usaid indonesia urban water sanitation and …€¦ · aksansi asosiasi ksm sanimas seluruh...

The City Government of Surakarta has officially launched the Regular Desludging Service (Layanan Lumpur Tinja Terjadwal/LLTT) program which took place at the Mayor’s official residence in Loji Gandrung, Surakarta City on October 23, 2015. A Mayoral Regulation No. 16-A of 2014 on Sludge Management was issued beforehand makes the LLTT program is 'mandatory' to be followed by all citizens of Solo City. Through the LLTT program implementation, Surakarta hopes in becoming Indonesia’s “Sanitation City” in the near future. During the launch ceremony, the Acting Mayor of Surakarta, Budi Suharto and Deputy Mission Director of USAID/Indonesia, Derrick Brown (second and third right) accompanied by the USAID IUWASH Deputy Chief of Party, Foort Bustraan, the Head of Drainage Sub-Directorate at the Settlement’s Environmental Sanitation Development Directorate of Ministry of Public Works and Public Settlement, Suharsono and the President Director of Surakarta's Water Utility, Singgih Tri Wibowo performed a desludging demonstration at the Mayor’s official residence in Loji Gandrung, Surakarta. Photo Credit: Reiner Ntoma/IUWASH

USAID INDONESIA URBAN WATER SANITATION AND HYGIENE

ANNUAL WORKPLAN PROGRAM YEAR 6 OCTOBER 2015 – JUNE 2016

DECEMBER 2015

This workplan is made possible by the support of the American People through the United States Agency for International Development (USAID.) The contents of this workplan are the sole responsibility of DAI and do not necessarily reflect the views of USAID or the United States Government.

The City Government of Surakarta has officially launched the Regular Desludging Service (Layanan Lumpur Tinja Terjadwal/LLTT) program which took place at the Mayor’s official residence in Loji Gandrung, Surakarta City on October 23, 2015. A Mayoral Regulation No. 16-A of 2014 on Sludge Management was issued beforehand makes the LLTT program is 'mandatory' to be followed by all citizens of Solo City. Through the LLTT program implementation, Surakarta hopes in becoming Indonesia’s “Sanitation City” in the near future. During the launch ceremony, the Acting Mayor of Surakarta, Budi Suharto and Deputy Mission Director of USAID/Indonesia, Derrick Brown (second and third right) accompanied by the USAID IUWASH Deputy Chief of Party, Foort Bustraan, the Head of Drainage Sub-Directorate at the Settlement’s Environmental Sanitation Development Directorate of Ministry of Public Works and Public Settlement, Suharsono and the President Director of Surakarta's Water Utility, Singgih Tri Wibowo performed a desludging demonstration at the Mayor’s official residence in Loji Gandrung, Surakarta. Photo Credit: Reiner Ntoma/IUWASH JAKARTA

USAID INDONESIA URBAN WATER SANITATION AND HYGIENE

ANNUAL WORKPLAN PROGRAM YEAR 6 OCTOBER 2015 – JUNE 2016

Program Title: USAID Indonesia Urban Water Sanitation and Hygiene

Sponsoring USAID Office: USAID/Indonesia Office of Environment

Contract Number: AID-497-C-11-00001

Contractor: DAI

Date of Publication: December 2015

Author: DAI

This workplan is made possible by the support of the American People through the United States Agency for International Development (USAID.) The contents of this workplan are the sole responsibility of DAI and do not necessarily reflect the views of USAID or the United States Government.

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TABLE OF CONTENTS

LIST OF ABBREVIATIONS AND ACRONYMS .......................................................................................... V

1 INTRODUCTION....................................................................................................................................... 1

1.1 OVERVIEW ................................................................................................................................................................................... 1 1.2 BACKGROUND ON IUWASH .............................................................................................................................................. 1 1.3 FIVE-YEAR VISION ...................................................................................................................................................................... 2 1.4 PROJECT YEAR SIX (PY 6) WORKPLAN ............................................................................................................................. 3 1.5 SUMMARY OF TARGETS AND DELIVERABLES ................................................................................................................ 4

2 APPROACH TO HIGH LEVEL RESULTS AND DELIVERABLES ........................................................ 5

2.1 INTRODUCTION ....................................................................................................................................................................... 5 2.2 OVERVIEW OF HIGH LEVEL RESULTS ................................................................................................................................ 6

High Level Result HR-1: People gain access to improved water supply as a result of US Government assistance ............ 6 High Level Result HR-2: People gain access to improved sanitation services as a result of US Government assistance .. 8 High Level Result: HR-3 The per unit water cost paid by the poor in targeted communities decreases by at least 20% through more participatory, transparent, accountable and financially enabled services ........................................................... 10 High Level Result: HR-4 People participated in IUWASH training activities ................................................................................. 11

3 APPROACH TO WORKPLAN OF WATER SUPPLY SECTOR ......................................................... 12

3.1 INTRODUCTION ..................................................................................................................................................................... 12 3.2 SIGNATURE APPROACHES .................................................................................................................................................. 13 3.3 PARTNERSHIPS WITH OTHER STAKEHOLDERS ......................................................................................................... 14 3.4 WORKPLAN IMPLEMENTATION ....................................................................................................................................... 15

Program WS 1: Improved PDAM Operational Aspects ........................................................................................................................ 15 Program WS 2: Improved PDAM Financial Aspects .............................................................................................................................. 20 Program WS 3: Improved PDAM Customer Engagement Aspects .................................................................................................. 22 Program WS 4: Raw Water Management and Climate Change Adaptation Planning ............................................................. 24 Program WS 5: Microfinance for Water Supply Connections ............................................................................................................ 29 Program WS 6: Master Meter ...................................................................................................................................................................... 31 Program WS 7: Capital Expenditure Financing ....................................................................................................................................... 32 Program WS 8: PDAM Institutional Support............................................................................................................................................ 34

3.5 SUMMARY OF ACTIVITIES .................................................................................................................................................... 36

4 APPROACH TO WORK PLAN OF SANITATION SECTOR ............................................................. 37

4.1 INTRODUCTION ..................................................................................................................................................................... 37 4.2 SIGNATURE APPROACHES .................................................................................................................................................. 40 4.3 PARTNERSHIP WITH OTHER STAKEHOLDERS ............................................................................................................ 42 4.4 WORK PLAN IMPLEMENTATION ...................................................................................................................................... 43

Program SAN 1: Access to Improved Sanitation through Individual Household Systems.......................................................... 43 Program SAN 2: Access to Improved Sanitation through Communal Systems ............................................................................. 47 Program SAN 3: Increase Sanitation Access through Sewerage Systems ....................................................................................... 51 Program SAN 4: Integrated Urban Septage Management ................................................................................................................. 53 Program SAN 5: Strengthening Waste Water Management Institutions ...................................................................................... 56


5 APPROACH TO WORKPLAN OF CROSS CUTTING SECTOR ....................................................... 60

5.1 INTRODUCTION ..................................................................................................................................................................... 60 5.2 PARTNERSHIPS WITH OTHER STAKEHOLDERS ......................................................................................................... 61 5.3 WORKPLAN IMPLEMENTATION ....................................................................................................................................... 62

Program CC-1: Increase Number of Local Government Policies ........................................................................................................ 62 Program CC-2: Increase Local government/APBD Budget ................................................................................................................... 64 Program CC-3: Improve Citizen Engagement .......................................................................................................................................... 66 Program CC-4: Gender Mainstreaming ...................................................................................................................................................... 68 Program CC-5: Mobilize Corporate Social Responsibility (CSR) Funding ........................................................................................ 69


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6 APPROACH TO GRANT PROGRAM IMPLEMENTATION ............................................................... 73

6.1 INTRODUCTION ..................................................................................................................................................................... 73 6.2 WORK PLAN IMPLEMENTATION ...................................................................................................................................... 73

7 PROJECT MANAGEMENT STRATEGY AND ACTIVITIES ................................................................ 74

7.1 GENERAL PROJECT MANAGEMENT ................................................................................................................................ 74 Management Plan ............................................................................................................................................................................... 74 7.1.1 Matrix Management .......................................................................................................................................................................... 80 7.1.2 Technical Assistance Management Information System (TAMIS) ....................................................................................... 81 7.1.3 Planned General Project Management Activities....................................................................................................................... 82 7.1.4

7.2 PROGRAM COMMUNICATION ......................................................................................................................................... 83 7.3 PROJECT REPORTING ............................................................................................................................................................ 85 7.4 MONITORING AND EVALUATION .................................................................................................................................. 86 7.5 ENVIRONMENTAL IMPACT MITIGATION AND MONITORING ........................................................................... 89

8 ANNEXES ................................................................................................................................................. 90

8.1 IMPLEMENTATION OF IUWASH PROGRAM FRAMEWORK ................................................................................... 90 8.2 WATER SUPPLY MATRIX ...................................................................................................................................................... 91 8.3 SANITATION MATRIX ........................................................................................................................................................... 93 8.4 TARGETS TOWARD PMP OUTCOMES FOR PROGRAM YEAR 6 BY PROVINCE .............................................. 95 8.5 MATRIX MANAGEMENT CHART .................................................................................................................................... 102 8.6 INITIAL ENVIRONMENTAL EXAMINATION AND ENVIRONMENTAL MITIGATION AND

MONITORING PLAN PROGRAM YEAR - 6 .................................................................................................................. 104 8.7 NATIONAL WORKPLAN PROGRAM ACTIVITIES .................................................................................................... 109 8.8 REGIONAL ACTIVITIES PLAN ........................................................................................................................................... 117 8.9 WS 2 PDAM FINANCIAL SUPPORT SUMMARY .......................................................................................................... 143 8.10 IUWASH CLIMATE CHANGE VULNERABILITY ASSESSMENT AND ADAPTATION PLANNING (CC

VAAP) PROGRAM ................................................................................................................................................................. 144 8.11 WS 7 CAPITAL EXPENDITURES PROGRAM ................................................................................................................ 145 8.12 WS 7 CREDIT WORTHINESS LADDER .......................................................................................................................... 146 8.13 UPTD PROGRESS MATRIX ................................................................................................................................................. 148 8.14 CC 1 WATSAN POLICY DEVELOPMENT SUMMARY ............................................................................................... 150 8.15 REGIONAL OFFICE ORGANIZATION CHART .......................................................................................................... 154 8.16 IUWASH WORK AREAS ..................................................................................................................................................... 159 8.17 APBD INCREASED BUDGET.............................................................................................................................................. 164 8.18 LIST OF IUWASH GRANTS PROGRAM ......................................................................................................................... 166

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LIST OF ABBREVIATIONS AND ACRONYMS The following is a list of abbreviations and acronyms commonly used in this report and on the project as a whole. ADB Asian Development Bank AMPL Air Minum dan Penyehatan Lingkungan / Drinking Water and Environmental Health APBD Anggaran Pendapatan dan Belanja Daerah / Provincial or District budget APBN Anggaran Pendapatan dan Belanja Negara / State budget AKOPSI Aliansi Kota Peduli Sanitasi / Cities Caring for Sanitation Alliance AKSANSI Asosiasi KSM SANIMAS Seluruh Indonesia/ SANIMAS’ CBO Assosiation of Indonesia APR Annual Progress Report AusAID Australian Agency for International Development Bappeda Regional Planning Board Bappenas Badan Perencanaan dan Pembangunan Nasional / National Development Planning Agency BCC Behavior Change Communications BJB PT Bank Pembangunan Daerah Jabar Banten / Regional Development Bank of West Java and

Banten BNI Bank Nasional Indonesia BPKP Badan Pengawasan Keuangan dan Pembangunan / State Supervisory Board for Finance and

Development BPLHD Badan Pengelola Lingkungan Hidup Daerah BPRS Bank Perkreditan Rakyat Syariah / Sharia Rural Bank BPS National Statistics Bureau BRI Bank Rakyat Indonesia BTPN Bank Tabungan Pensiunan Nasional / National Savings Pensioners Bank BTN Bank Tabungan Negara CBO Community-Based Organization CC Cross-Cutting CCFI Coca-Cola Foundation Indonesia CCP-I Cipta Cara Padu Indonesia Cipta Karya Directorate General of Human Settlement CWL Creditworthiness Ladder CLTS Community-led Total Sanitation COP Chief of Party COR Contracting Officer’s Representative CSO Civil Society Organization CSR Corporate Social Responsibility CSS Citywide Sanitation Strategy DAI Development Alternatives, Inc. (IUWASH prime contractor) DED Detailed Engineering Design Dewan Pengawas PDAM Supervisory board of water utilities DCOP Deputy Chief of Party DPA-SKPD Dokumen Pelaksanaan Anggaran-Satuan Kerja Perangkat Daerah/ Budget Implementation

Document - Local Government Work Unit DPRD Dewan Perwakilan Rakyat Daerah / Regional Legislative Assembly EE Enabling Environment (for improved service delivery, Component 3) EHRA Environmental Health Risk Assessment EMMP Environmental Mitigation and Monitoring Plan ESP Environmental Services Program FGD Focus Group Discussion FY Fiscal Year GCM Global Circulation Model GEC Grant Evaluation Committee GIS Geographic Information System GoI Government of Indonesia GUC Grants Under Contract HR High Level Result

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HRD Human Resource Development HWWS Hand Washing With Soap IC Improved Capacity (for service delivery, Component 2) ICED Indonesia Clean Energy Development (a USAID project) IEE Initial Environmental Examination IKK Ibu Kota Kecamatan IndII Indonesia Infrastructure Initiative (AusAID) IPAL Instalasi Pengolahan Air Limbah (Waste Water Treatment Plant) IPLT Instalasi Pengolahan Limbah Tinja (Septage Treatment Plant) IR Intermediate Result ISSDP Indonesia Sanitation Sector Development Program IUWASH Indonesia Urban Water Sanitation and Hygiene JICA Japan International Cooperation Agency JPA Joint Partnership Agreement KDH Kepala Daerah/ Head of District KSAN Konferensi Sanitasi dan Air Minum / National Conference on Sanitation and Drinking Water KSR Kupedes untuk Sambungan Rumah / Rural Development Credit for Household Connections KUA Kebijakan Umum Anggaran/General Budget Policy KUPEDES Kredit Umum Pedesaan / Rural Development Credit LG Local Government LLTT Layanan Lumpur Tinja Terjadwal/ Regular Desludging Service LoP Life of Project LTTA Long-term Technical Assistance M&E Monitoring and Evaluation MBR Masyarakat Berpenghasilan Rendah / low-income communities MCK Mandi Cuci Kakus / Bathing, washing, and toilet facilities MD Mobilized Demand (for improved service delivery, Component 1) MDG Millennium Development Goals MFI Micro-Financing Institution MLD PT. Mitra Lingkungan Dutaconsult (IUWASH subcontractor) MoF Kementerian Keuangan / Ministry of Finance MoFA Kementerian Luar Negeri / Ministry of Foreign Affairs MoH Kementerian Kesehatan / Ministry of Health MoHA Kementerian Dalam Negeri / Ministry of Home Affairs MPW Kementerian Pekerjaan Umum / Ministry of Public Works MoU Memorandum of Understanding MSMHP Metropolitan Sanitation Management and Health Project Musrenbang Musyawarah Perencanaan Pembangunan / Multi Stakeholder Consultation Forum for

Development Planning MPW/PLP Kementerian Pekerjaan Umum/Ditjen Penyehatan Lingkungan dan Permukiman / Ministry of

Public Works/Directorate of Environmental Health and Settlement NAD Nanggroe Aceh Darussalam / Aceh Province NGO Nongovernmental Organization NRW Non-Revenue Water O&M Operations and Maintenance ODF Open Defecation Free PD PAL Perusahaan Daerah Pengelolaan Air Limbah / Local Waste Water Company PDAB Perusahaan Daerah Air Bersih / Provincial Clean Water Company PDAM Perusahaan Daerah Air Minum / Water utility Pefindo Pemeringkat Efek Indonesia (rating firm) Local government Pemerintah Daerah / Local government (LG) Perda Peraturan daerah (District regulations) Perpamsi Persatuan Perusahaan Air Minum Seluruh Indonesia / Union of Indonesian Water Supply

Enterprises Perpres Peraturan Presiden / Presidential Regulation PI PDAM Performance Index PII Penjaminan Infrastruktur Indonesia / Indonesia Infrastructure Assurance PKK Pemberdayaan Kesejahteraan Keluarga / Family Welfare Empowerment

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PKS Perjanjian Kerja Sama/ Cooperation Agreement PMK Peraturan Menteri Keuangan / MoF Decree PMP Performance Monitoring Plan PNPM Mandiri Program Nasional Pemberdayaan Masyarakat Mandiri / National Program for Community Self-

Empowerment Pokja Kelompok Kerja/ Working Group Posyandu Pos Pelayanan Terpadu/ Integrated (health) Service Post PP29 Peraturan Pemerintah No. 29 PPAS Prioritas Plafon Anggaran Sementara/ Provisional Budget Priorities and Funding PPKM Program Peningkatan Keberdayaan Masyarakat/ Increased Community Empowerment PPLP Direktorat Pengembangan Penyehatan Lingkungan Permukiman Kemen. PUPR/ Directorate of

Settlement Environmental Health Development at the Ministry of Public Works and Public Housing

PPP Public Private Partnership PPSP Percepatan Pembangunan Sanitasi Perkotaan/ Accelerated Program for Urban Sanitation PTI Participant Training Information PU Pekerjaan Umum / Public Works PY Project Year QPR Quarterly Progress Report RAD Rencana Aksi Daerah / Local Action Plan RAPBD Rencana Anggaran Pendapatan dan Belanja Daerah/ Provincial or District Government Budget

Plan Renja Rencana Kerja/ Work plan RFA Request for Applications RIPJM Medium-Term Investment Development Plan RPJMD Medium-term Development Plan RISPAM Sanitation and Drinking Water Investment Plan RKA Annual Work and Budget Plan RKAP Local Government Annual Work Plan RKPD Rencana Kerja Pembangunan Daerah/ District Government Annual Work Plan RT Rukun Tetangga / Neighborhood Association RW Rukun Warga / Community Association, equal to Ward Sanimas Sanitasi Berbasis Masyarakat / Community-based Sanitation SDG Sanitation Donor Group SLBM Sanitasi Lingkungan Berbasis Masyarakat SKPD Satuan Perangkat Permerintah Daerah / Local Government Work Unit SME Small or Medium Enterprise SMI Sarana Multi Infrastruktur (infrastructure finance intermediary) SOW Scope of Work SSE South Sulawesi and Eastern Indonesia SSK Strategi Sanitasi Kota / Citywide Sanitation Strategy (CSS) STBM Sanitasi Total Berbasis Masyarakat / Community-based Total Sanitation STTA Short Term Technical Assistance TAMIS Technical and Administrative Management Information System UPTD Unit Pelaksana Teknis Daerah/ Technical Implementing Unit in Region USAID United States Agency for International Development USDP Urban Sanitation Development Program USM Urban sludge management USRI Urban Sanitation and Rural Infrastructure (ADB) WASPOLA Water Supply and Sanitation Policy Formulation and Action Planning Watsan Water and Sanitation WES Water, Environment and Sanitation WRM Water Resource Management WS Water supply WSP Water and Sanitation Program (World Bank) WTP Water Treatment Plant WWM Waste Water Management YLKI Yayasan Lembaga Konsumen Indonesia / Indonesian Consumer Institute Foundation

1 INTRODUCTION 1.1 OVERVIEW This is the sixth and final Annual Workplan of the USAID Indonesia Urban Water, Sanitation and Hygiene (IUWASH) Project. It covers the period of October 01, 2015 through July 02, 2016, and is referred to as “Project Year 6” or “PY 6”. It includes detailed information on plans and targets for each of the project’s main areas of activity - water supply, sanitation, “cross-cutting” , and key program management considerations. The development of this Workplan follows in-depth consultations with project partners at all levels and takes into consideration many lessons learned during the project’s earlier years. Based on the analysis of available information and while remaining highly cognizant that this is the final year of project operations, the IUWASH Team applied an overriding theme of “Achieving targets and leaving behind sustainable results”. This theme underscores the dual role the project has in PY 6. The role of meeting its contractual obligations to USAID and the role of ensuring that its many partners are well-equipped to continue progessing in the many areas addressed under IUWASH. It should be noted, the end date stated above for PY 6 as well as several project targets and activities described herein are based on an assumption that a contract modification being negotiated at the time of Workplan development will be approved. This modification provides for a four-month extension of the contract from its current end date of March 02, 2016 and increases targets in some key areas. These include: • People gain access to safe water supply system (HR-1): Increased from 2,000,000 to 2,400,000 • Training participants (HR-4): Increased from 75,000 to 100,000 • Low-income households accessing microfinance (EE-4): Increased from 15,000 to 20,000 • Small and medium businesses providing affordable services (IC-6): Increased from 30 to 45 • Increased capacity of stakeholders to adapt to climate variability (IC-10): Increased from 100 to 160 In the event the modification is not approved, IUWASH will revise the Workplan to conform to its original schedule and targets. 1.2 BACKGROUND ON IUWASH The USAID Indonesia Urban Water, Sanitation and Hygiene (IUWASH) Project, Contract No. AID-497-C-11-00001, is a five-year effort designed to support the Government of Indonesia in making significant progress towards achieving Millennium Development Goal (MDG) targets as concerns safe water and sanitation by expanding access to these services. The IUWASH Project (or, the “Project”) works with Indonesian government agencies at the central, provincial, and local levels, local water utilities (PDAMs), sector associations, NGOs, communities, universities, the media, and the private sector. With USAID funding of 38.7 million US dollars, the Project is expected to result

Component One: Mobilize Demand for

Water Supply and Sanitation Service

Delivery

AccountabilityRegulation

& Supervision

Service Delivery

Component Three: Strengthen Policy and

Financial Enabling Environment for

Improved Water and Sanitation Service

Delivery

Component Two: Improve and Expand Capacity for Water

and Sanitation Service Delivery

Advocacy

Figure 1: IUWASH – Working at the Intersection of Communities, Local Governments, and Utilities.

ANNUAL WORKPLAN PROGRAM YEAR 6, 2016

USAID INDONESIA URBAN WATER SANITATION AND HYGIENE PROJECT (IUWASH) WWW.IUWASH.OR.ID 2

in the following benefits to Indonesia: • 2,400,000 people in urban areas gain access to improved water supply as a result of US

Government assistance; • 250,000 people in urban areas gain access to improved sanitation facilities as a result of U.S.

Government assistance; and • The per unit water cost paid by the poor in targeted communities decreases by at least 20%

through more participatory, transparent, accountable, and financially enabled services. • 100,000 trained in IUWASH-related areas of involvement.

To contribute to more equitable access, IUWASH emphasizes extending services to Indonesia’s urban poor, currently those people with the most limited access to these services. To ensure that improvements in access are sustained, IUWASH implements activities that contribute to the achievement of three distinct types of intermediate results. These results include:

• Demand for safe drinking water access and improved sanitation increased among urban communities and households with currently unimproved access;

• Improved water and sanitation services provided by public and private sector institutions in urban areas have sufficient sustainable capacity to meet increased demand; and

• Improved governance and finance create an enabling environment that supports equitable access to safe drinking water and improved sanitation in urban areas.

Corresponding to the above results, there are three technical components of the IUWASH Project to increase access to water and sanitation services, which will require different, but mutually reinforcing, initiatives to mobilize demand (Component One), increase capacity for service delivery (Component Two), and improve the enabling environment (Component Three). Outcomes in each component are inextricably linked, and success under one component cannot be achieved if there is not commensurate success in the other two components. Operationally, IUWASH is a regionally-based project supported by a central office in Jakarta. Regional offices are located in Medan, Jakarta, Semarang, Surabaya, and Makassar, while a national office in Jakarta oversees activities on a national level. These offices are staffed by a full complement of technical specialists (in water, sanitation, BCC, finance and governance) as well as financial and administrative support personnel. In addition, the Project has staff referred to as City Coordinators (CCs) who embedded in select agencies at the local level, ensuring that local level and planning, communications and monitoring are as effective as possible. During the project’s initial years and based on detailed assessment exercises, 54 municipalities were selected for long-term IUWASH support. These locations were selected based on: demonstrated need; the commitment of local governments to expand water supply and sanitation services, especially to the urban poor; Government of Indonesia (GoI) priorities; and the potential to undertake complementary activities with other USAID projects and other GoI and donor initiatives. 1.3 FIVE-YEAR VISION Over a span of five years, the IUWASH team envisions widespread urban water supply and sanitation solutions being incorporated into national and local development strategies, enabling local governments and their service providers to deliver high-quality, efficient water and sanitation services. In achieving the targets set by USAID, we envision that such solutions will lead to further sustainable increases in coverage well beyond the project’s end date, especially for the urban poor. The IUWASH team’s strategic approach for achieving this vision is to:

• serve as a catalyst for linking local level needs with national-level resources that are often available, but difficult for local sector stakeholders to access;



• improve the capacity of Indonesian water utilities to reach development targets while accounting for threats to their water resources, including those due to or exacerbated by climate change;

• improve the prospects for sustainable progress in sanitation through institutional capacity development and unleashing the untapped willingness of households, in particular, to invest in sanitation improvements;

• implement all activities through a lens of good governance—whether democratic governance (local government and civil society engagement) or corporate governance (such as PDAM operations and service delivery).

Although the five-year vision of IUWASH has been a broad guide to program development and implementation, IUWASH efforts from the beginning of the project to the development of this workplan have evolved in very many respects. This has included:

• PY 1: The project focused much attention on putting into place the essential infrastructure, resources and relationships that are required for implementation.

• PY 2: IUWASH looked beyond the basics and focused on building the programmatic foundation to achieve the five-year vision set forth above.

• PY 3: The project took advantage of the platform established earlier to support stakeholders across all areas of involvement and identify areas of particular opportunity.

• PY 4: IUWASH extended and deepened its support across several areas, most notably as concerns sanitation, in part due to a contract modification granted by USAID.

• PY 5: IUWASH began a concerted effort to inform national policy and programs based on its experiences at the local level.

Throughout these earlier years, experience has demonstrated that, despite major challenges in improving access to water supply and sanitation services, the political momentum to substantially change this situation continues to grow. The commitment of sector stakeholders at all levels (from the project’s national governmental partners to households across all IUWASH locations) and their willingness to contribute directly to improvements in sector performance has been increasingly apparent (through constructing new sanitation systems, increasing budget allocations, accepting higher tariffs for water supply delivery, and innumerable other areas). As the project enters its final year of operation under the theme of “Achieving targets and leaving behind sustainable results”, IUWASH will continue to manage programming to reach its intended targets, but also expand efforts in areas that can improve the prospect for continued progress in improving water supply and sanitation access. Many of these are directed at the local level, including additional support to UPTD development, expanded training in Climate Change (such as vulnerability assessments and adaptation planning), the development of a cadre of master trainers in Urban Sanitation Promotion, etc. Others are directed at the national level to ensure that central-level partners are equally equipped to continue important programs initiated under IUWASH. Examples include the aforementioned training programs, the exposure of government officials to alternative financing options as concerns septage management services, and assisting a key MOPWPH training institute in developing a training curriculum on the establishment of local wastewater management units. 1.4 PROJECT YEAR SIX (PY 6) WORKPLAN This workplan builds on these past achievement. It provides detailed information on a wide range of specific tasks planned for PY 6 and sets specific targets for each area of activity. Subsequent chapters of this workplan include: Chapter 2, High Level Results: This chapter describes; each IUWASH high-level result, the relationship of each result to the other technical component outcomes, and reviews specific targeted outcomes.



Chapter 3, Water Supply Sector: This chapter discusses overall aim and objectives and our team’s approach to achieving specific water supply-related deliverables, outcomes, and results. This section briefly: describes the project’s approach to the sector; defines key anchor and signature projects; provides an overview of the project’s important partnerships; describes key elements of the project’s sector workplan; and includes a table summarizing planned tasks for PY 4 and their associated activities, input requirements, expected results, and implementation timeframes. Chapter 4, Sanitation Sector: This chapter discusses overall aim and objectives and our team’s approach to achieving specific sanitation-related deliverables, outcomes, and results. This section briefly: describes the project’s approach to the sector; defines key anchor and signature projects; provides an overview of the project’s important partnerships; describes key elements of the project’s sector workplan; and includes a table summarizing planned tasks for PY 4 and their associated activities, input requirements, expected results, and implementation timeframes. Chapter 5, Cross-Cutting Sector: This chapter discusses the overall aim and objectives and our team’s approach to achieving specific goals across a range of cross-cutting areas including: advocacy for needed policy development; advocacy for increased budget allocation and policy development; improvement in citizen engagement; hygiene promotion (handwashing with soap and point-of-use water treatment); gender mainstreaming; and the mobilization of Corporate Social Responsibility (CSR) support. Chapter 6, Grant Program Management: This chapter contains: an overview of the project’s approach to grant program management; a review of the relationships between IUWASH grant activities and the project’s technical components and cross-cutting areas; a detailed description of planned tasks to be implemented during PY 4; and a table summarizing these planned tasks and their associated activities, input requirements, expected results and implementation timeframes. Chapter 7, Project Management: This section contains: IUWASH’s management strategy including the organizational chart and its matrix management approach; a description of planned activities in key management, financial and administrative areas; and plans for program communication, project reporting, monitoring and evaluation, as well as environmental compliance.

1.5 SUMMARY OF TARGETS AND DELIVERABLES Through the end of PY 5, IUWASH continued to register substantial progress towards achieving outcomes. In PY 6, IUWASH will build off of the momentum established to further achieve appreciable results, while remaining realistic in how it sets targets. As concerns the project’s High-Level Results, the following provides a summary of achievements from PY 1 through PY 5 and targeted amounts for PY 6.

Outcome Indicator LOP Target

Achievements through Sept. 2015 PY 6 Target

Est. Total LOP PY 1 PY 2 PY 3 PY 4 PY 5

HR.1 Number of people in urban areas gain access to improved water supply as a result of USG assistance

2,400,000 0 251,630 595,885 622,665 775,825 899,750 3,145,755 (131.07%)

HR.2 Number of people in urban areas gain access to improved sanitation facilities as a result of USG assistance

250,000 0 13,730 42,610 40,425 159,405 50,460 306,515 (122.61%)

HR.3 The per unit water cost paid by the poor in targeted communities decreases by at least 20%

20 (cumulative) 0 32% 21% 0% 57% 20% 38.5%

(192.50%)

HR.4 Number of people trained in IUWASH type activities

100,000 417 14,834 22,078 15,177 37,060 10,600 100,166 (100.20%)



2 APPROACH TO HIGH LEVEL RESULTS AND DELIVERABLES 2.1 INTRODUCTION

IUWASH high level results (in particular, the first and second) contribute directly to the achievements of the seventh Millennium Development Goal adopted by the GoI – expanding access to safe water and sanitation services. From this perspective, the partnership between the Government of the United States and the GoI in this sector is expected to yield essential assistance that directly impacts the quality of life of the Indonesian people. To contribute to more equitable access, IUWASH emphasizes expanding services among Indonesia’s urban poor. To ensure that improvements are sustained, IUWASH adheres to a demand-driven approach that targets service improvement locally and is grounded in the priorities of the central government. High level results will flow from activities under the Project’s three main components: • Demand for safe drinking water and improved sanitation mobilized among urban communities and households

with currently unimproved access. Program activities stimulate demand from both civil society and local governments for improved and increased water supply and sanitation services, which includes making service providers more accountable to the citizens they serve and the local government owners. IUWASH’s approach for achieving this result is to give a voice to hidden demand, and to mobilize demand for improved sanitation by creating service demand where previously none existed.

• The capacity to sustainably meet this mobilized demand with improved water and sanitation services built among the public and private sector institutions best placed to provide these services in urban areas. The water and sanitation sector is currently facing several challenges, including poor management, insufficient funding, and operational inefficiencies. To address these issues, IUWASH will increase the capacity of key institutions including the local government, PDAM, civil society, small and medium enterprises (SMEs), and community groups.

• A governance and financial enabling environment created that supports equitable access to safe drinking water and improved sanitation in urban areas. Facilitating an improved enabling environment for water and sanitation services will involve the active participation of local governments and parliaments as the owners of water utilities. GoI programs to improve sanitation also depend on local governments to lead the development and implementation of citywide sanitation plans that support household, community-based, and centralized solutions in accordance with citywide objectives.

Corresponding to these intermediate results are three technical components that together lead to increased access to water and sanitation services. These components are mutually reinforcing, and the outcomes targeted in each are inextricably linked, such that success under one component cannot be achieved without commensurate success in the other two. These components are further supported by a small grants program to promote innovation and scaling-up of successful approaches to increasing access. Though fairly diverse, all activities under the above components and grant program are designed to contribute, directly or indirectly, to achievement of the program’s high level results. In PY 5, IUWASH continued to implement a sector-based strategy which focused the three main project components into clear programatic areas including water supply, sanitation, and cross-cutting areas that are common to both. The implementation of activities in this more traditional “sector-based” optic is effective insofar as that is how the project’s many partners (especially GOI agencies) are fundamentally organized. As related earlier, IUWASH received a request for proposal that extends the project by four months to early July 2016. Although the entension isn’t yet formalized, this workplan integrates main changes proposed therein to this workplan—including increases to High Level Results 1 and 4. More specifically,



the target of HR-1 (access to safe water) is expected to increase from 2,000,000 to 2,400,000 and the target of HR-4 (number of people trained) is expected to increase from 75,000 to 100,000. 2.2 OVERVIEW OF HIGH LEVEL RESULTS

The main objective of IUWASH is to regsiter important gains in four (4) areas or High-Level Results (or “HR”) that contribute directly to GOI’s MDG targets. HR-1 and HR-2 focus on the actual number of people that benefit from improved access to water supply and sanitation. HR-3 addresses the need for affordable services for the poor in the form of reduced costs that low-income households must pay for access to water supply. The last indicator, HR-4, is an additional result proposed by IUWASH concerning the total number of people trained under the Project on issues and approaches that directly impact demand for and access to clean water and sanitation. The matrices provided in each subsection below demonstrate the linkages of each high level result with the outcomes under the respective components. By the end of PY 5, IUWASH made significant progress towards all four (4) targeted High Level Results,surpassing all exisiting LOP targets. The progress was especially more noteworthy under Outcome HR-2 (people gain increased access to improved sanitation facility) because it increased from 38.66% at the end of PY 4 to 102,42% by the end of PY 5. HIGH LEVEL RESULT HR-1: PEOPLE GAIN ACCESS TO IMPROVED WATER SUPPLY AS A RESULT OF US GOVERNMENT ASSISTANCE

High Level Result HR-1 focuses on the number of people living in urban and peri-urban areas who gain access for the first time to an improved water supply. An improved water supply is defined as clean water that comes from an improved water source. Within the IUWASH program an improved water source will come in the form of a PDAM connection to the individual household, a master meter connection, or connections guaranteed to be made from several capital expenditure financing programs. IUWASH provides technical assistance to 50 PDAM through various capacity building activities in management, technical and financial aspects so PDAM will improve their performance resulting in expansion of services for the people. This outcome is closely related with the outcome IC-1 on the improvement of PDAM Performance Index. At the end of IUWASH, IUWASH will evaluate the achievement on improvement of PDAM Performance Index. Only those PDAMs that have increased performance index with more than 20% (measured from the baseline at start of IUWASH support) will be included in the calculation of the achievement of the HR-1 outcome. The achievement of HR-1 outcome in PY 5 is 775,825 people get increased access to safe water supply. This achievement was supported by improved performance of PDAM in operational, technical and financial aspect. This figure brings to the total achievement of this outcome to 2,246,005 people get increased access to safe water supply (112.30%). In PY 5, the average PDAM PI increased from 50.95% to 69.97%. According to this latest PDAM PI data, out of the total 50 PDAM supported by IUWASH 48 have already increased their PI by more than 20%. Only PDAM Kota Malang and Kab Lebak are still below the 20% target. It should be noted, although PDAM Kota Malang is below the target, it already had high performance index which makes it a greater challenge to achieve the additional 20% increase in PI. Also, because PDAM is a such high performer, it is being used as the center of excellence for the other PDAMs to take after by MOPWH and IUWASH. For PDAM Lebak additional support programs are implemented to reach the 20% PI increase by end of PY 6. However, if by the end of PY 6, they can not reach the 20% PI increase, their increased house connections will not be counted towards High level result HR1. Besides increasing PDAM connections to achieve the cumulative target of providing 2.4 million people (after new contract modification) with increased water supply access, IUWASH is implementing the following innovative solutions which focus on increasing access to piped water for poor households: • Communal connections through master meters. Communal/master meters are PDAM connections

established at the entrance of a neighborhood from which point community members themselves



organize and manage piped water distribution to households. The community also manages the payments to PDAMs and costs associated with internal operations and maintenance. This method of service provision is especially appropriate in poor communities where land title is a problem (informal settlements). Up to PY 5, IUWASH completed the implementation of master meter program in Kota Sibolga (North Sumatra), Kab. Tangerang (Banten), Kota Surakarta (Central Java) and Kab. Sidoaro and Kota Surabaya (East Java). A total of 1,162 households in these cities received new PDAM water connections through the Master Meter Program. In PY 6, IUWASH will continue to implement the master meter program in DKI Jakarta. From this program, it’s expected that the connection for urban poor will increase and, it will contribute significantly to the reduction of Non Revenue Water by reducing illegal connections.

• Microfinance for water supply. One issue directly influencing household-level demand mobilization for piped water supply is the payment of a connection fee. This often poses an insurmountable obstacle for poorer households. To address this issue, IUWASH has promoted the use of microfinance for low income households seeking a new piped connection. IUWASH achievement on microfinance program for water in PY 5 is 4,936 new PDAM connections made through microfinance program across the IUWASH regions. This figure brings to the total number of 15,155 new connections up to September 2015. In PY 6, IUWASH will continue this work in 5 priority cities that have better opportunity to achieve the target. The total target for microfinance program in PY 6 is proposed at 20,000 households but this figure includes the microfinance for sanitation. The proposal for increased target for microfinance program is part of the proposal of IUWASH extension.

From the above activities, IUWASH expects to reach the target of 899,750 new connections in PY 6. From this figure, IUWASH estimate to reach total of 3,145,755 new water connections (131% of targeted outcome). Starting in PY 4, IUWASH also measured the percent increase of household with increased access to safe water supply from Non-PDAM water source. IUWASH started to count the total households in the area where the community-based water supply systems are developed and this approach will continue in this planning year. In terms of PDAM connections, there are three methodologies to gauge increased access: 1. Number of new connections for all PDAMs in the IUWASH cluster, provided that through IUWASH

support, the PDAM Performance Index has increased by at least 20%; 2. Number of new connections made through master meters, as explained above; and 3. Number of new potential connections from PDAMs, whereby IUWASH technical assistance was

instrumental in securing capital expenditure financing. This includes connections that have not yet been made, but which are guaranteed to be made as demonstrated by firm GOI, banking and/or private investor commitments (and for which IUWASH has developed clear criteria to ensure such is the case).

As PDAM connection, for the percent increased of household increased access to safe water supply will be counted from the total households located in the coverage area of PDAM partners. In the city setting the total households of the city is equal with the coverage area of PDAM while in the district setting, PDAM does not cover the whole sub-districts but usually about 60% of total households in the district are considered as the coverage area of PDAM. This assumption refers to the common definition developed by Ministry of Public Works. IUWASH use the latest Susenas data (formal Indonesian Statistic data) to count these total households. While for non-PDAM connection, for the percent increased of household increased access to safe water supply, the total household will be counted from the total households in the location where the community-based water supply system developed. It is important to note that, per the MTE, it was also recommended to revise the methodology for counting success towards the achievement of EE2 (see below) to allow results to be claimed when GOI coordinating committee loan approval is granted. This will be addressed in a forthcoming modification to the project’s PMP. The following is a list of



the outcomes that contribute to the achievement of High Level Result HR-1. Detailed activities under each of the outcomes can be found in the Sector-based and Regional work plan descriptions.

Contributed Outcomes to HR-1 Indicator: Number of people gain access to improved water supply as a result of US Government assistance Outcome MD.2 Civil society groups and/or government cadres implementing programs to mobilize improved

access to safe drinking water and adequate sanitation Outcome IC.1 PDAMs with improved technical, financial and management performance Outcome IC.4 Local government institutions implementing necessary climate change adaptation measures, on

preliminary raw water sources vulnerability assessment Outcome EE.2 PDAMs / local government obtain access to long-term funding for watsan investment plans Outcome EE.3 Percent increased (%) in financial resources accessed by service providers from public and

private sources for expansion of improved watsan services Outcome EE.4 Low income households accessing micro finance for household improvements in watsan

HIGH LEVEL RESULT HR-2: PEOPLE GAIN ACCESS TO IMPROVED SANITATION SERVICES AS A RESULT OF US GOVERNMENT ASSISTANCE

High Level Result 2 (HR-2) focuses on the number of people that obtain access to improved sanitation facilities. Improved sanitation facilities are defined as sanitation facilities that ensure privacy, personal hygiene, and avoid negative environmental impacts. The types of qualifying sanitation facilities counted by IUWASH under this definition are as follows: 1) improved individual or household latrines; 2) community-based sanitation facilities, especially household connections to communal septic tank; 3) public/shared sanitation facilities; and 4) piped connection from a household latrine to a centralized sewerage system (citywide and small-scale). To facilitate tracking and recording of achievements according to GOI and USAID definitions (the latter of which does not recognize public/shared facilities), IUWASH disaggregates data on newly constructed systems into these four categories. The target of this outcome was adjusted in PY 4 from 200,000 people to 250,000 people with improved access to sanitation. As mentioned above, this outcome shows a significant achievement by the end of PY 5 because the project results surpassed the target of life of project. In PY 5, the total achievement for the HR-2 outcomes is 159,405 people with new access to improved sanitation facilities. This figure brings to the total achievements of 256,055 people with increased access to improved sanitation facility. This figures was counted based on the recently approved PMP (Third Version) in which IUWASH adjusted the definition on improved sanitation systems. Now, for the improved sanitation facilities that will be counted under this outcome are: increased access through individual sanitation systems; increased access through communal sanitation systems; and increased access through off-site sanitation (sewerage). To reach the total target of 250,000 people, IUWASH will focus on and contribute to several improved sanitation systems and approaches described below: • Increase access through individual sanitation systems. Access to this system is implemented through

promotion of the STBM-Urban approach which supports the overall GOI program on STBM (Sanitasi Total Berbasis Masyarakat). In this approach, IUWASH mainly works with sanitarians, STBM facilitators (community cadre), but also with sanitation entrepreneurs and micro-finance providers creating demand through triggering activities, and by providing capacity building and technical support for the construction of individual facilities. To ensure the facilities’ sustainability and effectiveness in disease prevention, IUWASH also provides through the sanitarian and community cadres behavior change assistance on facility use and maintenance and, very importantly, handwashing with soap (HWWS). Other “pillars” of the MOH STBM program are integrated where appropriate.

• Increased access through communal systems. The communal systems are promoted through the construction of communal septic tanks (including house connections) and increasing use of public



toilets (already existing but underutilized). This program is implemented directly by Regional IUWASH Teams and/or IUWASH Grantee and includes partnerships program with the Ministry of Public Works and Housing in support of ADB/USRI and IDB programs. IUWASH is providing support in capacity building/training of facilitators, promotion campaigns to trigger positive responses from community to increasing their willingness to provide land and connection to the facilities. The same package of program activities is conducted to support the SLBM and Sanimas programs implemented by the LG institutions (District Public Works office and Provincial Public Works Office/Satker PU).

• Increased access through off-site sanitation (sewerage). For this program, IUWASH is supporting local governments and/or PDAMs to develop and implement concrete plans for developing small and or large scale sewerage systems. IUWASH will focus on promotional activities, designs (for limited demonstration locations only), and institutional strengthening. In addition, where necessary, IUWASH will assist in mobilizing finances for physical construction for sewerage expansion which includes house connections provided by the concerned local governments. Under this program, IUWASH also collaborates with sAIIG Program on promotional activities to connect the households to the small scale sewerage system.

• Institutionalizing urban domestic wastewater services delivery. Recognizing that a critical requirement

for successful urban wastewater management services requires an existence of supportive policies and institutions within local government , IUWASH will engage its local governments partners in the the promulgation of new regulations on wastewater management, as well as establishing and building capacity of dedicated wastewater management units (generally newly formed UPTDs or in some cases embedded within PDAMs).

In addition to their key task of ensuring proper septage management (safe and efficient collection, transport and treatment of septage), many of the new units are also involved in promoting expanded installation of septic tanks (at households and in communal settings) and providing support to local community-based organizations (KPP) that are charged with the maintenance of communal or shared septic systems. This involves community outreach, reducing idle system capacity, ensuring the collection of user fees, technical trouble shooting, allocation of maintenance budgets, and other associated activities. IUWASH work in this area has led to immediate impact in terms of better utilizing resources currently available and the existence of new wastewater management units provides a platform for long-term and sustained progress in the development of effective wastewater management services.

In PY 6, the sanitation programs will be implemented through several potential groups through the following activities: 1. Support communities and local governments in mobilizing funds and rolling out appropriate sanitation

systems. The funding may come from several sources, including local and/or national government grants, household contributions (in cash or through microfinance), and CSR funds.

2. Support the development of new technologies applied in the previous years. IUWASHs’ support will develop and test other low-cost sanitation systems that are technically appropriate and more affordable for poor urban households.

3. Support the capacity of the local government staff and institutions to provide better support for community groups to maintain and manage the communal systems. These institutions will require additional support such as financing for operation and regulation on the establishment of the institution support.

From the above planned activities, IUWASH targets a total of 50,460 people with new access to improved sanitation facility in PY 6. This target will bring to estimated total target of 306,515 people with increased access to improved sanitation facility which will be 122,61% of the total target over the life of IUWASH project.



The following is a list of the outcomes that contribute to the achievement of High Level Result HR-2. Detailed activities under each of the outcomes can be found in the Sector-based and Regional work plan descriptions.

Contributed Outcomes to HR-2 Indicator: Number of people gain access to improved sanitation services as a result of US Government assistance Outcome MD.2 Civil society groups and/or government cadres implementing programs to mobilize improved

access to safe drinking water and adequate sanitation Outcome MD.4 Households that have adopted improved health and hygiene practices Outcome MD.5 Exposure for Master Trainers to new urban promotion strategy to support participatory planning

activities including triggering exercises and Behavior Change Outcome IC.5 Local government implementing integrated sanitation and hygiene interventions that reflect their

CSS plans Outcome IC.6 SME providing affordable construction and sanitation facility management services Outcome IC.7 Poor residents in targeted communities that report greater satisfaction with water and sanitation

services Outcome IC.8 Establishment of Sanitation Management Unit Outcome IC.9 Adoption of Sustainable Urban Sanitation Framework by Government Institutions Outcome EE.2 PDAMs / Local government obtain access to long-term funding for watsan investment plans Outcome EE.3 Percent increased (%) in financial resources accessed by service providers from public and

sources for expansion of improved watsan services Outcome EE.4 Low income households accessing micro finance for household improvements in watsan

HIGH LEVEL RESULT: HR-3 THE PER UNIT WATER COST PAID BY THE POOR IN TARGETED COMMUNITIES DECREASES BY AT LEAST 20% THROUGH MORE PARTICIPATORY, TRANSPARENT, ACCOUNTABLE AND FINANCIALLY ENABLED SERVICES

Higher Level Result 3 (HR3) addresses the ability of the poor to pay for their daily water needs. Demand for affordable and safe drinking water is high among the poorest Indonesian households. Surveys show that the urban poor pay on average 10-20% of their monthly income on water. The water that most of these households purchase is expensive or of questionable quality. The challenge, then, is to mobilize this existing demand so that communities can work with water utilities to access more affordable and increasingly high quality piped water services. “Per unit water cost” is defined as the average cost per cubic meter of water that a given household pays for use in a household functions such as drinking and cooking. Further, “the poor in targeted communities” shall be defined as all households reached by a communal meter water supply system (or similar, community-based “water-for-the-poor” system) directly supported by IUWASH. Finally, the description of “more participatory, transparent, accountable, and financially enabled services” will be achieved through the establishment of a community-based management structure that directly builds upon the inputs and participation of residents and that establishes a transparent management structure and a clear pricing plan. From current PMP (approved by USAID on June 2, 2014), the water cost survey is applied only to Master Meter programs. As such and in PY 5, IUWASH conducted water cost surveys at Master Meter sites in Kota Sibolga (North Sumatra), Kab. Tangerang (WJDB), Kota Surakarta (Central Java) and Kab. Sidoarjo and Kota Surabaya (East Java). Results shows an average decrease of 57% of water cost paid by beneficiaires of these systems. This achievement brings to the 267% of the total target of life of IUWASH project.



The following is a list of the outcomes that contribute to the achievement of High Level Result HR-3. Detailed activities under each of the outcomes can be found under the National and Regional work plan descriptions.

Contributed Outcomes to HR-3 Indicator: Percent decreased (at least 20%) of per unit water cost paid by the poor in targeted communities through more participatory, transparent, accountable and financially enabled services Outcome MD.2 Civil society groups and/or government cadres implementing programs to mobilize improved

access to safe drinking water and adequate sanitation Outcome IC.1 PDAMs with improved technical, financial and management performance Outcome EE.2 PDAMs / local government obtain access to long-term funding for WATSAN investment plans Outcome EE.4 Low income households accessing micro finance for household improvements in watsan Outcome EE.5 Local Governments adopt new or improved mechanisms for citizens to engage local government

in watsan HIGH LEVEL RESULT: HR-4 PEOPLE PARTICIPATED IN IUWASH TRAINING ACTIVITIES

Outcome HR-4 represents an additional result proposed by IUWASH in accordance with USAID reporting requirements for Participant Training Information (PTI). Specifically, this result complies with reporting requirements for programmatic training as described under AIDAR 752.242-70. The guidance on how to implement USAID-funded training programs is based on the ADS 253. The “people” mentioned in this indicator consist of community people, government officers from different levels, private sector officers, donor agency staff, and others who participate in IUWASH training activities. The “training activities” are defined as all types of training related activities targeting increases capacity and understanding of urban water supply, sanitation and hygiene issues. IUWASH achievement in PY 5 under this outcome is 37,060 people. This figure brings the total number of individuals trained to 89,566 people (119,42%). This achievement shows that IUWASH surpass the life of project target. As mentioned above, the target of this outcome is proposed to be increased during IUWASH extension period from 75,000 people to 100,000 people. This changing will be adjusted in the next revised PMP and IUWASH will continue to monitor the progress of this outcome in remaining IUWASH time. The target for PY 6 is 10,600 people participating in IUWASH training activities. This will bring the total training number to 100,166 people (100,2%). There are no specific outcomes that contribute to this result. All the training activities under all IUWASH outcomes will contribute to the achievement of this result.

Contributed Outcomes to HR-4 Indicator: Number of people trained in IUWASH training activities There is no specific task. All the training activities under all IUWASH outcome activities will contribute to this outcome



3 APPROACH TO WORKPLAN OF WATER SUPPLY SECTOR 3.1 INTRODUCTION

One of the primary objectives of IUWASH is to increase access to improved (piped) water supply for 2,400,000 people, or 480,000 households, assuming an average of five people per household. To reach this target, IUWASH provides direct support to 50 local water utilities (PDAMs).A continuation of support provided during PY two through five. This technical support covers not only the internal aspects of PDAM operations (technical, financial and institutional), but also external factors related to: good governance by PDAM owners and other local decision makers; protection and enhancement of raw water sources;development and implementation of Climate Change Adaptation Planning; and mobilization of additional financing for sustainable expansion of services. These combined efforts should result in improved services for all PDAM customers, with special emphasis on low-income families, for whom a strong and financially healthy PDAM with sufficient raw water capacity in crucial. In the IUWASH Water Supply sector, all IUWASH interventions are grouped under eight programs, which are listed in the table on the right. Although the eight Water Supply Sector programs are described separately in this chapter, they are often interconnected, as activities under one program not only strengthen PDAM performance in that field, but also in other fields to ultimately support expanding service delivery. The Figure below illustrates the connections between the eight IUWASH Water Supply programs:

Figure 3: Connection between 8 IUWASH Water Supply Programs. The main focus of IUWASH has been providing direct technical support to the 50 PDAMs. The support follows a demand driven, participatory approach with the main stakeholders in this field including PDAM Management, the PDAM Supervisory Boards and PDAM owners, the Local Governments. Every year an

Raw Water Protection & Climate Change Adaptation

WS 4

Good Governance (Local government,

DPRD, DP)

WS 8

PDAM performance: Technical, Financial &

Institutional

Capital Expenditure Financing

Customer Service & Customer Relation

WS 3

Water for Poor: Micro Finance Master Meters

WS 7

WS 5 & 6

WS 1, 2, 8

IUWASH programs in Water Supply Sector: WS 1 Improve PDAM Operational Aspects WS 2 Improve PDAM Financial Aspects WS 3 Improve PDAM Customer Engagement WS 4 Raw water & Climate Change Adaptation WS 5 Water for the Poor - Micro Finance WS 6 Water for the poor – Master Meters WS 7 PDAM Capital Expenditure Financing WS 8 PDAM Institutional & Governance Aspects

Figure 2: Summary 8 Water Supply Programs.



action plan is developed for each city, highlighting the critical programs to be supported by IUWASH, the type of IUWASH support as well as the commitment by local partners to allocate sufficienct staff and suporting budgets to implement the recommendations and continue the programs. Technical support is provided through a variety of “support tools”, starting from direct support by Long Term IUWASH staff, engagement of specialised Short Term staff, various type of events and subcontractors to local third parties for survey’s, studies, FS, DED, etc. At the National level IUWASH is increasingly supporting National Government agencies, especially the Ministry of Public Works, BPPPSAM, and PERPAMSI to build a more harmonized strategy of technical assistance to PDAMs. Examples of this are the support to the Ministry of Public Works with Roadmap and financing options for Enery Efficiency and Non Revenue Water, support to BPPSPAM in obtaining alternative finance for PDAM expansion and PERPAMSI to conduct “PDAM Clinics” which is providing “hands on” experience to small, weak PDAMs. While some activities in PY 6 will be similar to activities implemented in previous program years, the main focus in PY 6 will be on phasing out IUWASH technical support, with emphasis on: dissemination of result, lessons learned, and examples for replication; further strengthening of partnerships with key GOI ministries, institutions (like BPPSPAM, PERPAMSI), and donors (ADB, World Bank etc); preparing toolkits and other exposure materials; conducting formal trainings, national workshops, join national events (KSAN, MDG, etc). This will be the IUWASH legacy. Further details of these can be found in the section below. The following sections provide more detail on all programs in the Water Supply Sector for PY 6 • Section 3.2. highlights IUWASH signature approaches. • Section 3.3. describes collaboration with important IUWASH partners to jointly achieve IUWASH and

GoI goals. • Section 3.4. provides more details on each of the eight Water Supply programs, including descriptions

of the planned activities at National and Regional level for all subprograms. • Section 3.5. provides more details of planned support to PDAMs in PY 6. 3.2 SIGNATURE APPROACHES

This section provides a short explanation of the concepts of Signature approaches, followed by a summary of the activities planned for PY 6 under each program. IUWASH Signature Approaches

Signature Approaches, are “out-of-the-box” innovative approaches that can be used as examples by GOI and/or other donor agencies. Signature Approaches include concept development, piloting/field testing, exposure through national workshops and/or exchange visits, and development of guidelines for scaling up and monitoring progress and lessons learned. Signature Approaches are implemented by combining direct assistance from IUWASH experts and subcontracted third parties. Signature Approaches are implemented in all IUWASH regions.



The IUWASH Signature Approaches identified for Water Supply sector are listed below:

Title Main activities to be conducted in PY 6 Goal by end of IUWASH

PDAM Energy Efficiency & Non Revenue Water reduction

• PDAM Energy Efficiency Audits (EEA) and EEA manual/guidelines finalized and exposed through (national) workshops and integrated in programs by GOI , PERPAMSI and donors

• Collaboration with Ministry of Public works to include EEA and NRW Guidelines and roadmaps in Centre of Excellence programs

• Complete Energy Efficiency Audits and NRW reduction pilots and staff training with specific PDAMS

Model of EEA, including success stories and choice of financing options adopted by PDAM, GoI and donors Demonstrations how small investments in NRW reduction can achieve substantial NRW reductions

Water for the Poor (MBR)

• Complete microfinance (MF) programs to pre-finance individual house connections through a bank/cooperative and/or PDAM internal cashflow

• Conduct National workshop (early February 2016) with with water.org and PERPAMSI to expose lessons learned and results

• Complete all Master Meter (MM) systems connecting low-income (MBR) families, especially in North and East Jakarta managed by CBOs

• Provide write-up with lessons learned of Master Meters programs under IUWASH as guideline for further replication by GOI and others

Model MF and MM programs used in all regions and adopted by PDAMs, GoI and others as viable option to expand service to MBR

Climate Change Adaptation Plans

• Comple Climate Change Adaptation Planning in 20 IUWASH target locations, obtaining commitment from local decision makers, where possible, in PDAM business plan and/ or local government development plans

• Complete implementation of Climate Change Adaptation Actions in 20 locations including: raw water protection regulations, alternative raw water sources, relocation of intake facility, and construction of infiltration ponds

• Finalize toolkit and training program for national and local stakeholders

• Conduct training for at least 160 participants form local and nationals partners

• Complete support to Coca Cola Foundation Indonesia, Nestle and other local CSR initiatives to built infiltration ponds.

Models developed in all IUWASH regions with local commitment and adopted by national agencies as means to safeguard against future risks of climate change Concrete adaptation actions implemented to address vulnerability issues and serve as examples for replication Capacity of stakeholder improved; toolkit which can be used by national and/or regional partners

Capital Expenditure Financing

• Complete technical and financial feasibility studies to determine overall project viability;

• Where applicable complete detailed engineering designs and project costing;

• Finalize advocacy support with local and central government, potential customers, and others;

• Where possible, arrange facilitation with private sector investors and lenders; template PPP contracts and/or commercial loan agreements.

Comprehensive creditworthiness analysis; Innovative financial models that clearly identify projects strengths and weaknesses; Utilization of alternative financing approaches, including PPP’s and commercial loans.

3.3 PARTNERSHIPS WITH OTHER STAKEHOLDERS

IUWASH recognizes that achieving the ambitious targets in a sustainability manner - especially long-term improvements in PDAM performance - can only be achieved through strong partnerships with key national government ministries, donor agencies, and other institutions, both public (BPPSPAM, PERPAMSI, etc.) and private (CCFI, Nestle and other CSR partners). Collaboration includes regular exchanges to avoid duplication and to share lessons learned, as well as developing joint programs such on Capacity building for PDAM staff (with the Ministry of Public Works, BPSPAM, PERPAMSI, World Bank), mobilizing capital investments (with the Ministry of Finance, Public Works, BPPSPAM, and World Bank) until construction of infiltration ponds (with CCFI and Nestle). In PY 6 IUWASH will continue maintaining strong relationships



developed since IUWASH start and also hand over responsibilities to other parties, in line with IUWASH’s exit strategy. For the PY 6 Workplan, several partnerships are planned as can be seen in Table below:

Partner Summary of Activities

Water.org Collaboration on promotion micro finance for Water supply access through local institutions and mobilizing finance (including national workshop)

Ministry of Public Works/Water Supply

collaboration on utilizing Centre of Excellence (CoE) programs for promoting sustainable programs on Energy Efficiency, Non-Revenue Water (NRW) Reduction, GIS/MIS systems, billing and accounting systems (SAK-ETAP)

Ministry of Finance Monitoring of finalization of PDAM debt restructuring programs and support identification of potential Capital Expenditure initiatives with PIP

Ministry of Environment & DNPI and ICCTF

communication and exchange experience on climate change adaptation programs and opportunities

BPPSPAM Joined collaboration on Capacity Building for PDAM, especially on mainstreaming Credit worthiness Ladder as monitoring tool for PDAM financial health

World Bank collaboration on PDAM Capacity Building programs as well as Capital Investment initiatives in water supply sector

Asian Development Bank Expose results of water for poor, through master meters in DKI Jakarta Indonesia Infrastructure Initiative (IndII)

exchange experience on Water Hibah and other PDAM performance improvement programs

PERPAMSI Close Collaboration to support Capacity Building of PDAM staff, especially in regarding PDAM operational efficiency

Coca-Cola Foundation Indonesia

Close collaboration for construction of infiltration ponds (Sumur Resapan) in East Java and Central Java

Nestle Close collaboration for construction of 100 infiltration ponds (Sumur Resapan) in East Java (Probolinggo)

Aside from national partners, IUWASH also fosters partnerships with local government agencies, NGOs, CSR partners and others at the regional and local level. Details of these relations can be found in the regional workplan sections of this Workplan. 3.4 WORKPLAN IMPLEMENTATION

This section entails a summary description of each of the eight IUWASH programs in the water supply sector, numbered WS 1 to WS 8. Some of these programs (e.g., WS 1 and WS 2) are divided in subprograms (e.g, NRW Reduction, Billing and Accounting) to clarify further the approaches and strategies applied by IUWASH to achieve the main program objectives. All of these programs are inter-related (as explained in the introduction to this Chapter) and they are also closely related to all programs described in Chapter 5 on Cross-Cutting Programs, with special emphasis on CC 1 (Local government policy development), CC 2 (increased APBD budget for watsan sector) and CC 3 (increased citizen engagement). PROGRAM WS 1: IMPROVED PDAM OPERATIONAL ASPECTS

The focus of WS 1is to improve PDAM Operational performance, measured by a PDAM Performance Index, resulting in more efficient operation, which is then translated in increased water supply to communities. This program includes six subprograms:

1) Monitoring of PDAM Performance Index; 2) Energy Efficiency Audit and Energy Efficiency improvements; 3) Non-Revenue Water (NRW) reduction; 4) Distribution network improvement; 5) Optimization of production capacity; and 6) Support to GIS/MIS system improvements.



By implementing these programs, it is expected that (i) water availability for existing and new customers will increase (through NRW reduction and optimization of production capacity); (ii) PDAMs’ financial performance will be improved (through Energy Efficiency, NRW reduction and MIS); and (iii) technical performance, including water flow and pressure, will be improved (through distribution network improvement, application of GIS, etc.). GIS/MIS is a cross-cutting subprogram area. It concerns PDAM performance improvement through improved information management systems which in turn impacts almost every aspect of PDAM operations (technical, financial, operational) down to the level of the individual customer. PDAM Performance Index Monitoring

IUWASH developed a PDAM Performance Index (PI) on critical aspects which are influencing PDAM performance: financial, technical and operational affairs; raw water protection; customer relations; good governance; and human resources management. For each participating PDAM, IUWASH collected relevant data to establish a PDAM PI baseline in June 2011 (first batch of 24 PDAMs) and December 2012 (for second batch of 26 PDAMs), which is then updated every six months. Results are discussed with the PDAM management to identify critical areas of weakness that can be addressed through technical assistance (TA) from IUWASH or other organizations. The aim is to improve the PI for each PDAM participating in IUWASH by minimum 20% from the baseline. By the end of PY 5, the Performance Index for 48 PDAMs increased by more than 20% and the exposure in all regions showed a strong support by all PDAM managers and Board of Supervisors to use the PI as their management tool. In PY 6, the IUWASH regional teams will phase out the technical assistance program to PDAMS and only provide some specific support, depending on local situation and opportunities. Furthermore IUWASH National team will collaborate more with Ministry of Pulic works and PERPAMSI to utilize the PDAM Performance Index approach to measure PDAM performance and target future technical assistance to the weak area’s. Energy Efficiency Audits

One problem facing many PDAMs is high energy costs, especially for PDAMs using pumping systems. PDAM management is usually not aware that PDAM energy consumption is not efficient, nor what steps can be taken to improve it and how much benefit it will provide to them. In PY 5 IUWASH collaborated with ICED and PU and conducted a national seminar to disseminate these EEA guidelines using the result of all EEA completed by IUWASH during PYs two though four (2 – 4). IUWASH also supported the Ministry of Public Works and Housing to prepare booklet on best practice of energy reduction at eight (8) PDAMs showing various energy reduction methods as well as different funding schemes used. In PY 6, IUWASH teams will continue to monitor PDAM management to follow up of energy audit result conducted previously. IUWASH will also support four more energy audits at PDAMs that requested support (Maros, Takalar, Jeneponto and Sukoharjo) as they are financially not strong enough to conduct it by themselves.

IUWASH locations for Energy Efficiency Audit

Region Location Type of Program

North Sumatra (5) Tanjung Balai, Asahan, Kota Binjai, Kab. Langkat, Tebing Tinggi Continue monitor implementation EEA results

West Java / Banten (2) Kab Lebak, Kab Bekasi Continue monitor implementation EEA results

Central Java (4) Kota Salatiga, Kota Surakarta, Rembang Continue monitor implementation EEA results Kab Sukoharjo Conduct new Energy Efficiency Audit (EEA)

East Java (1) Kota Gresik Continue monitor implementation EEA results South Sulawesi (3) Kab Maros, Kab Takalar, , Kab Jeneponto Conduct EEA in 3 cities

National level Prepare typical design and contract for Performance Based contract mechanism Support training of PDAM staff in differnet regions as part of IUWASH support to Centre of Excellence (CoE) program by MPW



NRW Reduction

From the previous NRW programs implemented by USAID, it is clear that NRW reduction programs focusing on setting up District Monitoring Areas (DMAs) combined with intensive participation by PDAM staff at all stages, greatly increases their understanding and capacity to implement NRW programs themselves, and to reduce NRW significantly within the DMA. Unfortunately, this model is not easy to replicate in many PDAM service areas because poor condition of the network and/or low water pressure. Therefore, implementation of NRW programs, by IUWASH does not only focus on development and promotion of DMA, but also to reduce non-technical NRW aspects, especially improving the accuracy of customer meter reading, increasing billing efficiency, and identifying and reducing illegal connections. The methods used include both on-the-job training and direct implementation in the field. In PY 6 IUWASH teams in North Sumatra will support GOI program in introducing OBA (Output Based aid) for NRW reduction and in Central Java team will support regional workshop to replicate the DMA scheme. For all the other regions, IUWASH technical teams will monitor results of all NRW programs established to date with IUWASH support. During PY 6, IUWASH will continue NRW reduction support program for PAM Jaya and its two private operators, through advanced training on NRW evaluation and measuring by senior local Water expert, as well as (requested by Pam Jaya) providing advice to local parties in the review of Water Balance for Jakarta.

IUWASH locations for NRW reduction


North Sumatra (7) 6 PDAM Monitoring progress NRW reduction activities by

PDAM PDAM Langkat Continue support to ongoing NRW program

West Java (1) DKI Jakarta Advanced NRW training and review Water Balance prepared by 2 private operators

Central Java (6) 6 PDAMs Continue monitoring the implementation of NRW program and conduct NRW replication workshop

East Java (7) PDAM Kab Malang Directly support NRW reduction program

6 PDAMs Monitoring progress NRW reduction activities by PDAM

South Sulawesi (1) PDAM Jayapura Continue mentoring commercial losses reduction program, including meter replacement, reducing illegal connections

Distribution Network Improvement (DNI)

One of the main reasons for low consumption and customer complaints is the low and intermittent water flow and pressure in the distribution network, thus the aim of a DNI program is for PDAM technical staff to learn how to evaluate their existing network capacity and propose improvements to PDAM management. Since PY 4, IUWASH teams have conducted capacity building on DNI programs in all regions consisting of

(i) how to prepare as-built drawing using Google Earth as back drop (ii) classroom training explaining how to calculate water demand at each zone and how to use the

EPANET hydraulic software program (network modeling program developed by EPA) to calculate pressure and flow, and

(iii) on-the-job training to prepare as-built drawing, measure water pressure in the distribution network, the elevation and length of pipes using GPS.



In PY 6, IUWASH will continue monitoring results and where needed provide limited technical support in specific locations.

IUWASH locations for Distribution Network Improvement


North Sumatra (8 ) Langkat, Binjai, Tebing Tinggi, Asahan, Tanjung Balai, Labuan Batu, Pematang Siantar, Sibolga

Continue monitoring digitizing of pipe distribution networks

East Java (2 ) Kab Lamongan, Kota Probolinggo Continue monitoring implementation of distribution evaluation

South Sulawesi (1 ) Kab Takalar Continue evaluation and optimization of distribution network

Production Capacity Optimization

To minimize costs and accelerate additional production capacity, it is preferable to optimize existing production rather than add a new production unit. This reduces investment cost and can be implemented much quicker, compared to building new WTP, where land acquisition is often the biggest problem. In PY 6, IUWASH will continue supporting PDAMs, where this optimization possibility was identified. IUWASH will assist 9 PDAM to either complete ongoing programs (3 in North Sumatra) or prepare Detailed Engineering Design to up-rate existing water treatment capacity (one in West Java, one in Central Java, 4 in South Sulawesi). IUWASH will further support PDAM and PEMDA to mobilize required budget allocation by PDAM, APBD or APBN. Another activity which will be implemented in PY 6 by IUWASH, is training PDAM staffs on improving water quality, especially for PDAMs Pare-Pare, Enrekang, Pinrang and Sidrap. Due to the low water quality in their systems, existing customer complain and potential new customers are not interested in being connected. In PY 5, IUWASH assisted 9 PDAM with Detailed Engineering Design to up-rate existing water treatment capacity. In PY 6, IUWASH will not start new DED programs, but will monitor implementation and results of the earlier DEDs. This incudes support for local and national partners to mobilize sufficient financial resources (from APBN and APBD) to implement rehabilitation. Furthermore, IUWASH in collaboration with PDAM Kab Bogor, will conduct water quality management training for 5 PDAM at SSEI region and evaluate the implementation of chemical dosing / water treatment at 15 PDAMs in 5 regions

IUWASH locations for Production Capacity Optimization


North Sumatra (3) Tebingtinggi, Labuhan Batu, Tanjung Balai Monitoring implementation of DED Water Supply System

West Java / Banten (1) Kab. Lebak Monitoring of implementation of DED to up-rate existing water treatment plant

Central Java (1) Kab Sukoharjo, Monitor results of DED to up-rate existing water treatment plant

South Sulawesi (4) Kota Pare Pare, Kab Enrekang, Kab Pinrang, Kab Sidrap, Training to improve WQM

National Conduct short study on existing SOP and use of Chemical dosing in 15 IUWASH locations (3 locations per region)

GIS/MIS support PDAMs’ increased understanding of and capability to operate water supply GIS/MIS systems, improves operations and maintenance of the distribution network. It also, improve services to the customers through better water billing, accelerated network expansion, and the number of customers served. In PY 5,



IUWASH provided basic GIS training for PDAMS in all IUWASH regions without GIS systems and those who were already familiar with using GIS, IUWASH supported optimizing their systemand introduced MIS customer data system into their business operations. In PY 6, IUWASH will continue to monitor the implementation of this GIS/MIS program to prepare and improve spatial data (both customer and network data). Also, in PY 6, IUWASH will collaborate with PDAM Kota Malang to facilitate PDAM Tirtanadi to improve their MIS. This will include preparing blue print of MIS development for PDAM Tirtanadi and PDAM Kota Bekasi. The Ministry of Public Works has prepared modules on e-PDAM and PDAM-INFO supporting PDAMs effort to integrate their customer data base and accounting and financial reporting system. In PY 6, IUWASH will collaborate with MPW to implement this at 2 PDAMs in South Sulawesi Region.

IUWASH locations for GIS / MIS support


North Sumatra (7)

Pematang Siantar, Sibolga, Langkat, Tanjung Balai, Asahan, Binjai

Continue monitoring spatial data development

Kota Medan Collaboration with PDAM Kota Malang to facilitate MIS system

West Java / Banten (3) Kota & Kab Bekasi, Kota Bogor Continue monitoring GIS/MIS System Central Java (4) Rembang, Batang, Sukoharjo, Salatiga Continue monitoring spatial data

East Java (5) Jombang, Gresik, Kab Probolinggo, Kab Malang, Sidoarjo Continue monitoring GIS System

South Sulawesi (6) Jayapura, Takalar, Sidrap, Bantaeng Continue mentoring and Evaluation of GIS

development

Maros, Jeneponto Collaborate with MPW to implement MIS software developed by MPW.

The following is a summary of key activites planned in PY 6 for each IUWASH region: North Sumatra Region • The focus in PY 6 is to increase PDAM production capacity in Langkat, Tebing Tinggi and Labuhanbatu

and to develop GIS/MIS in PDAM Tirtanadi as sustainability strategy West Java, Banten and DKI Region: • Performance index will be assessed February and March and prior to assessment, IUWASH technical

team will conduct data collection and verification process.. • Assist PDAM Kota Bekasi in the development of SOP for internal management mainly in customer

relation. The activity will be done from October 2015 through February 2016. • Assist PDAM Kota Bekasi with GIS/MIS system adapted from PDAM Kota Malang. • Assist with the production capacity optimization of IPA Rangkasbitung at PDAM Lebak. • Assist PDAM Serang financial position and revisiting water tariff. FGDs will be conducted from

October through March 2015 to conclude the new water tariff and related policies

Central Java Region • Since PDAM Performance Index has already exceeded 20% in all 9 PDAM IUWASH will continue to

monitor and coach through various workshops as a part of an“exit strategy”. • In PY 6, IUWASH will continue to support Energy Efficiency Audit in PDAM Sukoharjo and Facilitation

MIS in Rembang PDAM and PDAM Salatiga



East Java Region • monitoring progress of PDAM Performance Index of all IUWASH partners in East Java • improve performance for PDAM Sidoarjo through MIS programs and SOP for PDAM; • improve PDAM performance in GIS for Jombang, Gresik ,and Kab Probolinggo; and • facilitate NRW reduction for PDAM Kab Malang South Sulawesi and Eastern Indonesia Region • PY 6 will focus on PDAM performance index improvement through supporting PDAM on Energy

Efficiency Audit (EEA), Water Quality Management (WQM) training & monitoring, development and implementation of SOP, and NRW reduction program

PROGRAM WS 2: IMPROVED PDAM FINANCIAL ASPECTS

Strengthening financial aspects of PDAM will be crucial in PY 6 to improve overall PDAM performance. The sub programs to improve PDAM financial performance include:

1) Finalizing development and adoption of 7 PDAM Business Plans; 2) Facilitating 8 PDAM to conduct tariff adjustment and tariff reclassification programs; 3) Facilitating PDAM debt restructuring program, including processing by PUPN regional office 4) Providing administration software to improve accounting, billing, inventory, and personnel system

that aims to improve PDAM customer service and the other administrative functions such as data entry, accounting, billing, and inventory management system.

PDAM Business Plan development

In PY 6, IUWASH will continue facilitating PDAM in finalizing of Business Plans that include socialization and obtaining Mayors approval to facilitate easy implementation of Business Plan. In North Sumatera, IUWASH will facilitate PDAM Tirtanadi Medan to communicate with provincial government to obtain financial support from APBD Province in the form of equity injection. IUWASH will also provide advocacy support for business plan approvals for Sibolga, Langkat, and Asahan as well as further socializing business plan to Mayors of Kab Tangerang, Kab Lebak, and Kab Bekasi to get their approvals. For Central Java, a training is planned for all 9 PDAMs on performing financial projection for PDAM Business Plan so that in future, PDAMs can conduct a review of financial projections by themselves. Advocacy for the final approval of Business plan is required for Kab Semarang, Salatiga and Batang. In East Java, IUWASH will continue facilitating PDAM Kab Jombang, Kota Malang, Kab Sidoarjo and Gresik with almost complete Business Plans, to obtain input from stakeholders and the approval of Mayors. In South Sulawesi, for Kota Jayapura and Kab Bantaeng assistance will be provided on obtaining approval from the local government which includes socialization to stakeholders. Detailed information on PDAMs receiving support on Business Plan development can be found in Annex 8.9. PDAM tariff review & adjustment

In PY 6, IUWASH will continue providing support to improve PDAM tariff performance through adjustment or reclassification of customers. Improvement of tariff profile is a strategic tool for strengthen PDAMs financial health and for enhancing their overall capacity to improve and extend water supply services. IUWASH will specifically focus on assisting PDAMs in preparing tariff adjustments (adjusting rates and/or re-classifying structures), socializing these to the general public to garner their support, and obtaining approval from the local government. IUWASH will facilitate in-depth discussion with PEMDA officials from the start of tariff adjustment process. IUWASH will also replicate the previous strategy in new municipalities in PDAM Tanjung Balai and Asahan in North Sumatra and Lebak in Banten for tariff reclassification. In Central Java, Kota Semarang and Kota Surakarta will be supported with tariff adjustment similar to PDAM Kab Jombang and in Kota Mojokerto, IUWASH will support the on-going tariff adjustment efforts until they are approved by their respective mayors. In South Sulawesi, IUWASH will replicate its



approach for tariff reclassification to PDAM Kab Maros. Further details on status of PDAM tariff review and adjustment per city can be found in Annex 8.9. PDAM debt restructuring

In September 2015, the Ministry of Finance has formally issued permanent write-off of non-principal item of PDAM long-term loan to central government. 37 PDAM that have successfully fulfilled the requirements for write-off through evaluation and analysis of their business plan’s achievement, obtained approval. Of these PDAMs, six (6) were supported by IUWASH (Kota Sibolga, Kota Tebing Tinggi, Kab Mojokerto, Kab Purwakarta, Kab Jombang and Kab Bekasi). During PY 5, IUWASH was involved significantly as a member of the working group that evaluated and analized data and facilitated in development of the formulation for write-off. In PY 6, IUWASH was requested by the MoF to assist processing of 2nd – batch of PDAM proposals that are now on the list for approval. PDAM billing and accounting systems

Improvement of billing and accounting system of 17 PDAMs were conducted by IUWASH by the end of PY 5 including seven PDAMs in North Sumatra, 3 PDAM of Banten and West Java, 4 PDAM of SSEI and 3 PDAM of East Java. Systemic improvements were also expanded to the inventory, human resource, and management system. This enables the PDAM to work more efficiently and easily monitor the transactions of revenue of water sold. In PY 6, IUWASH will monitor the program that were installed in 8 PDAMs - Serang, Lebak, Jombang, Gresik and Lamongan, Purwakarta, Enrekang and Jayapura. Also, in North Sumatera, IUWASH will support improvement to PDAM Tirtanadis’ information system including accounting system. In this effort, PDAM Kota Malang will assist in developing road map of MIS improvement project (which is explained also under WS 1 – GIS/MIS improvement). At the national level, IUWASH will collaborate with the MoPW and (where possible) JICA to the further strengthen the national program of Centre of Excellence, especially in the area of PDAM accounting system improvement. The following is a summary of key activites planned in PY 6 for each IUWASH region: North Sumatra Region • Support finalization and legalization of PDAM Tirtanadi Business Plan to obtain financing for the next

five years and advocacte for Langkat, Sibolga, and Asahan business plans West Java, Banten and DKI Region: • monitoring billing and account system in three area: PDAM Purwakarta, PDAM Seran, and PDAM

Lebak. These activity will be conducted from October 2015 through March 2016. • Further socialization of the PDAM business plan of Kab Tangerang, Kab Lebak and Kab Bekasi to their

respective Mayors, for their approval and signature. • Assist PDAM Serang and PDAM Purwakarta with customer surveys and tariff reclassification and

training to PDAM staff to divide survey areas in prioritized zoning areas. Central Java Region • Complete reclassification of 10,000 PDAM Surakarta customers by December • Socialize to stakeholders for funding support of PDAM Kab Batang Business Plan as a commitment to

fund investment in the business plan that has been developed. • Assist tariff adjustment efforts of PDAM Kota Semarang. The tariff adjustment effort was conducted in

2009 but since it could not be implemented and has hampered the financial condition of the PDAM.



• Training for 9 PDAMs on financial projection for PDAM Business Plan, so in the future PDAMs are able to conduct a review of financial projections by themselves.

East Java Region • The focus of PY 6 is to complete of the activities which were implemented in PY 5 • Monitoring the implementation of Debt Restructuring program for Kab Sidoarjo and Gresik (almost

complete, waiting for input from stakeholders and approval of Mayors), PDAM Kab Jombang and Kota Mojokerto (tariff adjustment waiting Decree Mayor). Jombang, Gresik and Kab Malang still awaiting letter from the Minister of Finance to write off the debt while PDAM Lamongan and Kab Probolinggo are waiting technical committee meeting of the Ministry of Finance. PDAM Kab Mojokerto has received the decision of the Minister of Finance regarding debt relief.

• Monitoring and evaluating performance of the Billing & Accounting software for PDAM Kab Jombang, Kab Lamongan, and Kab Gresik to ensure that the software is running properly

South Sulawesi and Eastern Indonesia Region • Finalizing Business Plan for PDAM Jayapura and Bantaeng, • Completing implementation of customer reclassification for PDAM Bantaeng, Jeneponto and PDAM

Takalar and add PDAM Enrekang for implementation of reclassification of customers. PROGRAM WS 3: IMPROVED PDAM CUSTOMER ENGAGEMENT ASPECTS

A good, professional customer engagement program is crucial to improve PDAM’s reputation, to receive support for system changes (like tariff increases), and to increase willingness of customers to connect and regularly pay the water bills. One of the most commonly used tools to engage both existing and potentially new customers is the Customer Satisfaction Survey (CSS), which IUWASH supported for all business plan development during the PY two to five (2 to 5) . Another critical program in this endevor is to imrpove relationship between PDAM and its’ customer through development of customer communication forums. These forums were started in PY 3 with establishment of 24 new PDAM customer forum for PDAMs who do not have a forum yet, or needed revitalization / improvement of existing forums. The following section provide short overview of the subprograms under WS 3: Customer Forum Establishment

Active participation of civil society in monitoring and reporting on quality of service is fundamental for obtaining sustainable improvements in services. For this purpose, IUWASH encouraged mechanisms (existing or new) that facilitate dialog between consumers, service providers, and local government. PDAM customer forums bring together PDAM customers and service providers to exchange ideas and concerns. This serves as a catalyst for improving services and subsequently increased revenue and reduced Non Revenue Water loss. The contract outcome of this program is establishment of at least 20 Customer Forums that report on PDAM operation and performance. By the end of PY 4, IUWASH provided technical assistance and facilitation to 24 PDAMs which showed commitment to establishing PDAM Customer Forums. Unfortunately, during PY 5, two forums stopped performing due to internal problem with PDAM’s management. Thus, by the last quarter of PY 5, there were active 22 forums monitoring and reporting of PDAM’s service performance. During PY 5, PDAM Kab Mojokerto (East Java) established their own forum after learning from the other PDAMs that established their forums with IUWASH facilitation. In PY 6, IUWASH will support 23 PDAMs (Original 24 minus 2 dropped out and one new one) to complete all nine (9) steps on establishing and operationalizing these Customer Forums.



Details on locations are included in table below:

IUWASH locations for PDAMs customer forum

Region Location

North Sumatra (4) Pematang Siantar, Sibolga, Kab Langkat, Kab Tebingtinggi West Java / Banten (4) Kota Bekasi, Kab Tangerang, Kab. Serang, Kab Lebak Central Java (6) Kota Semarang, Rembang, Batang, Klaten, Sukoharjo, Kota Surakarta,

East Java (6) Kab Sidoarjo, Kab Jombang, Kota Probolinggo, Kab Lamongan, Kab. Malang, Kab Mojokerto (new)

South Sulawesi (3) Kota Jayapura, Kab Maros, Kab Takalar

Specific Program activities in PY 6 to complete establishment and operation of these forums include: • Continue technical support to regional offices in Customer Forum establishment, especially on

monitoring and reporting on PDAM service performance using monitoring sheet; • Conduct evaluation of all 23 forums/locations to ascertain if all nine steps for developing PDAM

customer forum have been met and if not, which are the remaining ones and how can they be completed even after IUWASH’s departure (by PDAM, PEMDA or Provincial PERPAMSI).

The following are sampling of activities already undertaken by some PDAM Customer Forums: • Arrange and conduct customer gathering in different service areas to discuss issues related to PDAM's

services (supply, billing, handling complaints, etc); • Regular meeting with PDAM management and supervisory board on customer related issues • Capacity building and training on water provision; • Visit PDAM's facilities to learn about water services and key issues as pollution on raw water; • Provide regular reports to PDAM management on services. IUWASH has been working with BPPSPAM and PERPAMSI, and several seminars and workshops were held during PY 4 and PY 5, either at national level,regional or local level. In PY 6, IUWASH will conduct a large national workshop on PDAM Customer Forum (Jointly with BPP-SPAM, PERPAMSI, and Forum Pelanggan Air Minum Nasional (Forpamnas). A national level workshop, attended by policy makers in water sector, is an effective way to raise issue on the importance of water customers. In preparation, IUWASH will develop a Book/Report of Best Practices "Forum Pelanggan Air Minum"which highlights the experiences of customer forum establishment by IUWASH program for PDAMs The following is a summary of key activites planned in PY 6 for each IUWASH region: North Sumatra Region • Monitoring and mentoring to ensure the 4 customer communication forum (PKPs) are functioning

properly. West Java, Banten and DKI Region: • Monitor the performance of the Customer communication forum established in PDAM Kota Bekasi,

PDAM Kab Tangerang, PDAM Serang and PDAM Lebak; • Conduct workshop to assess the result and present recommendation for improvement; • Training on public relation for PDAM Kota Bekasi and Kabupaten Serang in November 2015. Central Java Region • Improve roles of 6 Customer Communication Forum (FKP) PDAM through assisting the workplan

implementation of FKP PDAM, and establishing cooperation with DPD Perpamsi Central Java to get recognition and support from Perpamsi;



• Preparation of workplan for 6-months period (Oct 15 – March 16), advocacy to PDAM directors to accept and include FKP workplan in PDAM workplan, monitor implementation of workplans;

• FKP socialization to DPD PERPAMSI with Society of Banyu Bening as association of 6 FKP. East Java Region • Improved functionality and performance of the Customer Forum by providing training to CCF Kab

Mojokerto and workshops / training for all FKP in East Java. South Sulawesi and Eastern Indonesia Region • In PY 6, IUWASH will completed the unfinished work in PY 5 on completing FKP; • Encourage FKP Takalar for additional members for young men and women; • Refresh capacity building to how the monitoring of quality, quantity and continuity of FKP. PROGRAM WS 4: RAW WATER MANAGEMENT AND CLIMATE CHANGE ADAPTATION PLANNING

In PY 6, IUWASH Raw Water Management and Climate Change Adaptation Planning will continue working in 21 locations throughout all IUWASH Regions, namely: • North Sumatra 3 locations (Kota Medan, Kota Pematangsiantar, Kota Sibolga) • West Java/Banten 3 locations (Kab. Serang, Kab. Bandung, Kab Lebak) • Central Java 3 locations (Kab Salatiga, Kab. Semarang, Kab Batang) • East Java 6 locations (Kab Mojokerto, Kab/Kota Probolinggo, Kab/Kota Malang, Kota Batu) • South Sulawesi 6 locations (Kota Parepare, Enrekang, Pinrang, Sidrap, Bantaeng, Jeneponto)

Twenty (20) of the 21 locations are continuation from PY 4 to 5 where climate change vulnerability assessments (CCVAs) and adaptation planning process through participation of relevent stakeholders (PDAM and related local government agencies) were completed. Implementation of the adaptation actions started in PY 5 and IUWASH’s focus in PY 6 will be on continuation and completion these activities in all 20 locations. Further details on the activities implemented for each step of CCVAAP can be found in Annex 8.10. Implementation of adaptation action in each location is intended as example of concrete action derived from the CCVA and stakeholder process. Throughout implementation of CCVAAP, building and improving capacity of stakeholders has been IUWASH’s focus. Good understanding of the Climate Change issues is crucial for approving the necessary action to make the water supply system and raw water sources adaptive to climate risks. To this end, in PY 6 IUWASH will implement 8 regional (one week) trainings for PDAM and other related local stakeholders. The approach to achieve the IUWASH targets under the CCVAAP program and through subsequent implementation is made up of three subprograms:

1) Climate Change Vulnerability Assessment and participatory Adaptation Planning (CCVAAP); 2) Implementation of Adaptation Actions that include physical interventions such as infiltration ponds

(Sumur Resapan) and modification of intake facilities, non-physical ones such as mainstreaming climate change adaptation / water resources protection into village planning, policy advocacy, and support local initiatives

3) Development of toolkit and implementing training program on climate change adaptation aiming at improving capacity of local and national stakeholder



Climate Change Vulnerability Assessment and Adaptation Planning

A series of nine steps were developed to implement the CCVAAP program (see Table below), which are described in detail in the “CCVAAP Inception Report”. Local stakeholders first learn about current conditions and identify how climate change impacts their water supply system, both natural and built assets. CCVA provides more comprehensive analysis on the potential impact(s) from flood, landslide, drought, and sea water level rise hazards to those assets. In PY 5, CCVA were completed for twenty locations, while for Kota Medan the CCVA was done internally as part of a larger raw water study for PDAM Tirtanadi Medan. Results of this study are not written up as a separate CCVAAP report, but included directly in the PDAM Business Plan. For 4 of the 20 other locations CCVAAP reports were also completed during PY 5, with 16 remaining to be completed in PY 6. In PY 6, IUWASH will use CCVA as one of the tools and reference for advocacy purposes, by facilitating discussions with stakeholders to identify possible impacts of climate change on the PDAM’s natural and built assets, using risk matrices, Google Earth visualization, photos, and risks maps to describe the potential risks. These discussions involve PDAM, related local government agencies, and other local institutes. All 20 locations also carried out the stakeholders workshop in PY 5. In PY 6, IUWASH will use the approach, the stakeholder consultation, particularly to resolve cross sectoral and/or administrative issues. The CCVAAP that includes concrete action plans will be integrated in PDAM Business Plan and local government plans and budgets. It provides information on priority activities, including local policies and regulations to implement the climate change adaptation and effectively. While mainstreaming the CC issues into planning process had been promoted during PY5, efforts in the mainstreaming will continue in PY 6 to respond to emerging opportunity across the twenty locations.

Approach for Climate Change Adaptation Action Planning

Nine Steps Action Planning Outputs

1. Initial site assessment • Engage PDAM and Local government to determine need and commitment for CCVAAP

• Site selected • Kick-off meeting held

2. Climate Change Vulnerability Assessment (CCVA) Baseline Study

• Prepare Scope of Work for third party • Tender fixed price contract • Implement CCVA Baseline Study • Review/approve Baseline Study Report

• Stakeholder consultations • Approved CCVA

Baseline Report

3. Asset Risk Matrix (ARM) Analysis

• Prepare Baseline ARM for presentation/discussion with PDAM

• Baseline ARM prepared

4. Workshop with PDAM Operators and LG (SKPD)

• Review results CCVA with PDAM and PEMDA • Present ARM Baseline • Collaboratively consider how climate change may

alter ARM baseline • Discuss long-list of adaptation options

• ARM Baseline revised • Climate-change driven

ARM • Long-list of adaptation

options

5. Synthesize Workshop Results and Prepare VAAP Draft Report

• Record results workshop and finalize ARM • Draft Vulnerability Assessment and Adaptation Plan

(VAAP) Report • Prepare Draft VAAP Presentation

• Draft VAAP Report • Draft VAAP Presentation

6. Decision-Makers Workshop

• Present overall results of VAAP • Present adaptation long-list • Dscuss short-list using multi-criteria analysis

• Endorsed prioritized adaptation options

7. Finalize CCVAAP Report • Integrate results of decision-makers’ workshop into VAAP report

• Final CCVAAP Report

8. Integrate Results into PDAM Business Plan

• Work with PDAM managers to integrate results into their Business Plan

• Agreed to integrate results in business plan

9. Support Implementation of Adaptation Measures

• support PDAM to implement CC measures • Advocate for new PEMDA policies if needed • Identify/leverage new financing

• At least one adaptation measure implemented



Implementation of Adaptation Actions

The CCVA study, stakeholder discussions, development of adaptation actions and their integration into PDAM and local government plan lead to agreed adaptation actions plan that will be implemented to address respective vulnerabilities and to build sustainable adaptation program. In PY 6, IUWASH will complete implementation of selected adaptations measures to get concrete actions in place and present them as models for adoption, replication, and advocacy to PDAM, local government, and broader stakeholders including mobilization of private CSR partnership and funding. PHYSICAL WORKS

Current climate conditions, particularly rainfall, combined with other factors such as mismanagement of land use have led to unfavorable impacts on water supply systems, e.g. reduced spring capacity and flooding at PDAM’s facilities. To help PDAM and local government deal with these issues, IUWASH will support implementation relatively small yet important physical intervention. In PY 6 IUWASH will complete its physical intervention in certain locations, e.g. Kab. Lebak and Kab. Bandung on modification of PDAM intake / WTP facilities. In addition, a number of infiltration ponds will be constructed as example of concrete action in the ground, promoting replication through any potential opportunity, e.g. local APBD budget and/or private funding. Infiltration Ponds

One adaptation option to protect and ensure availability of raw water resources from springs in particular is the construction of infiltration ponds. Infiltration ponds catch runoff and infiltrate it into aquifers during the rainy season to be used by local springs during the dry season. In addition, with the ponds collecting with more runoff water into the ground, the level of potential flood problem is reduced. Implementation of an infiltration pond program follows a detailed analysis to delineate the catchment area of a particular spring-where its capacity is declining and potential location of each pond. Further assessments and designs are then completed in coordination with all relevant local stakeholders (PDAM, local government, Perhutani, CSR partners, etc.) to obtain all approvals and ensure sufficient resources are available before commencing construction of the infiltration ponds. The next step is to select the implementing institution (local contractor and/or NGO), which then receives intensive technical training and guidance on the construction, monitoring, and maintenance of infiltration ponds. Finally, to ensure that development of infiltration ponds can be replicated by other parties, they need to be included as a critical program in the CCVAAP, local policies, regulations and budgets that should be agreed to protect the sustainability of the spring. In PY 5, the infiltration pond program in Central Java (Kota Salatiga and Kab. Semarang) completed construction of 920 ponds. In PY 6, IUWASH will focus on completion of the CCFI funded infiltration pond program in Kab. Malang (East Java). The collaborative program with CCFI will result inconstruction of around 800 infiltration ponds. IUWASH will also complete similar programs in other locations, e.g. Kab. Serang where capacity of the springs in the area has dropped significantly or where certain springs have even completely disappeared. These springs are not only used as raw water resource for PDAM, but the community nearby, many of low income households, heavily depend on these springs for their daily needs. Hence these programs will benefit both PDAM customers (living downstream) and upstream communities who use the springs directly. This, easy to replicate artificial recharge action, will also be promoted in PY 6 for CSR funding. In particular, IUWASH is collaborating with Nestle to construct 100 infiltration ponds in Kab. Probolinggo. Initial activities such as selection of spring and its recharge area have been carried out. The implementation is planned to start in the first quarter of PY 6. The following list summarizes locations and numbers of infiltration ponds by end of IUWASH. Total expected number of completed infiltration ponds will be 3,775 divided over 3,334 (by CCFI), 100 (by Nestle), 31 (by local CSR partners in Serang) and 310 (by IUWASH).



Region Location Number Infiltration Ponds

Budget source Progress

North Sumatra Medan 473 CCFI Completed

Pematangsiantar 241 50

CCFI IUWASH

Completed Completed

Banten Kab Serang 41 IUWASH, BLHD, PDAM, Modernland Initial activities started

Central Java Kab Semarang / Kota Salatiga 920 CCFI Completed

Kab Batang 160 IUWASH Completed

East Java

Kab Mojokerto 900 CCFI Completed

Kab Malang 800 CCFI Ongoing (584 infiltration ponds completed in PY 5)

Kab Probolinggo 50 100

IUWASH Nestle

Completed Initial activities started

Kota Batu 25 IUWASH Completed South Sulawesi Kab Bantaeng 10 IUWASH Ongoing

(*) final number of Infiltration ponds depends on US$ - IDR exchange rate, as contract with CCFI is fixed price in US$. NON-PHYSICAL WORKS

Climate change adaptation measures can also be non-physical and complimentary to the physical activities such as : encouraging commitment of local stakeholders; facilitating multi-stakeholder dialogues; studies on alternative raw water and intake/WTP facilities protection; and policy on water resources/raw water protection. In PY 5 various efforts were initiated and completed such as mainstreaming Climate Change Adaptation measures into village planning RPJM (mid term development plan) of Patemon village in Kab. Semarang. In PY 6, IUWASH will continue and complete all the remaining works of the adaptation actions as well as disseminate and monitor/evaluate VAAP program activities. Local policies and regulation on raw water protection: Availability of sufficient raw water for PDAM, has been declining in certain locations and this trend is continuing due to changes in climate and land use. A proper local policy on land use management is critical in managing land allocation and use, which in turn impacts recharging ofground water and controling runoff to reduce flooding that can cause damage to PDAM (and other) infrastructure. In PY 6, IUWASH will continue to support local government to develop local regulations for sustainable raw water protection. These policies can be used as well to mobilize support from other actors such as CSR funding for infiltration ponds or land rehabilitation for raw water protection Studies on raw water and intake/WTP improvements: CCVA and stakeholder discussions identified several intake facilities vulnerable to climate risks. To help address this situation, IUWASH supports PDAMs Parepare, Pinrang, Sidrap, and Jeneponto (all South Sulawesi) to identify viable options that PDAM can take and expectedly implement them. In PY 6 IUWASH support will focus on this plus advocacy for its adoption into PDAM or related agency’s planning process

Capacity Building on Climate Change Adaptation for Water Supply

Development of Toolkit and Training Materials: Realizing that the CCVAAP process and practice need to be documented, so that PDAM and/or other stakeholders can use it, IUWASH started to develop an easy-to-use toolkit. The toolkit can be used for advocacy, guidance for replication, or just for general awareness raising. In parallel, IUWASH will develop training materials that follow the toolkit concept and content. These materials will be used in training programs on climate change adaptation planning. The development of the materials started in the mid PY 5 and will be ready in the first quarter of PY 6.



Training program: As the VAAP program includes the broad range of activities including implementation of concrete adaptation actions in all twenty locations, sustainability and broader adoption need to be in place to make the impact of the VAAP program more significant. Thus, capacity of PDAM and other key local stakeholders needs to be built and enhanced. To that end, IUWASH will conduct eight trainings for 160 – 200 participants in all 5 IUWASH regions. Training will cover general issues such as climate change and step by step approach of the VAAP process including lessons learnt on practical, responsive, and effective adaptation actions from the field. Target audience at regional level will be PDAM, local government agencies, and other related actors. Collaboration with National Partners

During the past workplan periods, IUWASH always engaged national partners in IUWASH organized events on VAAP program implementation and lessons learnt. In PY 6 IUWASH will continue this by participating in national event and/or dissemination of IUWASH’s results on VAAP to related national partners such as Bappenas and the Ministry of Environment and Forestry (MoEF) among others. With concrete field results and lessons achieved to date, this will serve as a meaningful way for a buy-in for adoption and replication. In particular, IUWASH will seek support from the MoEF for adoption of the VAAP program as they are consolidating their climate change programming. On CSR partnership at National level, IUWASH will continue to work with CCFI as well as with recently started Nestle Indonesia who are both keen to implement adaptation actions in the field. The following is a summary of key activites planned in PY 6 for each IUWASH region: North Sumatra Region • monitoring and advocacy to ensure budget allocation and raw water protection done in 2016 by Kota

Sibolga and Kota Pematang Siantar as a result of the signing of regulation by each Mayor West Java, Banten and DKI Region: • Implementation of infiltration wells (sumur resapan) will be conducted in Desa Sukacai, Serang, starting

with promotion and triggering of local government (BLHD – Environmental Agency) and private sector and conduct on the job training with the development of 10 sumur resapan.

• IUWASH support PDAM Kab Bandung to relocate Intake in Nagrak to protect it from flood. Work will be completed January 2016 and funded by PDAM Kab Bandung and IUWASH.

• IUWASH assist PDAM Lebak with renovation of intake IPA Kalang Anyar, the pump house and the electricity generator to protect the facility from flooding.

Central Java Region • IUWASH sustainability efforts as an attempt to "exit strategy" will provide advocacy on the

socialization to ensure the implementation of Perdes (Village Regulation) in Desa Bismo and Tambakboyo Kab Batang as well as RPJMDes of infiltration wells in Kab Semarang and Kota Salatiga successfully,

• monitoring the impact of development of infiltration wells to increase the discharge of related springs in Kota Salatiga, Kab Semarang and Kab Batang.

East Java Region • Monitoring implementation of infiltration ponds in Kab Malang (dissemination and inauguration), • training on operation and maintenance of infiltration ponds in Kota Batu and Kab Probolinggo, • increase capacity of GPSA (Garda Penyelamat Sumber Air), NGO in Kab Mojokerto which have the

task for maintenance of infiltration ponds. • facilitation Scoping Study For Clumprit Spring in Dinoyo, Kota Malang and Training for Trainer (TOT)

on Climate Change Adaptation Plan for stakeholder in all Kab/ Kota IWASH partner’s



• Support implementation of 100 infiltraiton Ponds by Nestle in Kab Probolinggo. South Sulawesi and Eastern Indonesia Region • Focus on pilot project construction of Infiltration ponds (sumur resapan) in Bantaeng, • support Pemkab Enrekang program of Embung construction and • implement limited study of geo-technic and pre-sedimentation pond for PDAM water sources of Pare

Pare, Sidrap and Pinrang. PROGRAM WS 5: MICROFINANCE FOR WATER SUPPLY CONNECTIONS

IUWASH supports the utilization of microfinance to assist low-income households in paying for connection fees to their local water utility. Many utilities charge $100 - $200 for installation of piped water, an insurmountable amount for lower income and poor families. By the end of PY 5 15,155 low income households (around 75,775 people) obtained piped water connections through IUWASH facilitated microcredit programs. The three largest programs are ongoing in Kota Bekasi (1,430 connections), Kab Mojokerto (2,946 connections), Sukoharjo (3,423 connections), Klaten (1,722 connections) and Takalar (1,388 connections). After PDAMs agrees to implement a microfinance program, IUWASH identified the best source of funding and assisted them in partnering with financing partners, including banks such as BRI, BSM, and lending cooperatives. After IUWASH provide internal training and promotional campaigns, partners implemented the program. During PY 5 more PDAMs allocated its’ own budgets to establish a microcredit program in order to facilitate quicker, easier, and cheaper source of funding for microfinance program. Going forward, the focus for IUWASH microcredit programs will be as follows: Focus on a Limited Number of PDAMs.

