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Project Management Manual PMM on its website, and in the bidding documents, such as contact point for complaint mail and e-mail address, phone, fax, text message. The contact will also include the Bank s
Fraud and Corruption Hotline. MPW will hold Annual Accountability Meetings to enhance accountability and project information sharing with civil society. The PMM will provide guidelines on disclosure of
information related to the project. MPW official website will display critical information on WINRIP to enhance both internal and external monitoring of the project:
•
Work Plan and Procurement Plan.
•
Quarterly newsletter containing information on the list of contracts, implementation progress, projects related activities, number, types and status of complaints in each location. The newsletter will also be
made available to civil society in hard copy and through electronic mailing system.
•
Mid-Term Review Report, promptly after completion of the mid-term review implementation support is carried out in accordance with the loan agreement;
•
All final audit reports financial or otherwise, including qualified audit reports prepared in accordance with the loan agreement and all formal responses of the government in relation to such reports. The
publication should be done within one month after the report is accepted as final.
•
Contracts awarded with information on general scope of work with location, value, and summary information of the awarded firms contractors. The practice in other projects demonstrates that
disclosure of contracts awarded will help in reducing fraudulent practices Ministry of Public Works MPW maintains a website: http:www.pu.go.id, with a link to eproc.pu.go.id
for information on semi e-procurement or e-procurement. PMU WINRIP supported by CTC will develop their own website: http:www.winrip-ibrd.com, and with it all the information and data about WINRIP be
inputted or uploaded on this site. In the application of one of the components of ACAP, the public disclosure and transparency, it is necessary
to spread information and increase the capacity of all stakeholders involved in the implementation of this WINRIP project, through a variety of relevant training. The trainings have been expressed in the TOR of CTC
WINRIP and described in the Project Implementation Plan PIP. One of the major risks to effective project implementation and management derives from the likelihood
that project management staff does not have adequate training in or experience of the management of large-scale projects.
4.7.4 Complaints Handling Mechanism CHS
The ACAP as adopted by the Ministry of Public Works for WINRIP states on the subject of Complaints Handling System . The Community Development Specialist and the Management Information Specialist will
play a crucial role in the set-up of the Complaints Handling System CHS within PMU, in cooperation with the PMU officers in charge of the Complaints Handling Unit CHU.
CHS essentially has four main components as follows:
•
Data Entry. All complaints are expected to be submitted through the WINRIP website but in fact, to date, most
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complaints have been received by letter, either directly or indirectly, although a few were sent by fax or email. However, to attain the best possible transparency of the project, complaints submitted
manually through letter, facsimile, telephone, e mail or visit to the Public Works regional offices will be entered in the WINRIP website by the CHS team of CTC. The possibility of using the short message
service SMS from a cell phone for complaints was considered and it was decided that all SMS messages, although not treated as formal complaints, will be recorded as additional information.
•
Complaint Registration. Every submitted complaint is registered and stored into the CHS database, categorized, and sent to
the correlated expert for future consultation in order to formulate a response.
•
Complaint Assessment. The CHS Team assesses the urgency and complexity of all complaints. Simple complaints are followed
by the formulation of a response for PMU s approval before uploading the formal response into the WINRIP website. Complex complaints are followed by a thorough investigation.
•
Field Investigation and Analysis. In the case of an investigation being required, the CHS team will make field visits and take necessary
action such as discussion with related institutions Satker, Dinas, Supervision Consultant, etc; invite the complainer; interview the contractor; etc. Findings will be used for analysis to formulate a
conclusion, solution, next action and any further decision.
4.7.5 Third Party Monitoring TPM
All WINRIP packages are designed to have external parties involved in conducting an independent assessment of the project throughout construction. Project information is accessible through the WINRIP
website under construction, project information booth which is normally maintained in the PPKSatkerDinas office or, project announcement billboard at each site. ACAP requires a third party, from
outside the project, to independently monitor the progress of construction work of each link and these personnel are provided by universities nearby each package.
It was decided that the best method of recruitment for TPM was through the universities closest to each package and PMU mailed invitations asking them to express their interest in forming independent
monitoring teams of Third Party Monitors. This concept is based on the fact that UniversitiesTechnical Faculties have the engineers available for recruitment and Universities could use this opportunity to be
involved in public service. It is hoped that this concept will be more effective and more efficient in getting legitimate, competent, independent Third Party Monitoring TPM.
The duties of a TPM included:
a
Report to the PPK for his intended package and obtain copies of all drawings and contract documentation.
b
Make at least three 3 separate visits to site, with each visit up to four 4 days long, and ascertain that the works are being carried out in compliance with the drawings and documentation.
c
Prepare and submit a report for the PMU following each visit with their last report post PHO.
