -

- - - - - - - 84.675 101.701 25.724 - 212.099 - - - - - -

MOE_MU DIBR_CCA - - - - - - - - - - - - - - 322.009 84.047 - 406.056MOE_MU DIBR_CCA - - - - - - - - - - - - - - 140.513 36.542 - 177.055MOE_MU DIBR_CCA - - - - - - - - - - - - - - 234.189 60.903 - 295.092MOE_MU DIBR_CCA - - - - - - - - - - - - - - - - - -MOE_MU DIBR_CCA - - - - - - - - - - - - - - 168.616 48.723 - 217.339MOE_MU DIBR_CCA - - - - - - - - - - - - - - 88.992 24.361 - 113.353

- - - - - - - - - - - - - - 954.319 254.576 - 1.208.895

MOE_MU DIBR_CCA - - - - - - - - - - - - - - 60.906 15.887 - 76.793MOE_MU DIBR_CCA - - - - - - - - - - - - - - 26.497 6.891 - 33.388MOE_MU DIBR_CCA - - - - - - - - - - - - - - 29.441 7.656 - 37.097MOE_MU DIBR_CCA - - - - - - - - - - - - - - 6.134 - - 6.134MOE_MU DIBR_CCA - - - - - - - - - - - - - - 8.096 2.297 - 10.393MOE_MU DIBR_CCA - - - - - - - - - - - - - - 112.857 30.626 - 143.482

- - - - - - - - - - - - - - 243.930 63.357 - 307.287- - - - - - - - - - - - - - 1.198.249 317.933 - 1.516.182- 693.638 2.282.960 537.051 - 3.513.650 - 249.372 639.641 153.027 - 1.042.041 - - 1.198.249 317.933 - 1.516.182

Page 6

Supplementary Appendix 5 - Detailed cost estimates, financing plan and allocation for Project 1 Loan Funded Sub Component 8.1 - Program Management (Costab Ouputs)


Indonesia ICWRMIP Project 1 Table 16. 8.1. Program Management Detailed Costs Quantities Unit Cost Unit Cost Base Cost (US$)


I. Investment Costs A. Vehicles and Equipment

1. Equipment/Furniture package 1 - - - - 1 168,795,000 18,150 18.150 - - - - 18.150B. Training and Demonstration

1. Training on PPMS, DCS and QMM time 1 - - - - 1 51,150,000 5,500 5.500 - - - - 5.5002. Training on Information System time 1 - - - - 1 30,690,000 3,300 3.300 - - - - 3.300

Subtotal Training and Demonstration 8.800 - - - - 8.800C. Consulting Services


Team Leader/Integrated Water Resources Management Specialist man-months 3 6 6 6 - 21 179,025,000 19,250 57.750 115.500 115.500 115.500 - 404.250Technical QA Specialist man-months - 3 3 - - 6 179,025,000 19,250 - 57.750 57.750 - - 115.500Monitoring and Evaluation Specialist man-months - 3 3 - - 6 179,025,000 19,250 - 57.750 57.750 - - 115.500

Subtotal International Professional Staffs 57.750 231.000 231.000 115.500 - 635.250b. National Professional Staffs

Deputy Team Leader/Programming and Budgeting Specialist man-months 3 12 12 12 12 51 25,575,000 2,750 8.250 33.000 33.000 33.000 33.000 140.250Technical QA Specialist /a man-months - 4 3 3 - 10 22,506,000 2,420 - 9.680 7.260 7.260 - 24.200GIS/Information System Specialist man-months 3 6 3 - - 12 17,902,500 1,925 5.775 11.550 5.775 - - 23.100Social and Environmental Safeguards Specialist man-months 3 6 6 3 - 18 22,506,000 2,420 7.260 14.520 14.520 7.260 - 43.560Monitoring and Evaluation Specialist man-months - 7 6 6 - 19 22,506,000 2,420 - 16.940 14.520 14.520 - 45.980CSO Specialist man-months 3 8 8 7 7 33 17,902,500 1,925 5.775 15.400 15.400 13.475 13.475 63.525Financial Specialist man-months 3 5 5 - - 13 17,902,500 1,925 5.775 9.625 9.625 - - 25.025

Subtotal National Professional Staffs 32.835 110.715 100.100 75.515 46.475 365.640Subtotal Remuneration 90.585 341.715 331.100 191.015 46.475 1.000.8902. Travel, Housing, Office, Transport and Other Costs

International Travel R-trips 1 3 3 1 - 8 30,690,000 3,300 3.300 9.900 9.900 3.300 - 26.400OSA and Housing days 90 360 360 180 - 990 1,023,000 110 9.900 39.600 39.600 19.800 - 108.900IPS Housing (monthly base) months - - - - - - - - - - - -NPS Housing months 15 48 43 31 19 156 1,278,750 138 2.063 6.600 5.913 4.263 2.613 21.450Support staffs /b mm 9 36 36 36 36 153 4,092,000 440 3.960 15.840 15.840 15.840 15.840 67.320Office Rental, Communication, Running Cost etc months 3 12 12 12 12 51 33,759,000 3,630 10.890 43.560 43.560 43.560 43.560 185.130Office Furniture and Equipment package 1 - - - - 1 409,200,000 44,000 44.000 - - - - 44.000Transport /c months 6 24 24 24 24 102 10,230,000 1,100 6.600 26.400 26.400 26.400 26.400 112.200Reporting times - 1 1 1 1 4 51,150,000 5,500 - 5.500 5.500 5.500 5.500 22.000Purchase of Documents, Satelite Image etc package 1 - - - - 1 255,750,000 27,500 27.500 - - - - 27.500Out-of-station and Various Costs /d months 3 12 12 12 12 51 10,230,000 1,100 3.300 13.200 13.200 13.200 13.200 56.100On-line Development package 1 - - - - 1 102,300,000 11,000 11.000 - - - - 11.000

Subtotal Travel, Housing, Office, Transport and Other Costs 122.513 160.600 159.913 131.863 107.113 682.000Subtotal Consulting Services 213.098 502.315 491.013 322.878 153.588 1.682.890D. Socialization and Community Development

1. Socialization by Information Media times 1 1 1 1 - 4 102,300,000 11,000 11.000 11.000 11.000 11.000 - 44.000E. Project Coordination and Management

1. PIU Coordination Meeting /e times 4 4 4 4 4 20 10,230,000 1,100 4.400 4.400 4.400 4.400 4.400 22.0002. Consinyering /f times 1 1 1 - - 3 51,150,000 5,500 5.500 5.500 5.500 - - 16.5003. Workshops /g times 1 1 1 1 1 5 102,300,000 11,000 11.000 11.000 11.000 11.000 11.000 55.0004. CSO Consinyering /h times 3 3 3 3 3 15 102,300,000 11,000 33.000 33.000 33.000 33.000 33.000 165.0005. Preparation of Project Completion Report package - - - - 1 1 220,000,000 23,656 - - - - 23.656 23.656

Subtotal Project Coordination and Management 53.900 53.900 53.900 48.400 72.056 282.156F. Project Administration Support

1. Salaries for Project Financial Management KPA - Head of BBWSC man-months 3 12 12 12 12 51 4,000,000 430 1.290 5.161 5.161 5.161 5.161 21.935Koordinator Sekretariat PCMU man-months 9 36 36 36 36 153 2,800,000 301 2.710 10.839 10.839 10.839 10.839 46.065PIU - BBWSC man-months 3 12 12 12 12 51 3,200,000 344 1.032 4.129 4.129 4.129 4.129 17.548Treasury man-months 3 12 12 12 12 51 2,900,000 312 935 3.742 3.742 3.742 3.742 15.903Administration Assistant man-months 3 12 12 12 12 51 2,800,000 301 903 3.613 3.613 3.613 3.613 15.355Technical Assistant man-months 3 12 12 12 12 51 2,800,000 301 903 3.613 3.613 3.613 3.613 15.355Urusan Pengujian, Verifikasi etc man-months 3 12 12 12 12 51 1,800,000 194 581 2.323 2.323 2.323 2.323 9.871PPK-1 man-months 3 12 12 12 12 51 3,050,000 328 984 3.935 3.935 3.935 3.935 16.726Pelaksana Administrasi man-months 3 12 12 12 12 51 2,100,000 226 677 2.710 2.710 2.710 2.710 11.516Pelaksana Teknik man-months 3 12 12 12 12 51 2,100,000 226 677 2.710 2.710 2.710 2.710 11.516Counterpart /i man-months 12 48 48 48 48 204 1,900,000 204 2.452 9.806 9.806 9.806 9.806 41.677


Secretary/Office Manager man-months 3 12 12 12 12 51 3,720,000 400 1.200 4.800 4.800 4.800 4.800 20.400Computer Operator man-months 3 12 12 12 12 51 3,720,000 400 1.200 4.800 4.800 4.800 4.800 20.400Office Boy and Security /j man-months 6 24 24 24 24 102 1,500,000 161 968 3.871 3.871 3.871 3.871 16.452

Subtotal Secretariat 3.368 13.471 13.471 13.471 13.471 57.2523. Transport months 3 12 12 12 12 51 9,300,000 1,000 3.000 12.000 12.000 12.000 12.000 51.0004. Office Rental, Communication, Running Cost etc months 3 12 12 12 12 51 4,650,000 500 1.500 6.000 6.000 6.000 6.000 25.5005. Procurement package 1 - - - - 1 93,000,000 10,000 10.000 - - - - 10.000

Subtotal Project Administration Support 31.013 84.052 84.052 84.052 84.052 367.219Total 335.960 651.267 639.964 466.329 309.695 2.403.215 _________________________________\a quality assurance\b 3 persons\c 2 cars\d $1000 per month\e 30 persons\f 3 times x 3 days x 30 persons\g 1 time/year @ 50 persons\h 3 times/year @ 50 persons including KPK\i 4 persons\j 2 persons

Page 1


IndonesiaICWRMIP Project 1Table 16. 8.1. Program ManagementDetailed Costs

I. Investment CostsA. Vehicles and Equipment

1. Equipment/FurnitureB. Training and Demonstration

1. Training on PPMS, DCS and QMM2. Training on Information System

Subtotal Training and DemonstrationC. Consulting Services


Team Leader/Integrated Water Resources Management SpecialistTechnical QA SpecialistMonitoring and Evaluation Specialist


Deputy Team Leader/Programming and Budgeting SpecialistTechnical QA Specialist /aGIS/Information System SpecialistSocial and Environmental Safeguards SpecialistMonitoring and Evaluation SpecialistCSO SpecialistFinancial Specialist


International TravelOSA and HousingIPS Housing (monthly base)NPS HousingSupport staffs /bOffice Rental, Communication, Running Cost etcOffice Furniture and EquipmentTransport /cReportingPurchase of Documents, Satelite Image etcOut-of-station and Various Costs /dOn-line Development

Subtotal Travel, Housing, Office, Transport and Other CostsSubtotal Consulting ServicesD. Socialization and Community Development

1. Socialization by Information MediaE. Project Coordination and Management

1. PIU Coordination Meeting /e2. Consinyering /f3. Workshops /g4. CSO Consinyering /h5. Preparation of Project Completion Report

Subtotal Project Coordination and ManagementF. Project Administration Support

1. Salaries for Project Financial ManagementKPA - Head of BBWSCKoordinator Sekretariat PCMUPIU - BBWSCTreasuryAdministration AssistantTechnical AssistantUrusan Pengujian, Verifikasi etcPPK-1Pelaksana AdministrasiPelaksana TeknikCounterpart /i


Secretary/Office ManagerComputer OperatorOffice Boy and Security /j

Subtotal Secretariat3. Transport4. Office Rental, Communication, Running Cost etc5. Procurement

Subtotal Project Administration SupportTotal _________________________________\a quality assurance\b 3 persons\c 2 cars\d $1000 per month\e 30 persons\f 3 times x 3 days x 30 persons\g 1 time/year @ 50 persons\h 3 times/year @ 50 persons including KPK\i 4 persons\j 2 persons

Parameters (in %)Breakdown of Totals Incl. Cont. (US$) Phy. Summary Divisions

Totals Including Contingencies (US$) Local (Excl. Duties & Cont. For. Gross Expenditure Disb.2009 2010 2011 2012 2013 Total For. Exch. Taxes) Taxes Total Rate Exch. Tax Rate Component Account Acct. Fin. Rule

19.481 - - - - 19.481 9.662 7.871 1.948 19.481 5,0 50,0 10,0 PM_CA ADF_EQUI_EA VE_DA ADF (77.9387% )

5.963 - - - - 5.963 - 5.366 596 5.963 5,0 0,0 10,0 PM_CA ADF_T&D_EA TD_DA ADF (77.85% )3.578 - - - - 3.578 - 3.220 358 3.578 5,0 0,0 10,0 PM_CA ADF_T&D_EA TD_DA ADF (77.85% )9.540 - - - - 9.540 - 8.586 954 9.540

61.486 125.419 126.924 128.447 - 442.276 398.048 - 44.228 442.276 5,0 90,0 10,0 PM_CA ADF_CS_OCS_EA CS_DA ADF (81% )- 62.709 63.462 - - 126.171 113.554 - 12.617 126.171 5,0 90,0 10,0 PM_CA ADF_CS_OCS_EA CS_DA ADF (81% )- 62.709 63.462 - - 126.171 113.554 - 12.617 126.171 5,0 90,0 10,0 PM_CA ADF_CS_OCS_EA CS_DA ADF (81% )

61.486 250.837 253.847 128.447 - 694.618 625.156 - 69.462 694.618

8.944 37.917 40.003 42.203 44.524 173.590 - 156.231 17.359 173.590 5,0 0,0 10,0 PM_CA ADF_CS_OCS_EA CS_DA ADF (81% )- 11.122 8.801 9.285 - 29.207 - 26.287 2.921 29.207 5,0 0,0 10,0 PM_CA ADF_CS_OCS_EA CS_DA ADF (81% )

6.261 13.271 7.000 - - 26.532 - 23.879 2.653 26.532 5,0 0,0 10,0 PM_CA ADF_CS_OCS_EA CS_DA ADF (81% )7.871 16.684 17.601 9.285 - 51.440 - 46.296 5.144 51.440 5,0 0,0 10,0 PM_CA ADF_CS_OCS_EA CS_DA ADF (81% )

- 19.464 17.601 18.569 - 55.634 - 50.071 5.563 55.634 5,0 0,0 10,0 PM_CA ADF_CS_OCS_EA CS_DA ADF (81% )6.261 17.695 18.668 17.233 18.181 78.037 - 70.233 7.804 78.037 5,0 0,0 10,0 PM_CA ADF_CS_OCS_EA CS_DA ADF (81% )6.261 11.059 11.667 - - 28.987 - 26.089 2.899 28.987 5,0 0,0 10,0 PM_CA ADF_CS_OCS_EA CS_DA ADF (81% )

35.597 127.212 121.341 96.574 62.704 443.428 - 399.085 44.343 443.42897.084 378.049 375.188 225.021 62.704 1.138.046 625.156 399.085 113.805 1.138.046

3.514 10.750 10.879 3.670 - 28.813 25.931 - 2.881 28.813 5,0 90,0 10,0 PM_CA ADF_CS_OCS_EA CS_DA ADF (81% )10.733 45.500 48.003 25.322 - 129.558 - 116.602 12.956 129.558 5,0 0,0 10,0 PM_CA ADF_CS_OCS_EA CS_DA ADF (81% )

- - - - - - - - - - 5,0 0,0 0,0 PM_CA ADF_CS_OCS_EA CS_DA ADF (81% )2.236 7.583 7.167 5.451 3.525 25.963 - 23.366 2.596 25.963 5,0 0,0 10,0 PM_CA ADF_CS_OCS_EA CS_DA ADF (81% )4.293 18.200 19.201 20.257 21.371 83.323 - 74.991 8.332 83.323 5,0 0,0 10,0 PM_CA ADF_CS_OCS_EA CS_DA ADF (81% )

11.806 50.051 52.803 55.707 58.771 229.139 - 206.225 22.914 229.139 5,0 0,0 10,0 PM_CA ADF_CS_OCS_EA CS_DA ADF (81% )47.702 - - - - 47.702 - 42.931 4.770 47.702 5,0 0,0 10,0 PM_CA ADF_CS_OCS_EA CS_DA ADF (81% )7.155 30.334 32.002 33.762 35.619 138.872 - 124.985 13.887 138.872 5,0 0,0 10,0 PM_CA ADF_CS_OCS_EA CS_DA ADF (81% )

- 6.320 6.667 7.034 7.421 27.441 - 24.697 2.744 27.441 5,0 0,0 10,0 PM_CA ADF_CS_OCS_EA CS_DA ADF (81% )29.813 - - - - 29.813 - 26.832 2.981 29.813 5,0 0,0 10,0 PM_CA ADF_CS_OCS_EA CS_DA ADF (81% )3.578 15.167 16.001 16.881 17.810 69.436 - 62.492 6.944 69.436 5,0 0,0 10,0 PM_CA ADF_CS_OCS_EA CS_DA ADF (81% )

11.925 - - - - 11.925 - 10.733 1.193 11.925 5,0 0,0 10,0 PM_CA ADF_CS_OCS_EA CS_DA ADF (81% )132.755 183.905 192.724 168.084 144.517 821.985 25.931 713.855 82.198 821.985229.838 561.954 567.912 393.105 207.221 1.960.031 651.088 1.112.940 196.003 1.960.031

11.925 12.639 13.334 14.068 - 51.966 - 46.769 5.197 51.966 5,0 0,0 10,0 PM_CA ADF_SCD_EA SCD_DA ADF (81% )

4.543 4.815 5.080 5.359 5.654 25.450 - 22.905 2.545 25.450 0,0 0,0 10,0 PM_CA ADF_PCM_EA PCM_DA ADF (81% )5.679 6.019 6.350 - - 18.047 - 16.242 1.805 18.047 0,0 0,0 10,0 PM_CA ADF_PCM_EA PCM_DA ADF (81% )

11.358 12.037 12.699 13.398 14.135 63.626 - 57.263 6.363 63.626 0,0 0,0 10,0 PM_CA ADF_PCM_EA PCM_DA ADF (81% )34.073 36.111 38.098 40.193 42.404 190.878 - 171.790 19.088 190.878 0,0 0,0 10,0 PM_CA ADF_PCM_EA PCM_DA ADF (81% )

- - - - 30.397 30.397 - 27.357 3.040 30.397 0,0 0,0 10,0 PM_CA ADF_PCM_EA PCM_DA ADF (81% )55.652 58.982 62.226 58.950 92.589 328.398 - 295.559 32.840 328.398

1.332 5.648 5.959 6.286 6.632 25.857 - 25.857 - 25.857 0,0 0,0 0,0 PM_CA PAS_EA PAS_DA GOVT2.798 11.861 12.513 13.201 13.927 54.300 - 54.300 - 54.300 0,0 0,0 0,0 PM_CA PAS_EA PAS_DA GOVT1.066 4.518 4.767 5.029 5.306 20.686 - 20.686 - 20.686 0,0 0,0 0,0 PM_CA PAS_EA PAS_DA GOVT

966 4.095 4.320 4.558 4.808 18.746 - 18.746 - 18.746 0,0 0,0 0,0 PM_CA PAS_EA PAS_DA GOVT933 3.954 4.171 4.400 4.642 18.100 - 18.100 - 18.100 0,0 0,0 0,0 PM_CA PAS_EA PAS_DA GOVT933 3.954 4.171 4.400 4.642 18.100 - 18.100 - 18.100 0,0 0,0 0,0 PM_CA PAS_EA PAS_DA GOVT600 2.542 2.681 2.829 2.984 11.636 - 11.636 - 11.636 0,0 0,0 0,0 PM_CA PAS_EA PAS_DA GOVT

1.016 4.307 4.543 4.793 5.057 19.716 - 19.716 - 19.716 0,0 0,0 0,0 PM_CA PAS_EA PAS_DA GOVT699 2.965 3.128 3.300 3.482 13.575 - 13.575 - 13.575 0,0 0,0 0,0 PM_CA PAS_EA PAS_DA GOVT699 2.965 3.128 3.300 3.482 13.575 - 13.575 - 13.575 0,0 0,0 0,0 PM_CA PAS_EA PAS_DA GOVT

2.531 10.731 11.321 11.944 12.601 49.128 - 49.128 - 49.128 0,0 0,0 0,0 PM_CA PAS_EA PAS_DA GOVT13.572 57.538 60.703 64.042 67.564 263.419 - 263.419 - 263.419

1.239 5.253 5.541 5.846 6.168 24.047 - 24.047 - 24.047 0,0 0,0 0,0 PM_CA PAS_EA PAS_DA GOVT1.239 5.253 5.541 5.846 6.168 24.047 - 24.047 - 24.047 0,0 0,0 0,0 PM_CA PAS_EA PAS_DA GOVT

999 4.236 4.469 4.715 4.974 19.393 - 19.393 - 19.393 0,0 0,0 0,0 PM_CA PAS_EA PAS_DA GOVT3.477 14.741 15.552 16.407 17.310 67.487 - 67.487 - 67.4873.098 13.131 13.854 14.616 15.419 60.118 - 60.118 - 60.118 0,0 0,0 0,0 PM_CA PAS_EA PAS_DA GOVT1.549 6.566 6.927 7.308 7.710 30.059 - 30.059 - 30.059 0,0 0,0 0,0 PM_CA PAS_EA PAS_DA GOVT

10.325 - - - - 10.325 - 10.325 - 10.325 0,0 0,0 0,0 PM_CA PAS_EA PAS_DA GOVT32.021 91.977 97.035 102.372 108.003 431.408 - 431.408 - 431.408

358.458 725.552 740.508 568.494 407.813 2.800.824 660.750 1.903.133 236.942 2.800.824

Page 2


IndonesiaICWRMIP Project 1Table 16. 8.1. Program ManagementDetailed Costs


1. Equipment/FurnitureB. Training and Demonstration

1. Training on PPMS, DCS and QMM2. Training on Information System

Subtotal Training and DemonstrationC. Consulting Services


Team Leader/Integrated Water Resources Management SpecialistTechnical QA SpecialistMonitoring and Evaluation Specialist


Deputy Team Leader/Programming and Budgeting SpecialistTechnical QA Specialist /aGIS/Information System SpecialistSocial and Environmental Safeguards SpecialistMonitoring and Evaluation SpecialistCSO SpecialistFinancial Specialist


International TravelOSA and HousingIPS Housing (monthly base)NPS HousingSupport staffs /bOffice Rental, Communication, Running Cost etcOffice Furniture and EquipmentTransport /cReportingPurchase of Documents, Satelite Image etcOut-of-station and Various Costs /dOn-line Development

Subtotal Travel, Housing, Office, Transport and Other CostsSubtotal Consulting ServicesD. Socialization and Community Development

1. Socialization by Information MediaE. Project Coordination and Management

1. PIU Coordination Meeting /e2. Consinyering /f3. Workshops /g4. CSO Consinyering /h5. Preparation of Project Completion Report

Subtotal Project Coordination and ManagementF. Project Administration Support

1. Salaries for Project Financial ManagementKPA - Head of BBWSCKoordinator Sekretariat PCMUPIU - BBWSCTreasuryAdministration AssistantTechnical AssistantUrusan Pengujian, Verifikasi etcPPK-1Pelaksana AdministrasiPelaksana TeknikCounterpart /i


Secretary/Office ManagerComputer OperatorOffice Boy and Security /j


Subtotal Project Administration SupportTotal _________________________________\a quality assurance\b 3 persons\c 2 cars\d $1000 per month\e 30 persons\f 3 times x 3 days x 30 persons\g 1 time/year @ 50 persons\h 3 times/year @ 50 persons including KPK\i 4 persons\j 2 persons

Other Accounts Expenditures by Financiers (US$)Impl. Proj. Manag. Cost ADB ADF Loan Central Government

Agency Area Unit Center 2009 2010 2011 2012 2013 Total 2009 2010 2011 2012 2013 Total

PCMU_IA PM_PA PCMU_MU PM_CCA 15.183 - - - - 15.183 4.298 - - - - 4.298

PCMU_IA PM_PA PCMU_MU PM_CCA 4.642 - - - - 4.642 1.321 - - - - 1.321PCMU_IA PM_PA PCMU_MU PM_CCA 2.785 - - - - 2.785 792 - - - - 792

7.427 - - - - 7.427 2.113 - - - - 2.113

PCMU_IA PM_PA PCMU_MU PM_CCA 49.804 101.589 102.808 104.042 - 358.243 11.682 23.830 24.116 24.405 - 84.032PCMU_IA PM_PA PCMU_MU PM_CCA - 50.795 51.404 - - 102.199 - 11.915 12.058 - - 23.973PCMU_IA PM_PA PCMU_MU PM_CCA - 50.795 51.404 - - 102.199 - 11.915 12.058 - - 23.973

49.804 203.178 205.616 104.042 - 562.641 11.682 47.659 48.231 24.405 - 131.977

PCMU_IA PM_PA PCMU_MU PM_CCA 7.245 30.713 32.402 34.184 36.064 140.608 1.699 7.204 7.600 8.019 8.460 32.982PCMU_IA PM_PA PCMU_MU PM_CCA - 9.009 7.128 7.521 - 23.658 - 2.113 1.672 1.764 - 5.549PCMU_IA PM_PA PCMU_MU PM_CCA 5.071 10.749 5.670 - - 21.491 1.190 2.521 1.330 - - 5.041PCMU_IA PM_PA PCMU_MU PM_CCA 6.375 13.514 14.257 7.521 - 41.666 1.495 3.170 3.344 1.764 - 9.774PCMU_IA PM_PA PCMU_MU PM_CCA - 15.766 14.257 15.041 - 45.064 - 3.698 3.344 3.528 - 10.571PCMU_IA PM_PA PCMU_MU PM_CCA 5.071 14.333 15.121 13.959 14.726 63.210 1.190 3.362 3.547 3.274 3.454 14.827PCMU_IA PM_PA PCMU_MU PM_CCA 5.071 8.958 9.451 - - 23.480 1.190 2.101 2.217 - - 5.508

28.834 103.042 98.286 78.225 50.791 359.177 6.763 24.170 23.055 18.349 11.914 84.25178.638 306.220 303.903 182.267 50.791 921.817 18.446 71.829 71.286 42.754 11.914 216.229

PCMU_IA PM_PA PCMU_MU PM_CCA 2.846 8.708 8.812 2.973 - 23.338 668 2.043 2.067 697 - 5.474PCMU_IA PM_PA PCMU_MU PM_CCA 8.694 36.855 38.882 20.510 - 104.942 2.039 8.645 9.121 4.811 - 24.616PCMU_IA PM_PA PCMU_MU PM_CCA - - - - - - - - - - - -PCMU_IA PM_PA PCMU_MU PM_CCA 1.811 6.143 5.805 4.415 2.855 21.030 425 1.441 1.362 1.036 670 4.933PCMU_IA PM_PA PCMU_MU PM_CCA 3.477 14.742 15.553 16.408 17.311 67.492 816 3.458 3.648 3.849 4.061 15.831PCMU_IA PM_PA PCMU_MU PM_CCA 9.563 40.541 42.771 45.123 47.605 185.602 2.243 9.510 10.033 10.584 11.167 43.536PCMU_IA PM_PA PCMU_MU PM_CCA 38.638 - - - - 38.638 9.063 - - - - 9.063PCMU_IA PM_PA PCMU_MU PM_CCA 5.796 24.570 25.922 27.347 28.851 112.486 1.359 5.763 6.080 6.415 6.768 26.386PCMU_IA PM_PA PCMU_MU PM_CCA - 5.119 5.400 5.697 6.011 22.227 - 1.201 1.267 1.336 1.410 5.214PCMU_IA PM_PA PCMU_MU PM_CCA 24.149 - - - - 24.149 5.665 - - - - 5.665PCMU_IA PM_PA PCMU_MU PM_CCA 2.898 12.285 12.961 13.674 14.426 56.243 680 2.882 3.040 3.207 3.384 13.193PCMU_IA PM_PA PCMU_MU PM_CCA 9.660 - - - - 9.660 2.266 - - - - 2.266

107.531 148.963 156.106 136.148 117.059 665.807 25.223 34.942 36.618 31.936 27.458 156.177186.169 455.183 460.009 318.415 167.849 1.587.625 43.669 106.771 107.903 74.690 39.372 372.406

PCMU_IA PM_PA PCMU_MU PM_CCA 9.660 10.238 10.801 11.395 - 42.093 2.266 2.401 2.533 2.673 - 9.874

PCMU_IA PM_PA PCMU_MU PM_CCA 3.680 3.900 4.115 4.341 4.580 20.615 863 915 965 1.018 1.074 4.836PCMU_IA PM_PA PCMU_MU PM_CCA 4.600 4.875 5.143 - - 14.618 1.079 1.144 1.206 - - 3.429PCMU_IA PM_PA PCMU_MU PM_CCA 9.200 9.750 10.286 10.852 11.449 51.537 2.158 2.287 2.413 2.546 2.686 12.089PCMU_IA PM_PA PCMU_MU PM_CCA 27.599 29.250 30.859 32.556 34.347 154.611 6.474 6.861 7.239 7.637 8.057 36.267PCMU_IA PM_PA PCMU_MU PM_CCA - - - - 24.621 24.621 - - - - 5.775 5.775

45.078 47.775 50.403 47.749 74.997 266.003 10.574 11.207 11.823 11.200 17.592 62.396

PCMU_IA PM_PA PCMU_MU PM_CCA - - - - - - 1.332 5.648 5.959 6.286 6.632 25.857PCMU_IA PM_PA PCMU_MU PM_CCA - - - - - - 2.798 11.861 12.513 13.201 13.927 54.300PCMU_IA PM_PA PCMU_MU PM_CCA - - - - - - 1.066 4.518 4.767 5.029 5.306 20.686PCMU_IA PM_PA PCMU_MU PM_CCA - - - - - - 966 4.095 4.320 4.558 4.808 18.746PCMU_IA PM_PA PCMU_MU PM_CCA - - - - - - 933 3.954 4.171 4.400 4.642 18.100PCMU_IA PM_PA PCMU_MU PM_CCA - - - - - - 933 3.954 4.171 4.400 4.642 18.100PCMU_IA PM_PA PCMU_MU PM_CCA - - - - - - 600 2.542 2.681 2.829 2.984 11.636PCMU_IA PM_PA PCMU_MU PM_CCA - - - - - - 1.016 4.307 4.543 4.793 5.057 19.716PCMU_IA PM_PA PCMU_MU PM_CCA - - - - - - 699 2.965 3.128 3.300 3.482 13.575PCMU_IA PM_PA PCMU_MU PM_CCA - - - - - - 699 2.965 3.128 3.300 3.482 13.575PCMU_IA PM_PA PCMU_MU PM_CCA - - - - - - 2.531 10.731 11.321 11.944 12.601 49.128

- - - - - - 13.572 57.538 60.703 64.042 67.564 263.419

PCMU_IA PM_PA PCMU_MU PM_CCA - - - - - - 1.239 5.253 5.541 5.846 6.168 24.047PCMU_IA PM_PA PCMU_MU PM_CCA - - - - - - 1.239 5.253 5.541 5.846 6.168 24.047PCMU_IA PM_PA PCMU_MU PM_CCA - - - - - - 999 4.236 4.469 4.715 4.974 19.393

- - - - - - 3.477 14.741 15.552 16.407 17.310 67.487PCMU_IA PM_PA PCMU_MU PM_CCA - - - - - - 3.098 13.131 13.854 14.616 15.419 60.118PCMU_IA PM_PA PCMU_MU PM_CCA - - - - - - 1.549 6.566 6.927 7.308 7.710 30.059PCMU_IA PM_PA PCMU_MU PM_CCA - - - - - - 10.325 - - - - 10.325

- - - - - - 32.021 91.977 97.035 102.372 108.003 431.408263.517 513.196 521.213 377.559 242.846 1.918.331 94.941 212.356 219.295 190.935 164.967 882.494

Page 3

Supplementary Appendix 5 - Detailed cost estimates, financing plan and allocation for Project 1 Loan Funded Sub Component 8.2 - Independent Monitoring and Evaluation (Costab Ouputs)


Indonesia ICWRMIP Project 1 Table 17. 8.2. Independent Monitoring and Evaluation Detailed Costs Quantities Unit Cost Unit Cost Base Cost (US$)


I. Investment Costs A. Vehicles and Equipment

1. Equipment/Furniture package - - - - - - - - - - - -B. Consulting Services


Project Evaluation Specialist man-months 3 2 2 2 4 13 179,025,000 19,250 57.750 38.500 38.500 38.500 77.000 250.250Monitoring and Evaluation Specialist man-months - - - - - - - - - - - -

Subtotal International Professional Staffs 57.750 38.500 38.500 38.500 77.000 250.250b. National Professional Staffs

Team Leader - PPMS/Monitoring and Evaluation Spec. man-months 6 6 6 6 6 30 25,575,000 2,750 16.500 16.500 16.500 16.500 16.500 82.500Project Evaluation - Economist man-months 6 6 6 6 6 30 25,575,000 2,750 16.500 16.500 16.500 16.500 16.500 82.500Sociologist/CBD/CDD Specialist man-months 3 3 3 3 3 15 25,575,000 2,750 8.250 8.250 8.250 8.250 8.250 41.250Assistants /a man-months 36 36 36 36 36 180 12,276,000 1,320 47.520 47.520 47.520 47.520 47.520 237.600

Subtotal National Professional Staffs 88.770 88.770 88.770 88.770 88.770 443.850Subtotal Remuneration 146.520 127.270 127.270 127.270 165.770 694.1002. Travel, Housing, Office, Transport and Other Costs

International Travel R-trips 1 1 1 1 1 5 30,690,000 3,300 3.300 3.300 3.300 3.300 3.300 16.500OSA and Housing days 90 60 60 60 120 390 1,023,000 110 9.900 6.600 6.600 6.600 13.200 42.900NPS Housing months 15 15 15 15 15 75 1,278,750 138 2.063 2.063 2.063 2.063 2.063 10.313Sub-professional Staffs man-months 6 6 6 6 6 30 7,161,000 770 4.620 4.620 4.620 4.620 4.620 23.100Support Staffs /b man-months 12 12 12 12 12 60 4,092,000 440 5.280 5.280 5.280 5.280 5.280 26.400Office Rental, Communication, Running Cost etc months 6 6 6 6 6 30 4,092,000 440 2.640 2.640 2.640 2.640 2.640 13.200Office Furniture and Equipment package 0,8 0,05 0,05 0,05 0,05 1 61,380,000 6,600 5.280 330 330 330 330 6.600Transport months 6 6 6 6 6 30 10,230,000 1,100 6.600 6.600 6.600 6.600 6.600 33.000Reporting times 1 1 1 1 1 5 20,460,000 2,200 2.200 2.200 2.200 2.200 2.200 11.000Out-of-station and Various Costs /c months 6 6 6 6 6 30 10,230,000 1,100 6.600 6.600 6.600 6.600 6.600 33.000

Subtotal Travel, Housing, Office, Transport and Other Costs 48.483 40.233 40.233 40.233 46.833 216.0133. Workshop/Seminar

Workshop/Seminar times 1 - - - 1 2 102,300,000 11,000 11.000 - - - 11.000 22.000Subtotal Consulting Services 206.003 167.503 167.503 167.503 223.603 932.113C. Project Coordination and Management

1. Coordination Meetings times 2 2 2 2 2 10 10,230,000 1,100 2.200 2.200 2.200 2.200 2.200 11.000D. Project Administration Support

1. Salaries for Project Financial Management KPA man-months - - - - - - - - - - - -Koordinator Sekretariat RCMU man-months - - - - - - - - - - - -PIU man-months - - - - - - - - - - - -Treasury man-months - - - - - - - - - - - -Administration Assistant man-months - - - - - - - - - - - -Technical Assistant man-months - - - - - - - - - - - -Urusan Pengujian, Verifikasi etc man-months - - - - - - - - - - - -PPK-1 man-months - - - - - - - - - - - -Pelaksana Administrasi /d man-months 12 12 12 12 12 60 2,100,000 226 2.710 2.710 2.710 2.710 2.710 13.548Pelaksana Teknik /e man-months 12 12 12 12 12 60 2,100,000 226 2.710 2.710 2.710 2.710 2.710 13.548Counterpart /f man-months 48 48 48 48 48 240 1,900,000 204 9.806 9.806 9.806 9.806 9.806 49.032


Secretary/Office Manager man-months 12 12 12 12 12 60 3,720,000 400 4.800 4.800 4.800 4.800 4.800 24.000Computer Operator man-months - - - - - - - - - - - -Office Boy and Security /g man-months - - - - - - - - - - - -

Subtotal Secretariat 4.800 4.800 4.800 4.800 4.800 24.0003. Transport months 12 12 12 12 12 60 9,300,000 1,000 12.000 12.000 12.000 12.000 12.000 60.0004. Office Rental, Communication, Running Cost etc months 12 12 12 12 12 60 4,650,000 500 6.000 6.000 6.000 6.000 6.000 30.0005. Procurement package 1 - - - - 1 18,600,000 2,000 2.000 - - - - 2.000

Subtotal Project Administration Support 40.026 38.026 38.026 38.026 38.026 192.129Total 248.228 207.728 207.728 207.728 263.828 1.135.242 _________________________________\a 6 persons\b 2 persons\c $1000 per month\d 2 persons\e persons\f 8 persons\g 2 persons

Page 1


IndonesiaICWRMIP Project 1Table 17. 8.2. Independent Monitoring and EvaluationDetailed Costs


1. Equipment/FurnitureB. Consulting Services


Project Evaluation SpecialistMonitoring and Evaluation Specialist


Team Leader - PPMS/Monitoring and Evaluation Spec.Project Evaluation - EconomistSociologist/CBD/CDD SpecialistAssistants /a


International TravelOSA and HousingNPS HousingSub-professional StaffsSupport Staffs /bOffice Rental, Communication, Running Cost etcOffice Furniture and EquipmentTransportReportingOut-of-station and Various Costs /c

Subtotal Travel, Housing, Office, Transport and Other Costs3. Workshop/Seminar

Workshop/SeminarSubtotal Consulting ServicesC. Project Coordination and Management

1. Coordination MeetingsD. Project Administration Support

1. Salaries for Project Financial ManagementKPAKoordinator Sekretariat RCMUPIUTreasuryAdministration AssistantTechnical AssistantUrusan Pengujian, Verifikasi etcPPK-1Pelaksana Administrasi /dPelaksana Teknik /eCounterpart /f


Secretary/Office ManagerComputer OperatorOffice Boy and Security /g


Subtotal Project Administration SupportTotal _________________________________\a 6 persons\b 2 persons\c $1000 per month\d 2 persons\e persons\f 8 persons\g 2 persons

Breakdown of Totals Incl. Cont. (US$) Parameters (in %)Local Phy. Summary Divisions Other Accounts

Totals Including Contingencies (US$) (Excl. Duties & Cont. For. Gross Expenditure Disb. Impl. Proj. Manag. Cost2009 2010 2011 2012 2013 Total For. Exch. Taxes) Taxes Total Rate Exch. Tax Rate Component Account Acct. Fin. Rule Agency Area Unit Center

- - - - - - - - - - 5,0 0,0 0,0 IME_CA ADF_EQUI_EA VE_DA ADF (77.9387% ) RCMU_IA PM_PA RCMU_MU IME_CCA

61.486 41.806 42.308 42.816 86.659 275.075 247.567 - 27.507 275.075 5,0 90,0 10,0 IME_CA ADF_CS_OCS_EA CS_DA ADF (81% ) RCMU_IA PM_PA RCMU_MU IME_CCA- - - - - - - - - - 5,0 0,0 0,0 IME_CA ADF_CS_OCS_EA CS_DA ADF (81% ) RCMU_IA PM_PA RCMU_MU IME_CCA

61.486 41.806 42.308 42.816 86.659 275.075 247.567 - 27.507 275.075

17.888 18.959 20.001 21.101 22.262 100.211 - 90.190 10.021 100.211 5,0 0,0 10,0 IME_CA ADF_CS_OCS_EA CS_DA ADF (81% ) RCMU_IA PM_PA RCMU_MU IME_CCA17.888 18.959 20.001 21.101 22.262 100.211 - 90.190 10.021 100.211 5,0 0,0 10,0 IME_CA ADF_CS_OCS_EA CS_DA ADF (81% ) RCMU_IA PM_PA RCMU_MU IME_CCA8.944 9.479 10.001 10.551 11.131 50.106 - 45.095 5.011 50.106 5,0 0,0 10,0 IME_CA ADF_CS_OCS_EA CS_DA ADF (81% ) RCMU_IA PM_PA RCMU_MU IME_CCA

51.518 54.601 57.604 60.772 64.114 288.608 - 259.747 28.861 288.608 5,0 0,0 10,0 IME_CA ADF_CS_OCS_EA CS_DA ADF (81% ) RCMU_IA PM_PA RCMU_MU IME_CCA96.238 101.997 107.607 113.525 119.769 539.135 - 485.222 53.914 539.135

157.724 143.803 149.915 156.341 206.428 814.210 247.567 485.222 81.421 814.210

3.514 3.583 3.626 3.670 3.714 18.107 16.296 - 1.811 18.107 5,0 90,0 10,0 IME_CA ADF_CS_OCS_EA CS_DA ADF (81% ) RCMU_IA PM_PA RCMU_MU IME_CCA10.733 7.583 8.001 8.441 17.810 52.567 - 47.310 5.257 52.567 5,0 0,0 10,0 IME_CA ADF_CS_OCS_EA CS_DA ADF (81% ) RCMU_IA PM_PA RCMU_MU IME_CCA2.236 2.370 2.500 2.638 2.783 12.526 - 11.274 1.253 12.526 5,0 0,0 10,0 IME_CA ADF_CS_OCS_EA CS_DA ADF (81% ) RCMU_IA PM_PA RCMU_MU IME_CCA5.009 5.308 5.600 5.908 6.233 28.059 - 25.253 2.806 28.059 5,0 0,0 10,0 IME_CA ADF_CS_OCS_EA CS_DA ADF (81% ) RCMU_IA PM_PA RCMU_MU IME_CCA5.724 6.067 6.400 6.752 7.124 32.068 - 28.861 3.207 32.068 5,0 0,0 10,0 IME_CA ADF_CS_OCS_EA CS_DA ADF (81% ) RCMU_IA PM_PA RCMU_MU IME_CCA2.862 3.033 3.200 3.376 3.562 16.034 - 14.430 1.603 16.034 5,0 0,0 10,0 IME_CA ADF_CS_OCS_EA CS_DA ADF (81% ) RCMU_IA PM_PA RCMU_MU IME_CCA5.724 379 400 422 445 7.371 - 6.634 737 7.371 5,0 0,0 10,0 IME_CA ADF_CS_OCS_EA CS_DA ADF (81% ) RCMU_IA PM_PA RCMU_MU IME_CCA7.155 7.583 8.001 8.441 8.905 40.084 - 36.076 4.008 40.084 5,0 0,0 10,0 IME_CA ADF_CS_OCS_EA CS_DA ADF (81% ) RCMU_IA PM_PA RCMU_MU IME_CCA2.385 2.528 2.667 2.814 2.968 13.361 - 12.025 1.336 13.361 5,0 0,0 10,0 IME_CA ADF_CS_OCS_EA CS_DA ADF (81% ) RCMU_IA PM_PA RCMU_MU IME_CCA7.155 7.583 8.001 8.441 8.905 40.084 - 36.076 4.008 40.084 5,0 0,0 10,0 IME_CA ADF_CS_OCS_EA CS_DA ADF (81% ) RCMU_IA PM_PA RCMU_MU IME_CCA

52.497 46.019 48.396 50.902 62.448 260.262 16.296 217.939 26.026 260.262

11.925 - - - 14.841 26.767 - 24.090 2.677 26.767 5,0 0,0 10,0 IME_CA ADF_CS_OCS_EA CS_DA ADF (81% ) RCMU_IA PM_PA RCMU_MU IME_CCA222.147 189.822 198.310 207.242 283.717 1.101.239 263.864 727.251 110.124 1.101.239

2.272 2.407 2.540 2.680 2.827 12.725 - 11.453 1.273 12.725 0,0 0,0 10,0 IME_CA ADF_PCM_EA PCM_DA ADF (81% ) RCMU_IA PM_PA RCMU_MU IME_CCA

- - - - - - - - - - 0,0 0,0 0,0 IME_CA PAS_EA PAS_DA GOVT RCMU_IA PM_PA RCMU_MU IME_CCA- - - - - - - - - - 0,0 0,0 0,0 IME_CA PAS_EA PAS_DA GOVT RCMU_IA PM_PA RCMU_MU IME_CCA- - - - - - - - - - 0,0 0,0 0,0 IME_CA PAS_EA PAS_DA GOVT RCMU_IA PM_PA RCMU_MU IME_CCA- - - - - - - - - - 0,0 0,0 0,0 IME_CA PAS_EA PAS_DA GOVT RCMU_IA PM_PA RCMU_MU IME_CCA- - - - - - - - - - 0,0 0,0 0,0 IME_CA PAS_EA PAS_DA GOVT RCMU_IA PM_PA RCMU_MU IME_CCA- - - - - - - - - - 0,0 0,0 0,0 IME_CA PAS_EA PAS_DA GOVT RCMU_IA PM_PA RCMU_MU IME_CCA- - - - - - - - - - 0,0 0,0 0,0 IME_CA PAS_EA PAS_DA GOVT RCMU_IA PM_PA RCMU_MU IME_CCA- - - - - - - - - - 0,0 0,0 0,0 IME_CA PAS_EA PAS_DA GOVT RCMU_IA PM_PA RCMU_MU IME_CCA

2.798 2.965 3.128 3.300 3.482 15.673 - 15.673 - 15.673 0,0 0,0 0,0 IME_CA PAS_EA PAS_DA GOVT RCMU_IA PM_PA RCMU_MU IME_CCA2.798 2.965 3.128 3.300 3.482 15.673 - 15.673 - 15.673 0,0 0,0 0,0 IME_CA PAS_EA PAS_DA GOVT RCMU_IA PM_PA RCMU_MU IME_CCA

10.125 10.731 11.321 11.944 12.601 56.722 - 56.722 - 56.722 0,0 0,0 0,0 IME_CA PAS_EA PAS_DA GOVT RCMU_IA PM_PA RCMU_MU IME_CCA15.721 16.661 17.578 18.545 19.565 88.069 - 88.069 - 88.069

4.956 5.253 5.541 5.846 6.168 27.764 - 27.764 - 27.764 0,0 0,0 0,0 IME_CA PAS_EA PAS_DA GOVT RCMU_IA PM_PA RCMU_MU IME_CCA- - - - - - - - - - 0,0 0,0 0,0 IME_CA PAS_EA PAS_DA GOVT RCMU_IA PM_PA RCMU_MU IME_CCA- - - - - - - - - - 0,0 0,0 0,0 IME_CA PAS_EA PAS_DA GOVT RCMU_IA PM_PA RCMU_MU IME_CCA

4.956 5.253 5.541 5.846 6.168 27.764 - 27.764 - 27.76412.390 13.131 13.854 14.616 15.419 69.410 - 69.410 - 69.410 0,0 0,0 0,0 IME_CA PAS_EA PAS_DA GOVT RCMU_IA PM_PA RCMU_MU IME_CCA6.195 6.566 6.927 7.308 7.710 34.705 - 34.705 - 34.705 0,0 0,0 0,0 IME_CA PAS_EA PAS_DA GOVT RCMU_IA PM_PA RCMU_MU IME_CCA2.065 - - - - 2.065 - 2.065 - 2.065 0,0 0,0 0,0 IME_CA PAS_EA PAS_DA GOVT RCMU_IA PM_PA RCMU_MU IME_CCA

41.327 41.611 43.900 46.314 48.862 222.013 - 222.013 - 222.013265.745 233.841 244.750 256.236 335.406 1.335.977 263.864 960.717 111.396 1.335.977

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IndonesiaICWRMIP Project 1Table 17. 8.2. Independent Monitoring and EvaluationDetailed Costs


1. Equipment/FurnitureB. Consulting Services


Project Evaluation SpecialistMonitoring and Evaluation Specialist


Team Leader - PPMS/Monitoring and Evaluation Spec.Project Evaluation - EconomistSociologist/CBD/CDD SpecialistAssistants /a


International TravelOSA and HousingNPS HousingSub-professional StaffsSupport Staffs /bOffice Rental, Communication, Running Cost etcOffice Furniture and EquipmentTransportReportingOut-of-station and Various Costs /c

Subtotal Travel, Housing, Office, Transport and Other Costs3. Workshop/Seminar

Workshop/SeminarSubtotal Consulting ServicesC. Project Coordination and Management

1. Coordination MeetingsD. Project Administration Support

1. Salaries for Project Financial ManagementKPAKoordinator Sekretariat RCMUPIUTreasuryAdministration AssistantTechnical AssistantUrusan Pengujian, Verifikasi etcPPK-1Pelaksana Administrasi /dPelaksana Teknik /eCounterpart /f


Secretary/Office ManagerComputer OperatorOffice Boy and Security /g


Subtotal Project Administration SupportTotal _________________________________\a 6 persons\b 2 persons\c $1000 per month\d 2 persons\e persons\f 8 persons\g 2 persons

Expenditures by Financiers (US$)ADB ADF Loan Central Government

2009 2010 2011 2012 2013 Total 2009 2010 2011 2012 2013 Total

- - - - - - - - - - - -

49.804 33.863 34.269 34.681 70.194 222.811 11.682 7.943 8.039 8.135 16.465 52.264- - - - - - - - - - - -

49.804 33.863 34.269 34.681 70.194 222.811 11.682 7.943 8.039 8.135 16.465 52.264

14.489 15.356 16.201 17.092 18.032 81.171 3.399 3.602 3.800 4.009 4.230 19.04014.489 15.356 16.201 17.092 18.032 81.171 3.399 3.602 3.800 4.009 4.230 19.0407.245 7.678 8.101 8.546 9.016 40.585 1.699 1.801 1.900 2.005 2.115 9.520

41.729 44.226 46.659 49.225 51.933 233.772 9.788 10.374 10.945 11.547 12.182 54.83577.953 82.617 87.161 91.955 97.013 436.700 18.285 19.379 20.445 21.570 22.756 102.436

127.757 116.481 121.431 126.636 167.206 659.510 29.968 27.323 28.484 29.705 39.221 154.700

2.846 2.903 2.937 2.973 3.008 14.667 668 681 689 697 706 3.4408.694 6.143 6.480 6.837 14.426 42.579 2.039 1.441 1.520 1.604 3.384 9.9881.811 1.920 2.025 2.137 2.254 10.146 425 450 475 501 529 2.3804.057 4.300 4.536 4.786 5.049 22.728 952 1.009 1.064 1.123 1.184 5.3314.637 4.914 5.184 5.469 5.770 25.975 1.088 1.153 1.216 1.283 1.354 6.0932.318 2.457 2.592 2.735 2.885 12.987 544 576 608 641 677 3.0464.637 307 324 342 361 5.970 1.088 72 76 80 85 1.4005.796 6.143 6.480 6.837 7.213 32.468 1.359 1.441 1.520 1.604 1.692 7.6161.932 2.048 2.160 2.279 2.404 10.823 453 480 507 535 564 2.5395.796 6.143 6.480 6.837 7.213 32.468 1.359 1.441 1.520 1.604 1.692 7.616

42.523 37.275 39.201 41.230 50.583 210.812 9.974 8.744 9.195 9.671 11.865 49.450

9.660 - - - 12.021 21.681 2.266 - - - 2.820 5.086179.939 153.756 160.632 167.866 229.811 892.003 42.208 36.066 37.679 39.376 53.906 209.235

1.840 1.950 2.057 2.170 2.290 10.307 432 457 483 509 537 2.418

- - - - - - - - - - - -- - - - - - - - - - - -- - - - - - - - - - - -- - - - - - - - - - - -- - - - - - - - - - - -- - - - - - - - - - - -- - - - - - - - - - - -- - - - - - - - - - - -- - - - - - 2.798 2.965 3.128 3.300 3.482 15.673- - - - - - 2.798 2.965 3.128 3.300 3.482 15.673- - - - - - 10.125 10.731 11.321 11.944 12.601 56.722- - - - - - 15.721 16.661 17.578 18.545 19.565 88.069

- - - - - - 4.956 5.253 5.541 5.846 6.168 27.764- - - - - - - - - - - -- - - - - - - - - - - -- - - - - - 4.956 5.253 5.541 5.846 6.168 27.764- - - - - - 12.390 13.131 13.854 14.616 15.419 69.410- - - - - - 6.195 6.566 6.927 7.308 7.710 34.705- - - - - - 2.065 - - - - 2.065- - - - - - 41.327 41.611 43.900 46.314 48.862 222.013

181.779 155.706 162.689 170.037 232.101 902.311 83.966 78.135 82.061 86.199 103.305 433.667

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