Continue support to 14 PDAMs with focus on 5 PDAMs (Langkat, Bekasi, Klaten, Sukoharjo, Sidoarjo) with the greatest potential for financing new connections through microfinance and with greatest potential to achieve maximum impact in the remaining time. In this regard, Table below contains the list of the current PDAMs and MFIs supported by IUWASH with the priority locations for the next year. Ramp-Up Support to “Internal” Microfinance Programs.

Continue direct support to PDAMS to utilize their cash reserves (if any) to directly support low income households, who, otherwise, can ’t afford the connection fee with quicker and greater ease. in this effort, IUWASH will further assess PDAM cash flows to insure that enough capital is available, including conducting a financial projection with PDAM financial staff. Emphasize Community Marketing.

Similar to externally financed microfinance programs, IUWASH will finalize its support to PDAM’s marketing teams to implement marketing strategies to reach new customers. This includes reviewing use of marketing materials that communicate the microcredit opportunity for new connections. National Micro Credit Workshop

In February 2016, IUWASH in close collaboration with Water.org will organize a National workshop on “Expanding WASH coverage through Microcredit”. In this workshop the opportunities and lessons learned for both (piped) Water Supply and Sanitation of IUWASH and Water.org will be shared with approximately100 National stakeholders from relevant Government Ministries, donor agencies, financing institutes, local institutions, and local media along with other interested participants. Results of the workshop will be used to advocacte to all relevant parties to include more micro-finance opportunities in the Universal Access strategy of GOI



For PY 6, IUWASH will seek to support the water supply connections of 1,750 households under the microcredit program. Details of specific locations and targets can be found below.

Region PDAM Bank/MFI Status Potential for PY 6

North Sumatra

Langkat PDAM Cooperative - regularly monitoring and troubleshooting

200 connections

DKI, West Java and Banten

Karawang PDAM

- socialization for MBR - PDAM cash flow analysis monitoring

100 connections

Bekasi Kota PDAM - Monitoring progress - PDAM cash flow analysis done

200 connections

Central Java

Klaten MFI-PDAM Cooperative

- FGD Marketing & Promotion - Monitoring

200 connections

Sukoharjo MFI- PDAM Cooperative

- FGD Marketing & Promotion with PNPM Mandiri + monitoring

200 connections

Rembang PDAM Cooperative

- Marketing & Promotion with PNPM Mandiri - FGD Potential Local bank for micro credit

100 connections

East Java

Sidoarjo BRI Sidoarjo - Marketing Support for promotion & campaign - BRI to approve all new connection

200 connections

Jombang

Bank Jombang - pipeline installation not ready yet so difficult to get new connection - Bank Jombang commited for new connection

100 connections

Malang Kab

Bank BRI, Bank Jatim

- Training Marketing Strategy and Promotions. - Training on financial capacity internal fund

100 connections

Mojokerto Kab

BSM, BRI Mojokerto, Koperasi

- IUWASH provide promotion training & materials

100 connections

Sulawesi/ SSEI

Jeneponto

MFI-Koperasi Pasar Utama.

- Marketing, Promotion training ongoing 50 connections

Maros

Koperasi BMT AlAzhar

- Marketing and Promotion training by Radio Local

50 connections

Sidrap

MFI, Koperasi Denas 66

- Marketing, Promotion training. 50 connections

Takalar

MFI - Marketing and Promotional training. 100 connections

The following is a summary of key activites planned in PY 6 for each IUWASH region: North Sumatra Region • Continue promotion of increased connection with micro credit scheme in PDAM Langkat West Java, Banten and DKI Region: • IUWASH will assist with the socialization, survey, and monitoring of the micro-finance activities

conducted by PDAM Kota Bekasi and PDAM Kab Karawang. This activity will proceed from October 2015 through March 2016

Central Java Region • In PY6, IUWASH will continue to suport promotion and marketing of micro-credit and monitor the

implementation in PDAM Kab Klaten, Sukoharjo, and Rembang.



East Java Region • Facilitate Micro Finance Program implementation for new connection for PDAM Kab Sidoarjo with

potential 200 HC and for PDAM Kab Jombang, PDAM Kab Malang, and PDAM Kab Mojokerto with 100 HCs each.

South Sulawesi and Eastern Indonesia Region • IUWASH will continue to accelerate water connections through micro-finance for PDAMs in Maros,

Takalar, Jeneponto, and Sidrap. • Technical assistance planned for PY 6 are: (a) enable PDAMs to meet the targets set in the planning

documents or documents Business Plan; (b) increase access to micro-credit achievements of clean water taps for MBR; (c) and provide experience for cooperative and taps in giving service to the community through micro-finance mechanisms.

PROGRAM WS 6: MASTER METER

Promotion and development of Master Meter (MM) systems is one of two key IUWASH strategies (microfinance being the other, as explained under WS 5) to support increased access to water for low-income families. With a MM system, poor households have individual metered connections, and as a community network, connected to a bulk meter registered with PDAM. Within the community, a CBO manages the system, collects monthly tariff and provides operation and maintenance (O&M). In PY 6, IUWASH will facilitate to set up communication forum of CBOs at Surabaya to strengthening the CBOs at Kota Surabaya. InKota Sidoarjo, Sibolga, and Tangerang, will continue monitoring CBOs and if needed, provide some additional capacity building. Since PY 5 IUWASH collaborated with ADB, to introduce MM systems for over 500 poor households in DKI Jakarta, who can’t get direct house connection from operators. This was achieved through: numerous advocacy meetings with PAM Jaya and both private operators; field visits to identify suitable locations; serials community events; third party assistance for capacity building of local community groups; and detailed design of each system. In the last quarter of PY 5 construction of 4 master meter systems at Rawa Buaya, Pulo Gebang, Tanah Merah were completed and facilitated master meter at Pelindo where installation was funded by community. In PY 6, IUWASH will continue to facilitate to set up master meter at least at two (2) locations at DKI Jakarta which IUWASH and Pam Jaya will use as a showcase for the MM to DKI Province, other donors and /or private companies to set up more Master Meter systems in Jakarta. The following table is summary of status by september 2015 and proposed MM activities in PY 6 by IUWASH:

Region Location Number of Connections

Status (end PY 5)

Summary Prgoress / Plan PY 6

North Sumatra Sibolga 213 Completed

4 Master Meters installed for low income families in very hilly areas by IUWASH and CSR (Bank Sumut). Continue monitoring

WJDB

Kab Tangerang 250 completed 3 Master Meters were installed with PDAM Kab.

Tangerang. In PY 6 continue monitoring

DKI Jaya 500 Ongoing

4 master meters installed, serving 500 poor households in Aetra and Palyja area. Two more planned under the IUWASH expansion program and all will be used for advocacy.

Central Java

Kota Surakarta 98 Completed Continue monitoring



Region Location Number of Connections

Status (end PY 5)

Summary Prgoress / Plan PY 6

East Java

Kab. Sidoarjo 342 Completed Continue monitoring 4 master meter systems and

operation of KSM

Surabaya 260 Completed Continue monitoring 5 Master Meters and assist in operation of Forum Kounikasi KSM MM Surabaya

The following is a summary of key activites planned in PY 6 for each IUWASH region: North Sumatra Region • water cost survey at master meter replication location, to find out the impact of the cost reduction in

community spending for water West Java, Banten and DKI Region: • IUWASH will facilitate and conduct training to the KSM, who manages the Master Meter Subur

Makmur in Kab Tangerang, on the installation of the master meter, the piping network, and the water meter at 49 houses. The activity will start in January 2016.

• Monitor the completion and handover of 4 Master Meters installed in DKI Jakarta area and prepare and implement one or twomore during the remainder of PY 6.

Central Java Region • Focus for PY 6 is to continue supporting the performance of KSM Dabagsari Makmur as the official

manager of master meter program at Desa Semanggi Surakarta. KSM Dabagsari Makmur now has the capability to solve the problem of technical, social, and institutional finance to increase the independency of KSM. The effort:builds cooperation with Kelurahan through RW; develops KSM workplan in 2016; and facilitates workplan implementation.

• Strengthening capacity of KSM, in developing mutual trust and openness between members and the board of KSM; and to build networks with stakeholders in Kota Surakarta

East Java Region • Provide capacity building for KSM Master Meter Communication Forum Kota Surabaya to improve

Communications Forum to function properly in accordance with AD / ART and prepae work programs. Also provide capacity building at four (4) KSM's Master Meter in Sidoarjo, since most of them have already change the caretakers/personnel to improve management

PROGRAM WS 7: CAPITAL EXPENDITURE FINANCING

The Government of Indonesia stated the target of improved water and sanitation access in 2019 to be 100%. In order to reach water access target, procuring sufficient financial resources for expansion is a critical importance for PDAM and IUWASH continues supporting PDAMs in this endeavor. The Capital Expenditure Financing program will continue in PY 6 to support 17 PDAMs to achieve financing in limited forms: local government equity, central government grant, possibly one to two public-private-partnerships, long term subsidized loan or possibly even corporate bond. See Annex 8.11. for details of capital expenditures programs. Specific activities to leverage investment in the water sector include the following: • Facilitate discussion among local stakeholders concerning priority infrastructure needs; • Conduct preliminary feasibility study to ascertain project requirements, including costs and tariff; • carry out full feasibility study for CAPEX. Often a full FS requires the preparation of supporting

analyses, such as a demand survey, detailed engineering design, and financial model; • Support PDAM and PEMDA in choosing most appropriate source of financing.



• Assist PDAM to secure the financing, including facilitating negotiations between PDAM and the local/central government, commercial lenders, and private sector investors;

In PY 6, IUWASH will continue assisting several projects in process for completion including: • North Sumatra: SPAM Regional MEBIDANG with finalization FS, DED and facilitate of agreement

among parties to accelerate of project implementation. • West Java and Banten: IUWASH support search for financing to expand Cibaja sistem at PDAM Serang.

IUWASH will also monitor funding needs for SPAM Teluk Buyung in Kota Bekasi in addition to the Rp.19.2 billion provided by APBD 2015.

• Central Java: focus on development of WTP Semanggi (Kota Surakarta) 300 lps, through budget from APBN year 2016.

• East Java: PDAM Gresik will continued to receive TA for PPP preparation of Bendung Gerak Sembayat (BGS),

• South Sulawesi and East Indonesia: support PDAM Jayapura with advcocacy related to land acquisition for the reservoir.

To reach the expected IUWASH outcome of 15 projects successfully supported with capital investment, IUWASH team will complete the steps in the PMP, with critical success factor the provision of substantial support for PDAM to reach the point at which finance approval is given. Creditworthiness monitoring

IUWASH developed the Creditworthiness Ladder (CWL) as a financial assessment tool for water utilities, providing a snapshot of solvency as they look to obtain funds for new investments. Creditworthiness monitoring has been conducted to all PDAM across regions by the end of PY 5. In PY 6, IUWASH will conduct one more monitoring to all PDAMs, using PDAM financial report of December 2015 or internal financial report if PDAM are not ready to present audited report. The CWL is also accepted by GOI to be included in the NAWASI system as a critical monitoring tool for future PDAM performance and planning. By the end of PY 5 the tneder for programmer was under evaluation and implementation will be completed during the first quarter of PY 6 and ready for use by GOI by early 2016. Annex 8.12 shows results of CWL of PDAM across region for last 3 years. The following is a summary of key activites planned in PY 6 for each IUWASH region: North Sumatra Region • Support SPAM Regional Mebidang by finalizing FS, DED, and facilitating the MoU West Java, Banten and DKI Region: • Assess 5 potential bank loan process and APBN/APBD funding for the purpose to expand the

operation of the SPAM Cibaja at PDAM Serang. The assessment will take place in October 2015. • Monitor the Water Treatment Plant construction and funding from APBD Kota Bekasi

Central Java Region • In the PY-6 Program Long term finance program focuses on the target achievement that is still pending

from the PY-5 which is the development of WTP Semanggi 300 Lps. IUWASH will provide support in the revision of the FS and the implementation plan of the program

East Java Region • Continue to provide Technical Assistance for preparation bidding process of PPP for 1,000 L/sec

Sembayat Dam in Kab Gresik



South Sulawesi and Eastern Indonesia Region • Entering PY 6, SSEI still support the provision of land acquisition for a reservoir of Kota Jayapura.

IUWASH will push PDAM and the Department of Public Works to follow up on this issue PROGRAM WS 8: PDAM INSTITUTIONAL SUPPORT

Activities under WS 8 (PDAM institutional support) assist PDAMs to become strong, professional institutions that can realize sustainable performance. This program has three subprograms:

• Strengthening PDAM internal structures • Capacity Building for Stakeholders (DP, DPRD, Local government) • Regionalization of PDAMs and/or Raw Water sources

Strengthening PDAM internal structures

Strengthening PDAM management and operation is critical to increase sustainable access to piped water and for some PDAMs also sanitation (sewerage and/or regular desludging). During PY 5 IUWASH capacity building improved PDAM’s efficiency in reducing water losses, increase energy efficiency, improved GIS / MIS systems, developed business plans, strengthened customer forums, supported SOP, increased understanding of raw water protection, and strengthened their Waste Water Divisions for PDAM Surakarta and Medan. During PY 6, specific capacity building programs will continue. These are: finalizing of SOP for 12 PDAMs; 8 regional trainings on climate change adaptation planning; on-the-job support for Non Revenue Water; Enery Efficiency activities in 22 locations; completion of at least 20 customer forums; intensive training on regular desludging procedures for 4 PDAMs (Surakarta, Bogor, Medan, Malang); and other capacity building programs as needed. All these capacity building programs are participatory and hands-on, where IUWASH teams are mentoring PDAM staff to prepare and implement the activities. Details of these programs are described in the relevant sections above. In PY 6, IUWASH will also continue its strong relationship with MPWH (DG Cipta Karya Air Minum), PERPAMSI, and BPPSPAM on specific PDAM capacity building activities. IUWASH will continue to suport and strengthen the “Centre of Excellence (CoE)’ initiative of MPWH and work with JICA to provide trainings in selected CoE on Non-Revenue Water reduction, Energy Efficiency Audits, GIS / MIS systems and computerized billing and accounting systems. In collaboration with PERPAMSI, IUWASH will support tuition fee for 10 new PDAM managers, of small and financially weak PDAMs, to join the certified PDAM Management trainings by PERPAMSI. Also, IUWASH will collaborate with PERPAMSI in the implementation of at least one workshop for 10 PDAMs in Eastern Indonesia on PDAM performance improvement. Finally, IUWASH will collaborate with BPPPSAM, MPWH, and PERPAMSI in expanding the Credit Worthiness Ladder as a financial management tool for PDAMs, to measure their performance and identifing critical areas of improvements. Capacity Building for Stakeholders (DP, DPRD, Local government)

The facilitation of IUWASH to improve local government’s understanding of critcial issues related to water and sanitation services has been important in obtaining their support for providing budget, signing local regulations, and most importantly, showing the commitment by local leadership to increase Watsan access in their cities and regencies. During previous years, IUWASH conducted numerous activities to improve capacity of PDAM Supervisory Board, local parliament, and SKPD. In PY 6, IUWASH will monitor the increased involvement and support by all these stakeholders and where needed conduct (formal and informal) meetings with them. Changes in PDAM performance, measured through the PDAM Performance Index and Credit Worthiness Ladder will be shared with Dewan Pengawas to assist them in supervising PDAM Management and obtain necessary support from PEMDA.



IUWASH is also supporting GOIs’ ambitious target on “Universal Access 100 – 0 – 100” through a limited Universal Access Readiness Assessment in 8 cities. In this Assessment, two IUWASH consultants visit each target location and identify the current coverage (both piped and non-piped), the plans for coming 5 years (PDAM and PEMDA), the gap (to reach 100%), and identifying different options to close the gap, including quick assessment on critical requirements in terms of raw water availability and investment required. Regionalization of raw water sources and water supply services

The regionalization of raw water sources is critical for area’s where raw water sources are situated in one administrative regency (Kabupaten) and main users in the neighbouring (mostly Kota); this requires a joint approach on managing and safeguarding water resources especially in water-stressed regions, like Java, North Sumatra, and South Sulawesi. Since PY 4, IUWASH team supported development of succesful regionalization programs in West Java and North Sumatra, however by the end of PY 5, only one still looked very promising. In West Java, IUWASH supported 3 PDAMs in greater Bandung, to provide bulk water to Kab & Kota Bandung, but until now no resolution can be reached as the bulk tariff is still too high for PDAM as it requires pumping. In North Sumatra , IUWASH supported PDAM Tebing Tinggi to collaboration with neighboring PEMDA (Sedang Bedagai), but by the end of PY 5, no progress has been made due to lack of agreement on who will be responsible for the joined program (either Province or the city). In the middle of PY 5 a new, regionalization program materialized around Kota Medan, with raw water source (river) from Kota Binjai to be used by PDAMs of Medan, Deli Serdang and Binjai (MEBIDANG). IUWASH was asked to provide initial identification of raw water options, Feasibility Study and Detailed Design. IUWASH also facilitated discussions between all parties and by the end of PY 5 an umbrella MoU was signed and in principle, the provincial and the national government are ready to finance the project (around $ 50 million). By the end of PY 5, German Development Bank, KfW contacted IUWASH about providing the neccessary financing to GOI and IUWASH agreed to collaborate with KfW in project preparation. In PY 6, IUWASH will continue providing the required support to the MEBIDANG program, both technically (completing the detailed design, calculating average water tariff, etc) as well as facilitating the discussions between all parties (three local Governments, Three PDAMS, Provincial and National Government and KfW). The following is a summary of key activites planned in PY 6 for each IUWASH region: North Sumatra Region • Monitor and mentor the implementation of SOPs in 6 PDAM such as Asahan, Labuhanbatu, Langkat,

Binjai, Pematangsiantar, and Tanjungbalai.

West Java, Banten and DKI Region: • Assist PDAM Kab Bekasi in the development of SOP in administration and financial management to be

followed-up with an evaluation. Events will be conducted with PDAM staffs to determine validity of each SOP.

Central Java Region • Monitor quality and sustainability of SOP developed in PY 5 for PDAM Kota Surakarta, PDAM Kab

Batang, PDAM Kab Kendal, PDAM Kab Semarang, PDAM Sukoharjo, and PDAM Kota Salatiga. East Java Region • To increase the capacity of the Directors and Supervisory Board, IUWASH will conduct workshop for

Updating PDAM PI and CWL in 2016. Through this effort PDAM Director and the Supervisory Board will be able to assess performance of PDAM.



South Sulawesi and Eastern Indonesia Region • For PY6, IUWASH will continue technical assistance on SOP development for PDAM Sidrap,

Jeneponto, and Bantaeng, including monitoring and evaluation after completion. 3.5 SUMMARY OF ACTIVITIES

Main tasks and activities implemented by the IUWASH national team in PY 6 will include:

a. Supporting all IUWASH regional program activities: b. Liaising with national agencies and institutes; and c. Conducting monitoring and quality control on all program activities in the water supply sector.

Further details of planned support to PDAMs in PY 6 can be found in the Water Supply Matrix in Annex 8.2, National activity plan in Annex 8.7. and the 5 Regional activity plans in Annex 8.8.



4 APPROACH TO WORK PLAN OF SANITATION SECTOR 4.1 INTRODUCTION

Background: IUWASH’s sanitation component is targeting the increase of community access to improved sanitation facilities for 250,000 people (or 50,000 households) in 54 participating cities and districts. For achieving this target and for contributing to the sustainability of the Indonesian sanitation sector, IUWASH has introduced the ‘Urban Waste Water Framework’ – internally called ‘SanBurger’ (see following chart) that integrates the various drivers of domestic waste water management into a forward looking and comprehensive citywide urban waste water management concept, comprising the following key elements:

The ‘SanBurger’ represents the IUWASH strategy towards the development of sustainable waste water management (WWM) services at local government level and, as such, is supporting the achievement of the GOI target of ‘Universal Access 2019’. The ‘SanBurger’ is enjoying increasing acceptance by partnering local governments and key national stakeholders such as Bappenas, PPLP of the Ministry of Public Works and Housing, WSP, USDP and others. For creating best the possible synergies, IUWASH promotes ‘horizontal’ collaboration amongst the 54 participating local governments through the exchange of technical materials, lessons learned, comparative study tours, regional workshops, as well as ‘vertical’ coordination for disseminating national policies and for supporting the implementation of national sanitation programs at the local level. IUWASH is also channeling field experiences and lessons learned back to the concerned national ministries for contributing to institutional learning and the development of field-based national policies and guidelines in support of the development of sustainable sanitation services. The Indonesian sanitation sector is currently experiencing a growing momentum through snowballing national government support, in particular for the three IUWASH signature programs (i) demand creation and development of the supply chain for individual household sanitation, (ii) establishment of ‘city sanitation management units’, and (iii) the development of improved urban septage management. Annex 8.3 (IUWASH Urban Sanitation Matrix) provides a general overview of the current progress of the sanitation sector during PY 5.

• Enabling regulatory conditions and conducive institutional settings

• Behavior change communication for triggering community demand and sanitation promotion

• Establishment and operationalization of a ‘waste water management unit’ (UPTD) in charge of citywide sanitation services

• Access to improved sanitation facilities and services through either individual household facilities (SAN-1); or connection to a communal system (SAN-2); or connection to a sewerage system (SAN-3)

• Integrated urban septage management for individual septic tanks and communal systems, including transport, adequate treatment and disposal of residual sludge and effluent.

Figure 4: IUWASH Urban Waste Water Framework.



Forward Planning: Overall, the plans and strategies of the IUWASH sanitation program for PY 6 are building on experiences of previous program years, and represent a continuation and strengthening of the IUWASH signature programs. Typically, local governments are motived to move ahead but experience difficulties in the absence of clear GOI guidance on essential building blocks that are contributing to the successful introduction of waste water management services, including, e.g. formulation of comprehensive regulation and regulatory functions in support of citywide waste water services, urban demand triggering and sanitation promotion, establishment of a ‘one-door’ service provider, and technical options and tools required for delivering holistic waste water services to the community. The IUWASH exit strategy during the final PY 6 is to reinforce technical assistance to those local governments that show high levels of commitment for ‘making-a-change-to-the-better’ by introducing and, over time, implementing the ‘SanBurger’ as their guiding planning reference, which comes along with three principle ‘entry’ conditions for driving the development and delivery of citywide waste water services, including (see text box):

In any case, and also in fairness of all actively participating stakeholders - in particular those at local government level, it should be mentioned that the success of community access to improved sanitation and the establishment of subsequent service deliveries, relies very much on the perception and awareness of individual local government key personnel and their ‘readiness’ of accepting the implications of the ‘SanBurger’ as a whole, which is, in recognition of the quasi none-existence of any ‘organized’ public waste water services in the past, a leap into unchartered territory. For which reason it needs to be recognized that all newly established

waste water operators (UPTD/PDAM) are at an embryo stage and much more technical assistance would be required for the next 5 to 10 years to further foster internal strengthening and external service delivery provisions. Having said this, it is understood that such development would only be possible with an open minded and very supportive local government, including both the legislative and the executive branches. Institutional Settings: Amongst the many elements that are required for the development of community services are the establishment of conducive institutional setting that comprise the following elements: Forward looking and comprehensive waste water management regulation at local government level that is addressing the rights and obligations of all involved stakeholder and beneficiaries, institutional settings, regulatory and operational functions, technical service delivery options, subsidies and customer services fees. Defined sector oversight is required for driving monopolistic service deliveries through an established panel of representatives of the local government, academia, and civil society for monitoring the extent and quality of public service deliveries. Establishment of a designated service provider needs to recognize the service portfolio in regard to citywide waste water management services, which are based on the concept of the ‘SanBurger’, including the following four principle functions (see text box):

• Local government acknowledges their responsibility for proving public waste water management services to their communities on the bases of Law 32/2004 – 23/2014

• Local government is mandating a designated technical unit in charge of waste water management services

• Local government readiness to charge citizens a user fee for waste water management services



Even though operational functions are presently limited to ‘operations’ of available assets and hardware, in a forward looking development scenario, future functions need to consider the involvement of the operator during asset development, including planning, design and construction for familiarizing the operator’s staff with the specifics of available technical

options and the challenges that come with the development of appropriate and functional infrastructure and services. Following local governments’ acceptance of the ‘SanBurger’ and principle agreement on the service portfolio of the operator, IUWASH is working with concerned local governments for ‘operationalizing’ the concept of ‘SanBurger’ under the following service delivery scheme:

• The local government is establishing service oriented regulatory and operational functions on the bases of promulgated regulation(s).

• The designated operator (e.g. UPTD or PDAM) in charge of citywide service management, is collaborating with other formal stakeholders, such as community based management units (CBO) and the private sector for providing services to the community, and is cooperating with third parties (e.g. micro-finance institutes and qualified sanitation entrepreneurs) for promoting and delivering improved household sanitation systems.

• The link that needs to be developed at local government level is the integration of the puskesmas/sanitarian in to the delivery scheme; whilst IUWASH is strongly promoting collaboration between DinKes and the operator, synchronization of annual planning and field works need further advocacy efforts.

The overall ‘SanBurger’ concept and related strategies will be further reinforced by IUWASH during the remainder of PY-6 at national level and in collaboration with about 19 prioritized partnering local governments that are already more advanced in their endeavor of UPTD establishment, by addressing:

• San-1: Increase of community access to improved household sanitation systems (toilet and standardized septic tank) through a variety of options, including OBA and local government subsidies for the urban poor, as well as networking between MF institutions, sanitation entrepreneurs and sanitarians for fostering the development of micro finance schemes for providing improved household sanitation facilities to the urban low to middle class. There is also continuing emphasis on the dissemination of the ‘urban’ STBM approach – in particular with regard to standardization of household facilities and hygiene behavior. A comprehensive guideline was prepared in close collaboration with key national stakeholders which is now disseminated in and beyond all five IUWASH regions.



• San-2: Increase of community access to improved sanitation through connections to communal sanitation systems. IUWASH interventions continue with the strengthening of community based organizations (CBO), in particular for improving skills on community outreach and technical operations and will more intensively support the establishment of CBO associations. Most importantly, the regional IUWASH teams will put more emphasis on the provision of regular oversight and assistance in support of CBO operations through the established UPTDs and PDAMs in charge of WWM.

• San-3: Increase of access to improved sanitation through sewerage through connections to sewerage systems. IUWASH interventions will continue with the promotion of house connections to the sewer system in Medan and to various sAIIG locations. At the same time IUWASH is providing continues capacity building support to established WWM operators (UPTD/PDAM) and is now focusing on the preparation of training materials for the ‘Balai Pelatihan’ (Technical Training Center) in Bekasi, which is operated under PPLP of the Ministry of Public Works and Housing.

• San-4: Integrated faecal sludge management through introduction and launching of Regular Desludging (LLTT = Layanan Lumpur Tinja Terjadwal) in 6 IUWASH locations: Kota Surakarta, Kota Makassar, Kota Bogor, DKI Jakarta, Kota Malang, Kota Medan as well as limited introduction in Kab Tangerang and Kota Jayapura. Program includes piloting, septic tank survey, promotional video’s and animation, tariff calculations, agreements with private sector for desludging, development of Standard Operating Procedures and development of customer data base.

• San-5: Establishing and operationalizing of waste water operators is the ultimate element for the development of comprehensive waste water services. Whilst there are currently 41 partnering IUWASH local governments, IUWASH is now focusing on ‘operationalization’ of institutional service provisions for some 19 prioritized waste water operators (15 UPTDs and 4 PDAMs). Whilst success is still very much varying, IUWASH supports committed local governments with the preparation of a sanitation ‘Road Map’ that is outlining key strategies for the development of waste water services for a period of five years.

The following sections provide more detail on all elements of the sanitation program, comprising the following:

• Section 4.2: Summarizes progress and plans of three IUWASH signature approaches • Section 4.3: Summarizes status of ongoing IUWASH partnerships • Section 4.4: Describes in more detail each of the five urban sanitation programs • Section 4.5: Summarizes the overall planned activities during PY 6

4.2 SIGNATURE APPROACHES

IUWASH is pursuing since PY 3 the development of three signature approaches for the sanitation sector for showcasing ‘out-of-the-box’ thinking and innovation. These signature approaches will be further developed during PY 6 to a stage where IUWASH has accumulated sufficient experiences for sharing lessons learned to relevant GOI ministries, national associations and donor organizations. Signature approaches typically include the establishment of base-line data, problem analysis, concept development, piloting/field testing, dissemination, and the preparation of guidelines for scaling up the programs at local government level. Signature approaches are implemented in all five IUWASH regions by combining direct assistance from IUWASH specialists with external service providers. The following table is outlining key activities and an outlook for the remainder of PY 6 of ongoing signature approaches of the sanitation sector.



Program Key Activity and Progress Outlook for PY 6

1. SAN-1: Demand Creation for Individual Sanitation Systems

• IUWASH has produced a BCC Action Plan and is actively supporting demand triggering and the promotion of access to improved sanitation through the strengthening of the ‘demand’ and ‘supply’ chain in 39 partnering local governments.

• Key activities include advocacy at local government level and the creation of ‘delivery’ networks between sanitarian, sanitation entrepreneurs and micro finance institutions.

• Aligning with the context of the urban space, IUWASH produced, in close collaboration with national stakeholders, an ‘urban sanitation promotion guideline’ that is now circulated in all five IUWASH regions.

• Preparation and distribution of sanitation promotion material in response to urban requirements (stickers, brochures, video).

• For strengthening the capacity of immediate actors engaged in demand triggering, marketing, promotion and the delivery of improved household sanitation, IUWASH was providing numerous trainings for sanitarians, sanitation entrepreneurs, micro-finance institutions (banks and cooperatives).

• Collaboration with the government’s PNPM Mandiri scheme for supporting the construction of standardized septic tanks.

• Emphasis on reinforcement of IUWASH exit strategy for enhancing the sustainability of IUWASH’s past and ongoing interventions through the strengthening of systems, networks and individual key players, such as Puskesmas (demand triggering), MF institutions (financial support), and sanitation entrepreneurs (product delivery).

• Training of up to 100 master trainers for spreading the urban sanitation triggering and promotion approach within and beyond the five IUWASH regions.

• Ongoing budget advocacy at local government level.

2. SAN-4: Integrated Septage Management Services

• IUWASH is leading the development of Integrated Septage Management Services (Layanan Lumpur Tinja Terjadwal - LLTT), which includes activities for in DKI/PD PAL, Kota Bogor, Kota Surakarta. And Kota Makassar, which launched LLTT services in August 2015.

• IUWASH in collaboration with USAID/PRESTASI, USDP, WSP, SNV and USAID/Washington supported a study tour for 20 Indonesian to the Philippines to visit 4 locations with ongoing regular desludging programs.

• Lessons learned of the study tour provided valuable inputs for rolling out LLTT by PPLP of the Ministry of Public Works and Housing for about 40 cities during 2015/16.

• Supported participation from IUWASH partners from local and central level to Fecal Sludge Management conference in Hanoi.

• IUWASH supported development of LLTT animation as advocacy tool.

• Ongoing LLTT support for DKI/PD PAL, Kota Bogor, and Kota Surakarta.

• Expand IUWASH support to PDAM Medan and Kota Malang where IUWASH is supporting the transitioning of WWM duties from existing UPTD to PDAM Kota Malang.

• Support finalization of septage management toolkit by a consultant team hired by USAID Washington.

• Conduct training for Ministry of Public Works and Housing staff and their LLTT consultants.

• Support exposure visit of 10 – 12 Mayors to Phillipines to obtain their commitment in implementing LLTT.



Program Key Activity and Progress Outlook for PY 6

3. SAN-5: Establishment & Operationalization of WWM operators

IUWASH is supporting the development of institutional capacities for waste water management through the establishment of technical management units (UPTD) or, alternatively, the engagement of existing water supply enterprises (PDAM) for taking charge, over time, for citywide waste water management services. Key activities include: • Supporting the development of city-wide waste

water management services through the promulgation of conducive of regulation and institutional settings.

• Development of 5-year waste water development plans (‘Road Map’) in all five IUWASH regions.

• Capacity building support for about 19 prioritized waste water operators, in line with roles and functions and identified service priorities.

• Ongoing advocacy for strengthening local government commitment for the adoption of the ‘SanBurger’ as the guiding concept towards the development of viable of waste water management services for the communities.

• Capacity building for dedicated waste water management operators (UPTD/PDAM).

• Preparation of sets of WWM training material for the ‘Balai Pelatihan’ (Technical Training Center) operated by PPLP of the Ministry of Public Works and Housing.

4.3 PARTNERSHIP WITH OTHER STAKEHOLDERS

IUWASH’s ambitious targets can only be achieved through strong partnerships with key Ministries, development partners, NGOs and the private sector. This collaboration takes many forms, including joint workshops, study tours, regular information exchanges, and the development and alignment of approaches and common voice. A main concern for developing sustainable sanitation services, in particular for household facilities and communal systems, is the currently limited mutual perceptions on strategies and success factors between the three key ministries Bappenas, Public Works and Housing and Health. Whereas alignment of strategies are recently more visible at Bappenas and Public Works and Housing, the Ministry of Health is still very much focused on the rural STBM/ODF approach, which is not yet addressing the long term environmental sustainability of the urban sanitation sector. Hence, IUWASH will continue supporting inter-ministerial collaboration, in particular for addressing the urgently required development of delivery systems for driving the broader roll-out of provisions for community access to improved household sanitation. IUWASH is seeking opportunities for addressing these concerns at all government levels, in particular with national stakeholders, such as the technical advisory group, sanitation working group, and national sanitation events as well as working meetings on specific program activities. For aligning the broader GOI strategies, more specifically the notion of ‘Universal Access 100-0-100’, IUWASH is intensively disseminating the ‘SanBuger’ as a guiding concept for the development of sustainable city-wide waste water services.



Current and upcoming partnership activities during PY 6 are summarized as follows.

Partner Summary of Collaboration

1. BAPPENAS

• Regular meeting for aligning of IUWASH programming and sharing of experiences on the developments of urban sanitation and hygiene

• Supporting the development of ‘city modality index’ • Dissemination of Sanitation Toolkit • IUWASH exit strategy and closing event

2. Ministry of Public Works

• Regular meetings for sharing of experiences on the developments of urban sanitation and hygiene

• Feedback on field experience on community-based systems (USRI) • Ongoing APBN budget advocacy for 2015/16 • Support for roll-out of LLTT for up to 50 LGs during 2015/16 • Development of ‘sanitation index’ / ‘readiness criteria’ • Development of ‘Mater Map’ • Development of SOPs and WWM training materials • Collaboration during preparation of Sanitation Toolkit

3. Ministry of Health • Regular exchange of progress and experience in urban STBM approach, in

particular with newly appointed director PL • Support for implementation of national event

4. Ministry of Home Affairs • Sharing of experiences related to institutional developments in IUWASH regions

5. AKKOPPS/ AKSANSI/ APPSANI/ FORKALIM

• Collaboration on selected issues, sharing of experience and development of waste water management related strategies

6. ADB • Support capacity building and promotion of USRI program • Collaboration on capacity building for UPTD in Makassar • Collaboration on concept for ‘citywide sanitation’

7. WSP (World Bank)

Collaboration in the fields of: • Development of integrated septage management (LLTT) • Development of design guidelines for IPLT • Joint events and study tours

8. Urban Sanitation Dev. Program (USDP)

• Collaboration on development of institutional framework and field activities in support of more effective waste water management services

9. DFAT / INDII • Ongoing collaboration on capacity building for 11 sAIIG locations 4.4 WORK PLAN IMPLEMENTATION

This section contains a summary description for each of the five IUWASH urban sanitation programs SAN-1 through SAN-5. All programs are interrelated, as explained in the introduction and they are also closely related to Cross-Cutting programs and activities as outlined in Chapter 5. PROGRAM SAN 1: ACCESS TO IMPROVED SANITATION THROUGH INDIVIDUAL HOUSEHOLD SYSTEMS

Despite hefty GOI investments into communal sanitation and sewerage, most Indonesian urban dwellers either rely on on-site sanitation systems, or practice open defecation. Although households possess on-site sanitation facilities, a WSP study provided evidence that over 80% of these systems do not meet GOI standards (SNI) and therefor significantly pollute groundwater aquifers. Responding to this challenge, IUWASH is promoting since mid-2012 the development of improved household sanitation facilities as a viable interim solution for the improvement of community hygiene and



environmental protection. The key elements for the promotion and development of household systems are the availability of latrines, standardized septic tanks and regular desludging services. IUWASH is actively supporting demand triggering and the promotion of access to improved household sanitation through the development of the ‘supply’ chain, following a newly developed ‘urbanized’ STBM approach. This concept is endorsed by the Bappenas and the Ministry of Health and is now also advertised by the Ministry of Public Works and Housing, stating in one of their recent national waste water management workshops that Indonesia is in need of the construction of more than16 million standardized septic tanks within the next 5 years, for keeping up with urbanization, population growth and better protection of water aquifers. For improving the effectiveness of demand triggering IUWASH closely cooperates with the Ministry of Health for adjusting and enhancing the traditional STBM approach to the conditions and requirements of urban communities, and actively collaborates with local government institutions, such as the Department of Health, ‘Puskesmas’, ‘Posyandu’, and Sanitarians for disseminating the urban triggering and sanitation marketing approach. For the development of the supply chain IUWASH is creating ‘business’ networks and is conducting training for sanitarian, facilitators, sanitation entrepreneurs, cooperatives, micro-finance providers, and the government’s PNPM Mandiri scheme in support of the delivery of goods and services for enhancing community access to improved household sanitation.

The graphic is illustrating financing options for increasing the affordability of access to improved sanitation for representative community segments. For significantly contributing to government targets (universal access) the two tiers of ‘subsidies’ for low income groups and ‘micro-finance’ for middle income groups needs to be further explored

and developed through comprehensive interventions at national and local government levels. For enhancing this process and for contributing to the sustainability of the sanitation sector, IUWASH will conduct during early PY 6 at national level and at all five IUWASH regions a Training of Trainers (TOT) program that will result in the enhancement of knowledge on urban triggering and sanitation promotion for at least 100 master trainers. During PY 6, IUWASH will also continue supporting existing sanitation entrepreneurs in East Java, and will further provide refreshing training for sanitation entrepreneurs in Central Java, West Java, and South Sulawesi, for enhancing their skills on basic business development, technical training, mobilizing seed capital (or revolving fund). For this purpose the national team is currently developing a comprehensive sanitation entrepreneur training module, which will be field tested, printed, and disseminated to national key stakeholders and partnering local governments. Regarding IUWASH support to hygiene promotion regional BCC teams continue their work of mainstreaming Hygiene Behavior Change Communication during their demand triggering and sanitation promotion activities, focusing on use and maintenance of the sanitation facility as well as HWWS. With these efforts underway, IUWASH continues strengthening the GOI strategy on ‘Universal Sanitation Access 2019’ and continues working with Ministry of Health and Ministry of Public Works and Housing for



mainstreaming hygiene behavior change and the promotion of access to improved household and communal sanitation systems. Other means of strengthening the collaboration and alignment of hygiene behavior change strategies are the active participation of national events such as the national HWWS day, development of STBM Roadmap, and STBM verification tool development. Key Activities Planned for PY 6 National:

• Monitor and support the implementations of regional sustainability strategies • Periodic meetings/events with GOI agencies, associations and donors for promoting the sanitation

framework (SanBurger) and for sharing experiences and strategies • Further support selected local governments in strengthening the development of micro-finance as a

viable approach for providing access to improved sanitation • Conduct a national workshop for the promotion micro-finance for the sanitation sector • Field test, finalize and print Micro-Finance Guideline • Pretest and finalize sanitation entrepreneur training materials • Conduct ‘septic tank study’ in support of determination of SNI options for adequate household

sanitation • Finalize, print and disseminate septic tank booklet and flip chart • Conduct TOT for master trainers on urban sanitation promotion • Implement study on ‘minimum service standards’ (tentative) • Compile and disseminate lessons learned and best practices.

North Sumatra Region:

• Post construction O&M support for beneficiaries of individual septic tanks in Tanjung Balai, Medan and Sibolga.

West Java, Banten and DKI Region:

• Stakeholder workshop (Pemda, UPTD, KPP, sanitation entrepreneur, sanitarian, AKSANSI, KSM, provincial representatives) for familiarizing the ‘SanBuger’ concept domestic at provincial level

• Sanitarian gathering/workshop to share lessons learned and best practices at regional level • Launching of ‘tabungan sanitasi’ KPP/BPR to promote micro-finance for sanitation • Assist implementation of TOT master trainer course on urban sanitation promotion • Conduct training for construction of standardized septic tanks (SNI) implemented under TNI,

Gebrak PAKUMIS in Kab Tangerang • Support health office of Bogor, Kab Bandung, and Kab Tangerang in promoting good sanitation

behavior. Central Java Region:

• Advocacy the advantages and benefits of access to improved household sanitation facilities in Central Java through dissemination for10 Kota/Kab at provincial level

• Develop and promote funding alternatives through micro-finance approach for improving product affordability in Kab Sukoharjo

• Assist implementation of TOT master trainer course on urban sanitation promotion • Initiate the development of complementary sanitation services for improving the sustainability of

more than 10.000 units of household facilities that were constructed in Kab Klaten through PNPM Mandiri.

East Java Region:

• Enhance the capacity of sanitation entrepreneurs in general management, finance and technical skill to increase the sustainability of the program beyond IUWASH interventions

• Disseminate lessons learned at province level to Pokja Sanitasi and key partnering Kota/Kab



• Training of master facilitators in ‘urban sanitation promotion’ at provincial level with participants form Kota and Kab Probolinggo, Kota and Kab Mojokerto, Kab Jombang, Kota Surabaya and Kab. Gresik. Trainees that successfully passed the training will pass on their knowledge to sanitarians and health cadres in their hometowns.

South Sulawesi and Eastern Indonesia Region:

• Joint program monitoring with provincial government to advocate local governments in adopting and implementing the IUWASH sanitation framework ‘SanBurger’

• Advocacy and socialization to local governments and development partners on micro-finance options for sanitation

• Promotion and socialization of micro-finance for providing access to improved household sanitation in Pinrang, Maros, and Sidrap, in collaboration with cooperatives and sanitation entrepreneurs

• Advocacy of the SAN-1 program in Kota Makassar, Kota Jayapura and Kab. Bantaeng in view of implementations of LLTT and/or improved septage management

• Monitoring and evaluation of performance of sanitation entrepreneurs and cooperatives and implementation of refresher trainings for sustaining their operations beyond IUWASH interventions.

The following table is providing an outlook of regional interventions in support of community access to improved household sanitation in 40 partnering IUWASH jurisdictions. SAN-1: Outlook Summary of Individual Household Sanitation

No Location IUWASH Support Achieved

up to PY#5 (people)

Potential Households

for PY#6 (people)

Main Implementer

North Sumatera

1 Kota Medan IUWASH advocates ABPD budget allocations and collaborates with community groups, sanitarians, PNPM, and Credit Unions. Triggers demand for standardized septic tanks and advocates replication of the PNPM Mandiri program. Specifically for Sibolga and T.Balai, IUWASH constructed pilot program on bifilter septic tank.

2,975 175 IUWASH PO by YAKMI, Perkim

2 Kota T. Tinggi 170 30 IUWASH & PNPM 3 Kota Sibolga 0 150 IUWASH, Perkim

4 Kota T. Balai 0 85 IUWASH, Perkim

WJDB 5 Kota Bogor Support to DINKES for sanitation

promotion and demand triggering 2,085 250 IUWASH & DINKES

6 Kota Bekasi 230 135 IUWASH & DINKES 7 Kab. Bekasi Collaboration with multiple

stakeholders in promoting and providing access to Jamban Sehat and financing options

50 0 IUWASH & DINKES 8 Kab. Bandung 80 1.250 IUWASH & DINKES 9 Kab. Serang 130 130 IUWASH Grant by

DIM 10 Kab. Lebak 995 215

11 Kab. Tangerang Collaboration with Water.Org and KPP in providing fiber septic tanks to KPP members

4.310 11.250 IUWASH, KPP, DINKES, Water.Org

12 DKI – Jakarta Strengthening local desludging services 1,270 0 IUWASH Grant by Mercy Corps

Central Java 13 Kota Semarang IUWASH collaborates with the

Government’s PNPM program in promoting ‘Jamban Sehat’ and

1,280 0 IUWASH & PNPM 14 Kota Surakarta 1,900 0 IUWASH & PNPM 15 Kab. Kudus 1.020 0 IUWASH & PNPM



No Location IUWASH Support Achieved

up to PY#5 (people)

Potential Households

for PY#6 (people)

Main Implementer

16 Kab. Kendal standardized septic tanks to low income communities. IUWASH plays a major role in creating demand and establishing the supply chain in support of these activities

930 0 IUWASH & PNPM 17 Kab Semarang 475 95 IUWASH & PNPM 18 Kota Salatiga 600 0 IUWASH & PNPM 19 Kab. Rembang 14.710 0 IUWASH & PNPM 20 Kab. Sukoharjo 12.380 500 IUWASH & PNPM 21 Kab. Klaten 42.650 2.000 IUWASH & PNPM 22 Kab. Batang 5.105 0 IUWASH & PNPM

4 East Java

4.1 Kab. Sidoarjo

IUWASH mobilizes demand and supports the establishment of the supply chain in close cooperation with LG agencies (Bappenas, DINKES, PU), private sector (finance institutions such as cooperatives and banks) and local suppliers (ITS, SMEs)

2.760 200 IUWASH Grant by ITS 4.2 Kota Surabaya 970 0 IUWASH & DINKES 4.3 Kab. Gresik 145 50 IUWASH & DINKES 4.4 Kab. Lamongan 1.435 0

IUWASH Grant by ITS

4.5 Kt Probolinggo 2.055 250 4.6 Kb Probolinggo 2.650 300 4.7 Kota Mojokerto 215 0 4.8 Kab. Mojokerto 3.010 200 4.9 Kab. Jombang 4.840 500 4.10 Kab. Malang 1.080 0 IUWASH & DINKES 4.11 Kota Batu 65 0 IUWASH & DINKES

5 South Sulawesi & East Indonesia 5.1 Kab. Takalar Supports to DINKES in sanitation

promotion and training of local SMEs and partners with financial institutions/cooperatives to provide financing

170 25 IUWASH & DINKES 5.2 Kab. Maros 95 195 IUWASH & DINKES 5.3 Kab. Jeneponto 4.415 0 IUWASH & DINKES

5.4 Kota Pare-Pare 55 0 IUWASH, DINKES & Kop. Aneka Jasa

5.5 Kab. Pinrang Collaborates with DINKES to trigger demand and local cooperative and SMEs to provide community access to affordable Jamban Sehat

275 45 IUWASH, DINKES & Kop. Denas

5.6 Kab. Sidrap 170 0 IUWASH, DINKES & Kop. Denas

Total Household Connections 117.750 18.030

PROGRAM SAN 2: ACCESS TO IMPROVED SANITATION THROUGH COMMUNAL SYSTEMS

The Ministry of Public Works and Housing started investing into communal sanitation systems (locally known as SANIMAS) since 2003 and there are as many as about 12,000 systems built in Indonesian to date. With the newly launched IDB program and ongoing DAK investments, the number will increase at least to 20,000 systems by 2019. IUWASH is supporting communities for gaining access to communal sanitation, mainly through collaborations with the ADB sponsored USRI program, which is implemented by the Ministry of Public Works and Housing and other relevant government programs (SANIMAS/SLBM). Even though the USRI program will come to completion in 2015, post construction activities are ongoing with a focus on increasing the utilization of existing facilities and more effective operations for increasing community benefits and sustainability. Since the beginning of the partnership with the Ministry of Public Works and Housing in 2012, IUWASH was providing program implementation support at both national and local levels, with an emphasis on pre-construction and post-construction activities, as follows:



Pre-Construction Post-Construction

• IUWASH supports demand triggering and sanitation promotion activities prior to construction to raise public awareness and willingness to invest or engage in sanitation improvement measures.

• IUWASH supports the strengthening and capacity building of local ‘change agents’ in charge of sanitation promotion and technical implementations (sanitation entrepreneurs, sanitarians, cadres, facilitators and other stakeholders).

• IUWASH provides, from time to time, capacity building to improve the quality of the design of communal systems.

• IUWASH is supporting capacity building activities of community management groups (KSM/KPP) in charge of operation and maintenance of communal systems.

• IUWASH supports post construction sanitation promotion activities to increase the utilization of communal facilities.

• IUWASH promotes the establishment of waste management units (UPTD) for providing oversight and technical support to KSM/KPP for improving operation and maintenance of communal systems.

• During PY 6 IUWASH will increase support the Ministry of Public Works and Housing, local governments and AKSANSI for strengthening the KSM/KPP network.

One of the current challenges for the Ministry of Public Works and Housing is the need for shifting their SANIMAS program implementation strategy from a ‘project/funding based’ approach to a more ‘community based’ approach for increasing community demand, benefits and the likeliness of sustainability. IUWASH is therefore continuing the engagement in pre-construction activities in support of demand triggering and sanitation promotion, and post-construction activities for enhancing the capacity of the communal management units (KSM/KPP) and the strengthening of the role of the local government in support of communal SANIMAS systems. The main IUWASH vehicle for improving the capacity of community based organizations (KSM/KPP) is through collaborations with NGOs such as SPEK HAM in Central Java, LPPM ITS and BEST in East Java, and Dwi Karya Mandiri in Makassar. Those IUWASH partners work closely with local governments in support of capacity building of KSM/KPP and in reducing idle system capacities by promoting community access to communal sanitation systems. During post construction, IUWASH promotes collaborations between local government and KSM/KPP. Because of the fact that local governments have only access to limited resources to tackle all aspects of sanitation services, there is the need to collaborate more closely between local government institutions (e.g. UPTD) and community management unit for improving the overall benefits of communal sanitation facilities. Leading samples are UPTD Makassar for developing close collaboration with AKSANSI Makassar and UPTD Gresik for building a ‘Forum KSM/KPP’ of about 104 members. IUWASH will continue to support UPTDs and local governments for enhancing their collaboration with community management units KSM/KPP for promoting sustainable communal sanitation services. IUWASH has implemented performance assessments on SANIMAS and USRI systems in Makassar, East Java and Central Java, which were built in 2011-13, by looking into three aspects, namely (i) functionality and utilization of built infrastructure, (ii) service delivery capacities of the communal management units (KSM/KPP), and (iii) issues related to the perceived benefits by the concerned households. The findings have been disseminated in the respective regions through advocacy workshops for raising local stakeholder awareness on sustainability issues of these systems. In Central Java the performance of 183 KSM/KPP was assessed, finding 93% of the systems in good operational conditions; however, only 61% of the systems are maintained regularly, and only 36% of the beneficiaries are actively involved in the operation of the systems. These findings were used as a basis for advocacy to local governments for gaining their support for providing more resources for improving prevailing constraints. As a result, six participating local governments in Central Java have allocated additional budgets in support of KSM/KPP monitoring, sanitation promotion, and increasing of the utilization of these communal sanitation facilities. Similarly, six participating local governments in East Java and Kota Makassar provided additional resources in support of KSM/KPP operations. Gresik and Makassar



are the best examples, where both UPTDs have an internal team for providing support to all KSM/KPP though oversight and technical assistance. The findings will also be presented and discussed with PPLP of the Ministry of Public Works and Housing for the following purposes: (i) reviewing approaches and associated implementation strategies; (ii) prompting actions at local government level for increasing local governments’ oversight to operational aspects of communal systems; and (iii) for setting-up better implementation methods in support of upcoming similar programs such as SANIMAS IDB and other regular SANIMAS programs. Thus, providing ongoing support to the Ministry of Public Works and Housing is a central pillar of IUWASH’s efforts for achieving a higher likeliness of sustainability of both communal systems that are already operational and communal sanitation facilities that are still in the design phase. Amongst other issues, a very critical aspect for increasing the sustainability of the SANIMAS systems is the appropriate selection of sites that should follow a number of selection criteria, such as spatial planning outlines, sanitation risk mapping, population density, accessibility, topography, and last but not least the ability for integrating present and upcoming SANIMAS systems into a broader future sewerage system. IUWASH has therefore selected two pilot locations (Bogor and Kab Gresik) for developing a ‘Sanitation Master Map’ concept that would facilitate the decision making process for selecting future communal sanitation sites. IUWASH is encouraging local governments to take a leading role by promoting a more holistic waste water management planning approach. Key Activities Planned for PY 6 National:

• Monitor and support the implementations of regional plans and programs • Support close out of grants program (especially in East Java) • Support regional sustainability strategies (e.g collaboration between AKSANSI and UPTDs) • Dissemination workshop on SANIMAS USRI data assessment, in collaboration with ADB and UTS

Sydney and development of methods for improving the operational sustainability of communal systems

• Compile and disseminate lessons learned and best practices North Sumatra Region:

• Strengthening capacity of KPP through the training of master trainers for technical and non-technical aspect of communal sanitation for increasing the likeliness of operational sustainability constructed SANIMAS DAK/SLBM facilities

West Java, Banten and DKI Region:

• Conduct refresher training in construction and supervision of sanitation system to KSM, SABERMAS and TFL in Kab Bandung

• Conduct socialization and supervision to increase utilization of existing SANIMAS systems in 4 locations in Bogor (Cilendek Barat, Bojong Kidul, Bubulak, and Bojong Kerta) in Bogor

• Conduct series of capacity building workshop for KSM and AKSANSI in operation and maintenance of all SANIMAS/SLBM sanitation in Bogor, Kota Bekasi, Kab Bandung, and Kab Tangerang

• Conduct hygiene practices surveys in Bogor, Kota Bekasi, Kab Bandung, Kab Tangerang, and DKI Central Java Region:

• Support capacity building for KSM/KPP for better operating communal sanitation facilities in Kota Surakarta, Kab Klaten, Sukoharjo, Kendal, Kudus and Rembang. IUWASH will support related SKPD and UPTDs for leading in capacity building process. This is to ensure continues oversight and assistance by the local governments to community based management units (KSM/KPP).



East Java Region: • Capacity building for more than 200 Sanitation Communal System operators (KSM/KPP) in 7 cities

(Kota Surabaya, Kota Batu, Kota Malang, Kab. Gresik, Kab. Malang, and Kab. Jombang). These activities cover technical trainings, workshops, FGD and the sharing of lessons learned and success stories/best practice among KPP/KSM

• Strengthening communication amongst KPP/KSM and UPTD/Pokja Sanitasi/SKPD in support of enhancing the operational sustainability of communal system in continuation of the grant programs LPPM-ITS and BEST

• Continue support to Kab Gresik as a pilot location for comprehensive application of the Sanitation Framework (SanBurger). Gresik has established an UPTD, which has, amongst others, a specific mandate for providing oversight to 104 KSM/KPP SANIMAS operation.

South Sulawesi and Eastern Indonesia Region

• Continue support for Kota Makassar for improving performance of KSM/KPP. Only 25% of the systems are functional, 44% of the systems need comprehensive support for operation and maintenance, with the remaining 31% not functioning at all. Some specific activities for Makassar include: - Post-construction monitoring through field visits and meeting with stakeholders. The purpose

of this activity is to ensure that sanitation facilities provide best possible services to the communities

- Capacity building of selected KPPs for enhancing their skills for sanitation promotion and operation and maintenance

The following table is providing an outlook of regional interventions in support of community access to communal sanitation systems in 34 partnering IUWASH jurisdictions. SAN-2: Outlook Summary of Communal Sanitation

No Location Type of System

Achieved up to PY#5

(People)

Potential HH for PY#6

(People) Type & Status of IUWASH Support

North Sumatera

1 Tebing Tinggi SANIMAS IDB, DAK, PLP BK

495 500 • Capacity building for KPPs during pre and post construction

• Intensify stakeholder collaboration • Focus on exit strategy

2 Tanjungbalai SANIMAS IDB 925 0 3 Pematang Siantar 0 500

WJDB 4 Kota Bogor SANIMAS IDB, SLBM 620 750

• Technical Assistant & Capacity Building during pre and post construction phase

• Need to explore alternatives for replacement of IDB investments

• Focus on exit strategy

5 Kota Bekasi DAK SLBM 2.740 0 6 Kab Bekasi DAK SLBM 435 0 7 Kab Purwakarta DAK SLBM 1.015 0 8 Kab. Karawang DAK SLBM 20 0 9 Kab Bandung DAK SLBM 1.030 570 10 Kab Serang DAK SLBM 1.995 1.200 11 Kab Tangerang SANIMAS IDB, DAK 1.210 0 12 Kab Tangerang Sel SANIMAS IDB, DAK 0 0 13 DKI Jakarta SANIMAS IDB, DAK 890 0

Central Java 14 Kota Semarang SANIMAS USRI 8.255 1865 • Technical Assistant & Capacity Building

during pre and post construction through IUWASH Grant by SPEK HAM

• Post SPEKHAM Grant Program, IUWASH continues support for sustainability of communal sanitation through advocacy and Capacity Building of LG/UPTD

15 Kota Surakarta SANIMAS USRI 1.305 2840 16 Kab Kudus SANIMAS USRI 3.780 3260 17 Kab Rembang SANIMAS USRI 10.585 2730 18 Kab Sukoharjo SANIMAS USRI 3.855 750 19 Kab Klaten SANIMAS USRI 2.670 430 20 Ksb. Kendal IUWASH Grant 230 0 • IUWASH Grant Program by CB-Tech LPTP



No Location Type of System

Achieved up to PY#5

(People)

Potential HH for PY#6

(People) Type & Status of IUWASH Support

East Java

21 Kota Surabaya SANIMAS USRI, DAK SLBM 600 1.250 • For Surabaya, Sidoarjo, Gresik and Jombang:

TA & CB during post construction through IUWASH Grant Program by LPM and IT

• For Kota Probolinggo: TA & CB by EJRO team

• For Kota/Kab. Malang and Kota Batu: TA & CB during post construction through IUWASH Grant Program by BEST

• Provide CB support to 200 KPP/KSM in 7 cities and advocacy with local government institutions for providing oversight to performance of communal systems

• Intensified stakeholder collaboration on exit strategy

22 Kab. Sidoarjo IUWASH Grant 260 0

23 Kab Gresik SANIMAS USRI, DAK SLBM 7.400 3.425

24 Kab Jombang SANIMAS USRI, DAK SLBM 3.015 0

25 Kota Probolinggo DAK SLBM 4.595 0

26 Kota Malang SANIMAS USRI, DAK SLBM 9.950 0

27 Kab Malang SANIMAS USRI, DAK SLBM 9.085 0

28 Kota Batu SANIMAS USRI, DAK SLBM 7.510 0

SSEI 29 Kota Makassar SANIMAS USRI, DAK 18.975 0 • For Makassar, Takalar, PareparePinrang,

Sidrap, Bantaeng and Jeneponto: TA & CB during post construction through Grant Program by DKM

• Post Grant Program by DKM, IUWASH continues support for sustainability of communal sanitation through advocacy and CB of LG/UPTD and KPP/KSM forum.

• For Kota Ambon and Kota Jayapura: TA & CB by SSEI team

30 Kab Takalar DAK SLBM 1.800 0 31 Kota Parepare DAK SLBM 1.345 0 32 Kab Pinrang DAK SLBM 1.025 0 33 Kab Sidrap DAK/SLBM 470 0 34 Kab Bantaeng DAK/SLBM 2.095 0 35 Kab Jeneponto DAK/SLBM 1.545 0 36 Kota Ambon DAK/SLBM 680 0 37 Kota Jayapura DAK SLBM 710 0

Total 113.115 20.070

PROGRAM SAN 3: INCREASE SANITATION ACCESS THROUGH SEWERAGE SYSTEMS

For contributing to the long term sustainability of sewerage systems, IUWASH supports the implementation of community surveys, demand triggering, and sanitation promotion and the strengthening of managerial capacity of designated waste water operators. In a few cases IUWASH also provides technical design support as a complimentary contribution to GOI construction budgets. IUWASH is also supporting local governments in obtaining state budgets (APBN) for expanding their sewerage networks and for adding new house connections to existing sewers. On focus area under SAN-3 is the collaboration with the sAIIG programs in eleven cities for supporting pre-construction and post-construction activities, which includes promotion campaigns, and support for the establishment and strengthening of local waste water operators (UPTD). Critical for the operation of small scale sewerage systems are the establishment of an effective customer fee collection system and the determination of an appropriate tariff structure that is affordable for customers, and at the same time recovering O&M costs of the systems. Key Activities Planned for PY 6 National

• Monitor and support for the implementations of regional plans and programs • Periodic meetings/events with GOI agencies, associations and donors for promoting concepts and

sharing of experiences and strategies • Training and capacity building program to UPTDs in support of sAIIG programs in 11 local

government jurisdictions • Evaluation of progress and development results, disseminate of lessons learned and best practices



North Sumatra Region • Ongoing capacity building for Pokja AMPL Medan, Tebing Tinggi and Tanjung Balai for improving

their sanitation promotion marketing skills

West Java, Banten and DKI Region • Continue promotion of houses connections of sAIIG systems in Serang • Promotion of house connections for WWTP Soreang for up to 700 connections • Continue promotion of house connections to WWTP Tegal Gundil for up to 600 connections • Rectify sewer alignment and continue promotion of house connections to the sewer system in

Karet-Kuningan • Conduct customer survey and promotion of house connections of two WWTP in Kab Tangerang

Central Java Region

• Continue assistance to Kota Surakarta for expanding house connections in collaboration with sAIIG for up to 500 new house connections to the existing sewerage system in Kel Sondakan, Purwosari, Semanggi, Nusukan and Kadipiro

• Continue assistance to UPTD Kab Sukoharjo for expanding house connections in collaboration with sAIIG for up to 450 new house connections to the existing sewerage system in Kel Jombor - Kec Bendosari and Kel Gumpang - Kec Kartasura

East Java Region • Continue support for the sAIIG programs in Kab Gresik and Kab Probolinggo on pre-

construction/demand triggering/monitoring and post-construction/house connection promotion

South Sulawesi and Eastern Indonesia Region • Continue capacity building for selected UPTDs to manage small scale sewerage ‘kawasan’ systems in

Kota Makassar, Kota Ambon and Kab Maros • Monitoring and evaluation of promotion activities carried out by PROSINTA & SANRIMA,

especially for promotion locations of WWTP small scale sewerage ‘kawasan’ systems in Kota Makassar, Kota Ambon and Kab Maros

The following table is providing a summary of regional interventions and an outlook into PY 6 in support of community access to off-site sanitation systems in 18 partnering IUWASH jurisdictions.

SAN-3: Outlook Summary Off-site Sanitation (Sewerage)

Location Type of IUWASH Support Key Activities for PY 6 Potential HCs

1 Medan

• FS & DED for rehabilitation of sewer and house connections

• Support for promotion of new house connections

Promotion for additional HCs 1000

2 Kota Binjai • DED for HCs • Support Coordination with Kementrian PU

Continue budget lobbying for HCs (APBD-P 2015) 200

3 Kota TebingTinggi

Community survey, promotion, DED (WWTP and sewer) for sAIIG in Kel Mandailing and Badak Pejuang

Ongoing promotion and construction of HCs 165

4 Kota Tanjung Balai

Community survey, promotion, DED (WWTP and sewer) for sAIIG in Kel Pasar Baru

Support for allocation of APBN 2016 400

5 Kota Bogor DED for pipe crossing and HCs Ongoing construction 120

6 Kab. Bandung

DED for rehab. of WWTP & sewer of existing small scale sewerage system Soreang

Monitoring & construction coordination 700



Location Type of IUWASH Support Key Activities for PY 6 Potential HCs

7 Kota Bekasi Construction of pilot small scale sewerage system Kel. Marga Mulya Ongoing construction of sewer & HCs 125

8 Kab. Serang Community survey and promotion of HCs to small scale sewerage system in 4 location (built in 2014) for sAIIG system

Continue coordination with LG and sAIIG 600

9 DKI PD PAL Jaya

Promotion and construction of HCs in Karet Kuningan Continue HCs promotion 73

10 Kota Surakarta

Promotion of HCs (sAIIG) & APBD budget advocacy Finalize program 500

11 Kab. Sukoharjo

HH survey, demand assessment & promotion of HCs for Kel Gumpang (250HH) and Kel Bondosari (200HH – sAIIG)

Socialization and O&M training 450

12 Kota Malang FS for rehab. of tertiary sewer & HCs for small scale sewerage system Not continued 0

13 Kab. Jombang Rehab. of existing small scale sewerage system Not continued 0

14 Kab. Gresik

• Community survey & demand assessment - Karangkiring (400HH), Dahanrejo (400HH), and BunderAsri (400HH)

• Plan for new location in Randuagung for sAIIG

Continue CB for UPTD and KPP to manage small scale sewerage system 800

15 Kab. Probolinggo

Support for socialization/demand triggering/promotion and community training

Continue demand triggering and construction of additional HCs 300

16 Kota Makassar

Community household survey/census, demand assessment and demand triggering, training

Continue support for HC promotion through Prosinta Team 500

17 Kab. Maros Community household survey, demand assessment and demand triggering in 5 locations

Continue promotion support for additional HCs with Prosima Team 1000

18 Kota Ambon Household survey, demand assessment, demand triggering & DED for Kel. Nania (sAIIG) & Kel. Passo (pilot IUWASH)

Continue promotion support for additional HCs 600

PROGRAM SAN 4: INTEGRATED URBAN SEPTAGE MANAGEMENT

In 2012 IUWASH embarked on the introduction of ‘improved septage management’ (ISM), in close collaboration with WSP (Water and Sanitation Program of the World Bank) and the Directorate of Environmental Sanitation (PPLP) of the Ministry of Public Works and Housing. ISM represents a series of closely related activities such as the adoption of appropriate regulation and institutional settings at local government level; the development of operational procedures; community outreach programs and household data acquisition; financial policies including budgeting, tariff settings, service fee collection; and the integration of the private sector into the service delivery value chain. The ultimate aim is to transition the desludging of individual septic tanks and communal waste water treatment plants from the currently prevailing ‘on-call’ practice to ‘scheduled desludging’ or ‘Layanan Lumpur Tinja Terjadwal’ – (LLTT). LLTT is a critical component of IUWASH’s Urban Sanitation Framework ‘SanBurger’, which will, properly managed, significantly reduce contamination of groundwater aquifers and receiving water bodies and associated health risks. IUWASH is closely collaborating with WSP in the development of practical approaches and solutions that deliver a win-win-win situation for customers, the operator, and the local government alike. The most critical aspect for sustaining LLTT is the introduction of a customer service charge and the development of efficient service fee collection mechanism. IUWASH is in closely collaborating with



selected partner cities (Kota Medan, DKI Jakarta, Kota Bogor, Kota Surakarta, Kota Malang and Kota Makassar) identifying appropriate tariff settings and fee collection methods. Likewise, the identification and registration of septic tanks and a functioning GIS application needs to be in place to implement regular desludging service effectively and efficiently. During PY 6 IUWASH will continue collaborations with DKI Jakarta, Kota Surakarta and Kota Makassar and will further support Kota Malang and Kota Bogor for transitioning waste water management services from the existing UPTD to both PDAMs. Also continuing support for Kota Medan for introducing LLTT services through PDAM Tirtanadi. Furthermore, IUWASH will commence with the introduction of LLTT services in Kab Tangerang and Kota Jayapura through their newly established UPTDs. Key Activities Planned for PY 6 National

• Monitor and support the implementations of regional plans and programs • Periodic meetings/events with GOI agencies, associations and donors for promoting concepts and

sharing of experiences and strategies • Actively support the development of regular desludging in eight cities (Jayapura, Malang, Makassar,

Surakarta, Bogor, Kab Tangerang, DKI Jakarta and Medan) • Prepare and disseminate guidelines on regular desludging in collaborating with USAID/Washington

project • Support WSP (WB) in preparation of IPLT design guideline • Further develop and field-test local government regulations on regular desludging (LLTT) • Assess and disseminate field experience on regular desludging with key stakeholders and further

refine approach • Support TOT program of PPLP of the Ministry of Public Works and Housing

Kota Makassar: UPTD Makassar started in 2013 operating ‘on-call’ based desludging services that already exceeded the targeted operational income of Rp 450 Million for 2013 and almost Rp 900 Million for 2014. In view of this success, IUWASH supported the UPTD for launching regular desludging (LLTT) services on 3rd August 2015, for which they have finalized household census surveys for more than10.000 HH. During PY 6 IUWASH is committed for further strengthening UPTD Makassar for improving their operational capacity in line with the waste water management plan (Road Map) that was elaborated mid-2015, covering a planning period of 5 years from 2015 through 2019. Kota Surakarta: IUWASH is intensively supporting the capacity building process of PDAM Surakarta for improving waste water management services. After finalizing the installation and training for a GIS based MIS for customer management, a local regulation (PerWal) for the purpose of regular desludging was promulagted in August 2015. So far, IUWASH supported socialization and promotion of regular desludging (LLTT) services in 24 Kelurahan in Kecamatan Jebres and Banjarsari. IUWASH was also supported the preparation of a DED for up-rating of the existing IPLT Putri Cempo for which APBN has earmarked Rp 4 Billion for 2015. IUWASH will continue providing specific support for the launching and subsequent activities for regular desludging in October 2015 in Kelurahan Jebres, including the establishment of formal arrangements for collaborating with the private sector for carrying out desludging services. Kota Bogor: The mayor of Bogor is highly commitment towards environmental protection through tangible improvements of local waste water management and is in the process of appointing PDAM Bogor as the operator for regular desludging (LLTT) service. IUWASH was previously supporting the implementation of pilot regular desludging in Mutiara Bogor Raya housing estate with 97 households and



will support during PY 6 PDAM for replicating these services to other areas, in close collaboration with Bappeda, BLHD, Wasbangkim and Dinkes. During PY 6 IUWASH will continue to support PDAM and Pemda Kota Bogor for setting up a fee collecting system by integrating the operations of private service providers and Pemda trucks into a holistic regular desludging scheme, which will be managed by PDAM. For the time being the existing UPTD will keep operating the septage treatment plant (IPLT) and the existing small scale sewerage system. Furthermore, the UPTD will be trained for providing oversight and technical support to the CBOs in charge of the management of communal systems. DKI Jakarta: IUWASH is collaborating with PD PAL Jaya in promoting regular desludging since 2013, which, amongst others, resulted in the promulgation of regulation 07/2014 for authorizing PD PAL Jaya with the implementation of regular desludging services and a subsequent DKI budget allocation commitment in the value of Rp 400 Billion for a period of five years, which is a true success story of IUWASH interventions. In response, IUWASH seconded three technical specialists to PD PAL Jaya for supporting the roll-out and operationalization of regular desludging (LLTT) services. IUWASH is providing ongoing support for PD PAL in the set-up of pilot activities for LLTT services in Kel Rawamangun, Kemanggisan and Padamangan for establishing a customer data base and septic tank inventory. In close collaboration with KPP, IUWASH supported the implementations of household census surveys that have reached to date more than 10.000 households in the three mentioned Kelurahan. PD PAL was also requesting IUWASH to continue support during PY 6 for the development of a Business Plan for their newly established septage management department. Kota Malang: The Sekda of Kota Malang approach IUWASH during a national septage management workshop in June 2014 in Surakarta and was requesting support for developing effective and efficient integrated septage management services in Kota Malang, which is currently implemented, with limited success, by the existing UPTD under Dinas Kebersihan. Consequently several workshops were implemented during PY 5 with Pokja and PDAM Kota Malang for transitioning the waste water management services from the UPTD to the PDAM. So far, IUWASH has successfully supported Pemda Malang in drafting a local regulation (Perda) on waste water management, which includes a detailed description of the role and functions of the future waste water operator. Moreover, the local government earmarked seed funding for regular desludging services in the amount of Rp 500 Million. During PY 6 IUWASH will further support Pokja AMPL for preparing citywide waste water management services, including the preparation of a development plan (‘Road Map’) for Kota Malang and the development of a business plan. Kota Medan: IUWASH is planing to start in Medan through PDAM Tirtandi the initiation of pilot activities for LLTT operations for a limited number of customers, including training on marketing, household survey, and the development of a customer database. Kab Tangerang: IUWASH is collaborating with UPTD PAL Kab. Tangerang in promoting regular desluging since September 2015. This activity represents one key strategy of the waste water development plan (Road Map) of Kab Tangerang. As an initial step, UPTD PAL will commence with regular desludging of septage form 500 public schools (SanitasiSekolah/Sanisek). Sanisek is a local government program that is implemented since 2013. Regular desludging (LLTT) activity will be preceded by socialization to 500 schools which will be conducted over 10 meetings which stared in September with the first 50 school masters, also involving Bappeda, Dinas Kesehatan and Dinas Pendidikan as members of Pokja AMPL Kab. Tangerang. Because of this, schools have realized the urgency of desludging and are willing to allocate budgets for covering the cost of regular desludging servives.



Kota Jayapura: Planning of regular desludging (LLTT) activities have been conducted since PY 5 together the IPLT study and the selection of LLTT pilot locations, including government offices, commercial zone in the city center and the Perumnas I Waena at Abepura district. Currently the local government is drafting a regulation and is allocation a budget in support of LLTT implementations, which are planned for 2016. The following table provides a summary of IUWASH support for the development of regular desludging management (LLTT) during PY 6.

Overview of LLTT Activities in selected IUWASH Cities

City Population Operator Assets Regulation

PILOT Area LLTT Operational IPLT Govt.

truck Private truck

WWM LLTT

1 Bogor 870,000 PDAM C 4 N/A O P C - 97 HH 1) 2016

2 Solo 570,000 PDAM O 1 7 C C C - 20 HH2015 2) Oct 2015

3 Makassar 1,330,000 UPTD O 8 3 O C C - 30 HH

O – 1000 HH Aug 2015

4 Jakarta 9,600,000 PD PAL C 5 N/A C C O – Census 3) 2015

5 Malang 840,000 PDAM P ? 6 P P P 2016

6 Medan 2,200,000 PDAM P ? N/A P P P 2016

7 Tangerang 3,200,000 UPTD O 15 N/A P P O – 500 schools Introduction

8 Jayapura 250,000 UPTD C 1 4 P P Yes Introduction

Note: P = Planned; O = Ongoing; C = Completed 1) Implemented Pilot Area with PDAM Customers 2) Phase I Pilot Area (Kelurahan Jebres) for PDAM Customers 3) Pilot Area (Kelurahan Rawamangun, Pademangan) and Government Buildings IPLT: Instalasi Pengelolahan Lumpur Tinja (Septage Treatment Plant)

PROGRAM SAN 5: STRENGTHENING WASTE WATER MANAGEMENT INSTITUTIONS

The level of adequately treated domestic waste water in Indonesian urban areas is typically below the 10% mark for the following reasons:

• Less than 10 % of the 156 constructed septage treatment facilities (IPLT) are operational (Source: PU Data).

• A significant number of communal systems (about 11,000 units in total) do not operate at full capacity (Source: IUWASH assessment of USRI communal systems).

• Field surveys indicate that more than 90% of household sanitation systems are not built to standards (Source: WSP Study).

• Local government statistics indicate that less than10% of households with ‘septic tanks’ do not get emptied (Source: PU IUWASH assessment in selected partner cities).

• Significant amounts of septage collected from household systems are not get delivered to a designated IPLT(Source: IUWASH assessment in selected partner cities).

• The majority of local governments lack of institutionalized regulatory and operational functions (Source: IUWASH assessment in patner locations).

Because of these alarming facts, IUWASH shifted during PY 3 its focus from supporting the development of SSK (city wide sanitation strategies) towards the development and dissemination of a comprehensive Sanitation Framework (‘SanBuger’) and the establishment of technical waste water management units (UPTD) for carrying out city wide wastewater management functions. In line with the concept of the ‘SanBuger’, a UPTD would carry out the following functions:

• Management of improved septage management (SAN-4) • Management of sewerage systems, both small scale as well as citywide (SAN-3)



• Provide oversight in support of CBO based management of communal systems (SAN-2) • Foster the provisions of appropriate household sanitation systems (SAN-1)

In line with the recommendations of the MTE report IUWASH started in 2014 to refine and more vigorously disseminate the ‘SanBurger’ concept of integrated waste water management to national key stakeholders, including BAPPENAS, Ministry of Health, Ministry of Public Works and Housing, AKKOPSI and the main donor programs such as PPSP, IndII, USRI, WSP. In terms of institutional development IUWASH is supporting both existing institutions (e.g. DKI-PD PAL Jaya or PDAMs in Medan, Bogor, Surakarta, and Malang) and the establishment of new waste water management units (UPTD). The establishment and/or strengthening of a citywide waste water operators comes along with development and promulgating of new legislation in support of integrated waste water operations and services. These developments are in line with Law 23/2014, which regulates local government service functions and obligations. A strong local operator is crucial for the sustainability of city-wide waste water management services. Comparing various available institutional options, the most promising start is the set-up of a local technical unit (UPTD - Unit Pelaksana Teknik Dinas), which was initiated by IUWASH since PY 3 for 41 local governments with varying progress and success - including four existing PDAM that are now transitioning, with strong IUWASH support, into waste water management as their second public service mandate. For accelerating the establishment of UPTDs and the implementation of associated capacity building activities, IUWASH has engaged third parties in four regions, including the University Panca Budy Medan in North Sumatra, PT Dwikarsa in the SSEI region, SCM Tirta Utama in Central Java and a number of STTAs in East Java. Selected Kota/Kab in West Java and Banten are supported for UPTD establishment and capacity building through events and workshops which are directly carried out by the regional IUWASH team in collaboration with national staff. Based on mutual agreement with IndII/sAIIG, IUWASH is supporting the establishment of new UPTDs in six sAIIG locations, including Kota Tebing Tinggi, Kota Tanjung Balai, Kab Serang, Kab Probolinggo, Kab Maros, and Kota Ambon. For another five sAIIG locations, incl. Kota Malang, Kab Sukoharjo, Kab Gresik, Surakata, and Makassar, IUWASH is providing operational support to existing operators (UPTD & PDAM). The essential tool introduced by IUWASH for UPTD establishment and the development of city wide waste water services is a 5-years ‘Development Plan’ (Road Map) that is addressing three closely related issues, including: (i) waste water service coverage and quality, (ii) enabling local government environment, and (iii) capacity building of the local waste water operator. The resulting development plan is based on the city’s existing SSK (City Sanitation Strategy) and is oriented towards the city’s development vision and mission. Until the end of PY 5 IUWASH supported the establishment of 19 UPTDs and initiated the UPTD establishment process in 8 additional local governments. Furthermore, there were 12 existing UPTDs prior to the commencement of IUWASH interventions, even though mostly dormant, that were revitalized through direct IUWASH involvement. Whist IUWASH is now collaborating with 41 local governments on the establishment/strengthening of operational capacity, there are currently 19 ‘prioritized’ local governments, comprising 15 UPTDs and 4 PDAMs that are more advanced in their service development process. The following table illustrates the status of UPTD establishments to date.

Progress Summary of UPTD Developments (end of PY 5)

Status NS WJDB CJ EJ SSEI TOTAL

1. Existing UPTDs prior to IUWASH intervention - 4 3 4 1 12

2. Newly established UPTDs through direct IUWASH 5 1 2 5 6 19




intervention

3. On-going UPTD establishment support 3 3 2 - 8

Total UPTDs 5 8 8 11 7 39

Total PDAM (Note: For Kota Bogor *) & Kota Malang **) PDAM and UPTD are supported) 1 1*) 1 1**) 4

Total Operators (UPTD and PDAM) 6 8 9 11 7 43

1. Prioritized UPTD 2 3 3 4 3 15

2. Prioritized PDAM 1 1 1 1 - 4

Total Prioritized Operators 3 4 4 5 3 19

Key Activities Planned for PY 6 National:

• Monitoring and implementation support of regional capacity building plans • Periodic meetings/events with GOI agencies, associations and development partners for sharing of

concepts and field experiences • Implementation of media advocacy workshops with POKJA AMPL in at least three regions • Development and dissemination of standard operation procedures (SOP) and associate training

modules for UPTD capacity development through Balai Pelatihan Bekasi • Development and dissemination a Sanitation Index in close collaboration with PPLP of the Ministry

of Public Works and Housing • Introduce Master Map in two pilot cities (Bogor and Kab Gresik) and development of associated

guidelines • Preparation and dissemination of a PERDA template as a local government reference for addressing

forward looking waste water management regulation in line with the building blocks of the ‘SanBurger’

• Finalization and dissemination of the IUWASH Sanitation Toolkit • Participation at national and regional advocacy workshop

North Sumatera Region

• Review job descriptions and mentoring for UPTDs in Binjai, Tebing Tinggi and PDAM Medan • Strengthening UPTDs/Dinas Kesehatan and others relevant local government agencies for

monitoring of services in Tebing Tinggi and Pematang Siantar • Review of Perda on customer tariff/retribution for Binjai, Medan and Tebing Tinggi • Launching of UPTD PAL operations in Binjai and Tebing Tinggi • Dissemination of exit strategy at province level

West Java, DKI Jakarta and Banten Region

• Support UPTD to develop SOTK and sets of SOPs for Kota Bogor, Kota Bekasi, Kab Bandung and Kab Tangerang

• Ongoing capacity building for UPTDs in Kota Bogor, Kota Bekasi, Kab Bandung (Tim Teknis) and Kab Tangerang

• Monitoring and evaluation of performance of UPTDs in Kota Bogor, Kota Bekasi, Kab Bandung and Kab Tangerang

• Preparation of waste water development plan (Road Map) in Kota Bogor, Kota Bekasi and Kab Bandung

• Dissemination of exit strategy at province level



Central Java Region • Develop/strengthening newly established UPTDs in Semarang, Kudus, Kendal, Rembang, Batang,

and Sukoharjo • Technical assistance for implementations of Road Map for UPTDs in Kota Surakarta, Rembang and

Salatiga • Review and develop standard operation procedures (SOP) for UPTDs in support of waste water

management and operation and maintenance of assets • Ongoing capacity building for selected UPTDs in Rembang, Batang, Salatiga and Sukoharjo • Launching of UPTD in Kab Batang • Dissemination of exit strategy at province level

East Java Region

• Finalizing waste water development plan (Road Map) and capacity building for Jombang, Probolinggo and Kota Batu

• Development of waste water development plan (Road Map) and capacity building for Lamongan, and Kota Malang

• Develop of documentation on UPTD development process and associated technical assistance • Dissemination of exit strategy at province level

South Sulawesi East Indonesia Region

• Review and revision of waste water development plans ‘Road Map’ and corresponding standard operation procedures (SOP) for Makassar, Ambon and Kota Jayapura

• Support UPTD for advocacy of legislative and executive branches for the promulgation of supporting regulation

• Disseminate lessons learned at province level and to further familiarize decision makers with the integrated waste water development concept ‘SanBurger’

4.5 SUMMARY OF ACTIVITIES

Overall, the plans and strategies of the sanitation program for PY 6 are building on the experiences of the previous program years and, as such, represent a continuation of IUWASH signature programs. Further intensifying the dissemination of the IUWASH Sanitation Framework ‘SanBuger’ at all government levels and with key donor agencies. National key activities for PY 6 include the following:

• Liaise with central government agencies, associations and development partners for advocating the ‘SanBurger’ concept and for sharing field experiences and strategies

• Finalize and disseminate specific materials, standard operation procedures, guidelines and a sanitation toolkit in support of sustainable sector development

• Continuous support to five regional IUWASH teams for increasing their focus on their program exit strategy and relevant dissemination of field experiences and recommendations at provincial and local government levels, and

• Monitor regional IUWASH programs and provide selective support for achieving of PY 6 goals and targets.

Details of the National and Regional Sanitation sector program activities can be found in Annex 8.7. and 8.8.



5 APPROACH TO WORKPLAN OF CROSS CUTTING SECTOR

5.1 INTRODUCTION

In PY 5, the IUWASH cross cutting programs registered substantial achievements across a variety of fronts to provide better enabling environment to support the improvement of water supply and sanitation sector. The advocacy activities conducted in PY 5 resulted in a significant progress with all IUWASH regional team achieving the goal of “One City One Policy”. The policy developed in PY 5 are mostly supporting the establishment of UPTDs for wastewater management, development of Citizen Engagement Mechanisms (CEMs), and raw water protection. In PY 5, IUWASH completed the trend analysis of APBD Index and will use this information to closely monitor specific case of APBD index achievement in order to reach the final goal of IUWASH target of increasing LG funding. In this regard, IUWASH will continue to conduct advocacy for increasing LG budget allocations to support a wide range of water supply and sanitation interventions. In gender mainstreaming, achievements were registered on two levels: 1) increasing awareness of IUWASH LG partners led to integrated gender aspects in the development of LG sector programs; and 2) in the implementation of an IUWASH Pilot Gender Mainstreaming Program. In PY 6, the IUWASH team will continue to strengthen key local and national partners working in water supply and sanitation sectors to build strong foundation for program sustainability. IUWASH will focus all supports under the cross-cutting sector to work together with IUWASH partners to share lessons learned and use the IUWASH legacy for further sustainable services of water supply and sanitation. This year, five programs will be implemented to support cross-cutting activities in the water supply and sanitation sector, including: 1. Increase local government policies (CC-1) 2. Increase local government/APBD budget (CC-2) 3. Improved citizen engagement (CC-3) 4. Gender mainstreaming (CC-4) 5. Mobilize Corporate Social Responsibility (CSR) funding (CC-5) The interrelationships of these five programs is similar to PY 5. The first three programs (CC-1 to CC-3) directly support all other sector programs, while other two programs (CC-4 and CC-5) are strengthening the whole IUWASH implementation framework. Figure below illustrates this interconnectedness among the programs in the cross-cutting sector including relation with other technical programs.

Figure 5: Interconnecting among programs in the cross-cutting sector.

Increase LOCAL GOVERNMENT

Policies

Mobilize CSR

Gender Mainstreaming

Increase LOCAL GOVERNMENT/

APBD Budget

Improved Citizen Engagement

Water Supply Sector Program

Sanitation Sector Program



As described above, cross-cutting programs effectively support and are interconnected with the two technical sectors, where the water supply and sanitation sectors aim to increase people’s access to safe water supply and improved sanitation services by working with local government institutions, service providers and target communities. The cross-cutting programs to increase LG policies (CC-1) and increase LG/APBD budgets (CC-2) mostly work with LG institutions and watsan service providers. Meanwhile, the improved citizen engagement (CC-3) component works with LG institutions, watsan service providers and community groups, as do gender mainstreaming (CC-4) and mobilizing CSR funding (CC-5). Figure 5 below shows how the cross-cutting program supports program activities in both IUWASH technical sectors.

Figure 6: Cross-cutting program supports IUWASH water supply and sanitation programs.

The following sections provide more detail on all programs in the Cross Cutting Sector: • Section 5.2. describes collaboration with the key IUWASH partners to jointly achieve IUWASH and

GoI goals; • Section 5.3. provides more detail on each of the five cross cutting programs, including short

descriptions of the various subprograms; • Section 5.4. provides information on the detailed tasks and activities planned this year conducted by

the IUWASH National and Regional teams. The workplan of National team consist of both type of activities which are supports the IUWASH regional offices and activities implemented at national level together with the national-level stakeholders.

5.2 PARTNERSHIPS WITH OTHER STAKEHOLDERS

Collaboration with other agencies is an essential element of the IUWASH project’s overall aproach to the programming of cross-cutting activities. The project’s substantial work in the development of effective partnerships will continue in PY 6 and, in many respects, be reinforced as the project seeks to disengage from direct implementation and makes sure its many partners are able to contiunue the important work it started. The Table below lists key agencies with which the project will work closely in its many “cross-cutting” areas:

Water Supply and Sanitation Sector

Increased Access to Safe Water Supply and Improved

Sanitation Services

CC-1 CC-2

CC-4

CC-3 CC-5

LG Institutions &

service Providers

Community



Partner Summary of Activities

Ministry of Home Affair Provide support on the development of policy supported the establishment of UPTD wastewater in IUWASH cities. The support from Ministry will be related to the institutionalized the strong regulation for the new wastewater unit at city level.

Ministry for Women’s Empowerment

Joint program involving various gender capacity building for IUWASH LG partners on development of Gender Responsive Budget and Plans. Also, the Ministry will collaborate on the support to IUWASH Pilot Gender Mainstreaming program to contribute to Ministry’s modeling program on gender responsive infrastructure programs

Ministry of Public Work Support the lessons learned of IUWASH pilot gender program integrated in the development of communal sanitation program under USRI program.

PKK Collaborate on promotion of the expansion of sanitation access of individual system especially through microfinance program in Kab. Bandung. Specifically in DKI Jakarta, IUWASH will collaborate with PKK to conduct household census on the potential connection to sewerage system supported by PD PAL Jaya as well as promotion to connect to the system.

Coca Cola Foundation Indonesia

Close collaboration to develop infiltration ponds (Sumur Resapan) in North Sumatra, East Java and Central Java through the implementation of Water Replenishment Program;

Creating Shared Value (CSV) Nestle

Close collaboration to develop infiltration ponds program in Kab. Probolinggo, East Java

5.3 WORKPLAN IMPLEMENTATION

This section describes each program in the Cross-Cutting (CC) sector. There are five (5) program activities in this sector (CC1 to CC 5). Each program and related activities are described briefly and concisely, followed by a matrix of program activities planned for PY 6. PROGRAM CC-1: INCREASE NUMBER OF LOCAL GOVERNMENT POLICIES

Policy development is a fundamental part in government administration. It provides legal basis for local municipalities in executing the mandatory functions and protects the right of citizen to get adequate public services. The existence of policies will assure budget allocation for sustainable and adequate service delivery and fulfill the development target of the safe water supply and sanitation sectors. A notable achievement on policy development program was made by IUWASH team in PY 5 through the accomplishment of outcome target, in which 50 partner municipalities developed at least one policy respectively. Nevertheless, there are still some challenges facing this program, both in finalizing the ongoing process of policy formulation and in monitoring the implementation of the approved regulations. In the beginning of PY 5, there were 117 local policies in the planning stage throughout 52 municipalities and in PY 6 its number increase to 126 policies in the planning stage. Some of the new policies in planning stage are local regulations (Perda) on wastewater management, which has a stronger legal force and indicates a stronger political commitment. In term of program accomplishment, in the end of PY 5, there were 87 policies that have been completed. Detail of the policy development status is described in the table below.

Sector Topic of Policy Developed PY 5 PY 6 Number of

completed policies

Number of Policy Percentage Number of

Policy Percentage

Water Supply

PDAM Business Plan 4 < 5% 4 < 5% 3 Water Supply Master Plan (RISPAM) 4 < 5% 4 < 5% 3 PDAM tariff adjustment 6 5% 6 < 5% 4 PDAM equity transfer 6 5% 6 < 5% 6 Raw water protection 17 15% 17 13.8% 4 optimize PDAM performance/set up PDAM 4 < 5% 5 < 5% 4



Sector Topic of Policy Developed PY 5 PY 6 Number of

completed policies

Number of Policy Percentage Number of

Policy Percentage

PDAM regionalization 2 < 5% 2 < 5% 0 PDAM customer reclassification 1 < 5% 1 < 5% 1 PDAM illegal connections 2 < 5% 1 < 5% 1

Sanitation

Establishment/Tupoksi UPTD 37 32% 37 30% 29 Waste Water management 8 7% 13 8% 7 Sludge Management 1 < 5% 1 < 5% 1 Comm Based Sanitation 2 < 5% 4 < 5% 4 Waste Water tariff 1 < 5% 3 < 5% 3 Environmental Management 3 < 5% 3 < 5% 3

CC Citizen Engagement Mechanism 19 16% 19 15.5% 14 Total Policy Developed 117 126 87

The current status of policies being pursued are described in Annex 8.14. A notable progress were made in water supply sector, where some policies on raw water protection have been completed and signed in East java and North Sumatra regions. However policies on regionalization of water sources are still in process and will receiveadditional attention so that it can be completed in PY 6. Sanitation sector also achieved a significant result with policies on community based sanitation and sludge management being produced. In terms of policy topic number, raw water protection, UPTD development, and CEM development are the top three topics with allocation more than 10%. However, among the 126 policies in the planning policy stage, several policies will be canceled due to external obstacles. With the accomplishment of outcome target “one city one policy in 50 municipalities”,the IUWASH team has relatively a less pressure on this program in PY 6. Nevertheless, the IUWASH national team will still continue to support regional activities on policy development through the following activities:

a. Monitoring the approved policy implementation b. Provide inputs in finalizing the draft regulations which are in process; c. Finalizing a template of local regulation (Ranperda) on wastewater management and discussing it

with MOHA and Ministry of Public Work; d. Facilitate regions in consulting the draft regulation to ministries;

Beside the activities listed above, the IUWASH National Governance Team plans to conduct supplementary programs related to the governance sector. In policy development area, it is planned to initiate the application of a policy review tool called Regulatory Impact Assessment (RIA). This tool may observe the effectiveness and proportionality of regulation, as well as the impact gained. As a case study to determine the effectiveness of the tool, the team will apply the assessment on two or three policies promoted by IUWASH during PY 6. The other planned activity under CC-1 is to conduct a review on the implementation of minimum service standard (MSS) by local municipalities. MSS is a standard set up by sectoral ministries to which obligatory local services must deliver. The safe drinking water and adequate sanitation provisions are part of public work obligatory service sector. The review will identify how far municipalities use the standard and also measure the fiscal requirements and its financing associated with the standards. This program will be done in selected three to four (3-4) municipalities in IUWASH regions. The following is a summary of key activites planned in CC-1 for each IUWASH region: North Sumatra Region Training on wastewater management regulation preparation for related SKPDs in Kota Sibolga; continue support Kota Medan in finalizing Ranperda Pengelolaan Air Limbah domestic; and monitoring the implementation of approved regulations.



West Java, Banten and DKI Region: Support the development of Perwal/Perbup in relation to the management of STBM and L2T2 program; accelerate finalization of regulations which are still in process; and monitoring the implementation of approved regulations. A special activity to monitor the implementation of wastewater management regulations will be done in Bogor, Kota Bekasi, Kab Bandung, and Kab Tangerang, particularly to ensure the budget provision for SANBURGER activities.

Central Java Region Monitoring and advocacy for the implementation of approved regulation, such as Perda No. 3 of 1999 on Waste Management in Surakarta; socialize Mayor Regulation of UPTD TPA and IPLT in Kota Salatiga; and accelerate the approval of draft regulations. East Java Region Provide assistance to 11 districts / cities (Sidoarjo, Gresik, Jombang, Mojokerto District, Mojokerto City, Batu City, Malang City, Malang district, Probolinggo City, Probolinggo District and Bojonegoro) to accelerate the finalization of new policies which are still in process and to monitor the implementation of approved local regulations in PY 5 so that the substance can be included in the annual planning by the relevant technical SKPD (implement monitoring and evaluation). South Sulawesi and Eastern Indonesia Region Support the formulation of regulations on domestic wastewater management for the city of Jayapura and the city of Ambon. This is to support the priority areas in order to support the exit strategy. IUWASH will continue to support the of formulation and preparation of raw water protection regulations in Parepare, Pinrang, Sidrap, and Enrekang. This regulation is intended as a step fulfillment of the CCVA study Finally, IUWASH will monitor and evaluate the regulation in Jayapura and Jayapura City to determine the effectiveness of the regulatory implentasi Joint Regulation handling of illegal connection in PDAM Jayapura. PROGRAM CC-2: INCREASE LOCAL GOVERNMENT/APBD BUDGET

An increase in annual budget allocation by local governments for water and sanitation services is fundamental to an expansion of access, particularly for low income households. Additionally, as stated by the Ministry of Public Works, the national target of water and sanitation in 2019 is 100 % having access to the sectors. To realize the target, all available funding sources must be accessible to water and sanitation project including the local budget of APBD. As such, IUWASH works closely with local government representatives and service providers to advocate for resource allocation commensurate with the needs of the communities. In previous years IUWASH supported efforts to increase local expenditures by local government in an effort to improve the quality of water and sanitation for its community. IUWASHs’ assistance was provided to several local governments which includes a presentation of PDAM corporate plan – PDAM Tirtanadi North Sumatera to provincial government and supervisory board. In this effort, an initial commitment to finance part of the PDAM development plan from provincial government was obtained with funding commitment of approximately Rp. 500 billion for five (5) years. In Pematang Siantar, several meetings were held to promote local government implementation of raw water protection following a raw water mapping study which was previously prepared by IUWASH. In Kabupaten Gresik, IUWASH continued facilitating a capacity building of community group KPP – Kelompok Pengelola dan Pemelihara - in managing and maintaining sanitation communal system in Kabupaten Gresik where the local government has allocated budget for UPTD operational cost. Also, in Gresik and in Probolinggo, IUWASH continued to conduct promotion as part of AUSAID program of sAAIG for individual sanitation. In Kota Makassar, South Sulawesi IUWASH held advocacy meeting with UPTD PAL Kota Makassar to allocate local budget in support of operational budget for regular desludging – LLTT of year 2016 under financing scheme of Pre-financing by local budget of 2016. As presented in QPR#18/APR#5, 49 of 51 municipalities supported by



IUWASH have registered increases in APBD funding (see PMP Annex 5.1.B for detail on the amount of increase in sector budget allocations). IUWASH will continue to review APBD budget allocations in the next semi-annual report to the extent that such information is made available by partner LGs and likewise report on both the amount and percentage change in LG budget allocations. In PY 6 IUWASH will continue to advocate local government to allocate local budget in water and sanitation improvement. In North Sumatera IUWASH will monitorthe local governments in allocating local budget for UPTD operational in year 2016 in municipality of Sibolga, Tanjung Balai, Binjai and Tebing Tinggi. In Central Java, IUWASH will focus on strengthening the role of Parliament in preparation of local budget to support funding for UPTD and CEM as a commitment to the district / city to implement UPTD and CEM which was facilitated IUWASH. In support of this effort, IUWASH will hold a workshop and invite key stakeholders fromthree priority areas UPTD Sukoharjo, Batang, Apex, and Salatiga, as a "reserve city" for UPTD program. Furthermore, region of Central Java will conduct a series of focus group discussions to advocate local government to implement CEM in such areas as Batang and Klaten. In East Java region, similar activities of working group discussions for water and sanitation improvement will be held in PY 6 in municipality of Kota Probolinggo especially to advocate more budget allocated in their APBD. South Sulawesi and Eastern Indonesia will continueto monitor and advocate for water and sanitation budget increases to SKPD that are in charged of the sector such as Bappeda (Board of local government Planning) and local parliament (DPRD). Thisincludes Kota Ambon and Parepare. Regarding monitoring activities associated with APBD funding, IUWASH will continue to closely monitor the APBD in Kota Probolinggo and Kota Ambon. This activity is necessary to evaluate the status of APBD trend. Up to now, compare to the baseline of APBD Index, it still shows a decreasing trend. This requires closer review and analysis of the situation in order to determine the cause. Once complete, IUWASH will report the final results of APBD trend analysis in the Final report of IUWASH Project. The following is a summary of key activites planned in CC-2 for each IUWASH region: North Sumatra Region Monitoring of budget commitment/allocation for Watsan/UPTD improvement in Sibolga, Tanjungbalai, Binjai, and Tebing Tinggi. West Java, Banten and DKI Region: Continue to monitor the budget commitment/allocation for Watsan sector especially LG funding to support the UPTD and CEM developments in IUWASH assisted cities. Central Java Region In PY 6, CC-2 activity will focus on strengthening the role of Parliament in preparation of local budget to support funding for UPTD and CEM as a commitment to the district / city to implement UPTD and CEM that has been facilitated IUWASH. In support of this effort, IUWASH will also hold a workshop and invite partners from priority areas of Sukoharjo, Batang, Apex and Salatiga, a "reserve city" for UPTD program. Finally, the regional team will undertake FGD serial budget advocacy for the implementation of CEM in Batang district, Sukoharjo and Klaten. East Java Region Facilitate Working Group on Water and Sanitation at each City/County through training and group discussions related to how to allocate funds for Water Supply and Sanitation in APBD South Sulawesi and Eastern Indonesia Region Activities under this task is to continue monitoring and to advocacte for increases in the watsan budget to SKPD that are in charge of the sector. The adcocacy activity will focud on the Bappeda (Board of LG’s Planning) and the parliament (DPRD)



PROGRAM CC-3: IMPROVE CITIZEN ENGAGEMENT

Engaging the citizen as the key stakeholder is fundamental in democratic governance. It provides opportunities for citizen to involve actively in the development process. This people centered development paradigm has been embedded in the national policies such as the Law No. 25/2009 on Public Service and the Law No. 14/2008 on transparency of public information. These laws provide vital framework for the duties of local governments to inform, consult, and engage local people in their decision making and service delivery processes. Also, these laws provide the rights and duties of citizen to engage in the policy making process, in providing oversight services, in maintaining public facilities, and in requesting public information. Through these practices, the government can earn public trust, support, and legitimacy. Nevertheless, in reality, many local governments are still facing a lot of challenges in implementing these legislations. IUWASH realized that public information access and citizen engagement are key factors for sustainable improvement in the water supply and sanitation sectors. Therefore, as response to this demand and fact, IUWASH has been supporting LG partners to better manage these measures. Public involvement or citizen engagement can be effected in multiple ways and at various levels. In PY 5, IUWASH facilitated 23 partner municipalities to identify new or strengthen existing mechanisms for engaging local people in water supply and sanitation development and to establish new mechanism where appropriate with local situation. Several media platforms were selected for the purpose of citizen engagement namely, civic forums, websites, radio call-in shows, SMS-gateways, and complaint handling unit. IUWASH also assisted partner LGs in fulfilling any requirements such as legal formal regulation or endorsement, operating procedures, training, work program formulation, and technical facilities and equipment provision. Up to end of PY 5, fourteen participating municipalities officially launched and implement the mechanisms. The table below shows the progress of CEM development in 23 regions.

No. Regions/

Municipalities CEM media Responsible

Unit/Institution Remarks

I North Sumatra 1 Tanjung Balai Website and Radio Program Dinas Hubkominfo Implementation 2 Labuhan Batu Website Bagian Humas Implementation 3 Langkat Radio Program Bagian Humas Implementation 4 Binjai Website AMPL Pokja Sanitasi/Bagian

Humas Just launched

5 Tebing Tinggi Website AMPL Bappeda Just launched II WJDB

6 Kab. Bandung Website and Radio Program Dispertasih Implementation 7 Kab. Purwakarta Website PDAM Implementation 8 Kota Serang Civic Forum Bappeda To be launched soon 9 Kota Bogor Website AMPL Bappeda Development process

III Central Java 10 Kota Semarang Complaint Handling center

(Pusat Pelayanan Pengaduan Masyarakat-P3M)

Bagian Organisasi Implementation

11 Sukoharjo P3M Bagian Organisasi Development process 12 Klaten Radio Program Bagian Humas Implementation 13 Kudus P3M Bagian Organisasi Development process 14 Batang Complaint Handling Center UPKP2/Bagian Organisasi Improvement process

IV East Java 15 Sidoarjo Pusat Pelayanan Pengaduan

Masyarakat Bagian Humas Implementation

16 Gresik Website Dinas PU To be launched soon 17 Mojokerto Radio program Bagian Humas Implementation 18 Probolinggo Radio program Bagian Humas Implementation

V SSEI 19 Parepare Complaint handling unit UPP/Bagian Humas Improvement



No. Regions/

Municipalities CEM media Responsible

Unit/Institution Remarks

20 Takalar Sms gateway Bagian Humas Implementation 21 Jeneponto SMS gateway Bagian Humas Implementation 22 Enrekang Sms gateway Bagian Humas Implementation 23 Bantaeng - - Cancelled

It is a challenge to sustainably maintain a mechanism which results in continuous citizen feedbacks for improvement of watsan services. In PY 6, the IUWASH national team will continue to support regional activities on CEM development through the following activities: a. Support regional team in accelerating the completion of CEM development steps, particularly in Bogor,

Kudus, and Sukoharjo; b. Monitor CEM implementation to ensure the effectiveness and to evaluate any gaps which need

improvement. This monitoring will be undertaken through an assessment of the effectiveness of the different mechanisms implemented, not only to determine the impact of the program in individual partner local governments, but also to determine the effectiveness of the different types of mechanisms that have been adopted.

In addition, the national team plans to conduct a lesson learned discussion with participating municipalities and document good practices arising from CEM implementation. The following is a summary of key activites planned in CC-3 for each IUWASH region: North Sumatra Region: Monitoring and mentoring of CEM implementation to ensure the proper functioning of selected mechanisms in 5 Districts/Municipalities - Langkat, Tanjungbalai, Labuhanbatu, Binjai and Tebing Tingi. West Java, Banten and DKI Region: • Monitoring implementation of CEM in Kabupaten Bandung and Purwakarta. • Launching GEMARSI as a civic forum which focus on water and sanitation matters in Serang and

support its program implementation as citizen engagement media; • Facilitate and support the finalization of website AMPL in Bogor as CEM media and its launching and

further implementation.

Central Java Region In PY 6, the CEM (CC-3) will followed up and fine-tune the implementation of CEM in Kab Klaten, Sukoharjo, Batang and Kota Semarang. The program still necessaryto assist the improving capacity of CEM manager to improve the perception of water supply and sanitation issues. These activities are planned based on evaluation of recent events that revealed the need to improve the CEM manager’s perception on water and sanitation issues. East Java Region Strengthening the implementation of CEM in four districts (Sidoarjo, Probolinggo, Mojokerto and Gresik). To conduct socialization, Advocacy, Campaign, Education and Promotion of CEM medias and water supply and sanitation issues to broader community and civil society groups. South Sulawesi and Eastern Indonesia Region SSEI has achieved CEM targets set for the region. The support to Bantaeng was cancelled due to lack of commitment from municipal partner. In PY 6, the focus will be on monitoring the implementation of CEM in four regions and promoting the use of CEM media while socializing water and sanitation issues to broader community and civil society. SSEI team will also educate and advocate all stakeholders, so that this



mechanism can improve public services, especially water and sanitation services in the district / town of Parepare, Enrekang, Takalar and Jeneponto. PROGRAM CC-4: GENDER MAINSTREAMING

In PY 5, IUWASH Gender Mainstreaming program continues to shows a great progress with inclusion of 33.42% women participation in IUWASH training related activities. An increased awareness of IUWASH key partners on gender awareness has built strong foundation for developing gender responsive watsan programs. The development of Gender Responsive Budget and Planning in PY 5 was not only implemented by Local Government partner in PY 5, but there were additional LG partners who were very keen on implementing gender responsive programs. These LG partners were Kab. Jombang and Kab. Mojokerto in East Java. So, in PY 5, IUWASH closely worked with LG of Kota Tebing Tinggi and Kota Medan (North Sumatra), Kab. Malang, Kab. Jombang and Kab. Mojokerto (East Java) and Kab. Maros (South Sulawesi). Under this program, the key LG partners increased their capacity to prepare the gender analysis and gender budget statement of watsan programs which were submitted for the program funding by APBD in the following year. By having this approach, the LG partners showed the efficiency, impact, and sustainability of all watsan programs. IUWASH continues to collaborate with the Ministry of Women Empowerment and Protection of Child Rights to do the capacity building for IUWASH key LG institutions to support this program. In PY 6, IUWASH will continue to support the increased capacity to further implementation of this strategy and identify other LG partners at provincial level to provide continued support after the completion of IUWASH Program. Another progress made in IUWASH gender mainstreaming program in PY 5 is completion of IUWASH gender pilot program in 5 regions. From these program activities, IUWASH contributed to increasing access to safe water supply, improving sanitation services, and promoting gender-sensitive program development in the water supply and sanitation sector. This effort will further guarantee sustainability of the program. In PY 6, IUWASH will focus on documenting and disseminating the lessons learned of the IUWASH gender pilot program in 5 regions so that it can be shared widely with other stakeholders. The Five gender pilot program were: 1. Gender Mainstreaming on Increased Access of People to Improved Sanitation Services through

Providing Biofilter Septic Tank in Belawan Bahari, Kota Medan 2. Gender Mainstreaming to Increase Access of People to Improved Sanitation system through individual

sanitation system using credit micro approach implemented by KPP UMKM Syariah in Tangerang 3. Gender Mainstreaming to Increase Access of People to Improved Sanitation system through communal

sanitation system under collaboration with USRI Program in Kota Surakarta 4. Gender Mainstreaming to Increase Access of People to safe water supply thorugh Master Meter system

in Kota Surabaya 5. Gender Mainstreaming of the development of PDAM Customer Forum in Kab. Maros In PY 5, IUWASH supported the capacity building of PKK on promotion of sanitation access through triggering activities in DKI Jakarta and Kab. Bandung. Collaborating with PKK is a fundamental strategy. This organization has an extensive network which extends from the national level down to the grassroots. In recognition of this extensive coverage as well as its important role in operating posyandu (community health posts), PKK is an ideal partner in communicating critical health and hygiene messages. The program activities planned for PY 6 will focus on expanding and strenthening PKK members involvementfrom just triggering activities to increasing access to improved sanitation facility and maintaining the facilities. Also, in PY 6, IUWASH will document the lessons learned of the PKK program to support the sanitation program.



The following is a summary of key activites planned in CC-4 for each IUWASH region: North Sumatra Region Monitoring and mentoring of Gender mainstreaming implementation by LGUs in Tebing Tinggi and Medan West Java, Banten and DKI Region Workshop on the integration of gender aspects within the microcredit sanitation programs funded through cooperative units, the local government, and corporations and follow it upwith performance evaluation.

Central Java Region Gender program implementation in PY 6 will be integrated with sanitation system activities in Kab Klaten and will advocate for integrated implementation of water and sanitation program to the local government. The program in the pilot area of Desa Karanglo Kecamatan Klaten Selatan involves KPP and through the gender training, the sanitation development process that will not distinguish between men and women and will encourage the involvement men and women in the sanitation management activities. East Java Region Gender mainstreaming activities in PY 6 will focus on assisting the preparation of ARG for fiscal year 2016 in Malang and Jombang District. After ARG is prepared, IUWASH team will assist in the review process to ensure the quality. In Jombang District, ARG review process (through technical guidance) was completed in fiscal year 2015. While in Malang district, it will begin preparing ARG for fiscal year 2016. In Addition, IUWASH East Java is planning to conduct a second gender assessment in beneficiary communities with master meter program in the Surabaya City. The master meter program implementation sites are located in the village Greges, Legundi, Ngemplak, and Kanginan. This assessment will examine the role division between women and men in managing drinking water. South Sulawesi and Eastern Indonesia Region In PY 6, IUWASH will support the Gender mainstreaming activities in Maros. The activities will include: Monitor PPRG for technical SKPD and preparation of the National Workshop PPRG II; monitoring educational activities planned for 2016 per APBD; and preparing for National Workshop PPRG II in Makassar to motivate, appreciate, and disseminate lessons learned with districts/cities that are implementing PPRG.

PROGRAM CC-5: MOBILIZE CORPORATE SOCIAL RESPONSIBILITY (CSR) FUNDING

The role of private sector to support the improvement of water supply and sanitation sector is important to assure the sustainability of the development of this sector. Based on this principle, IUWASH continues to work with private sector through the Corporate Social Responsibility (CSR) program. The project sees this as a potential opportunity to enhance private sector attention and involvement, and to expand the resources made available for water and sanitation sector development. In response, IUWASH formulated defined roles in the context of CSR program support: • Facilitating increased participation of the private sector in water supply and sanitation programming

through awareness building; • Establishing linkages between private sector entities interested in CSR and appropriate local NGOs and

community-based groups that are active in the sector; and • Serving as a technical resource to those local NGOs and community-based groups that may be

selected to implement CSR programs being conducted in IUWASH target areas. The implementation of IUWASH program to mobilize CSR funding has two pronged approach - working directly with the private companies and strengthening of CSR Forums.. The direct collaboration program has two corporate partners. First, IUWASH collaborates with the Coca-Cola Foundation Indonesia (CCFI) on the implementation of Water Replenishment Program. Second, since the last quarter of PY 5 with



USAID facilitation, IUWASH started to work with Nestle Indonesia on the development of infiltration pond program in Kabupaten Probolinggo. This program supported by Nestle will be implemented in PY 6. The implementation of collaborative program with the CCFI on the Water Replenishment Program resulted in construction of 3,118 infiltration ponds in SIbolangit area and Pematang Siantar (North Sumatra), Mojokerto and Kab, Malang (East Java) and Kab. Semarang and Kota Salatiga (Central Java). The total amount of funds leveraged from CCFI for these three regions is around US$ 993,905. The implementation of this program in Kab. Malang (East Java) is still on going. The program will continue into the first quarter of PY 6. In addition, CCFI continues to replicate the program in non-IUWASH assisted city (in Kab. Magelang – Central Java) and IUWASH will continue to provide limited support to the NGO partners. The table below described the status of the implementation of the collaborative program with the CCFI on Water Replenishment Program.

Region City Location Status

North Sumatra

Deli Serdang PDAM Tirtanadi catchment areas in Sibolangit areas (5 villages)

• Completed • A total of 473 infiltration ponds constructed

Pematang Siantar PDAM Pematang Siantar catchment area of Naga Huta


Central Java

Kota Salatiga and Kab. Semarang

• PDAM Kota Salatiga and Kab. Semarang

• Catchment area of Senjoyo and Ngablak springs


East Java Kab. Mojokerto PDAM Kab. Mojokerto catchment area of Ubalan and Joebel springs


Kab. Malang PDAM Kab. Malang catchment area of Ubalan and Polaman-Mlaten springs

• On-going • Total target of 584 infiltration ponds constructed

(total target is 800 infiltration ponds) Building onsuccessful partnerships with CCFI and leassons learned from disseminating that partnership building experiencein the other district areas, IUWASH continue to support to the strengthening of CSR Forum. This program was started in PY 4 through an assessment conducted by IUWASH STTA. The main result of the assessment showed an interesting finding that the majority of local governments sees Corporate Social Responsibility (CSR) as a potential supporter of development in the region. Many local governments have not yet formed a CSR forum, but some of them have alreay developed the local regulations related to CSR. The existence of CSR forum in district and cities is very positive, but implementation is still facing many obstacles and challenges such as: • The bureaucratic approach by CSR forum staff does not match what is expected by the private sector

from the CSR forums (which is considering the business values and cultures); • Increasing capacity of the CSR forum staff is required to encourage and promote WASH programs to

obtain financial support from the CSR funds; • CSR Forum at the moment can only access a limited CSR funds from BUMN and BUMD. To access

different sources of CSR funding from the private sectors, a tailor-made strategies are required.. Based on the above results, in PY 5 IUWASH implemented a program to strengthening capacity of CSR forum in 6 districts - Tangerang and Serang District in West Java/Banten; Batang District in Central Java; Probolinggo and Jombang District in East Java and Jayapura City in East Indonesia. The program focused on activities such as; mapping, organizational capacity building, intermediation, communication, and building systems according to the conditions and needs of the region concerned. In PY 6 the program will focus on developing the lessons learned and advocacy material such as: video about “Build Synergy CSR Forum: How CSR support Wash activities”; the booklets “Steps to steps of CSR Forum Capacity Building Program implementation for Water and Sanitation” and the “The Book Menu of



Water and Sanitation Option Program which can Support by CSR” as a marketing tools; and advocacy material in order to show how the program can be adopted and dissemination by local and national government and also the others partners. The lessons learned and advocacy material will be desseminated at a national workshop for CSR forum strengthening capacity program, and will deliver be desseminated to partners who are interested in implementing similar programs. In an effort to strengthen the lesson learned, intensive technical assistantance and intermediation will continue in three districts - Jayapura City, Tangerang, and Batang District. In these districts the focus will be on CSR forum sustainability with emphasis on organizational administration and management corporate and community involvement, and governance. In addition, limited assistance in three others districts (Jombang, Probolinggo and Serang) will be supported directly by the regional office. Table below describes planned activities to be implemented in PY 6 at the National and the Regional levels:

Program Area Summary of Program description

National

• Finalize the advocacy video Build Synergy CSR Forum: How CSR support Wash activities, as an advocacy material about the development of a success CSR forum

• Develop the CSR Promotion Book “Steps of CSR Forum Capacity Building Program for Water and Sanitation”, in support of implementing similar program by local and national government and by other partners

• Conduct the national workshop of CSR forum

WJDB

Tangerang District

• Facilitatethe CSR forums’ advocacy effort to change the regent regulation about CSR forum management in order to encourage more corporate involvement

• Conduct the training of proposal development for local partners to encourage the Water and sanitation partnership through the CSR Forum

• Encourage CSR forum to establish schedule of CSR forum regular meeting to discuss daily management and to determine operational budgeting resources

• Facilitate the Training of Used Social Media as Reporting and Publication Tools for CSR forum activities

• Follow up on MOU between IUWASH, SCTV, DIM (IUWASH grantee) and KSM to implement sanitation program using micro-credit schemes through the CSR program from SCTV “Pundi Amal” (Grant funding)

Serang

• Implementation of 41 infiltration wells construction in Sukacai village Tangerang District funded CSR PT. Modern Land and BLHD

• DisseminateInfiltration wells program information to the other corporation in Tangerang District in orders to encourage more corporate involvement in CSR Forum activities and partnership

Central Java Batang Distric

• Support CSR forum in engaging and encouraging local partners participation inwater and sanitation partnership program

• Encourage local corporate members of CSR forum to support the daily management and operational budgeting of CSR forum

• Encourage CSR forum to establish regular meeting schedule with consensus from and between management and members of CSR forum

• Assist in facilitation of the Training of Used Social Media as Reporting and Publication Tools for CSR forum activities

• Advocate for involvement of the private sectors in the development of clean water and sanitation sectors through lobbying the companies and encouraging the village government to have collaborative program with the CSR forum

SSEI Jayapura City

• Continuing supporting to the CSR forum of Jayapura City, to ensure support from the local companies in the procurement of sludge truck project proposal

• Assist the CSR forum withthe Gala dinner in order to support the campaign to increasing the corporates involvement and supportof CSR Forum

• Encourage CSR forum to establish regular meeting schedule with consensus from and between management and members of CSR forum

• Launching of CSR forum in Kota Jayapura



5.4 SUMMARY OF ACTIVITIES

Main tasks and activities implemented by the IUWASH national team in PY 6 will include:

a. Supporting all IUWASH regional program activities: b. Liaising with national agencies and institutes; and c. Conducting monitoring and quality control on all program activities in the cross-cutting sector.

Details of the National and Regional Cross Cutting sector program activities can be found in Annex 8.7 and 8.8.



6 APPROACH TO GRANT PROGRAM IMPLEMENTATION 6.1 INTRODUCTION

The total value of the Grants Under Contract (GUC) activity of IUWASH is proposed to be amended to $1.6 million over five years (refer to “Introduction” section for information on anticipated amendment). Currently, we are still waiting for USAID approval of this amendment. IUWASH guarantees who receive these funds, achieve project-specific objectives. The IUWASH Grants Program is implemented in accordance with all applicable USAID rules and regulations as stipulated in ADS 303 and 22 CFR 226, and in accordance with the guidelines described in the USAID-approved IUWASH Grants Program Manual and Grants Implementation Plan. The Grants Manual includes: an overview of the Grants Program a review of the types of grants that can be issued; grantee eligibility requirements; the grant award process; grant evaluation and selection procedures; details on grant program administration; and information on processes related to grant termination, suspension, and modification. Compliance with all related regulations and procedures is ensured by a national-level Grant Manager who works together with Procurement and Grant Assistants posted in national and all regional offices. While the grant program is important in and of itself, IUWASH is careful to ensure that grant activities contribute directly to the project’s targeted outcomes. Other sought-after attributes of grants include the degree to which they are innovative and unique, and their ability to be replicated or scaled up by communities, the local government or interested private sector partners. 6.2 WORK PLAN IMPLEMENTATION

In PY 6, IUWASH will oversee the conclusion of all grant programs which totaled 28 over the life of the project. The detailed information of all IUWASH Grant Programs is attached in Annex 8.18. Of these, twenty-two grant programs are concludedin programmatic and administrative terms. There are six (6) remaining grants which will be closed in PY 6. These include three in East Java, one in Central Java, and two in the project’s WJDB region (DKI Jakarta and Banten province, specifically). It is expected that these remaining grant programs will be programmatically completed in the first quarter of PY 6, with administrative close-out to follow shortly thereafter. From the start of the GUC activity under IUWASH, the project observed that many grantees require significant assistance and guidance in complying with the project’s and USAID’s financial and administrative requirements . Current grant programs are being monitored regularly with respect to programmatic, financial, and administrative compliance. With this degree of monitoring, grant programs are generally progressing well. It should be noted, that IUWASH provides grantees with training in other areas such as gender mainstreaming and environmental compliance. The following provides detail on planned activities under GUC activity in PY 6.

Task Activity Input Result Timeline

PM-1 Grant Monitoring

Reg./monthly monitoring of grant program

Grant Manager, Proc./Grant Asst. and Tech Spec.

Rapid identification and resolution of issues as they arise

September 2015 – March 2016

Perform specific (and at times, unscheduled) monitoring visits to ensure compliance with requirements

Grants Manager, Technical Specialist (PIC). National Coordinators

Confirm the validity of grant progress, identify issues not highlighted through routine monitoring

January – March 2016



7 PROJECT MANAGEMENT STRATEGY AND ACTIVITIES Project management for IUWASH, as with any large five-year undertaking, is complex and is critical to efficient and effective operation of the program. This section covers the approaches and tasks to be undertaken in various aspects of management. Also, it covers the areas of general management, program communications, program reporting, monitoring and evaluation, and environmental mitigation. 7.1 GENERAL PROJECT MANAGEMENT While the ultimate success of IUWASH depends on the effectiveness of the project’s technical components, their ability to operate effectively (both independently and as an integrated whole) is equally dependent on the organizational and management structures and systems the team puts into place in their support. As such, IUWASH is structured to meet component-level technical objectives while ensuring that the project has the geographic reach to improve access to water supply for 2,400,000 people and access to sanitation for 250,000 people. The project’s approach to making this happen is based on the establishment of clear lines of authority among team members as depicted in more traditional organizational charts, as well as a matrix management structure to enable technical oversight excellence, supportive project management, and the integration of key cross-cutting elements. Figures 7 and 8 present the IUWASH organizational charts for the project’s national office, and Figure 9 shows reporting relationships between the national and regional offices.

MANAGEMENT PLAN 7.1.1

As depicted in Figures 7 and 8, IUWASH key personnel and lead finance/administrative staff are stationed in the national office in Jakarta. Regional offices in Medan, West Java/Jakarta/Banten (co-located with the national office), Semarang, Surabaya and Makassar are led by senior professionals and staffed with technical specialists across all IUWASH areas of activity (Figure 9). Regional offices also serve as the platforms and reporting hubs for City Coordinators (CCs) that are embedded with various government units and PDAMs in target municipalities. This management plan:

• Gives our team the ability to match common approaches with tailored technical assistance that responds to local needs;

• Allows our most senior advisors to provide overall direction in their respective technical areas within the project, as well as input into central government policy and programming deliberations;

• Provides for a full-time presence at the local level, facilitating understanding and responsiveness to local needs and opportunities.

Though relatively static, the organizational structure of IUWASH is likewise dynamic and subject to change based on evolving needs and requirements. PY 6 is especially dynamic in that, as the project’s final year, the project will gradually phase out all of its staff and operations. The following is the timetable for the completion of technical staff assignments and office closures:

Office Completion of Technical Assignments and Staff

Complete Office Closure

North Sumatra (Medan) January 31, 2016 February 29, 2016 Eastern Indonesia/South Sulawesi (Makassar) February 29, 2016 March 31, 2016 Central Java (Semarang) March 31, 2016 April 30, 2016 East Java (Surabaya) March 31, 2016 April 30, 2016 West Java/Banten/DKI Jakarta (Jakarta) April 30, 2016 May 31, 2016 National Office (Jakarta) May 31, 2016 June 30, 2016



As the close-out of programs likewise brings many special demands (for the completion of final deliverables, the organization of close-out events, and the production of various publications), PY 6 will also see the engagement of various short-term technical assistants to aid in these various efforts. Other adjustments in staffing will also undoubtedly be identified and discussed during the course of PY 6 implementation to ensure that the project is remaining responsive to needs and opportunities as they arise. It should be noted, while full regional office operations in North Sumatra and South Sulawesi will conclude per the above schedule, IUWASH will maintain some key staff (based out of the office of a local partner) to support several activitie which though not critical in terms of achieving IUWASH outcomes, are important for long-term sector development prospects. Activitiesinclude the pursuit of a large-scale regional water production program in the Medan area and further assistance to waterwater management institutional development in Makassar. The following provides detail on the organizational structure at the national, regional and local levels. National Office: The Jakarta office serves as the IUWASH headquarters and manages relationships and reporting to USAID and central government counterparts. Jakarta also serves as the base for IUWASH’s designated five key personnel, senior technical specialists, and lead finance and administrative personnel. These personnel all work closely with the project’s regional teams (see Annex 8.15). In addition to serving as the national office for IUWASH, the Jakarta office also houses the regional office for the West Java, Banten and DKI Jakarta area. Most senior staff travel frequently to the regions: to provide targeted technical support; to ensure that IUWASH activities are proceeding as planned; to gather lessons learned and best practices;, and to work with regional coordinators to ensure that IUWASH is maximizing every opportunity to leverage technical assistance and support from the other donor projects, the private sector, and the other partners. Furthermore, the role of the Jakarta office is to:

• Provide overall strategic direction to IUWASH, ensuring technical coherence and maximizing cooperation across all technical components as well as the grant program;

• Provide advice to central government agencies in formulating and adjusting policies and programs to expand access to safe water and improved sanitation;

• Communicate, coordinate and serve as liaison with USAID, the GoI and others; • Provide technical support, guidance and resources to the regional offices; • Ensure that all offices apply common standards and approaches in project activities; • Disseminate success stories, best practices, lessons learned, and innovations; • Monitor and evaluate program performance; and • Oversee IUWASH administration and finances.

Throughout PY 6, the National Office will have an especially important role in overseeing the conclusion of the project’s regional operations, including the completion of all technical work, the orderly administrative close-out of the project’s regional office, and the conclusion of service by the scores of staff assigned to these offices. Regional Offices: IUWASH regional offices are located in Medan, Jakarta (which covers West Java, Jakarta and Banten), Semarang, Surabaya, and Makassar. These offices serve as primary implementation centers for all assistance provided at the local level, and each oversee programming in approximately eleven municipalities. Regional offices are led by senior Indonesian experts who guide technical teams and are responsible for day-to-day activity implementation and interface directly with local government officials, service providers (PDAMs and others), the private sector, and other donor programs. The organizational chart for each region is attached in Annex 8.15. Regional Coordinators have decision-making authority and oversight responsibility for project activities within their regions and are supported through daily communications with and frequent visits from staff in the Jakarta office. Regional Coordinators and



technical staff also visit Jakarta for regular program coordination and administration meetings. for program technical reviews to share lessons learned, to review accomplishments, and to discuss strategies for addressing specific challenges. Map of IUWASH assisted cities in each region is attached in Annex 8.16.

IUWASH Locations

North Sumatra

West Java, Jakarta, Banten

Central Java

East Java

South Sulawesi/East

Indonesia • Medan city • Binjai city • Langkat district • Pematang Siantar • Tanjung Balai city • Tebing Tinggi city • Sibolga city • Asahan district • Labuhanbatu

district

Total = 9

• Bekasi city • Bekasi district • Bogor city • Karawang dist. • Lebak district • Serang district • Tangerang dist. • DKI Jakarta • Bandung district • Purwakarta dist. • Tang. Sel. city

Total = 11

• Semarang city • Semarang dist. • Kendal district • Kudus district • Surakarta city • Salatiga city • Rembang dist. • Sukoharjo dist. • Klaten district • Batang district

Total = 10

• Gresik district • Lamongan dist. • Mojokerto dist. • Probolinggo dist. • Sidoarjo district • Surabaya city • Mojokerto city • Probolinggo city • Jombang dist. • Malang city • Malang district • Batu city

Total = 12

• Ambon city • Jayapura city • Jayapura district • Jeneponto • Makassar city • Maros district • Takalar district • Parepare • Enrekang • Pinrang district • Sidrap district • Bantaeng district

Total = 12 Locally Embedded City Coordinators (CCs): Using the regional offices as programmatic support platforms and reporting hubs, IUWASH also posted 34 City Coordinators (CCs) among targeted municipalities (with each CC assigned to one or two municipalities so that each municipality has one CC associated with it). Often embedded within local governmental partner institutions, they provide hands-on support at the local level where IUWASH can have the greatest impact. These embedded specialists receive technical and administrative support from the project’s regional offices and participate in regular program reviews. Very importantly, they also contribute substantively to the development and implementation of municipal-level workplans and related monitoring and reporting. Relationship between the Project and DAI Home Office: Based on more than 30 years of experience in supporting long-term, complex development programs in Indonesia, the relationship between the project and DAI’s home office is based on three principles:

• Empower the Chief of Party (COP) with appropriate autonomy and authority to implement programs;

• Establish and maintain real-time communications between project and home offices and hold quarterly reviews that involve the COP, other senior project staff and home office staff to ensure proactive troubleshooting before issues become serious; and

• Have periodic home office communications with the Contracting Officer’s Representative (COR) to ensure client satisfaction and that the project meets or exceeds USAID’s expectations.

DAI’s home office supports IUWASH by providing technical oversight, responding to USAID requests for contractual information, issuing accurate invoices and other financial statements, assisting with recruitment, and mobilizing short- and long-term personnel. This support is provided through the services of a Senior Project Manager supported by a Project Associate. The Senior Project Manager provides overall technical support to IUWASH and serves as the COP’s day-to-day point of contact in the DAI home office. They organize quarterly project reviews with the COP to discuss and resolve management and technical issues or respond to requests for information. They also coordinate home office support (including Finance, Contracts, Procurement, Information and Management Technology, Human Resources, etc.) to ensure that the COP has the support and resources needed to manage IUWASH and meet or exceed USAID expectations.



Figure 7: IUWASH Organizational and Management Structure – National Office.

Climate C. / WS Advisor A. Hernadi

WRM/RW Sp. A. Rahman

& Asep Mulyana

Urban San. Spec./Inst.

Achdiat A. & Immanuel

Ginting

West Java & Jakarta Regional Coordinator Wouter Sahanaya

North Sumatra Regional Coordinator Yayat Kurniawan

Central Java Regional Coordinator

Jefry Budiman

East Java Regional Coordinator Laksmi Cahyaniwati

South Sulawesi / Eastern Indonesia Regional Coordinator

Budi Raharjo

Program Comm. Associate Pryatin M. Santoso

Copywriter/Translator Reiner Ntoma

Mun. Fin. Crd. B. Djumhana

Sr. Fin. Spec. N. Andwi W.

Microfinance Specialist Ahmad

Hermanto

Sanitation Advisor Lutz Kleeberg

Grants Manager Wouter

Sahanaya

National San. Coordinator/Dep. San Adv.

Sofyan Iskandar

Deputy Chief of Party Foort Bustraan

Program Comm. Specialist Virgi Fatmawati

Chief of Party Louis O’Brien

Operations Manager Nurhaida Nurtam

Water Sector Comm. Spec.

Yulfarida Arini

GIS/Map. Spec. Sabdo

Sumartono

GIS Spec. M. Ignaul

Urban Water Supply Spec.

Hernadi Setiono

Sanitation Technical Specialist Endro A.

Governance Specialist Kartika

Hermawati

Community Sanitation Engineer

Eri Arianto

BCC Specialist

Ika Francisca

Govt. & Finance Advisor

Purwoko Hadi

M&E Assistant Rezki Mulia Bahar

M&E Advisor/Reg. Prog. Coord. Alifah Sri Lestari

Media Advocacy Spec.

Andi Musfarayani

Water Supply & Sanitation

Specialist Tofikurohman

CSR Specialist

Asep Maman

Watsan Technical Advisor Foort Bustraan



Figure 8: IUWASH Organizational and Management Structure – National Office Operations Management Relationships.

Operations Manager

Nurhaida Nurtam

Project Accountant

1. Lidia B. Lestari 2. Neneng

Operations/Logistics Assistant

Johana Satari

IT Systems Administrator

Agus Winarto

Driver

1. Slamet 2. Supriyadi

3. Abdul Rahman 4. Hermansyah Gani

Office Manager

Nina Paramarta

Administrative Assistant

Maria Meyta

HR Officer

Endah Setyorini

Finance Officer

Nelly Putri

Administrative & Procurement Officer

Siti Wahyuni

Receptionist/ Administrative

Assistant

Windy Silap

Senior Administrative

Associate

Paulina Marpaung

Finance and HR Associate

Asimilya

Sarwiastuti

Procurement and Admin Associate

Eva Silvana R.

Grant Manager

Wouter Sahanaya RC WJDB

Wouter Sahanaya

Grant Assistant

Esa Muharmis

Regional Accountant

Endang Dwiati



Figure 9: IUWASH Organizational and Management Structure – Reporting Relationships Between National and Regional Offices

Chief of Party Louis O’Brien

Deputy Chief of Party/Comp. Two Team Lead

Foort Bustraan

Jakarta-based Component Team Leads and Operations Support

M&E Advisor/Regional Prog. Coord./Sr. Gender Advisor Alifah Sri Lestari

Regional Coordinator, North Sumatra Yayat Kurniawan

• Governance Specialist • Urban Water Supply Specialist • Municipal/Micro-Finance Spec. (by

National) • BCC/STBM Specialist • Urban Sanitation Specialists • Sanitation Engineer • BCC/STBM Program Assistant • Regional Office Manager • Administrative Assistant • Procurement/Grants Assistant • Regional Accountant • Receptionist • Office Aide • Driver (3) • City Coordinator (8)

- Medan - Tebing Tinggi - Binjai/Langkat - Tanjung Balai - Pematang Siantar - Sibolga - Asahan - Labuhan Batu

Regional Coordinator, West Java, DKI Jakarta and Banten Wouter Sahanaya

• Senior Gov. Spec./Inst. Adv. • Governance Program Assistant • Urban Water Supply Spec. • Municipal/Micro-Finance Spec. • Urban Sanitation Specialist • BCC/STBM Specialist • BCC/STBM Assistant • Sanitation Engineer • City Coordinator (6)

- Bogor - Kabupaten Tangerang/Tangerang

Selatang - Kabupaten Bekasi - Kota Bekasi/DKI Jakarta - Serang/Lebak - Bandung

• Administrative Assistant • Regional Accountant • Office Aide • Driver (2) • Support staff provided through

National Office

Regional Coordinator, Central Java Jefry Budiman

• Urban Water Supply Specialist • BCC/STBM Specialist • Junior BCC Specialist • Governance Specialist • Municipal/Micro-Finance Spec. • Urban Sanitation Specialists • Regional Office Manager. • Regional Accountant. • Administrative Assistant • Procurement/Grants Assistant • Office Aide • Driver (3) • Project Liaisons (1)

- Kabupaten Batang • City Coordinator(6):

- Surakarta/Klaten/Sukoharjo (2) - Kudus/Rembang - Batang/Kendal - Salatiga/Kab. Semarang - Kota Semarang

Regional Coordinator, East Java Laksmi Cahyaniwati

• Governance Specialist • Urban Water Supply Specialist • Municipal/Micro-Finance Spec. • BCC/STBM Specialist • Urban Sanitation Specialists • Sanitation Marketing Specialist • BCC/STBM Program Assistant • Regional Office Manager • Administrative Assistant • Procurement/Grants Assistant • Regional Accountant • Receptionist • Office Aide • Driver (3) • Project Liaisons (2) • City Coordinator (7)

- Lamongan/Gresik - Sidoarjo/Surabaya - Mojokerto - Kota/Kabupaten Probolinggo - Jombang - Kabupaten Malang

- Kota Malang/Kota Batu

Regional Coordinator, South Sulawesi and Eastern Indonesia

Budi Raharjo • Urban Water Supply Specialist • Governance Specialist • Municipal/Micro-Finance Spec. • Urban Sanitation Specialists • Sanitation Marketing Specialist • BCC/STBM Specialist • BCC/STBM Program Assist. • Regional Office Manager • Admin. Assistant/Receptionist • Procurement/Grants Assistant • Regional Accountant • Office Aide • Driver (2) • City Coordinator (7)

- Jeneponto/Bantaeng - Enrekang/Pinrang - Ambon - Jayapura - Makassar/Maros/Takalar (2) - Parepare/Sidrap



MATRIX MANAGEMENT 7.1.2

Due to the technical and geographical complexities of IUWASH, the need to maximize the utility of resources, and the desire to apply reasonably consistent approaches and techniques to the implementation of the project, the project adopted a “matrix management” approach to the implementation of a wide variety of technical, administrative, and cross-cutting areas. This apparoach was adapted by IUWASH due to: technical and geographical complexities of project implementation; the need to maximize the utility of resources; and the desire to apply consistent approaches and techniques to the implementation. The Matrix management in a corporate setting is often fraught with problems when profit centers or other competitive goals are involved. However, in a project management sense, it is desirable. Indeed, it is absolutely necessary because the matrix management will allow IUWASH to make maximum use of the wealth and variety of assigned talents and resources. In a geographic sense, IUWASH must deal effectively and efficiently with five regions and a multitude of individual localities, spanning nearly 6,000 km. In a technical sense, IUWASH includes a very wide but interrelated group of skill sets including, but not necessarily limited to, the following: behavior change specialists, water supply experts, sanitation engineers, municipal finance and microfinance experts, governance specialists, climate change adaptation specialists, water resource specialists, gender applications specialists, public outreach and communications specialists, geographic information systems specialists, and many others. While IUWASH requires their input throughout the project’s landscape, it equally can’t afford to have these specialists in all places all the time. Therefore, a system of vertical management as well as a horizontal management is employed, thus the matrix nature of this system. The IUWASH Matrix Management Chart (see Annex 8.5.) presents the IUWASH team according to their geographic location and technical, administrative, or cross-cutting area of expertise. The purpose of establishing this chart is not to define a rigid leadership structure for the project, but rather to clarify with whom and how staff should interact on the many topics the project must deal with on a daily basis. In reviewing this chart, the following should be noted: • Each primary technical, administrative or cross-cutting area has a clear leader. • Where indicated, these technical, administrative or cross-cutting areas are broken down into specific

specialties. Within technical areas, these specialties are defined according to the project’s targeted outcomes. Within administrative or cross-cutting areas, these specialties coincide with important functional divisions.

• Within each specialty area, a specific staff member has been designated as the “Technical Coordinator.”

• The role of Technical Coordinators is to: o Serve as resources to the regions, providing advice, support and maximizing the utilization of

IUWASH resources; o Ensure that there is good coordination, exchange and communications between all project

locations in their area of expertise, so that approaches and resources can be more effectively shared;

o Ensure that other concerned technical specialists and administrative/finance personnel are kept well-informed of and involved in specific activities or discussions;

o Remain knowledgeable of all activities within their geographic area that fall under their area of expertise;

o Serve as the main liaison with partner agencies in their area of expertise; and o Support regional coordinators and component leads in key planning, coordination and

monitoring functions. While a certain staff member is designated as detailed above, many others at the national and the regional level can and should be involved in particular activities, discussions, decision-making, and so on. With this in mind, IUWASH encourages everyone to regularly communicate with each other and exchange ideas. Furthermore, to ensure everyone is well-informed and as a general rule, all correspondence between



Technical Coordinators and staff at the regional and the national level are expected to be copied to the concerned Regional Coordinator, the leader of the particular technical, administrative or cross-cutting area, and others as indicated (e.g., the Operations Manager and Finance Officer if funds will be required; the Grant Manager if a grant may be involved; and the Program Communications Specialist if communications materials will be needed). Annex 8.5. presents the most recent version of the IUWASH Matrix Management Chart. As the project evolves, this Chart is also expected to change, while adhering to the same basic framework as described above.

TECHNICAL ASSISTANCE MANAGEMENT INFORMATION SYSTEM (TAMIS) 7.1.3

One other critical element in the IUWASH project management system relates to information management. As set forth above, IUWASH requires multi-office interactions, multilayered monitoring and evaluation, and collaborative planning and information sharing among partners. Without sound and efficient information management, these requirements can easily become burdensome and take the focus away from critical programmatic activities. In response, DAI developed the Technical Assistance Management Information System, known as “TAMIS.” This system is essentially a suite of databases that have been developed to meet different project management needs. Under IUWASH, this system integrates workplan management, impact and performance monitoring, and project administration (from the management of technical assistance to grant programs) into a web-enabled information system. A tremendous advantage of the TAMIS for IUWASH is that, with multiple teams operating in multiple locations, tracking and reporting requirements become a shared responsibility that is easy to execute. Because everyone on the team taps into a centralized database system and uses it in daily management of the project, a data entered in one location are automatically aggregated with data from all locations. Substantially, this reduces the burden of data collection, management, and monitoring by the management staff. A ‘screenshot’ of one small part of the IUWASH TAMIS is provided in Figure 10 below.

Figure 10: Screenshot’ Sample of the IUWASH TAMIS.

Throughout the course of IUWASH implementation, the TAMIS has been refined and adjusted to best respond to project needs, including annual adjustments to accommodate the project’s annual workplans. Such refinements will continue on PY 6 with particular attention paid to the proper archiving of documents and data so that it can be available and easily accessible well after the conclusion of the project.



PLANNED GENERAL PROJECT MANAGEMENT ACTIVITIES 7.1.4

While the above sets forth how IUWASH is organized and managed, there are several specific tasks that will aid in those aspects during the course of PY 6, which will facilitate the quality of teamwork and ensuring strong project cohesiveness. The majority of these tasks are routine in nature or self-explanatory. All planned general project management tasks (and associated activities, inputs, results and timelines) are set forth in the following table: Task Activity Input Result Timeline PM 1-1 Planning & coordination

Develop Program Year 6 (PY 6) Workplan

COP, DCOP, M&E Adv., all technical and regional advisors

PY 6 Workplan submitted and approved by USAID

Oct 15 – Nov15

IUWASH Quarterly Planning & Coordination Meeting

COP, DCOP, M&E Adv., Comp. Leads, Regional Coord., and others as required

Improved coord. and reviewed and adjusted PY 6 Workplan

Oct 15- June 16

Tim Teknis Quarterly Meeting

USAID, COP, DCOP, M&E Adv., Comp. Leads

Synchronization of IUWASH with national programs and improved support from national partners.

Oct 15- June 16

WatSan Partners Meetings

COP, DCOP, M&E Adv. Technical exchange and improved coordination among USAID programs active in the sector

Oct 15 – June 16

Bi-Weekly meetings with USAID COR

COP, DCOP, M&E Adv., Ops Man.

Improved project management coordination

Oct 15- Jun16

PM 1-2 Program close-out with local and national partners

Review with local and national partner actions they should continue to take beyond IUWASH to cement gains in sector development

COP, DCOP, RCs M&E Adv.

Clear understanding of activities recommended for LGs and national partners to pursue after the completion of IUWASH

Oct 15- May 16

PM 1-3 General operations

Review contracts with operational service providers (i.e. internet and security)

Ops Manager and team, Reg. Coord. and Office Managers

Negotiation end of services make sure the services is avalaible until the very last day of regional office

Oct 15 – Mar 16

Update Operations Manual on on-going basis as required

Ops Manager, COP, DCOP and other admin. team members

Operational manual for IUWASH program updated and functional

Oct 15 – Jun 16

Customization / Archiving of TAMIS

Ops Manager, TAMIS Specialist STTA

Improved project-level MIS and updated for close down module

Oct 15 - June 16

Updating of inventories and finalization of NXP disposition require.

Ops Manager, Adm and Office Managers

Compliance with all NXP requirements for project Close out

Nov 15 – June 16

Oversee the close-out of all regional office operatgions

Ops Manager and other Finance and Admin. staff

Improved levels of compliance with policies and procedures

Nov 15 – June 16

Periodic visits to regions by national operations staff for training/ monitoring

Ops Manager and other Finance and Admin. staff

Improved levels of compliance with policies and procedures

On-going

Phased decommis-sioning and cleaning of IT equipment

Home Office IT Spec., Ops Manager, IT Admin.

Cleaned IT equipment ready for transfer to USAID-approved recipient

Mar 16



Task Activity Input Result Timeline Assistance in general project close-down

Home Office Close-Down Spec., Ops. Manager, Fin./Adm. Staff

Complete project close-down, including closure of all leases, service contracts, staffing issues, reporting

Apr – May 16

PM 1-4 Finance

Regular tracking of finances, status of procurement, etc.

Ops Manager, Finance, Acct, and Admin. staff

Compliance and up-to-date, accurate financial information

On-going

Conducting of internal audits of HR, Grant and procurement files to ensure that all files are complete and that file archiving is properly conducted.

Home Office admin. Support, Ops Manager, Finance, Acct, and Admin. staff

Compliant files readily accessible for future reference

Dec 15

PM 1-5 Human resources development

Respond to new LTTA and STTA requirements as they arise

HR Officer and others as required

Consistent availability of required staff and consultants

On-going

Provide separation assistance to staff as their contracts end


Improved staff understanding of policies, procedures, expectations, etc.

Dec 15 – June 16

Conduct regional level team retreats to review workplans and improve team effectiveness

Regional Coord., HR Officer and others as required

Improved teamwork and program effectiveness

On-going

Conduct Ethics, Anti-Discrimination and similar staff training

COP & Ops Managers Improved understanding of appropriate business behavior

On-going

Conduct regular Employee Performance Appraisals (EPAs)


Improved staff satisfaction and performance

On-going

7.2 PROGRAM COMMUNICATION The IUWASH communication strategy is an integrated program to stimulate stakeholder awareness and support for improved and expanded service delivery on a variety of levels. Program communications activities relate program results, best practices, and lessons learned in a timely and professional manner to a broad Indonesian and international audience, with a special focus on awareness building among local government officials, donors, CSOs and the media. IUWASH Program Communications activities in PY 6 are geared towards developing project publications legacy, enhancing knowledge management, and encouraging its dissemination/sharing activities at the national and the regional level. This year, the team will also work on multiple programmatic documents that which will contribute to improving knowledge in water, sanitation and hygiene sector prior to project closing. During PY 6, IUWASH communication efforts will focus on these areas:

• Strengthen the coordination between IUWASH national and regional offices in term of project document management and oversee the IUWASH style guide manual coherence to maintain format consistency. This is crucial to ensure good quality of data, information sources, and project visual ‘assets’ (signature photos and documentary compilation) that will feed into various reports, publications, and events.



• Expand the use of website and social media to ensure wider coverage of project information and knowledge product dissemination.

• Complete technical fact sheets and ‘Tools and Approaches’ materials to highlight key IUWASH activities and programming methodologies, as well as important Toolkits dealing with Climate Change and sanitation sector development.

• Continue to produce bilingual newsletter highlighting IUWASH success stories and program achievements at all five regions. The IUWASH News Vol. 7 and Vol. 8 are in the finalization process and will be published then distributed in Oct 2015 and February 2016.

• Develop booklets on IUWASH Signature Programs and Regional Best Practices, capturing project impacts, lessons learned, important case studies and approaches in urban WASH.

• Support regional project close-out events, national-level workshops, knowledge-sharing activities, field visits, media advocacy and public awareness events.

Detailed activities planned for PY 6 are described in the following table:


PM 3-1 Ensure compliance with branding requirements and conformity with the IUWASH Style Guide

Provide regular oversight of publication development, event organization, etc. To ensure compliance with all branding requirements.

IT Adm., Regional Coordinators, other staff

Compliant documents and events that are in line with all requirements

Oct 15 – Jun 16

PM 3-2 Maintain project website and social media platforms

Ensure website content updated with info. easily accessible to facilitate the dissemination of key documents and lessons learned.

PO (web developer) and Program Communications team

Updated website with information and documents easily accessible

On-going

Update regularly all social media accounts such as Facebook, Twitter, Flickr, YouTube, etc.

Robust and interactive social media channels

PM 3-3 Develop ‘tools and approaches’, technical factsheets and broadening program communication materials

Identify and develop publications for: • Technical fact sheets • Success stories • Info graphics • Program “Toolkits”

PO (printing) Various types of IUWASH upcoming publications: • Technical fact sheets • Success stories • Before and after

stories • Social Media positings • Info graphics

Oct 15 – June 16

PM 3-4 Produce Bilingual IUWASH News

Produce and distribute IUWASH News Vol. 7 and Vol. 8

Program Communications team

Two issues of IUWASH News to be produced: • Vol. 7: Success stories

compilation of QPRs 17 and 18

• Vol. 8: Success stories compilation of QPRs 19 and 20

Oct 15 and Mar 16




PM 3-5 Develop Publications Legacy

Capture project impacts, high level results, etc. to be developed as: • Regional Best Practices

booklets • National Signature

Program booklet • Case Studies

STTA (professional writer), POs (printing, graphic design and professional photographer)

IUWASH regional best practices, national signature programs and case studies will be produced in printed version and will be available online on IUWASH website

Oct 15 – June 16

PM 3-6 Provide cross-cutting support to other component activities

Provide assistance on visual, graphic design, editing and translation assistance


Materials such as banner, promotional brochures, poster, etc. developed to support key programs activities and events (workshops, trainings, expo, events, visits, etc.)

On-going

PM 3-7 Facilitate external relations with USAID and other key stakeholders

Regularly contribute to USAID and other stakeholder publications


IUWASH stories, profile and highlight on USAID website, Impact Blog, FrontLines, Gallery, etc. Knowledge products sharing with GoI offices

On-going

PM 3-8 Submit reports to DECS and DAI Library

Submit approved deliverable reports i.e. Quarterly Report, Annual Progress Report, Annual Workplan Report to DECS and DAI Library

Program Communications team and DAI Liaison

All technical deliverable reports are well stored on DECS and DAI Library

Oct 15 - June 16

7.3 PROJECT REPORTING

IUWASH project reporting is an important management tool and a key contractual requirement. Therefore, the project has exerted significant effort to:

• Broadly involve staff in the development of project reports; • Clearly link reports to the Performance Monitoring Plan (PMP), upon which project

implementation and success is gauged; and • Develop a reporting system that responds to the needs of USAID, the Government of Indonesia

and, importantly, project stakeholders at the local level. In most cases, project reporting involves a wide array of project staff and evolves from the locations where work is being performed. Based on guidance provided from the national office, key information is gathered at the local level, reviewed, and combined with other locations at the regional level. Then it is reviewed for completeness, consistency and accuracy at the national level. Together with information provided by the leadership of the project’s technical components and cross-cutting areas, reports are then edited and finalized. This section describes many of the regular and periodic tasks involved in managing the reporting requirements under IUWASH. Many of these reports represent specific contract deliverables as it concerns reporting of programmatic progress, the project’s financial status, and the attainment of results during project implementation.



Detailed tasks and their associated activities, inputs, results and timelines are summarized below.


PM 4-1 Produce and distribute QPRs

Develop IUWASH Quarterly Progress Reports (QPRs)

COP, DCOP, M&E Technical Advisors, Nat. Coordinators, Program Comm. Specialist

Three QPRs developed and approved by USAID and shared with key partners

Oct 15 Dec 15 March 16

PM 4-2 Produce and distribute a combined PY 6 Annual Progress Report (APR) and IUWASH Final Report

Develop IUWASH APR/final QPR for the project year and IUWASH Final Project Report

COP, DCOP, M&E Technical Advisors, Nat. Coordinators, Program Comm. Specialist

APR for PY 5 with last QPR for the year

June 16

PM 4-3 Produce and distribute Monthly Reports and Monthly Highlight

Develop IUWASH Monthly Report and Monthly Highlight

COP, DCOP, Technical Advisors and Program Comm. Specialist

Ten (10) Monthly Reports and Highlights submitted to USAID

Oct 15 - June 16

PM 4-4 Produce and distribute technical reports

Develop technical reports as indicated

COP, DCOP, Technical Advisors and Program Comm. Specialist

IUWASH technical reports developed, approved by USAID and distributed to relevant stakeholders

Oct 15 - June 16

PM 4-5 Monthly Financial and Accruals Reports

Develop Monthly Financial and Accruals Reports

COP, DCOP, DAI Home Office, Operations Manager and Finance Team

Monthly Financial and Accruals Reports (12 each) developed and approved by USAID

Oct 15– June 16

PM 4-6 Annual Inventory Report and NXP Disposition reports

Develop IUWASH Annual Inventory Report

COP, DCOP, Operation Manager, and administrative staff

Annual Inventory Report developed and approved by USAID

Nov15

PM 4-7 Submit Close-Down Plan

Develop IUWASH Project Close-Down Plan with revisions as necessary

COP, DCOP, Operation Manager, and administrative staff

Close-Down Plan Nov 15

7.4 MONITORING AND EVALUATION

Understanding the importance of the adage “If you can’t measure it, you can’t manage it,” IUWASH places strong emphasis on program monitoring and evaluation. This emphasis is embodied in the project’s approved Performance Monitoring Plan (PMP), a strategic tool used in monitoring project performance vis-à-vis the project’s intended results and deliverables. The IUWASH PMP is further supported by the project’s management information system, TAMIS, which is described above and which allows for cost-effective data entry from multiple locations and real-time tracking of activities and results for use in project reporting and communications. In PY 5, the IUWASH Monitoring and Evaluation (M&E) Program was



focused on providing information to close several recommendations emanating from the RIG Performance Audit of 2014, especially for those related to modifications of IUWASH PMP outcomes. The PMP outcomes refer to the PMP document approved by USAID on June 2, 2014. The approved PMP describes the indicators that IUWASH is employing to track progress, achievements, and expected targets by year. In the last quarter of PY 5, IUWASH provided response to a request for 4 months extension from USAID. This extension required modification of targets of IUWASH outcomes. Currently, IUWASH is still working to finalize the proposal of the extension and waiting for the contract modification to revise the PMP document, but as mentioned in Chapter 1, this document incorporates the new targets on an assumption that the modification will be approved. In PY 6, the IUWASH M&E team will continue to collaborate with Home Office TAMIS Manager to support the adjustment of the TAMIS PMP Modules especially modules for Workplan and PMP. Also, the IUWASH M&E Team will socialize revisions to the PMP and TAMIS Module to all staff through Monthly Meetings of the IUWASH Regional Teams. The socialization of the revised PMP will be part of capacity building of IUWASH staff on reporting of PMP outcomes, especially in new targets and reviewing several PMP components such as indicator measurements, data entry and data verification procedures to ensure the timeliness and accuracy of data collected and overall system integrity. Other activities planned to be conducted in PY 6 are described below: • Develop new revised PMP document (4th Revision) that incorporate new target of IUWASH after

having the contract modification due to 4 month extension of IUWASH. • Conduct several surveys to present the achievement of several outcomes. The surveys are water for

the cost survey (HR-3 Outcome), improved hygiene behavior (MD-4 Outcome), and satisfaction of the poor on water supply and sanitation services (IC-7 Outcome). The implementation of survey of IC-7 outcome will be part of the survey of HR-3 and MD-4 outcomes. IUWASH plans to conduct presentation to relevant stakeholders on the results of these surveys.

• Conduct data validation to assure the data quality especially for the high level results through field survey (especially for HR-2 outcome), spot check data, review of supporting documents and direct supervision to M&E related program activities.

• Conduct poverty mapping study in Kab. Sidoarjo (East Java) and share the results to the LG partners. • Support the implementation of final evaluation of IUWASH Program that is planned in the second

quarter of PY 6 • Support the development of IUWASH publications, including those related to success stories, best

practices and IUWASH Signature programs. Success stories will focus on the impact of the program activities on community members. Detailed M&E activities planned for PY 6 are summarized below:

Task Activity Input Result Timeline PM 8-3 Conduct PMP data collection (quarterly and annually)

Conduct regular data collection and analysis through TAMIS supported IUWASH regular reporting

LTTA (COP, DCOP, M&E & Technical Advisors)

Data on achievement of PMP outcomes collected in TAMIS, analyzed and used in QPRs/APR

Dec 15, Mar 16, Jun 16.

Ensure regular performance-related data collection and entry. Conduct spot checks’ to verify completeness and accuracy

LTTA (M&E & Technical Advisors)

Data on achievement of PMP outcomes verified and validated

Dec 15, Mar 16, Jun 16.

Support surveys on the cost of water paid by the urban poor

LTTA (M&E, Regional Technical Spec)

Results of Survey of HR-3, MD-4 and IC-7 Outcomes collected, analysis and

Dec 15, Mar 16, Jun 16.



Task Activity Input Result Timeline Support surveys on improved hygiene behavior


reported Oct 15 – Mar 16

Conduct presentation of specific surveys on HR-3 (water cost), MD-5 (improved hygiene behavior), IC-7 (poor people satisfaction) to relevant stakeholders


Results of Survey HR-3, MD-4 and IC-7 presented to relevant stakeholders

Dec 15, Mar 16, Jun 16.

PM 8-4 Conduct and submit PMP Reporting

Develop PMP Revision (Fourth Revision) after the expected contract modification

COP, DCOP, M&E Advisor

Fourth Revision of IUWASH PMP approved by USAID

Dec 15

Report on progress towards targeted outcomes/results

COP, DCOP, M&E Advisor, Technical and Regional Teams

Progress towards targeted outcomes/results reported in regular IUWASH progress reports

Dec 15 Mar 16 Jun 16

Upload training data in USAID TraiNet System

IUWASH M&E Team, Technical and Regional Team

Quarterly training data uploaded in TraiNet System

Develop Final Report of IUWASH PMP Outcomes

COP, DCOP, M&E Advisor, Technical and Regional Teams

Final achievement of IUWASH PMP outcomes

Jun 16

PM 8-5 Conduct qualitative monitoring and evaluation

Support development of success stories on IUWASH signature programs

LTTA (COP, DCOP, M&E Advisor, Technical and Regional Teams)

Success stories of IUWASH signatures program developed

Jun 16

Conduct poverty mapping study

LTTA (COP, DCOP, M&E Advisor, RC)

Report of Poverty mapping study in Kab. Sidoarjo and Kota Bogor (revised report)

Mar 16

PM 8-6 Conduct capacity building for M&E program

Conduct refreshing training for technical staff on tracking outcome achievements, data collection, and entry into TAMIS

M&E Advisor, Technical and Regional Teams

Staff demonstrate proficiency in tracking and recording PMP outcome achievements

Jan 16 and as required thereafter

PM 8-7 TAMIS Customization of PMP Section

Create TAMIS PMP Section for Workplan of PY 6 and PMP section on revised target

STTA (Home Office support), LTTA

TAMIS Sections of Workplan PY 6 and PMP customized based on approved Workplan and Fourth Revision of PMP

Oct-Dec 15



7.5 ENVIRONMENTAL IMPACT MITIGATION AND MONITORING As a project aimed very much at improving the environmental health status of Indonesian citizens, the IUWASH team understands the importance of ensuring that its own activities do not, in any way, negatively impact public health or environmental conditions in the areas it operates. To ensure such is the case, USAID undertook an Initial Environmental Examination (IEE) prior to award of the IUWASH contract and subsequently revised it. This IEE (referenced as ASIA 12-13 IEE & ETD) provided a comprehensive review of activities to be undertaken by the project and of the threshold determinations of environmental impact and conditions for mitigation, if appropriate. The IEE determined that a Categorical Exclusion applies for IUWASH project activities involving technical assistance, training, analyses, studies, workshops and meetings that do not entail laboratory work, field studies or involve actions that directly affect the natural or physical environment. It further applied a Negative Determination with Conditions for IUWASH activities involving field studies and other actions that directly affect the physical or natural environment, including small-scale water and sanitation improvements and/or construction activities. It further specified that the IUWASH contractor shall be responsible for implementing all IEE conditions pertaining to activities to be funded under this contract, including the preparation of an environmental mitigation and monitoring plan (EMMP). The project’s initial EMMP was provided in the workplan for PY 1, and a version only very slightly revised is presented in Annex 8.6 to this PY 6 workplan. During PY 5 IUWASH continued to provide training and support tools materials to IUWASH staff, Grantees and others in environmental compliance. Note that in fulfillment of requirements set forth in Section C.8. of the IUWASH contract, the EMMP is again integrated into this Workplan for PY 6 (see Annex 8.6.). No changes of substance have been made over the EMMP made available in the Workplan for PY 5. As concerns activities related to environmental compliance in PY 6, these are set forth in the following table.

Task Activity Input Result Timeline PM 7-1 Continue to provide additional training and support to regional project Environmental Officers

Provide additional training to regional Environmental Officers in IEE, EMMP and other mitigation tools and instruments, including use of TAMIS

National Env. Officer

Improved understanding and performance of Environmental Officers

Jan 16 – March 16

PM 7-2 Oversee activity-level environmental compliance monitoring and reporting

Visit sites of activities that fall within the Negative Determination with Conditions category to establish site-specific moni-toring plans/schedules based

National and Regional Env. Officers and technical staff

Program activities well monitored against environmental compliance and reported in TAMIS

Oct 15 – June 16

Ensure regular environmental compliance reporting

National and Regional Env. Officers

Up-to-date information available on environmental compliance and mitigation measures taken

Oct 15 – June 16

PM 7-3 Conclude all environ. monitoring and related reporting activities, including those related to Grant programs, to ensure full compliance with USAID environ. regulation and the EMMP

Train grantee staff in USAID environmental rules and regulations under 22 CFR 216

National and Regional Env. Officers

Improved understanding of USAID 22 CFR 216 rules and regulations

Oct 14 – Sept 15



8 ANNEXES 8.1 IMPLEMENTATION OF IUWASH PROGRAM FRAMEWORK

Lead Spec. Supporting Spec. Targeted Outcomes

Water Supply Programs (8) PDAM Operational Aspects UWSS MFS HR-1. IC-1 PDAM Financial Aspects MFS UWSS, GS HR-1, IC-1, IC-2, IC-3 PDAM Customer Aspects UWSS BCC HR-1, MD-3, IC-1 Raw Water & Climate Change UWSS GS IC-4, IC-10, EE-1 Microfinance Water Supply MFS BCC, UWSS HR-1, EE-4 Master Meter Program UWSS BCC HR-1, HR-3, MD-2, IC-7 PDAM Long-Term Finance MFS GS, UWSS EE-1, EE-2, EE-3, EE-6, EE-7 PDAM Institutional Support GS UWSS, MFS IC-1, EE-1 Sanitation Programs (5) Individual System BCC USS, GS, MFS HR-2, MD-1, MD-2, MD-4, MD-5, IC-6, IC-7, IC-8, EE-4 Communal System BCC USS, GS, MFS HR-2, MD-1, MD-2, MD-4, MD-5, IC-6, IC-7, IC-8, EE-4 Sewerage USS BCC, MFS, GS HR-2, MD-1, IC-5, IC-8, EE-1 Urban Sludge Management USS BCC, MFS, GS MD-1, IC-5, IC-8, EE-1 Pokja Sanitasi/AMPL USS BCC, MFS, GS IC-5, IC-8, IC-9 Cross-Cutting Programs (5) Local government Policies GS BCC, UWSS, USS, MFS EE-1, EE-2, IC-4, IC-5 Local government /APBD budget MFS GS, UWSS, USS EE-1, EE-2, EE-3 Citizen Engagement GS BCC, UWSS, USS EE-5, MD-3 Gender Mainstreaming Gender Team BCC, UWSS,USS, MFS, GS No specific targeted outcome CSR BCC UWSS,USS, MFS, GS EE-3, IC-4 Notes: Outcome HR-4 will be contributed by all training related to activities conducted by all sectors.



8.2 WATER SUPPLY MATRIX

USAID/IUWASH

Water Supply Programs

update: October

2015

Activities for PY 6

PDAM Operational Aspects PDAM financial Aspects

PDAM Customer Aspects

Raw Water / Climate Change

Water for Poor

CAPEX Finance

PDAM Insitutiona

l

WS 1 WS 2 WS 3 WS 4 WS 5

WS 6 WS 7 WS 8

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North Sumatra

1 PDAM Kota Binjai O O O O O O O O 2 PDAM Kota Medan O O O O O O O O 3 PDAM Kota Tebing Tinggi O O O O O O O O O 4 PDAM Kota Pem Siantar O O O O O O O O O 5 PDAM Kota Tanjung Balai O O O O O O O O O O 6 PDAM Kab. Langkat O O O O O O O O O O O 7 PDAM Kota Sibolga O O O O O O O O 8 PDAM Kab Asahan O O O O O O O O O O 9 PDAM Kab Labuhan Batu O O O O O

West Java , Banten & DKI

10 PDAM Kab. Karawang O O O 11 PDAM Kota Bogor O O O O O 12 PDAM Kota Bekasi O O O O O 13 PDAM Kab Bekasi O O O O O O O 14 PDAM Kab Purwakarta O O O O 15 PDAM Kab. Bandung O O O O 16 PDAM Kab. Serang O O O O O O O 17 PDAM Kab. Lebak O O O O O O O O

18 PDAM Kab.Tangerang/TangSel O O O

19 PT Palyja / AETRA O O Central-Java

20 PDAM Kota Semarang O O O O 21 PDAM Kota Surakarta O O O O O O O O O O 22 PDAM Kab. Kudus 23 PDAM Kab. Kendal O O O O 24 PDAM Kab. Semarang O O O O 25 PDAM Kota Salatiga O O O O O O O O O 26 PDAM Kab Rembang O O O O O O O O O 27 PDAM Kab Sukoharjo O O O O O O O O O O O 28 PDAM Kab Klaten O O O O O O 29 PDAM Kab. Batang O O O O O O O O O

East-Java

30 PDAM Kab. Sidoarjo O O O O O O O O O 31 PDAM Kota Surabaya O O O O 32 PDAM Kab. Gresik O O O O O O O O O O 33 PDAM Kab. Lamongan O O O O O 34 PDAM Kota Probolinggo O O O O O O O 35 PDAM Kab Probolinggo O O O O O O O O 36 PDAM Kota Mojokerto O O O O O O 37 PDAM Kab. Mojokerto O O O O O O 38 PDAM Kab Jombang O O O O O O O O O 39 PDAM Kota Malang O O O O O O 40 PDAM Kab Malang O O O O O O O O O O 41 PDAM Kota Batu O O O O



USAID/IUWASH

Water Supply Programs

update: October

2015

Activities for PY 6

PDAM Operational Aspects PDAM financial Aspects

PDAM Customer Aspects

Raw Water / Climate Change

Water for Poor

CAPEX Finance

PDAM Insitutiona

l

WS 1 WS 2 WS 3 WS 4 WS 5

WS 6 WS 7 WS 8

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Per

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ater

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Pro

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pre

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tion

Cap

ital I

nv. F

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Cre

dit

Wor

thin

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Ladd

er

PD

AM

Str

engt

hen

inte

rnal

, SO

P

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lizat

ion

raw

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South Sulawesi & Eastern Indonesia

42 PDAM Kota Makasar O O 43 PDAM Kab Takalar O O O O O O O O 44 PDAM Kab Maros O O O O O O O O 45 PDAM Kab Jeneponto O O O O O O O 46 PDAM Kota Pare-Pare O O O O O 47 PDAM Kab Enrekang O O O O O O 48 PDAM Kab Pinrang O O O 49 PDAM Kab Sidrap O O O O O O O O 50 PDAM Kab Bantaeng O O O O O O O 51 PDAM Kota Ambon O 52 PDAM Kab./Kota Jayapura O O O O O O O O O

Ongoing in PY 6 50 16 22 11 9 25 22 8 9 0 0 23 0 5 21 14 1 8 36 28 32



8.3 SANITATION MATRIX

USAID / IUWASH

Urban Sanitation Programs

update: October

2015

Individual systems

Communal systems Sewerage LLTT Inst.

Support SAN 1 SAN 2 SAN 3 SAN 4 SAN 5

Cap

. Bld

g / D

eman

d T

rigg

erin

g

Con

stru

ctio

n H

H S

anit

atio

n

Dev

elop

MF

/ SM

E /

CSR

Impr

ove

Hyg

iene

Pra

ctic

es

Pre

Con

stru

ctio

n Su

ppor

t

Con

stru

ct C

omm

Sys

tem

s (I

UW

ASH

)

Pos

t co

nstr

ucti

on S

uppo

rt

Impr

oved

Hyg

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Pra

ctic

es

Pre

Con

stru

ctio

n Su

ppor

t

Tec

hnic

al S

uppo

rt (

FS, D

ED)

Pos

t co

nstr

ucti

on S

uppo

rt

Impr

oved

Urb

an S

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gt (

pilo

ts)

IPLT

des

ign

(ref

urbi

sh /

new

)

Lega

l For

m: (

1) =

UP

TD

/ (2

) =

PD

AM

Cap

. Bld

g. S

uppo

rt (

UP

TD

/ P

DA

M)

North Sumatra 1 Kota Binjai O P O O P P O - O (1) O 2 Kota Medan O O O O P P O O (2) O 3 Kota Tebing Tinggi O P O O P P O O O (1) O 4 Kota Pematang Siantar O P O O P P 5 Kota Tanjung Balai O P O O O O O (1) O 6 Kab Langkat 7 Kota Sibolga P O P P O (1) O 8 Kab Asahan O P O O O (1) O 9 Kab Labuhan Batu O P O O West Java , Banten & DKI 10 Kab. Karawang

11 Kota Bogor O O O O O O O O (1)/(2) O

12 Kota Bekasi O O P O O O O O O (1) O 13 Kab Bekasi P P P P 14 Kab Purwakarta O O O 15 Kab Bandung O O O O O O O O TT O 16 Kab. Serang O O O O O P O O 17 Kab. Lebak O O O O 18 Kab. Tangerang O O O O O P (1) O 19 Kab. Tangerang Sel.

20 DKI - Jakarta P O O O O PD PAL O

Central-Java 21 Kota Semarang O O O O O O O O 22 Kota Surakarta O O O O O O O P O (2) O 23 Kab. Kudus O O O O O O O 24 Kab. Kendal O O O O O O 25 Kab. Semarang O O O 26 Kota Salatiga O O O (1) O 27 Kab Rembang O O O O O O O (1) O 28 Kab Sukoharjo O O O O O O O O (1) O 29 Kab Klaten O O O O O O O 30 Kab. Batang O O O O (1) O East-Java 31 Kab. Sidoarjo O O O O (1) O 32 Kota Surabaya O O O O O O 33 Kab. Gresik O O O O O O O O (1) O 34 Kab. Lamongan O O O O 35 Kota Probolinggo O O O O O O (1) O 36 Kab. Probolinggo O O O O 37 Kota Mojokerto O O O O



USAID / IUWASH

Urban Sanitation Programs

update: October

2015

Individual systems

Communal systems Sewerage LLTT Inst.

Support SAN 1 SAN 2 SAN 3 SAN 4 SAN 5

Cap

. Bld

g / D

eman

d T

rigg

erin

g

Con

stru

ctio

n H

H S

anit

atio

n

Dev

elop

MF

/ SM

E /

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Impr

ove

Hyg

iene

Pra

ctic

es

Pre

Con

stru

ctio

n Su

ppor

t

Con

stru

ct C

omm

Sys

tem

s (I

UW

ASH

)

Pos

t co

nstr

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on S

uppo

rt

Impr

oved

Hyg

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Pra

ctic

es

Pre

Con

stru

ctio

n Su

ppor

t

Tec

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al S

uppo

rt (

FS, D

ED)

Pos

t co

nstr

ucti

on S

uppo

rt

Impr

oved

Urb

an S

epta

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gt (

pilo

ts)

IPLT

des

ign

(ref

urbi

sh /

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)

Lega

l For

m: (

1) =

UP

TD

/ (2

) =

PD

AM

Cap

. Bld

g. S

uppo

rt (

UP

TD

/ P

DA

M)

38 Kab. Mojokerto O O O O 39 Kab Jombang O O O O O O (1) O

40 Kota Malang O O O O O (1)/(2) O

41 Kab Malang O O O O O O 42 Kota Batu O O O O O O South Sulawesi & Eastern Indonesia 43 Kota Makassar O P P O O O (1) O 44 Kab. Takalar O O O O 45 Kab. Maros O O O O O (1) O 46 Kab. Jeneponto O O 47 Kab.Bantaeng O O O O (1) O 48 Kota Pare-Pare O O (1) O 49 Kab. Enrekang 50 Kab. Pinrang O O O O (1) O 51 Kab. Sidrap O O O O 52 Kota Ambon O P O (1) O 53 Kab Jayapura 54 Kota Jayapura O P P (1) O

P (Planned) 2 8 3 5 5 0 1 4 0 0 1 2 0 0 0

O (Ongoing) 46 35 33 43 12 1 17 19 10 3 8 6 5 0 28



8.4 TARGETS TOWARD PMP OUTCOMES FOR PROGRAM YEAR 6 BY PROVINCE

Note: The rows with yellow color indicate the IUWASH results and outcomes that contribute to the Operational Plan (OP) Performance indicators.

(*) The percentage indicates the average of expected target this year. IUWASH will provide results of the monitoring on households that have adopted improved health and hygiene practices and will provide the actual percent increase.

PMP Outcome Indicator

Target Over the

life of Project

Achievement To Date

Achievement

PY 6 Target Estimated Total Achievement by

End of PY 6 PY 1 PY 2 PY 3 PY 4

PY 5 Province Target Total

High Level Result (HR)

HR.1. Number of people in urban areas that gain access to improved water supply as a result of US Government assistance

2,400,000 0 251,630 595,885 622,915 775,825 2,246,005

(112.30%)

NS 700,000

899,750 3,145,755

(131.07%)

WJDB 10,000

CJ 62,500

EJ 88,500 SSEI 38,750

HR.2 Number of people in urban areas that gain access to improved sanitation facilities as a result of US Government assistance

250,000 0 13,615 42,610 40,425 159,405 256,055

(102.42%)

NS 210

50,460 306,515

(122.61%)

WJDB 22,075 CJ 8,250 EJ 8,675

SSEI 11,250

HR.3 Percent of targeted communities that experience a decrease in unit water costs by at least 20% as a result of more participatory, transparent, accountable and financially enabled services

20 0 32% 21% 0

57% (cumulative)

(285%)

NS 20%

20% (*) (cumulative)

38.5% (cumulative)

(192.5%)

WJDB 20%

CJ 20%

EJ 20%

SSEI 0 HR.4 Number of people participated in IUWASH training type of activities

100,000 417 14,834 22,078 15,177 37,060 89,566

(119.42%)

NS 2,000

10,600 100,166

(100.17%)

WJDB 2,400 CJ 2,200 EJ 2,100 SSEI 1,900




Target Over the

life of Project

Achievement To Date

Achievement




Component 1: Mobilize Demand for Improved Water and Sanitation Services (MD) MD.1 Number of households willing to pay for sanitation improvements

50,000 0 2,113 7,233 9,984 31,881 51,211

(102.42%)

NS 42

10,092 61,303

(122.61%)

WJDB 4,415 CJ 1,650 EJ 1,735 SSEI 2,250

MD.2 Number of civil society groups and/or government organization implementing programs to mobilize improved access to safe drinking water and adequate sanitation

100 0 6 36 40 157 239

(239%)

NS 44

113 352

(352%)

WJDB 17

CJ -

EJ 48

SSEI 4

MD.3. Number of civil society groups that report on PDAM operations or performance

20 0 0 0 0 12 12

(60%)

NS -

12 24

(120%)

WJDB 4 CJ - EJ 4 SSEI 4

MD.4. Percent of households that have adopted improved health and hygiene practices

20 0 0 0 27.25 0

27.25%

(136.25%)

NS 20%

20% (*) 23.63%

(118.15%)

WJDB 20% CJ 20% EJ 20% SSEI 20%

MD.5. Number of master trainers exposed to new urban promotion strategy to support participatory planning activities, such as “triggering” exercises and behavior change programming developed

100 N/A N/A N/A N/A 0 0

NS 0

100 (**) 100

(100%)

WJDB 100(**)

CJ 0

EJ 0

SSEI 0

(*) The percentage indicates the average of expected target this year. IUWASH will provide results of the monitoring on households that have adopted improved health and hygiene practices and will provide the actual percent increase. (**)Target applied for National Team




Target Over the

life of Project

Achievement To Date

Achievement




Component 2: Improve Capacity to Provide Sustainable Safe Water and Sanitation Services (IC) IC.1. Number of PDAMs with improved technical, financial and management performance

50 0 4 30 44 48 (Cumulative)

48

(96%) (Cumulative)

NS 9 50 (*)

(Cumulative)

50 (*)

(100%)

WJDB 9 CJ 9 EJ 12 SSEI 11

IC.2. Number of PDAMs in default of old debts that are assisted in restructuring their outstanding debts

20 0 2 8 0 15 25 (125%)

NS -

25 (**) 25

(125%)

WJDB - CJ - EJ 0 SSEI -

IC.3. Number of PDAMs with improved credit worthiness 20 0 0 2 26 9 37

(185%)

NS -

37 (Cumulative)

37

(185%)

WJDB 0 CJ - EJ - SSEI -

IC.4. Number of local government implementing necessary climate change adaptation measures, based on preliminary raw water sources vulnerability assessment

20 0 0 0 0 7 7 (35%)

NS 1

13 20

(100%)

WJDB 3

CJ 1

EJ 2

SSEI 6

(*) Indicate total PDAMs supported by IUWASH. At the end of the Program Year 6, IUWASH will evaluate the PDAM performance and IUWASH will get the total PDAMs that increase their performance by 20% (**) including PDAM received support on monitoring of implementation of debt restructuring program



(*) This figure indicates number of Local Government implement sanitation program based on their City Sanitation strategy (CSS). However, IUWASH need to measure 2 indicators such as progress of CSS development and a significant sanitation program implementation. At the end of PY 6, IUWASH will provide the actual number of Local Government implement sanitation program based on their City Sanitation strategy (CSS). In PY 6 IUWASH will continue to monitor the implementation of sanitation program by LG partners. (**)The percentage indicates the average of expected target this year. IUWASH will provide results of the survey on satisfaction of the poor and will provide the actual percent increase.


Target Over the

life of Project

Achievement To Date

Achievement




Component 2: Improve Capacity to Provide Sustainable Safe Water and Sanitation Services (IC) IC.5. Number of local governments implementing integrated sanitation and hygiene interventions that reflect their citywide sanitation strategic plans

20 0 0 0 0 52 52

(260%)

NS -

52 (*) 52

(260%)

WJDB - CJ - EJ -

SSEI -

IC.6. Number of small and medium businesses providing affordable construction and sanitation facility management services

45 0 0 4 6 22 32

(106.67%)

NS -

27 59

(131.11%)

WJDB 8 CJ 5 EJ 13

SSEI 1

IC.7. Percentage (%) of poor residents in targeted communities that report greater satisfaction with water and sanitation services

20 0 0 77.75 0 81.34 81.34%

(406.69%)

NS 20

20% (**) 50.67%

(253.35%)

WJDB 20 CJ 20 EJ 20

SSEI 20




Target Over the

life of Project

Achievement To Date

Achievement




Component 2: Improve Capacity to Provide Sustainable Safe Water and Sanitation Services (IC) IC.8. Number of Sanitation Management Units established with supporting policies, budgets and personnel

10 N/A N/A N/A 0 5 5

(50%)

NS -

11 16

(160%)

WJDB 1

CJ 3

EJ 2

SSEI 5 IC.9. Number of Sustainable Urban Sanitation Framework adopted by the government institutions as a key part of national sanitation programming policy

1 N/A N/A N/A 0 0 0

(0%)

NS 0

1(*) 1

(100%)

WJDB 1(*)

CJ 0

EJ 0

SSEI 0 IC.10. Number of stakeholders from central government agencies, universities, NGOs, as well as those from local government institutions among current IUWASH sites, that will have increased capacity to adapt to the impacts of climate variability and change as a result of USG assistance

160 N/A N/A N/A 0 0 0

(0%)

NS 20

160 (**) 160

(100%)

WJDB 80 (**)

CJ 20

EJ 20

SSEI 20

(*) Target applied for National Team (**) including stakeholders at national level




Target Over the

life of Project

Achievement To Date

Achievement

PY 6 Target Estimated Total

Achievement by End of PY 6

PY 1 PY 2 PY 3 PY 4


Component 3: Create an Enabling Environment Supporting Equitable Water and Sanitation Services (EE) EE.1-a (Policy development) Number of policies developed to support the improvement of water supply and sanitation sector

50 0 5 6 38 38 87

(174%)

NS 3

11 (*) 98

(196%)

WJDB 3 CJ - EJ 3 SSEI 2

EE.1-b (budget increased) Number of participating local governments that put greater priority on safe drinking water and sanitation through budget allocation increases

50 (Cumulative) 0 3 4 27 49

49 (Cumulative)

(98%)

NS -

2

(Cumulative)

51 (Cumulative)

(102%)

WJDB - CJ - EJ 1 SSEI 1

EE.1 (Summary) Number of participating local governments that put greater priority on safe drinking water and sanitation through supportive local policies and budget allocation increases

50 (Cumulative) 0 3 4 27 47

47 (Cumulative)

(94%)

NS -

50

(Cumulative)

50 (Cumulative)

(100%)

WJDB - CJ 1 EJ 1 SSEI 1

EE.2 Number of PDAMs or local governments that obtain access to long-term funding for water or sanitation capital expenditure investment plans

15 0 0 0 3 6 9

(60%)

NS

1

6

15

(100%)

WJDB 2

CJ 1

EJ 1

SSEI 1

(*) The figure indicates number of policies developed by Local Government Partners. At the end of PY 6, IUWASH will evaluate the progress of APBD funding and will identify number of Local Governments that can show increase the APBD funding and improved the policy in watsan sectors




Target Over the

life of Project

Achievement To Date

Achievement




Component 3: Create an Enabling Environment Supporting Equitable Water and Sanitation Services (EE) EE.3 Percentage change (%) in financial resources accessed by service providers from public and private sources for expansion of improved water and sanitation services

10 0 3.47% 7.15% 7.9% 4.02% 11.92%

(119.2%)

NS -

0.71% 12.63%

(126.3%)

WJDB - CJ 0.71% EJ SSEI

- -

EE.4. Number of low income households accessing micro finance for household improvements in water and sanitation

15,000 0 983 4,373 6,870 6,935

19,161

(127.74%)

NS -

1,950 21,111

(105.79%)

WJDB 1,150 CJ - EJ 500 SSEI 300

EE.5. Number of Local Governments that adopt new or improved mechanisms for citizens to engage local government in water and sanitation

20 0 0 0 3 11 14

(70%)

NS 2

7 21

(105%)

WJDB 2 CJ 2 EJ 1 SSEI -

EE.6. Number of new or improved regulation to facilitate access to capital financing in the water sector

1 N/A N/A N/A 0 0 0

NS 0

1(*) 1

(100%)

WJDB 1(*) CJ 0 EJ 0 SSEI 0

EE.7. Number of central government officials exposed to alternative financing options in the water sector in the US or other applicable context

12 N/A N/A N/A 0 0 0

NS 0

12 (*)

12 (100%)

WJDB 12(*) CJ 0 EJ 0 SSEI 0

(*) Target applied for National Team



8.5 MATRIX MANAGEMENT CHART

Implementation Area /Lead Advisor

Team Lead / Functional

Area

National Coordinator North Sumatra West Java/ DKI/Banten

Central Java East Java South Sulawesi/ Eastern Indo

Program Coordination, COP/DCOP

Louis O'Brien / Foort Bustraan Alifah Lestari Yayat Kurniawan Wouter Sahanaya Jefry Budiman Laksmi

Cahyaniwati Budi Raharjo

Water Supply Sector WS 1 - PDAM Operational Aspects Foort Bustraan Hernadi Setiono Indah Aryanti /

Hernadi Setiono Yonas Kusuma Ronny Sutrisno Rudhy Finansyah Ridwan Habibie

WS 2 - PDAM Financial Aspects

Foort Bustaan / Allen Hollenbach

Benny Djumhana / * Nugroho Andwiwinarno

Benny Djumhana Blandina Mandiangan Arif Wibowo Rudy Jusdian Muh Zuhri

WS 3 - PDAM Customer Aspects Foort Bustraan Yulfarida Ricky Barus Yonas Kusuma Edy Triyanto Rudhy Finansyah Ridwan Habibie

WS 4 - Raw Water & Climate Change Foort Bustraan Agus Hernadi Indah Aryanti /

Hernadi Setiono Yonas Kusuma Ronny Sutrisno Rudhy Finansyah Ridwan Habibie

WS 5 - Microfinance Foort Bustraan Ahmad Hermanto Indah Aryanti / Benny Djumhana Blandina Mandiangan Arif Wibowo Rudy Jusdian Muh Zuhri

WS 6 - Master Meter Foort Bustraan Hernadi Setiono Ricky Barus Yonas Kusuma Ronny Sutrisno Rudhy Finansyah Ridwan Habibie WS 7 - PDAM Long term Finance

Benny Djumhana Allen Hollenbach


Benny Djumhana Blandina Mandiangan Arif Wibowo Rudy Jusdian Muh Zuhri

WS 8 - PDAM Institutional support

Purwoko Hadi / Foort Bustaan


Achmad Budiman Ahmad Rosyid Yudi Wijanarko Imam Suhadi Bahran Ilmi

Sanitation Sector SAN 1 - Individual system Lutz Kleeberg Sofyan Iskandar/Ika

Fransiska ** Hetty Tambunan Usniati Umayah / Dadang Hidayat Dwi Hermawati Ristina Aprillia Johanis V

SAN 2 - Communal system Lutz Kleeberg Sofyan Iskandar/Ika

Fransiska ** Hetty Tambunan Adri Ruslan Dwi Hermawati Ristina Aprillia Agustinus Sudarto / Suhartini

SAN 3 - Sewerage systems Lutz Kleeberg Eri Arianto Mohammad Yagi Said Prijadi Oni Hartono Arief Riyadi Selviana Hehanussa

SAN 4 - Urban Sludge Management Foort Bustraan Achdiat Antono Mohammad Yagi Nurisnindah Oni Hartono Arief Riyadi Selviana Hehanussa

SAN 5 - Sanitation Institution Lutz Kleeberg Immanuel Ginting Mohammad Yagi Ahmad Rosyid Oni Hartono /

Yudi Wijanarko Imam Suhadi / Arief Riyadi Selviana Hehanussa



Cross Cutting Sector CC 1 - PEMDA policies

Purwoko Hadi Kartika Hermawati Achmad Budiman Ahmad Rosyid / Ully Budiman Yudi Wijanarko Imam Suhadi Bahran Ilmi

CC 2 - APBD budget Purwoko Hadi Benny Djumhana / * Nugroho Andwiwinarno

Benny Djumhana Blandina Mandiangan Arif Wibowo Rudy Jusdian Muh. Zuhri

CC 3 - Citizen Engagement

Purwoko Hadi Kartika Hermawati Achmad Budiman Ahmad Rosyid Yudi Wijanarko Imam Suhadi Bahran Ilmi

CC 4 - Gender Mainstreaming

Alifah Lestari Alifah Lestari Mohammad Yagi Usniati Umayah Dwi Hermawati Achmad Dardiri Suhartini

CC 5 - Corporate Social Responsibility

Foort Bustraan Alifah Lestari Muhammad Yagi Usniati Umayah Edy Triyanto Rudy Jusdian Johanis V

GIS Support Foort Bustraan Sabdo Sumartono Indah Aryanti Yonas Kusuma Ronny Sutrisno Rudhy Finansyah Ridwan Habibie Grant Management & monitoring Wouter Sahanaya Suriaty Elianaputri Esa Muharmis Sumarno

Mitrodiyono Hery Soesilowati Surya Akbar

Monitoring / Evaluation (PMP) Alifah Lestari Rezki Bahar Yayat Kurniawan Wouter Sahanaya Jefry Budiman Laksmi

Cahyaniwati Budi Raharjo

Operations, Ida Nurtam

Finance Nelly Putri Tengku Afriyenni Lidia Lestari Sherly Tulung Chatarina Dewi Ira Leman Administration Siti Wahyuni Febrianti Ridwan Maria Meyta Ylo Chatarina Meity Nana Noerhajati Lily Marlina

Procurement Siti Wahyuni Suriaty Elianaputri Eva Silvana Sumarno Mitrodiyono Hery Soesilowati Surya Akbar

Human Resources Endah Setyorini Febrianti Ridwan Nina Paramarta Chatarina Meity Nana Noerhajati Lily Marlina

Inform. technology Agus Winarto Ratna Dewi Agus Winarto Chatarina Meity Fery Prastyan Lily Marlina

Travel Paulina Marpaung Melda Zang Maria Meyta Ylo Chatarina Meity Berty Kurnia Ningrum Lily Marlina

Communications Virgi Fatmawati

Publications, Graphics Pryatin Santoso Regional Coordinator

/ Office Manager Regional Coord. / Office Manager

Regional Coord. / Office Manager



Website Support Reiner Ntoma

Media Relation Lutz Kleeberg Andi Musfarayani Hetty Tambunan Usniaty Umayah / Dadang Hidayat Yudi Wijanarko Ahmad Dardiri Agustinus Sudarto

Environment Compliance Wouter Sahanaya Mohammad Yagi Adri Ruslan Oni Hartono Ristina Aprillia Selviana Hehanussa



8.6 INITIAL ENVIRONMENTAL EXAMINATION AND ENVIRONMENTAL MITIGATION AND MONITORING PLAN PROGRAM YEAR - 6

Activity Title: IUWASH (Indonesia Urban Water, Sanitation and Hygiene) Project Implementing Partner: Development Alternatives, Inc. (DAI) 1. BACKGROUND AND ACTIVITY DESCRIPTION

1.1. Background The USAID Indonesia Urban Water, Sanitation and Hygiene (USAID IUWASH) is a five-year project funded by the United States Agency for International Development (USAID) and implemented by Development Alternatives, Inc. (DAI), a US-based consulting firm that specializes in the management of foreign assistance program. USAID IUWASH will be implemented in at least 5 regions as follows:

• Region 1: North Sumatra • Region 2: Banten, West Java, DKI Jakarta Raya • Region 3: Central Java • Region 4: East Java • Region 5: South Sulawesi and Eastern Indonesia, Ambon (Maluku) and Jayapura (Papua).

The overall goal of the USAID IUWASH Project is to assist Government of Indonesia’ to make significant progress in the Millenium Development Goals by expanding access to clean water and adequate sanitation within the 5 years project period. The USAID IUWASH Project started in March 2011. The USAID IUWASH Project provides a range of technical assistance, both long- and short-term to support USAID/Indonesia’s assistance objectives related to increasing safe drinking water and adequate sanitation access. The project also incorporates responses to climate change challenges, in particularly in reviewing how climate change will affect the quality and availability of raw water sources that supply water utilities and their customers. For example, rising sea levels could affect the quality of groundwater due to the intrusion of saltwater into the groundwater aquifers. Changed rainfall patterns may exacerbate variability of raw water yields, with significant implications for technology choice and design of water/sanitation facilities. An increase in extreme climate events such as droughts, floods, or storms may increase risks of damage to expensive infrastructure investments. The project will assess climate-related vulnerabilities related to water supply and sanitation services delivery, support innovative adaptive measures (both ‘hardware’ and ‘software’) and monitor results.

IUWASH further focuses on water and sanitation governance reform as a key element to achieving greater access to piped water services and improved sanitation. IUWASH engages central and local government agencies, community, private sector, NGO, community groups, and universities. Key government stakeholders are represented at the district and municipal, provincial and national levels. Thus, the USAID IUWASH strategic approach brings to scale water and sanitation investments by engaging the array of key stakeholders and central government counterparts in improvements to service delivery.

The overall goal of IUWASH is that, at the end of 5 years, USAID assistance will have helped make significant progress in achieving Indonesia’s safe water and sanitation MDG targets by expanding access to these services. The expected higher results to be achieved are:

• 2 million people in urban areas gain access to improved water supply as a result of US Government assistance.



• 250,000 people in urban areas gain access to improved sanitation facilities as a result of US Government assistance.

• The per unit water cost paid by the poor in targeted communities decreases by at least 20% through more participatory, transparent, accountable and financially enabled

• 75,000 people trained in IUWASH-related areas of involvement. The project implements its activities within three main areas which, together, contribute to the targeted higher results. These include:

• Demand mobilization for improved water and sanitation services: Demand for safe drinking water access and improved sanitation mobilized among urban communities and households with currently unimproved access.

• Capacity improvements to provide sustainable safe water and sanitation

Services: The capacity to sustainably supply this mobilized demand with improved water and sanitation services built among the public and private sector institutions best placed to provide these services in urban areas.

• Create an enabling environment supporting equitable water and sanitation

Services: A governance and financial enabling environment created that supports equitable access to safe drinking water and improved sanitation in urban areas.

1.2. Description of Activities The Contractor has reviewed all planned activities that will be implemented in each region in Program Year-5 and which runs for the period of October 2014 through September 2015. As concerns activities such as meetings, workshops, trainings, assessments, focus group discussions, media campaigns, promotion, program socialization, studies, and events that do not directly affect the natural or physical environment, these are recommended for a Categorical Exclusion in accordance with 22 CFR 216.2(c)(2)(i) for education, technical assistance or training programs; 22CFR 216.2(c)(2)(iii) for analysis, studies, workshops and meeting activities; 22 CFR 216.3(a)(2)(iii) for document and information transfers; and 22 CFR 216.3(a)(2)(xiv) for studies and capacity building activities. In addition to the above, the program will also implement activities in each region in PY 5 involving small-scale construction work such as individual and communal latrines and septic tanks, sewerage systems, master meters, water supply pipe connection to households, sewerage piping network, small above ground water reservoirs, de-sludge equipment, de-sludge management and wetland development. Such activities are recommended for a Negative Determination with Conditions in accordance with 22 CFR 216.3(a)(2)(iii). All of these activities are within the scope of the approved Initial Environmental Examination (IEE) referenced as ASIA 12-13 Indonesia IEE & ETD for IUWASH and which was developed by USAID in 2012. If during the course of implementation in PY 5 there are activities that are outside the scope of the two documents mentioned above the Contractor will coordinate with the USAID COR to develop a respective “individual IEE”. The Contractor will not undertake new activities before receiving written USAID approval of environmental documentation amendments. All proposed activities planned to be implemented in PY-5 fall under either categorical exclusion and/or negative determination with conditions as defined in the USAID rules and regulation 22 CFR 216. The proposed activities under the IUWASH project in PY-5 are further distinguished between activities that are related to increasing safe drinking water supply and those that are aimed at increasing access to improved sanitation.



Water Supply: The activities include protection of raw water, narrow tranches for small diameter pipe installations, water production, water distribution, and water connection services. The sub-activities will include:

• Raw Water: Supporting improved quality and quantity of raw water distribution, the project will ensure that the local government, the private sector and water utilities will improve the watershed area with tree planting, installation of infiltration wells, protection of springs, well designed small scale below and/or above ground reservoirs. It might also be with small-scale construction of river cascade, protection of pollutant to river flow and ground water, bore wells and pumps.

• Pipe Installation: The digging, earth fill and compaction of small tranches for the installation of transmission pipes and distribution pipes (including water meters) to deliver safe drinking water to poor household to improve quality of life. The project will assist partners in the planning and design and ensure that the installations are done according to the Indonesia National Standard (SNI).

• Water Production: The project will implement activities that will have an impact to better quality, quantity, and continuity of water production through capacity building and better management of the water boards (PDAMs) such as training in Non-Revenue Water, business plan development and O&M Management. IUWASH will not take part in the implementation of water production through improving small-scale water treatment plant, water chlorination and filtration. These will be implemented by the respective local government.

• Water Distribution: IUWASH will be involved in the distribution of water from the PDAM master meter to households or PDAM direct connection via the microfinance mechanism. Included are also the installation of water taps and water meter at household level.

• Services: Improving services to customers through water meter calibration, water meter replacement, pipe and water meter replacement, and improving billing system and payment points.

Sanitation: The activities include planning, designing, construction and maintenance of city-wide sanitation systems, communal sanitation systems and individual sanitation systems.

• City-wide Sanitation System: Assisting the local government with the support of other private sector partners and community in the planning, design, construction of pipe laying, sewerage system, waste water treatment plan and management. Ensuring best environmental practices in using high pressure flushing equipment that are safe for the environment.

• Communal Sanitation System: Developing communal septic tanks, sludge management, MCK ++ ( Bath, Laundry and Toilet Central) including digesters and bio-gas distribution, installing hand-washing stations, water pipe laying, and de-sludge management.

• Individual Sanitation System: Improving septic tanks, latrines, and sludge management.



EVALUATION OF ACTIVITIES FOR ENVIRONMENTAL IMPACT POTENTIAL RECOMMENDED THRESHOLD DECISIONS AND MITIGATION ACTIONS (INCLUDING MONITORING AND EVALUATION)

1. All activities that are recommended for categorical exclusion are within the scope of the approved IEE referenced as Asia 09-86 Indonesia IEE & ETD IUWASH Project and will not be repeated in this document.

2. IUWASH activities involving field studies and other actions that directly effecting the physical or natural environment, including small-scale water and sanitation improvement and/or construction are expected to have some negative impacts on the natural or physical environment and are therefore recommended for a Negative Determination with condition under 22 CFR 216.3(a)(2)(iii). The related Environmental Monitoring and Mitigation Plan is attached to this IEE.

RECOMMENDED ENVIRONMENTAL ACTION Recommended IEE Determination A Negative Determination with Condition under 22 CFR 216.3(a)(2)(iii) is recommended for small-scale water and sanitation improvement and/or construction work, field studies or other actions that are determined to have a direct impact on the natural or physical environment. The Environmental Monitoring and Mitigation Plan for such activities is described in the attachment. The Contractor will refer also to host country (Indonesia) environmental regulations (UU 32 Tahun 2009 tentang Pengelolaan Lingkungan Hidup) unless otherwise directed in writing by USAID. In case of conflict between host country and USAID regulations, the latter shall govern. A summary of the host country environmental policies and procedures is described below. National Environmental Policies and Procedures Like other nations, Indonesia faces the three most common constraints in consistent implementation of Sustainable Development principles: political, social, and institutional. Consistent implementation of Sustainable Development is not merely a decision or commitment but it is a process. Indonesia has tried to apply the sustainable development concepts in their environmental protection policies. The concept requires a nation to anticipate and prevent environmental damage by carrying out environmental assessment for proposed development activities. Environmental regulation in Indonesia described that any plan, which is foreseen to bring about significant adverse impact to the environment shall be furnished with an environmental analysis. Significant adverse impact is determined by the size of population affected, size of the area disturbed, duration of impact, intensity of impact and reversibility and irreversibility of the impact. A preliminary environmental assessment is only required for activities involving a modification of soil features and natural environment; exploitation of natural resources; a process and activity that affects the social and cultural environment; a utilization of natural resources; a process and activity that affects the preservation of natural or cultural reserves; and introduction of new species plants, animal or microbes; or technological application which is foreseen to have considerable potential to affect the environment. Environmental procedures by sector are very well described in each province and district government. These procedures are based on the “umbrella” Environmental Law No. 23 of 1997 andthe Government Regulation No. 27 of 1999, regarding the Environmental Impact Assessment procedures and UU No. 23 of 2009 regarding environmental protection and management. In each IUWASH region, the Contractor will work closely with officials from various departments to achieve the IUWASH Project targets. Experts or specialists in related disciplines from the local provincial or district government and/or technical consultants from local universities are involved in the planning and



evaluation of project activities as well as training of staff beneficiaries. This ensures that all Indonesian environmental policies and procedures are followed. __________________________________ Date: _______________ Louis O’Brien, IUWASH Chief of Party __________________________________________ Date: ______________ Wouter Sahanaya, IUWASH Environmental Officer



8.7 NATIONAL WORKPLAN PROGRAM ACTIVITIES

10 11 12 1 2 3 4 5 6

Compile and evaluate PDAM index results on

a six-monthly basisLTTA, CC event

PDAM Mentoring - collaboration with

Perpamsi/Cipta KaryaLTTA, Events

Collaborate with JICA and PU to introduce

Efficiency Audit Guidelines, in Centre of

Excellence

LLTT, events

Support MPUPR with devleopment of

contract modalities for Performance Based

Contracts

LTTA, STTA

Energy Efficiency - Best practice STTA, printing

Support regions to follow up on

recommendation Energy Efficiency Audits in

selected locations

LTTA, events

WS 1-3 Non Revenue

Water Reduction


Efficiency Audit Guidelines, in Centre of

Excellence

LLTT, events

NRW Training for DKI LTTA, events

Support regions to follow up on previous

Non Revenue Water programs in selected

locations

LTTA

WS 1-4 Distribution

Network

improvement

Support regions to follow up on previous

DNI programs in selected locationsLTTA

WS 1-5 Production

Management

improvement

Support PU with rapid assessment on

Chemical dosing systems in 15 PDAMs +

recommendations for improvements

LTTA, STTA, events

GIS/MIS Support - support ePDAM Cipta

Karya

Workshop & Individual

contract

Support regions to introduce GIS, in

combination with MIS, using example of

PDAM Malang and Kab Bandung

LTTA, events

WS 2-1 PDAM

Business Planning

Support Regional Team on PDAM Business

Plan finalization in selected location LTTA, events

WS 2-2 Tariff Review

and Reclassification

Support Regional Team in selected locations

with PDAM Tariff review / reclassification LTTA, events

WS 1 PDAM Operational Aspects

Program/ TaskTimeline (2015 - 2016)

Activity Input

WS 1-1 PDAM

Performance Index

Monitoring

WS 1-2 Energy

Efficiency

Audit/Financing

WS 1-6 6. GIS/MIS

support

Water Supply Sector

WS 2 PDAM Fnancial Aspects



10 11 12 1 2 3 4 5 6

Support Regional Team in selected locations

with monitoring on billing & accounting

systems

LTTA, events


SAK-ETAP systemin Centre of ExcellenceLTTA, events

Monitoring implementation of Debt

Restructuring program in all regionsLTTA , events

Support GOI with finalization of Regulation

supported Debt Restructuring (PERDIRJEN)LTTA

WS 3-1 Customer

Engagement

Support for PDAM customer Forum

establishment facilitation for 22 PDAMs in 5

regions

Event, Workshop; Field

Trip; STTA (Job

Supangkat); Modules

Development of Booklet on Forum Pelanggan

Air Minum

PO (printing)

National Sharing Workshop on Development

of PDAM Customer Forum (National

Customer Day)

Event, LTTA, Perpamsi

Support regions in writing climate change

adaptation action plans

LTTA, PO, STTA

Support regions to adopt CCVAAP in PDAM

business plans and local government mid-term

plans, budgets and (if needed) legislation and

other implementation

LTTA, events

finalizing of VAAP Toolkit and training

materials

maps, data, pictures,

VAAP report, 2 STTA

Training on VAAP (8 regional training

programs, including 1 for national)

LTTA, STTA, events

Cross visit on infiltration pond (part of CCFI

program activities)

event

Training on infiltration pond ToT on infiltration

ponds for Kab.

Design of infiltration pond PO (individual contract)

Support monitoring of CCFI and Nestle prograLTTA, PLCC

WS 4 Media exposure

Media exposure on Climate change /

Upstream-downstream issues (Batang and

Sibolga)

LTTA, events , local

media

WS 5-1 support

PDAM utilizing

microfinance

Support regions with legay and best practise

program with PDAM and local banksLTTA, Event

WS 5-4 4. Promotion

/ marketing

Support regions to showcase results

microfinance marketingLTTA, Event

WS 5-6 6. Expose

best practices

National workshop on sharing of micro

finance programLTTA, Event


Activity Input

Water Supply Sector

WS 4-2

Implementation of

Infiltration Pond

Program

WS 3 PDAM Customer Relation Aspects

WS 2-4 PDAM Debt

re-structuring

Program

WS 2-3 Billing &

accounting systems +

Cap building PDAM

staff

WS 3-4 Media relation

programs / training

WS 5 Microfinance (water for the poor)

WS 4 Climate Change Adaptation

WS 4-3 Climate

Change Adaptation

Action Plan



10 11 12 1 2 3 4 5 6

Procurement, STTA

LTTA, STTA, events,

WS 6-2 to WS 6-7

Support regions in showcasing master meter,

and where needed resolve contracting/ tariff

issues

Events

WS 7-6 Credit

Worthiness

Develop Credit Worthiness Ladder module

for NAWASISPO

Support DED for bulk water for Mebidang

(North Sumatra)LTTA + Regional Team

Support completion of Capital Expenditure in

3 cities (East and West Java)LTTA + Regional Team

WS 8-1 Strengthen

PDAM internal

Structure

monitor and support involvement Dean

Pengawas of PDAM in increasing water accessLLTT, events

WS 8-1Conduct assessment on PDAM readiness for

Universal AccessLTTA, STTA, events

WS 8-2 2. Capacity

Building for

Stakeholders

Training for 10 PDAM management staff of

PDAM through YPTD PERPAMSIEvent, LTTA, CC


Activity Input

Water Supply Sector

WS 7-1 to WS 7-5

WS 7 Capital Expenditure Investments

WS 8 PDAM Institutional Aspects

WS 6 Master Meter (water for the poor)

Master Meter DKI Jaya - collaboration PAM

JAYA, AETRA and Palyja (6 systems ca. 5,000

people)

WS 6-2 2. Arrange

master meter

programs



10 11 12 1 2 3 4 5 6

SAN 1-0: Advocacy Periodic meetings/events with GOI and donors LTTA

SAN 1-1: Monitoring Monitor & support regional implementation LTTA

National Workshop untuk Micro Credit Sanitasi LTTA

Mengupayakan pembuatan juklan MF oleh lembaga keuangan nasional LTTA

Support regional sustainability strategy LTTA

Field test, finalize and print MF guideline LTTA

SAN 1-3: SME Field test, finalize and print SME training material LTTA, events

SAN 1-4: Standardization Septik Tank Study STTA

SAN 1-5: Pre construction Finalise, print and disseminate Buku Saku LTTA

Printing additional IEC material LTTA, STTA, PO

TOT Master Trainer for Urban Sanitation Promotion Manual LTTA

SAN 1-7: SPM Study on Minimum Service Standards LTTA, STTA

SAN 1-8: Lessons Learned Compile lessons learned and best practices LTTA


SAN 2-2: Regional support Support close out grants program (especially East Java) LTTA

Support regional sustainability strategy (AKSANSI-UPTD) LTTA

Workshop data assessment SANIMAS USRI LTTA, event

support regions with data consolidation LTTA

collaboration with Ministry Public Works & Housing, ADB & UTS LTTA

SAN 2-4: Capacity Building Finalize, print and disseminate septic tank booklet and flip chart LTTA, PO




SAN 3-2: Capacity Building Support regions in reaching planned HR2 targets (focus Jatim/Sumut) LTTA, events


SAN 4-0: Advocacy Periodic meetings/events with GOI and donors LTTA, STTA

Support dev. of regular desludging in 5 cities (Mlng, Mkssr, Solo, Bgr, Mdn) LTTA, STTA, events

Support finalizing of Reg Desluding Toolkit and fieldtesting LTTA, STTA

Support PU in training Provincial facilitators for Regular Desludging LTTA, STTA

Regular Desludging Program for DKI (support PD PAL Jaya) LTTA, STTA, Events

Android app for Septic Tank survey, incl testing and manual LTTA, PO

Produce 4 city specific animations on Regular Desludging LTTA, PO




Develop & disseminate SOPs for UPTD capacity building LTTA

UPTD CB material in collaboration with Balai TAMS Bekasi & IWK

Finalize SAN Index in collaboration with AKKOPSI, BAPPENAS, PU LTTA

Finalize Master Map Guideline in collaboration with PU STTA

Speed Drwg for socialisation of "SAN Framework" LTTA


Improve & disseminate PERDA Template at national level LTTA

Monitor effectiveness of WWM related regulation

Support review of WWM regulation in selected regions LTTA

Media Advocacy Media events, publications

Finalize Sanitation Tool Kit LTTA

Compile and document lessons learned and best practices LTTA

Prepare & impl. national SAN close out workshop LTTA, events

Regulatory Framework

Lessons Learned & Close Out

San-5 Improved Sanitation Institutional System

SAN 5-3 Capacity Building

Others

San-4 Improved Septage Management System

SAN 4-1: Capacity Building

San-2 Increase access through communal system

SAN 2-3: Advocacy

San-3 Increase access through off site sanitation

SANITATION SECTOR

San-1 Increase access through individual system

SAN 1-2: Mico Finance

SAN 1-6: Promotion

Program/ Task Activity Input Timeline (2015 - 2016)



10 11 12 1 2 3 4 5 6

Support Regions to discuss/promote

improved watsan policies with Local

government / DPRD

Event, FGD

Support Regions with institutional and

policy aspects for strengthening Local

Sanitation Units (UPTD, PD Pal, etc.)

Event, FGD

Regulatory Impact Assessment to

measure effectiveness and

proportionality of policy

Event, STTA

Support regional team in the

monitoring of policy implementation

FGD at selected region

(NSRO, CJ, WJDB)

Field visit and FGD to identify the

status of MSS implementation on

watsan sector in selected 5

districts/cities

FGD at 5 region (Kota

Bekasi, Gresik, Medan,

Solo, Makassar)

Support POKJA AMPL-Bappenas in the

series of discussion on MSS watsan

sector

FGD, event

Implementation

promotion to

increase budgets

Support regional team to facilitate

watsan improvement obtain local and

national fund

Support regional team in the launching

CEMEvent (Gresik, Bogor)

Support region in promoting CEM Event

Audit and monitoring CEM operational Event

Conduct WS lesson learned on CEM

in five regions Event, FGD

Documentation of good practices on

CEM implementation in five regions STTA

CC 4-1: Assuring

Proper

Participation of

Men and Women

Monitoring on number of Men and

Women participated in training

activities

LTTA

Conduct National Sharing Workshop

on implementation of PPRG program in

water supply and sanitation sectors

LTTA, STTA, Event

Conduct capacity building supported

strengthening of PPRG program in 5

regions

LTTA, STTA, Event

Cross Cutting Sector

CC 4: Gender Mainstreaming

CC 4-2: Gender

Awareness Training

CC-2: Increased Local Government Budget (APBD)

CC-3: Improved Citizen Engagement

Implement agreed

CEM systems with

local stakeholders

CC-1: Increased Number of Local Government Policies

Program/ Task Activity InputTimeline (2015 - 2016)

Amendment

existing /

development new

policies/ regulations

Monitoring and

sharing lessons

learned

Monitoring

implementation of

MSS on watsan

sector



10 11 12 1 2 3 4 5 6

CC 4-3:

Development of

Gender Friendly

Water Supply and

Sanitation Facility

Integrating gender aspect in pocket

book and other communication

materials of development of individual

sanitation facility

LTTA

Strengthen local CSR forums

(Tangerang, Batang, Jayapura +

Serang_limited)

LTTA, event

Conduct National Sharing Workshop

on Local CSR forum support for water

supply and sanitation sectors

LTTA, event

Support regions in developing CSR

promotion materials and conducting

promotion activities where requested

LTTA (National and

Regional)

Support region to monitor

implementation of infiltration wells in

target locations, including quality

control and reporting

LTTA (National and

Regional), CCFI, other

relevant agencies

Arrange regular communication and

promotion project opportunities for

infiltration wells

LTTA (National) CCFI,

visits

Cross Cutting Sector

CC-5: Mobilize Corporate Social Responsibility (CSR) Funding

CC 5-1. Support

/strengthen local

CSR forums

CC 5-1. CSR

Program

implementation

with Coca Cola

Foundation

Indonesia and

Nestle

Program/ Task Activity InputTimeline (2015 - 2016)



10 11 12 1 2 3 4 5 6

PM 1-10:

Conduct

capacity

building for

IUWASH Staff

Coordination meeting of technical and

administrative staff

LTTA, events

PM 3-3:

Develop and

maintenance

IUWASH

website

Maintain project website and social

media platforms

LTTA (National and

Regional team)

Produce general promotional items or

merchandise for workshops/events

PO (vendor for USB,

pen, bag)

Update and broaden program

communications materials (fact

sheets/technical notes, etc)

LTTA (National and

Regional team)

PM3-5: Develop

IUWASH news

(English and

Bahasa

Indonesia)

Develop IUWASH Newsletter (English

and Indonesian version)

LTTA (National and

Regional team)

Develop Project Legacy/Best Practices

and Case Studies (printed booklet and

web-based/mobile apps version)

PO (web/apps

developer, English native

editor, pro

video/photographer)

Develop project "signature/high

results" documentation (photo and

video series)

PO (professional

photo/videographer)

PM 3-7:

Support

IUWASH

events

Support National LG events (expo and

workshops); KSAN/Post-2015 MDGs

Agenda (Oct-Nov), IIWWF (May), etc

PO (printing/others),

event

PM 3-7:

Support

IUWASH

events

Provide support to other component

activities/events

LTTA (National and

regional teams)

Program Communication

PM 3-4:

Develop

program fact

sheet

PM 3-6:

Develop

IUWASH Best

practices/

lessons learned

General Program Management

Program/

TaskActivity Input

Timeline (2014-2015)



10 11 12 1 2 3 4 5 6

Reg./monthly monitoring of grant

programs

Grant Manager, Proc./-

Grant Asst. and Tech.

Spec.

Perform specific (and at times,

unscheduled) monitoring visits to

ensure compliance with requirements

Grants Manager,

Technical Specialist,

National Coordinators

Conduct regular data collection and

analysis through TAMIS supported

IUWASH regular reporting

LTTA (COP, DCOP,

M&E & Technical

Advisors)

Ensure regular performance-related

data collection and entry. Conduct

‘spot checks’ to verify completeness

and accuracy

LTTA (M&E & Technical

Advisors)

Support the implementation water for

the cost survey and poor satisfaction

on water supply services in Medan &

Jk

LTTA (M&E, Regional

Technical Spec)

Support the implementation improved

hygiene behavior survey and poor

satisfaction on water supply services

LTTA (M&E, Regional

Technical Spec)

Develop IUWASH PMP Revision

(After IUWASH Contract

Modification)

LTTA (COP, DCOP,

M&E & Technical

Advisors)

Report on progress towards targeted

outcomes/results

LTTA (COP, DCOP,

M&E Advisor, Technical

and Regional Teams)

Upload training data in USAID TraiNet

System

LTTA

PM 8-5

Conduct

qualitative

monitoring and

evaluation

Conduct poverty mapping study LTTA (COP, DCOP,

M&E Advisor, RC), PO

PM 8-7 TAMIS

Customization

of PMP Section

Create TAMIS PMP Section for

Workplan of PY6

STTA (HO), LTTA

Monitoring and EvaluationPM 8.3:

Conduct PMP

Regular Data

Collection

(quarterly and

annually)

PM 8-4

Conduct and

submit PMP

Reporting

PM 5-6: Manage

and monitor of

Grant Program

Grant Program

Program/

TaskActivity Input

Timeline (2014-2015)



8.8 REGIONAL ACTIVITIES PLAN

NORTH SUMATRA

Lan

gkat

Bin

jai

Med

an

T.T

ingg

i

Asa

han

Tjn

g. B

alai

Lab

uhan

batu

P. S

iant

ar

Sib

olga

Oct

ober

Nov

embe

r

Dec

embe

r

Janu

ary

Feb

ruar

y

W A T E R S U P P L Y ( W S )WS-1: Improved PDAM Operational Aspects

[b] [d]

PDAM Performance Index Data collection, discussion and sharing workshop LTTA, events

Energy Efficiency Audit Monitoring of Energy Efficiency Audit STTA, LTTA,

Events NRW Reduction Support NRW reduction assistance from

Bappenas

LTTA, Event

Production Capacity Improvement Evaluation of implementation production

capacity for 3 PDAMs

STTA, LTTA,

Event GIS/MIS Development for PDAM Tirtanadi LTTA, Events - - - -

Support spatial data development for as-bulit

drawings assistance by Cipta Karya

LTTA, Events

WS-2: Improved PDAM Financial AspectsPDAM Business Planning Finalization and socialization of PDAM

Business Plan

LTTA, Events

Tariff review / ReclassificationTarfiff Adjustment LTTA, Events

WS-3: Improved PDAM Customer AspectsCustomer engagement Strengthening of Customer communication

forum

LTTA, Events

WS-4: Raw Water Management & Climate Change adaptionClimate Change Adaptation Action

Plan

Monitoring & advocacy on implementation of

CCAAP by LGUs and multi-stakeholder

LTTA, Events

GIS/MIS support

[e] [f]

Location Timeline (2015-2016)

Program/Task Activity Input



Lan

gkat

Bin

jai

Med

an

T.T

ingg

i

Asa

han

Tjn

g. B

alai

Lab

uhan

batu

P. S

iant

ar

Sib

olga

Oct

ober

Nov

embe

r

Dec

embe

r

Janu

ary

Feb

ruar

y

W A T E R S U P P L Y ( W S )WS-6: Master Meter ProgramME & survey’s on improved hygiene

behavior, satisfaction WS services by

Monitoring, evaluation & survey water cost

services by replicated master-meter

LTTA, Event

WS-7: PDAM Long Term FinanceProject Preparation Support SPAM regional Mebidang (Medan,

Binjai & Deli Serdang)

LTTA, Event

S A N I T A T I O N ( S A N )

SAN-1: Increase access through individual systemAdvocacy for Policy Maker Encourage LG for septic tank development &

KEDOTENG in 2016

LTTA, Events

Community assistance at post

triggering / construction

Post construction support for individual

septictank beneficiaries (O&M)

LTTA, Event

Empower promotion team to also undertake

promotion of individual

LTTA, Events

Strengthening of sanitation enterpreuners and

budget advocacy to LGUs

LTTA, Events

Promotion of improved hygiene

behavior

ToT master trainers for sanitation promotion

and handing over to Province

Event

SAN-2: Increase access through communal systemTechnical Institution Support

establishment

Strenghtening capacity of KPP (ToT for

technical and non-technical)

LTTA Event

SAN-3: Increase access through off site sanitation (sewerage)Promotion campaigns Capacity building of established pokja

promosi by improving of marketing skills

PO, Events

Lesson Learned Compile the success strory of Tim Pokja

Sanitasi - Kota Medan in promoting house

Event

SAN-4: Improved Urban Sludge ManagementPilot project Pilot project for intial LLTT for limited

costumer (marketing, survey, database)

LTTA, Event



Sanitation marketing and Financial

access



Lan

gkat

Bin

jai

Med

an

T.T

ingg

i

Asa

han

Tjn

g. B

alai

Lab

uhan

batu

P. S

iant

ar

Sib

olga

Oct

ober

Nov

embe

r

Dec

embe

r

Janu

ary

Feb

ruar

y

S A N I T A T I O N ( S A N )TOT for build monitoring and mentoring

system

LTTA, Event

ToT in Province Government in developing

template of regulation, PKS-SPAL, sanitation

LTTA, Events

SAN-5: Support PEMDA / Pokja Sanitation/ AMPLReview job description as sludge operator ,

mentoring function

LTTA, Event

Strengthening of UPTDs / Dinas Kes, others

SKPD in monitoring and mentoring KSM /

LTTA, Event

Review of tariff / retribution for Perda - PAL

revision

LTTA, Events

Launching of UPTD-PAL operation LTTA, Event

C R O S S C U T T I N G ( C C )

CC-1: Water and Sanitation Local Policy RegulationAmendment existing / development

new policies / regulations

Training of wastewater management

regulation preparation

LTTA, Event

CC-2: Water and Sanitation APBD increaseMonitoring (annual) and sharing

lessons learned

Monitoring of budget comitment/allocation for

Watsan/UPTD improvement

LTTA, Event

CC-3: Citizen EngagementImplement agreed CFM systems with

local stakeholders

Monitoring and mentoring of CEM proper

functioning

LTTA, Event

CC-4: Gender MainstreamingMonitoring programs and lessons

learned

Monitoring and mentoring of Gender

mainstreaming implementation by LGUs

LTTA, Event

Develop IUWASH Best

practices/lessons learned

North Sumatera region project closure

workshop in Provincial level

LTTA, PO.



Technical (DED, IPLT, training, dll)

Institution strengthening (UPTD,

PDAM) (*)

P R O G R A M M A N A G E M E N T



WEST JAVA/ DKI JAKARTA/ BANTEN

Bogo

r

Bks

Kt.

Bks

Kb.

Krw

Pwk

Bdg

Kb.

DKI

Tgr

Kb.

Tang

sel

Srg

Kb.

Lbk

Kb.

10 11 12 1 2 3

[a] [b] [d]

PDAM Performance

Index Monitoring PDAM Performance Index MonitoringAssessment

Energy Efficiency Audit Monitoring LTTA Production capacity

optimalization Production capacity improvement Training

Tariff review/

reclassification Improve PDAM Financial (Survey reclassification tariff) LTTA, Event Billing & accounting

system Billing & Accounting System (Monitoring) LTTA, Event PDAM Business Planning PDAM Business Plan (review, facilitation and workshop) LTTA, Event Tariff review/

reclassification Tariff Reclasification Survey and Training

Customer Engagement Evaluation FKP performance Evaluation Media Relation Programs Media Relation Programs/Training Training

Implementation

Infiltration Pond Implementation of Sumur Resapan (training, launching & c Survey, Training Supervision Nagrak intake Construction PO, STTA Supervision Kalanganyar intake Construction

Training and hygiene

promotion Conduct training, promotion, marketing, survey and monit LTTA, survey , Event

Program/ Task InputActivity

[e] [f]

Timeline (2015-2016)Location

W A T E R S U P P L Y ( W S )

WS-1: Improved PDAM Operational Aspects

WS-2: Improved PDAM Financial Aspects

WS-3: Improved PDAM Customer Aspects

WS-4: Raw Water Management & Climate Change Adaptation

Climate Change

Adaptation Action Plan

WS-5: Micro Finance for Water Supply



Bog

or

Bks

Kt.

Bks

Kb.

Krw

Pw

k

Bdg

Kb.

DK

I

Tgr

Kb.

Tan

gsel

Srg

Kb.

Lbk

Kb.

10 11 12 1 2 3

Training and technical

support Training Mastermeter Subur Makmur Survey, Workshop, Event

Comparative study with Banks and monitoring SPAM Cibaj Event Monitoring SPAM Teluk Buyung, Cibaja LTTA. Monitoring

SOP Development Standard Operating Procedures (SOP) LTTA, Event S A N I T A T I O N (S A N)

SAN-1: Increase access through individual system (*)

Data Collection Data collection and monev HR 2 Training, event Refreshing training for triggering (for sanitarian/ KWS);

evaluation workshop, workshop business plan

Training, event

Sanitation marketing training, (advance) (KPP/ KSM/ BPR/

PKK), evaluation workshop and capacity building,

worskhop SOP and socialization etc

STTA, Training, Event

a Workshop integrasi stakeholder sanitasi (Pemda,

Workshop b Launching Tabungan Sanitasi KPP/BPR Training

c Construction training and hygiene promotion for mitra

konstruksi KPP/BPR

Training

d Hiring STTA for strengthening and superviise mitra

konstruksi

Training

e Construction training for TNI, Gebrak Pakumis, 1000

jamban

Training

Construction training (SNI) and hygiene promotion;

Training, Event SME development/ DIM Grant

Training Activities

Monitoring project

WS-6: Master Meter Program

WS-7: PDAM Long Term Finance

WS-8: PDAM Institutional Support






Bog

or

Bks

Kt.

Bks

Kb.

Krw

Pw

k

Bdg

Kb.

DK

I

Tgr

Kb.

Tan

gsel

Srg

Kb.

Lbk

Kb.

10 11 12 1 2 3

S A N I T A T I O N (S A N)

SAN-1: Increase access through individual system (*)

Facilitators Gathering

sanitarian gathering/ workshop (regional workshop

invited refresentative from all cities/ districts) - Sharing

Best PracticesEvent

Media Promotion

Media Promotion (material printing/ hygiene promotion

for the use and maintenance)

Event, PO/printing

ODF Declaration

Support to ODF celebration

Event

Training ActivitiesTOT Master Trainer

Training

Supervision training and construction for KSM

SABERMAS and TFL Event, Training Socialization and supervision for optimization of existing

sanimas system in 4 location (Cilendek Barat, Bojong

Kidul, Bubulak, Bojong Kerta) Event

Socialization and supervision for optimization of existing

sanimas system in 3 location (Teluk Pucung, Medan Satria

and Margahayu) Event

Capacity Building for

KSMWorkshop KSM and AKSANSI strengthening in O&M

Survey of Hygiene

Behavior

Hygiene Practices Survey (SAN 1, 2 and 3)STTA

Construction

SAN-2: Increase access through communal system





Bog

or

Bks

Kt.

Bks

Kb.

Krw

Pw

k

Bdg

Kb.

DK

I

Tgr

Kb.

Tan

gsel

Srg

Kb.

Lbk

Kb.

10 11 12 1 2 3


Promotion Campaigns untuk IPAL sAIIG Training, survey Promotion campaign IPAL soreang

Promotion, FGD Promotion campaign for IPAL Tegal Gundil

Promotion, FGD Promotion campaign, rehabilitation of sewer piping; DKI

Jakarta KARKUN Promotion, FGD

a. Promotion Campaign Promotion, FGD b. Rehabilitation of sewer piping Supervision c. As built drawing Supervision

Pra construction Pra construction WWTP fasilitation (Custommer survey

and promotion) FGD, survey

Promotion and advocacyLLTT (UPTD PAL with PDAM) 500 HH - Launching and

Event (IPLT capacity reviw Event

Institution strengthening

Follow up capacity building and institutional

strengthening for POKJA/ PKK for sustainable Kedoteng

services and LLTT

Event/ STTA SAN-5: Support PEMDA/ Pokja Sanitation/ AMPL

Support UPTD to develop SOTK, SOP Event Capacity building UPTD/Tim Mobile Event Socialisation on LLTT of 500 Sanisek Event Monev Performance UPTD Monitoring UPTD/Tim Mobile Road Map Development Event

Monitoring project

SAN-3: Increase access through off site sanitation (sewerage)

Promotion Campaign

SAN-4: Improved Urban Sludge Management

Capacity Building and

Training Support





Bog

or

Bks

Kt.

Bks

Kb.

Krw

Pw

k

Bdg

Kb.

DK

I

Tgr

Kb.

Tan

gsel

Srg

Kb.

Lbk

Kb.

10 11 12 1 2 3


CC-1: Water and Sanitation Local Policy RegulationAmendment existing/

development new

policies/ regulations

Increase PEMDA Policies / Development New

Policies (termasuk Instruksi Bupati ttg Penyedotan)Event

CC-2: Water and Sanitation APBD increaseImplementation

promotion to increase

budgets

Workshop advokasi SANBURGER (include

budgeting)Workshop

CC-3: Citizen EngagementMonitoring and sharing

lesson learnedMonitoring CEM Events

Implementation CEM

SystemCEM program implementation Events

CC-4: Gender Mainstreaming

Monitoring and sharing

lesson learned

workshop sharing for gender mainstreaming in

sanitation micro-credit program/ workshop

evauation for gender integration into credit

program

Event

CC-5: Mobilizing Corporate Social Responsibility (CSR) FundingMobilize CSR Funding Event

1. media advocacy and publication, event sanitarian of

the year Event 2. CSR engagement (workshop CSR mobilization to

support sanitation) Event 3. CSR sanitation program monitoring

Event

Implementation of CSR

Program





CENTRAL JAVA

Se

mar

ang

Kot

aSu

raka

rta

Sem

aran

g

Kud

us

Ken

dal

Rem

bang

Bat

ang

Sala

tiga

Kla

ten

Suko

harj

o

10 11 12 1 2 3

W A T E R S U P P L Y ( W S )WS-1: Improved PDAM Operational AspectsPDAM Performance Index

Monitoring

Data Collection for PDAM Performance Index

+ CWL

LTTA, CC

Audit energy efficiency Audit dan monitoring implementasi Efisiensi

Energi

Event, LTTA, CC,

STTA Non Revenue Water Reduction -

Conduct NRW Program

Workshop Reflikasi Program NRW Event, LTTA, CC

Production Capacity Improvement Water Quality Assesment/Monitoring Event, LTTA, CC,

STTA GIS/ MIS support Traning "Bridging System GIS to MIS" Event, LTTA, CC,

Nara Sumber WS-2: Improved PDAM Financial AspectsPDAM Bussiness Planning - Support

Development of Business Plan

Traning FinPro untuk kebutuhan revisi Bisnis

Plan

Event, LTTA, CC

PDAM Bussiness Planning - Support

Development of Business Plan

Socialization of Bussiness Plan PDAM Batang Event, LTTA, CC

Tariff review/ Reclassification -

Development new tariff calculation

and proposal

Monitoring Reklasifikasi Pelanggan Event, LTTA, CC


Development new tariff calculation

and proposal

Review/Tariff Adjusment Event, LTTA, CC

WS-3: Improved PDAM Customer AspectsPDAM Customer Aspect Pendampingan Pelaksanaan Program Kerja FKP

PDAM

Event, LTTA

Program / Task

Timeline (2015 - 2016)

Activity

Location

Input



Sem

aran

g K

ota

Sura

kart

a

Sem

aran

g

Kud

us

Ken

dal

Rem

bang

Bat

ang

Sala

tiga

Kla

ten

Suko

harj

o

10 11 12 1 2 3

W A T E R S U P P L Y ( W S )WS-4: Raw Water Management & Climate Change adaptionClimate change Vulnerability

Assessment - Raw Water

Assessment

Pendampingan Sosialisasi dan Implementasi

Perdes Tata Kelola Lingkungan dan Sumur

Resapan di wilayah Resapan Air Mata Air

Senjoyo , Bismo dan Mata Air Watulumbung

Event, LTTA,

PLCCC

Climate change Vulnerability


Assessment

Monitoring Dampak Pembangunan Sumur

Resapan terhadap Peningkatan Debit Mata air

Bismo dan Mata air Watulumbung

Event, LTTA,

PLCCC



Assessment

Traning Climate Change for Stake Holder ( 2

Event : Jateng Utara and Jateng Selatan)

Event, LTTA,

PLCCC

WS-5: Micro Finance for Water SupplyMicrofinance for Water Supply Monitoring program mikro kredit PDAM Event, LTTA, CC WS-6: Master Meter ProgramCommunity Mobilization Pendampingan Kelembagaan KSM Pengelola

Program Master Meter

Event, LTTA, CC

WS-7: PDAM Long Term FinanceFS preparation Pendampingan FS IPA Semanggi Event, LTTA, CC

WS-8: PDAM Institutional supportStrengthen PDAM internal

structures

Review SOTK/SOP Event, LTTA, CC

Activity

Location

InputProgram / Task

Timeline (2015 - 2016)



Sem

aran

g K

ota

Sura

kart

a

Sem

aran

g

Kud

us

Ken

dal

Rem

bang

Bat

ang

Sala

tiga

Kla

ten

Suko

harj

o

10 11 12 1 2 3

S A N I T A T I O N ( S A N )SAN-1: Increase access through individual system

Advocacy for policy makers Workshop diseminasi Jamban Sehat (35

Kota/Kab Jawa Tengah) champion Rembang &

Batang (tingkat propinsi)

Event LTTA, CC

Training Activities Training Perubahan Perilaku sanitasi bagi

penggerak sanitasi (Manual perubahan Perilaku

sanitasi)

Event LTTA, CC


triggering / Construction

Menggali potensi pendanaan melalui kredit mikro

(workshop)

Event LTTA, CC


triggering / Construction

Stakeholder workshop untuk keberlanjutan

(Kebijakan+Penganggaran)dan penanganan pasca

perubahan perilaku SAN 1+SAN 2

Event, LTTA, CC


Community Training Pelatihan Kemandirian Kelompok kepada KSM

(Tindak lanjut Program Hibah Septic Tank

Komunal IUWASH dan tindak lanjut program

hibah perubahan perilaku SANIMAS USRI)

Event, LTTA, STTA,

CC

Technical Institution Support

Establishment

Workshop Pembangunan Sanitasi (SAN 1,2,3)

untuk keberlanjutan dikaitkan dengan lembaga

pengelola (UPTD)

Event, LTTA, CC

Post construction Pendampingan Penyambungan SR pada Septic

tank komunal pasca Program Grant Perubahan

Perilaku

Event, LTTA, STTA,

CC

Activity

Location

InputProgram / Task

Timeline (2015 - 2016)



Sem

aran

g K

ota

Sura

kart

a

Sem

aran

g

Kud

us

Ken

dal

Rem

bang

Bat

ang

Sala

tiga

Kla

ten

Suko

harj

o

10 11 12 1 2 3

S A N I T A T I O N ( S A N )SAN-3: Increase access through off site sanitation (sewerage)

Promotion campaign Pendampingan Promosi Marketing/ sosialisasi

(Air Limbah)

Event, LTTA, CC

Promotion campaign Workshop sinkronisasi peran lembaga dalam

PAL-D

Event, LTTA, CC


Promotion campaign Sosialisasi SL2T2 Event, LTTA, CC,

STTA (Nat'l) Technical Horizontal learning Surakarta to PDAM Bandung Event, LTTA, CC,

STTA (Nat'l)

Technical Finalisasi SOP Event, LTTA, CC,

STTA (Nat'l) Technical Developing kelembagaan SL2T2 di PDAM

Surakarta

Event, LTTA, CC,

STTA (Nat'l) Technical Pelatihan teknis SL2T2 Event, LTTA, CC,

STTA (Nat'l) Technical Launching SL2T2 Event, LTTA, CC,

STTA (Nat'l) Technical Pendampingan kontruksi IPLT Event, LTTA, CC,

STTA (Nat'l) Technical Pendampingan operasional SL2T2 Event, LTTA, CC,

STTA (Nat'l)

Activity

Location

InputProgram / Task

Timeline (2015 - 2016)



Sem

aran

g K

ota

Su

raka

rta

Sem

aran

g

Ku

du

s

Ken

dal

Rem

ban

g

Bat

ang

Sal

atig

a

Kla

ten

Su

koh

arjo

10 11 12 1 2 3

S A N I T A T I O N ( S A N )SAN-5: Support PEMDA / Pokja Sanitation/ AMPL

Capacity building/ Training support

Pokja AMPL

Pembentukan UPTD pengelolaan air limbah Grant


Pokja AMPL

Pendampingan penyusunan road map UPTD air

limbah

Event, LTTA, CC


Pokja AMPL

Review dan penyusunan SOP UPTD air limbah Event, LTTA, CC


Pokja AMPL

Pelatihan teknis & non teknis UPTD air limbah

(termasuk pelatihan teknis sosialisasi)

Event, LTTA, CC


Pokja AMPL

Workshop sinergi/ kolaborasi pengelolaan air

limbah (refresh Road Map)

Event, LTTA, CC


Pokja AMPL

Launching UPTD PAL-D Event, LTTA, CC

Activity

Location

InputProgram / Task

Timeline (2015 - 2016)



Sem

aran

g K

ota

Sura

kart

a

Sem

aran

g

Kud

us

Ken

dal

Rem

bang

Bat

ang

Sala

tiga

Kla

ten

Suko

harj

o

10 11 12 1 2 3


CC-1: Water and Sanitation Local Policy Regulation

Adoption of local policies and/or

increased APBD

Advokasi Implementasi Regulasi Pengelolaan

Lumpur Tinja

Event, LTTA, CC


increased APBD

Sosialisasi Perwal UPTD TPA dan IPLT di tingkat

SKPD

Event, LTTA, CC


increased APBD

Advokasi Pengesahan Regulasi Mekanisme

Keterlibatan Warga

Event, LTTA, CC

CC-2: Water and Sanitation APBD increase

Implementation promotion to

increase budgets

Lokakarya Alokasi Anggaran Pengelolaan Air

Limbah untuk UPTD PAL-D

Event, LTTA, CC

Implementation promotion to

increase budgets

Lokakarya Provinsi Mendorong Pengelolaan Air

Limbah Melalui lembaga operator

Event, LTTA, CC

CC-3: Citizen Engagement

Implement CEM Pelatihan peningkatan kapasitas pengelola CEM

terhadap isu Watsan

Event, LTTA, CC

Monitoring CEM Lokakarya pembelajaran dan berbagi pengalaman

implementasi CEM

Event, LTTA, CC


Implementation of gender pilot

program

Advocacy Replikasi Gender maintreaming dalam

Program WASH

Event LTTA, CC

CC-5: Mobilizing Corporate Social Responsibility (CSR) Funding

Develop CSR program with

local/national partners

Advocacy peningkatan peran swasta/ CSR untuk

pembangunan sarana Watsan

Event, LTTA, CC

PRORAM MANAGEMENT (PM)

PM-3: Program Communication

Closing Workshop Workshop and Photo Exhibition

Activity

Location

InputProgram / Task

Timeline (2015 - 2016)



EAST JAVA

Su

rab

aya

Ko

ta

Sid

oar

jo K

ab

Gre

sik

Kab

Lam

on

gan

Kab

Mo

joke

rto

Kab

Mo

joke

rto

Ko

ta

Jom

ban

g K

ab

Pro

bo

lin

ggo

Kab

Pro

bli

ngg

o K

ota

Mal

ang

Kab

Mal

ang

Ko

ta

Bat

u K

ota

10 11 12 1 2 3

PDAM Performance Index

Monitoring

PDAM Performance Index Monitoring Workshop

GIS/ MIS support Monitoring Progres Kegiatan GIS Meeting Non Revenue Water Reduction -

Conduct NRW Program

Monitoring Progres Kegiatan NRW Meeting

Studi Banding MIS ke PDAM Kab.Bandung Cross Visit Assessment Kebutuhan MIS PDAM Assessment PO Individual GIS PO PO Individual NRW PO

STTA Nasional - assessment pengelolaan kualitas air

minum PDAM

STTA

Penyusunan SOP Teknik & Non Teknik Training

Capacity Building for PDAM staff on Financial Projection Training

Approval Business Plan PDAM Meeting

Non Revenue Water Reduction -

Conduct NRW Program

SOP Development

WS-2: Improved PDAM Financial AspectsPDAM Bussiness Planning -

Support Development of Business

Plan

W A T E R S U P P L Y ( W S )WS-1: Improved PDAM Operational Aspects

GIS/ MIS support

Program/ Task Activity Input




Sura

baya

Kot

a

Sido

arjo

Kab

Gre

sik

Kab

Lam

onga

n K

ab

Moj

oker

to K

ab

Moj

oker

to K

ota

Jom

bang

Kab

Pro

bolin

ggo

Kab

Pro

blin

ggo

Kot

a

Mal

ang

Kab

Mal

ang

Kot

a

Bat

u K

ota

10 11 12 1 2 3

Monitoring Billing & Accounting System PDAM Meeting

Approval Kepala Daerah untuk Tariff Adjustment Meeting

Pelatihan Forum Komunikasi Pelanggan (FKP) PDAM Training Capacity Building FKP Workshop

Capacity Building GPSA Konsultasi Publik & Pemekaran per desa Meeting Capacity Building Training Pelatihan Pemeliharaan Sumur Resapan Training Desiminasi Sumur Resapan (sharing YBUL) workshop Inauguration (support YBUL's event) workshop Scoping Study Clumprit Spring Kota Malang Study/STTA TOT for Climate Change Adaptation Activities Training

Technical Assistance Kegiatan pendampingan tanpa dana Meeting; FGD

Capacity Building Forum Komunikasi KSM- MM Training Capacity Building KSM Master Meter Workshop

CWL Workshop Fasilitasi persiapan tender PPP IPA Sembayat 1,000 Lpd Workshop

WS-6: Master Meter ProgramCapacity Building and Training

Support

WS-7: PDAM Long Term FinanceBidding Facilitation

WS-3: Improved PDAM Customer AspectsPDAM Customer Aspect

WS-4: Raw Water Management & Climate Change AdaptationClimate Change Adaptation

Activities

WS-5: Micro Finance for Water Supply


Development new tariff

calculation






Sura

baya

Kot

a

Sido

arjo

Kab

Gre

sik

Kab

Lam

onga

n K

ab

Moj

oker

to K

ab

Moj

oker

to K

ota

Jom

bang

Kab

Pro

bolin

ggo

Kab

Pro

blin

ggo

Kot

a

Mal

ang

Kab

Mal

ang

Kot

a

Bat

u K

ota

10 11 12 1 2 3

FGD on integrating stakeholders on implementing

individual septic tank program in city/districts

FGD

Hand Washing with Soap practices and Hygiene

promotion to students

Campaign

Workshop Lesson Learned for Individual Sanitation and

Microfinance Implementation in East Java

Workshop, exhibition,

campaign

Monitoring and Evaluation for Individual Sanitation

System Implementaion :

a. Pelatihan pembangunan septic tank upflow filter

b. On the job training pembangunan septic tank

FGD

Monitoring and Evaluation for Sanitation Marketing :

a. Advokasi ke lembaga keuangan

b. Pelatihan untuk promosi tingkat rumah tangga

FGD

Monitoring and Evaluation for Sanitation Marketing :

a. Capacity Building SME untuk pengembangan usaha

FGD

ToT Master Trainer Urban Promotion Sanitation East Java Training

Training Urban Promotion Sanitation Training

Workshop multistakeholders on sanitation communal

system

Workshop

Workshop share learning on sanitation communal system workshop, exibition

SAN-1: Increase access through individual system (*)Training Activities

Monitoring and sharing lesson

learned

Training Activities

SAN-2: Increase access through communal systemMonitoring and sharing lesson

learned






Sura

baya

Kot

a

Sido

arjo

Kab

Gre

sik

Kab

Lam

onga

n K

ab

Moj

oker

to K

ab

Moj

oker

to K

ota

Jom

bang

Kab

Pro

bolin

ggo

Kab

Pro

blin

ggo

Kot

a

Mal

ang

Kab

Mal

ang

Kot

a

Bat

u K

ota

10 11 12 1 2 3

Capacity Building and Training

Support

Capacity building to KPP/KSM Sanitation communal

System :

a. Penyusunan proposal dan pengenalan gender dalam

sanitasi

b. Penguatan kapasitas forum KPP

training, FGD, Workshop

Community Triggering Pemicuan dan Monitoring dan Evaluasi Pemicuan di

Lokasi sAIIG

workshop

Serial Pendampingan LLTT a. Formalitas Komitmen Walikota untuk Mendukung LLTT

b. Pembentukan Tim LLTT

c. Identifikasi Kebutuhan regulasi

d. Penysuuann Perwali Pelaksanaan LLTT oleh PDAM

e. Penyusunan RanPerda ALD

f. Penyusunan Kelembagaan di PDAM

g. Perhitungan Tarif

h. Asessment Kebutuahn Pemasaran

i. Penysunan Strategi Pemasaran

j. Pelatihan Strategi Pemasaran dan Promosi

k. Pendampingan pelaksanan Pemasaran

l. Pemetaan Pelanggan dan Pembagian wilayah

m. Workshop Persiapan Sensus Septik Tank

n. Pelatihan Enumerator

o. pelaksanaaan Sensus Septik Tank

p. Penyusunan Database Pelanggan

q. Penyusunan Billing Sysem

r. MIS

SAN-3: Increase access through off site sanitation (sewerage)

SAN-4: Improved Urban Sludge ManagementPre Assesment, project

preparation, stakeholder support,

technical and financing support,

promotion and advocacy,

monitoring and evaluation






Sura

baya

Kot

a

Sido

arjo

Kab

Gre

sik

Kab

Lam

onga

n K

ab

Moj

oker

to K

ab

Moj

oker

to K

ota

Jom

bang

Kab

Pro

bolin

ggo

Kab

Pro

blin

ggo

Kot

a

Mal

ang

Kab

Mal

ang

Kot

a

Bat

u K

ota

10 11 12 1 2 3

Melanjutkan penyelesaian penandatanganan Road Map

ALD

FGD, Meeting

Penyusunan RoadMap ALD Workshop Asistensi /pendampingan penyusunan RoadMap ALD

pasca pelatihan

Meeting, FGD

Serial Capacity Building UPTD Training Exit Strategy: Progress Report IUWASH s/d PY 5 di level

Provinsi --> serial desimenasi kepada Pokja Sanitasi

(regulasi dan kelembagaan)

workshop

Close Out Event: Penyusunan dokumentasi proses

pendampingan UPTD

meeting

Penyusunan Database System LLTT dan Monev (from

SAN 4)

training

C R O S S C U T T I N G ( C C )CC-1: Water and Sanitation Local Policy Regulation

Melanjutkan Pendampingan PERDA air limbah domestik FGD, Workshop, Meetin Melanjutkan pendampingan penyusunan PerBup ALD Meeting, FGD, Worksho Monitoring implementasi PerBup/PerWali Meeting, FGD

Advocacy kepada penentu kebijakan (bupati/walikota dan

kepala dinas terkait) untuk mendukungan program

pengelolaan ALD

Meeting, FGD

Amendment existing/

development new policies/

regulations

Lanjutan pendampingan penyusunan local Policy

Konservasi Air (pendampingan penyusunan perbup dan

Launching)

Meeting, FGD, Worksho


learned

Monitoring implementasi PerBup/PerWali konservasi Meeting

CC-2: Water and Sanitation APBD increaseImplementation promotion to

increase budgets

Fasilitasi tindak lanjut pengalokasian APBD untuk

WATSAN

meeting; FGD

SAN-5: Support PEMDA / Pokja Sanitation/ AMPLCompleting Sanitation Strategy

Development

Capacity Building and Training

Support


learned

Amendment existing/

development new policies/

l tiMonitoring and sharing lesson

learned






Sura

baya

Kot

a

Sido

arjo

Kab

Gre

sik

Kab

Lam

onga

n K

ab

Moj

oker

to K

ab

Moj

oker

to K

ota

Jom

bang

Kab

Pro

bolin

ggo

Kab

Pro

blin

ggo

Kot

a

Mal

ang

Kab

Mal

ang

Kot

a

Bat

u K

ota

10 11 12 1 2 3

C R O S S C U T T I N G ( C C )CC-3: Citizen Engagement

Lanjutan pendampingan penerapan CEM di 4 Kabupaten Pelatihan, FGD, Workah

Monitoring CEM di 4 Kabupaten (sosialisasi, advokasi;

kampanye; edukasi promosi)

Meeting, FGD

Pelatihan jurnalis online bagi Tim P3M; PDAM; PU;

UPTDBPMPKB dan Media Lokal

Melanjutkan penguatan Embrio Kelompok Pendengan

Radio WiKa FM untuk program WATSAN

Meeting, FGD

CC-4: Gender MainstreamingPendampingan Penyusunan ARG bidang Watsan Workshop Pendampingan Review ARG bidang Watsan Workshop Pendampingan Pembentukan Pokja PUG Workshop

Gender Awareness Training Gender Assessment II pada Pemanfaat Program Master

Training CC-5: Mobilizing Corporate Social Responsibility (CSR) FundingSupport/ strengthen local CSR

forum

Penguatan Forum CSR Training

Closing Workshop Project Close out Event-IUWASH-EJRO in Surabaya P R O G R A M M A N A G E M E N T


learned

Monitoring program

implementation and sharing

lesson learned





SOUTH SULAWESI/ EASTERN INDONESIA

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W A T E R S U P P L Y ( W S )WS-1: Improved PDAM Operational AspectsMonitoring of PDAM

Performance IndexMonitoring & sharing PDAM PI (workshop) LTTA, event

Energy Efficiency Audit and

Energy Efficiency Audit & monitoring EEA LTTA, Event

Non-Revenue Water (NRW)

reductionSupport PDAM NRW reduction program LTTA, Event Technical support to PDAM for program plan

development of water services to city slump areas

(universal access program), budget construction

supported by APBD/APBN

LTTA, Event

Evaluation & Optimalization of distribution pipes network LTTA, PO Evaluation & Optimalization of distribution pipes network

(workshop for handing over)LTTA, PO

Optimization of production

capacitySupport & monitoring WQM implementation LTTA, Event Support MIS PDAM development LTTA, Event Monitoring & evaluation the development of PDAM

spatial database (GIS) LTTA, Event

GIS Block discussion LTTA, Event WS-2: Improved PDAM Financial Aspects

PDAM Business Plans Penyusunan Business Plan - CP Event tariff adjustment and tariff

reclassificationReklasifikasi Pelanggan Event,LTTA, FGD

PDAM debt restructuring

programBilling and Accounting System PO


Location Timeline (2015 - 2016)

Distribution network

improvement

Support to GIS/MIS system

improvements



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W A T E R S U P P L Y ( W S )WS-3: Improved PDAM Customer Aspects

PDAM Customer Aspect Support & monitoring FKP program implementation event, LTTA, PDAM,

FKP WS-4: Raw Water Management & Climate Change adaption

Support & monitoring the VVAP program

implementation LTTA, Event

Road Show Bunga Rampai CCVA LTTA, Event

Limited study for geotechnic & water sources pond LTTA, PO

Support program implementation of result study LTTA, PO WS-5: Micro Finance for Water Supply

Micro Finance for Water

SupplyPromotion and implementation of micro credit event

WS-7: PDAM Long Term Finance

Project PreparationMonitoring + Advocacy implementation of LTF (Ambon

and Jayapura)Event, CC

Credit Worthiness Credit Worthiness PDAM (on going) Event, CC WS-8: PDAM Institutional support

New SOP PDAM development LTTA, PO

Support & Monitoring pelaksanaan SOP LTTA, PO





Assessment

Standard Operation Procedur



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S A N I T A T I O N ( S A N )SAN-1: Increase access through individual system

Advocacy for sanitation

policy maker

Advocacy and socialization to local governments

and partners on Micro Finance for Sanitation

program

Event - Workshop &

FGD

Capacity Building to Local Government & partners

for sustainability of Micro Finance program

(integrated)

Event - Training &

Workshop

Capacity Building to UKM (Cooperatives / SME's)

for sustainability, (included Sanitation Marketing

and Financial Access for sustainability of Micro

Finance program)

Event - Training &

Workshop

Monitoring program and sharing lesson learned

(integrated)Event - FGD

Urban sanitation Promotion of improved hygiene

behavior (National budget)Training


Monitoring & Evaluation

post constructionMonev pasca construction Event/Workshop

Capacity building/

Training support

Capacity building institutional support for establish

(KPP, UPTD-PAL, AKSANSI) Event/FGD

Field Visit

Field visit of Pokja AMPL and Satker Prov to

Districts/Cities with Good Lesson learnt in SSEI

areas.

Event/Workshop

Capacity building/

Training support

Capacity building to Sanitation Promotion Tim of -

IntegratedEvent/Training



Training Activities

supported the

development of individual

sanitation system



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S A N I T A T I O N ( S A N )SAN-3: Increase access through off site sanitation (sewerage)

Capacity Building and Monitoring the Prosinta &

Sanrima programEvent-FGD

Training the UPTD PAL and Sanitarian for

promotion teamEvent-FGD

Capacity building/

Training support

Capacity Building UPTD PAL to monitoring the

O&M IPAL KawasanEvent-FGD

Capacity building/

Training support

Workshop introduction, understanding about

ability to pay to LG-UPTD PAL (Integrated to

SAN-5.6 and CC-1)

Event-FGD



ProgramMonitoring & Evaluation the LLTT program Workshop, FGD

Capacity building/

Training support

FGD with UPTD PAL and Stakeholder to

replication the LLTT (reguler desludging) system

(up scaling; thus other city will replicate by

themselves)

Event - FGD and

Workshop

Capacity building/

Training support

Introduction and idenstification the swasta

deslaging collaboration with UPTD : to

preparation the strategic, lisences and monitoing

Event - FGD and

Workshop

Training the inventarition the costumers data and

GIS

Event - FGD and

Training Evaluation technical training for UPTD PAL to

management the IPLT

Event - FGD and

Training


Program

Monitoring & Evaluation the ability to pay (Billing system prepararation)

PO

Capacity building/ Training

Capacity building/

Training support





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S A N I T A T I O N ( S A N )SAN-5: Support PEMDA / Pokja Sanitation/ AMPL

Capacity building/

Training support Pokja

AMPL

Capacity Building the Pokja AMPL, Legislatif and

Executive to remainding the SANBURGER and

lesson learn (promotion team) the IUWASH

mechanisme also for the Province level

Event - Workshop /

Lokakarya

Review the UPTD PAL to Evaluation and Revision

the Road Map & SOP

Event - Workshop /

Lokakarya

Support UPTD PAL for advocacy the Legislative

and Eksecutive to setup the regulation (Perda /

Perwal / PerBud) about the SANBURGER

componens

Event - Workshop


CC-1: Water and Sanitation Local Policy RegulationDrafting regulations Raw Water Protection (start

PY5) Event Drafting regulations domestic waste water

management at 6 Kab./Kota (priority Ambon and

Jayapura City) Event

Monitoring policy implementation Watsan Event CC-3: Citizen Engagement

Monitoring the implementation of CEM regulation Event Workshop pembelajaran pelaksanaan CEM National Event



Capacity building/

support to PEMDA

Monitoring of CEM

Implementation

Development of local

policies



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National Workshop of PPRG-2 Monitoring PPRG

CC-5: Mobilizing Corporate Social Responsibility (CSR) Funding

Support / strengthen for local CSR forumEvent - Workshop &

FGD

Launching of CSR forum Event

CSR Monitoring Monitoring program and lesson learned Event - FGD



Support CSR Forum

Implementation and

monitoring of gender pilot

program



8.9 WS 2 PDAM FINANCIAL SUPPORT SUMMARY

USAID / IUWASH Water Supply Programs update: October 2015

Program WS 2: PDAM financial Aspect

Business Plan Tariff review North Sumatra 1 PDAM Kota Binjai 2 PDAM Kota Medan Final approval stage 3 PDAM Kota Tebing Tinggi Completed 4 PDAM Kota Pematang Siantar Completed Completed – Adjustment 5 PDAM Kota Tanjung Balai Completed Adjustment process ongoing 6 PDAM Kab. Langkat Final approval stage 7 PDAM Kota Sibolga- Final approval stage Completed – Adjustment 8 PDAM Kab Asahan in process Adjustment process ongoing 9 PDAM Kab Labuhan Batu discontinued

West Java , Banten & DKI 10 PDAM Kab. Karawang Completed discontinued 11 PDAM Kota Bogor Completed 12 PDAM Kota Bekasi Completed 13 PDAM Kab Bekasi Final approval stage 14 PDAM Kab Purwakarta Completed – Adjustment 15 PDAM Kab. Bandung 16 PDAM Kab. Serang Completed Completed – reclassification 17 PDAM Kab. Lebak Final approval stage Adjustment process ongoing 18 PDAM Kab.Tangerang/TangSel Final approval stage 19 PT Palyja / AETRA Central-Java 20 PDAM Kota Semarang Completed Adjustment process ongoing 21 PDAM Kota Surakarta Adjustment process ongoing 22 PDAM Kab. Kudus discontinued 23 PDAM Kab. Kendal Completed 24 PDAM Kab. Semarang Final approval stage 25 PDAM Kota Salatiga Final approval stage 26 PDAM Kab Rembang 27 PDAM Kab Sukoharjo Completed Completed – Adjustment 28 PDAM Kab Klaten discontinued Completed – Reclassification 29 PDAM Kab. Batang Final approval stage Completed – Adjustment East-Java 30 PDAM Kab. Sidoarjo Final approval stage 31 PDAM Kota Surabaya 32 PDAM Kab. Gresik in process Completed – Adjustment 33 PDAM Kab. Lamongan Completed Completed – Adjustment 34 PDAM Kota Probolinggo Completed 35 PDAM Kab Probolinggo Completed Completed – Adjustment 36 PDAM Kota Mojokerto Completed Adjustment process ongoing 37 PDAM Kab. Mojokerto Completed Completed – Adjustment 38 PDAM Kab Jombang Final approval stage Adjustment process ongoing 39 PDAM Kota Malang Final approval stage 40 PDAM Kab Malang 41 PDAM Kota Batu Completed South Sulawesi & Eastern Indonesia 42 PDAM Kota Makasar 43 PDAM Kab Takalar Completed – Debt Restructuring Completed Reclassification 44 PDAM Kab Maros Completed – Debt Restructuring Adjustment process ongoing 45 PDAM Kab Jeneponto Completed – Debt Restructuring Completed Reclassification 46 PDAM Kota Parepare Completed – Debt Restructuring Completed – Adjustment 47 PDAM Kab Enrekang Completed – Debt Restructuring Completed – Adjustment 48 PDAM Kab Pinrang Completed – Debt Restructuring discontinued 49 PDAM Kab Sidrap Completed – Debt Restructuring Completed –Adjustment 50 PDAM Kab Bantaeng Final approval stage Completed Reclassification 51 PDAM Kota Ambon 52 PDAM Kab./Kota Jayapura Final approval stage

Ongoing 16 8

Completed / discontinued 23 / 3 17 / 2

TOTAL 42 27



8.10 IUWASH CLIMATE CHANGE VULNERABILITY ASSESSMENT AND ADAPTATION PLANNING (CC VAAP) PROGRAM

As of (September 2015)

No. Provinces &

Districts/Cities Action Steps

Remarks 1 2 3 4 5 6 7 8 9

North Sumatra Region (3 locations)

1 Kota Pematangsiantar

Completed: 291 infiltration ponds (241 financed by CCFI and 50 by IUWASH); a decree on raw water protection has been signed by the City Mayor

2 Kota Medan raw water study (not complete

VAAP)

Completed: 473 infiltration ponds (financed by CCFI); PDAM is working to get additional raw water for its development (business plan)

3 Kota Sibolga Completed: as an adaptation measure, a decree on raw water protection has been signed by the City Mayor

West Java & Banten Region (3 locations)

4 Kab. Bandung Ongoing: intake modification work (so as to be more adaptive to flood)

5 Kab. Serang Ongoing: infiltration ponds program in Sukacai/Citaman

6 Kab. Lebak Ongoing: intake modification work (so as to be more adaptive to flood)

Central Java Region (3 locations; without Kudus) 7 Kab. Semarang Completed: 920 infiltration ponds in Kab. Semarang & Kota

Salatiga (financed by CCFI); village regulation on water protection has been developed in both locations 8 Kota Salatiga

9 Kab. Kudus Discontinued

10 Kab. Batang

Completed: 160 infiltration ponds (by IUWASH); land rehabilitation where 7,500 tree seedlings were planted in spring's catchment area (by local CSR funding)

East Java Region (6 locations)

11 Kab. Mojokerto Completed: 800 infiltration ponds (financed by CCFI); local regulation on water resources protection has been signed by Head of District

12 Kota Probolinggo Ongoing: local regulation development

13 Kab. Probolinggo Completed: 50 infiltration ponds (by IUWASH); development of local regulation on water resources protection is ongoing

14 Kota Malang Ongoing: study on Clumprit spring protection

15 Kab. Malang

Ongoing to complet the total 800 infiltration ponds (financed by CCFI); local regulation on water resources protection has been signed by Head of District

16 Kota Batu Completed: 30 infiltration ponds (by IUWASH); development of local regulation on water resources protection is ongoing

South Sulawesi & Eastern Indonesia Region (6 locations)

17 Kota Parepare Ongoing: study on intake improvement; development of local regulation on water resources protection is ongoing as well

18 Kab. Pinrang Ongoing: study on intake improvement; development of local regulation on water resources protection is ongoing as well

19 Kab. Enrekang

Ongoing: support of water retention ponds program; development of local regulation on water resources protection is ongoing as well

20 Kab. Sidrap Ongoing: study on WTP improvement; development of local regulation on water resources protection is ongoing as well

21 Kab. Bantaeng Ongoing construction of 10 infiltration ponds 22 Kab. Jeneponto Ongoing: study on alternative raw water source

Action Steps of CC VAAP Program 1 Initial Site Assessment 2 CCVA Baseline Study 3 ARM Analysis 4 Workshop with PDAM and LG 5 Synthesize Workshop Results and Prepare VAAP Draft Report 6 Decision Makers Workshop 7 Finalize CC VAAP Report 8 Integration of Results into PDAM Business Plan 9 Support Implementation of Adaptation Measures



8.11 WS 7 CAPITAL EXPENDITURES PROGRAM

PDAM Project Description Progress through PY 5

Kota Tebing Tinggi North Sumatra

- 200 lps regionalization project (Tebing Tinggi and Serdang Bedagai) for 15,000 connections

- Anticipated financing: APBN (for regionalization)

In process - Previously PPP, now funed by APBN; A new approach to GOI needed to be formed to access regionalization funds provided by APBN.

Kota Tanjung Balai, North Sumatra

- 100 lps WTP in Kel Sirantau (7,000 connections) - Funding to be leveraged from APBD.

Final - Construction works were completed in last quarter and expanded service is underway.

Kabupaten Labuhan Batu, North Sumatera

- 40 lps WTP in Rantau Utara and 50 lps of Bilah Barat. Total 6,300 connections to be served

- Funding to be leveraged from APBD and APBN.

Final - Commenced technical assistance in early PY 5 to all three projects by: reviewing the master plan (RISPAM), advocating local government and central government to provide financing, and facilitating a detailed engineering design (DED). By end of PY 5 construction is complete for all systems with water flowing into the network. Land acquisition funded through APBD and construction of assets through APBN.

Kota Tanjung Balai, North Sumatera

- 50 lps of WTP 5. Total 3,500 connections located in area of sub-district of Pasar Baru.


Kota Tebing Tinggi, North Sumatera

- 50 lps of Kutilang in area of existing plant. Total 3,500 connections (40% of pro-poor).


Kota Medan & Kota Binjai North Sumatera

- MEBIDANG – 2,000 lps of bulk water supply for 3 municipalities (Kota Medan, Kota Binjai dan Deli Serdang – regionalization of water supply.

In process - IUWASH supported FS, DED and agreements among municipalities (KSB & PKS). Draft of FS has been developed by IUWASH and DED will be developed in next quarter.

Kota Bekasi West Java

- Bekasi Barat – Teluk Buyung: 200 lps production and distribution with 15.000 connections.

- Anticipated financing: B2B

Final - funding shifted from B2B to APBD. PEMDA issued approval for Rp 19 Billion for treatment plant in 2015 budget. Tender process scheduled for completion in October 2015.

- Pondok Gede Project: 300 lps treatment plant and network with 20,000 connections

- Anticipated financing: PPP(KPS)

In process - PDAM working with Bappenas to revise the FS and DED completed by IUWASH due to change of target market location.

Kab. Serang Banten

- Greenfield water supply project for Ciruas/Cibaja of 80 lps with 24.000 connections.

- Anticipated financing: Commercial bank and APBN

In process - Five banks attended project presentation and selected BJB as potential financier. Total project loan is 8.7M, with an additional 58M anticipated from APBD/APBN.

- New Water Treatment Plant Project of 200 lps. - Project: B2B financing under partnership with

STCK.

Final - IUWASH prepared financial analysis for negotiation which was agreed by both parties in April 2014. The project under construction.

Kota Bogor, West Java

- New WTP, Katulampa Project of 300 lps. - Anticipated financing: Commercial loan and

APBD/APBN.

In process –PDAM bond no longer viable. PDAM will seek Rp. 92M from a commercial loan with the balance (Rp. 70M) from APBN and APBD.

Kota Surakarta Central Java

- 300 lps bulk water supply project improving service for 24.000 connections (6,400 new)

- Anticipated financing: Commercial loan.

In process – Fund for project is funded by APBN year 2016 for the total of Rp. 32M for building treatment plant and reservoir.

Kab. Gresik East Java

- 250 lps water supply project (new treatment plant and uprating existing plant).

- financing: B2B partnership with Drupadi Inc.

Final - Construction of the both the new treatment plant and uprating of the existing plant completed. Facilities have commenced operation.

- 1,000 lps of Sembayat Project with gradual development (another 1,000 will be for industry).

- Anticipated financing: B2B

In process - FS and tender documentation complete; bidding process must wait until new regulation on B2B contracts is issued by GOI.

Ambon East Indonesia

- Waytona - 35 lps spring and treatment plant serving approximately 6,000 households.

- Anticipated financing: APBN and APBD

Final - Construction of WTP and distribution network completed. Official take-over of the plant from GOI to PEMDA soon.

- Wayheru spring - Rehabilitation 20 lps spring and distribution line serving 2,000 households

- Anticipated financing: APBN and APBD

Final - Rehabilitation and main distribution network funded by APBN is completed including tertiary piping to connect to customer.

Jayapura, East Indonesia

- 30 lps treatment facility serving 2,500 households - Anticipated financing: APBN 2015

In process - IUWASH supported DED for WTP, reservoir, and network. Project funded through APBN. cost of land is still under negotiation,



8.12 WS 7 CREDIT WORTHINESS LADDER

Credit Worthiness Ladder Trend as of Year 2014

No KOTA / KAB 11 12 13 14 Trend RATING DESCRIPTION

1 Kota T. Tinggi B- B B B Stable Rating during period is stable, improvement in nominal rating is due to improvement in staff training program.

2 Kab. Langkat D+ D+ C- B- Increase Slightly increase due to tariff adjustment implementation. PDAM is in low level position generally due to long-term loan aspect.

3 Kota P. Siantar C C+ B- B- Increase Relatively stable during period of evaluation, some arrears of loan has been settled.

4 Kab. Asahan D+ C- C- C- Stable Low rate is due to long-term loan that not resolved. Improvement is relatively small in some parameters during period.

5 Kota Tanjung Balai C C+ B- C+ Increase Low rate is due to long-term loan that not resolved. Improvement is relatively small in some parameters during period.

6 Kota Sibolga B- B- B B+ Increase Relatively stable during period of evaluation with good position of rating. PDAM has no arrears of long-term debt recorded in their book.

7 Kota Binjai D+ D+ C C Increase Low rate is due to long-term loan that not resolved. Improvement is relatively small for aspect of PDAM director selection.

8 Kota Medan B B+ B+ B Stable Relatively stable during period of evaluation with good position of rating. PDAM has no arrears of long-term debt recorded in their book.

9 Kab. Bandung B+ B+ A- A- Increase

Rating for last 4 years indicates increase as most financial aspects shows outstanding; net profit still positive and current ratio is in good position. Some areas still need to improve including tariff profile; water losses; improve SOP; recruitment system for director's position more open allowing external person to participate.

10 Kab. Karawang B- B B B Increase

Rating indicates increase which shows improvement in some indicators. Current debt to central government has been restructured and deserve for obtaining non-principal write-off. Principle item has been completely settled to central government. However PDAM needs to improve customer service. Raw water issues has become crucial issues that needs to resolve.

11 Kota Bogor A- A A A Stable

Generally PDAM Kota Bogor has shown its outstanding rating for period of last four years. No arrears of its current debt and tariff level that operating costs have driven PDAM into outstanding rating. Some areas include water losses need to be focused; also applying regular tariff adjustment to avoid negative trend in the long-run is recommended.

12 Kab. Bekasi B+ B+ B+ B+ Stable

Rating has shown stable in last 4 years of evaluation with low rate. Current debt to central government has burden financial condition. Improvement is required to include collection days and local government approach to obtain tariff adjustment. Business plan as important tool for short-term development has to be prepared; also improvement of PDAM staff is needed through increasing of training budget.

13 Kab. Purwakarta B- B- B- B- Stable

Rating is still low in investment grade for last 4 years but shows stable. Debts to central government and non-full cost recovery have burden PDAM financial condition. Also low collection day and improvement of administration system through applying better standard operating procedure are required. Additionally PDAM has to do more coordination with stakeholders in relation to maintain raw water quality.

14 Kab. Batang B+ B+ A- A- Increase

Rating increased for last 4 years. No debt to GOI and full cost recovery has brought PDAM in better shape of financial condition. However, in the long run PDAM needs to apply a regular tariff increase to maintain the positive condition. Administration system with SOP needs to be improved.

15 Kab. Rembang C+ C+ B- B- Increase

Rating has slightly increased as some parameters indicate increased. Low rating has been caused by its existing debt to central government. Other areas need for improvement are PDAM staff and tariff level also business plan as a basis for annual plan needs to be implemented.

16 Kab. Salatiga A A A A Stable High rating has been achieved as no debt to GOI. However in the long run PDAM has to apply regular increase for tariff also raw water issue need to be handled seriously to resolve scarce of raw water in the long run.

17 Kota Surakarta C+ C+ B- B Increase

Debt to GOI has burden financial condition of PDAM. Some areas during last 4 years shown increased like status of long term debt and tariff reclassification and adjustment. Some areas still need to improve such decreasing water losses, aged receivable to be more efficiency and raw water quantity and quality need for coordination with local stakeholders.

18 Kab. Klaten A- A- A A Increase

Financial performance is moderate and improvement in technical aspects during last three years has brought rating increase. Areas for improvement including tariff, coordination for better raw water and collection efficiency. Support from PEMDA is needed in increasing PDAM service coverage.



No KOTA / KAB 11 12 13 14 Trend RATING DESCRIPTION

19 Kab. Sukoharjo B B+ B+ A- Increase Increasing in rating during last 3 years caused by improvement in financial aspect as PDAM has no loan. For long run PDAM needs to focus on tariff adjustment, improve customer handling and resolve raw water issue.

20 Kota Malang A- A A A Increase All indicators have been in maximal position except revenue trend that shows decrease. For long run PDAM needs to begin improving tariff level, customer service as well and raw water issue needs for improvement.

21 Kab. Malang B+ B+ A- A- Increase

Improvement has been driven by its restructuring of long term loan, without any arrears. Other aspects have also shown good position. Some arrears need for improvement including tariff profile that aim to resolve its cash reserve condition.

22 Kota Probolinggo A- A- A A Increase

PDAM has successfully maintained its most indicators in high position. In long run PDAM needs to improve its tariff profile to avoid decrease of revenue. Other indicators that are in low position such as raw water needs to be improved through more coordination with stakeholders.

23 Kab. Probolinggo C C+ C+ C+ Stable Long term arrear has brought its rate in low level. Relatively stable of indicators during period. Tariff adjustment has to be focused to increase the level to improve its cash reserve and net income.

24 Kota Mojokerto C C+ C+ B Increase Rating has increased during period which caused by tariff adjustment within period. Non-technical aspects need for improvement including raw water aspect and PDAM staff skill.

25 Kab. Sidoarjo A- B+ A- A- Stable

Rating has slightly increased within period by tariff adjustment, which brought better condition of FCR level, cash reserve and net income.• Some areas need for improvement includes raw water and customer service.

26 Kota Surabaya A A A A Stable In general all indicators have been in outstanding position. However trend of revenue has shown decrease and needs improvement. Support from PEMDA is needed especially financial

27 Kab. Gresik C+ B- B- B+ Increase Debt restructuring of long term-debt and tariff adjustment implementation have brought PDAM in better position during period. Support from PEMDA in financial aspect and raw water management is needed.

28 Kab. Enrekang C+ C+ B- B- Increase Tariff adjustment in 2014 has brought financial condition in better position. PDAM needs to follow up the process of debt restructuring with Ministry of Finance and improve raw water management system.

29 Kab. Takalar B B+ B+ B+ Increase

Rating slightly increased during period as PDAM improved its raw water management. Also recruitment of PDAM director has been conducted properly comply with regulation. Some need to improve include tariff profile and raw water management.

30 Jayapura C C B- B- Increase

Long-term debt has caused to low rating during period. However some improvements has brought its rating increase slightly. Support from local government and improvement of human resources management have brought PDAM in better position. Some areas are needed for improvement include water losses, collection efficiency and tariff profile.

31 Kab. Sidrap C- C- C- C+ Increase

Long-term debt has caused to low rating during period. Improvement Support from local government and of implementation of SOP have brought PDAM in better position. Some need to improve include tariff profile, follow up of debt restructuring proposal and development of SOP.

32 Kab. Maros C- C C+ C+ Increase Long-term debt has caused to low rating during period. Improvement of human resourses and management have brought into better position. Areas neede to improve include water availability and water losses.



8.13 UPTD PROGRESS MATRIX

Progress of IUWASH Support for UPTD Establishment (Please see next page for explanations of the applied “codes” of progress)

City Roadmap

Regulation Status UPTD Budget 2015

Capacity Building IPLT Type Date LG Operator

(1) (2) (3) (4) (5) A. Existing UPTDs prior to IUWASH (IUWASH support: regulation, budgeting, cap. build.) – 12 UPTDs 1 Kota Bekasi (West Java) 1C PerWal 2008 3H 4A-O 4D 5C 2 Kab. Bekasi (West Java) 1A PerBub Des’13 3H 4A-P 4G 5A 3 Kota Bogor (West Java) Perda 2014 3I - 4G-O 5C 4 Kab. Tangerang (Banten) 1E PerBup Oct’13 3H 4A-P 4G 5C 5 Kab. Sukorharjo (C. Java) 1E PerBup 2008/Dec’13 3H 4A-P - 5A 6 Kota Semarang (C. Java) - PerWal 2008 3H - 4D 5C 7 Kota Salatiga (Central Java) - - - - - - 5C 8 Kota Probolinggo (East Java) 1A PerWal Jan’14 3E 4A-P 4D 5C 9 Kab. Jombang (East Java) 1A PerBub Mar’14 3B 4A-P 4D 5B 10 Kab. Probolinggo (East Java) - - - 3H 4A-P - 5A 11 Kota Malang (East Java) 1A PerWal - 3H 4A-O 4D 5C 12 Kota Makasar (SSEI) IC PerWal 2011 3I - 4G-O 5C Total Existing 8 10 11 8 9 12

B. Newly Established UPTDs through IUWASH intervention – 19 UPTDs 21 Kota T Balai (N. Sumatera) 1E PerBup Oct’14 3H 4A-P - 5B 22 Kota T Tinggi (N. Sumatera) 1E PerWal 2014 3H 4A-P - 5A 23 Kota Binjai (N. Sumatera) 1E Perwal 2014 3E 4A-P - 5B 24 Kota Sibolga (N. Sumatera) Perwal 2015 - - - 5B 25 Kab. Asahan (N. Sumatera) 1E Perwal 2014 3E 4A-P - 5B 26 Kab. Serang (Banten) 1B PerBup Oct’13 3H 4A-P 4G 5A 27 Kab. Rembang (Central Java) 1A PerBub Oct’13 3H - - 5B 28 Kab. Batang (Central Java) 1E PerBub Mar’14 3H 4A-P - 5B 29 Kab. Sidoarjo (East Java) 1E PerBup 2008/Dec’13 3D 4A-P 4D 5E 30 Kota Batu (East Java) 1A PerWal Febr’14 3B 4A-P - 5B 31 Kab. Gresik (East Java) 1E PerBup 2008/Dec’13 3C 4A-P - 5E 32 Kota Mojokerto (East Java) - PerBub Nov’13 3H - - 5A 33 Kab. Lamongan - Perbub 2015 - - - - 34 Kota Ambon (SSEI) 1E PerWal May’14 3H 4A-P 4G 5B 35 Kota Jayapura (SSEI) 1E Perwal May’14 3H 4A-P 4G 5E 36 Kab. Maros (SSEI) 1E PerBup Mar’14 3H 4A-P 4G 5B 37 Kota Parepare (SSEI) 1E PerWal May’14 3H 4A-P 4G 5B 38 Kab. Pinrang (SSEI) 1E PerBup Jan’14 3H 4A-P 4G 5B 39 Kab. Bantaeng (SSEI) 1A PerBup Apr’14 3H 4A-P - 5C Total Newly Established 16 19 17 15 7 18

C. On Going UPTD Establishment (from local government Advocacy up to Operations) – 8 UPTDs 13 Kota Tangsel (Banten) - - - - - - 5B 14 Kab. Lebak (Banten) - - - - - - 5A 15 Kab. Bandung (West Java) - SK Dinas 2015 - - - 5B 16 Kab. Kudus (Central Java) - - - - - - 5C 17 Kab. Semarang (Centr. Java) - - - - - - 5A 18 Kab. Kendal (Central Java) - - - - - - 5A 19 Kab. Malang (East Java) - - - - 4A-P - 5B 20 Kab. Mojokerto (East Java) 1A PerBup 2008/Jan’14 3B 4A-P - 5D Total Ongoing 1 2 1 2 - 8 TOTAL OVERALL:

12 exist., 19 new, 8 on-going 25 21 29 25 16 38



Note:

Status Road Map UPTD Status UPTD Budget 2015 CB for LG & Operator Status IPLT

1.A Workshop Roadmap Finalized

3.A Joint SKPD agreement of Roadmap integration into RENSTRA

3.F Lobbying with Legislative Infrastructure Commission

4.A Formulation of enabling environment (LG) - (P/O/C)

5.A None

1.B Workshop Note prepared

3.B Development of RENSTRA

3.G Workshop advocacy with Legislative for development of WWM sector

4.B Agreement on role and function of operator

5.B Not functional

1.C Roadmap report established

3.C Approval of individualSKPD RENSTRAs

3.H Draft budget (RAPBD) acknowledged in annual budget (APBD)

4.C Job Descriptions prepared

5.C Partly functional

1.D Internalization of Program

3.D Integration of SKPD RENSTRAs into RPIJM

3.I WWM budget is anchored in local regulation (PERDA APBD)

4.D Staff recruitment - Structural - completed

5.D Fully functional

1.E Joint Agreement SKPD endorsed by Walikota/Bupati

3.E WWM program acknowledged in RAPBD - dialog with local budget team (TAPD)

4.E Staff recruitment Functional - completed

5.E Newly built

4.F Standard Operation Procedures (SOP) prepared

4.G Staff Training (Operator) - (P/O/C)

Progress Summary of UPTD Developments (excl. 4 PDAMs) 31 Oct 2015


1. Existing UPTDs prior to IUWASH intervention (revise regulation, budgeting, inst. strengthening) - 4 3 4 1 12

2. Newly established UPTDs through IUWASH intervention 5 1 2 5 6 19

3. On-going UPTD establishment (from LG advocacy up to draft regulation) - 3 3 2 - 8

Total UPTDs 5 8 8 11 7 39 4. Regulation promulgated (new or revised) 5 5 6 9 7 32 5. UPTD Budget Process for 2015 /16 4 5 4 9 7 29 6. UPTD Roadmap Workshops implemented 4 5 2 7 6 24 7. Approved UPTD Roadmaps 4 1 1 - 7 13 8. Ongoing capacity building for UPTDs - - - 5 - 5 9. Finalized capacity building for UPTDs - - - - 1 1



8.14 CC 1 WATSAN POLICY DEVELOPMENT SUMMARY

ACTIVITIES SUPPORTED POLICY DEVELOPMENT IN WATER SUPPLY AND SANITATION SECTOR CONDUCTED IN PY 6

LG Policy Subject Type and Plan

1 Kota Tanjung Balai Business Plan SK - Completed

LG Equity Transfer to PDAM SK- Completed

Domestic Wastewater Management Mayor Regulation (Perwal) – Completed

Establishment of a Wastewater Management Unit (UPTD)

Mayor Regulation (Perwal) – Completed

Establishment of Citizen Engagement Mechanism (CEM) Mayor Regulation - Completed

2 Kota Tebing Tinggi Establishment of Citizen Engagement Mechanism (CEM) Change from Mayor Regulation to SK Kepala Bappeda – Completed

Business Plan SKWalikota - Completed

Domestic Wastewater Management Mayor Regulation – Completed


Mayor Regulation - Completed

3 Kota Pematang Siantar

Raw Water Protection Mayor Regulation – Completed

Tariff Adjustment SK Bupati – Completed

4 Kab. Langkat Business Plan SK- Finalize draft Business Plan

Establishment of Citizen Engagement Mechanism (CEM) Head District Regulation (Perbup) – Completed

5 Kab. Labuhan Batu Establishment of Citizen Engagement Mechanism (CEM) Head District Regulation – Completed

Organization of LG Information and Documentation Management Officer (PPID)

Head District Regulation – Completed

6 Kota Medan Urban Sludge Management Mayor Regulation – Completed

Domestic Wastewater Management Local Regulation – Finalize draft Academic Paper and Ranperda

7 Kota Sibolga Raw Water Protection Mayor Regulation – Completed

Establishment of UPTD PAL Domestik Mayor Regulation – Completed

Domestic Wastewater Management Mayor Regulation - Completed

8 Kab. Asahan Domestic Wastewater Management Cancelled – plan to change into Local regulation (Perda)



9 Kota Binjai Domestic Wastewater Management Mayor Regulation – Completed


Mayor Regulation – Completed

Establishment of Citizen Engagement Mechanism (CEM) change to Organization of LG Information and Documentation Management Officer (PPID)

Mayor Regulation change to Mayor Decree (SK) – Completed

10 Kab. Karawang PDAM Tariff Adjustment SK – Facilitate team to conduct problem analysis supported policy development

Master Plan of Drinking Water Management System (RISPAM)


11 Kota Bogor Perda on Organisasi Pemerintah Daerah (mentioning UPTD PAL Domestik)

PERDA – Completed

Organizational Structure PDAM SK – On approval and signing by Mayor

Establishment of PDAM PERDA – Completed

PDAM Management PERDA – Completed

LG Equity Transfer to PDAM PERDA – Completed

12 Kota Bekasi Establishment of Wastewater Management Unit (UPTD) Mayor Regulation – Completed




Community Based Sanitation Mayor Regulation – Completed

Minimum Service Standard of PDAM Tirta Patriot Mayor Regulation – Completed

13 Kab. Bekasi Establishment of Wastewater Management Unit (UPTD) Head District Regulation – Completed

14 Kab. Purwakarta PDAM Tariff Adjustment PDAM SK Bupati – Completed

15 Kab. Bandung Establishment of Wastewater Management Unit (UPTD) Head District Regulation – Further FGD with LG

Domestic Wastewater Management Cancelled - Deleted



Community Based of Total Sanitation Head District Regulation – Completed

16 Kab. Serang Regionalization of Water Supply Head District Regulation – Postponed pending internal consensus on most effective policy path

Raw Water Protection Head District Regulation – Draft regulation has been discussed by stakeholder

Establishment of Wastewater Management Unit (UPTD) Head District Regulation – Completed

17 Kab. Lebak Tariff Adjustment PDAM Head District Regulation – Completed

Establishment of Wastewater Management Unit (UPTD) Head District Regulation – Waiting for signing Bupati

18 Kab. Tangerang Establishment of Wastewater Management Unit (UPTD) Head District Regulation – Completed

19 Kota Tangerang Selatan

Regionalization of Raw Water Supplies Mayor Regulation – Cancelled

Establishment of Wastewater Management Unit (UPTD) Mayor Regulation – Cancelled

20 Kota Semarang Actions Plan of LG for Water Supply and Environmental Management

Mayor Regulation - Completed

Community Based of Water and Sanitation Management Mayor Regulation - Completed

Establishment of Wastewater Management Unit (UPTD) Mayor Regulation – Cancelled

Establishment of Citizen Engagement Mechanism (CEM) Mayor Regulation – Completed

21 Kota Surakarta Sludge Management Mayor Regulation – Completed

Wastewater Tariff and Customer Classification Mayor Regulation– Completed

Slum Area Location and City Sanitation Development SK – Completed

Regular Desludging System changed to Desludging Tariff Mayor Regulation – Completed

22 Kab. Kudus Establishment of Wastewater Management Unit (UPTD) Head District Regulation - Further discussion with LG

Regulation of P5M Head District Regulation – Cancelled/ Deleted

Establishment of Citizen Engagement Mechanism (CEM) Head District Regulation - On approval and signing by Head of District

23 Kab Kendal Water Supply and Environmental Health Action Plan Head District Regulation – Completed

LG Equity Transfer to PDAM PERDA – Completed

Establishment of Wastewater Management Unit (UPTD) Head District Regulation – Cancelled

24 Kab Semarang LG Equity Transfer to PDAM PERDA – Completed

Raw Water Protection Head District Regulation change to Peraturan Desa – preparation of draft Perdes

25 Kota Salatiga Establishment of Wastewater Management Unit (UPTD) Head District Regulation – Completed

Raw Water Protection Head District Regulation changed to Peraturan Desa – preparation of draft Perdes

26 Kab. Rembang Establishment of Wastewater Management Unit (UPTD) Head District Regulation – Completed

LG Equity Transfer to PDAM PERDA - Completed

27 Kab. Sukoharjo Establishment of Wastewater Management Unit (UPTD) Head District Regulation – Completed

Establishment of Citizen Engagement Mechanism (CEM) SK Bupati – Completed

28 Kab. Klaten PDAM customer reclassification Head District Regulation – Completed

Establishment of Citizen Engagement Mechanism (CEM) Head District Regulation – Completed




29

Kab. Batang Establishment of Wastewater Management Unit (UPTD) Head District Regulation – Completed

Description and Responsibility of Wastewater Management Unit (UPTD)


PDAM Organizational Structure Head District Regulation – Completed

30 Kab. Sidoarjo Establishment of Citizen Engagement Mechanism (CEM) Head District Regulation – Completed


31 Kab. Gresik Establishment of Wastewater Management Unit (UPTD) Head District Regulation – Completed

PDAM Tariff Adjustment SK – Completed

Establishment of Citizen Engagement Mechanism (CEM) SK Kepala Dinas PU – Completed

32 Kab. Lamongan Establishment of Wastewater Management Unit (UPTD) Head District Regulation – Completed


Head District Regulation - Still on initial discussion and need further discussion with LG

33 Kota Probolinggo Establishment of Wastewater Management Unit (UPTD) Mayor Regulation – Completed

Raw Water Protection Mayor Regulation – Prepare draft regulation

34 Kab. Probolinggo Establishment of Wastewater Management Unit (UPTD) Head District Regulation – Completed


Raw Water Protection PERDA - Head District Regulation – Prepare draft regulation

35 Kab. Mojokerto Raw Water Protection Head District Regulation – Completed


Description and Responsibility of Public Works and Landscaping Dept.



36 Kota Mojokerto Establishment of Wastewater Management Unit (UPTD) Mayor Regulation – Draft policy preparation

PDAM Business Plan Mayor Regulation – Completed

Community Based Sanitation Mayor Regulation – Completed

37 Kab. Jombang Establishment of Wastewater Management Unit (UPTD) Head District Regulation – Completed

Raw Water Protection Head District Regulation - Cancelled

38 Kota Malang Master Plan of Drinking Water Management System (RISPAM)


Raw Water Protection Mayor Regulation – Discussion LG already developed and initial study on CCVA is on going

39 Kab. Malang Establishment of Wastewater Management Unit (UPTD) Head District Regulation - Still on initial discussion and need further discussion with LG

Raw Water Protection Head District Regulation – Preliminary Discussion on draft regulation

40 Kota Batu Raw Water Protection Mayor Regulation – Final draft regulation to be discussed with stakeholder

Establishment of Wastewater Management Unit (UPTD) Mayor Regulation - Completed

41 Kota Makassar Wastewater Management PERDA – In the legislative discussion process

Wastewater Management Mayor Regulation – Completed

Wastewater Tariff and Retribution Mayor Regulation – Completed

42 Kab. Takalar SOP of Citizen Engagement Mechanism (CEM) Head District Regulation - Completed

43 Kab. Maros LG Equity Transfer to PDAM Head District Regulation - Completed

Establishment of Wastewater Management Unit (UPTD) Head District Regulation - Completed

44 Kab. Jeneponto SOP of Citizen Engagement Mechanism (CEM) Head District Regulation - Completed

Raw Water Protection Head District Regulation - Still on initial discussion and CCVA study is still on going

45 Kab. Bantaeng SOP of Citizen Engagement Mechanism (CEM) Head District Regulation – cancelled





46 Kota Parepare Raw Water Protection Mayor Regulation – Discussion on preliminary draft regulation

Establishment of Wastewater Management Unit (UPTD) Mayor Regulation – Completed

SOP of Citizen Engagement Mechanism (CEM) Mayor Regulation – Completed

47 Kab. Enrekang Raw Water Protection Head District Regulation – Initial meeting of draft regulation

SOP of Citizen Engagement Mechanism (CEM) Head District Regulation - Completed

48 Kab. Sidrap Raw Water Protection Head District Regulation - Initial meeting of draft regulation

PDAM Drinking Water Tariff Head District Regulation – Completed

49 Kab. Pinrang Raw Water Protection Head District Regulation - Initial meeting of draft regulation


50 Kota Ambon Establishment of Wastewater Management Unit (UPTD) Mayor Regulation – Completed

51 Kab. Jayapura Illegal Connections Mutual Regulation between Mayor Jayapura and Head District Kab Jayapura - Completed 52 Kota Jayapura Illegal Connections

Establishment of Wastewater Management Unit (UPTD) Establishment of Wastewater Management Unit (UPTD)




8.15 REGIONAL OFFICE ORGANIZATION CHART

IUWASH ORGANIZATIONAL CHART BY REGION – NORTH SUMATRA

North Sumatra Regional Coordinator

Yayat Kurniawan

Component 1 – MD Program

Management Component 2 – IC Component 3 – EE

Regional Accountant

Tengku Afriyenni

BCC Specialist Hetty

Tambunan

Regional Office Manager

Febrianti Ridwan

Urban Water Supply Specialist Indah Aryanti

City Coordinators

Affan Surya Aswir Purba Ismail Jamian Leo Fariddian Masri Aulia Melani Miranda Naomi Distrina Ginting Teruna Jaya Tarigan

Governance Specialist

A. Budiman

Urban Sanitation Specialist

Mohammad Yagi

Legends: Line of Command

Line of Coordination

MD: Mobilized Demand IC: Increased Capacity EE: Enabling Environment

Administrative Assistant: Melda Zang Receptionist: Ratna Dewi Office Aide: Chairul Ichsan Driver: Syamsul Aswan, Surya Atmaja, Ali Idrus

BCC Program Assistant

Ricky Barus

Sanitation Engineer Irwansyah B.

Procurement/ Grants Assistant:

Suriaty Elianaputri



IUWASH ORGANIZATIONAL CHART BY REGION – WEST JAVA, DKI JAKARTA, BANTEN

West Java Regional Coordinator

Wouter Sahanaya



Regional Accountant/National

Endang Dwiati

BCC Specialist Usmiati Umayah

Regional Office Manager/National

Nina Paramarta

City Coordinators Alam Wijaya Fifi Lutfiyah Jeni Sukmara Nurisnindah Siti Nabsiyah Suhaemi Abbas

Governance/Watsan Institusional Advisor

Ahmad Rosyid

Municipal/Micro-Finance Specialist

Blandina Mandiangan


Muhammad Said




Administrative Assistant:: Mariameyta Ylo Procurement/Grant Assistant: Esa Muharmis

Office Aide: Didin Hasanudin

Driver: Slamet, Slamet Supriyadi

Sanitation Engineer Adri Ruslan

Urban Water Supply Specialist Yonas Kusuma

BCC Assistant Dadang Ahman

Hidayat

Governance Program Assisstant

Ully Budiman



IUWASH ORGANIZATIONAL CHART BY REGION – CENTRAL JAVA

Central Java Regional Coordinator

Jefry Budiman



BCC Specialist Dwi Anggraheni

Hermawati

Regional Office Manager :

Chatarina Meity Yovita

Urban Water Supply Specialist

Ronny Sutrisno

City Coordinator

Abdul Muhtar Arief Widjanarko Ribut Maryanto Abdul Hazis Wedya Sedarprasedha Widiyatmoko

Municipal/Microcredit Specialist

Muh. Arif Wibowo


Oni Hartono




Administrative Assistant: Maureen Tuhatu Office Aide: Sukino, Driver: Susanto Setiawan, Ahmad Mustofa, Bambang Wahyudi

Regional Accountant

Sherly Tulung

Governance/Finance Specialist

Yudi Wijanarko

Junior BCC Specialist Edy Triyanto

Procurement/Grant Assistant

Sumarno Mitrodiyono

Project Liaison

Andi Fardiansyah



IUWASH ORGANIZATIONAL CHART BY REGION – EAST JAVA

East Java Regional Coordinator Laksmi Cahyaniwati



Regional Accountant Chatarina

Sylvia Dewi

BCC Specialist

Ristina Aprillia

Regional Office Manager Nana

Noerhajati


Rudhy Finansyah

City Coordinator

Abdul Ghofur Dwi Prihanto Eko Purnomo Hasan Zunaidi Hermawan Kurnianto Siti Ngaisah Roni Susanto


Imam Suhadi

Municipal Finance Specialist

Rudy Jusdian


Arief Riyadi




Administrative Assistant: Fery Prastyan Receptionist: Berty Ningrum Office Aide: Damis Driver: Edi Subowo, Waluyo, Sugiono

BCC Program Assistant

Achmad Dardiri

Project Liaison for Coca Cola Project

Adhi Atmajaya Humala Sidabutar

Sanitation Marketing Specialist Ratih Astati D.

Procurement/ Grants Assistant

Hery Soesilowati



IUWASH ORGANIZATIONAL CHART BY REGION – SOUTH SULAWESI AND EASTERN INDONESIA



Regional Accountant Ira Leman

BCC/STBM Specialist

A. J. Sudarto

Regional Office Manager

Lily Marlina


Ridwan Habibie

City Coordinators Abdul Muin Agung Kurniawan Desy Patty Hendri Saputro Nur Sudibyo Shofyan Ardiansyah Sofyan ST


Bahran Ilmi

Municipal Finance Specialist

Muh Zuhri


Selviana Hehanussa




Administrative Assistant/Receptionist: Ferawati Hamka Office Aide: Rukman Driver: Hatta DG Nompo, Ismail Zainuddin

South Sulawesi, Ambon, Jayapura Regional Coordinator

Budi Raharjo

BCC/STBM Program Assistant

Suhartini Ridwan

Sanitation Marketing Specialist

Johanis Valentino

Procurement/ Grants Assistant Surya Akbar



8.16 IUWASH WORK AREAS



8.17 APBD INCREASED BUDGET

2009 2010 2011 2012 2013 2014 2015

NORTH SUMATERA1 Kota Binjai 8.445 5.863 11.409 17.219 11.117 36.720 22.468 8.572 21.881 13.308

2 Kota Medan 183.349 239.876 230.473 195.849 284.308 281.535 295.685 217.899 264.344 46.445

3 Kota Pematang Siantar 5.378 8.294 9.975 31.332 23.057 10.835 7.779 7.882 18.251 10.368

4 Kota Tanjung Balai 10.828 7.403 12.843 19.767 31.662 26.944 18.684 10.358 24.264 13.907

5 Kota Tebing Tinggi 13.426 7.453 10.519 12.643 4.453 10.450 22.792 10.466 12.585 2.119

6 Kabupaten Langkat - - 12.200 17.248 19.895 36.270 11.127 14.724 22.430 7.706

7 Kabupaten Asahan - 10.392 12.296 15.753 31.861 5.222 8.413 12.814 15.166 2.352

8 Kabupaten Labuhan Batu - 1.754 5.264 7.576 8.015 24.126 25.258 4.864 19.133 14.269

9 Kota Sibolga - - 6.347 10.793 35.571 2.585 11.617 8.570 16.591 8.021

WEST JAVA BANTEN, DKI10 Kota Bogor 31.615 67.075 71.135 44.787 62.474 58.718 70.298 56.608 59.070 2.461

11 Kabupaten Karawang 23.571 25.656 20.807 14.303 16.436 28.200 70.224 23.345 32.291 8.946

12 Kabupaten Tangerang 59 839 20.985 32.817 35.871 37.159 115.447 7.294 55.323 48.029

13 Kota Bekasi 11.904 24.489 23.616 46.239 53.205 73.604 83.310 20.003 64.090 44.086

14 Kabupaten Bekasi 30.031 14.506 14.139 14.136 24.013 36.691 39.274 14.260 33.326 19.066

15 Kabupaten Bandung - 10.202 17.652 17.529 20.220 34.181 30.806 15.128 28.402 13.275

16 Kabupaten Purwakarta - 8.492 12.335 11.312 18.370 23.460 17.916 10.713 19.915 9.203

17 Kabupaten Serang 16.889 18.123 14.362 19.413 19.913 25.674 41.898 16.458 26.724 10.267

18 Kabupaten Tangerang Selatan - 7.488 40.754 43.408 54.121 46.963 59.008 30.550 53.364 22.814

19 Kabupaten Lebak - 1.784 3.627 4.574 5.706 21.529 19.496 3.328 15.577 12.249

CENTRAL JAVA20 Kabupaten Kendal 7.905 13.215 1.330 5.582 6.124 14.403 20.018 7.483 11.532 4.048

21 Kabupaten Kudus 11.477 1.951 600 3.552 13.501 26.521 31.284 4.676 18.715 14.039

22 Kota Semarang 17.394 19.225 15.571 50.153 72.677 99.311 131.315 17.397 88.364 70.967

23 Kabupaten Semarang 2.273 2.532 3.460 16.669 6.683 29.756 60.182 2.755 28.322 25.568

24 Kota Solo 5.730 8.022 9.441 6.758 13.265 41.224 33.263 7.731 23.628 15.897

25 Kabupaten Sukoharjo 6.569 5.250 7.632 9.714 10.417 34.964 67.299 7.532 30.598 23.067

26 Kabupaten Klaten 10.803 8.682 11.175 21.979 17.791 24.720 25.663 13.946 22.538 8.593

27 Kota Salatiga 12.388 11.373 6.518 14.920 15.444 15.728 21.229 10.937 16.830 5.893

28 Kabupaten Rembang 4.723 2.585 3.380 3.239 5.424 14.998 29.342 3.068 13.251 10.183

29 Kabupaten Batang - 1.469 2.757 3.785 11.495 14.794 24.401 2.670 13.619 10.948

EAST JAVA30 Kota Probolinggo 18.938 18.876 15.185 17.354 11.338 11.210 6.457 17.667 11.590 (6.077)

31 Kabupaten Gresik 33.071 19.485 18.507 26.025 70.920 85.042 91.767 23.688 68.438 44.751

32 Kabupaten Lamongan 12.753 5.883 7.543 9.450 29.202 25.717 29.008 8.726 23.344 14.618

33 Kabupaten Sidoarjo 29.071 15.483 12.490 18.125 53.105 48.848 55.123 19.014 43.801 24.786

34 Kabupaten Mojokerto 11.368 3.723 7.607 3.108 10.018 20.327 10.121 7.566 10.893 3.327

35 Kabupaten Probolinggo - 5.388 7.133 15.132 24.306 32.095 46.405 9.218 34.269 25.051

36 Kota Mojokerto - 6.042 10.227 8.547 7.689 18.736 61.032 8.272 29.152 20.880

37 Kabupaten Jombang - 18.332 15.197 10.989 23.263 36.933 33.827 14.839 31.341 16.502

38 Kabupaten Malang - 20.849 10.686 29.640 21.303 49.164 75.998 20.392 48.822 28.430

39 Kota Batu - 15.731 17.689 8.870 11.260 18.430 42.078 14.096 23.923 9.827

40 Kota Malang - 39.417 18.402 55.744 100.775 70.338 57.217 37.855 76.110 38.255

Total Local Government Budget/APBD BY Year (In Million IDR) (*) Avg Baseline

(**)

Avg Endline

(***)

IncreaseNo City



2009 2010 2011 2012 2013 2014 2015

South Sulawesi/Eastern Indonesia41 Kota Enrekang 10.390 28.116 5.229 18.723 10.822 16.336 13.258 14.578 14.785 207

42 Kota Makassar 7.086 12.972 14.579 46.434 83.652 130.351 98.510 11.546 89.737 78.191

43 Kota Jeneponto 4.628 4.918 8.816 2.539 9.938 22.147 24.003 6.121 14.657 8.536

44 Kota Maros 8.465 1.472 3.268 6.109 25.529 27.421 21.631 4.401 20.172 15.771

45 Kota Pare Pare 8.220 7.018 8.465 6.421 11.500 19.886 16.906 7.901 13.678 5.777

46 Kabupaten Takalar 1.745 1.694 11.433 4.012 14.481 8.529 10.701 4.957 9.431 4.474

47 Kota Jayapura 3.818 1.968 6.464 4.180 14.334 17.086 14.671 4.083 12.568 8.485

48 Kota Ambon 6.583 25.928 20.820 10.599 19.571 26.763 10.474 19.116 18.936 (180)

49 Kabupaten Bantaeng 16.663 2.101 5.959 2.491 7.500 13.865 19.494 3.517 13.620 10.103

50 Kabupaten Pinrang 11.182 10.278 15.473 12.791 13.963 13.720 19.432 12.847 15.705 2.858

51 Kabupaten Sidrap 1.518 1.655 5.407 2.360 8.987 9.093 17.913 3.141 11.998 8.857

Note

Total Local Government Budget/APBD BY Year (In Million IDR) (*)

(**) The baseline figures are taken from last 3 years (2009, 2010 and 2011 for first batch of cities received technical assistance from IUWASH and cities, in

purple highlight and 2010, 2011, 2012 for second batch of cities received technica assistance from IUWASH, in blue highlight) of APBD budget to support

(***) The endline figures are taken from the average of total amount of APBD Watsan sector of assisted LG during the period of IUWASH technical

assistance. This year will be the final year of APBD monitoring. There are two cities shows no increased of APBD funding and IUWASH will continue to

monitor and collect more detailed infomation just in case if both cities have same status at the end of IUWASH program

(*) The total amuont of LG APBD only for the amount of APBD funding for watsan related program implemented by LG institutions.

Avg Baseline

(**)

Avg Endline

(***)

IncreaseNo City



8.18 LIST OF IUWASH GRANTS PROGRAM

Status: September 2015

Description Grantee Total Grant

Amount Disbursed

Amount Remaining Status

North Sumatra 1. Optim. of Comm. WWTPs YAKMI $48,857 $48,857 $0 Closed 2. Comm Sludge Mgt - Belawan SMI $81,886 $81,886 $0 Closed 3. Master Meter - Sibolga YAPEKAT $56,606 $56,606 $0 Closed

Sub-Total $187,349 $187,349 $0 West Java/DKI/Banten 1. Septage Mgt - Jakarta Mercy Corps $99,972 $99,972 $0 Closed 2. Comm.Sewerage - Jakarta Forkami $61,806 $61,806 $0 Closed 3. Master Meter - Rajeg Forkami $41,682 $26,451 $15,231 Closed 4. Comm.San/Teluk Naga - Tangerang BSK $18,482 $18,482 $0 Closed 5. Comm.San/Kronjo - Tangerang BEST $11,916 $11,916 $0 Closed 6. Fiberglass Molds (in-Kind) AKR $7,532 $7,532 $0 Closed 7. Fiberglass Molds (In-Kind) CBO $1,398 $1,398 $0 Closed 8. CBS/School Sanitation - Serang YPCII $75,740 $75,740 $0 Closed 9. Small-scale Sewerage - Bekasi GANECA $69,235 $42,691 $26,544 On-going 10. San. SMEs/Microcredit - Serang DIM $73,618 $53,710 $19,907 On-going

Sub-Total $461,381 $399,698 $61,683 Central Java

1. Comm. San / MCK - Kendal LPTP Jogja $53,068 $53,068 $0 Closed 2. Kampung Sanitasi - Surakarta LPTP Solo $76,935 $76,935 $0 Closed 3. Comm.San - Jomblang Gita Ptw $59,598 $59,598 $0 Closed 4. Customer Forum Kompip $58,880 $58,880 $0 Closed 5. USRI support Spek-Ham $70,476 $70,476 $0 Closed 6. UPTD development SCM $53,982 $32,230 $21,752 On-going

Sub-Total $372,939 $351,187 $21,752 East Java 1. STBM / Probolinggo ITS $70,273 $70,273 $0 Closed 2. Master Meter / Sidoarjo Spektra $47,737 $47,737 $0 Closed 3. San. SMEs / Microcredit LPPM-ITS $84,741 $54,834 $29,907 On-going 4. SAN-1 promotion - Greater Malang BEST $67,634 $61,294 $6,340 On-going 5. SAN-1 promotion - Greater Pantura LPPM-ITS $63,191 $57,087 $6,104 On-going 6. Master Meter - Surabaya FARABI $25,112 $25,112 $0 Closed

Sub-Total $358,688 $316,337 $42,350 SSEI

1. San. Improvement - Ambon Murkele $51,243 $51,243 $0 Closed 2. Urban Sanitation - Jayapura Geoteknik $34,264 $34,264 $0 Closed 3. Comm. San./KSM Cap.Bldg - Makassar DKM $67,627 $67,627 $0 Closed

Sub-Total $153,134 $153,134 $0

TOTAL

$1,533,491 $1,407,706 $125,785

INDONESIA URBAN WATER SANITATION AND HYGIENE Mayapada Tower 10th Fl

Jl. Jend. Sudirman Kav. 28 Jakarta 12920

Indonesia

Tel. +62-21 522 - 0540 Fax. +62-21 522 – 0539

www.iuwash.or.id

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