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4.8 Road Safety Audit
Since the Senior Road Safety Audit Engineer has been mobilized on 1st May 2013 and demobilized on April 1st 2014, technical design and road safety engineering review and road safety audit for several
pacakages in AWP-2 and AWP-3 sub-projects has been implemented. However, there were still some task which were not covered by the Senior Road Safety Engineer during
the duration of the road safety audit stage. Upon mobilization of the National Road Safety Engineer and the Assistant Road Safety Engineer who were mobilized on June 2, 2014 and November 3, 2014
respectively, the remaining road safety audit works were continued. The remaining works are follows :
1. Road Safety Audit Construction Stage, for :
a. AWP-1 sub-projects Packages 1, 2, 3 and 4 b. AWP-2 sub-projects Packages 4, 5, 6, 7, 8, 10, 11, 12 and 13
c. AWP-3 sub-projects Packages 14, 16, 17, 19, 20 and 21 2.
Road Safety and Traffic Management Monitoring, for : a. AWP-2 sub-projects Packages 4, 5, 6, 7, 8, 10, 11, 12 and 13
b. AWP-3 sub-projects Packages 14, 16, 17, 19, 20 and 21 Road Safety Audit at detailed design stage is to identify the road safety weaknesses in design drawings
through site visiting, review of design drawings and official meeting with stake holder. Road Safety Audit report is the recommendation for improvement of road safety.
Road Safety Engineering Review is to conduct a study of road safety on the packages that road safety audit were not performed during the detail design stage. The objective is same with road safety audit at
design stage. Traffic Management and Safety Monitoring is to check the performance of contractors related to the
implementation of application management and traffic safety in the field.
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5 FINANCIAL MANAGEMENT INFORMATION SYSTEMS
5.1 Draw Downs and Future Costs
Details of the disbursements already made from the loan are listed in the following sub section.
5.2 Disbursement
The total disbursement by World Bank from the loan to the end of June 2016 was USD 65,009,653.87 equivalent to approximately 26.00 of the loan funds. A total
disbursement of USD 3,581,716.35 was made during the month of June 2016 for the payment Interim Payment Certificates for the Statement of Work Accopmplished and release of retention
money to the civil works Contractors under Category 1 Part 1 of the loan agreement. The total expenditure to date measured in the term of the World Bank commitment, not
including the Special Account advance, is shown in Appendix C. The following table
summarizes the individual disbursements as calculated by CTC but retaining the total
disbursement from Client Connection at the end of June 2016.
Category Description
Loan Restructuring Amount USD
Totals Disbursed to End June 2016 in
USD Disbursed
1
Part 1 Betterment and
Capacity Expansion of National Roads.
220,400,000.00
59,425,773.04 26.96
2
Part 2
Implementation Support 17,000,000.00
5,583,880.83 32.85
3
Part 3
Road Sector Institutional Development
4
Part 4
Contingency for Disaster Risk Response
Unallocated 12,600,000.00
Original Loan Amount
250,000,000.00
65,009,653.87 26.00
5.3. Management Information System
5.3.1. General Overview
The Management Information System tasks are as follows:
1 Information System a. Develop and manage the File Storage as database system to store soft copy
documents into the server.
b. Establish the Document Management System DMS to provide:
• Letter Database System, used to record all information of incoming and
outgoing letter. •
Document Library System, used to record all information of hard copy documents then store it into library shelves.
c. Create and updated content of the WINRIP official website.
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d. Develop and update content of the Website Geographic Information System WebGIS of spatial and roads information that overlay into Google Maps.
e. Develop, manage and update content of the Financial Management Information System FMIS, the web based application to monitoring the
financial report and the physical progress report. f.
Provide and manage the Complaint Handling System CHS, use and support the ACAP activities to accommodate complaints from the public.
2 Data Collection and Document Upload
a. Collecting data and updating list of data catalog every month. b. Uploading documents into a file storage server.
3 Technical and Computer Troubleshooting
a. Setting up and manage cable network of local area network and internet connection.
b. Setting up and manage hardware problem of the computer, printer, copier and phone.
c. Software installation and cleaning up of computer virus.
5.3.2. Database
Incoming and Outgoing Data
Administrator Saved
Stored
Inputted File Storage
Server Shelves
Database Application
Soft File Hard Copy
Data Information
Typical Workflow of Database Management
A typical workflow in management of incoming and outgoing data is divided into 3 types of data handling, below:
1. Hardcopy, the document is stored in a rack. 2. Soft files, saved in the File Storage Server.
3. Data information, inputted in database applications. For further handling that needs to be made an integrated database management
system so that all data can be stored properly. The database system has been prepared to store all of WINRIP project information in a systematic, easily
traceable, maintainable, and manageable format as outlined below with the following systems:
