In response to the Request for Expressions

Of Interest Consulting and Technical

Assistance for Review and Development
Human Capital Development Plan (HCDP)
and Re-Entry Policies of Scholarship
Program for Strengthening the Reforming
Institution (SPIRIT)

Expression of Interest
Ref No.: 04/ULP.199/01.04/09/2016

Pc-04
EXPRESSION OF INTEREST

Consulting and Technical Assistance for Review and Development Human Capital
Development Plan (HCDP) and Re-Entry Policies of Scholarship Program for
Strengthening the Reforming Institution (SPIRIT)

Table of Contents:

A. INTRODUCTION

B. ORGANIZATION PROFILE/CORE BUSINESS DESCRIPTIONS

C. DESCRIPTIONS OF SIMILAR ASSIGNMENTS

D. EXPERIENCE IN SIMILAR CONDITIONS

E. EXPERIENCE OF WORKING IN COOPERATION WITH INTERNATIONAL PROJECTS

F. AVAILABILITY OF APPROPRIATE TECHNICAL PERSONNEL

ANNEX PROJECT DATA SHEETS (5 MOST RELEVANT)

 Expressions of Interest

A. INTRODUCTION

The objective of the assignment is to provide technical assistance assist, in so far as needed, the
participating agencies (i) development, evaluation, and technical assistance for Human Capital Development
Plan, and (ii) development, evaluation and technical assistance for re-Entry Policy Development.

B. ORGANIZATION PROFILE/CORE BUSINESS DESCRIPTIONS

PT. Phibetha Kalamwijaya (PKW) has a long record of exceptional consulting services to various
government and private agencies since 1988. PKW is a consulting firm with extensive experience in a wide
variety of projects: government system, public works, project management, community development,
decentralization, training, commercial development, and urban and regional development. PKW has a staff
of 23 full-time experts and over 300 contract experts in all pertinent areas of expertise.

In June 2004 PKW has received the ISO 9001:2000 Certificate from SGS international and registered in
UKAS and KAN, for Quality Management system to guarantee customer satisfaction, leadership, innovation
and technology as established in ISO value, and now upgraded to QMS of ISO 9001:2008.

Organization Structure of PKW is provided in the following figure:

C. ADMINISTRATION DATA SHEET

Constitution or legal status of PT. Phibetha Kalamwijaya:

Certificate of the Company/Institution
Number: 9
Date: January 5, 1988
Name of Director: Resma Tampubolon (President Director)
Victor Pardede, SH (Director)
Jenta Lumban Toruan (Director)
Name of Notary: Ny. Yetty Taher, SH

Last Amendment Certificate of the Company/Institution

Number: 14
Date: November 20, 2014
Name of Director: Bakhri Effendi (President Director)
Wiyatno Muchdi (Director)
Kurniawan Hudianto (Director)
Name of Notary: Notary Ike Rahmawati, SH, MKn.
For further information, please see attached a copy of legal status of Bidder

Place of registration: Jakarta Selatan, DKI Jakarta, INDONESIA

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 Expressions of Interest

Principal place of business:

Domicile Permit
Certificate number: 457/27.1.0/31.74.02.1003/1.824/2015
Date: April 01, 2015
Validity Period: April 01, 2016
Authorized by: Kelurahan Karet Kuningan, Setiabudi, Jakarta Selatan
Place of Business: Menara Kuningan, lantai 15 C-D, Blok X-7, Kav. 5, Jl. H. R. Rasuna Said, Jakarta Selatan
Telepon: 021-75917733 (Hunting)
Fax: 021-75917734
E-mail: info@pkw.consulting ; phibethakalamwijaya@yahoo.com

Certificate of Trade Business (SIUP)

Certificate number: 2222/24.1.0/31.74.00.0000/1.824.271/2015
Date: April 30, 2015
Validity Period: May 03, 2020
Authorized by: Provincial Government of DKI Jakarta

Company Registration Number (TDP)

Certificate number: 09.03.1.70.45452
Date: June 11, 2015
Validity Period: May 16, 2020
Authorized by: Provincial Government of DKI Jakarta

Tax Payer Number (NPWP)

Number: 01.350.655.5-007.000
Name : PT. Phibetha Kalamwijaya
Authorized by: Directorat Jenderal Pajak

Board Of Commissioner
No. Name ID Card Number Position
1. Ogam Anantyo 31740423078800022 President Commissioneer
2. Bakhri Effendi 3674012909590001 Commissioneer
3. Denny Zul Syafardan 3175101307620005 Commissioneer

Board of Director
No. Name ID Card Number Position
1. Kurniawan Hudianto 317503311720003 President Director
2. Rangga Biyandono 3175012305820001 Director

Shareholder

No. Name ID Card Number Share

1. Ogam Anantyo 31740423078800022 48.00%
2. Bakhri Effendi 3674012909590001 20.00%
3. Denny Zul Syafardan 3175101307620005 6.00%
4. Yuni Pranoto 3276050606590013 4.00%
5. Wiyatno Moechdi 09.5404.020946.0141 4.00%
6. Kurniawan Hudianto 317503311720003 4.00%
7. Saiful Haris Eko Kurniawan 3276050808680023 2.00%
8. Azizah Alatas 3173015611710006 2.00%
9. Irwansyah Abdi 3174040805710003 2.00%
10. Subariyati 327605670771001 2.00%
11. Suyono 3674060404700001 2.00%
12. Rangga Biyandono 3175012305820001 2.00%
13. Martafia 3174046802780008 2.00%

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D. FINANCE AND MANAGEMENT CAPABILITY

Finance

PT. Phibetha Kalamwijaya realize that to run the activities of companies that carry out large-scale projects, it
needs adequate funding. To the PT. Phibetha Kalamwijaya always strive to meet the needs fresh funds from
various sources, including credit guarantees from the leading bank in Indonesia.

Currently PT. Phibetha kalamwijaya supported by Bank BNI, Tbk. with a credit line worth Rp.15.000.000.000,
- (fifthteen billion rupiahs) by the letter number: MRC/06/0371/R dated June 20, 2013.

No. Account/CIF Bank Saldo/Line Credit Type of Account

9099130053 BNI Cabang 22 – Melawai Raya Rp. 15.000.000.000 Line Credit

Name, address, and telephone, telex, and facsimile numbers of banks that may provide references if
contacted by the Employer:

Bank Address Phone Contact Person

BNI Melawai Jl. Melawai Raya No. 1, Jakarta Selatan 021-72801456 Sandi / Bayu

With an average turnover of funds every month more than Rp.5.000.000.000, - (five billion rupiah) provide
clear evidence that the PT. Phibetha Kalamwijaya have the ability to handle large projects.

Financial reports for the last three years: balance sheets, profit and loss statements, auditors’ reports, etc. List
below and attach copies.

Year
Description
2012 2013 2014
Turn Over Rp. 52.904.837.939 Rp. 41.713.168.863 Rp. 30.939.588.382
Profit / Lost Rp. 216.293.910 Rp. 957.869.811 Rp. 444.938.239
Current Asset Rp. 32.676.594.913 Rp. 26.350.501.397 Rp. 23.008.462.791
Equity Rp. 20.227.679.355 Rp. 21.185.549.166 Rp. 21.255.487.404
Auditor Opinion Unqualified Opinion Unqualified Opinion Unqualified Opinion

Management

We propose Mr. Rangga Biyandono as corporate representative in this project. Mr. Rangga Biyandono is a
Bachelor of Public Administration graduates of Gadjah Mada University Yogyakarta in 2004 and a Masters in
Political Science of the University of Indonesia Jakarta in 2014.

Mr. Rangga Biyandono have experience as project manager for more than 7 years. Several projects have
been handled by Mr. Rangga Biyandono include:

1. Capacity Building for Regional Development Policy Formulation , DSF-BAPPENAS (2011). This project
is a study project that focuses on the study and assistance on capacity building of government officials
and regional development. Scope of work includes Assessment of currently available data; Aims to
effect policy change; Assessment of current region-wide initiatives to produce and implement linked
development strategies; The implementing agency is tasked with developing a specific strategy for
each of the seven island regions based on their major characteristics and development issues based
upon the RPJM Book 3 (see Annex 3) and the Government Work Plan (RKP); Develop a monitoring
and evaluation framework for each region; Focused on not only disseminating the results of the study
but also to elicit input and create a sense of regional ownership and cross-ministerial buy-in; and
Identify capacity needs of Bappenas staff.

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 Expressions of Interest

2. Support for Poor and disadvantage areas of the Ministry of Disadvantage Areas Development (2007-
2011). This project is a project of community development in disadvantaged areas, emphasizing
sustainable development by providing knowledge to the public in the form of training and guidance for
the development of cadres, as well as the physical construction of rural infrastructure such as
sanitation, roads, bridges, and drinking water.
3. Training and the Campaign for Rural Infrastructure Social Economic Program of the Ministry of Home
Affairs (2008-2012). This project is a project of training for project participants and local authorities in
implementing, monitoring, maintaining and monitoring the project.

E. TECHNICAL COMPETENCE

PT. Phibetha Kalamwijaya had handled several projects in Rural Development, Urban Development, study,
education, training, capacity building, community empowerment, government support and event organizer,
such as:

1. National Community Driven Development (NCDD) Project

Township Level Technical Assistance in Township Cluster No. 6: Naypyitaw and Mandalay,
January 2016-December 2019
Credit No. H418-MM
Executing Agency: Ministry of Livestock, Fisheries and Rural Development, Myanmar
as the Lead Frm with PUNLA Satao (Philippines) and Border Area Development Association
(Myanmar)
2. The Community Empowerment for Rural Development Project (CERD)
Part A : Capacity Building for Decentralized Development Planning
ADB Loan No. 1765-INO (SF) & 1766-INO
Executing Agency: Ministry Of Home Affair
as the association of GHD Pty. Ltd
3. Community Local Government Support – Sector Development Project (CLGS-SDP)
ADB Loan No. : 1678 INO
Executing Agency: BAPPENAS
as the association of GRM International Pty. Ltd
4. Regional Project Management Consultant (RPMC) RIS PNPM for Regional III (Province of Jambi
and Riau)
ADB Loan No. 2449-INO (SF)
Executing Agency: Ministry of Public Work
Duration: May 2009 - July 2010
5. Kecamatan Development Program Consulting Services for Provincial and Kabupaten
Management Consultant Region II-A on Java
Loan IBRD No. : 4330-IND
Executing Agency: Ministry Of Home Affair
Duration: November 1998 - October 2002
6. Consulting Services for Consultant Contract Administration Services for District Consultants
on Sumatra and Java of Second Kecamatan Development Program
Loan IBRD No. : 4627-IND and IDA Credit No. 3535-ID
Executing Agency: Ministry Of Home Affair
Duration: October 2002 - February 2009
7. National Community Empowerment Program-RURAL Consulting Service for Regional
Management Consultant IV (RMC IV)

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Loan IBRD No. : 7666-IND and IDA Credit No. 4385-ID

Executing Agency: Ministry Of Home Affair
Duration: May 2009 - February 2012
8. Consulting Services for The Oversight Consultan (OC) Package 1-Region I (Nanggroe Aceh
Darussalam-1)
Loan IBRD No. : IDA Cr.4063/IBRD Ln.4779/MDTF
Executing Agency: Ministry of Settlements and Regional Infrastructure
Duration: January 2006 - December 2009
9. Training and Campaign for Rural Infrastructure Social Economic Development Program
JBIC Loan No. : IP 543
Executing Agency: Ministry of Home Affair
Duration: July 2008 – November 2012

F. GEOGRAPHICAL EXPERIENCE

PT. Phibetha Kalamwijaya has and is implementing projects in all Indonesian Provinces i.e:

1. The Community Empowerment for Rural Development Project (CERD)

Part A : Capacity Building for Decentralized Development Planning
ADB Loan No. 1765-INO (SF) & 1766-INO
Location: Central Kalimantan, East Kalimantan, South Kalimantan, Central Sulawesi, North Sulawesi,
and Southeast Sulawesi (INDONESIA)
2. Community Local Government Support – Sector Development Project (CLGS-SDP)
ADB Loan No. : 1678 INO
Location: West Java, Central Java, East Java, North Sumatra, Lampung, and South Sulawesi
(INDONESIA)
3. Regional Project Management Consultant (RPMC) RIS PNPM for Regional III (Province of Jambi
and Riau)
ADB Loan No. 2449-INO (SF)
Location: Riau and Jambi (INDONESIA)
4. Kecamatan Development Program Consulting Services for Provincial and Kabupaten
Management Consultant Region II-A on Java
Loan IBRD No. : 4330-IND
Location: Nanggroe Aceh Darussalam, North Sumatra, West Sumatra, Riau, South Sumatra,
Lampung, Banten, West Java, Central Java, D.I. Yogyakarta, and East Java (INDONESIA)
5. Consulting Services for Consultant Contract Administration Services for District Consultants
on Sumatra and Java of Second Kecamatan Development Program
Loan IBRD No. : 4627-IND and IDA Credit No. 3535-ID
Location: Nanggroe Aceh Darussalam, North Sumatra, West Sumatra, Riau, Jambi, South Sumatra,
Lampung, Banten, West Java, Central Java, D.I. Yogyakarta, and East Java (INDONESIA)
6. National Community Empowerment Program-RURAL Consulting Service for Regional
Management Consultant IV (RMC IV)
Loan IBRD No. : 7666-IND and IDA Credit No. 4385-ID
Location: Central Java, D.I. Yogyakarta, East Java, Bali, NTB, and NTT (INDONESIA)
7. Training and Campaign for Rural Infrastructure Social Economic Development Program
JBIC Loan No. : IP 543
Location: North Sumatra, Bengkulu, Jambi, Bangka Belitung, South Sulawesi, West Sulawesi, West
Kalimantan, South Kalimantan, and NTB (INDONESIA)

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8. Consulting Services for The Oversight Consultan (OC) Package 1-Region I (Nanggroe Aceh
Darussalam-1)
Loan IBRD No. : IDA Cr.4063/IBRD Ln.4779/MDTF
Location: Nanggroe Aceh Darussalam (INDONESIA)
9. Consulting Services of National Management Consultant Support for Poor and Disadvantaged
Areas Program, State Ministry of Development of Disadvantaged Regions
IBRD Loan No. 4788-IND and Credit No. 4076-IND
Location: Lampung, NTT, West Kalimantan, Central Kalimantan, Central Sulawesi, Maluku, North
Maluku, Bengkulu (INDONESIA).
10. Pengawalan/Pengawasan Pupuk Bersubsidi Melalui Pola Tenaga Pendampingan Masyarakat.
APBN-GOI
Location: All Indonesian Provinces.

G. MANAGEMENT COMPETENCE

Describe standard policies, procedures and practices that your entity has to assure quality interaction with clients and
outputs. Please state if your company is ISO certified.

PT. Phibetha Kalamwijaya will adopt the guiding principle of mutual respect for the management practices to
gain commitment and maintain a high standard of quality in its staff performance and outputs. To ensure the
performance of the implementation over the life of this assignment, the choice of the staff should satisfy a
certain standard of criteria to ensure that a minimum standard of quality of performance will be achieved. Over
the life of this assignment, our firm will ensure the following:

1. A Management Team that is highly experienced in project management and monitoring and evaluation
of project activities.
2. Highly qualified and experienced experts in the required areas of specialization.
3. Team Leader and/or experts shall be involved during the preparation of the proposal.
4. Project implementation shall be anchored on work plan and budget.
5. Regular and close monitoring of the project implementation activities through the continuous
monitoring of the activities based on the projects work plan, budget and project output/milestones.

PKW has received certification for applying Quality Management System of ISO 9001:2015, this certification
was issued by SGS and has been accredited by UKAS and KAN.

The Consultants under this Project, are to assist PIU in project implementation i.e. data collection and
analysis, financial, administrative and managerial, organizing training/workshop, monitoring and evaluation
and community driven development, with particular focus on urban sanitation and Rural Infrastructure, so the
Consultants should have good management strategy. To achieve the goal, the Consultants create a method
based on Quality Management System (ISO 9001:2015), that is in managing project implementation. It is
hoped that the mechanism strategy stated in ISO 9001:2015 would achieve quality product in appropriate with
the program objectives and target.

As one Quality Management System application, what is needed from a company is that they have to
determine, document, implement and maintain the quality management system and continually improve the
effectiveness in accordance with the standard requirements in ISO 9001:2015.

The company treats this project as similar to consulting services work. Thus, the Consultant develops
Consulting Services Framework as follows:

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1. In-house consultant type of Assignment. With this form, all the activities conducted by the
Consultants will always be coordinated and consulted with the counterpart team directly from time to
time. In this regard, the two-way communication will be established between the Consultants and the
Counterpart Team since the beginning of the project in order to achieve certain objectives, determine
the required resources, time and resource management, up to the final phase. In house assignment
type is considered effective due to the distance spread between the Consultants and the Project
Owner. With this type, the coordination and consultation effort will be small, timeless and costless.
2. The necessity of "line of command". In house type requires a clear "line of command", meaning the
clearance of the counterpart team that have rights and authority to assign the Consultants in order to
achieve certain objectives stipulated by the Term of Reference. The clear “line of command” will
prevent the mix-up about "who doing what" and mainly to avoid the uncertainty about "who doing who".
This is important to preclude the miscommunication and miss-coordination that might disturb the
achievement of certain targets in the certain time. In other words, “line of command” supports to
achieve the affectivity and efficiency of the target achievement.
3. "Unit attachment" requirement. With regard to “line of command” and “in house consultant” matters,
the clarity about “unit attachment” is important. It is the lucidity of where the experts or assistances
must be in-occulted. Thus, assignment with this condition will lead to the establishment of
professionalism of the experts as well as the respective counterpart in where the experts are attached.

How will your firm/consortium handle complaints concerning the performance of experts or quality of the reports
submitted for this assignment? What internal controls are in place to address and resolve complaints?

PT. Phibetha Kalamwijaya will formulate and institute guidelines to address complaints. A participatory
approach to this problem will ensure that all possible methods and avenues to address and resolve
complaints will be offered and will also take into account cultural differences and sensitivities.

However to minimize/prevent problems, it will be recommended that the following procedures and practices
be observed:

1. Investigation and recording of complaints.

2. Consult with the stakeholders with reference to possible solutions.
3. Inform the Team Leader and other staff members or persons concerned of the action to be taken and
discuss their response.
4. Work out a final decision in a harmonious manner, either to replace the expert or impose sanctions if
needed.
5. Explain clearly to the accused the action that is to be taken.

Based on the company experiences in handling of previous project, the success keys this project
implementation depends on 3 (three) main factors:

1. Strong and Professional Management. Strong and Professional management plays a read role in
managing the project. This means that it should offer ability in handling all administrative and financial
problems. Professional means that it should have strong commitment in-managing the project in order
to overcome all administrative and financial managerial problems.
2. Accurate Implementation Strategy. Other factors influencing the success of project implementation
is the accurate strategy implementation to be formulated in strategic planning. They are needed by all
main activities executed by each project component. The strategy formulation has to observe all
possible problems that may occur in project implementation. The strategy should be formulated before
the activities are conducted, where they are then to be evaluated and maintained as well as improved,
in order to adapt to on site real situation.
3. Reliable Specialists. Reliable specialists who manage project tasks becomes important factor in order
to achieve this Project implementation. In order to employ reliable specialists, the recruitment
mechanism will be based on finding perfect people for suitable places.

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How will you ensure the quality of your firm’s/consortium’s performance over the life of this assignment?

In order to create good quality management system the company, by means of the Consultants should:

1. Know and master needed process for quality management system and their application in all
organization.
2. State the priority and interaction among the process.
3. State the criteria and method needed to ensure that the operation and control process run effectively.
4. Ensure the resources and information availability needed for operation and monitoring process.
5. Monitor measure and analyze the process.
6. Implement actions needed for planned goal achievement and sustainable improvement of all the
process.
7. The process should be well managed by the company by means of project team, based on ISO
9001:2015 standard requirements.

Based on 7 (seven) basic quality management required by Quality Management system, there are several
requirements to cover in the management:

1. Focus on user. The company by means of the Consultants functioning as the executor, should be in
harmony with the PIU and/or Stake Holders who functions as the activity guarantor at all level.
2. Leadership. The Team Leader as the manager has to determine the project organization goal unity
and direction. The Team Leader should create and maintain the internal environment in order to
achieve the goal.
3. Personnel involvement. The other team as the core personnel should be utilized in accordance with
their skill.
4. Process Approach. This project objective could be achieved effectively once the related activities and
resources could be well managed.
5. Management System Approach. To identify, comprehend and manage inter connected process as a
system that offers contribution to project implementation in order to be effective.
6. Continual Improvement. This should be the stated target for project implementation.
7. Factual Approach in decision making. This should be based on data and information analysis.

To achieve the best project result, a cohesive team is required. Therefore before the team of consultants
begin operations, the company will conduct management coordination to build a solid team. The strategies to
begin the process of team building are:

1. The company will study the vision and mission of this project and discuss its content to reach
agreement and understanding.
2. The vision and mission will further be developed by the company working on all aspects to promote
achieving the desired project result.
3. The teams of consultants will meet at least monthly and will coordinate their activities to optimize
achievement.
4. In regard to management, the company will use high quality project implementation strategies and
develop the details of structures for efficient organization.
5. In regard to human resources, the company has chosen highly motivated and highly skilled experts
who will address client requirements and see the time limit as an exciting challenge.
6. With this approach, the company is confident that they will give the best solutions to any potential
problems that may arise.

Describe standard policies, procedures and practices that your firm has put in place to avoid changes/ replacements of
personnel and to ensure the continuity of professional services once contracted.

As a company that already has the certificate ISO 9001:2015, PT. Phibetha Kalamwijaya always recruiting
experts are planned from the beginning.

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Standard procedures implemented by the company are:

1. Made the announcement requirements in accordance with the requirements of experts who have been
determined in accordance with the TOR or if the availability of experts who owned the company is not
sufficient.
2. Perform administrative selection.
3. Direct interviews either by phone or face to face meetings.
4. Describes in detail the scope of the assignment of experts, including the location of their duties and to
negotiate salary and benefits to be received in accordance with the TOR expertise and experience of
these experts.
5. In the event of an agreement with the experts, it will start signing contracts with several conditions
related to the bidding process.
6. If declared victory in the tender, the company will soon make the call to the experts proposed, and the
possibilities were signing contracts that will be applied according to the date of mobilization as required
by the client.
7. Mobilize experts proposed in accordance with the provisions set forth in the contract between the
company and clients.

Describe what social protection practices you have in place to safeguard the well-being of your proposed experts?
Specifically describe arrangements you have in place for medical, accident and life insurance coverage during the
assignment.

To ensure the safety and continuity of employment of experts hired by the company. PT. Phibetha
Kalamwijaya going to involve experts in health insurance is managed by a company that has the widest
network in Indonesia.

The company manages some work experience, PT. Phibetha Kalamwijaya cooperation with some insurance
provider and had never experienced problems in the claims.

Insurance policies are provided throughout over the world.

H. DESCRIPTIONS OF SIMILAR ASSIGNMENTS

PT. Phibetha Kalamwijaya had handled several projects in study, education, training, capacity building,
community empowerment, government support, and event organizer, such as:

National Community Driven Development (NCDD) Project , Credit No. H418-MM, Contract No. C4.15
Township Level Technical Assistance in Township Cluster No. 6: Naypyitaw and Mandalay, January
2016-December 2019
Executing Agency: Ministry of Livestock, Fisheries and Rural Development, Myanmar.

The Republic of the Union of Myanmar has received a grant in the amount of US$80 million from the World
Bank toward the cost of its NCDD Project which is being implemented by the Department of Rural
Development (DRD). The objective of the project is to enable poor rural communities to benefit from
improved access to and use of basic infrastructure and services through a people-centered approach and to
enhance the government’s capacity to respond promptly and effectively to an eligible crisis or emergency.
This approach will empower villagers to manage and participate in their own development.

The objective will be achieved through: (i) financing community-identified rural infra-structure investments; (ii)
strengthening the capacity of communities in partnership with local authorities to effectively identify, plan and
implement their development priorities; and (iii) facilitating the participation of the poor and vulnerable, both
women and men, throughout the project cycle at the community level.
The project is comprised of 5 components, implemented over a period of approximately nine years, drawing
on both the original World Bank grant and additional financing resources from both development partners

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and the Government’s own resources. Each component includes specific activities that seek a gender
balance as well as to empower women.

Component 1: Community Block Grants to finance four annual cycles of on average US$33,000 to about
2,600 village tracts in approximately 63 townships for priority community level infrastructure. Block grants will
be allocated through a participatory planning process covering all villages within a village tract. All village
tracts in selected townships will be covered for equity purposes. Planning and prioritization of sub-projects
will be undertaken by villagers and representative village tract forums.

Component 2: Facilitation and Capacity Development to finance technical assistance and institutional
support at the union and township levels, including the hiring of community and technical facilitators. In this
context, it will support capacity development in areas such as participatory processes, project management,
gender equality and inclusion, environmental management and social accountability for local committee
members as well as government staff at the township, region/state and union levels.

Component 3: Knowledge and Learning to support community representatives and government staff
through learning from community based approaches implemented within and outside of Myanmar. There will
also be annual multi-stakeholder reviews to share experiences from the previous cycle and discuss ways to
improve the project’s design and implementation for the next cycle. This component will also finance formal
Project monitoring and evaluation studies.

Component 4: Implementation Support to support project management at the union and township levels,
including administration and logistical support for project implementation.

Component 5: Emergency Contingency Response to allow for the rapid reallocation of grant proceeds from
other components in order to provide preparedness and rapid response support to disaster, emergency
and/or catastrophic events, as needed.

National Community Empowerment Program (PNPM) – Rural

Kecamatan Development Program (KDP),
Loan IBRD No. : 4627-IND, February 2002 – February 2009
Loan IBRD No,: 7666-ID, May 2009 – February 2012
Loan IBRD No.: 7867-ID and 8079-ID, February 2012 – June 2014
Executing Agency: Ministry of Home Affairs (MOHA), Indonesia

The Kecamatan Development Program (KDP) is a national Government of Indonesia program, implemented
by the Ministry of Home Affairs, Community Development Office aimed at alleviating poverty, strengthening
local government and community institutions, and improving local governance. KDP began in 1998 at a time
of tremendous political upheaval and financial crisis. Currently, KDP is in its third phase, and is expected to
run until 2014. This program generates the well-kown CDD program in Indonesia called PNPM.

The program is funded through government budget allocations, donor grants, and loans from the World
Bank. It provides block grants of approximately Rp. 500 million to 1.5 billion (approximately US$50,000 to
US$150,000) to sub-districts (kecamatan) depending upon population size. Villagers engage in a
participatory planning and decision-making process to allocate those resources for their self-defined
development needs and priorities.

Capacity Building for Regional Development Policy Formulation

World Bank / DSF, March 2011 – November 2011.
Executing Agency: National Development Planning Board (Bappenas), Indonesia

The goal of this project is to contribute to a significant reduction in inter-regional disparities through better-
informed and better-managed policy making for regional development.

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The purpose is to build within Bappenas sustainable institutional capability to: (1) assess the empirical
basis of existing Indonesian policy on regional development and related policies and make
recommendations for improvements; (2) propose new approaches to regional development planning that are
more appropriate and effective; and (3) disseminate the results and develop a cross-ministerial and regional
consensus on new policy approaches.

The objectives are to:

• Identify currently available data, and data gaps, and provide an assessment of available data and how
data are used for policy making on regional development.
• Provide an assessment of the impact of government regional development policy.
• Compile indicators of regional disparity over time and assess how policy has impacted on this. Take into
consideration political, social and economic aspects underlying the issue of regional disparities.
• Assess current island-wide initiatives to produce and implement integrated development strategies.
• Assess how regional development policy, issues and priorities have impacted on the island regions.
Produce a development strategy paper for each region derived from the RPJM, provide a thorough
detailing of the policy implications and draft a monitoring framework for the implementation of regional-
based development.
• Develop consensus on the regional development strategies between regional governments within each
island region, across central government ministries and between national government and regional
governments.

Scope of Services
1. Assessment of currently available data. The data assessment will include a range of data on measures
of regional disparities. Given the volume of data available a careful selection will need to be made to
ensure that the data assessment informs the rest of the activity. This data assessment will include an
identification of what data are available, data accuracy, what is missing, how it is collected, where it is
stored and to what extent it is used to inform development policy. Deliverable: Data assessment with
recommendations on how data related processes and quality can be improved and successfully
incorporated in regional development strategies.
2. This project aims to effect policy change. Whilst an understanding of policy making processes is
important towards affecting policy change this is complex and cannot be assessed comprehensively
within the scope of this activity. Therefore, the Consultant will be expected to focus on an assessment of
existing regional policy. It is probable that the focus will be on the seven island regions, as identified by
Bappenas, but with more emphasis given to the regions of eastern Indonesia (i.e. Sulawesi, Nusa
Tenggara, Maluku and Papua). The policy assessment should include an assessment of the
appropriateness of dividing Indonesia into seven major island regions for the purposes of regional policy
making. A key part of this will be to assess how development plans situated at the level between the
national government and the provinces can be effective. This will need to address issues of ownership,
legal status, institutional responsibility and national and regional budget processes and allocations.
Given the breadth of the topic and the huge number of policies potentially impacting on regional
development it is important that the implementing agency select a manageable number of relevant
policies that will have a bearing on the formulation of the regional development strategic (paragraph 20).
The Consultant will need to seek input from across national government. Deliverable: Assessment of
current policy including opportunities and recommendations for redirection including recommendations
on how island based development strategies can be implemented successfully.
3. Assessment of current region-wide initiatives to produce and implement linked development strategies.
The implementing agency should research any existing initiatives in the island regions to avoid overlap
and derive lessons. Deliverable: Assessment of regional initiatives.
4. The implementing agency is tasked with developing a specific strategy for each of the seven island
regions based on their major characteristics and development issues based upon the RPJM Book 3 (see
Annex 3) and the Government Work Plan (RKP). To a certain extent these strategies fill the gap
between national development plans (including sectoral plans) and provincial plans. This is to be done
by, firstly, studying relevant government policy papers and consulting national and regional stakeholders.
This is the core component of the work and prospective implementing partners should allocate sufficient
resources to this component.

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 Expressions of Interest

5. The implementing agency will need to consult widely with local government representatives, regional
experts (including university-based experts) and private sector representatives. These consultations
should be supported by a series of workshops and are key to the success of the activity as the aim is to
develop strategy papers which reasonably reflect realistic development aspirations of stakeholders in
each of the seven regions and strike an acceptable balance between the interests of different groups of
stakeholders particularly, but not exclusively, within and between levels of government. These
consultations and workshops will absorb a considerable amount of resources – both time-wise and
financially. It is important that such consultations are meaningful and that there is clarity on how input is
to be accommodated. Prospective implementing agencies are requested to provide details on the
purpose, preparation, execution and follow up of the consultations and workshops.
The synthesis paper will include recommendations on how Bappenas can position the strategy papers
vis-à-vis sectoral interests and regional government plans. The synthesis paper may also cover a limited
number of themes which are relevant for regional development issues across regions. For example, the
limited trade between the islands of eastern Indonesia may warrant special attention as this has been
identified as a key policy direction of regional development. The implementing agency should work
closely with Bappenas to identify and develop such themes for the synthesis paper. Deliverables:
Summary of consultations in each island region that incorporates the views of those consulted about
regional development policy matters. Development strategy papers for each of the island regions and a
synthesis paper addressing policy implications.
6. Develop a monitoring and evaluation framework for each region. Deliverable: Monitoring and
evaluation framework for each regional development strategy.
7. A major part of this work is to shape and redirect policy; therefore significant resources need to be
focused on not only disseminating the results of the study but also to elicit input and create a sense of
regional ownership and cross-ministerial buy-in. The RPJM has laid the foundations and further work will
need to be done to ensure that this leads to a successful reorientation of policy on regional development
which meets its aims beyond the life of the activity. To achieve this, the implementing agency will need
to explore how regional ownership can be strengthened and how cross-ministerial cooperation can be
improved. The implementing agency should also work with Bappenas staff to explore how the regional
development strategies can help the government to better direct donor engagements in the seven
regions. As these regional development strategies will not be legal documents, the implementing agency
will need to carefully consider how such strategies will be actionable by national and regional
governments. Besides the regional consultations to elicit input into the strategies, a number of events will
need to take place at both regional national levels to promote the development strategies. Deliverable:
Paper covering regional ownership issues, cross-ministerial consensus (current status and
recommendations for further efforts) and on how the government intends to use the strategies to help
direct donors’ engagements.
8. Identify capacity needs of Bappenas staff. The capacity of Bappenas staff will need to be developed in
order to manage the implementation of the regional development strategies. Given time and funding
constraints the implementing agency is not expected to deliver a substantial capacity building program
but is expected to identify needs within relevant sections of Bappenas that can be addressed beyond the
current activity life. Such needs may relate to assessing regional develop policy, monitoring and
reporting progress, coordinating between sectors and coordinating with regional governments.
Deliverable: Capacity building needs assessment.

Consulting Services for The Oversight Consultan (OC)

Package 1 - Region I (Nanggroe Aceh Darussalam-1), January 2006 – December 2009.
Loan IBRD No. : IDA Cr.4063/IBRD Ln.4779/MDTF
Executing Agency: Ministry of Settlements and Regional Infrastructure, Indonesia

The program aimed at community rebuilding, settlement rehabilitation, and poverty alleviation in NAD is
P2KP 3 wich will be implemented in 46 months. Value of the contract is 24,2 billion rupiahs. The program
will be implemented by Oversight Consultant (OC) in some areas in NAD.

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Description of Actual Services Provided by Your Staff within the assignment:

A. Socialization and Training Strategy

In general, there are differences in socialization and training strategy at settlement rehabilitation stage
and regular UPP stage. At rehabilitation stage, the strategy will focus on revitalizing emotion and
solidarity, so the activities will be more on motivational, team building, and so on. At regular UPP stage,
the strategy will focus on changing attitude, so the activities will deal with promoting critical awareness
and collective learning. Operationally, those two strategies are laid out as follows:
1. Set up FDGs in the community to serve as motivational center to revitalize emotional ties and as
learning center for community’s critical awareness to change the attitude.
2. Guarantee that socialization and training materials emphasize motivation and critical awareness
instead of merely information. This means that training method will use discussion method instead of
monologue. The training will also be conducted in cooperation with outbond organizers or
psychologist to strengthen psychological content in the training material. Banners and leaflet will also
be geared to arouse motivation.
3. Socialization and training will be conducted intensively from provincial to kelurahan level and
sustainably utilizing interesting method; on the job training, coaching, and in class training.
4. Training and socialization should support learning process at the community and may not be
stumbling block for the process or cycle of that activity, therefore, training media, modul and material
will be prepared far in advanced.
5. Support and develop collective learning media, either through Komunitas Belajar Perkotaan (KBP),
Komunitas Belajar Kelurahan (KBK).
B. Community Organizing Assistance Strategy:
1. Community organizing assistance will be focused on FGDs processes starting from solidarity,
togetherness, to the formation of KERAP, designing PJP Rehabilitasi and implementation of
settlement rehabilitation. These FGDs will be motivational, emotional, and psychological to restore
community’s self confidence.
2. After finishing psychological recovery, UPP will be implemented by carrying out community’s learning
process about universal principles and Tridaya, starting from Rembug Kesiapan Masyarakat, FGD,
Community Self Survey, BKM, PJM Ponangkis, and KSM, and how to utilize BLM.
3. Assistance must be conducted intensively by facilitators through formal and informal approach, and
proritizing volunteers, KERAP and BKM.
4. All activities are conducted step by step in accordance with SOP so there is no short cut and those
activities will be conducted from the lowest level of community structure (RT). This is meant to make
sure that the aspiration reflect the interest of community.
5. The other important issue in organizing activities is giving better chance to women’s role, therefore,
in the begining of the proram, the remust be approach to woem’s role.
C. Utilization Strategy of Komponen Dana BLM Permukiman and BLM UPP:
1. Both BLM of Rehabilitasi and BLM of UPP must be treated as government stimulant for the
community. BLM Rehabilitasi is a stimulant to to rehabilitate settlement, while BLM UPP is a
stimulant for Tridaya learning process to increase community’s self-confidence. As a stimulant BLM
cannot be trated as the only income but it must be seen as a supplement to the potentials belong
belong to sommunity. Therefore channeling strategy is by focusing on how to stimulate critical
awareness about the potentials that they have.
2. BLM can only be used for PJP Rehabilitasi dan PJM Pronangkis agreed by community members.
3. Utilization of BLM must reflect community’s priority and must confirm the agreed PJP Rehabilitasi
atau PJM Pronangkis.

D. Monitoring, Evaluation, and Reporting Strategy:

1. Monitoring, evaluation, and reporting are planned activities to monitor and record the development of
activities and as feedback for project management improvement.
2. The strategies are:
a. Conducting supervision activities as an early detection for deviation and change in implementation
so that solution could be given appropriately and accurately.
b. Utilizing equipment to monitor and evaluate: SOP, MIS, Random Sampling for Facilitator
Performance Evaluation, and complaint resolution.

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 Expressions of Interest

c. Based on the monitoring and evaluation results, make judgement on wether the project has
achieved required target in accordance with UPP principles, mission, and vision, and the
designated outcome.
d. Writing project report comprising of progress report and special report which will be paremeter to
evaluate performance and give inputs for better an implementation.

The Community Empowerment for Rural Development Project (CERD)

Part A : Capacity Building for Decentralized Development Planning, April 2002 – December 2006.
ADB Loan No. 1765-INO (SF) & 1766-INO
Executing Agency: Ministry of Home Affairs (MOHA), Indonesia

The Community Empowerment for Rural Development Project (CERD/PMPD) coverage 12 districts in six
provinces of Indonesia: Central Kalimantan, East Kalimantan, South Kalimantan, Central Sulawesi, North
Sulawesi, and Southeast Sulawesi. Community-based savings and loan organizations (CBSLOs) will be
formed and trained to support micro enterprises and small enterprises, and needed rural infrastructure will
be provided to promote rural urban linkages.

The Project is intended to support the Government’s renewed efforts since April 1999 to decentralize
decision making and devolve development resources to local governments and communities. Two new laws
that were passed in 1999 grant autonomy to district and village governments, in effect giving them their own
resources with which to plan and manage their own development based on local needs. Such decision-
making powers underscore the need for adequate institutional capacity to effect the democratic processes
of decision making now entrusted to local governments and communities. Under this framework, the Project
is aimed at supporting formal and informal training and decision-making processes that would give local
communities and government the required institutional capacity to better utilize the resources for poverty
reduction and improvement of the quality of life in their communities.

Objectives

The objectives of the Project are to (i) empower rural communities by strengthening their capacity to plan
and manage their own development activities, and (ii) support investments, foster rural-urban linkages, and
establish rural infrastructure to promote agricultural productivity and off-farm business enterprises.

Capacity Building for Decentralized Development Planning (Part A)

Part A seeks to empower communities and strengthen the capacity of village and local officials under a
decentralized framework. It will support capacity building for communities and community institutions, local
government workers (district, sub-district, and village levels), and national and provincial officials to develop
new skills, that they will need to function effectively under the new administrative and financial setup for the
decentralized government system. Empowerment will be achieved through the following sub-components:

(i) Institutional development. This sub-component will

(a) introduce a planning process and related training and other institutional capacity-building activities to
encourage and help communities to develop and test community-based planning mechanisms and to
formulate and propose village development plans for funding by project implementation units (PIUs)
(b) establish inter-village community development working groups (Kelompok Kerja Pembangunan
Masyarakat) to facilitate and advocate development proposals promoting linkage of neighboring
villages that require PIU funding support
(c) skills training for local government staff to enhance their capability to facilitate, monitor, and support
local community development initiatives.
(ii) Human resources development. This sub-component will support formal degree training for 1,773 staff of
DGRCE and local government.
(iii) Provision of village grants to support the community training program. This sub-component will provide a
one-time village grant to each community after successfully developing a village plan, at the end of the
capacity building training program.

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 Expressions of Interest

Community Local Government Support – Sector Development Project (CLGS-SDP), April 2001 –
March 2005.
ADB Loan No. : 1678 INO
Executing Agency: National Development Planning Board (Bappenas), Indonesia

The Community and Local Government Support Sector Development Program (CLGS-SDP) was a
combination of two loans proposed in a single Report and Recommendation of the President (RRP): a
program loan (1677-INO) of $200 million designed to support the comprehensive decentralization reform
program of the Government of Indonesia, and a project loan (1678-INO) of $120 million which funded
poverty alleviation through improved access to basic services and labor-based infrastructure development
and improvement. The Program was designed in 1998–1999 as an emergency response measure to the
economic crisis gripping the country at that time. As the Program progressed, the economic crisis became
less of a concern and gradually greater emphasis was placed on introducing decentralization and
democratization measures.

Objectives

The primary objective of the Program was to improve socioeconomic well-being in Indonesia through
poverty alleviation and restoration of economic activity; support the Government’s on-going decentralization
efforts; implement decentralization by increasing the capacity of the districts to implement local public
services; empower villages and civil society to participate more fully in local development; and improve
transparency, governance, monitoring, and accounting procedures at the district and sub-district levels.

Specific objectives of CLGS-SDP were to:

(i) Support the Government’s decentralization efforts;

(ii) Empower local communities to take an active role in their development;
(iii) Improve transparency in administrative procedures, governance, supervision, accounting, and
reporting at district and city levels;
(iv) Support poverty reduction by providing poorer sections of the community with access to basic public
services;
(v) Create employment opportunities and support local economic activities;
(vi) Improve basic infrastructure. Two types of sub-projects were implemented under the investment
project: (a) public works, and (b) capacity building.

Public works were grouped into type A and type B sub-projects. Type A sub-projects included provision of
block grants to finance construction of small-scale local infrastructure works, as selected, planned, and
implemented by the participating villages. Grants allocated to a community were between Rp15 million and
Rp75 million annually. Eligible infrastructure works included: water supply, drainage, irrigation, local roads,
bridges, public toilets, markets, school buildings, sanitation (solid waste handling or disposal), and water
transport facilities such as piers and docks (but not boats). Government offices or religious buildings were
specifically excluded from funding. The basic concept was to focus on labor-intensive sub-projects that did
not require major investments in equipment or machinery. It was intended that public works construction
would employ local labor. These sub-projects were expected to meet minimum technical standards and to
be sustainable through community management. Type B sub-projects provided block grants to finance
infrastructure works of the districts and cities, with an emphasis on rehabilitation, upgrading, and extension
of public services for poor areas. Eligible infrastructure works for type B sub-projects were the same as
those eligible under type A sub-projects. These sub-projects were carried out at the district level; they had to
be labor intensive and could not include the purchase of equipment. Sub-project costs were limited to Rp4
billion for any single sector. The Government was asked to ensure that selected sub projects both fulfilled a
critical need and represented the most cost-effective option to fulfill that need. Completed works had to meet
the Government’s technical standards and be a sustainable asset for the community.

Capacity building consisted of technical assistance in participatory planning, monitoring, and evaluation
(PPME) and consulting services, including project management support to the central-level Project
Management Office (PMO) and implementation support to participating districts, cities, and communities.

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 Expressions of Interest

The Program design was innovative, as it combined the policy agenda with social environmental measures
and capacity building at various levels (central government, districts, and villages). Through the investment
project, communities were empowered through the establishment of local democratic self-governing bodies,
as the participatory nature of the investment project called for the strengthening of village development
committees through the inclusion of civil society representatives. Gender considerations, including equitable
access to employment opportunities, were addressed, and local non-government organizations were
actively involved in the development of sub-project proposals and the planning, implementation, and
monitoring of local civil works. Capacity building was directed at 30–40 districts and 6,000 villages
participating in the investment project through hands-on experience in transparency and accountability, in
addition to the technical side of sub-project preparation, implementation, and monitoring. These technically
more complex roles were considered crucial in regard to the new roles for local-level institutions under the
decentralization.

Program Management

Data Management and Monitoring, The contact between the district and PMUC required the consultant to
report data on data base file diskettes. The reason was to reduce the processing time at the PMC.

Procurement, PKW Conducted district consultants Procurement, to handle CLGS program on district and
region area.

Program Outputs

Type A Sub-projects: As many as 17,237 public facilities of type A have been constructed by the
communities, based on their own choices, using project loan funds (in combination with local government
funding). An additional 1,585 sub-
Investment Project Outputs projects have been constructed using
(Appraisal vs. Completion) strictly local budget (APBD) funds.
The most common choice of public
facility was roads (more than 60%),
followed by water supply, drainage,
irrigation, and bridges (each between
5% and 9%). No other type of facility
accounted for more than 4% of sub-
projects.

Type B Sub-projects: Some 3,076

Type B public facilities have been
constructed using project loan
proceeds (in combination with
government counterpart funds), and
an additional 79 facilities have been constructed using local governments’ APBD. The choice of sub-sectors
is more varied than for type B than for type A.

Impact

A key aim of the CLGS-SDP was to ensure greater transparency, accountability, and community
participation at all stages of sub-project selection, formulation, and implementation. In this respect the
Program had substantial and positive impacts upon the participating communities, helping to significantly
increase the degree of democracy and genuine participation in local planning and investment. In particular,
the successful application of the PPME approach in conjunction with both community and local government
capacity building has been of direct benefit in strengthening the current decentralization and
democratization process in Indonesia.

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 Expressions of Interest

I. EXPERIENCE IN SIMILAR CONDITIONS

PKW is experienced in the Southeast Asia regions, especially Indonesia which has almost similar condition
with Myanmar in term of geographic conditions, rural facilities and infrastructure and socio-economic as well
as educational background of the community.

This project will get benefit from the vast experience of PKW in dealing wth community development
projects in the developing country.

J. EXPERIENCE OF WORKING IN COOPERATION WITH INTERNATIONAL PROJECTS

PKW has implemented more than 10 WB financed projects, among others:

Name of employer and Type of Services provided

Project name and country Value of contract
contact person and year of completion
1. Township Level Technical Ministry of Livestock, Technical Assistance, US$ 1.552.900,00
Assistance In Township Fisheries and Rural Administration, Financial, and
Cluster N° 6: Naypyitaw and Development Department Project Management, MMK 2.089.296.000,00
Mandalay of Rural Development, Training, Monitoring and
Republic of the Union of Evaluation, Capacity Building,
Myanmar. Institutional Development
Office N° 14 Year of Completion:
Nay Pyi Taw, Myanmar 21/12/2019

Contact Person:
U Kyaw Soe
2. Capacity Building for World Bank Technical Assistance, US$ 242.904,60
Regional Development 1818 H Street, N.W Administration, Financial,
Policy Formulation Washington, DC 20433 Project Management,
Training, Monitoring and
Contact Person: Evaluation, Capacity Building,
Peter Rooney Institutional Development
Year of Completion:
30/11/2011
3. Training Development Ministry of Public Works Technical Assistance, US$ 3.001.125,12
Services (TDS) for Administration, Financial,
PAMSIMAS II. Contact Person: Project Management,
IBRD 8259-ID Dwiatma Singgih RS, ST Training, Monitoring and
Evaluation, Capacity Building,
Institutional Development
Year of Completion:
30/09/2016
4. NCEP-RURAL Ministry of Home Affair Jl. Technical Assistance, US$ 5.159.213,38
Consulting Services for Raya Pasar Minggu Km. Administration, Financial,
Regional Management 19, Pasar Minggu Jakarta Project Management,
Consultant IV (RMC IV) Selatan 12072 Phone. Training, Monitoring and
62-21-79191684 Fax. 62- Evaluation, Capacity Building,
21-79196118 Institutional Development
Year of Completion:
Contact Person: 31/01/2012
Drs. Nuryanto, MPA
5. Consultant Services for Ministry of Agriculture Technical Assistance, US$ 1.368.240,09
Technical Assistance Building D at the 5th floor Administration, Financial,
Package II Jl. Harsono RM No. 3 Project Management,
Farmer Empowering Trough Pasar Minggu Training, Monitoring and
Agricultural Technology and Telp: 021-7827971 Evaluation,Information
Information (FEATI) Technology, Capacity
Contact Person: Building, Institutional
Ir. Lazarus Kanisius Ladja, Development
MM Year of Completion:
31/01/2011

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 Expressions of Interest

Name of employer and Type of Services provided

Project name and country Value of contract
contact person and year of completion
6. Consulting Services for The The State Ministry for Technical Assistance, US$ 1.330.845,48
Administration Services of Disadvantaged Areas. Administration, Financial,
Provincial and District Jl. Abdul Muis No. 7 Project Management,
Management Consultant in Jakarta 10160 Training, Monitoring and
NAD-NIAS Telp.: 68381397 Evaluation, Capacity Building,
Institutional Development
Contact Person: Year of Completion:
Budi Winarto, SH 28/02/2009
7. Procurement Administration BAPPENAS Technical Assistance, US$ 14.925.753,66
Services Jl. Taman Suropati No. 2 Administration, Financial,
Jakarta Pusat 10310 Project Management,
Training, Monitoring and
Contact Person: Evaluation, Capacity Building,
Jusuf Arbi, SE, MSc Institutional Development
Year of Completion:
30/04/2012
8. Consulting Services of The State Ministry for Technical Assistance, US$ 5.505.722,92
National Management Disadvantaged Areas Administration, Financial,
Consultant Jl. Abdul Muis No. 7 Project Management,
Support for Poor and Jakarta 10160 Training, Monitoring and
Disadvantaged Areas Telp.: 68381397 Evaluation, Capacity Building,
Program Institutional Development
Contact Person: Year of Completion:
Maprih Unggul Purwanto, 21/03/2012
SKom
9. Oversight Consultant Ministry of Public Works Technical Assistance, US$ 2.571.184,69
(OC)Package 1-Region I Jl. Penjernihan I/19F Administration, Financial,
(Nangroe Aceh Pejompongan Project Management,
Darussalam-1) Jakarta Pusat Training, Monitoring and
Telp.: 021-5742254 Fax. Evaluation, Capacity Building,
021-5743692 Institutional Development
Year of Completion:
Contact Person: 31/12/2009
Ir. Boby Ali Azhari, MSc
10. Consulting Services for Ditjen PMD Technical Assistance, US$ 14.926.839,51
Consultant Contract Ministry of Home Affairs Administration, Financial,
Administration Services for Jl. Raya Pasar Minggu Project Management,
District Consultants on Km. 19 Training, Monitoring and
Sumatra and Java of Pasar Minggu Evaluation, Capacity Building,
Second Kecamatan Jakarta Selatan 12072 Institutional Development
Development Program (PPK Telp.: 021-79191684 Fax. Year of Completion:
Phase II) 021-79196118 28/02/2009

Contact Person:
Drs. Arwan E. Surbakti,
MSi

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ANNEX
PROJECT DATA SHEETS (5 MOST RELEVANT)

#1 of 5
Assignment name: Approx. value of the contract (in current US$):
Oversight Services Provider (OSP) Package 6 US$ 5,024,634.14
(on-going 96,08 %)
Country: Indonesia Duration of assignment (months):
Location within country: East Java, South Kalimantan, 35 Months
Central Kalimantan, East
Kalimantan
Name of client: Total No. of staff-months of the assignment:
Ministry of Public Work 1.155 MM Professional Staff
Address: Approx. value of the services provided by your firm under the
Jl. Penjernihan I No. 19 F-1. contract (in current US$):
Telp.: 62-21-5743693; Fax.: 62-21-5743692 US$ 3,014,780.48
Start date (month/year): May 2012 No. of professional staff-months provided by associated
Completion date April 2015 consultants: 462 MM Professional Staff
(month/year):
Name of associated consultants, if any: Name of proposed senior professional staff of your firm
PT. Kogas Driyap Konsultan involved and functions performed (indicate most significant
profiles such as project director/coordinator, team leader):
Project Director : Kurniawan Hudianto
Narrative description of project (if is an ongoing contract, indicate the percentage of completion of the assignment):
P2KP is geared to alleviate poverty through the implementation of community empowerment principal. The implementation of
this principal of development, the project is expected to overcome poverty in urban area in the most effective, efficient and
sustainable way trough institutional and human resources development as well as supporting self help rural infrastructure
development and economic (small businesses) activities.
The Indonesia Third Urban Poverty Project aims to support: (1) establishing and supporting representative and accountable
community organizations that are able to increase the voice o f the poor in public decision making; (2) making local
governments more responsive to the needs o f the poor by increasing cooperation with community organizations; and (3)
transparently funding community based organizations and local governments to provide basic municipal services to the urban
poor. The first two UPP projects cover the islands o f Java, Kalimantan, Sulawesi and West Nusa Tenggara. UPP3 will mainly
cover Sumatera, East Kalimantan, Maluku, North Maluku, Papua, Bali, and East Nusa Tenggara- 15 provinces with about
1,736 wards (kelurahan). The project will also provide additional institutional support and grants to further strengthen about
660 ward-level community organizations selected in UPP1 and UPP2 and in new development areas. The project has four
components. Component 1 finances Community Development and Local Government Capacity Building; Component 2
finances Kelurahan Grants. Component 3 funds a Poverty Alleviation Partnership Grant, and Component 4 provides
Implementation Support.
Description of actual services provided by your staff within the assignment:
Oversight consultant job implementation method as follows:
1. Facilitator Kelurahan (Faskel) will execute Oversight Consultant (OC) duties community level, function as P2KP project
agent and community development agent.;
2. Putting local government role in front;
3. Training to improve stakeholders capacity;
4. Socialization activity for P2KP concept and policy dissemination;
5. Monitoring and evaluation of project implementation;
6. Complaint handling and resolution unit;
7. Management information system;
8. Micro finance activity and BLM beneficial;
9. Poverty allevation partnership grant activity preparation;
Name of Firm: PT. Phibetha Kalamwijaya

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 Expressions of Interest

#2 of 5
Assignment name: Approx. value of the contract (in current US$):
Administration Services for Regional Management US$ 4.282.692,80
Professional Specialist PNPM-Mandiri Perdesaan Region III
(Kecamatan Development Program/KDP)
Country: Indonesia Duration of assignment (months):
Location within country: West Java, Central Kalimantan, 28
South Kalimantan, West
Kalimantan, East Kalimantan
Name of client: Total No. of staff-months of the assignment:
Ministry of Home Affair 1.611 MM
Address: Approx. value of the services provided by your firm under the
Jl. Raya Pasar Minggu Km. 19, Pasar Minggu Jakarta contract (in current US$):
Selatan 12072 US$ 3.212.019,60
Phone. 6221-79191684, Fax: 6221-79196118
Start date (month/year): February, 2012 No. of professional staff-months provided by associated
Completion date (month/year): June, 2014 consultants: 402 MM
Name of associated consultants, if any: Name of proposed senior professional staff of your firm
PT. Pillar Pusaka Inti involved and functions performed (indicate most significant
profiles such as project director/coordinator, team leader):
Team Leader : Yuni Pranoto
Narrative description of project (if is an ongoing contract, indicate the percentage of completion of the assignment):
Kecamatan Development Program (KDP) Phase II is an extension of KDP Phase I, a poverty alleviation program started since
1998. This program is financed by national budged (APBN) which IBRD Loan No. 4687-IND and IDA Credit No. 3535 - IND as
its sources.
This program is implemented by assigning a counterpart consultant team consists of National Management Consultant (NMC),
Kabupaten Management Consultant (KMC), Kecamatan Facilitator (KF), Assistant to KF and Village Facilitator (VF). The
services provided by the consultant company are:
1) Administration Services
2) Recruitment and Training Services
3) Material and Printing Development Services
Description of actual services provided by your staff within the assignment:
The scope of activity :
1. Arranging fund/budget allocation mechanism to pay KMC salary and operating cost.
2. To pay consultant’s salary and allowances as formerly stated, directly to his/her bank account.
3. To manage and to pay the operational cost of each consultant matching with the determined fixed cost and variable cost.
4. To manage and to pay out of station allowance (OSA) and duty travel of KF.
5. To collect from each consultant, the back-up of operational/variable cost, i.e. duty travel evidence forms
6. To pay the salary of KMC supporting staff.
7. Periodically report all fund acceptance and payment attached by written evidence to KDP II Project Manager.
8. Incidentally report each problem and solution related with financial administration services to Project Manager, requested
or not requested.
9. To check the statement of bank current account and/or transfer slip.
10. To manage complaint solve the delay or error fund transfer.
11. To support the smoothness of consultant’s operational activities.
12. To pay the FD and KF assistant salary and also Operational Program Fund (this is additional information given during pre
bid meeting).
Name of Firm: PT. Phibetha Kalamwijaya

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#3 of 5
Assignment name: Approx. value of the contract (in current US$):
Administration Services for Regional Management US$ 4,397,713.49
Professional Specialist PNPM-Mandiri Perdesaan Region IV
(Kecamatan Development Program/KDP)
Country: Indonesia Duration of assignment (months):
Location within country: East Java, Bali, West Nusa 33
Tenggara, East Nusa Tenggara
Name of client: Total No. of staff-months of the assignment:
Ministry of Home Affair 1.620 MM
Address: Approx. value of the services provided by your firm under the
Jl. Raya Pasar Minggu Km. 19, Pasar Minggu Jakarta contract (in current US$):
Selatan 12072 US$ 4,397,713.49
Phone. 6221-79191684, Fax: 6221-79196118
Start date (month/year): May, 2009 No. of professional staff-months provided by associated
Completion date (month/year): February, 2012 consultants: -
Name of associated consultants, if any: Name of proposed senior professional staff of your firm
- involved and functions performed (indicate most significant
profiles such as project director/coordinator, team leader):
Team Leader : Yuni Pranoto
Narrative description of project (if is an ongoing contract, indicate the percentage of completion of the assignment):
Kecamatan Development Program (KDP) Phase II is an extension of KDP Phase I, a poverty alleviation program started since
1998. This program is financed by national budged (APBN) which IBRD Loan No. 4687-IND and IDA Credit No. 3535 - IND as
its sources.
This program is implemented by assigning a counterpart consultant team consists of National Management Consultant (NMC),
Kabupaten Management Consultant (KMC), Kecamatan Facilitator (KF), Assistant to KF and Village Facilitator (VF). The
services provided by the consultant company are:
1) Administration Services
2) Recruitment and Training Services
3) Material and Printing Development Services
Description of actual services provided by your staff within the assignment:
The scope of activity :
1. Arranging fund/budget allocation mechanism to pay KMC salary and operating cost.
2. To pay consultant’s salary and allowances as formerly stated, directly to his/her bank account.
3. To manage and to pay the operational cost of each consultant matching with the determined fixed cost and variable
cost.
4. To manage and to pay out of station allowance (OSA) and duty travel of KF.
5. To collect from each consultant, the back-up of operational/variable cost, i.e. duty travel evidence forms
6. To pay the salary of KMC supporting staff.
7. Periodically report all fund acceptance and payment attached by written evidence to KDP II Project Manager.
8. Incidentally report each problem and solution related with financial administration services to Project Manager,
requested or not requested.
9. To check the statement of bank current account and/or transfer slip.
10. To manage complaint solve the delay or error fund transfer.
11. To support the smoothness of consultant’s operational activities.
12. To pay the FD and KF assistant salary and also Operational Program Fund (this is additional information given during
pre bid meeting).
Name of Firm: PT. Phibetha Kalamwijaya

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 Expressions of Interest

#4 of 5
Assignment name: Approx. value of the contract (in current US$):
National Management Consultant (NMC) US$ 2.444.216,00
Support for Poor and Disadvantaged Areas Program, State
Ministry of Development of Disadvantaged Regions
IBRD Loan No. 4788-IND and Credit No. 4076-IND
Country: Indonesia Duration of assignment (months):
Location within country: Bengkulu, Lampung, West 33 Months
Kalimantan, Central Kalimantan,
Central Sulawesi, Maluku, North
Maluku, East Nusa Tenggara
Name of client: Total No. of staff-months of the assignment:
State Ministry of Development of Disadvantaged Regions 198 MM Profesional Staff
Address: Approx. value of the services provided by your firm under the
Jl. Abdul Muis No. 7, Jakarta contract (in current US$):
US$ 2.444.216,00
Start date (month/year): June 2007 No. of professional staff-months provided by associated
Completion date (month/year): March 2010 consultants: -
Name of associated consultants, if any: Name of proposed senior professional staff of your firm involved
- and functions performed (indicate most significant profiles such
as project director/coordinator, team leader):
Team Leader : Yusuf Supiandi
Narrative description of project (if is an ongoing contract, indicate the percentage of completion of the assignment):
The implementation phase of SPADA basically consists of series, sequential or continous of activities at all level (national, regional,
local), such as monitoring or facilitation. In this regard, NMC will support National Coordination Team to formulate national policy
program, formulate recommendation and program implementation to sharpen the socialization process of SPADA at national level,
and facilitate the implementation of capacity building for consultant and local government apparatus.
Description of actual services provided by your staff within the assignment:
The scope of the activities includes:
1. Improvement in the administration capability for preparation of the social projects proposals and infrastructures.
2. Improvement in the capacity in identifying the problems & the needs of the people to ensure the sustainability of the program.
3. Improvement in the capability of the Regional Government in improving the condusive business and investment climate.
4. Active participation in the policy formulation.
5. Integration with other programs conducted by other parties.
6. Improvement of access to education to provide wider opportunities to the children in obtaining the basic educational services.
7. Improvement in the quality of education by focusing on the provision of the effective and fun educational process.
8. Strenghtening the educational management that is focusing on the development and strengthening of the educational institutional
capacity and for the staffs / educational parties concerned.
9. Implementation of the mandatory health activities in improving the access and the quality of the program. The efforts include:
health promotion, environmental health, maternal health, Family Planning, improvement of the nutrition of the people, prevention
and eradication of contagious diseases as well as basic medication.
10. Implementation of the improvement in the health program, such as: health of schools, maintenance of the health of the people,
health and safety environment in the workplace, dental health, mental health, health of the “manula” and traditional medicines.
11. Implementation of the innovative approach in the provision of health services, by conducting among others taking participation of
the people in providing the total sanitazion, maternal health watch, employing the contract health practitioners based on their
performance, and contracting the basic health services institutions.
12. Mapping the legal and justice needs of the people.
13. Training on the provision of alternative legal resolution for the prominent people and institutions in the community that are willing
to be involved in the strengthening of the local institutions.
14. Provision of educational efforts and legal understanding towards the people in participatory methods and based on the real cases
and scenarios and using the “every day language” especially through The Community Legal Aid Institute
15. Dispute handling that encourages the peaceful and reconciliatory principle - in a fast, close to its roots and involving the relevant
parties in the disputes.
16. Supporting the change into better business and investment climates through instituting the mechanism of dialogues, co-operation
among the private sectors and the regional governments and formulating the regulations that improves the business and
investments climates.
17. Restoring the business services that focus into market oriented through the development of facilities and infrastructures, capacity
building of the private sectors and the regional government
18. Restoration and development of the infrastructures to support the development of the private sectors, educational and health
sector
Name of Firm: PT. Phibetha Kalamwijaya

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 Expressions of Interest

#5 of 5
Assignment name: Approx. value of the contract (in current US$):
Construction Supervision for Tono Irrigation Scheme (Multi- US$ 0.86 Million
donor)
Country: Timor Leste Duration of assignment (months):
Location within country: Tono 24 Months
Name of client: Total No. of staff-months of the assignment:
National Development Planning Agency 125 MM
Address: Approx. value of the services provided by your firm under the
contract (in current US$):
US$ 0.33 Million
Start date (month/year): January 2015 No. of professional staff-months provided by associated
Completion date (month/year): December 2016 consultants: 77 MM
Name of associated consultants, if any: Name of proposed senior professional staff of your firm
Kai Watu Kmanek, Lda Unipesoal (Timor Leste), involved and functions performed (indicate most significant
Sinotech Engineering Consultants (Taipei) profiles such as project director/coordinator, team leader):
Nur Azwar (Team Leader)
Anto Herpramanto (Project Coordinator)
Narrative description of project (if is an ongoing contract, indicate the percentage of completion of the assignment):
Tono Irrigation Scheme is a major irrigation scheme with a total area of 1717 hectares. The schemes were originally
constructed prior to the independence of Timor-Leste to form the basis of transmigration projects. This project is categorized as
an important project requiring appropriate and high quality construction control during implementation. The Tono Irrigation
Scheme was constructed under Agriculture Rehabilitation Project (ARP I) in 2002 and currently only an estimated 60 % of the
scheme is being farmed. Essential components of the works have been identified and it will be the task of the Construction
Supervision Consultant to assist the MAF in the preparation of instructions to the Contractor on the issuance of works orders for
completion of the works. The required supervision services will assist the Contractor during implementation and includes
provision of on-the-job training and lecture type training to MAF irrigation staffs assigned to work with the Construction
Supervision Consultant. The Tono irrigation weir site is located between two area and on the east side is named Petun and
west side is named Toipana. The detailed engineering design has been prepared with two intakes for both sides of irrigation
schemes.
Description of actual services provided by your staff within the assignment:
Assist the MAF in the preparation of instructions to the Contractor on the issuance of works orders for completion of the works.
Review all technical designs, drawings and cost estimates prepared for the development of the schemes and make
recommendations on any changes or additions that are deemed necessary to the Project Manager. The changes or additions
so suggested will be discussed with the Project Steering Committee and if approved will be redesigned and drawn by the
Construction Supervision Consultant and presented to the Contractor for implementation. All communications, reports and
minutes of meetings shall be addressed to the Project Manager.
Name of Firm: PT. Phibetha Kalamwijaya

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